october 24, 2019 thursday 3:00 – 5:00 - selaco wdb · caljobs resume friday october 11, 2019 from...

Executive Committee and FULL WDB BOARD OF DIRECTORS’ MEETING

October 24, 2019

Thursday

3:00 – 5:00

Executive Committee and FULL WDB BOARD OF DIRECTORS’ MEETING

SELACO WDB Board Room

10900 E 183rd Street, Suite 350 Cerritos, CA 90703

October 24, 2019

Thursday 3:00 PM – 5:00 PM

Members of the public wishing to address the board must complete and return a public comment speaker card prior to the start of the meeting.

AGENDA

CALL TO ORDER Drake PLEDGE OF ALLEGIANCE Drake ROLL CALL Dameron 2019 – 2020 Page 1 PUBLIC COMMENTS Castellanos

CHAIR’S COMMENTS Drake

EXECUTIVE DIRECTOR’S MESSAGE / UPDATE / STAFF REPORT Castro SNIPPET: Program Report CONSENT CALENDAR Drake

1A. Approval of Minutes 3 July 25, 2019

1B. Approval of Fiscal Reports 9 07/01/18 - 09/30/19

1C. Approval of Program Report for 22 07/01/18 – 09/30/19

Executive Committee and FULL WDB Board of Directors’ Meeting October 24, 2019

- 2 - - 2 -

Materials related to an item on this agenda submitted to the SELACO WDB after distribution of the agenda packet are

available for public inspection in the SELACO WDB office at 10900 E. 183rd

Street. Suite 350, Cerritos, CA 90703 during

normal business hours.

ACTION ITEM (S):

2. HR Policy Update: Personnel Policies and Procedures Castro 35 3. Evaluating Internal Practices for Addressing Staff Family Castro 53 Care and Medical Leaves of absence 4. Approval to Adjust Employee Salary Scale to Align with Castro 69

New Minimum Wage Law 5. Medical Benefits Opt Out Program Castro 70 6. Approval to Accept Department of Education Additional Castro 72

Funding PY 2019-2020

BUSINESS ADVISORY COMMITTEE REPORT Levine

Presentation / Information / Recommendations ACTION ITEM (S): NONE

INFORMATION ITEM (S):

NONE

ONE STOP OPERATOR REPORT Girdner

Presentation / Information / Recommendations ACTION ITEM (S): NONE


NONE


1. Ethics Training AB1234 Castro 74

2. Governor Newsom’s Newsletter Castro 75

3. Governor Signs AB 593 Castro 81

4. All In Career Pledge Castro 83 INTERESTING CORRESPONDENCE

1. Success Stories Castro 86

Executive Committee and FULL WDB Board of Directors’ Meeting October 24, 2019

- 3 - - 3 -

Materials related to an item on this agenda submitted to the SELACO WDB after distribution of the agenda packet are

available for public inspection in the SELACO WDB office at 10900 E. 183rd

Street. Suite 350, Cerritos, CA 90703 during

normal business hours.

BOARD MEMBER COMMENTS Drake POLICY BOARD ITEMS/REQUESTS Drake

AGENDA REQUESTS FOR NEXT MEETING Drake CHAIR’S CLOSE Drake

ADJOURNMENT OF OPEN SESSION Drake

Policy Board Meeting: December 10, 2019

Business Advisory Committee: January 23, 2020

Next Full WDB Meeting: January 23, 2020

Meetings of the SELACO WDB are accessible to persons with disabilities. The SELACO WDB will provide reasonable accommodations

upon request. Requests should be received at least 72 hours prior to the meeting. Please call (562) 402-9336 to request accommodations.

SELACO WDB UPCOMING EVENTS

Collaborative Community Network (CCN) Meeting Partner Agency Resource Information Sharing

Every 2nd Wednesday of the month from 8:30 to 10:30 a.m. Various Locations

Networking Success Team – Job Club

Every Friday from 10 a.m. to Noon SELACO WDB Cerritos AJCC

For more information on these events, please call the Cerritos AJCC at (562) 402-9336 extension 1219.

PARTNER UPCOMING EVENTS

Cerritos Cheerful Chatters Toastmaster Club Provide a positive learning environment where everyone has the opportunity to develop oral communication

and leadership skills for personal and professional growth. Every Wednesday of the month from 12:00 to 1:00 p.m.

Cerritos Career Center

For more information on these events, please call Kay Ford at (562) 402-9336 extension 1245.

__________________________________________________________________________________________

EDD UPCOMING EVENTS

Labor Market Information (LMI) Presentation Career Exploration

Friday, October 4 and 25, 2019 from 9:00 – 11:00 a.m. EDD at SELACO WDB – Cerritos

CalJOBS Resume

Friday October 11, 2019 from 9:00 – 11:00 a.m. EDD at SELACO WDB – Cerritos

Upcoming Events Page 2 of 2

EDD UPCOMING EVENTS cont.

Personalized Job Search Assistance (PJSA) Review of Job Search Activities and Sharing of Resource Information

October 8, 22 and 25, 2019, from 1:30 – 4:00 p.m.

EDD at SELACO WDB – Cerritos

Reemployment Services and Eligibility Assessment (RESEA) October 7, 21 and 28 from 8:30-11:30 a.m. and Every Wednesday from 8:30 – 11:30 a.m.

EDD at SELACO WDB – Cerritos

Veteran Workshops Friday, October 18, 2019 from 9:00-11:00am

EDD at SELACO WDB- Cerritos

For more information on these events, please call Evangelina Arroyo at (562) 402-9336 extension 1220.

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Page 2 of 86

WORKFORCE DEVELOPMENT BOARD OF THE SOUTHEAST LOS ANGELES COUNTY, INC.

Executive Committee and FULL WDB BOARD OF DIRECTORS

MINUTES

July 25, 2019 3:00 PM SELACO WDB Boardroom

10900 E 183rd St, Ste 350 Cerritos, CA

CALL TO ORDER The meeting of the Executive Committee and FULL WDB Board of Directors’ was called to order by Aaron Drake, Chair at 3:07 p.m. PLEDGE OF ALLEGIANCE Board Member Joseph Derthick led the Pledge of Allegiance. ROLL CALL

WDB BOARD DIRECTORS PRESENT Butani, Dilip Cornejo, Jackie Dameron, Mark Derthick, Joseph Drake, Aaron Espitia, Ben Gomez, Belle Levine, Barbara Patel, Vijay Pathak, Pino Polley, Tracy Saucedo-Garcia Cristina Turrubiartes, Maria Wehage, Larry

WDB BOARD DIRECTORS ABSENT Gutierrez, Liza Marie Kucera, Kevin Lopez, Nelida Ochoa, Pete Rapue, Judith Todd, Sharon

WDB BOARD DIRECTORS EXCUSED Castellanos, Allison Lugo, Julia

SELACO WDB STAFF PRESENT: Castro, Yolanda Cardona, Jefferson Celis, Sara Clements, Marjean Coronel, Corina Davis, Carol Diep, Chau Ferranti-Lansdown, Tammy Flores, Monica Galvan, Renee Gutierrez, Jeanette Leon, Anna Michel, Sandra

MEMBERS OF THE PUBLIC PRESENT:

Bayha, Jun – Bayha Group Chan, Connie – Employment Development Department

Girdner, Stacey – SELACO One Stop Operator Joseph, Jack – Policy Board Administrator

Page 3 of 86

July 25, 2019 Executive Committee and FULL WDB Board of Directors’ Meeting

Page 2 of 6

PUBLIC COMMENTS None CHAIR’S COMMENTS None EXECUTIVE DIRECTOR’S MESSAGE/UPDATE/STAFF REPORT New board members were introduced. Jackie Cornejo who represents Labor and Maria Turrubiartes who replaces Carrie Dimas-Espinoza with the Department of Rehabilitation. Staff members Renee Galvan and Sara Celis were presented certificates for completing the Offender Workforce Development Specialist Training. SELACO is currently experiencing growing pains. The agency is experiencing computer challenges and is blacklisted as spammers. Kay Ford, Director over the IT Department is working to resolve the issue. In the meantime, board members may receive a call to confirm receipt of emails. Staff is currently working on changing mass communication practices. Tammy Ferranti-Lansdown was introduced to the board. Tammy along with staff member Nytara Blaylock have worked to prepare a newsletter to keep the WDB and Policy Board updated on events that SELACO is involved in. The newsletter will be emailed once the computer challenges are resolved. The first newsletter will be an overview of the last year followed by quarterly highlights. Recently, the board granted approval to accept funding from the City of Los Angeles to conduct a Los Angeles Performance Partnership pilot (known as LAP3). LA City WDB initiated a program to connect with different stakeholders who serve youth and how to better leverage the resources. SELACO received $40,000 to develop a similar initiative. The goal was not to deliver youth services but to evaluate how programs can be designed that can effectively meet the needs of youth in our communities. SNIPPET: A power point presentation was provided by the Bayha Group on the LAP3 project. CONSENT CALENDAR A motion was made by Joseph Derthick to approve the Consent Calendar as presented, seconded by Tracy Polley. With no further discussion, motion carries to approve. Julia Lugo has requested to exclude the sentence on page 67 of May’s agenda which read “with a sublease in place, EDD plans to support our system with eleven (11) full time EDD employees.” She stated it may be too early at this point in time to define the number of EDD employees. *request sent via email as Julia Lugo is not present at the July 25, 2019 meeting. 1A. Approval of Minutes: May 23, 2019

1B. Approval of Fiscal Reports for Periods: 07/01/18 – 06/30/19 1C. Approval of Program Report for: 07/01/18 – 06/30/19 (Receive and file)

Page 4 of 86


Page 3 of 6

ACTION ITEM(S) 2. Ratify the Executive Committee’s Approved Action Regarding: Request on Spending Authority for Fiscal Year 2019-20 A motion was made by Joseph Derthick to Ratify the approval of the Executive Committee on the following action item: Approve the request on spending authority until the new budget is approved, seconded by Tracy Polley. With no further discussion, motion carries to approve.

3. Approval of SELACO WDB Budget for Program Year 2019-20

A motion was made by Joseph Derthick to Approve budget for Program Year 2019-20 as submitted, seconded by Pino Pathak. With no further discussion, motion carries to approve.

4. HR Policy Update: Personnel Policies and Procedures

A motion was made by Joseph Derthick to Review and approve the Personnel Policies and Procedures as presented:

010 – Introduction to the Policies and Procedures Manual 020 – Harassment-Free Workplace 030 – Equal Employment Opportunity/Non-Discrimination 040 – Open Door Policy 120 – Employee Records 121 – Examination of Employee Files 140 – Personal Conduct

Seconded by Barbara Levine. With no further discussion, motion carries to approve.

5. Approval of One-Stop Operator Contract Extension A motion was made by Barbara Levine to Approve the Executive Director to extend a one year contract with the PRAXIS Group to serve as the One-Stop Operator for the Southeast Los Angeles County workforce Development Board for FY 2019/2020, seconded by Dilip Butani. With no further discussion, motion carries to approve. 6. Directors Role in Teaching for the California Apprenticeship Initiative Offered Through the Guidance of the California Workforce Development Board and California State University Los Angeles A motion was made by Vijay Patel to Based on the Attorney’s interpretation of SELACO Personnel Policy #160 support the Executive Director’s interest in participating in the California Apprenticeship Initiative as a temporary paid instructor, seconded by Joseph Derthick. With no further discussion, motion carries to approve. 7. Approval of Earn and Learn Youth Program Sub recipients and Funding Allocations for FY 9-10 A motion was made by Dilip Butani to:

- Authorize the Executive Director to accept funding from WDACS in the amount of $781,000 to serve 266 participants

Page 5 of 86


Page 4 of 6

- Approve and authorize the Executive Director to allocate funding and issue contract

extensions, effective July 1, 2019 through June 30, 2020, to approved agencies to administer the FY 2019-2020 Earn and Learn Program.

- Approve and authorize the Executive Director to award funding to additional

agency(s) that submit a statement of qualifications and are deemed an eligible vendor of Earn and learn funding for FY 2019-2020.

Seconded by Barbara Levine. With no further discussion, motion carries to approve. 8. Approval of Homeless Grant and Funding Allocations for FY 19-20 A motion was made by Larry Wehage to:

- Authorize the Executive Director to accept funding from WDACS in the amount of $110,000 to serve 15 recently or soon to be homeless participants.

- Approve and authorize the Executive Director to award funding and extend the Mentor Program Contract, effective August 1, 2019 through June 30, 2020, to assist in serving up to 15 of our newly enrolled target population. Contract will not exceed $9,750.

Seconded by Joseph Derthick. With no further discussion, motion carries to approve. 9. In-School WIOA Youth: Year 2019-2020 Contract Extension A motion was made by Dilip Butani to Approve the recommendation to extend ABC WIOA In-School-Youth Contract and provide funding to ABC Unified School to run a WIOA In-School Youth program effective July 1, 2019 through June 30, 2020, seconded by Larry Wehage. With no further discussion, motion carries to approve. 10. Election of Officers A motion was made by Joseph Derthick to approve board nominations for each respective position:

- SELACO WDB Board Chair – Aaron Drake

- SELACO WDB Vice Chair – Allison Castellanos - SELACO WDB Secretary/Treasurer – Mark Dameron

Seconded by Pino Pathak. With no further nominations or discussion, motion carries to approve. BUSINESS ADVISORY COMMITTEE REPORT Barbara Levine reported out that the committee met today prior to the board meeting. The committee meets quarterly and all board members are welcomed to attend. Those wishing to attend are encouraged to bring a guest.

Page 6 of 86


Page 5 of 6

Committee consist of board members Joseph Derthick, Larry Wehage and Barbara Levine. Each will bring a guest to the next scheduled meeting. Next meeting is scheduled for October 24. Marjean Clements discussed the various programs and SELACO’s involvement. Continued discussion took place regarding onboarding.

ACTION ITEM(S): None INFORMATION ITEM(S): None ONE STOP OPERATOR REPORT Stacey Girdner shared with the board that the committee has been meeting for the last two years. System and structure is now in place. Referrals are taking place. Stacey informed the board that she is meeting with the partners and asking “what is your priority as your own entity and how can the SMT compliment what you are already doing?” All MOU’s are signed.

ACTION ITEM(S):

None INFORMATION ITEM(S): None INFORMATION ITEM(S):

1. Ethics Training AB1234 Page 76 of the agenda shows the most updated list of board members who completed the mandatory ethics training. All board members must complete a two hour training. Please contact Carol for direct link to online course or for any questions.

