SR-301-002-03 (2)
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CNS:BJS:sd
CouncIl Mtg. 11-22-83
3 t? / - e;02- - .0"'3
NQ'; 2 2 1983
Santa MonIca, CalIfornIa
TO: Mayor and CIty CouncIl
FROM: CIty Staff
SUBJECT: RecommendatIons on the CIty'S Role In AddreSSIng Youth
Employment Needs
IntroductIon
ThIS report provIdes a brIef summary of the perceIved need for
Increased youth employment programs In the communIty, presents an
update on current programs In the communIty, dIscusses components
essentIal for a successful youth employment InItIatIve, and
consIders a range of alternatIves for CIty and communIty
Involvement. WhIle one specIfIC recommendatIon IS Included for
ImmedIate ImplementatIon, thIS report IS prImarIly Intended to
present relevant Issues and lay the groundwork for future
dISCUSSIons and long-term actIvItIes.
Background
In response to the CounCIl's request on May 17, 1983, for a
report on the status of the CIty'S Involvement In youth
employment actIvItIes, an InformatIon staff report was
transmItted to the CounCIl on May 31, 1983.
This report
presented a hIstory of the CIty'S decreaSIng role In Federal
youth employment programs, assessed current CIty Involvement as a
nyou th employer", and summar 1 zed the status of commun 1 ty-based
youth employment programs currently In operatIon. The report
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further suggested that a followup report be prepared by CIty
staff to provIde recommendatIons for CIty Involvement In
expandIng Job opportunItIes for youth. ThIS report represents
thIS second staff analysIs.
Assessment of Need
WhIle
InformatIon on the specIfIC number of Santa Monica youth
unable to fInd employment opportunItIes IS not avaIlable, several
recent assessments of the communIty IndIcate that thIS issue IS
of great concern. The CIty's CommunIty Needs Assessment revealed
that respondents identIfIed youth in need of Jobs as the second
most prevalent social serVIce need In theIr surroundIng
neIghborhoods.
47% of all PICO NeIghborhood respondents
IdentIfIed thIS as one of the most apparent needs, thus verIfYIng
the PICO NeIghborhood ASsocIatIon's formal posItIon that youth
employment ranks second only to hOUSIng as a crItIcal
neIghborhood problem.
In addItIon, durIng the SprIng of 1983,
the CIty'S SOCIal SerVIces CommISSIon met WIth approxImately 60
socIal serVIce agencIes and noted that agency staff consIstently
IdentIfIed youth unemployment as a prIorIty socIal service problem.
However, to assess the need at thIS level only would be to
overlook the complexIty of the problem.
nYouthll are not
comprIsed of a SIngle segment of the communIty but rather
represent, In thIS context, IndIVIduals rangIng from 12 years of
age (when restrIcted work permIts may fIrst be Issued) through 21
years of age.
LogIcally, the traInIng, work experIence
opportunItIes, and placement needs along thIS contInuum are
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varIed. In addItIon, mInorIty, lOW-Income, and dIsabled youth
oftentImes fInd It dIffIcult to locate Job opportunItIes and
therefore may require targeted serVIces and aSSIstance. Santa
Monica youth certaInly reflect thIS dIverSIty and, therefore, any
successful employment and traInIng InItIatIves must take these
range of needs into conSIderatIon.
ThIS IS not an easy task.
QEdate on Current f~Qgra~~
WhIle the May staff report detaIled current programs In the
communIty, follOWIng IS a brIef status report on these programs
and a dISCUSSIon of any SIgnIfIcant changes In serVIce delIvery
in Santa MonIca SInce that tIme.
1) Job TraInIng PartnershIp Act (JTPA) Programs - SInce the May
staff report, the major program prOVIdIng federally SUbSIdIzed
work experIence opportunitIes for Santa MonIca youth has been
at least temporarIly termInated.
The CatholIC Youth
OrganIzatIon, WhICh Implemented CETA youth programs for several
years, was not recommended for County funding under the new Job
TraInIng PartnershIp Act by the County's PrIvate Industry CounCIl
(PIC).
WhIle the Board of SuperVIsors eventually allocated
$20,000' for a 9-month program, thIS represents over a 50%
decrease from the previous year and CYO is currently assessing
Its abIlIty to Implement a feaSIble program at thIS reduced
level.
