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HomeMy WebLinkAboutMINUTES - 04092002 - SD6 . Contra TO: BOARD OF SUPERVISORS FROM; INTERNA.OPERATIONS COMMITTEE - Costa DATE: MARCH 26, 2002 County Y SUBJECT: WORKFORCE DEVELOPMENT BOARD ADMINISTRATIVE COSTS SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: ACCEPT report prepared by the Workforce Development Board Executive Director on administrative costs. BACKGROUND At its January 15, 2002 meeting, the Board of Supervisors, upon receiving the annual and supplemental reports of the Workforce Development Board (WDB), requested the Internal Operations Committee (IOC) to review the WDB's administrative costs, estimated to be $1,263,800 for the 2001-2002 Program Year. The IOC, at its March 18, 2002 meeting, received the attached report from the WDB Execute Director providing a breakdown of the staff and support costs comprising administration, a general description of administrative responsibilities, and a job description for each staff member. In consideration of this information, the IOC recommends that the Board accept the report and remove this item as a referral to our committee. CONTINUED ON ATTACHMENT: YES NT S,.IIGNATURE.. RECOMMENDATION OF COUNTY ADMINISTRATOR+-- v' RECOMMEN... ION OF BOARD COMMITTEE APPROVE OTHER t,-.TTE.�D the report prepared by the Workforce Development Board. Ex utive Director on administrative costs; REFERRED report to Workforce velodLaysys- SIGNATURE(S): ent Board to review the a istratve costs and return to the Board: wit 30 y MARK DeSAULN'IER AYLE B. UI A, :ACTION OF BOARD ON ~ Y �y- - "�L--APPROVE ASRECOMMENDED. y.~....... ~..N� OTHER ~ 1 hereby certify thr�T lhIB a true and correct copy of an action lakon and entered on the minutes of the Staid of Supervisors on the date shown, / { ATTESTED. ( `"( , JOHN SW'Ir�w :i, Clerk oYthe Board' of S ervisor..: 4nd Cosanty dministrator ByDeputy ( EVELO" 3c' J Pa at a 0' i d. .... .. r Date: March 12 2002' To: Internal Operations Committee 04'ad — From: Ronald A.Wetter,Executive Director Workforce Development Board Subject: Workforce Development Board Staffing Costs This memorandum responds to an inquiry by Supervisor Uilkema concerning the overall costs of staffing the Workforce Development Board of Contra Costs County: In November 2001, Board staff=reported to the Internal Operations Committee in its report entitled First Year Status.Report to the Internal Operations Committee, County Board of Supervisors,dated October 15,2001,that the preliminary budget overview for Program Year 2001-02 indicated that the cost of supporting the Board's policy support was approximately $1,263,800 (see Attachment 7 of the Report). It was noted that this figure reflects the Board staff's labor costs,facilities costs, Board and staff travel and training costs,membership fees, and meeting space rentals,etc. Labor Costs Projected labor costs for Program Year 2001-02 was estimated to be approximately $890,000. This cost represents 11 full-time employees. (Actual labor casts could be less because one full-time employee position vacated in November 2001 will not be filled.) To arrive at the salary/benefits for each staff member's salary, two payroll periods were used: July 2001 and December 2001. The average of the two salaries/benefits was then annualized. In addition,the original budget projection did not include provisions for the conversion of the Board's cost allocation methodology from the former Private Industry Council methodology to the Employment and Human Services Department(EHSD)cost allocation methodology. The full result of the conversion has not yet been fully realized, although early indicators show a 9% variance in costs when the results of the two allocation methods are compared. For this memorandum, however, staff has not incorporated the EHSD cost allocation results since it is in its preliminary stages Costs associated with staffing the Workforce Development Board are funded primarily through U.S. Department of Labor orkforce'Investment Act and Welfare-to-Work sources. No County funds are used to support the Board or its activities. The overall purpose of the Workforce Development Board staff is to assist the Board in consolidating,and improving employment, training, literacy,and vocational rehabilitation programs. The Board and its staff work to create a locally-focused, integrated workforce investment system that improves the quality of the local and regional workforce,sustains economic growth and productivity,and reduces dependency on welfare. The costs reported to the InternalOperations Committee are incurred to staff a 37-member Board, a Board that' is nearly twice the'size of the former Private industry Council (20 members).;,' Staff meets the needs of the following committees. • Workforce Development Board • Executive