la:rise city program guide - redfworkshop · job readiness preparation, including: interview prep,...

FY19-20

LA:RISE City Program Guide


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Last Updated:

July 18, 2019

NOTE TO USERS:

This is a Program Guide meant to provide additional information to assistant LA:RISE partners in implementing the program. Please refer to the county directive for contractual obligations and requirements.

Please make sure you are using the latest version, available at https://redfworkshop.org/larise/city-partner-portal/ password: larise

For information, comments or questions, please email [email protected].

https://redfworkshop.org/larise/city-partner-portal/

mailto:[email protected]


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TABLE OF CONTENTS Program History ............................................................................................................................................................. 3

Funding history ......................................................................................................................................... 4 Program Overview ......................................................................................................................................................... 5

Partner Overview ........................................................................................................................................................... 5

The Role of the Social Enterprise .............................................................................................................. 8 The Role of the WorkSource Center ......................................................................................................... 8 The Role of the Retention Provider .......................................................................................................... 9 The Role of REDF ..................................................................................................................................... 10 The Role of EWDD ................................................................................................................................... 11

Program Goals ............................................................................................................................................................. 12

Overall Program Goals ............................................................................................................................ 12 Performance Goals for Service Providers ............................................................................................... 13

Program Model ............................................................................................................................................................ 14

Transitional Employment ........................................................................................................................ 15 Permanent Employment ......................................................................................................................... 24 Job Retention .......................................................................................................................................... 34 Carryover Participants ............................................................................................................................ 40 WSC/YSC/TSE Program ........................................................................................................................... 41

Program Management................................................................................................................................................. 41

Contracting & Budgeting ......................................................................................................................... 41 REDFworkshop Partner Portal ................................................................................................................ 42 REDF Technical Assistance Services ........................................................................................................ 45

Glossary of Terms ........................................................................................................................................................ 46

NOTE: THIS GUIDE IS FOR THE “LA CITY” (EWDD) PROGRAM

ONLY.


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PROGRAM HISTORY The Los Angeles Regional Initiative for Social Enterprise (LA:RISE) program was created in 2015 by REDF in partnership with the LA City Economic & Workforce Development Department (EWDD).

That year, WIOA had just passed and it required government-contracted workforce development agencies (e.g. WorkSource Centers, YouthSource Centers, America’s Job Centers of California, etc.), to service populations with barriers to employment, which they hadn’t previously focused on.

However, the employment social enterprise field that REDF works in had been already been servicing these populations and thus had plenty of experience, knowledge, and skills that could be useful to the workforce development agencies.

Given this legislation, REDF saw a catalyzing opportunity to foster collaboration between the social enterprise field and the workforce system to improve the long-term success of this population.

REDF initiated a collaboration with EWDD to design and implement a pilot program that would become LA:RISE. Funded initially by the US Department of Labor through a Workforce Innovation Fund (WIF) grant. Thanks to its early success, LA:RISE is now funded locally by a City of LA General Fund allocation, LA County Measure H, and REDF.

In 2018, WDACS expanded the LA:RISE program countywide to continue to serve more participants experiencing barriers to employment

WHO IS WHO

Roberts Enterprise Development Fund (REDF) is the lead program manager for LA:RISE and provides technical assistance to the myriad of partners that are part of this initiative.

Economic & Workforce Development Department (EWDD) is the administrative department responsible for workforce and training in the City of LA.

Workforce Innovation and Opportunity Act (WIOA) is the largest source of federal funding for workforce development activities in the United States.

Employment Social Enterprise (SE) is a mission-driven business that provides transitional employment for individuals with barriers to employment for a finite time.

Workforce Development, Aging and Community Services (WDACS) is the administrative department responsible for workforce and training for the County of Los Angeles.

See Glossary of Terms


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FUNDING HISTORY LA:RISE was initially funded $6M through the Department of Labor Workforce Innovation Fund Grant. Implementation began in September 2015.

Since then, the City of Los Angeles has provided $6M in general funds in fiscal years 2017-2019. Los Angeles County Measure H funding was provided to EWDD in the amount of $3M for fiscal years 2018 and 2019. In 2018, the program expanded county-wide included an additional $2M Measure H funding for fiscal year 2019 to WDACS. Below is a funding summary based on initial contracted amounts. Total amounts may vary based on contracting amendments.

Note: The LA:RISE program operates in a fiscal vs calendar year. For PY1920, the timeframe is July 1, 2019 to June 30, 2020.


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PROGRAM OVERVIEW For people with significant barriers to employment, including histories of incarceration, homelessness, mental illness, addiction, and limited education, social enterprises provide paying jobs and the services they need to stabilize their lives, develop a work history, and build skills and confidence.

When employees are ready, social enterprises help them find good jobs with forward-thinking, competitive employers. LA:RISE, now in its 5th programmatic year, connects social enterprises to the workforce system, supportive services, and employers, thereby creating an integrated system that allows all partners to bring their expertise and resources to the table.

Program participants gain paid transitional work experience at a social enterprise in one of the following industries: call center, community beautification, construction, food service, janitorial, landscaping, maintenance and labor services, retail and technology. In partnership with workforce agencies, program participants receive job readiness preparation, including: interview prep, job search, resume building, online job application assistance and professional development workshops.

The program is continuing to expand in both the City and County of Los Angeles. This will translate to employing more individuals with barriers to employment.

PARTNER OVERVIEW The pathway for an LA:RISE participant is broken down into 2 phases: the Transitional Employment phase, in which the participant works at a partner employment social enterprise and receives job development services from the WorkSource Center that the social enterprise is matched with, and the Competitive Employment phase, in which the participant has completed transitional employment and is now employed at a competitive employer or enrolled in vocational training and receiving Retention Services from the Retention Provider.

The LA:RISE model and participant pathway is depicted on the following page.


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LA:RISE Partners

Transitional Employers

• Center for Employment Opportunities (CEO) • Center for Living & Learning (CLL) • Chrysalis • CRCD Enterprises • Downtown Women's Center (DWC) • Goodwill Southern California • Homeboy Industries • Los Angeles Conservation Corps (LACC) • Los Angeles LGBT Center • New Earth • YWCA GLA Digital Learning Academy (DLA) • Archdiocesan Youth Employment Services YouthSource Center (AYE) • El Proyecto del Barrio YouthSource Center • Managed Career Solutions WorkSource Center (MCS) • UCLA YouthSource Center

WorkSource Centers (WSC)

• Vernon-Central/LATTC WSC (operated by CRCD) • Northeast Los Angeles WSC (operated by Goodwill SoCal) • West LA WSC (operated by JVS SoCal) • Sun Valley WSC (operated by El Proyecto del Barrio) • Hollywood WSC (operated by Managed Career Solutions)

Retention Providers

• Anti-Recidivism Coalition (ARC) • Archdiocesan Youth Employment Services YouthSource Center (AYE) • Center for Employment Opportunities (CEO) • Center for Living & Learning (CLL) • Chrysalis • Downtown Women's Center (DWC) • El Proyecto del Barrio YouthSource Center • Friends Outside of Los Angeles • Los Angeles LGBT Center • Managed Career Solutions WorkSource Center (MCS) • New Earth • UCLA YouthSource Center • YWCA GLA Digital Learning Academy (DLA) • Restoration Law Center (legal services)


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THE ROLE OF THE SOCIAL ENTERPRISE LA:RISE Employment Social Enterprise partners: Chrysalis, Coalition for Responsible Community Development (CRCD), Downtown Women’s Center (DWC), YWCA Digital Learning Academy (DLA), Goodwill SoCal, Homeboy Industries, Los Angeles Conservation Corps (LACC), Los Angeles LGBT Center (LA LGBT), New Earth, the Center for Living and Learning (CLL), the Center for Employment Opportunities (CEO)

The Social Enterprise (SE) is the point of entry for all participants. SE staff are responsible for recruiting and enrolling participants into the LA:RISE program. The SE provides case management and transitional employment for 300 hrs. Per their contracts, all social enterprises are working towards a goal of 50% of participants completing 300 hours of transitional employment. The SE staff assess whether a participant’s soft skills and personal circumstances show readiness for competitive employment using the LA:RISE Job Readiness Assessment (JRA). Per their contracts, all social enterprises are working towards a goal of 50% of participants passing the JRA twice.

Some SEs have Job Developers on staff whose work might seem to overlap with WSC staff, so communication between partners is very important. Job Developers are encouraged to provide the support that they normally would to a participant’s job search, prep, and placement, but the WSC will take lead on WIOA-funded resources and employer referrals.

The SE must integrate their WSC partner in the following ways:

1. Create space for WSC representative to be on-site at transitional employer location and provide access to a computer

2. Build strong working relationships with WSC’s on-site representative 3. Include WSC in performance evaluation meetings with employee when possible 4. Include WSC in case management staff meetings on a monthly basis

The duration of participation in the LA:RISE program can vary depending on the length of the transitional employment program of each SE (3 months to 24 months), and up to a year post placement at a competitive job.

THE ROLE OF THE WORKSOURCE CENTER LA:RISE WorkSource Center partners: Archdiocesan Youth Employment Services (AYE), Coalition for Responsible Community Development (CRCD), El Proyecto, Goodwill SoCal, JVS SoCal (Jobs Vision Success), Managed Career Services (MCS), UCLA Community Based Learning Program (CBL)

WorkSource Centers (WSC) are government contractors that provide job development services. WSCs work with participants from the beginning of their employment at the SE through job placement and continue after participants are placed in competitive employment.

The WSC co-enrolls eligible participants in WIOA, granting access to vocational training funding. Per their contracts, all WSCs are working towards a goal of 70% of participants co-enrolling in WIOA; however, all participants will be enrolled at the WSC. The WSC case managers provide professional barrier removal i.e. interview clothing, bus tokens for work, referrals for childcare, etc. WSC staff also leads the participant through applying and interviewing during their job search. This includes referring participants to job fairs, providing job leads, etc. Per their contracts, all WSCs are working towards a goal of 50% of participants being placed into competitive employment.


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WSC takes the lead on LA:RISE Employer Partner referrals and the OJT process. If the SE Job Developer has their own employer partners, they should own those referrals and must keep the WSC informed. Essentially, if either partner makes an employment referral, they must keep the other partner informed on the process.

If an SE partner has a Job Developer on staff, their responsibilities may seem similar to those of the WSC. This chart clarifies how job development responsibilities should be divided in the LA:RISE program.

Job Development Responsibilities

Social Enterprise WorkSource Center

If applicable, find job placement opportunities only with SE’s partner employers

Find job placement opportunities with LA:RISE Employer Partners and other competitive employers

If applicable, help client with resume & interview prep Help client with resume & interview prep

Support the client with job leads in coordination with the WSC

Take the lead on finding vocational training and jobs fairs for clients

Relay information to WSC during case management meetings

Capture placement information in CalJOBS (use local grant code) after case management meetings

Enter case notes into CalJOBS Enter case notes into CalJOBS

THE ROLE OF THE RETENTION PROVIDER LA:RISE Retention Provider partners: Anti-Recidivism Coalition (ARC), Friends Outside in Los Angeles (FOLA) SEs providing RP services: Center for Employment Opportunities (CEO), Center for Living and Learning (CLL), Chrysalis Enterprises, Coalition for Responsible for Community Development (CRCD), Digital Learning Academy (DLA), Downtown Women's Center (DWC), New Earth Life

The Retention Provider (RP) provides participants with retention services, which are supportive services with the intent of helping the participant retain their employment. An RP could also be referred to as a Retention Provider. Some social enterprises have been granted permission and budget to provide their own participants with retention services; however, participants still have the option of choosing to receive services from the other two RPs (ARC and FOLA).