The tentatIve program negotIated WIth the County of Los
Angeles by CYO would prOVIde 15 slots for hIgh school senIors
only. Placements would be made In non-prof 1 t and prI vate sector
bUSInesses by a Job developer workIng 60% tIme. Because of the
dIffIculty In recrUItIng part-tIme employees and because the
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tentatIve agreement WIth County does not serve younger resIdents,
CYO had IndIcated to City staff that It WIll need $20,000 In
addItIonal funds to be able to hIre a full-tIme employee and to
provIde an addItIonal 20 slots for younger hIgh school youth.
CYO has requested that the City consIder the posSIbilIty of
provIdIng $20,000 In matchIng funds In order to ensure a VIable
program. A dIScussIon of CIty support WIll be addressed later in
thIS report.
CIty staff has also been Informed that the County plans to
dIstrIbute "Requests for Proposals" for new JTPA youth programs
In February of 1984 for programs to begIn July 1, 1984. The
process WIll be open to new and contInuIng grantees on a
competItIve baSIS.
ThIS certaInly prOVIdes the Santa MonIca
communIty WIth the opportunIty to Increase ItS involvement In the
JTPA program In the future.
WhIle JTPA fundIng may stIll be awarded for a reduced school year
program and there WIll be an opportunIty for Santa Monica
agenCIes to compete for 1984-85 funds, It is Important to note
the broader ImplIcatIons of these recent events which resulted In
reduced fundIng to the area.
o JTPA's admInIstratIve structure In each state IS based on
the establIshment of SerVIce DelIvery Areas (SDA's) --
unIts of local governments or consortIums of contIguous
governments that have a populatIon of 200,000 or more.
ThIS entIty IS responSIble for receIVIng JTPA entItle-
ment funds and developIng programs in that serVIce
delIvery area. Because the CIty of Santa MonIca does
not meet the populatIon reqUIrements for SDA's, It falls
WIthIn the JurIsdIctIon of Los Angeles County and there-
fore must rely on the County for dIstrIbutIon of these
funds to serVIce prOVIders In the communIty. GIven
the SIze of the County's SDA (2.7 mIllion reSIdents),
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allocations to specIfic communitIes are made In a highly
competItIve enVIronment.
o WIthIn each SOA, a PrIvate Industry CounCIl (comprised of
representatIves prImarIly from the prIvate sector) over-
sees the ImplementatIon of the SDA's Job TraInIng Plan
WhICh IS submItted JOInted by the PrIvate Industry CounCIL
and the local unIt of government to the State for
approval. The County's PIC does not Include a representa-
tive from Santa MonIca, thereby redUCIng VISIbILIty of
of thIS area's needs In front of thIS body.
o In spIte of the reduced fundIng avaIlable through JTPA
over prIor year CETA approprIatIons, The State of CalI-
fornIa requires that 40% of all JTPA funds be allocated
for youth employment programs. Those "exemplary" youth
programs noted In the Act Include education for employ-
ment programs, pre-employment SkIlls traInIng, entry (try-
out) programs, work experIence, and school-to-work
proJects. In analYZIng the amount of funds avaIlable for
youth programs In the County SOA, approXImately $4.6 mIL-
lIon IS earmarked for these programs In the current year.
An award of $20,000 to Santa MonIca represents less than
1% (.4%) of these funds, compared to Santa MonIca's per-
centage of the total SDA populatIon of approXImately 3%.
Santa MonIca's youth populatIon as well as the communltyls
low Income populatIon comprIses approXImately 2% of the
total SDA populatIon. Therefore, whIle targetIng of youth
may be assured county-wIde, the current distrIbution
system does not ensure equity for the youth In the Santa
MonIca community.
Because JTPA represents the largest SIngle source of youth
employment and tralnl ng funds avaIlable to urban communI tl es, 1 t
IS essentIal that the CIty play an IncreaSingly proactIve role In
obtaInIng funds for this communIty.
POSSIble actIons are
dIscussed later In the report and are beIng pursued by CIty staff
on an ongOIng baSIS.