2. Extension of Approval for Local Workforce Development Board (Local Board) to Act as Career Service Provider

The board was referred to page 77 of the agenda. Information item to inform the board that an annually review was completed and extension for SELACO to act as Career Service Provider was approved.

3. Approval of SELACO WDB Local Plan The board was referred to page 79 of the agenda. Information item to inform the board that the local plan was approved. Page 7 of 86


Page 6 of 6

4. Status of Partner Memorandums of Understanding and IFA’s

The board was referred to page 82 of the agenda regarding status of MOU’s INTERESTING CORRESPONDENCE

1. Success Stories The board was referred to page 84 of the agenda.

2. EDD News Release

The board was referred to page 85 of the agenda. BOARD MEMBER COMMENTS Meeting schedule was distributed to all staff. A calendar invite will be sent to all staff. Larry Wehage announced that there will be a Chamber of Commerce morning mingle in Bellflower on Tuesday from 9:00-10:00. Cristina Garcia plans to attend. Barbara Levine would like the business advisory schedule added to the calendar. POLICY BOARD ITEMS/REQUESTS None AGENDA REQUESTS FOR NEXT MEETING None CHAIR’S CLOSE None ADJOURNMENT OF OPEN SESSION The meeting was adjourned at 4:46 p.m.

Page 8 of 86

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Page 10 of 86

SELACO WDB

Statement of Functional Expenses - 02 Administrative Services

From 7/1/2019 Through 9/30/2019

(In Whole Numbers)

Total

Expenditures

Personnel

Salaries & Wages 50100 48,282

Social Security Tax 50200 3,880

Medicare Tax 50210 907

Workers Comp - Staff 50220 654

Employee Benefits 50300 13,500

Employer 403(B) Contributions 50403 4,315

Total Personnel 71,540

Non-Personnel

Mileage 51100 204

Conferences/Staff Development 51200 193

Meeting Expenses 51230 52

Rent 52100 12,675

Telephone 52200 879

Leased Equipment 52350 128

Repair & Maintenance 52360 4,977

Office Supplies 53400 1,302

Subscriptions/Dues/Memberships 53600 25

Insurance 53900 2,460

Professional Services 54100 2,429

Legal 54300 741

Bank Charges/Miscellaneous 59990 747

Total Non-Personnel 26,813

Total Expenditures 98,353

Page 11 of 86

SELACO WDB

Statement of Functional Expenses - 02 Contracted Program Cost

From 7/1/2019 Through 9/30/2019

(In Whole Numbers)

Total

Expenditures

Training

Cost Reimbursement Billing 60300 695,339

Other Contracted Services 60400 43,515

Day Care Rent 66000 14,800

Total Training 753,654


Page 12 of 86

SELACO WDB

Statement of Functional Expenses - 02 Supportive Services

From 7/1/2019 Through 9/30/2019

(In Whole Numbers)

Total

Expenditures

Non-Personnel


Total Non-Personnel 0

Support Services

Direct Support Payment 65200 14,954

Total Support Services 14,954


Page 13 of 86

SELACO WDBStatement of Functional Expenses - 02 Vendor Training Payments

From 7/1/19 Through 9/30/19

Total

Expenditures

Training

Vendor Training 60100 140,389

Vendor Training - ETP 60200 (2,562)

Non-WIOA Training Expenditures 0


Page 14 of 86

SELACO WDB

Statement of Functional Expenses - 02 Work Experience / Skillz Menu Program

From 7/1/2019 Through 9/30/2019

(In Whole Numbers)

Total

Expenditures

Personnel

Social Security Tax 50200 0



Total Personnel 0

Training

Wages - WE/Internship 60500 108,106

SS Tax - WE/Internship 60510 6,723

MC Tax - WE/Internship 60520 1,581

WC - WE/Internship 60530 2,892

Training Supplies 60600 98

Participant Incentive Payments 65401 2,835

Total Training 122,236


Page 15 of 86

SELACO WDB

Statement of Functional Expenses - 02 WIOA Career Services

From 7/1/2019 Through 9/30/2019

(In Whole Numbers)

ServicesCore / Basic

ServicesIndividualized

Intensive /

ServicesFollow-Up

Total

Expenditures

Personnel

Salaries & Wages 50100 70,841 39,367 22,389 132,597

Social Security Tax 50200 5,763 3,320 1,863 10,947

Medicare Tax 50210 1,348 777 436 2,560

Workers Comp - Staff 50220 1,027 617 344 1,988

UI & ETT Taxes 50250 0 0 27 27

Employee Benefits 50300 17,597 11,434 6,262 35,293

Employer 403(B) Contributions 50403 7,076 4,563 2,352 13,991

Total Personnel 103,651 60,078 33,674 197,403

Non-Personnel

Mileage 51100 249 74 39 363

Conferences/Staff Development 51200 797 415 237 1,449

Meeting Expenses 51230 350 73 39 462

Rent 52100 16,854 10,747 5,970 33,571

Telephone 52200 1,435 766 449 2,650

Leased Equipment 52350 125 85 50 260

Repair & Maintenance 52360 340 136 75 551

Outreach/Recruitment 53300 249 139 80 467

Office Supplies 53400 3,060 1,479 791 5,329

Subscriptions/Dues/Memberships 53600 457 239 137 833

Insurance 53900 1,527 1,535 808 3,870

Professional Services 54100 1,451 647 753 2,851

Total Non-Personnel 26,893 16,336 9,426 52,655

Training

Training Supplies 60600 0 54 0 54

Total Training 0 54 0 54

Total Expenditures 130,544 76,467 43,100 250,112

Page 16 of 86

SELACO WDB

Statement of Functional Expenses - 02 WIOA Business Services

From 7/1/2019 Through 9/30/2019

(In Whole Numbers)

Total

Expenditures

Personnel

Salaries & Wages 50100 41,072

Social Security Tax 50200 3,387



Employee Benefits 50300 11,643

Employer 403(B) Contributions 50403 3,617

Total Personnel 61,155

Non-Personnel

Mileage 51100 363

Conferences/Staff Development 51200 47


Rent 52100 10,112

Telephone 52200 682

Leased Equipment 52350 136

Repair & Maintenance 52360 113

Outreach/Recruitment 53300 350

Office Supplies 53400 1,125

Subscriptions/Dues/Memberships 53600 240

Insurance 53900 1,768

Professional Services 54100 893

Total Non-Personnel 15,998


Page 17 of 86

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Page 18 of 86

Current PeriodActual

Current YearBudget

Budget Variance

Total Budget

Remaining (%)

PERSONNEL COSTSSalaries/Wages 310,935 1,954,898 1,643,963 84.1%Payroll Taxes/WC 36,096 186,121 150,025 80.6%Employee Benefits 112,209 602,216 490,007 81.4%

TOTAL PERSONNEL COSTS 459,240 2,743,235 2,283,995 83.3%

NON-PERSONNEL COSTSMileage 1,588 10,000 8,412 84.1%Conference/Staff Development 10,060 59,000 48,940 82.9%Meeting Expenses 816 7,500 6,684 89.1%Rent/Utilities 76,892 302,630 225,738 74.6%Telephone 5,689 24,000 18,311 76.3%Furniture & Equipment 726 28,000 27,274 97.4%Repair & Maintenance 5,883 15,000 9,117 60.8%Outreach/Recruitment 917 4,000 3,083 77.1%Supplies 11,201 55,000 43,799 79.6%Subscriptions/Dues/Memberships 1,506 10,000 8,494 84.9%Insurance 10,778 25,500 14,722 57.7%Professional Fees 7,024 65,000 57,976 89.2%Legal Fees 741 15,000 14,259 95.1%Interest Expense/Miscellaneous 747 5,000 4,253 85.1%

TOTAL NON-PERSONNEL COSTS 134,569 625,630 491,061 78.5%

TOTAL IN-HOUSE COSTS 593,809 3,368,864.68 2,775,056 82.4%

TRAINING & SUPPORT SERVICES

Vendor Training PaymentsDisability Employment Accelerator (DEA) 3,375 10,080 6,705 66.5%Employment Training Panel (ETP) (2,562) 337,500 340,062 100.8%LA RPU - Prison to Employment (P2E) 0 39,000 39,000 100.0%WIOA Adult 19,001 369,527 350,526 94.9%WIOA Dislocated Workers 0 95,070 95,070 100.0%WIOA Youth 0 32,254 32,254 100.0%Non-WIOA Training Expenditures 0 180,010 180,010 100.0%

Subtotal 19,814 1,063,441 1,043,627 98.1%

Cost Reimbursements / Contracted ServicesDay Care Pre-School / Renovation 484,847 2,832,939 2,348,092 82.9%Disability Employment Accelerator (DEA) 4,950 37,500 32,550 86.8%

SELACO WDBStatement of Functional Expenditures

From 7/1/19 through 9/30/19

Line Item Description

Page 19 of 86

Current PeriodActual

Current YearBudget

Budget Variance

Total Budget

Remaining (%)

SELACO WDBStatement of Functional Expenditures

From 7/1/19 through 9/30/19

Line Item Description

TRAINING & SUPPORT SERVICES - continued

Employment Training Panel (ETP) 0 17,250 17,250 100.0%LA County - Earn & Learn Project 160,188 463,540 303,352 65.4%LA County - Homeless Initiative (Measure H) 5,000 6,500 1,500 23.1%LA County - System Involved Youth (SIY) 65,104 88,260 23,156 26.2%LA RPU - Back on Track for Ex-Offenders (BOT) 550 4,489 3,939 87.8%LA RPU - Prison to Employment (P2E) 0 37,500 37,500 100.0%Regional Training Coordinator Project (RTC) 29,838 36,200 6,363 17.6%WIOA Youth 0 50,000 50,000 100.0%WIOA One-Stop Operator 3,178 25,000 21,823 87.3%

Subtotal 753,654 3,599,178 2,845,524 79.1%

Work Experience / Skillz Menu ProgramDowney's USD MADE Career Initiative 92,387 117,125 24,738 21.1%LA County - Earn & Learn Project 14,948 24,440 9,492 38.8%LA County - JJCPA Project 0 24,440 24,440 100.0%LA County - Homeless Initiative (Measure H) 2,483 57,435 54,952 95.7%LA RPU - Prison to Employment (P2E) 0 75,963 75,963 100.0%WIOA Youth 12,320 97,857 85,536 87.4%

Subtotal 122,138 397,259 275,121 69.3%

Training SuppliesEmployment Training Panel 0 4,000 4,000 100.0%LA RPU - Prison to Employment (P2E) 0 845 845 100.0%WIOA Adult 27 5,950 5,923 99.5%WIOA Dislocated Workers 21 2,550 2,529 99.2%WIOA Youth 104 2,000 1,896 94.8%

Subtotal 152 15,345 15,193 99.0%

Direct Support PaymentsLA County - Earn & Learn Project 868 1,300 432 33.2%LA County - JJCPA Project 0 1,300 1,300 100.0%LA County - Homeless Initiative (Measure H) 50 15,065 15,015 99.7%LA RPU - Prison to Employment (P2E) 0 18,000 18,000 100.0%LBCCD's Apprenticeship Readiness Program 0 12,000 12,000 100.0%WIOA Adult 5,754 25,550 19,796 77.5%WIOA Dislocated Workers 3,398 10,950 7,552 69.0%WIOA Youth 4,884 7,500 2,616 34.9%

Subtotal 14,954 91,665 76,711 83.7%

TOTAL TRAINING & SUPPORT SVCS 910,711 5,166,887 4,256,176 82.4%

GRAND TOTAL 1,504,520 8,535,752 7,031,232 82.4%

Page 20 of 86

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Page 21 of 86

Program Operations Report Three (July 01, 2019 – September 30, 2019)

PROGRAM OPERATIONS REPORT

July 01, 2019 – September 30, 2019

The Southeast Los Angeles County Workforce Development Board (SELACO WDB)

respectfully submits the third Program Operations Report for the program year 2019-2020.

This report reflects the various activities and services offered to our local employer and job

seekers. This report demonstrates enrollments and service activities developed to meet

the expectations of our Local Workforce Development Board in addition to meeting the

requirements of our funding entities. The report includes information on the following:

I. SUMMARY OF ENROLLMENTS

I I. CAREER CENTER VISITS

I I I. ADULT SERVICES

I V. PARTNER SERVICES

V. YOUTH SERVICES

V I. BUSINESS SERVICES

V I I. CHILD DEVELOPMENT PROGRAM

V I I I. CUSTOMER OUTREACH

I X. GLOSSARY OF TERMS

Page 22 of 86


I. SUMMARY OF ENROLLMENTS

LOCAL SERVICES PROGRAMS

ARTESIA BELLFLOWER CERRITOS DOWNEY HAWAIIAN GARDENS

LAKEWOOD NORWALK OTHER AREAS

TOTAL

ADULT 4 30 14 27 5 29 28 88 225 DISLOCATED WORKER

4 21 9 6 2 27 21 13 103

YOUTH SERVICES 40 22 26 35 78 39 40 42 322

TOTAL ENROLLMENTS 48 73 49 68 85 95 89 143 650

• In area service percentage: 80% Out of area service percentage: 22%**

REGIONAL SERVICES PROGRAMS ARTESIA BELLFLOWER CERRITOS DOWNEY HAWAIIAN

GARDENS LAKEWOOD NORWALK OTHER

AREAS TOTAL

ETP PROGRAM 0 9 1 2 0 6 8 410 436

CHILD DEVELOPMENT PROGRAM

124 164 0 0 0 84 35 89 496


• In area service percentage 46% Out of area service percentage 54%

Page 23 of 86


II. CAREER CENTER VISITS *(Data reflects recorded values on CalJOBssm)

A. First Time Visits CERRITOS AJCC

ARTESIA 7

BELLFLOWER 41

CERRITOS 15

DOWNEY 5

HAWAIIAN GARDENS 12

LAKEWOOD 47

NORWALK 56

OTHER AREAS 14

TOTAL 197

B. Return Visits CERRITOS AJCC

ARTESIA 233

BELLFLOWER 827

CERRITOS 337

DOWNEY 423

HAWAIIAN GARDENS 123

LAKEWOOD 691

NORWALK 775

OTHER AREAS 1,010

TOTAL 4,419

Page 24 of 86


III. ADULT SERVICES *(Data is presented based on Point of Entry.)

WIOA Adult Program

Customer Activity Breakdown by City ARTESIA BELLFLOWER CERRITOS DOWNEY HAWAIIAN

GARDENS LAKEWOOD NORWALK OTHER AREAS TOTAL

Carry Over 3 24 11 17 3 24 19 68 169

New Enrollments 1 6 3 10 2 5 9 20 56

Training 1 7 4 4 1 8 2 30 57

Exits 0 2 0 7 1 4 1 17 32

Placements 0 0 0 3 1 4 1 16 25 *Training, Exits and Placements include carry-over from last program year. *SELACO WDB’s current Placement Rate in the third month of reporting is 78%.