Once the participant is placed into competitive employment, the RP provides wrap-around resources to lay the foundation for upward mobility. That could mean helping people who are doing well figure out what the next step is or address or prevent conflict, like job loss, health needs, and legal setbacks. Retention service are provided by case managers at the RP for one year from the time of placement in competitive employment based on participant needs. Ideally this case manager is introduced to the participant before they finish their transitional employment; however, this case manager could be the same SE case manager if the retention services are being provided by the SE. Per their contracts, all retention providers are working towards a goal of 50% of participants engaging in retention services. A core component of the LA:RISE Retention Services is the $400 financial incentive that participants get along the first 6 months of employment. (This will be explained in more detail later in this guide.)


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Retention services may be delivered in individual or group settings by staff or peers. Peers could be participants in LA:RISE or other individuals enrolled in personal support group services. Retention services can include:

1. Employment and re-employment coaching/assistance, as appropriate 2. Job retention and advancement strategies 3. Financial stability / empowerment workshops/trainings 4. Referrals to education / skills-building /certification programs 5. Social & community: social activities, outings/field trips, mentorship, retreats 6. Personal development: goal setting, financial education and coaching, parenting classes, stress

management, leadership development 7. Service referrals: housing, healthcare, education, child care, legal services, barrier removal 8. Employer support: work site troubleshooting, regular check in calls 9. Professional development: job search assistance, job clubs and networking groups, re-employment

assistance, job readiness workshops, vocational training 10. Recognition & rewards: recognition ceremonies, certificates, letters of congratulations

THE ROLE OF REDF REDF has managed program design from the initial development of the LA:RISE program to ongoing proposed changes as needed, based on partner feedback and outcomes. REDF staff is also responsible for the following program management and technical assistance functions:

1. Propose annual program recommendations including program onboarding 2. Conduct partner assessments for social enterprises and retention providers 3. Propose annual allocations and budgets, and determine partner capacity 4. Vet ongoing inquiries from prospective program partners 5. Partnership relationship management and coordination including monthly check-in calls and

troubleshooting. 6. Lead for branding and creation of marketing/program/training material 7. Host quarterly academy meetings for all LA:RISE partners 8. Staff-facing topical workshops and trainings 9. New staff training 10. Provide ongoing technical assistance to SEs 11. Liaison to Mayor’s Office on various special projects and initiatives including A Bridge Home

partnership 12. Committee lead for Everyone Works campaign to hire 16K homeless people in 3-years 13. Employment support complimenting EWDD’s employer engagement efforts 14. Propose and document systems level process improvements via programmatic documents and

program manual

As an organization, REDF focuses our work on a particular type of social enterprise – those that provide paid employment to people overcoming specific employment barriers. Barriers include: histories of incarceration, homelessness, mental illness, addiction, and young people who are not working or in school. REDF programs that support social enterprise include the Venture Philanthropy Portfolio, REDF Accelerator, LA:RISE, Farber Program, REDFworkshop, and additional Field Building work. For more information, visit www.redf.org.

http://www.redf.org/


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THE ROLE OF EWDD 1. Compliance Lead 2. Contracting 3. Fiscal 4. Monitoring/site visits 5. Lead contact for Workforce Agencies (troubleshooting) 6. Approve policies (REDF often assists with first draft)


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PROGRAM GOALS

OVERALL PROGRAM GOALS

Increased sustainedemployment for job

seekers with significant barriers to employment, while reducing turn-over

cost for employers

Integrate SEs and specialized service providers with

Workforce system to yieldstronger employment results

for job seekers with significant barriers

Reduce recidivism and homelessness

Pool high quality,standardized evidence-based training, personal and professional support

services

INDIVIDUAL

INSTITUTIONAL

GOALS OUTCOMES


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PERFORMANCE GOALS FOR SERVICE PROVIDERS LA:RISE City Program FY19-20

Goal % of Participants LA:RISE enrollment 100% WIOA enrollment 70% Complete 300 hours 50% Pass Job Readiness Assessment 50% Placement 50% Engaged in Retention Services 50%

All Service Provider program goals follow the structure above. Each Individual Service Provider must refer to their contract provided by EWDD for exact program goals. All goals listed below are further explained in the next section of this guide.

Goals Explained LA:RISE enrollment = the total number of people who have been enrolled into LA:RISE, using the LA:RISE Application (Generic Module on CalJOBS). These persons are referred to as “participants.”

WIOA enrollment = the number of participants who have been co-enrolled into WIOA using CalJOBS. This is done by the WSC/YSC.

Complete 300 hours = the number of participants who have completed 300 hours or transitional employment at the social enterprise or work site. This is the suggested amount of work hours a participant should complete in order to be considered ready for competitive employment.

Pass Job Readiness Assessment = the number of participants who have passed the JRA twice within the fiscal year. The JRA should be administered for each participant three times, but they only need to pass it two times.

Placement = the number of participants who have been placed into competitive employment after completing their transitional employment. The following count as competitive employment: employment at an LA:RISE Employer Partner, unsubsidized employment at the Social Enterprise, employment at a mainstream employer, LA City Target Hire Program, and Whole Person Care.

Engaged in Retention Services = the number of participants who have been referred to a retention provider, using the RP referral form


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PROGRAM MODEL This section will walk through each component of the LA:RISE model— Transitional Employment, Competitive Employment, Job Retention Services—and explain how staff at each partner organization is expected to carry out the program. It will follow the same flow as the participant process, from beginning to end.

The sub-sections below will explain specific responsibilities and reference forms, tools and resources intended for partner staff use, all of which can be found on the REDFworkshop LA:RISE Partner Portal: https://redfworkshop.org/larise/city-partner-portal/ password: larise

REDFworkshop is a platform that the LA:RISE program administrators use to store and share all LA:RISE programmatic materials. REDFworkshop is explained further below in the Program Management Section.

Wherever a document on REDFworkshop is referenced, it will appear in bold text. For each activity, there will also be a dotted box that calls out which staff is responsible for the activity, either the Social Enterprise, WorkSource Center or Retention Provider.

Overview of topics in this section (hyperlinked):

Transitional Employment Recruitment Flyers Intake Intake for Non-WIOA Co-enrolled WSC Transfer Policy Case Management Early Exits from LA:RISE program Job Readiness

Permanent Employment Placement Vocational Training Employer Program OJT (On-the-Job Training) LA City Target Hire Training Partner Profiles Whole Personal Care Fair Chance Implementation

Job Retention Referral Process Retention Services Exiting a Participant Legal Services

Carryover Participants WSC/YSC/TSE Program



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TRANSITIONAL EMPLOYMENT During the Transitional Employment phase, LA:RISE participants are working at an employment social enterprise and at the same time receiving job development services from a WorkSource Center, thus all documents in this section are meant to be used by Social Enterprise and WorkSource Center staff—from initial recruitment to the end of a participant’s subsidized employment at the SE.

Recruitment Flyers

Anyone can refer a client to the LA:RISE program by using the flyers below. The client can choose the most fitting social enterprise based on the information in the flyers, then contact their intake specialist to obtain orientation information and ensure they have the slots open. All social enterprise contact information can be found in the referral flyers. LA:RISE City Flyer

All partners can use this flyer to recruit prospective participants for LA:RISE. This flyer can be shared with caseworkers and clients alike. This flyer lists all LA:RISE social enterprises as entry points to the program.

LA:RISE WSC YSC TSE Flyer All partners can use this flyer to recruit prospective participants for LA:RISE. This flyer can be shared with caseworkers and clients alike. This flyer lists all LA:RISE TSE/YSC/WSC partners as entry points to the program.

Intake

Process The flowchart on the following page serves as a cheat sheet to help staff clearly recognize who should be enrolled in the program and which partner is responsible for each phase of intake.

In summary…

1. Social enterprise checks whether the client is eligible for LA:RISE using the Eligibility Checklist. 2. WorkSource Center checks whether the client is already enrolled in LA:RISE using CalJOBS. If a

Generic Module for the client already exists, then the client has already been enrolled into LA:RISE 3. WorkSource Center checks whether the client is already enrolled in WIOA or anther WSC

a. Per service provider contracts, only 70% of participants need to be enrolled in WIOA. The 30% exclusion allows for participants who cannot enroll in WIOA or who were previously enrolled at another WSC for more than 3 months or WSC dollars were already spent on them.

4. WorkSource Center enrolls all client into CalJOBS and the Title I application and those eligible into WIOA

5. Social enterprise enrolls the client into LA:RISE via the Generic Module

The intake process should take no longer than a week. All data should be entered into CalJOBS within one month of intake.


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LA:RISE 5.0 Participant Eligibility Flowchart


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LA:RISE 5.0 Participant Eligibility Checklist NOTE: There are two versions of this form. One is for City-funded participants (LA City General Fund 19-20) while the other is for County-funded participants (LA City Measure H 19-20). It is up to the staff to determine if a participant falls under city vs. county funded, depending on the participant’s residency.

This form must be filled out by each LA:RISE participant and signed off on by the SE and WSC staff. Note that this is a 2-page form. This form documents the participant’s attestation that they meet program eligibility criteria.

The process for filling out this form is as follows:

1. SE staff prints out form for participant 2. Participant fills out and signs the form (SE staff can help) 3. SE staff signs off on the form & sends to WSC 4. WSC staff signs off on the form and sends back to SE (WSC enrolls participant into CalJOBS) 5. SE staff saves file in Participant File (see Monitoring section below) (SE enrolls participant into

Generic Module)

Worksite Acknowledgement Form The Worksite Acknowledgment Form confirms that employer’s responsibilities and participant’s rights have been reviewed and acknowledged by both Subrecipient and participant. The Worksite Acknowledgment Form must be signed by both parties prior to starting transitional subsidized employment and placed in participant’s file. The Worksite Acknowledgement Form is the responsibility of the SE. WIOA Co-enrollment Check Sheet During Intake, once the SE checks for program eligibility, the SE must send the WSC a list of eligible individuals (along with each of their Eligibility Checklists) so that the WSC can check whether the individuals are already in the Generic Module and WIOA (refer to Eligibility Flowchart). This spreadsheet is a tool that can be used as a template for that list. A SE might already have their own way of doing this, so this spreadsheet is an optional tool.

LA:RISE 5.0 Application These are the questions that the in the Generic Module. They are also listed in the CalJOBS Manual.

There are callout boxes with tips and links in the questions to guide the responses.