2} CommunIty-based Programs - As detaIled In the earlIer staff
report, a number of organIzatIons contInue to prOVIde lImIted
youth employment programs IncludIng ProJect Heavy West
(unsubSldized employment and support serVices targeted to hlgh-
rIsk you th); PNA (funded by the CIty to prOVIde subs Idl.zed part-
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tIme employment for low Income youth); State Employment
Development Department (Job placement for part-tIme and full-tIme
Jobs from Its West Los Angeles OffIce); Santa MonIcajMallbu
School DIstrIct and Santa MonIca College (specIal programs
targeted to dIsabled students).
These programs, whIle effective
In provIdIng serVIces to their lImIted constItuenCIes, operate
wIthout the benefIt of any CIty-wIde plannIng, coordinatIng or
medIa efforts.
3) CIty Employment - CIty departments contInue to provIde part-
tIme employment for approXImately 130 youth durIng the year, as
well as approXImately 40 InternshIps for hIgh school, college and
graduate students. In additIon, the Department of General
SerVIces has developed a cooperatIve relatIonshIp with PNA's
Youth Employment Program whIch has resulted in lOW-Income youth
In the PICa NeIghborhood aSSIstIng CIty crews in cleanIng up the
area's alleys.
These employment efforts by IndIvidual
departments have not been coordInated by the CIty In the past and
are created and supervIsed by IndIVIdual Department staff.
An Assessment: EssentIal Components of a Successful Youth
Employment InItIatIve
Although the above descrIptIon prOVIdes only a brIef summary of
eXIstIng programs, It IS clear that youth employment serVIce
delIvery In Santa MonIca lacks or needs to eMphaSIze several
elements essentIal for an effectIve, comprehenSIve youth
employment InItIatIve.
These Include:
o The development of clear obJectIves regardIng the
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dIrectIon of youth employment and trainIng efforts
In the communIty;
o The Involvement and active partIcIpatIon of the pr1vate
sector and local bus1nesses 1n the range of act1v1tles
IncludIng collaboratIve medIa efforts, aSsIstance In
developIng programs In areas currently not served, promo-
tIon of InnovatIve employment approaches, and methods for
InvolvIng businesses of all Slzes.
o The establ1shment of a publIc/prIvate partnershIp
commItted to youth Job creatIon in the communIty WIth
leadershIp from key local government offICIals and
busIness leaders.
o The procurement and maxImIZIng of all avaIlable Federal,
state, and local youth employment and traInIng funds
and the consequent coordInatIon of funded programs.
o The desIgn of speCIfIc programs that address the diver-
SIty of the youth populatIon and recognIzes the need
to prOVIde levels of programs that allow youth to
progress into IncreasIngly more responSIble work
experIences.
o The development of programs that utIlIze the natural
lInkage between youth employment and traInIng actIVItIes
and avaIlable educatIonal programs.
WhIle these elements are highly conceptual in nature, there are a
number of communItIes WhIch have successfully Implemented
such programs.
ProfIles of several InnovatIve programs are
Included In thIS report as Attachment I.
~ Range of Alternatives for CIty and Com~unlty Involvement
WhIle the preceedlng dISCUSSIon IS certainly not Intended to
dIscourage the CIty from Involvement in thIS Important communIty
problem, It IS Intended to pOlnt out the complexIty and scope of
the Issue and the need to carefully assess the range of
alternatIves avallable to the CIty CounCIl In addressIng thIS
problem.
ThIS report conSIders a range of alternatIve roles
WhICh the CIty, communIty organIzatIons, and the busIness
communIty can play ln order to successfully Implement a youth
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employment inItIatIve. The fIrst two roles, that of Job Advocate
and CoordInator/Planner, must be a collaboratIve effort by the
publIC and prIvate sectors. The last three discussed -- Resource
PrOVIder, DIrect ServIce PrOVIder, and Employer -- apply
speCIfIcally to the roles the CIty can play.