Committee • Business Services Committee • Budget and Systems Performance Committee • Communications and Community Relations Committee • Workforce Systems Committee Youth Council(a 25-member committee required under the Workforce Investment Act) Staff provides to the Board's committees public policy research and counsel,system design and implementation assistance, program monitoring,customer outreach and, very'importantly,'coordination with regional workforce development efforts and programs, including those provided through E.A.SYBAY Works. Provided for the Internal Operations Committee information is a description of the Board's core staff. Non-Ubor Costs Non-labor costs are approximately$373,800. The bulk of these expenses are comprised of the following costs. •' Office expenses $60,200 • Contracted temporary help $52,500 • Communications 600 • Board and staff travel for training $29, • Requested maintenance8,00 * Miner equipment $2 , 00 •' Telephone Exchange Service $21,000 • Publication and legal notices $14,000 • Books and periodicals $14,000 • Computer software costs $10,500 • Rental and leases of property $10,500 • Staff transportation and travel $10,500 • Auto mileage for employees $10,500 • Memberships $10,500 • Insurance $10,500 The line item budget amounts indicated above were taken from the Board's budget that was approved by the Board of Supervisors for Program Year 2001-02, A 70 percent factor has been applied to non.-payroll:costs to approximate the space(and therefore the overhead costs)that is attributable to the Board's offices located at 2425 Bisso Lane, It should be noted that this is a very conservative estimate. The Board receives$25,000 annually in State Approved Local Training(SALT)to partially cover the costs associated with:the training of Board members and staff. Attachment C: John Cullen Don Cruze 2 0312212002 WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY S'T'AFF MAJOR AREAS OF RESPONSIBILITY March 8, 2002 Executivg Dir t r — 3YQrkfor 1?' v lopmeal Boud ftIMId Wetter. The Executive Director is responsible for directing and managing the staffing of the Workforce Development Board, workforce development systems punning and policy, and One-Stop Career Center certification and economic development planning in a manner consistent with the Executive Director Job Description. The Executive Director ensures policy coordination, consistency and continuity among the many organizations with workforce development responsibilities, and links workforcedevelopment with economic development and workforce services. Specific duties and responsibilities include: + Serving as Executive Officer of the Workforce Development Board; • Developing plans and policies :on workforce development required by the Workforce Development Act and CalWORKS, in order to ensure an integrated workforce development system; • Advising and recommending disposition of matters requiring Workforce .Development Board approval, including, but not limited to, One-Stop Career Center certification and strategic planning; • Representing the Workforce Development Board with private business, service providers, government agencies, economic development agencies and organizations, community-based organizations, political bodies and the 'general public; • Supervising and reviewing the performance of the Workforce Development Board's staff; + Reviewing' the organization, operations and functions of the One-Stop Career Centers and, in conjunction with the Workforce Services Director, recommending changes to improve the efficiency and effectiveness of the operations of these centers; * Developing, recommending, implementing_ and maintaining policies and procedures for the conduct of the Workforce Development Board's operations; • Soliciting support from federal, state, education, labor and other agencies with workforce development and economic development responsibilities for Workforce'Development Board activities; • Conducting, or supervising comprehensive studies, task forces and reviews of workforce development policy and planning issues; • Exploring,negotiating and soliciting new sources of funds and grants;and • Coordinating economic development initiatives on behalf of the WDB. 2 Pl nin Polk' or inator inch Candler : The Planning & Policy Coordinator will coordinate the development and implementation of various strategic initiatives and workforce development policies adopted by the Workforce Development Board in a manner consistentwith the Workforce Services Specialist Position Job Description. The Planning&Policy Coordinator will be responsible for: •' Preparing and implementing strategic planning documents and coordinating overall workforce policy development, including policy research and analysis, for the Workforce Development Board; • Providing;lead counsel and staff