WIOA Dislocated Worker Program Customer Activity Breakdown by One-Stop Center

Customer Activity Breakdown by City ARTESIA BELLFLOWER CERRITOS DOWNEY HAWAIIAN

GARDENS LAKEWOOD NORWALK OTHER AREAS TOTAL

Carry Over 2 17 9 5 2 24 14 11 84

New Enrollments 2 4 0 1 0 3 7 2 19

Training 1 3 4 1 0 7 2 3 21

Exits 0 2 0 1 0 5 0 1 9

Placements 0 0 0 0 0 3 0 0 3 *Training, Exits and Placements include carry-over from last program year. *SELACO WDB’s current Placement Rate in the third month of reporting is 33%.

Transitional Subsidized Employment (TSE) Program The TSE program is a program in collaboration with the South Bay Workforce Development Board that provides individuals the opportunity to gain the skills and hands on experience needed to transition into their next job and/or career. The program also gives companies a chance to give back to the community and provide opportunities for individuals to gain access into the workforce. SELACO WDB’s role in bridging the gap between both parties is to help meet employer’s workforce needs by providing qualified, pre-screened applicants.

Page 25 of 86


IV. PARTNER SERVICES

EDD/CalJOBS Activity

Upcoming Events

EVENT DATE / TIME LOCATION / ADDRESS TOPIC Labor Market Information (LMI)

Presentation Friday, October 4, 25, 2019

from 9:00 – 11:00 a.m. SELACO WDB – Cerritos AJCC Career Exploration

Personalized Job Search Assistance (PJSA)

October 8,22, and 25, 2019 from 1:30-4:30p.m.

SELACO WDB – Cerritos AJCC Review of Job Search Activities and Providing Resource

Information

Reemployment Services and Eligibility Assessment (RESEA)

Every Monday, From 1:00 – 4:00 p.m.;

Every Wednesday, from 8:30 -11:30 a.m.;

Every Friday, from 1:30-3:30 p.m.

SELACO WDB – Cerritos AJCC Eligibility Assessment and Sharing of Resource

Information

Veteran Workshop Friday, October 18 2019, from 9:00 – 11:00 a.m.

SELACO WDB – Cerritos AJCC Providing Resource Information

Business Services

Upcoming Events

EVENT DATE / TIME LOCATION / ADDRESS

TOPIC

LAPD Recruitment 10/30/2019 9:00 a.m. -12:00 p.m. SELACO WDB Recruitment

Page 26 of 86


V. YOUTH SERVICES

Youth Enrollments

Customer Enrollment Breakdown by Youth Provider

WIOA Youth Programs

Out of School Youth In School Youth

Carry Over 88 New Enrollments 0

New Enrollments 24

Los Angeles County Youth@Work Program

The Youth@Work program is designed to provide work-based learning to Los Angeles County’s youth ages 14-21. The goal of the program is to introduce young people to the workplace, gain valuable employment skills and earn an income. Through this process, youth receive up to 20 hours of paid Personal Enrichment and Work Readiness Training (PET) to help them acquire some of the basic “soft skills” necessary to succeed in the workplace. Youth also work an average of 100 hours of work experience after the completion of the PET for a total of 120 hours of combined work preparation and work experience. Youth will also receive a monthly performance evaluation to better gage their individual strengths and weaknesses. Upon completion of the program, youth receive a certificate of Work Readiness.

ABC USD BAYHA Group City of Hawaiian Gardens

Field of Dreams SELACO WDB TOTAL

Enrollments 122 34 62 0 22 240

Completions 0 0 0 0 0 0

ARTESIA BELLFLOWER CERRITOS DOWNEY HAWAIIAN GARDENS LAKEWOOD NORWALK OTHER

AREAS TOTAL

ABCUSD 34 0 24 0 15 30 19 0 122

BAYHA Group 0 9 0 22 0 0 0 3 34

Hawaiian Gardens 0 0 0 0 62 0 0 0 62

SELACO WDB 6 13 2 13 1 9 21 39 104


Page 27 of 86


VI. BUSINESS SERVICES

Employment Training Panel (ETP) Programs

Customer Activity

ET-0268 (Contract Term: 10/31/2018-10/31/2019)

Planned Actual

Enrollments 436 493

Completions 431 493

Retention 168 88 ETP Business and Training Highlights: SELACO ETP Staff is continuing to work with several companies to build the potential ETP Training List for our New Agreement application. Businesses we are prospecting include: Cargomatics, Follow the Heart, Sign Resources, Global IT, Liberty Utilities, Pretium Pkg., Consumer Pipe, Health Ade, Kings Bottle, Spreckles, AAHS Graphics, and Wire Cut. ETP Portraits of Success: SELACO was successful in applying for an being awarded $749,,806K in our New Agreement, which is the maximum we are allowed to apply for. To clarify, SELACO is also finishing its 2018-2020 contract early. There is overlap on our ETP contracts, and that allows us the maximum ability to always have funds available for companies. An ealry completion on our current contract (2018-2020) will allow us to earn our maximum allocation and proceed to a new contract, 9 months early. SELACO expects a 95%-99% final performance on the closing contracts. The State was very pleased to see SELACO's final performance numbers so high and has offered congratulations to SELACO for this final performance. .

Page 28 of 86


Business Service Activities BUSINESS HIGHLIGHTS/PORTRAIT OF SUCCESS: (Business / Employer related. Identify an outstanding or unique activity) (Highlight a Customer or Business providing a brief summary detailing extraordinary success. Description should include name, project, job title and salary) We participated in the Norwalk Chamber Business Expo. During this event, SELACO was able to represent the various programs available to job searchers, small business owners, and the public.

A. Partner Activity (Identify any Business Service Partner activity and/or relationships established)

PARTNER ON-SITE REFERRAL Other Description of Partnership

Small Business Administraiton – Ben Raju

X X Networking Partnership

Page 29 of 86


A. Business Activities

ARTESIA BELLFLOWER CERRITOS DOWNEY HAWAIIAN

GARDENS LAKEWOOD NORWALK OTHER AREAS

PLACEMENTS (Represents Employers and their city of business who have hired WIOA Adult and Youth Participants.)

Accountemps X

Aerotek X

Allied Security X

Burlington Coat Factory X

Bridge Home Health X

Caremore X

City of Paramount X

Cerritos Vista Healthcare X

College Medical Center X

Conco Construction X

Convenant Care California X

CSU Dominguez Hills X

Custom Delux Landscape X

Dennys X

Glenhaven Healthcare X

Glenoaks Convalescent Hospital X

Glidewell X

Judge Group X

Kaiser X

Lincoln Heritage X

Local 300 Laborers Union X

Marycrest Manor X

Maxim Healthcare Services X

MRK Star Inc. X

Norwalk La Mirada School District X

Painters Union X

Raymond Handling Solution X

Regullano & Yu Medical Group X

Robert Half X

Strategic Service Solutions X

Sunnyview Convelescent Home X

Walmart X

WEMS Electronic X

Woodruff Convalescent Center X

SPECIAL RECRUITMENT (Identify any Employer and the city in which they operate, that you and/or your team has assisted with direct recruiting activities.)

FCI X

Korean BBQ X X X

TFC Manufacturing X X

MVP

ETP (Represents Companies receiving training and other ETP related services and

the city the company is located in.)

X

AAHS Graphics X

Arcpoint Labs X

Ascent Aerospace X

Consumer Pipe X

Earth Island X

Follow the Heart X

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ARTESIA BELLFLOWER CERRITOS DOWNEY HAWAIIAN

GARDENS LAKEWOOD NORWALK OTHER

AREAS Global IT X

Kings Bottle X

Integral Aerospace X

Liberty Utilities X

Meruelo Group X

My Hao Cosmetics X

Pretium Packaging X

Sign Resource X

Wire Cut

WORK EXPERIENCE (Represents Companies with whom SELACO has work site agreements with and the city the company is located in.)

GRAND TOTALS 1 1 4 5 0 2 4 41

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VII. CHILD DEVELOPMENT PROGRAM

Customer Activity

PADELFORD PARK CHILD DEV’T CTR.

ARTESIA PARK CHILD DEV’T CTR.

MAYWOOD CHILD DEV’T CTR.

NORWALK CHILD DEV’T CTR.

Planned Actual Planned Actual Planned Actual Planned Actual

Enrollments 88 56 88 68 96 89 40 35 BELLFLOWER I

CHILD DEV’T CTR. BELLFLOWER II

CHILD DEV’T CTR. BELLFLOWER III

CHILD DEV’T CTR. LAKEWOOD CHILD

DEV’T CTR.

TOTAL Planned Actual Planned Actual Planned Actual Planned Actual Planned Actual

Enrollments 88 82 96 82 19 0 88 84 603 496 * Child Development Centers open in August. Facilities: Artesia Child Development Center Lakewood Child Development Center 18730 Clarkdale Avenue, Artesia, CA 90701 5225-A Hayter Avenue, Lakewood, CA 90712 Center Director: Malajat Raja Center Director: Maria Navarro Phone Number: (562) 653-0290 Phone Number: (562) 531-9440 A. J. Padelford Child Development Center Maywood Child Development Center 11922 169th Street, Artesia, CA 90701 4803 58th Street, Maywood, CA 90270 Center Director: Liz Quintanilla Center Director: Silvia Guzman Phone Number: (562) 926-2427 Phone Number: (323) 560-5656 Bellflower Child Development Center Bellflower II Child Development Center 447 Flower Street, Bellflower, CA 90706 14523 Bellflower Blvd., Bellflower, CA 90706 Center Director: Regina Mayo Phone Number: (562) 867-8399 Phone Number: (562) 804-7990 Norwalk Child Development Center 14000 San Antonio Drive, Norwalk, CA 90650 Center Director: Silvia Guzman Phone Number: (562) 864-1958

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VIII. CUSTOMER OUTREACH (Represents the number of contacts and/or events by service population made in each of our seven-city service area.)

OUTREACH ACTIVITY

ARTESIA BELLFLOWER CERRITOS DOWNEY HAWAIIAN GARDENS

LAKEWOOD NORWALK OTHER AREAS TOTAL

Adult 0 0 1 8 0 0 0 3 12 Youth 2 0 0 8 0 1 0 4 15

Employer 1 0 21 9 0 0 7 40 78 Other 0 0 0 0 0 0 0 0 0

TOTAL 3 0 22 25 0 1 7 47 105

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IX. GLOSSARY OF TERMS AJCC: American Job Center of California ASE: Academic Skills Enhancement CalJOBS: California Job Services CWDB California Workforce Development Board DEI: Disability Employment Initiative EDD: Employment Development Department ETP: Employment Training Panel GED: General Education Development LMI: Labor Market Information PJSA: Personalized Job Search Assistance SELACO WDB: Southeast Los Angeles County Workforce Development Board STEPS: Steps to Economic and Personal Success Workshop TSE: Transitional Subsidized Employment WDB: Workforce Development Board WIOA: Workforce Innovation and Opportunity Act

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MEMORANDUM

DATE: October 24, 2019 TO: SELACO WDB Board of Directors FROM: Yolanda Castro, Executive Director RE: HR Policy Update: Personnel Policies and Procedures As presented at your July 25, 2019 board meeting, Staff is currently working with our HR consultant and legal counsel on updating our HR Personnel Policies and Procedures (PPP) Manual. This manual is used for Directors and Managers to help guide them in the supervision of their staff. Currently, we have 47 policies and procedures. At your last board meeting, you reviewed and approved 7 policies and procedures. Rather than bringing all PPP to you at once, we will bring before you various sections at a time for your review and approval until we have completed all updates.

Today, we have the following 10 policies attached for your review and approval: 110 – Confidentiality 130 – Personal Appearance 150 – Conflict of Interest 160 – Additional Employment 211 – Employment References 212 – Introductory Period 214 – Employment Screening 244 – Disciplinary Action 280 Termination 223 – Job Classification Action Required: Review and approve the PPP as presented.

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16

Southeast Los Angeles County Workforce Development Board Policy # 110Employee Policies and Procedures Date: 11/2019

Page 1 of 2

CONFIDENTIALITY

Scope This policy applies to all employees.

Policy Confidential/Proprietary information shall not be discussed with anyone who does not have the need-to-know. Similarly, confidential/proprietary information about employees and management shall not be discussed with anyone who does not have the need to know.

Definitions Confidential/Proprietary Information. Information that can affect the operations of SELACO WDB, and personal information about employees and customers. Examples of confidential/proprietary information include, but are not limited:

A. New products, trade secrets, software, research and development, “know-how”, and marketing information;

B. Revisions of current products, services and software;

C. Any financial information;

D. Private, personal information of and about customers;

E. Key vendors or cost of purchased services; and

F. Transmittal of information within or outside of SELACO WDB that would serve no useful purpose and could be harmful or embarrassing to fellow employees (e.g., pending promotions, terminations, promotions, demotions, errors committed, salary information, etc.).

Need to Know. The “need-to-know” people are employees, customers or vendors who require confidential/proprietary information to properly perform assigned tasks related to the provision of services, well-being or the growth of SELACO WDB. This will include management and administrative personnel who have supervisory and oversight responsibilities for services provided and service staff whose required activities provide a direct ability to benefit the customer.

Deleted: Date: June 2019

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17

Policy # 110 Date: 11/2019

Page 2 of 2

Procedures A. In addition to the confidential/proprietary information listed above, employees are

expected to treat day-to-day information confidentially such as any information pertaining to projects or information on customers that may not be deemed ‘personal’ but still should not be divulged.

B. Managers and/or Directors who become aware of reported potential violations of this policy are expected to conduct a thorough investigation. The results of the investigation will be discussed with the Executive Director. Violations may result in disciplinary action, up to and including termination (see Disciplinary Action Policy # 244).

C. If any questions occur regarding the confidential nature of information discussed, final determination will be made by the Executive Director.

D. Employee privileged to confidential/proprietary information who resign or have been terminated are expected to maintain the confidentiality of that information after their departure.