1) "Job Advocate" - A pr 1 vate/public partnerShip, commI tted to
the employment of youth In the communIty, can play an Important
role In advocatIng for effectIve programs. As mentIoned
preVIously, JTPA allows for an expanded role for the private
sector In developIng local programs; therefore Santa MonIca
bus Iness representatl ves, In cooperatIon WI th the CIty, have the
opportunIty to assume a maJor role In this process. There are
two maJor approaches to better advocate for JTPA funds: (a) to
Increase communIcatIon WIth the County and County PrIvate
Industry CounCIl In future fundIng deCISIons through
partICIpatIon by the local business communIty on the CounCIl and
through increased staff communIcatIon WI th County offICIals, or
(b) to pursue collaboratIve relatIonshIps WIth other CItIes to
qualIfy dIrectly for these funds. A number of citIes including
Inglewood, Torrance, Gardena, and Redondo Beach have qualIfIed as
a ServIce DelIvery Area and are Interested In purSUIng the
pOSSIbIlIty of IncludIng other CItIes In thIS consortIum. CIty
staff is currently reVIeWIng thIS pOSSIbIlIty and WIll keep the
CounCIl apprIsed of future pOSSIbIlitIes of thIS nature.
Another advocacy role WhICh could effectIvely be played through a
publIc/prIvate partnershIp IS the role of "Job advocate" workIng
WIth local bUSInesses and corporatIons to obtaIn the commItment
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of hIring Santa MonIca youth In avaIlable posItIons as well as
creatIng new opportunIties. A special opportunIty for advocacy
currently exists gIven proVIsIons In a number of maJor agreements
wIth developers to provIde employment and trainIng opportunities
benefItIng the communIty. Because an Implementation program to
meet these requIrements needs to be developed, thIs provIdes a
specIal opportunIty for a collaboratIve effort between the CIty
and developers to address the employment needs of youth, as well
as adul t res Idents. In add 1 t lon, contractors wo rk Ing wIth the
CIty on Federally-funded proJects are requIred to meet certaIn
communIty recruItment prOVISIons If the contract exceeds a gIven
amount. ContIngent upon the level of staff designated for thIS
effort, actIvitIes could Include the establIShment of an ongOIng
liaIson program wIth Santa MonIca bUSInesses, IncludIng those
Involved In meetIng development agreement commItments and Federal
contractors; the establIshment of a Youth Job Bank wIth
approprIate referrals; and workshop and traInIng for potentIal
employers. AgaIn, careful plannIng would be necessary to
successfully Implement such a program and would reqUIre the
hIring of an addItIonal staff person or awardIng funds to a local
organIzatIon to perform the same functIon.
2) ~Planner/CoordInator" - As mentIoned earlIer, a long-term
employment InItIatIve must Include extenSIve plannIng, targetIng
and program deSIgn. Successful InItIatIves rely heaVIly on a
coordInatIng body WIth the resources to promote essentIal
serVIces and to communIcate needs to the prIvate sector.
Regardless of the degree of Involvement by the various sectors,
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the crItIcal "IngredIents" of a coordInatIng body IS the
partIcIpatIon by both the publIC and prIvate sectors. This group
may resemble a PrIvate Industry CouncIl (government sponsored but
prIvately managed), an CIty advIsory councIl, or a non-profIt
organIzatIon operating without government fundIng. However,
regardless of the partIcular confIguratIon of the group, It
prOVIdes the opportunIty to assume a coordinatIng role In the
total delIvery system, to prOVIde technIcal aSSIstance to dIrect
serVIce prOVIders who may WIsh to develop the capaCIty to
Implement youth employment programs, and to InItIate medIa and
outreach actIvitIes whIch would prOVIde the necessary vIsIbIIIlty
to support a communItY-WIde InItIatIve.
It IS Important to note at this Juncture that this mechanIsm and
the corresponding plannIng capaCIty does not currently eXIst
WIthIn the communIty. Due to the elImInatIon of Federal
employment cornIng dIrectly to the CIty and the subsequent
terminatIon or transfer of all employment and traIning plannIng
staff, the CIty lost Its staff capaCIty In thIS area. For the
CIty to assume a maJor plannIng and coordInatIng role In thIS
area, the rebUIldIng of thIS capaCIty would be necessary. The
number of staff needed to support thIS actIVIty would depend on
the level of partICIpatIon by the CIty in plannIng and
coordInatIng but would reqUIre a mInimum of one addItIonal
program planner.
3) The CIty as "Resource PrOVIder" - In addItIon to the two
maJor roles whIch must be played through a collaborative effort
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between the Clty and the private sector, there are several
opportunltles for dlrect Clty lnvolvement. Conslstent wIth
current CIty grant fundlng procedures, resources can be allocated
to communIty organizatIons to Implement needed communIty servIce
programs.