Intake for Non-WIOA Co-enrolled

WIOA funding and the rules for eligibility were a major factor in building this program. But we also understood that not every participant would be able to be co-enrolled into WIOA. Below is a list of reasons why a participant would not be able to be co-enrolled into WIOA:

• A male participant has not completed or refuses to complete selective service paperwork

• No I9 paperwork

• WSC co-enrollment paperwork expires after 30 days

Agency Responsible: SE + WSC Optional

Agency Responsible: SE + WSC *Required

Agency Responsible: WSC Optional

Agency Responsible: SE *Required


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• Participant has already been a participant in a WSC for more than 3 months or funds have been spent on them

WSC Transfer Policy Ideally, we are looking to recruit individuals who are not currently enrolled in WIOA or working at a WSC. However, we understand that individuals often have had touchpoints with the workforce system. Some of these individuals may want to transfer centers for the opportunity to participate in the LA:RISE program. In that case, please follow the protocol below. Please work with your WSC for any questions.

Who does it apply to: 1. Individuals eligible to participate in LA:RISE 2. Ideally, individual with minimum involvement with current WSC/YSC

a. No more than 90 days enrollment in current WSC/YSC b. The participant transfer must be done before any direct costs are expended by the original

agency. This includes cost spent on training or supportive services. EWDD will NOT allow a transfer if costs are expended.

Process: 1. Communication with client to understand that if you get into this program, you will need to transfer WSC

and case manager 2. Communicate with Current WSC Director to understand:

a. Current level of service with individual b. Center willingness to transfer

3. WSC complete transfer form and send to EWDD 4. EWDD to approve Transfer and send confirmation

When do you talk to other WSC/YSC center: Prior to enrollment

Who sends form: WSC

EWDD contact: Emoli Mendez at EWDD Emoli Mendez <[email protected]>

Confirmation: An email will be sent to both agencies from MIS unit with a status of approved or denied.

Typical turn-around time: One to two week turn around.

If a WSC needs to process the transfer of a client from a non-LA:RISE WSC to an LA:RISE WSC Partner so that the client can be enrolled in LA:RISE, then they must fill out the WSC Transfer Form on the REDFworkshop Partner Portal. In addition the Transfer Directive issued by the City of Los Angeles is on REDFworkshop to provide further detail. Transfer Directive 16-06

Agency Responsible: WSC *Required, if applicable


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Case Management Co-case Management occurs when participants receive coordinated case management from the SE and from the WSC simultaneously. Both the SE and WSC are responsible for providing clients with case management. In order to make sure they are not duplicating work, we approach this as co-case management. Each partner decides what case management services they will give to the client and communicates this with their partner. Both the WSC and SE are tasked with updating CalJOBS with case notes to document case management.

Social Enterprises and WSC will administer Barrier Removal Services—services provided to participants who face obstacles or “barriers” that prevent them from working, getting to work, and/or staying at work. Both the social enterprise and WSC can provide barrier removal services from their LA:RISE funding but should ensure services are not duplicated. Barriers include, but are not limited to, a suspended driver’s license, lack of transportation funds, lack of housing, lack of childcare, lack of skills, lack of education, mental and substance abuse issues. These services can include barrier removal support through direct assistance and/or referral to services. Examples of these services include, but are not limited to: bus tickets, gas cards, food assistance, housing, mental and physical health services, and substance abuse treatment. Case Notes need to be completed in CalJOBS once a month. Case notes should mention all supportive services staff provide to participants and have attached any resources given to the participant i.e. job fair flyer, certifications, etc. Do not enter too much information on potentially legal matters or anything that could damage a reputation or get staff subpoenaed. It is best to enter general language if the participant is dealing with a legal matter, such as “Referred participant to legal counseling.”

All case notes must be printed and stored in the Participant File (see Monitoring section below)

SOAP Case Notes Guide SOAP Case Notes Examples SOAP Case Notes Exercise REDF & EWDD have found that the SOAP Case Noting method is most applicable to LA:RISE Case Notes. This method is encouraged, but not required. These are tools to inform staff on the SOAP Case Noting method.

Co-Case Management Chart At the start of the 3.0 program year, all LA:RISE partners paired up with each other to fill out this chart to ensure that both agencies understand each other’s offerings and are providing the necessary services without duplication. Please refer to the chart your organization created for best practices. If your staff has not completed the chart, we recommend your team meet with your partner team to discuss it and fill it out.

Agency Responsible: SE + WSC Optional



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Example Co-Case Management Chart

Intake & Orientation

Supportive Services

Case management

Training Job Readiness

Job Placement

Social Enterprise

LA RISE orientation, Warm intro to WSC services & case manager, Share space/paperwork

Uniforms, Lunches, Resource rooms Educational Workshops

Employment Specialists, On-site therapist, LAFLA partnership, Case notes

Street maintenance, Professionalism, Job readiness, Customer service

Case worker & Job Supervisor conduct JRAs, Use case notes from WSC

Direct-hire, Promotion to driver/lead, Referrals to SE’s employer partners

WSC

Weekly Tuesdays intake co-enrollment

Transportation (Bus tokens, Bus pass, Gas reimbursement), Additional SS based on need

One-on-one case mgmt., IEPs (Individual Employment Plan), Follow-up services

WIOA trainings available upon request & meeting requirements for training

Job preparation, Interviews, Resume & meet w/ Business Services

Recruitment, Job fairs, Hiring events, Direct referrals to employers incl. LARISE Employer Partners

Program Timeline Worksheet Typical First Month in LA:RISE These are more worksheets that were completed at the start of the program year. Partner organizations paired up to jointly fill them out with their plan to implement the LA:RISE program. Please refer to the chart your organization created for best practices.

Employee Supports for your Social Enterprise: Elements & Design This is a presentation that was shared with partner staff in the past to discuss employee support services that social enterprise staff can provide to participants. For staff reference.

Early Exits from LA:RISE program If a participant leaves the program before completing 300 hours of transitional employment, this is called an Early Exit. There are Positive and Negative Early exits, depending on why the participant leaves the program. Always enter case notes into CalJOBS to document the Exit.

Positive Exit = If a client leaves the program early for employment • Counts as a placement (with verification of pay stub) • Participant should be referred to retention services • It is important to capture the placement in CalJOBS


Agency Responsible: SE Optional


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Negative Exit = If a client leaves the program without employment • When a client leaves the program early (not for disciplinary or security reasons) and did not find

employment, the SE or WSC should try to keep them engaged with supportive services. Within LA:RISE, if they return within 12 months of intake, then allowed back into the program. If a client does not return within a year, staff can official close them out at the end of the program year

• When a client leaves early due to a disciplinary matter but is not a security risk, refer them to the WSC to continue job development services

Some practices to consider with your staff: • What are your internal policies regarding suspension and termination? Why would someone be asked

to leave without a job? • If someone leaves on their own without a job, what are your next steps? • What is your organizational policy if they return?

Identifying Reasons for Exit:

Personal Disciplinary Professional • Family issues • Substance abuse (needs

treatment), relapse • Unstable

Housing/homelessness • Fear of success • Fear of responsibility • Illness • Relocation • Trauma • Entering rival gang territory may

prohibit someone going to SE

• Attendance/No Communication

• Can’t get along w/ others • Re-arrest/incarceration • No call/no show

• Found other employment • More immediate job maybe

under the table • Use to informal • Dependency on public benefits • Work habits/ patterns for job

readiness

Preventative Measures:

Supportive Services Training/Workshops Coaching • Bus passes • Child care • HBI -> communicating with case

mgmt. individual to see how to further support that person

• Life Skills • Job club 1 month • Stress mgmt.

• Helps w/ coaching • Mentoring • Coaching one-on-one with

person who needs more support around job readiness


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Post Exit Engagement

General Guidance:

• If a positive early exit, capture placement, refer to retention services • If negative early exit, but did not leave for disciplinary/security matter, try to remain engaged with

supportive services through SE or retention partner • If negative early exit due to disciplinary matter, but not a security risk, refer to WSC to continue job

development services • If individual disappears, attempt to reach them 3 times

Refilling Program Slots

When to refill slot: if someone leaves prior to enrollment in CalJOBS and before starting work or other programmatic elements. e.g. if no dollars have been spent on that individual

Job Readiness

Job Readiness Assessment The Job Readiness Assessment (JRA) is a standard LA:RISE program evaluation form that determines if the participant is ready for competitive employment based on the development of soft skills and personal readiness indicators observed during on-the-job performance.

The JRA was created when REDF was building out LA:RISE and pitching it to employers. The advantage the JRA gives employers is that it gives them access to a large pool of candidates (LA:RISE participants) who all measure up to a uniform set of job readiness standards, rather than the employer having to go to individual organizations to hire from and not knowing whether candidates are truly job-ready. REDF developed the standards with input from SEs and local competitive employers and pulled from 10+ worker standards/ certifications. Then had the JRA vetted by employers such as Starbucks, Disney, and Cheesecake Factory. The goal of the JRA is to increase the confidence of employers in the graduates of LA:RISE SEs and thus increase job placement and retention for participants.

How to Administer the JRA SE Case Managers are primarily responsible for administering the JRA, with the input of the Job Supervisor regarding the participant’s soft skills. Additional detailed instructions are included in the first tab of the JRA.



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Prior to administering the JRA: SE staff should share the JRA with participants shortly after they start transitional employment (during orientation is ideal). The case worker should discuss the assessment categories and standards and how it is used. Each SE needs to decide when this will happen and who is responsible for the communication.

1. SE Case Manager prints out the JRA & gives it to the SE Work Supervisor. 2. Supervisor fills out the soft skills sections (pg. 1-3) then gives it back to Case Manager. Supervisor

should think about scoring from the frame of reference of supervisor in the participant’s future job. SE staff should come to agreement internally on how all supervisors interpret the soft skills definitions.

3. Case Manager enters the written scores into the electronic document so that they are automatically tallied up, then enters their own assessment in personal readiness section.

4. Case Manager summarizes results of JRA and reviews them with participant to identify the root cause of any challenges and develop goals. Case Manager can talk to participants about their JRA results the way they think is best. Number scores can be triggering for some so it could be more conceptual or goal-oriented. Supervisor can be present for the beginning of this discussion, but when it gets more personal, it should be just the Case Manager. Information regarding personal situations is not to be shared with Supervisors. Participant is to be paid for time spent in meeting.

5. Case Manager logs JRA results in a case note in CalJOBS and sends WSC the JRA score. 6. WSC staff enters JRA score into Generic Module on CalJOBS.

When to administer the JRA Generally, if the SE’s transitional employment program is under 3 months, the JRA is administered monthly. If the SE’s transitional employment program is over 3 months, the JRA is administered quarterly.

Each SE may customize this schedule as long as all staff is in agreement and REDF staff has approved of the new schedule. New staff should check with their team for the JRA schedule.

In the case of an early exit, the SE should not conduct the JRA for those who leave the program before 1 month of work. If the participant has worked 1-3 months, the SE should conduct the JRA and indicate if the participant is leaving for employment.

How the JRA Works The JRA measures participants’ on-the-job performance, rather than inputs (training) or standardized testing. Soft skills are evaluated on a 1-4 scale: Unsatisfactory, Inconsistent, Proficient, Exemplary. Under each possible score, there is an example of behavior that aligns with that score to guide the Work Supervisor’s responses. The Excel spreadsheet will automatically calculate (average) the final Employee Rating in row 69.