E. SELACO WDB will vigorously defend confidentiality rights to the fullest extent of the law.

Deleted: ¶


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21


Page 1 of 3

PERSONAL APPEARANCE


Policy Employees are allowed to appear or dress consistently with his or her gender identity, gender expression, and/or transgender status.

I. In General – Appropriate Office Attire a. Employees are expecred to present a professional image at all times. This includes good habits of grooming, personal hygiene, modesty and professional attire. b. Employees are expected to dress conservatively and professionally in an appropriate manner for the requirements of the workday. c. All employees are expected to keep hair, including facial hair, neatly trimmed and groomed. d. Employees are expected to wear footwear that is professional, conservative and appropriate for the requirements of the workday. To ensure employee safety, all footwear must have secure straps around the toes and ankle.

II. In General – Inappropriate Attire a. Jeans or any clothing made of denim b. Tank Tops c. Athletic attire of any kinds including but not limited to sweatpants or work out clothing d. Shorts or any attire that is too short for a business office. e. Flip flops, slippers or athletic/sport shoes, gym shoes, tennis shoes, sneakers (i.e. Converse, high tops and cleats) f. Accessories/excess wear such as hats, feathers, visible facial piercings and tattoos g. Leggings of any kind unless worn as stockings under a dress

Employees with questions about proper attire for their department should consult their Manager and/or Director.

III. Exceptions to Daily Office Attire a. Casual Friday – jeans and denim pants allowed. All other general guidelines apply. b. Staff Spirit Days – athletic attire (team jerseys, t-shirts and shoes) is allowed. All other general guidelines apply.


Deleted: In the interest of presenting a professional image to our customers, we askthat all employees observe good habits of grooming and personal hygiene. Please dress neatly, conservatively, and professionally in an appropriate manner for your position and the requirements of the work area.¶¶

Deleted: Male office employees generally should generally wear a coat and tie, business shirt, tailored slacks and business shoes. Female office employees generally should wearbusiness suits, dresses, or skirts or pants and blouses, and business shoes.¶¶All employees are expected to keep hair, including facial hair, neatly trimmed and groomed.¶¶Certain clothing is prohibited for office employees. These include:¶

<#>Any clothing made of denim;¶<#>Pants which look like jeans, regardless of the material of which they are made;¶<#>Leggings¶<#>Any top that reveals cleavage;¶<#>Sleeveless shirts, tank tops, etc., unless a jacket, shirt or sweater with sleeves is also worn;¶<#>Midriffs (no skin showing, no short tops, no see through tops, blouse or top must be able to tuck in if necessary);¶<#>Shorts (culottes) and/or Capris (PROFESSIONAL pants only);¶<#>Micro-mini skirts (or any skirt or dress length which is too short for a conservative business atmosphere);¶<#>Tennis type looking shoes, flip flops, slippers, casual/recreational sandals (for safety purposes, footwear MUST HAVEsecure straps around the toes and heels);¶<#>Accessories/excess wear such as hats, feathers, visible facial piercings or tattoos (must ALWAYS portray a professional image).¶

¶Policy # 130¶Date: June 2019¶Page 2 of 3¶¶Your manager may make exceptions to the above requirements during specific situations, such as when normal business clothes would become soiled during the work activity.

Deleted: ¶If you have a

Deleted: your

Deleted: ,

Deleted: your

Deleted: manager

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22

Policy # 130 Date: 11/2019

Page 2 of 2

c. Team Building Activities – guidelines will be established with each scheduled event. d. Workdays – on occasion, staff is assigned taskes that require cleaning and moving furniture. On workdays, work clothes such as t-shirts, jeans, athletic/sport shoes, running shoes, gyms shoes, tennis shoes, sneakers or work boots are appropriate. All other general guidelines apply.

IV. Corrective Action a. If a Manager and/or Director observes an employee who is inappropriately dressed, they should provide verbal counseling. Advise the employee of expectations for future office attire. It is to the discretion of the Manager and/or Director to assess if the employee should go home to change so that he/shee can manage the required work of the day. b. If a Manager and/or Director observes an employee dressed inappropriately for a second time, the employee receives a written warning and is sent home for the day with no pay. c. If a Manager and/or Director observes an employee dressed inappropriately for a third time, the employee receives a written warning and is suspended without pay for two days. d. On the fourth incident, the employee is terminated.

Deleted: Repeated instances of inappropriate attire or grooming when required may result in disciplinary action, up to and including termination.¶¶Employees who are inappropriately dressed may be sent home by their manager and directed to return to work in proper attire. Such employees may not be compensated for the time away from work.¶¶CASUAL FRIDAY¶Business casual day is a privilege and will take the cooperation of staff to make it work. SELACO WDB’s aim is to maintain a professional environment while also allowing staff to be relaxed/casual one day per week.¶¶NOT Allowable:¶NO see through blouses¶NO shorts, shorts, or culottes¶NO leggings¶NO strapless blouses, halters, or midriffs (anything showing the belly area)¶NO flip-flops or tennis shoes¶NO recreational sandals¶NO high splits in skirts or mini skirts¶NO sweats or sweat suits¶NO T-shirts (with or without language or sports emblems)¶NO jerseys¶NO caps/hats¶¶Allowable:¶Jeans with a professional look (no holes or tears)¶Jean skirts¶Capris (professional looking)¶Sandals with straps that secure the heels and toes¶Turtle necks¶Docker/slacks¶Polo shirts¶¶Corrective action under this Policy applies to Casual Friday.¶¶Policy # 130¶Date: June 2019¶Page 3 of 3¶¶Corrective Action¶To ensure compliance with SELACO’s Personal Appearance Policy, the following steps will be taken when staff arrives to work inappropriately dressed:¶¶

<#>Employee will receive verbal counseling and will be sent home with a time frame to return. Non-exempt employees sent home for inappropriate attire may not be compensated for the time away for time away from work.¶<#>If a manager observes an employee dressed inappropriately for a second time, the employee receives a written warning and sent home for the day with no pay.¶<#>If a manager observes an employee dressed inappropriately for a third time, the employee receives a written warning and is suspended without pay for two days.¶ ...

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25


Page 1 of 2

CONFLICT OF INTEREST


Policy To protect the integrity of agency information, services and employee efforts, employees are to avoid situations in which actual or potential conflicts of interest may exist. Employees are urged to avoid the appearance of favoritism in all dealings with vendors, subcontractors, prospective bidders and customers.

Definition Conflict of Interest. A conflict of interest involves any situation where an employee would acquire any personal, financial, political or professional gain, advantage or benefit that is inconsistent and/or inappropriate with the completion of their roles and responsibilities.

Procedures A. Employees are not allowed to enter into agreements which constitute a conflict of

interest or give the appearance of constituting a conflict of interest.

B. Employees are not allowed to use SELACO WDB information, materials or equipment for personal financial gain.

C. Employees are not allowed to accept gifts with a value higher than $50.00 from any subcontractor, prospective bidder or customer.

D. Offers of goods or services of any material value from any vendor must be declined when the goods or services might be construed to influence subsequent favorable treatment, or be construed as a “thank you” for past favorable treatment.

E. If business luncheons are held with any vendor, subcontractor or prospective bidder, employees must pay for their own lunch.

F. Any questions regarding a possible conflict of interest should be discussed with the Manager and/or Director or the Executive Director.

G. Failure to comply with these policies may result in disciplinary action up to and including termination (see Termination Policy # 280).


Deleted: 1

Deleted: and

Deleted: 15

Deleted: or

Deleted: manager

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26

Policy # 150 Date: 11/2019

Page 2 of 2

H. Staff is required to disclose any potential conflict of interest to their Manager and/or Director.

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27


Page 1 of 1

ADDITIONAL EMPLOYMENT


Policy At no time, may any SELACO WDB employee work for any other WIOA provider or agency (public or private); any SELACO WDB supplier, vendor or customer; any outside organization with which SELACO WDB has a contractual relationship, arrangement or program; or any organization which may present or be perceived as a conflict of interest.

With the approval of the Executive Director or the SELACO WDB Board, a waiver may be granted based on the uniqueness of the working arrangement and if there is direct value to the organization to participate.


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Page 1 of 1

EMPLOYMENT REFERENCES


Policy All requests for past or current employment references must be directed to Human Resources.

Letters of reference for former employees may be provided, in the agency’s sole discretion, following the receipt of a signed disclosure authorization and release from that individual.

Procedures A. All written or verbal requests for past or current employment references must be

directed to Human Resources.

B. A written disclosure authorization and release is required before any information is furnished.

C. Human Resources will verify, upon request, only a former employee’s dates of employment, position(s) held, and final rate of pay.

D. Upon receipt of a signed disclosure authorization and release from the current or past employee, a letter of reference may be prepared by only by the employee’s Manager and/or Director.

E. A letter of reference cannot be issued until it has been reviewed and approved by the Executive Director.

F. A copy of such letter of reference must be maintained in the current or past employee’s personnel file.

G. Any violation of this policy may result in disciplinary action up to and including termination.

H. Due to the liability concerning this issue, any Manager and/or Director observing an employee violating this policy should take disciplinary action immediately.


Deleted: Director

Deleted: manager

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31


Page 1 of 1

INTRODUCTORY PERIOD

Scope This policy applies to all regular, full-time employees.

Policy SELACO WDB’s established introductory period is the first six months of employment. During this time, all employees are on an introductory status.

This introductory period gives the Manager and/or Director the opportunity to determine the employee’s ability to perform the job and provides him or her with the opportunity to decide if he or she is satisfied with the position and SELACO WDB. SELACO WDB reserves the right to extend the duration of the introductory period when such an extension is determined appropriate in our sole and absolute discretion.

However, employment may be terminated at any time, with or without cause, either during or after the introductory period should such termination be deemed necessary or appropriate by the SELACO WDB or the employee.

Procedures A. Managers and/or Directors normally will be responsible for the training and

evaluation during the employee introductory period.

B. Upon completion of the introductory period, a performance evaluation will be conducted to provide feedback about the new employee’s job performance.

C. Managers and/or Directors, with the Executive Director’s prior approval, may extend the duration of the introductory period when such an extension is determined appropriate.

D. If employee has satisfactorily completed the introductory period, the employment will continue.

E. If, during the introductory period, unsatisfactory performance does not improve, the employee may be released from employment. The Executive Director’s prior approval must be obtained (see Termination Policy # 280).

F. All employees, regardless of status or length of service, are required to meet and maintain company standards for job performance and behavior and are considered “at-will” employees.


Deleted: manager

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Page 1 of 1

EMPLOYMENT SCREENING


Policy SELACO WDB is committed to providing a safe, efficient, and productive workplace. To achieve this objective, employment screening will be conducted on every candidate after a conditional offer of employment has been made.

Procedures A. Employment screening consists of the following:

1) Background check to include verification of education (degree attainment); and civil and criminal court investigations; and DMV check.

2) References from a minimum of three (3) past employers, if available or verification of past employment if full references are not available, at the discretion of the Executive Director.

3) For positions involved in the handling of SELACO WDB’s funds or financial affairs or which have access to developing or revising SELACO WDB’s computer programs, a credit check will also be required at the discretion of the Executive Director.

B. The Executive Director, at his/her sole discretion, will determine whether the results from the employment screening are acceptable for employment with SELACO WDB.

C. In addition, all candidates, who have been offered a position which is required to transport participants or customers, will be required to: 1) Submit proof of current automobile insurance; and 2) Successfully complete a drug and alcohol screening examination before

beginning work. All offers of employment are conditioned upon successful completion of this examination. The examination will be performed at SELACO WDB’s expense.

D. After a conditional offer has been extended to a candidate, Human Resources will conduct employment screening. These offers must be made subject to the successful completion of the screening. Upon approval by the Executive Director, a Manager and/or Director may check references on candidates.


Deleted: clients

Deleted: Directors

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Page 1 of 3

DISCIPLINARY ACTION


Policy SELACO WDB normally intends, but is not required, to give employees advance notice of problems with conduct or performance in order to provide employees with an opportunity to correct these problems.

Procedures I. General

A. Some situations and behaviors have a more adverse effect on performance than others. Some less serious problems, when repeated often enough, may develop into serious problems.

B. The following disciplinary procedures may be used by Managers and/or Directors, based on the problem addressed:

1) Verbal counseling 2) Written warning(s) 3) Suspension 4) Demotion 5) Transfer 6) Termination

C. Depending upon the problem, it is not necessary to user all procedures in the disciplinary process (e.g. a serious offense may be grounds for immediate termination, without using any other steps in the disciplinary process).

D. Managers and/or Directors must keep the Executive Director fully informed of all disciplinary action to be taken beyond verbal counseling.

E. Managers and/or Directors are required to make records of all disciplinary actions and submit to HR for filing.

F. The disciplinary process described in this procedure will be administered consistently for all employees.

II. Verbal Counseling A. Verbal counseling is an informal discussion between Manager and/or

Director and employee outlining: 1) What the staff member is doing wrong. 2) What the staff member should be doing. 3) What affect the behavior or lack of performance has (on other

employees, on SELACO WDB, on customers, etc.)


Deleted: managers

Deleted: must maintain complete

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Policy # 244 Date: 11/2019

Page 2 of 3

4) What further disciplinary actions may occur if the employee does not correct the problem?

B. The verbal counseling should be noted.

III. Written Warnings A. Written warnings are formal discussions between Manager and/or Director

and employee. A written warning should contain the following information: What the employee is doing wrong. What the employee should be doing and specific steps which

should be taken. What affect the behavior or lack of performance has (on other

employees, on SELACO WDB, on clients, etc.) What further disciplinary actions may occur if the employee does

not correct the problem? A reasonable time limit in which to monitor progress.

B. The written warning should be signed and dated by the employee, to indicate that the employee has read and understands the information. If the employee refuses to sign the written warning, another Manager and/or Director should be immediately brought in and asked to sign and witness that the employee has seen, but has refused to sign the warning.

C. One copy of the written warning should be given to the employee (whether or not the employee signed it); one copy maintained by the Manager and/or Director, and the original kept in the employees personnel file in Human Resources.

IV. Suspension A. Under certain circumstances, an immediate suspension, usually pending

investigation, may be required. Whenever possible, the Executive Director should approve this action. When not possible, the approval of two levels of management is required.

B. An immediate suspension, pending investigation, may be used under circumstances which require the employee(s) to be removed from the premises (such as when a fight, theft, or other major behavior problem occurred), and further investigation is necessary to determine the facts of the situation.

C. The suspension should be limited to the minimal amount of time necessary to conduct the investigation, usually no longer than one calendar week.