Precedents for fundlng employment programs were
establIshed In 1982-83 wlth the fundlng of the PNA Youth
Employment Program and ADEPT WhICh places dlsabled adults in
prIvate sector Jobs. ThIS fundIng has contInued In the current
year. As a part of the 1984-85 fundIng process, CIty WIll assess
youth employment needs and recommend prIorItIes for fundIng to
The CouncIl In January of 1984. WhIle the task of weighlng the
wIde range of communIty and socIal serVIce needs is lndeed a
dlfflcult one, serIOUS conslderatIon must be gIven to youth
employment needs based on the high prIorIty gIven to It among
resIdents and community agencIes. CouncIl action on recommended
priorities WIll then gUIde the next year's funding process.
Staff is currently worklng closely with serVIce provlders and the
SocIal SerVlces CommIssIon to clearly artlculate these needs.
WhIle addItIonal CIty staff would not be necessary In expandIng
communlty serVlce grants for youth employment,
ObVlously
addItIonal grant funds would have to be ldentlfled in future
years.
One rather "serendIpItoUS" event has occurred, however, WhICh
provldes the Clty wIth the opportunIty to contrIbute addItIonal
funds to current youth employment efforts In the current year.
The CIty recently receIved notIce from the U.S. Department of
HousIng and Urban Development that a small amount of Jobs BIlls
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funds wlll be reallocated to entitlement citles for use In the
current year. The CIty WIll recelve $4,722 in additIonal funds
WhlCh must comply wIth legIslated Jobs BIll prIorltles. Clty
staff has met wlth the PICO Nelghborhood Assoclatlon regarding
the posslblllty of uSIng these funds to expand the current youth
employment program as 43% of prevIously allocated funds have
already been expended and 65 of a targeted 100 youth have already
been served.
The PNA Board of DIrectors formally acted to
request these funds for thIS purpose on November 10. ThIS report
recommends that these funds be used as proposed.
In addltlon, as mentIoned earlIer In thIS report, CYO IS
currently developIng a proposed program for the current year
WhICh would Involve both JTPA and CIty funds. ThIS report does
not assess thlS request as the ArchdIocese of Los Angeles (CYO'S
umbrella agency) WIll not act formally on thIS proposal for two
weeks. CIty staff will transmlt more InformatIon, along wlth
recommendatIons, durlng the month of December.
4) The Clty as "DIrect SerVIce PrOVIder" - The CIty conducted
the CETA Summer Youth Employment Program durIng the summers of
1979, 1980, and 1981.
ASIde from those programs and the CETA
PubllC SerVlce Program, the CIty has not been a tradItIonal
dIrect service prOVIder, chOOSIng to subcontract funds to local
agenCIes Instead.
However, a number of CItIes do prOVIde dIrect
serVlces, utI1Izlng both Federal and local funds and uSlng theIr
VIS1ble role 1n the commun1ty to market some very successful
1n1tlatlves. Of particular Interest are model programs developed
by a number of Southern Callfornla cItles WhICh prOVIded
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technIcal support and "seed money" for youth-run busInesses. The
level of CIty support WhICh would be necessary to provIde dIrect
serVIces would depend on the avaIlabIlIty of other sources of
funds although some CIty support would be almost certain, given
the reduced amount of Federal funds avaIlable for these programs.
5} The CIty as "Employer" - In consIderIng ways to Increase the
CIty'S Involvement In provIdIng youth Job opportunIties, It IS
logIcal to look to the CIty Itself as an lmportant resource.
Because the CIty IS one of the communIty's maJor employers, the
expanSIon of opportunItIes WIthIn CIty departments should be
consIdered. WhIle several maJor departments successfully employ
Santa MonIca youth, a specifIc analysis of youth staffIng needs
by department has not been performed durIng the annual budget
process. The CouncIl may WIsh to consIder a separate analysIS of
requests for addItIonal part-tIme youth jobs, keeping In mInd
that thIS support should not detract from CIty efforts to provIde
valuable employment to the adult populatIon.