Each SE has the option to add a few skills unique to its workplace to the form within the "Transition Employer Specific Skills & Behaviors” section (rows 73, 74). If the SE chooses to customize this section, staff also need to define, document, and share with workers the criteria for each possible score. Any added SE specific skill sets need to be used consistently with all workers within that transitional job category. The categories should not be unique to any one individual.

Recommendations regarding the participant’s personal readiness appear in the last row as a drop-down selection. This is a recommendation, not a requirement.

The third tab contains the Additional Questions Form, which can be customized for a participant’s targeted competitive employers, based on specific industry or employer needs.

A participant passes the JRA only after they have earned a score of 3 or higher TWICE.


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PERMANENT EMPLOYMENT During the Permanent Employment phase, LA:RISE participants have completed their transitional subsidized employment at a social enterprise and are working on finding competitive employment with the guidance of the WorkSource Center, thus all documents in this section are meant to be used primarily by WorkSource Center staff.

Placement

Job Development & Placement Process

Employment Pathways

Social Enterprise Program

Job Ready

Private Sector EducationAttend

workshops at WSC

EmployerPartner

Mainstream Employer

Whole Person Care

Public Sector

Vocational Training

LA County or City Hire

Not Job Ready

Client meets requirements

•Passed 2 JRAs with a score of 3 or higher

•IEP•Worked 300 Hours

ESE & WSC help client find a job/vocation

•Job/Training Search

•Resume Prep•Interview Prep•Refer to Retention Partner

Capture Placements in CalJOBS

•Update the Generic Module


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LA:RISE Job Search and Placement Best Practices

Job Search:

• Search for opportunities that are in line with the candidate’s IEP and income needs • WSC takes the lead on bridge employer referrals and OJT process • If SE or WSC makes an employment referral, copy the partner in the process and stay informed

Job Readiness:

• Ensure candidate has passed Job Readiness Assessment with two scores of a 3 or higher. If a job opportunity is time sensitive and a candidate has passed one assessment, but you feel is ready for the position, feel free to refer them to the employment opportunity.

• If candidate has any issues in the personal readiness section, ensure that the proper referrals have been made to assist in resolving those issues.

Interview Prep:

• Prep for different interview styles including phone screening with HR/recruitment, one on one with hiring manager/supervisor, group style interviewing

• Have candidate interview with someone in your agency they are not familiar with to test interview skills • Candidates are used to being prepped to explain any past involvement in the criminal justice system.

Coach candidates that for government jobs, it is best to not bring this up in the interview. For example: the question “What is your background” could also refer to employment history

• Prep candidates to use and check email to not miss out on any potential job opportunities

Fair Chance Implementation:

• Ensure candidates with records know their rights under the new Fair Chance Employment guidelines • Ensure candidates who are rejected for employment based on their past involvement in the criminal

justice system follow the appeals procedures when relevant

Retention:

• Use text services to outreach to participants to obtain pay stub. o Google Voice https://voice.google.com/signup o Zhipwhip https://www.zipwhip.com/

https://voice.google.com/signup

https://www.zipwhip.com/


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Vocational Training

Common Training Industries of Interest for LA:RISE participants:

• Truck driving • Guard card • Janitorial/Facility Maintenance • Hospitality • Construction • Auto Mechanic • Warehousing/logistics • Clerical/Admin

• Barber/Cosmetology • Healthcare

o CNA o Whole Person Care o Phlebotomy o Pharmacy o Dental assistant o Medical clerk/billing

Partners & Resources This is not an exhaustive list of partners and resources. We encourage you to find more that will help alleviate barriers to training.

Barriers to Training Resources/Solutions Partners

Transportation RP Supportive Service $ Need tools/equipment WSC Supportive Service

RP Supportive Service $

Lack of income during training Length of training (too long)

LA RISE Stipend Scholarships/Emergency funds from the social enterprise

Scheduling w/ transitional job

Program pause Taper/integrate training into schedule

Background vs. interest Skill capacity Literacy/numeracy

Career One Stop Interest Assessment COPS Assessment COPES Assessment O*NET CASAS Career Zone My Next Move 123 Test

LAUSD Navigator LA Trade Tech College Unions

Childcare outside 9-5 hrs.

Pathways LA Early Care and Education Workforce Registry

Crystal Stairs YWCA Childcare Centers (potentially will offer after-hour service)

Lack of motivation

Stipends to attend case management & workshops (Ex. ARC)

https://www.careeronestop.org/ExploreCareers/explore-careers.aspx

https://www.edits.net/products/career-guidance/cops.html

https://www.edits.net/products/career-guidance/copes.html

https://www.onetonline.org/

https://www.casas.org/

https://www.cacareerzone.org/

https://www.mynextmove.org/

http://www.123test.com/career-test/

http://www.pathwaysla.org/

https://caregistry.org/

https://caregistry.org/

http://www.crystalstairs.org/

https://www.ymcala.org/metro/classes/school-age-child-care


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Vocational Training Process

What is the process for an LA RISE Participant to receive vocational training? • SE job developer checks with the participant’s case manager to see if the participant is ready for

training. If they are, then they refer the participant to the WSC case manager • WSC meets with the participant to go over training interests and requirement • WSC then provides the participant with training program referrals • The participant referral must return the referral to WSC to move forward with the process and choose a

school/training program. • A contract is then established, and WSC will let the participant know what other documents are needed

before they can begin training.

What documents does the WSC need from the participant to start vocational training? • Referral • Contract • IEP • Other internal WSC docs

Who is in charge of following up with the participant (please write the staff member’s name and title)? How can other LA RISE staff help?

• WSC

What happens if a client changes their mind about the type of training they want to do? How can you help them commit to a career?

• WSC speaks to the participant about setting realistic goals based on background, education, and their current personal situation

• On an individual basis, SE will offer career counseling • Both WSC and SE stay in communication with each other about participants’ training and goals during

co-case management meetings.

How is it paid for? • WSC utilize WIOA funds to pay for actual training • LA:RISE program stipend $1,500 to offset loss of wages during training • 1/3 upon start date • 1/3 halfway • 1/3 upon completion

Policy on Providing Training Post Closure Ideally, we are doing career exploration and development through IEPs, case management, and JRAs to determine if an employment placement or vocational training is the best fit for individuals. However, we do know that in some cases, situations may change. What are the rules in providing training to someone post placement? Please see the FAQs below. We are assuming that you have already determined that vocational training is a good fit for the individual through a career development assessment and you have the budget to cover the training.


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FAQs

1. When can a client not receive vocational training post placement? • If you have already expended OJT dollars on this client • If the client is closed out of WIOA and you were planning on using WIOA dollars to pay for the

training

2. In general, when can a client receive vocational training post placement? • If you did not expend OJT dollars on the client

and • If the client is not closed out of WIOA, not closed out of the generic module, and you are not

planning on using WIOA dollars for the training.

3. What if we are not planning on using WIOA dollars for training and the client is not closed out of WIOA, but they are closed out of the generic module?

• The WSC can email REDF and Emoli at EWDD and ask to re-open the closure. The WSC would then need to update the generic module placement question.

4. What if we are not planning on using WIOA dollars for training and the client is closed out of WIOA? • Then you would email Donny & Emoli at EWDD for approval to reopen the WIOA case file.

Please articulate what grant or local dollars you are using to support the training costs. This will be allowed on a case by case basis.

I-Train Training Policy

Although LA:RISE is funded by the City's General Fund/Measure H and not WIOA, we still advise agencies to reference EWDD's WIOA training policy as a general guideline.

If a participant is co-enrolled with WIOA, the provider is to follow the WIOA training policy.

For LA:RISE non-WIOA co-enrolled participants, a non CalJOBS ETPL approved training vendor may be allowed on a case by case basis. However, when a participant requests training from a vendor that is not ETPL, the participant should be advised by the agency that another training provider on the ETPL can be used. The case manager should be able to support that the training supports the participant's individual employment plan.

Things to consider: If the school is not on the ETPL, the service provider should check for the following: • Is it an accredited school? • Will the agency be able to secure attendance record and school grades to determine that the

participant is in good standing before committing to paying for additional tuition? • What is the job growth potential for this participant? (based on what he is currently making and what

his potential earnings will be as a result of completing the program)

The LA:RISE provider needs to complete a training agreement or Individual Training Account (ITA) with the training provider, signed by all three parties, participant, training provider, and LA:RISE agency/WSC.

The training agreement should be included in the participant's file and available for any future fiscal audits.


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Employer Program LA:RISE Employer Program 2019 Flyer

Now in its fourth year, LA:RISE is recruiting companies to join our Employer Partnership Program (previously "Bridge Employer program"). We seek companies that primarily need skilled entry-level talent and are open to hiring and supporting employees who have overcome challenges, such as opportunity youth and individuals who have been previously homeless or incarcerated. LA:RISE offers employers direct access to a local pool of well-trained and highly motivated candidates who are prepared for work—along with resources that help employees not only retain their jobs, but advance and thrive long term.

Benefits of being an LA:RISE Employer Partner • Access to new pools of quality talent:

o In such a tight job market, more employers are searching for hidden talent pools and are finding success in hiring individuals overcoming barriers—achieving greater loyalty and retention, equal or better performance, and a more diverse workforce.

• Pipeline of trained and vetted candidates: o All LA:RISE candidates are pre-screened using a standard tool assessing 18 essential skill

areas, ensuring that referred candidates are job-ready o Assessment tool was developed specifically for LA:RISE and built on employer feedback,

emphasizing workers’ on-the-job performance • Free retention support:

o Range of supports (such as service referrals, financial incentives, worksite. troubleshooting) offered to all LA:RISE hires for up to one year to improve retention

• Financial incentives: o $2,000 on-the-job training reimbursement (or reimbursement for specific number of subsidized

hours) for each employee hired through the LA:RISE City program o Up to $9,600 Work Opportunity Tax Credit (WOTC) for each employee hired from specific target

groups facing employment barriers. The WOTC is a Federal tax credit available to employers for hiring individuals from certain target groups who have consistently faced significant barriers to employment. For additional information about WOTC and eligible target groups see https://www.irs.gov/businesses/small-businesses-self-employed/work-opportunity-tax-credit.

o Up to $5,000 in fidelity bond coverage for an at-risk job seeker’s first 6 months on the job, free of charge through the U.S. Department of Labor’s Federal Bonding Program. For additional information, see http://bonds4jobs.com.

• Employer support: o Program manager who connects employers with the LA:RISE talent pipeline, resources and

partners o Online resource center offering tools and best practices to help employers build and support a

workforce overcoming barriers • Increased visibility as a leader in diversity and inclusion:

o Recognition as an LA:RISE Employer Partner through program websites, materials and events (REDF, WDACS, EWDD, Mayor’s Office, etc.)

o Opportunities to network with and learn from other LA:RISE employers and program partners

RESOURCE

https://www.doleta.gov/leave-doleta.cfm?target=https://www.irs.gov/businesses/small-businesses-self-employed/work-opportunity-tax-credit


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What an LA:RISE Hiring Partnership entails • Openness to hiring people who are striving to overcome employment barriers, such as homelessness,

incarceration, substance abuse, mental illness and limited education • Offering primarily full-time, competitive positions or part-time opportunities with potential for career and

wage advancement associated with quality performance, skill development and increased responsibility • Setting a target number of job slots for LA:RISE hiring consideration • Promoting a supportive and inclusive work culture in which employees thrive • Providing job postings, prerequisites/screens and application/recruitment processes to the program

manager in a coordinated timeframe.