D. After the investigation is conducted, the results of the investigation are to be communicated to the employee(s). The results must be in writing, a copy given to the employee and the original maintained in the employee’s


Deleted: manager

Deleted: manager

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Policy # 244 Date: 11/2019

Page 3 of 3

personnel file in Human Resources. E. Generally, a suspension pending investigation is with pay, until the results

of the investigation are determined. If the investigation determines that the employee was at fault, and the behavior was of a serious nature, the suspension may be made without pay. The Executive Director must agree to the decision to make the suspension without pay.

V. Demotion and/or Transfer A. Only the Executive Director may approve a demotion or transfer for

disciplinary purposes. B. Demotions and/or transfers are used in rare cases when an employee is

not able to correct or improve performance to meet the expectations of the position.

VI. Termination (or Discharge) A. Only the Executive Director may approve a termination of employment. B. Under very rare circumstances, an immediate termination may be

appropriate. Examples of situations which may result in immediate termination include use or possession of illegal drugs or alcohol while on company premises or while on duty; theft of company, another employee’s or customer’s property; or actual or threatened physical violence towards another employee or a customer. However, the decision to terminate an employee must be made by the Executive Director. If the Executive Director is not available, a suspension pending investigation should be issued (see above).

C. Termination may also occur after the progressive use of other disciplinary actions when the employee has not corrected or improved the performance or behavior sufficient to meeting the expectations of SELACO WDB.

D. See Termination Policy (# 280) for procedures associated with the termination of employment due to discharge.

Deleted: ¶


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Page 1 of 3

TERMINATION


Policy Termination procedures will be handled consistently to insure that employees are treated in a fair and equitable manner. SELACO WDB reserves the right, at any time, with or without notice, with or without cause to terminate the employment relationship with any employee.

Definitions Resignation. A voluntary termination of employment at the will of the employee.

Layoff. An involuntary termination of employment at the will of SELACO WDB generally due to reduction in funding, termination of specific program activities, reduction in workload, elimination of budgeted positions(s) or similar circumstances.

Discharge. An involuntary termination of employment at the will of SELACO WDB for reasons other than those listed under Layoff.

Procedures I. Resignation

A. When an employee resigns SELACO WDB employment, it is requested that employee give at least two (2) weeks’ notice whenever possible. Doing so will help ensure the timely processing of termination paperwork and an accurate final check.

B. SELACO WDB reserves the right to accept a resignation immediately and to accelerate the final date of employment. The decision to accelerate the final day of employment upon an employee’s resignation will be made by the Director and the Executive Director.

C. If the final day of employment is accelerated, the employee will receive compensation through the day originally indicated by the employee’s as his or her last day, provided however, that this period is no longer than two (2) weeks. However, SELACO WDB reserves the right to make exceptions to this policy and pay compensation only through the actual last day worked by the employee, as it determines appropriate in its sole and absolute discretion.

D. As soon as the manager is aware that an employee is resigning from employment, he or she should advise the Executive Director and Human Resources.


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Policy # 280 Date: 11/2019

Page 2 of 3

II. Layoff A. When a layoff of employees is required, SELACO WDB will make every

effort to give thirty (30) calendar days notice to those employees affected. B. In the event of general funding cuts, an assessment of staff requirements

to maintain SELACO WDB’s operations shall be completed by the Executive Director. Based on this information, the positions to be eliminated shall be identified.

C. The decision as to which employees to terminate will generally be based on performance, using the two most recent performance evaluations. Employees in good standing will have priority over employees currently on written warning or disciplinary status.

D. Selection will be done without regard to the employee’s race, color, sex, religion, national origin, age, veteran status or disability, or any other classification protected by local, state or federal law.

III. Discharge A. Notwithstanding the at-will relationship stated above, SELACO WDB and

its managers will endeavor to help employees to improve their performance, productivity and on-the-job behaviors in order to maintain the employment relationship. When an employee’s performance, productivity or on-the-job behavior is deemed to be a detriment to SELACO WDB, the following procedures are to be followed: 1) The manager must obtain the Executive Director’s approval to

involuntarily terminate the employment relationship. 2) Where the reason for the discharge is of long-standing duration,

(appropriate written documentation must be on file (see Disciplinary Action Policy #244).

IV. Administration A. For all types of termination, Human Resources will ensure the preparation

of the final paycheck and all other terminating paperwork. B. On the last day of employment, terminating employees are expected to

meet with Human Resources to participate in an exit interview which will include the following: 1) The employee will receive their final pay through the last day

worked, if, either, at least 72 hours’ notice of resignation has been given, or the termination is involuntary. If insufficient notice of a resignation was given, the final paycheck will be available within 72 hours of the resignation;

2) The employee will receive pay for earned Vacation Time not yet taken, or an explanation of the deduction from final pay for excess


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Policy # 280 Date: 11/2019

Page 3 of 3

Vacation Time taken. Earned but unused Vacation Time will be paid on the employee’s final pay check.

3) The employee will receive information on group insurance continuation and conversion privileges (alternatively, this information may be mailed to the employee’s last known home address);

4) The employee will be asked to complete an exit interview form to communicate his/her views on working with the organization; and

5) All property of the SELACO WDB should be returned upon termination. Immediate supervisors and/or other designated individuals should collect agency-owned equipment or materials.


Deleted: Deductions will be taken from employee’s final paycheck if agency property is not returned.

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Southeast Los Angeles County Workforce Development Board Policy # 223 Employee Policies and Procedures Date: 11/2019

Page 1 of 2


JOB CLASSIFICATION


Policy SELACO WDB classifies all job positions as regular full-time, part-time or temporary/seasonal.

Definitions Regular Full-Time Employees. Employees who are regularly scheduled to work at least 40 hours a week are classified as Regular Full-Time Employees. Regular Full-Time employees are eligible for all standard SELACO WDB benefits; however, those working less than 40 hours per week will receive pro-rated holiday, vacation time and sick leave benefits.

Part-Time Employees. Employees who work less than 32 hours with general consistency are classified as Part-Time Employees. Part-Time Employees are not covered under SELACO WDB’s insurance benefits.

Temporary/Seasonal Employees. Temporary or seasonal employees may be hired to work during periods of exceptionally heavy workloads, to replace regular employees during leaves of absences, to perform specific tasks or assignments, or to work under similar circumstances. Temporary/Seasonal Employees may be regularly scheduled to work 40 hours per week or less, depending on SELACO WDB’s needs. Temporary/Seasonal Employees may work an unlimited number of hours, as needed, per contract year. They are not eligible for any health insurance or other benefits.

Procedure The determination of which positions are classified as Regular Full-Time, Part-Time or Temporary/Seasonal are made by the Manager and/or Director and Executive Director after a thorough review of the position’s duties, other applicable factors and applicable state and federal law.

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MEMORANDUM

DATE: September 26, 2019 TO: SELACO WDB Board of Directors FROM: Yolanda Castro, Executive Director RE: Evaluating Internal Practices for Addressing Staff Family Care and Medical

Leaves of Absence.

A recent review of SELACO WDB’s current Family Care and Medical Leaves of Absence and Paid and Unpaid Leaves of Absence policies (see attached) has raised the need to re-emphasize the procedures followed by Management when addressing an employee’s need for a family medical leave of absence or a need to extend a leave beyond the FMLA time frame.

Due to the number of employees employed by the SELACO WDB, less than fifty (50), SELACO WDB is not required by law to abide by the Family Medical Leave Act (FMLA) of 1993. However, SELACO WDB’s practice is to offer Family/Medical Leave while reserving the right to discontinue such coverage at any time it proves to cause a financial hardship on the organization and/or the employee’s absence places the employee’s Department at risk of meeting performance requirements. In addition, SELACO WDB’s Paid and Unpaid Leaves of Absence policy allows for a Personal Leave of Absence up to 30-days beyond FMLA, and under unique circumstances the Executive Director may grant an additional 60 days for an overall total of 90 days of Personal Leave.

During the time an employee is on FMLA and/or extended leave up to thirty (30) days, the cost of their benefit package is covered by SELACO WDB. The package includes:

• Health benefits (medical, dental and vision) for the employee and family. Note: SELACO WDB covers only the dental cost of the employee. Premiums for added family members are covered by the employee.

• Life insurance/AD&D and long term disability.

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Staff recommendations are to maintain the policy as it is presented and to affirm that:

1) While SELACO WDB is not currently obligated, continue to offer FMLA as we believe supporting staff during critical times in their lives is essential to maintaining a healthy and positive work environment.

2) At minimum, when needed, continue to support the 30-day extended Personal Leave of Absence beyond FMLA.

3) Extensions beyond the 30-day period up to a maximum of sixty (60) additional days will be reviewed by the Department Director and Executive Director to assess the reason for extension. The assessment will consider the Department’s ability to maintain the workload, without a replacement. If the assessment determines it is reasonable, the employee is notified that leave is extended, but will not exceed 90-days after FMLA has been exhausted.

4) If the extended time if not feasible and/or the employees fails to return to work after an extension has been provided, employee will be advised of their termination and immediate efforts will be made to find a replacement.

5) If an employee’s extended leave lasts more than thirty (30) days after FMLA, they may elect to continue their health care coverage through COBRA and their supplemental insurance by conversion into an individual account and shouldering the costs; however, after one failed payment HR will immediately terminate employee obligated cost.

Action Required:

Affirm Board approval of staff recommendations to support FMLA and methods for assessing extended leave beyond FMLA requirements.

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FAMILY CARE AND MEDICAL LEAVES OF ABSENCE

NOTE: As an employer with less than 50 employees, the SELACO WDB is not required to provide Family/Medical Leave under the Family Medical Leave Act (FMLA) of 1993.

SELACO WDB however, has chosen to continue offering Family/Medical Leave while reserving the right to discontinue such coverage at any time it proves to no longer be feasible.

Scope This policy applies to all employees who have been employed by SELACO WDB for at least 12 months, and have worked at least 1,250 hours in the 12 months immediately preceding the request for leave under this policy and who work at a location which has at least 50 employees within 75 miles.

Policy Employees may take an unpaid family care leave in accordance with the following guidelines, which are intended to and will be interpreted to accomplish compliance with applicable federal and California law.

Definitions Family care and/or medical leave of absence. An approved absence available to eligible employees for up to 12 weeks of unpaid leave in any 12-month period under certain circumstances that is critical to the employee’s health or the health of the employee’s family.

Medical leave. A leave for reason of the employee’s own serious health condition, including pregnancy, which renders the employee unable to perform the essential functions of the job.

Family care leave. A leave for reason of (1) to care for a newborn child, (2) the placement of a child with an employee in connection with the adoption or (state-approved) foster care of the child by the employee, or (3) the serious health condition of a child, parent, or spouse.

Serious health condition. Illness, injury, impairment, or physical or mental condition involving in-patient care or continuing treatment or continuing supervision by a health care provider.


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Child. Biological, adopted, or foster child, a stepchild, a legal ward, or a child of a person standing in loco parentis, who is either under 18 years old or a dependent adult.

Parent. A biological, foster, or adoptive parent, a stepparent, a legal guardian, a person standing in loco parentis. Parent does not include a parent-in-law.

Procedures A. Eligibility

Employees must have been working for SELACO WDB for at least 12 months in total, must have worked at least 1,250 hours during the 12 months preceding the leave request, and must work at a location which at least 50 employees within 75 miles, in order to be eligible for a family care and or/medical leave.

B. Reasons for Leave 1) Family care leaves will be available for the following purposes:

a) The birth of a child or an adoption of a child or (state-approved) placement of a foster child with an employee. Leave for these purposes must begin within 12 months from the date of birth or placement of the child; and

b) The care of the employee’s parent, child or spouse who has a serious health condition.

2) Medical leaves will be available for the employee’s own serious health condition, including pregnancy, which renders the employee unable to perform the essential functions of the job. All time off of greater than (5) working days which are due to the employee’s own serious health condition will be designated as a medical leave, even if the employee has not specifically requested such leave.

3) Pregnancy disability leaves will be available for women disable due to pregnancy, childbirth, or a related medical condition, including prenatal care and severe morning sickness.

C. Duration of Leave 1) Eligible employees may be granted a maximum of 12 work weeks of

family care and/or medical leave during a 12 month period. 2) Family care and medical leave is separate and distinct from pregnancy

disability leave available under state law. An employee requesting a pregnancy disability leave under state law is eligible for a leave not to exceed four months during the period of the disability. After the pregnancy disability leave, an employee is then entitled to take a family care leave of up to 12 work weeks to care for the child.


Formatted: Font: 14 pt

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3) If both an employee and his/her spouse work for SELACO WDB, the combined leaves for the birth, adoption or placement of a child may not exceed 12 work weeks in any 12 month period, except for the amount of leave taken as pregnancy disability leave which will not be counted toward this 12 work week maximum.

4) Family care and medical leave for this purpose may be taken intermittently, or in the form of a reduced work schedule, where medically necessary for the care of a serious health condition of an employee, spouse, parent, or child.

a) An intermittent leave for this purpose may be taken in segments of one hour or more, as medically necessary.

b) An employee on intermittent leave is expected to schedule the leave to minimize disruptions to SELACO WDB operations, whenever possible.

c) Where an employee requests intermittent leave or a reduced work schedule, SELACO WDB may transfer the employee to an alternative position or alter the employee’s existing job to better accommodate the employee’s need for such leave, so long as the alternative or altered position has the equivalent pay and benefits as the existing job.

d) During a pregnancy disability leave, if a temporary transfer is medically advisable (per written certification provided by an employee’s health care provider), we will transfer that employee to an alternative or altered position, if the transfer can be reasonably accommodated. We will not create positions, discharge another employee, transfer an employee with less seniority or promote or transfer the employee requesting the transfer, if that employee is not qualified to perform all of the essential duties of the position.

5) Family care and medical leave taken for the birth or placement of a child with the employee must generally by taken in segments of no less that two weeks’ duration, unless SELACO WDB and the employee agree otherwise. However, SELACO WDB shall grant a request for a family care leave for at least one day but less than two weeks duration on any two occasions during the one year period following the date of birth or placement of a child with the employee.

D. Terms of Leave – Pay and Use of Paid Leave 1) A family care and/ or medical leave are unpaid. 2) Employees may elect to use all or some accrued Vacation Time during a

family care or medical leave of absence.


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3) The total amount of permissible family care and/or medical leave, however, will not be extended by the amount of Vacation Time used during the leave.

4) Except to the extent that paid leave is substituted for family care and medical leave, an employee is not entitled to any compensation during the family care and medical leave period.