support, including the development of agendas and the preparation of staff reports, for the Workforce Systems Committee; • Providing lead counsel and staff support, including the development of;agendas and the preparation of staff reports, for the Communications and Community' Relations Committee • Monitoring, analyzing and developing responses to federal and state workforce legislation, regulations and policy and administrative directives; • Identifying grant funding opportunities and coordinating grant applications on behalf of the Workforce Development Board and, as appropriate, its workforce development partner organizations(e.g., EASTBAY Works) • Coordinating the Workforce Development Board's Continuous Improvement Initiatives; and • Staring ad hoc committees as assigned. Yguth 1 en C ord r (Jace -Lawrence: The Youth Development Coordinator will oversee all youth development services programs and coordinate the activities of the Workforce Development Board's Youth Council in a manner consistent with the :Workforce Services Specialist Position Job Description. The Youth Development Coordinator will be responsible for: • Providing lead counsel- and staff support, including the development of agendas and the preparation of staff reports,for the Youth Council, • Serving as Program Coordinator for Youth Development Services under the purview of the Workforce Development Board and Youth Council, • Developing, with the assistance of the Communications and Community Relations Coordinator,the youth services marketing material; • Identifying grant Banding opportunities and coordinating with the Planning& Policy Coordinator on grant applications on behalf of the Youth Council; and • Conducting other assignments as requested by the Executive Director. Business SMdAs o r in for Sondra of w ll' : The Business Services Coordinator will coordinate the Board's business services and Rapid Response activities and services in a manner consistent with the Workforce Services Specialist Position Job Description. The Business Services Coordinator will be responsible for: • Providing lead counsel and staff support, including the development of agendas and the preparation of staff reports, for the business Services Cottee, • Coordinating the Board's business services and vitality strategies and policies; • Coordinating the Board's Rapid Response and. Dislocated Worker strategies and policies; • Developing with the assistance of the Communications and Community Relations Coordinator Rapid Response and business services marketing and related:material; • Coordinating with economic development and business organizations to identify employers" workforce and business assistance needs; • Coordinating the development and oversight of the Board's web site, • Serving as back-up staff`to the Communications and Community Relations Committee, and • Conducting either assignments as requested by the Executive Director. Smallhoiness. Dev 1 ent C nt r — Director (Beverly it : The Director of the Small Business Development Center will coordinate the activities of the Small Business Development Center (SBDC) and Delp support the Workforce Development Board on workforce development'strategic initiatives and policies' relating to small businesses and entrepreneurs in a manner consistent with the Small Business Development Center Job Description. The Director of the Small Business Development Center will be responsible for; • Coordinating and overseeing all activities related to the Small Business Development Center; • Coordinating with the Business Services'Coordinator on small business services provided through the One-Step Business and Career Centers'and other workforce services venues; and • Assisting in the development of strategic initiatives and policies related to small business and entrepreneuris . t k 4 La Qr Mwi&t Inform tion Co rdi titerTr e Br n : The Labor Market Information Coordinator will coordinate the development of local and regional labor market workforce and economic information and reports for the Workforce Development Board and its committees in a manner consistent with the ASA III Job Description. The Labor Market Information Coordinator will be responsible for; • Coordinating the preparation of all Labor Market Information material for the Workforce Development Board; • Coordinating the development of all labor market studies, reports and communications; • Supporting Board and staff projects and initiatives related to meeting the needs of the labor market; • Serving as back-up staff to the Youth Council,and. • Conducting other assignments as requested by the Executive Director. Workfor li and stems Analyst Je nifer Mitchell The Workforce Policy and Systems Analyst will monitor the performance;of the Workforce Development Board's One-Stop 'Operator, welfare-to-work service