Current LA:RISE Employer Partners (as of April 2020) • Everytable www.everytable.com • Baked LA www.bakedla.com • CVS jobs.cvshealth.com • Managed by Q www.managedbyq.com

As REDF revamps the Employer Program, REDF will be posting new resources on REDFworkshop in addition to information on the growing list of participating partners.

OJT (On-the-Job Training) Purpose On-the-job training (OJT) funding helps compensate businesses for the costs associated with skills upgrading and limited production for the training of newly hired employees drawn from the LA:RISE social enterprise program. Background The LA:RISE program places participants who have passed the Job Readiness Assessment twice and/or completed 300 hours of transitional subsidized employment in a social enterprise into unsubsidized competitive employment. Employer Partners providing unsubsidized full-time employment to LA:RISE program hires may be eligible for LA:RISE OJT reimbursement funds. Social enterprises that hire program participants full-time are not eligible for OJT reimbursement. On a case-by-case basis, Employer Partners may be eligible for OJT reimbursement when hiring program participants into a part-time position that requires specialized training. Employer Partners may be eligible to receive a reimbursement up to $2,000 per participant hired out of LA:RISE. Payments are disbursed in the following increments:

• $1,000 paid midway through the agreed-upon time period required for a participant to acquire specific hard skills on the job

• $1,000 at completion of the OJT period (or prorated if a participant drops out)

RESOURCE

https://www.everytable.com/

http://bakedla.com/

https://jobs.cvshealth.com/

https://www.managedbyq.com/


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Process • Social enterprise (SE) connects participant with their assigned WorkSource Center (WSC) • WSC meets with participant to understand job/employer preferences and then reaches out to target

employers • When an Employer Partner is considering hiring an employee through the LA:RISE program, the WSC

supporting the participant may discuss the benefits of OJT, may propose to use OJT funding to support the employee during the training period, and may prepare to execute an OJT agreement with the employer

• WSC meets with the Employer Partner to: o Review the checklist of employer requirements to assess, for example:

Any previous experience the employer has had with OJT Any recent relocation Worker’s compensation benefit coverage OJT funds will not be used to directly or indirectly assist, promote, or deter union

organizing The OJT will not result in the full or partial displacement of employed workers

o Collect required documents from Employer Partner: Job description General liability insurance W9 Form completed by the employer

o Conduct a site visit to ensure the Employer Partner can provide a safe working environment o Determine terms and complete the OJT agreement

Discuss Employer Partner’s needs and identify specific skills that the participant will learn on the job

Determine start date, mid date, and projected end date of probationary period Confirm that participant will be employed by the employer and will earn the City’s hourly

minimum wage or higher Discuss OJT reimbursement rate (up to $2,000, using as the basis of calculation, up to

fifty percent of the wages earned during the training period, excluding overtime pay), as well as the timing of payments (midway and at completion of the training period)

Collect supervisor information Provide information on the retention provider who will serve as a resource to the

participant and employer Confirm expectation that employer retains participant in a position that offers

opportunities for growth and career advancement after the OJT period ends • Employer Partner and WSC conduct regular evaluations of participant’s progress • Mid-way through and at the end of the OJT period, the Employer Partner submits invoice for

reimbursement to the WSC, along with the participant’s timesheets and pay stubs • After receiving required documentation from Employer Partner, WSC sends reimbursement of $1,000

mid-way through and $1,000 at the end of the OJT period The information above is also available in a flyer that staff can share with employers who may be interested in becoming an LA:RISE Employer Partner and take advantage of OJT: LA:RISE OJT Flyer Additional information can be found in the following presentation given in 2019: Employer Engagement and On-the-Job Overview Presentation WDS_Directive_No._18-09 This is the latest Directive from EWDD on OJT.


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LA City Target Hire The City of Los Angeles seeks to connect all Angelenos to employment opportunities, including those who may face barriers to employment. The Targeted Local Hire Program is an effort to help under-served and under-employed populations find an alternative pathway to rewarding Civil Service careers with the City of Los Angeles. This program creates a unique opportunity for individuals to enter into Civil Service via an alternative pathway. Candidates will receive on-the-job training and complete an assessment period before transitioning to civil service employment. Initial hire is to a Vocational Worker or Office Trainee position, which offers:

• Full-time employment • At least $15.00 an hour • Benefits (health, retirement, and commute options) • On the job training & development

Applicants need:

• Interest in one of the City career pathways below • Legal right to work • Additional requirements may apply

Available Job Pathways:

For more information, visit https://lalocalhire.lacity.org/ or review the documents on REDFworkshop listed below: Program Overview Presentation Program Information Sheet Information Sheet for Office Trainee Information Sheet for Vocational Worker Candidate How To FAQ Sheet Agency Referral Form

RESOURCE

https://lalocalhire.lacity.org/


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Training Partner Profiles Stitches Flyer GRID Training Provider Profile _Revised 2018 Stitches Training Provider Profile _Revised 2018 The documents listed above contain information on each of the LA:RISE Training Partners: vocational/ technical/ educational organizations that offer training for specific trades or careers that are open for LA:RISE program participants.

Whole Personal Care Whole Person Care - Los Angeles (WPC–LA) is a program that brings together health and social service agencies to build an integrated system that delivers seamless, coordinated services to LA County’s most vulnerable Medi-Cal beneficiaries who are high risk, high users of hospital and emergency departments. WPC–LA connects people experiencing homelessness, justice involvement, barriers to healthy pregnancy, serious mental illness, substance use disorder or complex health conditions to resources and support. For more information, visit http://dhs.lacounty.gov/wps/portal/dhs/wpc/ or review the documents on REDFworkshop listed below: WPC Generic CHW Position Description WPC Applicant Checklist WPC CHW Hiring Presentation LA County Department of Human Resource Guide may be an additional useful tool while working with participants to get their resume and application ready for LA county jobs. This is the link to the guide: http://file.lacounty.gov/SDSInter/dhr/221645_ResumeGuide_11.14.pdf The pages that may pertain the most are p. 13-18.

Fair Chance Implementation The Fair Chance Initiative for Hiring Ordinance (FCIHO) requires that Private Employers and LA City Contractors do not include any inquiries into a job applicant’s criminal history on job applications or postings. Private Employers and City Contractors cannot inquire about an applicant’s criminal history until after a conditional offer of employment has been made. If an Offer of Employment is withdrawn as a result of a criminal history, the applicant must be given the opportunity for the Fair Chance Process. For more information, visit https://bca.lacity.org/fair-chance or review the documents on REDFworkshop listed below: Govt code vs. LA Muni Code. Cheat Sheet Fair Chance Training 3.2018 Presentation Know Your Rights Pocket guide Fair Chance Follow up Tips & FAQs

RESOURCE

RESOURCE

RESOURCE

http://dhs.lacounty.gov/wps/portal/dhs/wpc/

http://file.lacounty.gov/SDSInter/dhr/221645_ResumeGuide_11.14.pdf

https://bca.lacity.org/fair-chance


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JOB RETENTION The Job Retention function of the LA:RISE program kicks in during the Competitive Employment phase to help participants stay employed at their new job. It is the responsibility of the Retention Providers to deliver retention services, thus all documents in this section are meant to be used primarily by Retention Provider staff, including Social Enterprises that double as RPs.

Why LA:RISE includes Job Retention Services Many graduates of social enterprises and other low-income individuals find or keep jobs. Unfortunately, only a small fraction of those securing work remain steadily employed and advance in the labor market.

A significant fraction of individuals similar to LA:RISE participants are out of work again within 3–6 months and most are unemployed again within less than 1 year. Some are fired, but the majority of these workers leave voluntarily, though most often its due to personal and family reasons. Many of these reasons could have been prevented or kept from escalating.

LA:RISE has partnered up with two nonprofits to be Retention Providers, supporting SE graduates to transition successfully into Permanent Employment and help them navigate the bumps in the road that often derail sustained employment. As of in July 2017, seven social enterprises began doubling as Retention Providers to their participants.

Resources offered by the Personal Support Providers are informed by promising practices and designed to address issues that can cause job loss, namely financial stress, workplace challenges, and insufficient peer support and role models. The Personal Support Providers are also committed to providing re-employment services aimed at helping anyone who does lose a job address the causal issues for that loss and get back to work quickly.

Referral Process

When social enterprise staff should talk about retention services Research has shown that communicating about retention services early on leads to higher rates of success. Employment Specialists and Case Managers should begin talking about Retention Providers and their services early on in case management meetings. References should include comments about the type of services offered, the name of the service provider and a staff contact, and the plan for a facilitated introduction, ideally in the form of a joint meeting prior to transition.

How social enterprise staff should communicate about retention services (Sample Scenarios) Feel free to use the following language: You can used language like:

• “A lot of people who come to _[SE]_ have worked before but…” or “I've noticed that you have a lot of prior work experience but…”

o “…have had a hard time holding down a job. We want to make sure that the job you get after [SE name] sticks until you're ready to move up to something even better. We've lined up [RP organization] to be a resource to you as you transition out of [the SE] and to your next job. Before you leave [name of SE], we'll have a meeting with [RP staff member] from [RP] so you two can connect and you can find out more about how they can support you in being successful.”

• “Because we know that, even with a job, it can be really hard to get by financially in LA, [RP organization] is going to give you bonuses of up to a total of $250 to reward you for working through the


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hardest part - the first few weeks - on your new job. Even better, they can help you troubleshoot any issues that arise on the job or in your personal life that might be making it hard to stick it out at work. We'll make sure to have a sit down with [RP staff member] from [RP] before you transition so you can learn more about how the retention bonuses will work and [RP]’s other services.”

• “You really seeming to be thriving here at [SE]. This experience and your motivation are sure to result in a successful job search. After being so successful here, it can sometimes be hard to be the "new kid" at your next job. Here at [SE], a lot of your fellow workers have backgrounds similar to yours. But at your next job, that may not be the case. [Personal Support Provider] has worked with lots of graduates just like you to be a sounding board and help them understand the rules (spoken and unspoken) at their new job. They can do the same for you. I'm looking forward to introducing you to [RP staff member] from [RP] when you start your job search.”

• “One of the reasons I think you've been so successful here at [SE] is that you've been surrounded by others who are also motivated to get and keep a job. When you leave here, it's important that you stay in contact with other people who share your motivation. [RP organization] offers opportunities for you to get together with other people who share your values and priorities. Remember [name of former SE graduate], he's been active with [RP] since leaving here. We're scheduled to meet with [name of staff from RP] from [RP] on [date] so you can hear more about what they have to offer and who is involved.”

• “You’ve made a lot of progress personally and professionally since being here at [SE]. You’ve got it in you to be successful in any environment. That said, unexpected things or negative people can sometimes pop up and threaten to derail you. You need to have a plan in place and a coach (almost like a sponsor) to help you stick it out when there are bumps in the road. [RP staff member] at [RP] is going to help you put those in place. We’ll be sitting down with [him/her] in the next few weeks so you can start that process.”