E. Terms of Leave – Benefits 1) SELACO WDB will continue making the same contributions towards the

employee’s health care coverage during the family care and/or medical leave up to a maximum of 12 work weeks during any 12 month period, less any weeks already compensated for an employee’s own medicalleave during that 12 month period, including covered pregnancy disability.

2) The employee must continue to pay his/her share of the health care coverage either through: a) continued payroll deductions (if receiving paid Vacation Time); b) payment of the amount of the payroll deduction at the same time as

payroll deductions would have been made; or c) payment at the beginning of the leave for the amount of premium

expected based on the expected duration of the leave. 3) If an employee elects not to return to work upon completion of an

approved unpaid leave of absence, SELACO WDB may recover from employee the cost of any premiums paid to maintain the employee’s health coverage even if it was not the employee’s choice to continue coverage, unless the failure to return to work was due to one of the following conditions: a) The continuation, recurrence, or onset of a serious health condition

that entitles the employee to leave to care for a child, parent, or spouse with a serious health condition, or it the employee is unable to perform the functions of the position due to his or her own serious health condition; or

b) Other conditions beyond the employee’s control that prevents him or her from returning to work.

4) Employees are not entitled to any company paid contributions to employee benefit plans during the leave period, other than for health care coverage. However, an employee may elect to continue such benefits by paying the cost ordinarily paid by SELACO WDB. If the employee does not make payments, the employee will not be covered by the employee benefit plans during the leave period.

5) Employees do not earn additional Vacation Time, holiday pay, or any other benefits while on leave. Employees will not accrue any seniority during a family care and medical leave period.

Deleted: ¶


Deleted: ¶¶Policy # 321¶Date: June 2019¶Page 5 of 9¶¶

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6) Employees do not lose any employment benefits they have accrued before the leave. They will return to work from a leave with the same seniority and benefits as before the leave began, unless a benefit is used by the employee during the leave, such as accrued Vacation Time.

F. Return to Work 1) An employees who has complied with all applicable procedures in this

policy, with the exceptions noted in the next two paragraphs, will be reinstated to the position held prior to taking the leave or to an equivalent position with equivalent pay, benefits and other terms and conditions of employment, return to the same or equivalent position is contingent upon the employee’s ability to perform all of the essential functions of the job.

2) An employee taking a family care and medical leave has no greater right to reinstatement than if that employee had been continuously employed during the leave period. An employee will not be reinstated to the same or an equivalent position if the position he or she held ceased to exist because of a legitimate business reason unrelated to the family care or medical leave.

3) An exception to the return to work provisions of this policy will be made if the employee on leave is a salaried employee and is among the highest paid 10 percent of the agency’s employees within 75 miles, and restoring employment of the employee would result in substantial economic injury to the agency. In this situation, however, the employee will be notified of the agency’s intent to deny reinstatement and will be given an opportunity to return to work.

4) As a condition of returning to work at the conclusion of a medical leave for his/her own serious health condition, employees are required to obtain a certification of their medical fitness to resume work.

5) SELACO WDB will return an Employee to work within two days of his or her request to return to work and submission of written certification of his or her medical fitness to resume work.

6) Employees who do not return to work at the end of their approved family care or medical leave will be terminated. Benefit entitlements based on length of service will be calculated as of the last paid workday prior to the start of the unpaid leave of absence. a) Employees who cannot report for work by the end of the maximum

leave period because of a recognized disability or a work related injury, but who request an extension of such leave prior to its expiration, will not automatically be terminated at the end of the maximum leave period, but may receive an extension of their leave if circumstance warrant based on the medical evidence presented to support the requested extension.

Moved down [1]: Policy # 321¶Date: June 2019¶Page 6 of 9¶¶

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b) Employees on such approved extended leave who are then able to report for work will be offered the next opening for which they are qualified; that is, the next opening for which they are able to perform the job’s essential factions.

G. Procedures to Request Leave of Absence 1) Notice to SELACO WDB

a) An employee requesting a family care or medical leave of absence should notify manager as soon as they are aware of the need for the leave. Directors will notify Human Resources, which will deliver the appropriate notices to the employee: i) The “Notice of Family Care and Medical Leave and

Pregnancy Disability Leave” (Attachment E) is a state-required notice to be provided to all employees when they request information about family care or medical leaves. In addition, a copy of the Family Care and Medical Leaves of Absence Policy #321 is to be provided to any employee requesting information about these leaves.

ii) If an employee request leave for pregnancy, childbirth or a related condition, or inquiries about pregnancy disability leaves or transfers, the “Notice of Pregnancy Disability Leave” (Attachment F) is to be provided to her in addition to the Notice and Policy referenced above.

b) Employees must provide at least 30 calendar days’ advance written notice where the need is foreseeable, such as the expected birth or placement of a child or planned medical treatment for self or family member.

c) If the need is unforeseeable, employees must notify their manager within five (5) days of learning of the need for family care or medical leave.

d) Failure to comply with these notice rules may result in the delay of the requested leave until compliance is obtained.

e) A “Request for Family Care or Medical Leave” form has been prepared for employees’ use (Attachment A). Employees are to complete and sign the form, keep a copy for themselves and submit the original to Human Resources which will be maintained in the personnel file.

2) Response by SELACO WDB a) Human Resources will respond in writing to the employee’s request

within two (2) business days. Several forms and notices will be completed, as appropriate and given or sent to the employee.

Moved (insertion) [1]


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b) The “Response to Your Request for a Family Care or Medical Leave of Absence” form (Attachment B) provides the employee with specific information on the on the conditions of the leave. This form must be completed by Human Resources before it is given to the employee.

c) The “Insurance Premium Recovery Authorization” form (Attachment C) certifies that an employee acknowledges the agency’s legal right to recover the cost of any premium paid by it to maintain his or her group health care coverage during the leave. It also informs the employee of his or her share of the premium due during and after the leave. It must be completed by Human Resources before it is given to the employee.

d) The “Leave Certification Requirements” form (Attachment D) provides the employee with information about the required medical certification. This form should only be given to an employee with requesting a leave due to the employee’s or employee’s family member’s serious health condition. It requires only the employee’s signature.

e) All of the above forms will be completed as indicated above by Human Resources and submitted to the employee for his or her signature. The employee will keep a copy of the signed forms. The originals will be maintained in the employee’s personnel file.

f) Where the forms must be sent to the employees (as in cases where the employee is not actively at work), the forms will be sent via registered mail, return receipt requested to the employee’s lastknown home address.

3) Medical Certification a) For foreseeable leaves, employees must submit, with their

“Request for Family Care or Medical Leave”, the treating health care provider’s certification of the serious health condition.

b) When this is not possible, employees must provide the required certification within 15 calendar days after SELACO WDB’s request for certification, unless it is not practicable under the circumstances to do so.

c) Failure to provide the required certification in a timely manner may result in the denial of the leave until such certification is provided.

d) The “Certification of Health Care Provider” form (Attachment G). or any certification from the provider which meets the requirements of e) or f) below, as appropriate, may be used.

e) Where the leave is requested because of the employees’ own serious health condition, the certification shall include: i) The date the serious condition commenced;




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ii) The probable duration of the serious medical condition; and iii) A statement that, because of the serious health condition,

the employee is unable to perform the essential functions of his or her position with SELACO WDB.

f) Where the leave is requested because of a family member’s serious health condition, the certification shall include: i) The date the serious health condition commenced; ii) The probable duration of the serious medical condition; iii) The time required for the employee to attend family member;

and iv) A statement that the serious health condition warrants a

family member’s care or supervision during the period of treatment.

g) Where SELACO WDB has reason to doubt the validity of the certification for an employee who seeks or has been taking a family care leave due to his or her own serious health condition, we may, at our own expense, require the opinion of a second health care provider. If the first and second opinion differs, we may, at our own expense, require that the employee obtain the opinion of a third mutually designated health care provider. The third opinion shall be final and binding on both the agency and the employee.

h) If the time period of the leave originally estimated by the health care provider has expired, and additional leave is requested, recertification by a health care provider will be required. Note: Human Resources may ask for certification every 30 days of the leave to substantiate the request of an extended leave.

4) Designation of Leave a) SELACO WDB reserves the right to designate an employee’s time

off as family care or medical leave if the time off meets the requirements for family cares or medical leave. Such designation may occur even if the employee does not request that the leave designated as family care or medical leave.

b) SELACO WDB will inform the employee in writing if the time off is to be designated as family care or medical leave by completing the “Response to Your Request for Family Care or Medical Leave of Absence” form (Attachment B) and delivering or sending it to the employee.

c) Whenever possible, SELACO WDB will designate leaves as family care or medical leave within two (2) business days of learning the employee’s time off.

H. Employee Recourse



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In addition to SELACO WDB’S Conflict Resolution Policy (#270), the FMLA provides recourse for employees via complaints filed with the secretary of the Department of Labor or a private lawsuit.

I. Misrepresentation Any misrepresentations of a leave request or continuation, or disability, will be grounds for disciplinary action up to and including immediate termination.

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PAID AND UNPAID LEAVES OF ABSENCE

Scope This policy applies to all regular, full-time employees

Policy SELACO WDB may provide leaves of absence for personal and other reasons. Where these leaves are governed by state and/or federal law, SELACO WDB intends to administer this policy in accordance with those laws and regulations. See Policy #321 for family care or medical leaves of absence.

Definitions Leave of Absence. An excused absence without pay longer than five (5) working days.

Military Leave. A leave of absence for active military duty or annual military training.

Jury Duty Leave. A leave of absence to serve on court-ordered jury duty.

Bereavement Leave. A leave of absence due to the death of an immediate family member.

Immediate family member. An immediate family member includes an employee’s child(ren), spouse (or significant other), parents, parents-in-law, siblings, siblings-in-law, grandparents, grandparents-in-law, grandchildren and any other family member who permanently resides in the employee’s primary place of residence.

School-Related Leave. A leave of absence in connection with an employee’s child(ren)’s school-related activities or suspension.

Personal Leave. A leave of absence for any other personal reason, such as bonafide religious holiday, emergency, other reason as required by law or for personal matters.

Procedures A. Military Leave

1) Military leave will extend for the period the law provides, up to a maximum of five (5) years.

2) Employees must give verbal and written advance notice of the need for leave, including submission of a copy of the military orders or other evidence of enlistment in the military.

3) Upon completion of military service, employees will be reinstated to their former or a comparable position, with full seniority. In addition to having


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provided advance notice of leave, employees must meet the following conditions to be reinstated. a) Submission of a certificate of satisfactory completion of military

service to their manager; and b) Reapplication for their position within:

i) 14 days of a leave which lasts 31-180 days, or ii) Within 90 days of a leave which last more than 180 days.

4) Members of the National Guard or any Armed Forces Reserved component may use leave for annually scheduled training duty for the length of time the law provides. a) Employees must notify their manager orally and in writing of the

need for military leave. b) If the leave is 30 days or less, employees are required to report to

work on the first full regularly scheduled work day following the end of military service.

c) If the leave is longer than 30 days or less, employees must apply for reinstatement within the time requirements outlined in 30 above.

5) If eligible, employees may elect to be paid for all or some of a military leave by using accrued Vacation Time.

6) SELACO WBD will continue making the same contributions towards the employee’s health care coverage during the military leave up to a maximum of 30 consecutive days. The employee must continue to pay his/her share of the health care coverage, either through. a) continued payroll deductions (if receiving paid Vacation time); b) payment of the amount of the payroll deduction at the same time as

payroll deductions would have been made; or c) payment at the beginning of the leave for the total amount of

premium due based on the expected duration of the leave. 7) If active service or reserve training is longer than 30 days, employees may

elect to continue their coverage through COBRA.

B. Jury or Witness Duty 1) Employees who receive notice of their obligation to serve jury or witness

duty shall notify their manager no later than two (2) weeks prior to the start of jury duty. A copy of the summons/subpoena shall be attached to the employee’s timesheet for the pay period their jury service occurred.

2) Employees shall be paid their regular rate of pay while on jury or witness duty, up to a maximum of 10 working days when they submit documentation of their jury or witness duty from the court.

3) Employees are to reimburse SELACO WDB for any pay received from the court for jury or witness duty service. Mileage or other transportation reimbursement does not need to be repaid to SELACO WDB.


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4) Employees shall report for work on those days or parts of days when excused from jury or witness duty when jury witness duty does not conflict with the employees’ work schedule.

5) Jury or witness duty shall be recorded on the employees’ timesheet for those dates when jury or witness duty was served. A copy of the jury summons or the certificate issued by the court for jury service needs to be attached to the employee’s timesheet.

6) When jury or witness duty extends beyond 10 working days days, non-exempt employees will not receive pay for the time missed from work beyond the 10 working days. Exempt employees will be unpaid only for complete weeks of jury or witness duty, beyond 10 working days.

C. Bereavement Leave 1) Upon the death an immediate family member, SELACO WDB will grant a

paid leave of absence for up to three (3) working days. These days will be paid at the regular straight-time rate for an eight (8) hour day,

2) Additional time off may be taken as Vacation time off, or unpaid, as a personal leave of absence.

3) At its discretion, SELACO WDB reserves the right to require proof of the death of the immediate family member such as a memorial service program or an obituary.

D. New Parent Leave Act 1) Employees may request up to 12 weeks of parental leave after completing

at least 12 months of service, provided they have worked at least 12 months of service, provided they have worked at least 1,250 hours during the previous 12-month period to bond with a new child within one year of the child’s birth, adoption, or foster care placement.

2) Employees shall be provided such leave without pay.

E. School-Related Leave 1) A parent or guardian of a child who has been suspended from school will

be granted leave without pay to appear at the school in connection with that suspension. The employee must give reasonable notice.

2) Employees will be granted 40 hours of leave without pay per year to participate in their children’s or dependents’ school events. Employees are required to provide notice of at least one (1) week prior to the school activity.

F. Time Off to Vote


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1) Full-time employees who lack sufficient time outside work hours to vote in local, state and national elections may take up to two hours off work for this purpose.

2) Employees requiring time off must notify their manager at least two days before voting day and must present a voters receipt to their manager on return to work from voting.

3) Non-exempt employees will not be paid for their time for voting. Exempt employees will receive their full salary as long as they are in compliance with this policy.