providers, youth development service and other service providers for the Board's workforce services delivery system in a manner consistentwith the ASA III Job Description. The Workforce Policy and Systems Analyst will be responsible for: • Monitoring and preparing all reports on workforce ,systems performance outcomes, ''including those related to Workforce Investment Act (adult, dislocated workers and youth), Welfare-to-'Mork funding, and: services provided through other grant funding within the purview of the Board; • Providing lead counsel and staff' support, including' the development of agendas and the preparation of staff reports, for the Budget & Systems Performance Committee, • Counseling and assisting Board staff on the preparation of all RFIs, .RFPs, RFQs, contracts and procurement activities, and serve as the staff s primary liaison with the Contracts and Fiscal'Divisions of the Employment& Human Services Department on all contract and fiscal matters; • Serving as back-up staff to the Workforce Systema Cantmittee, and • Conducting other'assignments as requested by the Executive Director. a 5 Advanced LevelSecretary( uleine Latteri) The Advanced Level Secretary (ALS) provides a full range of advanced secretarial support to the Bureau's Executive Director, Planning & Policy Coordinator, and Workforce Policy:and Systems Analyst in'a manner consistent with the Advanced Level Secretary position description, dated November 1998. The ALS support rale includes the Workforce Development Board, the Executive Committee, the 'Workforce Systems Committee and Communications and Community Relations Committee, including the preparation and issuance of committee packets. The ALS arranges for travel for those Policy Team members to which site is responsible. The ALS also provides back-up support to the Journey Level Secretary in all areas, serves as office liaison for the building's alarm system (including obtaining and deleting employee codes), supports on confidential administrative matters, develops and maintains in close coordination with the Administrative Coordinator and the Planning & PolicyCoordinator the Bureau's central filing system, including development of a document retention schedule, organizing the network computer files, and preparing processing, and maintaining confidential administrative Files. On an as-needed basis the AIS provides secretarial support to any Policy Team member in the Bureau. Igurogy L ve S re ary Mworm A enc The Journey Level Secretary, (JLS)' provides comprehensive secretarial 'support to the Business Services Coordinator, Youth Development Services Coordinator and Special Projects Coordinator in a manner consistent with the Journey Level Secretary position description, dated November 1998, The JLS covers the Board committee meetings of the Business Services Coordinator, Youth Development Services Coordinator and Special Projects Coordinator. In addition, the JLS arranges for travel for those Policy Team members to which she is responsible, provides back-up support to:the Advanced Level Secretary in all areas, prepares and submits all work orders for facility repairs, office moves, key orders, computer needs, and telephone system, and back-up for the Clerical Services Pool work. Account lark( artha Thomas) The'Account Clerk (AC) serves the entire Bureau with Account Clerk services in a manner consistent with the Account Clerk position description. This includes accounts receivable and payable, petty cash custodian making requisite distributions, preparing warrants requests for a variety of needs, reconciling accounts and designating coding, preparing and opening purchase orders, controlling inventory, monitoring and billing for conference room use, and interfacing with vendors related to office equipment, including providing readings from the copier.` i Ex ri nced L v 1 C Jerk LTM12arary -Agency The Experienced Level Clerk (ELC)_serves as the general administrative:support and receptionist to the Bureauand provides direct administrative support to the Labra Market Information Coordinator and the Policy and Systems Analyst, The ELC is responsible for answering the main phone line; distributing mail and'payroll checks; making pickups and deliveries as able; ordering and returning office supplies; maintaining public job announcement files, MCI fax lists and fax machine programming; typing Workforce Administrative Bulletins and making service calls for both office equipment and building maintenance'..emergencies, and regularly participating in monthly Beard Meeting Packet preparation. Under the oversight of the Account Clerk, the ELC assists with payroll processing, ordering business cards, processing demands, billing for conference room use, processing payment for newspapers, preparing limited'requisitions and warrant requests.