How social enterprise staff “hand off” participants to the Retention Provider The RP should host an orientation or meeting to present and discuss their retention services to participants. These orientations may be provided in a group setting at the SE.

• At least 3 months before client exit from social enterprise, but ideally sooner:

o Introduce Client to RP services through 1:1 or group orientation o Refer to SE timeline worksheet completed in the retention services workshop o Resources: Retention Services flier, Individual RP flier, Referral Rubric

• 1-2 months before client exit from social enterprise, make official referral to the RP o This should be a conservation with the individual and ultimately their preference

• Social enterprise emails Referral Form to RP, copy WSC • WSC documents in CalJOBS Generic Module • RP writes first case note

Once the participant decides which RP they prefer to receive services from, the SE Case Manager fills out the LA:RISE RP Referral Form and emails it to the RP and cc’s the WSC. The WSC must be copied on the email so that they are able to update the RP question in the Generic Module on CalJOBS.

Retention Services Retention Services Plan Worksheet

Agency Responsible: SE *Required

RESOURCE


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LA:RISE partners track retention for clients at the 3, 6, 9, and 12 month marks post-transitional employment. The RP is responsible for providing retention services and the WSC is responsible for updating the Generic Module with the participant’s job retention.

Retention providers develop a menu of retention services offerings based on the needs of specific participants.

Example Retention Services

Retention Service

Categories

Reemployment Services

Community Building

Training Support Services

Service Referrals

Employer Support

Example Services

Job Search, Career exploration

Support groups, social outings, networking

Financial literacy & stress management

transportation support, personal emergency funds

Childcare, housing, health

Job Shadow, trouble-shooting

Retention for SEs Training webinar took place on 10/25/2018. Here is the recording: https://REDF.zoom.us/recording/share/VOf53NsFFn-3yUwq_Ki2dvLhy0XPO4nPaWlYHx4oiW2wIumekTziMw?startTime=1540484527000

LA:RISE Incentives Plan

Incentives are provided by the RP to LA:RISE participants. Each participant can receive up to $400 to recognize employment milestones and encourage program participation. The incentive is broken down by milestone. For each milestone, the participant will have to present their current pay stub to confirm employment.

For every incentive given out, the RP case worker must: • Copy gift card • Have the participant sign and date the copy or the gift card • Have participant sign the LA:RISE Employment Retention Incentives Tracking Log • Scan the paystub • Write case note in CalJOBS

RP should give participants a heads up that they will need to learn how to attain their paystub ahead of time so they can ask their employer to show them how to find it, as they are sometimes found online.

Participants should not leave or miss work without permission to turn in their paystub, nor should they mail in a paystub due to the sensitive information. However, participants may take a photo of their paystub and send it to their case manager. This can also give the case manager time to make sure they have the card on hand to give when the participant shows up.

Agency Responsible: RP *Required

https://redf.zoom.us/recording/share/VOf53NsFFn-3yUwq_Ki2dvLhy0XPO4nPaWlYHx4oiW2wIumekTziMw?startTime=1540484527000

https://redf.zoom.us/recording/share/VOf53NsFFn-3yUwq_Ki2dvLhy0XPO4nPaWlYHx4oiW2wIumekTziMw?startTime=1540484527000


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Retention Milestone

Amount Program Requirement

First Paycheck $75 (none)

First Month $75 (none)

Second Month $75 (none)

Three Months + program component

$75 Participation in RP support program

Six Months + program component

$100 Participation in RP support program

After 3 months of employment, the participant needs to complete a Program Component in addition to presenting their paystub in order to receive their incentive. The Program Component is added at this point in the incentives schedule because it is presumed that the participant has adjusted to their new competitive job and can now make time to participate in the retention programs that the RP offers.

The specific program component that is required of each participant is up to the discretion of their RP case manager and should be tied to their personal goals. The program component can also be adjusted to take place outside work hours for the convenience of the participant. The case manager has discretion over whether program requirement has been satisfactorily met.

Supportive Services that count as a program component may be delivered in individual or group settings and include:

1. Employment and re-employment coaching/assistance, as appropriate 2. Job retention and advancement strategies 3. Financial literacy workshops/trainings 4. Referrals to education / skills-building /certification programs 5. Parenting classes or other support groups 6. Personal supports (Goal Setting) 7. Referrals to peers and/or public or private direct personal support providers Referrals to partners that

provide barrier removal services

RPs are able to pay for the financial incentives through a reimbursement model with EWDD. Each RP finance dept. should know how to invoice EWDD and what they need from case managers. Additional questions should be directed at EWDD.

Exiting a Participant End of services letter

In the case that a participant stops responding to their RP case worker and does not show up for services, REDF has created this template for an end of services letter to notify the participant that the RP is exiting them.

Agency Responsible: RP Optional


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This template is optional but should only be used if the case worker has made at least three different attempts to contact the participant.

LA:RISE Guidelines for Troubleshooting Post Placement

Anyone who receives indication of an issue needing troubleshooting should immediately communicate it with the partners.

Guidelines:

• The RP, SE, and WSC should all be kept informed and involved in decisions regarding how to proceed. • Group troubleshooting should initiate within 24 hours of notification.

o Distinguish between who is active behind the scenes and those interacting directly with worker or employer

• RP intended to be primary service provider post-SE • CO-enrollment and retention tracking responsibility makes WSC collaborative partner • Whether or not they are the one engaging the participant and employer, after notification, it should be

the responsibility of the RP to initiate and sustain dialogue among the partners around how to proceed. • Potentially relevant resources from all partners should be identified and brought to bear to assist in

addressing the issue consistent with the plan crafted by the partnering agencies. • The last individual to have contact with the LA:RISE participant should be the individual who reaches

out to engage the participant. • The last individual to have contact with the employer should be the individual who engages the

employer (if necessary). • When engaging with the participant, it's important to keep in mind the participant's comfort level. For

example, no more than two partner representatives should be present in any meeting with participant. o Ideally, those present should be the last person in contact with the participant and, assuming

that person is not the RP, the RP representative.

Key Questions to Consider:

• Is the employer involved? - Who spoke to the employer? & Who holds what relationship with them? • Who spoke with worker most recently? (Who had the most depth of relationship with worker) • What resources are necessary? Who has access? • Where worker most comfortable? • # in room with worker addressing? What will be most comfortable for worker? • Who communicates what to the LARISE participate? • Who convenes the team, if necessary? • Is there other information that can be useful in preparing for the client meeting? • Who provides the necessary support and resources? • Who is responsible for documentation?


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Legal Services LA:RISE has contracted Restoration Law Center (RLC) as an official legal services partner that provides subsidized services to LA:RISE participants.

Legal Partner Process

1. Any LA:RISE staff identifies that client is in need of legal services (talk about the process and menu of services using the flier. Do not talk about legal matter.)

2. Client calls RLC to make an appointment 3. Indicate a case note in CalJOBS that case worker made a referral (do not include details) 4. Leslie will call client call to prepare for in person meeting 5. In person meeting at SE/RP site 6. Resolve: Leslie will provide services directly or refer to a specialized firm (ex: for

housing/immigration issues)

Urgent Issues

An urgent legal issue may include arrests, evictions, deportation, violence or injuries. To reach Restoration Law Center call: (213) 835-0730 and say the issue is "URGENT" *note: RLC is not able to provide paramedic, police, or mental health services

Non-LA:RISE Participants seeking legal services

Individuals who are not LA:RISE participants may receive services from RLC in one of three ways:

A. FIRST WEDNESDAY morning OF EACH MONTH: a limited number of free consultation appointments are available for non-LA:RISE participants. Call (213) 835-0730

B. Organizations may discuss creating an independent contract for legal services with Restoration Law Center C. Individuals or organizations may retain Restoration Law Center at market rate ($150 - $300/hour)

These flyers are intended to explain the legal services to LA:RISE staff and participants

LA:RISE Legal Services Flyer Legal Services Process Explained 2018 Staff Facing Legal Services Flyer With the legalization of marijuana in California in 2016, RLC facilitated a discussion to educate LA:RISE staff and participants on the new legislation. These are notes from the session: FAQs Substances and the law

RESOURCE


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CARRYOVER PARTICIPANTS [EWDD will add description regarding intake, transitional employment, job development, retention services, etc.]

Carry overs from LA:RISE 3.0 When are carry overs permitted from one year to the next and how are they counted? In general, contracted partners are expected to serve new participants with each new LA:RISE funding cycle. Pertaining to the LA:RISE 4.0 County (Measure H funded) contracts only: “With prior approval from the City of Los Angeles, up to 60% of funds may be used to continue serving carry over participants from LA:RISE 3.0 County Measure H FY17-18.” This was a one-time approval. Please reference your agency’s contract scope of work and contractor responsibility for your agency’s specific enrollment goals. How do we handle carry overs from 3.0 to 4.0? A list of carry overs should have been sent to EWDD. The number of carry overs will be subtracted from the total served in the County contract. If a partner is to serve 25 participants and has five carry overs then they should be serving 20 new participants and a list of names of the carry overs should have been emailed to EWDD. PSPs can carry over 100% SE can carry over up to 60% Carryovers are not counting towards the 4.0 numbers. Will be deducted from the total enrollments. How do contracted agencies submit invoices for carry over participants? The funds should be identified under participant related costs. The funds could be included in participant wages, supports, training, etc. Add a cover Memo to monthly invoice, so that there is a record of these participant related costs. How does retention work for 4.0 with carryovers?

• For 3.0 City clients, there is a time extension with the city, until December 31, 2018. • For 3.0 County clients, service levels will be determined by EWDD. • Most of the funding that is going towards 4.0 is meant to serve 4.0 active clients • EWDD will be negotiating with each RP separately.

For SEs that are their own PSPs, do carry overs from 3.0 apply for 4.0 RP services? Can program participants choose to still work with ARC and Friends Outside who are part of the SEs with RP contracts? SEs should be using those 4.0 retention funds for their 4.0 participants only, not the 3.0 participants. The participants still have the option of receiving services from Friends Outside and ARC. For the TSE program: AYE, UCLA, El Proyecto and MCS have RP funds in 4.0 but they will also be referring participants to Friends Outside and ARC.


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WSC/YSC/TSE PROGRAM Within the LA:RISE program, there is a subset of WorkSource(WSC) and YouthSource(YSC) Centers who, through independent partnerships, provide job training and transitional subsidized employment to youth and adults. Each WSC and YSC has its own relationships with local businesses who act as job sites and host participants during their transitional employment to provide real world experience. The WSC and YSC staff provide support in the form of transportation, clothing, resources, and case management. As participants complete the transitional employment, the WSCs and YSCs assist the participant in finding permanent employment and either provide retention services or refer them to an LA:RISE Retention Provider (RP). Partners

1. UCLA YouthSource Center + LA LGBT Center 2. MCS WorkSource Center 3. AYE YouthSource Center 4. El Proyecto YouthSource Center

Retention Providers AYE, El Proyecto, MCS, and UCLA (via LA LGBT) have RP funds but they will also be referring participants to Friends Outside and ARC. Background

• This LA:RISE offshoot program is based off of LA City program HIRE LA’s Youth • This program, the process, and partner roles and responsibilities should align as much as possible with

the traditional LA:RISE model • This program is meant to serve more individuals through County Measure H funding

For more information, refer to the LA:RISE TSE Program Cheat Sheet.