G. Victim of Domestic Violence or Sexual Assault

1) Any employee who is the victim of domestic violence, sexual assault or stalking is allow to take time off, without threat of termination or retaliation to: a. Seek a temporary restraining order or other injunctive relief; b. Seek medical attention; c. Obtain services from a domestic violence shelter or rape crisis center; d. Obtain psychological counseling; and/or e. Participate in safety planning or relocation

2) Under the Healthy Families Act of 2014, an employee may request the use of accrued Paid Sick Time for this.

H. Personal Leave 1) A personal leave of absence to handle compelling personal business may

be granted to regular, full-time employees. 2) A personal leave of absence will generally be granted for no more than 30

days. Under some circumstances, the Executive Director may grant a personal leave of up to 90 days.

3) To be considered for a personal leave of absence, the employee must have maintained a satisfactory record of employment with SELACO WDB from a minimum of one year.

4) Employees will be required to use all accrued Vacation Time before a personal leave of absence is granted.

5) A personal leave of absence is approved at the discretion of the employee’s immediate manager with the concurrence of the Executive Director.

6) Request for a personal leave of absence must be submitted in writing to the manager at least two (2) weeks prior to the requested commencement date. Requests for extensions for personal leaves of absence must be submitted in writing to the manager at least five (5) working days prior to the original expiration date of the leave.


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7) Upon return from a personal leave of absence, employees will be reinstated in the following priority of position assignment: a) Prior position, if available; or b) A comparable position for which the employee is qualified, if

available. 8) If the employee does not accept the offered position upon return from

his/her leave of absence, the employee will be considered to have voluntarily terminated his employment, effective the day such refusal is made.

9) If no comparable position is available within (30) calendar days from the date employee is ready to return to work, the employee will be terminated from employment as an involuntary termination.

H. Benefits during Leaves 1) SELACO WDB will continue making the same contributions towards the

employee’s health care coverage during the leave up to a maximum of 30 consecutive days. The employee must continue to pay his/her share of the health care coverage, either through: a) Continued payroll deductions (if receiving paid Vacation time); b) Payment of the amount of the payroll deduction at the same time as

payroll deductions would have been made; or c) Payment prior to the beginning of the leave for the total amount of

premium due based on the expected duration of the leave. 2) If the leave lasts longer than 30 days, employees may elect to continue

their health care coverage through COBRA. 3) Employees who wish to retain benefits other than health care coverage

(e.g. life insurance, disability insurance) must pay, prior to the beginning of the leave, the total amount of premium due based on the expected duration of the leave.

4) Holidays occurring during leaves of are not considered “paid holidays, and employees on leave will not be paid for said holidays.

5) Vacation Time will not accrue during an unpaid leave of absence.

I. Termination 1) Acceptance of other employment while on leave of absence without prior

approval will be considered a voluntary termination. 2) Falsification of the reasons for going on leave will result in termination. 3) See Termination policy (#280) for termination procedures.

Deleted: ¶


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MEMORANDUM

DATE: October 24, 2019 TO: SELACO WDB Board of Directors FROM: Yolanda Castro, Executive Director RE: Approval to Adjust Employee Salary Scale to Align with New Minimum Wage

Law

As wage increase requirements take effect January 1, 2020, SELACO WDB’s administrative staff are in the process of updating salary ranges to align with the new minimum wage law.

Currently we have the following positions to consider for an update:

Administrative Assistant: $23,735 – 33,669 ($11.41 – 16.19) position will be eliminated as it no longer aligns with the current SELACO WDB organizational chart.

Accounting Clerk and Accounts Payable Clerk: $26, 082 – 36,997 ($12.54 – 17.79) will change to $27,031 – 38,344 ($13.00 – 18.43) which is just over a 4% increase.

Wage increase adjustments will continue to take place annually for the next three years to align with the new bill raising minimum wage to $15 as follows: January 2020 $13.00 January 2021 $14.00 January 2022 $15.00 Action Required: Approve action to adjust the identified employee salary scale aligning SELACO WDB with the first required wage adjustment of $13.00 an hour.

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MEMORANDUM

DATE: October 24, 2019 TO: SELACO WDB Board of Directors FROM: Yolanda Castro, Executive Director RE: Medical Benefits Opt Out Program

Considering reductions in funding, minimum wage increase requirements that take effect in January 2020, and continuing increase in cost of health benefits, SELACO’s administrative staff are in the process of evaluating areas in our employee benefits package that can be adjusted to lower SELACO’s overhead costs. With the support of SELACO Policy Board Vice Chair, Mayor Sonny Santa Ines, who has an extensive background in HR management, and the Leavitt Insurance Services who provides us support and consultation on HR requirements and benefits, we are exploring several possible changes that can assist us in lowering our personnel cost; while still staying competitive when recruiting new hires and/or maintaining existing staff.

We are evaluating areas such as:

Vacation Time – Establish reasonable parameters for when an eligible employee can begin to accrue vacation time and caps on vacation time carried over into the next year. Sick Time – Establish reasonable parameters for when an eligible regular full time employee can begin to accrue sick time and caps on sick time carried over into the next year. Retirement Funds – Re-evaluating employer contributions and consider establishing a vesting period and align when employees can begin contributions. Medical Benefits – “Opt Out” incentives An immediate, and first step in our attempts to reduce cost, is the implementation of an “Opt Out” incentive for SELACO staff that have other options for medical coverage. An option we are currently exploring:

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1. Providing the employee 40% of their previous year’s medical benefit cost to be distributed proportionately per pay period. This can be used to supplement costs of other medical plans they are considering.

2. Support a $1,000.00 year end “pay adjustment” for opting out of SELACO medical benefits for one year. Employee will be eligible for the “pay-adjustment” following one full year of opting out of SELACO’s medical benefit packet, payable in December.

Considering the above “opt out” proposal, annual savings for SELACO will range from $1,243.02 to $6,314.98 per employee. Current cost to SELACO, per employee, ranges from $3,738.36 to $12,191.64 per year. Level of saving is based on an employee’s age and number of dependents currently covered under SELACO’s medical benefit plan. It is anticipated that current employees who have access to other forms of medical coverage, such as coverage under a spouse, may consider an “opt out” incentive, thus reducing the financial burden on SELACO. Action Required: Following thorough review by our Fiscal department and HR consultants and ensuring there are no legal or programmatic restrictions to implementing an “opt out” incentive program, authorize the Executive Director to finalize an “opt out” incentive program that demonstrates a reduction in cost of maintaining a valuable medical benefits packet for our employees effective January 2020. Update on actions taken will be provided at the Board Meeting scheduled for January 23, 2020.

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MEMORANDUM

DATE: October 24, 2019 TO: SELACO WDB Board of Directors FROM: Yolanda Castro, Executive Director RE: Approval to Accept Department of Education Additional Funding PY 2019-2020

As of 2001, the SELACO WDB, has received funding from California Department of Education (DOE) to support the operation of child development programs throughout the SELACO WDB region. Over the last 19 years, SELACO WDB, in partnership with Quality Children Services (QCS) has successfully met the service delivery requirements resulting in continuous funding from DOE.

Since the execution of the original contract between the SELACO WDB and the DOE, it has been the practice of DOE to issue extensions and budget amendments to the original grant for continued and uninterrupted delivery of services. As the original partner in developing and securing funding from the DOE, QCS has been the consistent provider of services and SELACO WDB has consistently served as the administrator of the grant. The project has operated successfully since its implementation with centers located in Artesia, Bellflower, Norwalk, Lakewood and Maywood. Project enrollments are reported as part of the SELACO WDB Program Operations Report. Following the current practice of processing contract amendments and extensions, the SELACO WDB compliance and fiscal departments have prepared and submitted the necessary paper work to secure the current cost of living increase of $88,436.00 reflecting a DOE contract that represents total funding of $3,545,891 for the PY 2019-2020. As we prepare for the next round of DOE funding, we anticipate that rather than receiving a contract extension for 2020-2021, DOE will initiate the process of establishing a new contract. As we prepare for the next round of funding, we anticipate staff may be required to present approval from the Board to accept current funding adjustments and all future allocations of funds. We expect the request for information on Board approval between November 2019-January 2020.

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Action Required: With the understanding that staff will report program updates at scheduled board meetings staff is seeking board approval to:

1. Maintain existing practices of processing contract amendments and extensions for receiving current and future DOE funds and distribute appropriate funds to QCS for service delivery, as needed, without annually returning to the Board for approval.

2. If needed, authorize staff to take the necessary steps, to review, negotiate and secure funding under a revised DOE contract for 2020-2021 services delivery.

3. Maintain/extend a revised contract, if needed, to QCS for direct service delivery, without returning to the Board for approval.

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MEMORANDUM DATE: September 26, 2019 TO: SELACO WDB Board of Directors FROM: Yolanda Castro, Executive Director RE: Ethics Training AB1234 At the June 23, 2016, Southeast Los Angeles County Workforce Development Board (SELACO WDB) meeting, it was announced that all board members are required to take a mandatory two hour ethics training every two years to comply with AB1234. As of July 25, 2019, the following board members have completed the training: Belle Gomez – expires October 5, 2020 Ben Espitia – expires January 29, 2020 Barbara Levine – expires April 25, 2020 Cristina Saucedo-Garcia – expires July 26, 2020 Dilip Butani – expires May 21, 2021 Joseph Derthick – expires May 24, 2021 Larry Wehage – expires May 22, 2021 Maria Turrubiartes – expires September 10, 2021 Sharon Todd – expires April 10, 2021 For those who have yet to complete the training, you may do so using the online course at: http://localethics.fppc.ca.gov/login.aspx As a reminder, you must print the Certification of Completion provided at the end and submit to Carol Davis. If you have any questions regarding the training, please contact Carol directly at the SELACO WDB.

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http://localethics.fppc.ca.gov/login.aspx

Governor Gavin Newsom Announces Members of the Future of Work Commission Published: Aug 30, 2019

SACRAMENTO – Governor Gavin Newsom today announced members of his Future of Work Commission, which include prominent leaders from technology, labor, business, education and other sectors across the state. The Commission will be co-chaired by James Manyika, chairman and director of the McKinsey Global Institute, and Mary Kay Henry, president of the Service Employees International Union, and will be guided by senior members of the Governor’s team, including Secretary of the Labor and Workforce Development Agency Julie Su, Chief Economic and Business Advisor Lenny Mendonca, and Senior Policy Advisor Lande Ajose.

The Commission will be tasked with making recommendations to help California leaders think through how to create inclusive, long-term economic growth and ensure workers and their families share in that success.

“The economy right now isn’t working for workers,” said Governor Newsom. “While our state is ground zero for the technological and economic transformations that are shaping the future of work, Californians are facing a crisis of opportunity and affordability. We must do the planning required to ensure that we educate and train workers for the jobs of the future, and that these jobs create pathways for economic mobility and the reduction of economic inequality in our state.”

The executive order establishing the Commission states, “The Future of Work Commission’s primary mission shall be to study, understand, analyze, and make recommendations regarding the kinds of jobs Californians could have in the decades to come; the impact of technology on work, workers, employers, jobs and society; methods of promoting better job quality, wages, and working conditions through technology; modernizing worker safety net protections; and the best way to preserve good jobs, ready the workforce for the jobs of the future through lifelong learning, and ensure shared prosperity for all.”

The Commission will work in public-private partnership with the Institute for the Future, which will bring together diverse stakeholders to support and guide the work of the Commission and help develop a public agenda to promote shared prosperity for all Californians. Funding for the Institute for the Future’s work with the Commission will be

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https://www.gov.ca.gov/wp-content/uploads/2019/08/Future-of-Work-EO-N-17-19.pdf

provided by the James Irvine Foundation and the Ford Foundation, both of which have been leaders in promoting equitable approaches to the future of work. The Commission will produce an interim report on its progress by May 1, 2020.

To learn more about the commission, click here.

Governor Newsom appointed the following members to the Future of Work Commission:

Mary Kay Henry, 62, of Washington, D.C., has been president of the Service Employees International Union since 2010. This position does not require Senate confirmation and the compensation is $100 per diem. Henry is a Democrat.

James Manyika, 53, of San Francisco, is a senior partner at McKinsey and has been chairman and director of the McKinsey Global Institute since 2009. He was appointed vice chair of the Global Development Council at the White House by President Obama from 2012 to 2016, and appointed by U.S. Commerce Secretaries to serve on the National Innovation Advisory Board from 2010 to 2012 and the Commerce Department’s Digital Economy Board of Advisors from 2016 to 2017. Manyika is a member of the McKinsey Board of Directors. Manyika serves on the boards of the Council on Foreign Relations, the Broad Institute of MIT and Harvard and the Walter and Flora Hewlett, John D. and Catherine T. MacArthur and Markle Foundations. He earned Doctor of Philosophy, Master of Science and Master of Arts degrees in AI and robotics, mathematics and computer science from Oxford, and is a fellow of the American Academy of Arts and Sciences. This position does not require Senate confirmation and the compensation is $100 per diem. Manyika is registered without party preference.

Roy Bahat, 42, of San Francisco, has been head of Bloomberg Beta since 2013 and a lecturer at the University of California, Berkeley since 2011. He was vice president of business development at News Corporation and president of IGN Entertainment from 2006 to 2012. He was a senior policy director for the Office of the New York City Mayor, director of international relation for NYC2012 from 2002 to 2005 and an associate at McKinsey & Co. from 2000 to 2002. He is a member of the Council on Technology and Society, the Shift Commission on Work, Workers, and Technology, and the Economic Security Project, and is vice chairman of the Center for Investigative Reporting. Bahat earned a Master of Philosophy degree in economics from the University of Oxford as a Rhodes Scholar. This position does not require Senate confirmation and the compensation is $100 per diem. Bahat is registered without party preference.

Doug Bloch, 49, San Francisco, has been political director at Teamsters Joint Council 7 since 2010. He was the Port of Oakland campaign director for Change to Win from 2006 to 2010 and a senior research analyst at Service Employees International Union Local 1877 from 2004 to 2006. Bloch was statewide political director at the California Association of Community Organizations for Reform Now (ACORN) from 2003 to 2004

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https://labor.ca.gov/fowc/

and ran several ACORN regional offices, including Seattle and Oakland, from 1999 to 2003. He was an organizer at the NGO Coordinating Committee for Northeast Thailand from 1999 to 2003. This position does not require Senate confirmation and the compensation is $100 per diem. Bloch is a Democrat.