PROGRAM MANAGEMENT CONTRACTING & BUDGETING [EWDD will insert information on contracting, etc.]

Cost Allocations Each agency submits a proposed program budget which cover various line items which typically include Personnel Costs (agency staff salaries); Other costs (such as supplies, travel), Participant Related Costs (transitional employment wages, training, OJTs, support services, stipends would be included); Subcontractor Cots, Furniture & Equipment Costs, and Indirect Costs. Typically, LA:RISE program budgets would not reflect Admin costs, most operational items would still fall under Program Related. This is the same for both City and County.

As of right now, there is no LA:RISE Budget Guidelines directive which would instruct agencies program/fiscal requirements and if there were caps in certain cost categories and/or to inform how much leveraged resources are allowed, etc. EWDD will likely work on a Directive for the new program year to develop general guidelines.

http://ewddlacity.com/index.php/employment-services/employers/hirela-s-youth


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REDFWORKSHOP PARTNER PORTAL REDFworkshop City Program Partner Portal: https://redfworkshop.org/larise/city-partner-portal/ pw: larise

LA:RISE is an iterative program, so REDF wants to make sure that partner staff always has access to the latest version of important documents and forms. REDF found REDFworkshop to be the most fitting platform for the program’s needs (replacing Trello), so all partner staff should create an account and then access the LA:RISE Partner Portal.

REDF uploads documents as they are updated/after mtgs/trainings, etc. and sends an email to announce the new documents that have been added.

If you are ever in search of a program document or form, please do not refer to a copy that was emailed to you in case there have been any changes. Please refer to the copy that is on the REDFworkshop Partner Portal.

The Program Management list contains documents that are useful to all partner staff, regardless of their role. The content of the remainder of the partner portal is separated by phase in the LA:RISE program (Transitional Employment, Competitive Employment, Retention Services). Generally only staff involved in each phase of the program will have a need for the respective list.

Below, we will review the following sections of the Program Management list (hyperlinked): Program Overview Administrative Docs Monitoring CalJOBS Marketing & Communications Academy Meeting Presentations & Notes

Program Overview This is where you will find:

Partner Profiles – profiles on each LA:RISE partner for staff reference

City vs County Expansion Program Cheat Sheet – a tool for staff who work on both programs to clearly differentiate how the two programs function differently.

What Is REDFworkshop?

REDF.org is REDF’s organizational website, which is a resource for learning about REDF’s leadership, strategic direction, and activities. On the other hand, REDFworkshop.org is an entirely separate online platform for those looking to engage in the supportive employment field. It offers thought leadership and community for those looking to employ, invest, influence and inquire in this space. Here’s a small sample of what you can do on REDFworkshop.org:

• Figure out if social enterprise is a good fit for your organization • Identify the population you’re hiring and identify any barriers your

program might need to address • Test out new business ideas and feasibility • Create a business plan, market analysis or financial analysis • Connect with other stakeholders committed to social enterprise and

related career pathways • Be inspired by the thoughts and experiences of leaders in the field

For more information, visit REDFworkshop.org


https://redfworkshop.org/welcome-back/


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Administrative Docs This is where you will find a contact list for all program partners and a form for new staff.

LA:RISE New Staff Form This form should be filled out whenever your organization has new staff working on the LA:RISE program. This form has everything a new staff member will need to be set up with all program resources (REDFworkshop, CalJOBS) and to be added to all necessary email lists.

Monitoring [EWDD insert description of process/documents]

CalJOBS Social Enterprises and WSCs shall utilize CalJOBS, the State’s labor exchange and workforce development program data tracking system, or any other data system designated by County, to record and track Participant(s) program activity.

CalJOBS is the data tracking system that will allow partners in LA:RISE to effectively co-case manage and track participant progress. Utilizing this system will allow all partners to communicate with each other in an efficient manner, track services provided to avoid duplication, and share resources. We utilize this system as a way to integrate into the City Workforce system and create efficiencies across partnerships. The CalJOBS system is administered by the City. If you have any questions on this system, please contact the LA City MIS Section, Email: [email protected].

LA:RISE partners shall record program activity in CalJOBS Regional LA:RISE Generic Module in real-time.

SEs and WSCs shall record program activity and data including but not limited to the following:

• Participant(s) registration in CalJOBS;

• Participant(s) enrollment into Subrecipient LA:RISE services;

• Participant(s) case management information as needed;

• Participant(s) co-enrollment into WSC services in conjunction with the SE;

• Participant(s) General Relief status, if applicable;

• Participant(s) justice system involvement, if applicable;

• Participant(s) completion of one hundred (100) hours of Transitional Subsidized Employment;

• Participant(s) completion of two hundred (200) hours of Transitional Subsidized Employment;

• Participant(s) completion of three hundred (300) or more hours of Transitional Subsidized Employment;

• Results of Participant(s) JRA assessments;

• Participant’s placement in employment, recorded in conjunction with the WSC.


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LA City LA:RISE CalJOBS Manual This manual is very important for all LA:RISE staff as it provides information and instructions on all aspects of the CalJOBS system.

The Table of Contents on pg. 1 outlines every task that the Manual will cover and is organized by the phases a participant goes through in the program. The items in the Table are linked to their corresponding section in the Manual.

The CalJOBS Summary on pg. 2 provides a clear overview of the different phases in the program, how CalJOBS responsibilities are broken down and who is responsible for those tasks.

There are callout boxes with tips and links in the questions to guide the responses

Each partner should have a designated staff (or multiple) who will be responsible for entering information/case notes into CalJOBS. Those who will be doing so, must gain access to the system using the New Staff Form listed above. It is best practices to read the section that pertains to your responsibilities carefully and shadow colleagues who are familiar with the CalJOBS system.

Each program under LA:RISE may utilize a different Generic Module and select a different response under the Program Participation question in the Generic Module. Please refer to this chart to know which is appropriate for your participants.

Program Name Generic Module name Program Participation Question

LA:RISE 1.0 LA:RISE n/a LA:RISE 2.0 LA RISE 2.0 n/a LA:RISE 3.0 City L.A.: Rise 3.0 LA City General Fund FY1718 LA:RISE 3.0 Measure H pass through L.A.: Rise 3.0 LA County FY1718

LA:RISE 4.0 City General Fund Regional LA: Rise LA City General Fund 18-19 LA:RISE 4.0 City Measure H Passthrough Regional LA: Rise LA City Measure H 18-19

LA:RISE County Expansion Regional LA: Rise LA County Measure H 18-19

Marketing & Communications Here you will find materials that are meant to communicate the LA:RISE program to external parties. Feel free to share the LA:RISE 2 Pager 2019 either electronically or printed with your organizations partners or stakeholders. Please note that there is a different flyer we use for recruiting prospective participants.

LA:RISE talking points:

• Full name: Los Angeles Regional Initiative for Social Enterprise • LA:RISE is an innovative, collaborative partnership that unites the City and County of Los Angeles’

Workforce Development System (WDS) with non-profit social enterprises and for-profit employers in order to help men and women with high barriers to employment get good jobs and stay employed.

• LA:RISE is building a pathway from unemployment, to transitional employment, to competitive work for youth or individuals who have been previously homeless or incarcerated. Funded initially by the


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Department of Labor through a Workforce Innovation Fund grant, thanks to its early success, LA:RISE is now funded locally by a City of LA General Fund allocation, LA County Measure H, and workforce funding.

• Social enterprises and workforce agencies work together to better prepare individuals both professionally and personally by providing paid work experience and personal supports such as housing, transportation, and legal services. By co-enrolling individuals into WIOA (which provides workforce services using federal funding), LA:RISE is able to leverage funds and work more efficiently.

LA:RISE Participant Testimonials

For the LA:RISE program, we are interested in collecting testimonials of participants to showcase their hard work, highlight the partners who have helped along the way, and to show the impact a job can have on an individual’s life. REDF uses this testimonial form to help capture the participant’s story in their own words. The completed information may be used in reports and potential marketing materials such as websites, e-newsletters and social media. All information which the participant wants to remain confidential will remain so.

All Transitional Employer (SE) partners are responsible for submitting one testimonial per quarter, following the format of the LA:RISE Testimonial Form. The EWDD City Consent Form must be used for city-funded participants while the WDACS County Consent Form must be used for county-funded participants. All materials must be submitted to [email protected].

Academy Meeting Presentations & Notes Each quarter, REDF and EWDD will cohost a gathering of all LA:RISE partners, called the Academy Meeting. During this meeting, program updates are shared, common questions are answered, and guest speakers discuss resources that can be helpful to LA:RISE staff.

After each quarterly Academy Meeting, REDF staff will post the presentations shared in addition to any handouts that were distributed.

REDF TECHNICAL ASSISTANCE SERVICES REDF provides both programmatic and organizational technical assistance. Technical assistance is provided to enhance the effectiveness of the LA:RISE program. Additionally, technical assistance is provided to social enterprises to build out pipeline of SEs who are eligible for LA:RISE in the future, develop capacity of LA County SEs & County procurement system, increase the number of certified SEs in Los Angeles County, increase the number of SEs on master agreements with Los Angeles County, and provide enterprise and employee support technical assistance as needed. Examples include performance review training for SEs to integrate with job readiness, business development, and programmatic development & refinement.

For more information on the REDF SoCal TA program, Readiness Checklist, Project Menu, and to submit an interest form, visit REDFworkshop.org/socal/regional-ta.

If you would like to learn more about a potential technical assistance project or follow up on a past project, please fill out the interest form. There isn’t a set deadline, but rather REDF will accept interest forms on a rolling basis.

mailto:[email protected]

https://redfworkshop.org/socal/regional-ta


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GLOSSARY OF TERMS America’s Job Centers of California (WSC)

• The America’s Job Centers of California (AJCC) are designed to provide a full range of assistance to job seekers and local businesses under one roof. The free employment services offered to adults, dislocated workers, Veterans, Youth, those experiencing homelessness, and the re-entry population include:

o Free job training, telephone and computer access, and literacy skills workshops o Employment referrals o Customized job matching, placement and listings via CalJOBS.org o Resume and interview skills building o Career guidance and program placement assistance

• WSCs utilize WIOA funds in addition to LA:RISE funds to complete services for LA:RISE participants. • WSCs function under the jurisdiction of the Los Angeles County Workforce Development Aging and

Community Services (WDACS) and service strictly residents of Los Angeles County • WSCs function in LA County the same as WSCs function in Los Angeles City • America’s Job Center is a collaborative effort between multiple local Workforce Development Areas

within the County of Los Angeles, as well as Los Angeles County Department of Public Social Services/GAIN, Los Angeles Economic Development Corporation, and the California Employment Development Department, who came together to better serve the employment and training needs of the Los Angeles region.

• Local non-profits can be contracted by WDACS to operate an WSC. For example, the non-profit Goodwill operates various WSCs in different regions of LA County.

• See The role of the WSC in Program Guide

CalJOBS

• A data tracking system that allows all LA:RISE partners (social enterprises, workforce agencies, and retention support providers) to effectively co-case manage and track participant progress. Utilizing this system allows all partners to communicate with each other in an efficient manner, track services provided to avoid duplication, and share resources.