Soraya Coley, 68, of Pomona, has served as president of California State Polytechnic University, Pomona since 2015. She was provost and vice president for academic affairs at California State University, Bakersfield from 2005 to 2014, a senior research fellow for the National Center on Substance Abuse and Child Welfare from 2004 to 2005 and system-wide provost and vice president for academic affairs for Alliant International University from 2001 to 2003. Coley held multiple positions at California State University, Fullerton from 1981 to 2001. Coley is a member of the Los Angeles Coalition for the Economy & Jobs, Los Angeles County Fair Association and the Pomona Community Foundation, and serves as presidential sponsor for the American Council on Education Women’s Network for Southern California. Coley earned a Doctor of Philosophy degree in social planning and policy and a Master of Social Welfare degree in social planning and social research from Bryn Mawr College. This position does not require Senate confirmation and the compensation is $100 per diem. Coley is registered without party preference.

Lloyd Dean, 69, of Los Angeles, is chief executive officer of CommonSpirit Health, a newly created national health care system formed by Dignity Health and Catholic Health Initiatives. He is co-chair of the California Future Health Workforce Commission, chair of the Board of Directors for the Committee on Jobs in San Francisco, and a member of the McDonald’s Board of Directors. Dean holds degrees in sociology and education from Western Michigan University and received an honorary Doctor of Humane Letters degree from the University of San Francisco. This position does not require Senate confirmation and the compensation is $100 per diem. He is a Democrat.

Jennifer Granholm, 60, of Oakland has been a contributor to CNN since 2016, a senior advisr to Media Matters and American Bridge since 2016 and has been on the faculty of the University of California, Berkeley’s Goldman School of Public Policy since 2011. She served as Governor of Michigan from 2002 to 2011 and was Michigan’s Attorney General from 1998 to 2002. Granholm sits on numerous private sector and non-profit boards, including Proterra Inc., Techtonic, MIT’s Advisory Board on Work of the Future, Carnegie Mellon Block Center Advisory Board on the Future of Work and the University of California, Berkeley’s workgroup on Work in the Age of Intelligent Tools. This position does not require Senate confirmation and the compensation is $100 per diem. Granholm is a Democrat.

Lance Hastings, 54, of Wilton, has been president and chief executive officer of the California Manufacturers and Technology Association since 2018. He was vice president of national affairs for MillerCoors from 2015 to 2018, head of regulatory and tax affairs

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at SABMiller from 2012 to 2015 and director of state government relations at Miller Brewing Company from 2003 to 2012. This position does not require Senate confirmation and the compensation is $100 per diem. Hastings is a Republican.

Saru Jayaraman, 44, of Oakland, is the co-founder and president of Restaurant Opportunities Centers United, which she co-founded in 2002, and director of the Food Labor Research Center at the University of California, Berkeley Goldman School of Public Policy since 2013. She was an associate professor at Brooklyn College from 2007 to 2012 and an attorney and organizer for the Workplace Project from 2001 to 2002. Jayaraman earned a Juris Doctor degree from Yale Law School and a Master of Public Policy degree from the Harvard Kennedy School of Government. She is author of two books, Behind the Kitchen Door (Cornell University Press, 2013) and Forked: A New Standard for American Dining (Oxford University Press, 2016). This position does not require Senate confirmation and the compensation is $100 per diem. She is a Democrat.

Carla Javits, 64, of Kensington, has been president and chief executive officer of the Roberts Enterprise Development Fund since 2007. She was president and chief executive officer at the Corporation for Supportive Housing from 2000 to 2006, where she was California director from 1992 to 2000. Javits was director of policy and planning for the San Francisco Department of Human Services from 1988 to 1991 and a program analyst in the California Office of the Legislative Analyst from 1985 to 1988. Javits earned a Master of Public Policy degree in political science from the University of California, Berkeley. This position does not require Senate confirmation and the compensation is $100 per diem. She is registered without party preference.

Tom Kalil, 55, of Lafayette, has been chief innovation officer at Schmidt Futures since 2017. He was deputy director of the White House Office of Science and Technology Policy for President Obama from 2009 to 2017. Kalil was special assistant to the Chancellor for Science and Technology at the University of California, Berkeley from 2001 to 2008 and was chair of the Global Health Working Group for the Clinton Global Initiative in 2007 and 2008. He also served on the White House National Economic Council from 1993 to 2001 and from 2000 to 2001, was deputy assistant to President Clinton for technology and economic policy. This position does not require Senate confirmation and the compensation is $100 per diem. Kalil is a Democrat.

Ash Kalra, 47, of San Jose, was elected to represent the 27th California State Assembly District in 2016, and was appointed Chair of the Assembly Committee on Labor and Employment and sits on the Aging and Long Term Care, Education, Judiciary, Water, Parks, and Wildfire committees. Previously, Kalra served as a San Jose City Councilmember, and as a deputy public defender in Santa Clara County. Kalra earned a Juris Doctor degree from the Georgetown Uniersity Law Center and is the first Indian-American to serve in the California Legislature. This position does not require Senate confirmation and the compensation is $100 per diem. Kalra is a Democrat.

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Stephane Kasriel, 44, of San Francisco, has been chief executive officer of Upwork Inc. since 2015, after being vice president of product at Upwork’s predecessor company oDesk, and subsequently senior vice president of product and engineering from 2012 to 2015. He held multiple positions at PayPal from 2004 to 2010, including managing director for PayPal France, global head of consumer products and global head of mobile business development. Kasriel serves as co-chair for the World Economic Forum’s Council on the New Social Contract and previously served as co-chair for the World Economic Forum’s Council on Education, Gender and Work. Kasriel earned a Master of Business Administration degree from INSEAD and a Master of Science degree in computer science from Stanford University. This position does not require Senate confirmation and the compensation is $100 per diem. Kasriel is a Democrat.

Fei-Fei Li, 43, of Stanford, has been the inaugural Sequoia Professor in the Computer Science Department at Stanford University since 2019 and co-director of Stanford’s newly established Human-Centered AI Institute since 2018. She was director of Stanford’s AI Lab from 2013 to 2018. She was vice president at Google and chief scientist of AI/ML at Google Cloud from 2017 to 2018. Li co-founded and is chairperson of AI4ALL. This position does not require Senate confirmation and the compensation is $100 per diem. She is registered without party preference.

John Marshall, 51, of Berkeley, has been senior capital markets analyst for United Food and Commercial Workers Union since 2009. He was research director for the Service Employees International Union’s Capital Stewardship Program from 2006 to 2009, where he was international representative 2004 to 2006. He was a senior financial analyst at Ullico Inc. from 2003 to 2004. Marshall earned a Master of Business Administration degree from the University of California, Los Angeles and holds the Chartered Financial Analyst designation. This position does not require Senate confirmation and the compensation is $100 per diem. Marshall is a Democrat.

Art Pulaski, 66, of Berkeley, has served as executive-secretary treasurer and chief officer of the California Labor Federation since 1996, president of the California Works Foundation since 2000 and a member of the Board of Directors of the State Compensation Insurance Fund since 2018. He was president of the Labor Project for Working Families from 1990 to 2000 and PBS series “We Do the Work” from 1991 from 1997. Pulaski was founder of PalCare from 1989 to 1996 and executive-secretary of the San Mateo County Central Labor Council from 1984 to 1996. This position does not require Senate confirmation and the compensation is $100 per diem. Pulaski is a Democrat.

Maria Salinas, 54, of Pasadena, has been president and chief executive officer of the Los Angeles Area Chamber of Commerce since 2018. She was president of Salinas Consulting from 2006 to 2018, director of the Walt Disney Company from 1995 to 2006 and manager of Ernst and Young from 1991 to 1995. Salinas was staff accountant at

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Kenneth Leventhal and Company from 1987 to 1991. She is a member of the Women Corporate Directors Association, Latino Corporate Directors Association, National Association of Women Business Owners and the Loyola Marymount University Board of Regents. This position does not require Senate confirmation and the compensation is $100 per diem. Salinas is a Democrat.

Peter Schwartz, 73, of Berkeley, has been senior vice president for strategic planning and chief future officer at Salesforce.com since 2011. He founded the Global Business Network in 1988 and was head of scenario planning for Royal Dutch Shell from 1981 to 1986. Schwartz was director of the Strategic Environment Center at the Stanford Research Institute in 1978. This position does not require Senate confirmation and the compensation is $100 per diem. Schwartz is a Democrat.

Henry Stern, 37, of Calabasas, was elected to represent the 27th California State Senate District in 2016. He is a former environmental lawyer, la lecturer, senior policy advisor and civics teacher. He chairs the Senate Natural Resources and Water Committee and formerly chaired the Elections and Constitutional Amendments Committee. He earned a Juris Doctor degree from the University of California, Berkeley School of Law. This position does not require Senate confirmation and the compensation is $100 per diem. Stern is a Democrat.

Mariana Viturro, 44, of Berkeley, is deputy director at the National Domestic Workers Alliance. She is board chair of Care in Action and an advisory member of the Supermajority Education Fund. This position does not require Senate confirmation and the compensation is $100 per diem. Viturro is registered without party preference.

Betty Yee, 61, of Alameda, was elected California State Controller in 2014, and has served as a voting member of the California Board of Equalization since 2004. Yee served as chief deputy director for budget at the California Department of Finance from 1999 to 2003 and in multiple senior staff positions for several fiscal and policy committees in both houses of the California State Legislature from 1988 to 1999. Yee is a member of the board of directors of Ceres, a national nonprofit organization tackling sustainability challenges including climate change, water scarcity and pollution. She earned a Master of Public Administration degree from Golden Gate University. This position does not require Senate confirmation and the compensation is $100 per diem. Yee is a Democrat.

###

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For Immediate Release

Media Contact: Eric Flores Policy Director, California Workforce Association (916) 616 6034 [email protected] (left, AssemblyMember Wendy Carrillo, author of AB 593)

Governor Newsom Signs Legislation on Data Access and Use of Information in Public Workforce Development System

Assembly Bill 593 by Wendy Carrillo streamlines the ability of public workforce agencies to access participant data and improve program outcomes.

Sacramento, 10 October, 2019. The California Workforce Association and the 45 Local Workforce Development Boards in the State applaud Governor Gavin Newsom’s signing of AB 593 by Assembly Member Wendy Carrillo. Local Workforce Boards administer job training in California through the Federal Workforce Innovation and Opportunities Act, and support businesses and job seekers in every city and county in the State. Local Workforce Boards are mandated by law to track the retention rate, wages, and the type of industries their enrolled federal program participants earn and work in. This data is stored in the Base Wage File, secure information that is input into the Employment Development Department’s (EDD) online system CalJOBS. However, Local Boards under existing law do not have statutory authority to access this information for job seekers that are funded through State or Local dollars. Since every single Workforce Board in California utilizes additional resources beyond Federal funds, this means no local board can completely track the performance of their programming. This is why AB 593 is so critical, as in the bill the Chief Local Elected Official that is responsible for the work of the Local Workforce Development Board is added to the pre-existing group of entities that have access to that base wage file data, allowing local boards to

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mailto:[email protected]

better track the performance of program participants, and tailor their job-seeker programs to better fit the needs of each customer. Bob Lanter, Executive Director of the California Workforce Association, said the Bill "works to promote good governance across the State, by helping spend taxpayer dollars more wisely, as well as helping job seekers in their search for training and employment." Lanter added that since all program participants are already entered into CalJOBS, EDD already collects the data for non-Federally funded participants, but lack the explicit statutory permission to share that data back with a local board, which 593 addresses. Local Boards in California do vital work providing job training and supportive services in the State. In 2018 over 1.3 million Californians received services through the America’s Job Centers of California. AB 593 was authored by Assembly Member Wendy Carrillo (D-Los Angeles) and was passed by the State Assembly and Senate by votes of 79-0 and 40-0, respectively. It was sponsored by the California Workforce Association, in concert with the 45 Local Workforce Development Boards across the State of California.

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Page 84 of 86

THE CAREER PLEDGE

Draft 062419

In a groundbreaking effort to increase the economic vitality of our

region and the citizens and businesses within, representatives from

industry, government, and education pledge to partner together to

increase industry-aligned educational opportunities for students and

expand access to a qualified workforce for employers.

K-16 EDUCATORS PLEDGE to collaborate with government

and industry to prepare students for careers and provide employers

with access to quality talent.

This may include but not be limited to activities such as:

Offering centralized/streamlined processes for employers to recruit qualified talent.

Delivering industry-aligned, quality curriculum and technology along with learning

experiences to prepare students for career opportunities.

Providing continual information about training program outcomes and forecasting

program completer pools of talent ready for hire.

EMPLOYERS PLEDGE to engage with educators and students to

offer educational experiences, which align with skill- training needs

and provide students with increased opportunity to access

employment. This may include but not be limited to activities such as:

Providing work-based learning (job site tours, internships, etc.) opportunities for students.

Serving as consultants for curriculum development.

Providing externship opportunities for teachers.

Funding and/or sponsoring career pathways programming.

Offering hiring priority to qualified local graduates.

GOVERNMENT PLEDGES to support educators and employers in

the preparation and hiring of local talent. This may include but not be limited to activities such as:

Advocating on behalf of students to ensure they receive career preparation and

employment opportunities.

Convening and supporting partnerships between education and workforce

development boards.

Offering work-based learning opportunities for students.

Providing local hiring incentives to employers.

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Rosalia Vazquez, South Gate Workforce Challenge: Even though Rosalia had a Masters degree in Social Work, a BA in Sociology and a minor in Psychology, she spent most of the last 7 years looking for work. She felt that her biggest challenge was her lack of experience and decided to look into training. The Department of Rehabilitation referred Rosalia to the Cerritos America’s Job Center of California (AJCC).

Workforce Solution: At the AJCC, SELACO Workforce Development Board provided funding for a 5 month Post Master of Social Work (MSW) Pupil Personnel Services Credentials (PPSC) Program at Cal State University Long Beach, which is a credential needed in the state of California. Rosalia completed the program in May of 2017. She continued to apply for jobs, attended interviews and took a temporary/seasonal position as a Customer Service Professional with H&R Block during tax season. She also attended the SELACO job search workshop series, participated in Job Club on Fridays, went to job fairs and met with her career counselor on a regular basis, but finding just the right job seemed always out of reach. Workforce Results: Rosalia continued her job search, sometimes being the first person to arrive at the AJCC even before the doors opened. She networked with others and spoke to many people about her employment goals. One day a friend referred her to an adult day health care center in Los Angeles. Finally, Rosalia was hired as a Medical Social Worker and says that the job duties and the part-time hours are exactly what she was hoping to find. Congratulations, Rosalia!

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october 24, 2019 thursday 3:00 – 5:00 - selaco wdb · caljobs resume friday october 11, 2019 from...

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