• It is an essential requirement of the LA:RISE program that all participants be enrolled in CalJOBS during the intake process.

• The CalJOBS system is administered by the County. If you have any questions on this system, please contact WDACS.

Co-case management

• Both the SE and workforce agency are responsible for providing clients with case management. In order to make sure they are not duplicating work, we approach this as co-case management. Each partner decides what case management services they will give to the client.

https://redfworkshop.org/learn/wioa


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Co-location

• In order to enhance co-case management, social enterprises must designate a work station at their location for their workforce agency partner staff. Workforce staff are not just physically co-located at the social enterprise site, they are integrated into their program and organization. Individuals from both of these agencies are seen as one seamless team, providing customer-centric case management to all LA:RISE participants.

Competitive Employer

• A mainstream employer who is not part of the LA:RISE network. Typically, clients get jobs at competitive employers on their own with the help of the workforce agency.

• Some SE and WSC/WSC Job Developers have mainstream employers in their network, in which case clients who score a 3 or higher on the JRA are encouraged to seek out jobs at those competitive employers.

• Any employment that is not subsidized is considered competitive employment. So if a social enterprise hires a participant after they have completed their subsidized transitional employment, and now their employment is not subsidized by the LA:RISE program, this counts as competitive employment.

• If a client is hired by a competitive employer, this counts toward Placement goals.

DOL

• U.S. Department of Labor. Funded LA:RISE 1.0 and the study through a Workforce Innovation Fund (WIF) grant to see if this is a system they would like to roll out in other parts of the county. REDF sends them quarterly reports.

Early Exit

• When an LA:RISE client leaves the SE before completing 300 hours • See ‘Early Exits’ in Program Guide

Employer Partner

• A fair chance employer looking to hire a high barrier population and partnered and familiar with LA:RISE

Employment Social Enterprise (SE)

• The term ‘Social Enterprise’ is used with many different definitions in today’s world. But in the LA:RISE program, REDF’s definition of employment social enterprise is used.

• REDF definition: o Social enterprises, aka Transitional Employers, competitive, revenue-generating businesses

with a clear social mission: to hire and train people who are striving to overcome employment barriers including homelessness, incarceration, substance abuse, mental illness, and limited education. Social enterprises provide real, paying jobs and wraparound services that help employees stabilize their lives, build their skills, and succeed. When employees are ready, social enterprises help them find lasting, competitive jobs. And because social enterprises


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reinvest their profits back into their businesses so they can help more people, they require less outside funding and are more sustainable.

o Social enterprises are mission-driven businesses that leverage a business approach to hire and assist people who face barriers to work. Social enterprises are nonprofit organizations providing transitional paid work experience through a revenue generating model. Social enterprises are not: Any non-profit doing innovative work; Any business with a charitable campaign

• General definition: o Social enterprises are mission-driven businesses that leverage a business approach to address

a social mission • LA County Master Agreement definition:

o Social Enterprise shall include non-profit and for-profit businesses whose primary purpose is the “common good” and which, “use the methods and disciplines of business and the power of the marketplace to advance their social, environmental and human justice agendas, wherein the organization that applies commercial strategies to maximize improvements in human and environmental wellbeing,” that may “include maximizing social impact rather than profits for external shareholders” and has been certified as a social enterprise as provided for in this chapter.” LA County Code 2.205.010 July 12, 2016

• LA:RISE SOW definition: o (Exhibit A para 5.6) Social enterprises [as defined in the master agreement] that provide

transitional employment for individuals with barriers to employment for a finite time.

EWDD

• http://ewddlacity.com/ • The Economic & Workforce Development Department (EWDD) is the administrative department

responsible for workforce and training in the City of Los Angeles. • EWDD provides a broad range of programs that offer assistance in the areas of business support,

employment and youth development. All programs are designed to grow and improve Los Angeles’ economy while building a well-trained and job-ready workforce.

• EWDD oversees the WSCs and disperses City General Fund funding that supports the LA:RISE program.

• EWDD is the city counterpart to WDACS.

Intake

• After SE’s have conducted recruitment and have decide to onboard clients, they then conduct LA:RISE Intake

• See Intake in Program Guide

JRA

• The Job Readiness Assessment (JRA) is a standard tool implemented across all social enterprise sites to ensure that all referred candidates are job ready. The use of this assessment tool creates consistency and provides assurance to the employers that no matter which social enterprise they source from, they will receive a consistent and quality referral from the LA:RISE program.

• See ‘JRA’ in Program Guide • JRA Passing Goals for all program partners are 50% of enrollment goals. For exact numbers, refer to

your organization’s contract with EWDD.

http://ewddlacity.com/


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Measure H

• Measure H was passed by Los Angeles County voters in March 2017, with services beginning the following July. Measure H will generate approximately $355 million annually for ten years and provide services and programs to prevent and combat homelessness in the County.

• Measure H funding is passed from LA County through EWDD to pay for LA:RISE City Program participants who live in LA County.

• Measure H is also the main source of funding for the LA:RISE County Expansion Program, which kicked off July 2018.

Personal Readiness

• Part of the JRA that assesses if a client has personal barriers that need to be addressed in order for them to be ready for long term employment.

• Personal Readiness categories include: o Stable Housing o Stable Childcare o Stable Health o Stable Legal Status o Transportation Plan

Placement

• When a client has secured permanent (unsubsidized) employment after their transitional work experience at the social enterprise

• Verbal or written confirmation from the client is acceptable but the goal is to get some sort of employment verification (i.e. paystub) so that the AJCC can meet WIOA standards

REDF

• REDF functions as the lead program manager for LA:RISE and provides technical assistance to the myriad of partners that are part of this initiative.

• See The Role of REDF in Program Guide

Retention

• The continued healthy and steady employment or involvement in vocational training of an LA:RISE participant post-transitional employment. LA:RISE aims to encourage job retention amongst participants.

• LA:RISE partners track retention for clients at the 3, 6, 9, and 12 month marks post-transitional employment

Retention Provider (RP)

• The Retention Provider (RP) is an LA:RISE partner that helps participants remain employed post-transitional employment by providing wrap-around resources to prevent job loss and lay the foundation


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for upward mobility. They assist with referrals to health, housing, and educational resources and coaching for personal development and financial capabilities.

• In the County Expansion program, the WSCs also serve as RPs since they are the ones providing retention services.

• In the City program, some SEs also serve as RPs and provide retention services in addition to two other RP partners.

Retention Services

• Services and support provided to all participants once they have finished transitional social enterprise employment

• See Retention Services in Program Guide

Soft Skills

• These are the skills that are not technical in nature but help clients have successful long-term jobs/careers

• Examples of soft skills include: attendance, critical thinking, grooming, initiative, communication, attitude, teamwork, conflict mitigation, etc.

• There are 18 soft skills that clients are evaluated on in the JRA and given incremental feedback.

TA projects

• Technical Assistance (TA) projects are conducted by either REDF staff or an outside consultant • The goal is to help LA:RISE social enterprises improve either their program or business. • Examples of TA Projects include

o Pre-feasibility analysis of new business lines o Pricing analysis o Double-bottom-line Accounting o Service Delivery Gap analysis o Program design revamp o Retention program setup

Training Partner

• A vocational/technical/educational organization that offers training for specific trade/career open for LA:RISE program participants

Transitional Employment

• At the social enterprise, LA:RISE clients work at a real business to gain soft and hard skills. These jobs are not competitive and are viewed as a transition to long term employment at another business.

• Each SE’s program is different, the transitional work experience can vary from 3 months to 24 months • To be part of LA:RISE, SE partners guarantee clients at least 300 hours of transitional employment

(this is the # of hours LA:RISE pays for)


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Vocational Training

• Trainings hosted by outside education/industry partners that teach clients hard skills and helps them find employment in that field

• Examples of common trainings o Truck Driving o Solar Panel Installation o Construction Apprenticeship (with a union) o Guard Card o Janitorial o Clerical/Admin o Welding

• WSC/WSCs can use their funding to pay for vocational trainings for LA:RISE clients • To encourage clients to partake in training, there is a $1,500 stipend given in 3 increment given out by

the WSC/WSC.

Workforce Development Board

• The Los Angeles County Workforce Development Board (LACO-WDB) is one of 48 Local Workforce Development Boards in the State of California, certified by the Governor of the State of California. Operates with, and on behalf of, the Los Angeles County Board of Supervisors to carry out functions mandated by the Workforce Innovation and Opportunity Act of 2014 (WIOA) Section 107 (d) and state law AB 1270 section 25.

• LACO-WDB serves a designated local area comprised of 58 cities and over 100 unincorporated areas within Los Angeles County.

• LACO-WDB is the 2nd largest designated local area in the State of California, serving nearly 4 million residents.

WDCAS

• https://wdacs.lacounty.gov/ • The Workforce Development, Aging and Community Services (WDACS) is the administrative

department responsible for workforce and training for the County of Los Angeles. Their mission is to connect communities and improve the lives of all generations in Los Angeles County.

• WDACS oversees the WSCs and disperses Measure H funding that supports the LA:RISE program. • WDACS is the county counterpart to EWDD.

WIOA

• In 2014, President Obama with bipartisan support signed the Workforce Innovation and Opportunity Act (WIOA) which reauthorized the workforce investment system established by WIA that, while continuing to operate, had technically expired eleven years prior in 2003.

• Addressing some of the challenges people faced with the system prior, WIOA consolidates programs into a single funding stream and seeks to take a regional approach, ensuring local boards are better

https://www.congress.gov/bill/113th-congress/house-bill/803

http://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201520160AB1270

https://wdacs.lacounty.gov/


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aligned with the state’s strategy. This was done in recognition that employment needs and trends are much larger than specific counties or municipalities.

• Some key changes in WIOA are: o Local boards must align with regional boards o There is a strong emphasis on sector based approach: aligning employer needs to local training

providers o Even greater advisory from local employers o New performance measures with a strong emphasis on having clearer outcomes and more

performance measures o A greater focus on individuals with significant barriers

• WIOA Co-enrollment Goals for all program partners are 70% of enrollment goals. For exact numbers, refer to your organization’s contract with EWDD.

WorkSource Center (WSC)

• WorkSource Centers are designed to provide a full range of assistance to job seekers and local businesses under one roof. The free employment services offered to adults, dislocated workers, Veterans, the homeless and the re-entry population include:

o Free job training, telephone and computer access, and literacy skills workshops o Employment referrals o Customized job matching, placement and listings via CalJOBS.org o Resume and interview skills building o Career guidance and program placement assistance

• WSCs utilize WIOA funds in addition to LA:RISE funds to complete services for LA:RISE participants. • WSCs function under the jurisdiction of the Los Angeles City Economic & Workforce Development

Department (EWDD) and service strictly residents of Los Angeles City. • WSCs function in LA City the same as WSCs function in Los Angeles County • Local non-profits can be contracted by EWDD to operate a WSC. For example, the non-profit Goodwill

operates various WSCs in different regions of LA City.

https://redfworkshop.org/learn/wioa

la:rise city program guide - redfworkshop · job readiness preparation, including: interview prep,...

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