Budget/FInanCIal lmpact
Many of the alternatIves dIscussed would have definIte fIscal
ImplIcatIons If Implemented rangIng from Increased admInIstratIve
and plannIng costs to dlrect serVIce fundIng, although no such
actIon IS recommended at thIS tIme. However the receipt of
$4,722 In addItIonal CDBG Jobs BIll funds WIll reqUIre the
approprIatIon of these funds to the CommunIty and Neighborhood
SerVIces DIVISIon budget and the subsequent allocatIon to the PNA
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Youth Employment and LeadershIp Program (account no. 19-200-262-
525-654) .
RecommendatIons
CIty staff recommends that the CIty CouncIl (1) consIder the
range of alternatIves for CIty involvement In youth employment
actIvItIes, (2} endorse the underlYIng concept of a prIvate/publIC
partnershIp, dIrectIng staff to work wIth representatIves of the
prI vate sector In developIng a recommended course of actIon, (3)
approve the approprIatIon and allocatIon of $4,722 In Jobs BIll
funds to the PICO NeIghborhood AssocIatIon Youth Employment
Program and approprIately Increase budget revenue estImates and
(4) approve the attached Revised Statement of CommunIty
Development ObJectI ves reflectl ng thIS actIon for subro 1 ttal to
HUD (see Attachment II).
Prepared by: Barbara StInchfIeld, Manager
CommunIty and NeIghborhood ServIces DIVISIon
Department of CommunIty and EconomIC Development
Attachments
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Attachment I
PROGRAM PROFILES
Commun~ty Youth Employment In~t~atives
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1. THE METRO YOUTH EMPLOYMENT PROJECT OF PORTLAND OR WORKS TO PLACE
YOUTH IN PRIVATE SECTOR JOBS WITHOUT THE GSE OF FEDERAL FUNDS
The proJect, call~ng for youth employment in industry, was approved
by the Metro Private Industry Council ~n May of 1982. The United
Way, along with a local foundation offered the proJect's cost
assistance immediately. The local Chamber of Commerce responded by
urg~ng members to hire youth along with prov~d~ng volunteers to
staff a "Youth Employment Phone Bank." The Nat~onal Allicance of
Business provided seed money and staff time along with varlOUS
other corporations and youth agencles.
PubllC relations activ~ties were undertaken by a board member
resulting ~n various televiSlon and radio public serVlce announcements.
thlS all cumulated into a two hour televlsion special, focuslng on
the problems of youth unemployment--~t also lncluded a telethon
staffed by communlty leaders. Another community project, "Youth
Opportunity Day", was sponsored by local employers. Its purpose was
to help the youth of the commun~ty learn what the prlvate sector
expects from employees. This whole project has resulted in the
acquisit~on of 600 Jobs for youth throughout the community.
ProJect begun 5/82. Annual cost of proJect $50,000 - $100,000.
Funding Source: 8% basic operating budget, 28% federal funding,
4% corporate contributions, 43% In-kind contributions (goods &
servlces), and 17% foundatlon grants.
Human Resource Requirements: 11 total people, 7 full time pald, and
30 volunteers. Sharon Dancy Executive Dlrector, 529 Southwest Third,
SUlte 500, Portland, Oregon 97219.
2. THE BAY AREA LEADERSHIP TASK FORCE of San FranC1SCO is a group of
business leaders from 16 maJor corporations ln the San Francisco
Bay area who have Jo~ned together to promote public/private
collatoratlve actlon to address selected local problems. One of the
three areas chosen by the task force is a IISummer Jobs for Youth"
proJect WhlCh lS a regional approach, linklng prevlously unrelated
youth employment efforts, helping to inltlate new programs in areas
not currently served, and pro~oting ~nnovat~ve employment approaches
for youth. These lnclude apprenticeshlp programs and bUs~ness
sponsored internships ln communlty and publlc agencies.
The objectlve of this effort is to lncrease business part~cipat~on
in eXlstlng Mayor's Summer Jobs Programs through collaborative
med~a activities and by promoting ~nnovative methods for lnvolv~ng
buslnesses of all Slzes.
Flrst, since med~a coverage reaches the ent~re Bay Area, lt is
lmportant to deslgn media strategies that ]Oln together lndividual
local programs in a way that enhances thelr message to business.
~he Su~mer Jobs Committee of the Task Force has helped develop ]Olnt
public serVlce announcements for regional media outlets that, for
the first tlme, refer to each separate community's Summer Jobs
Program. Strategies for Joint press releases have been developed.
Second, the Task Force's involvement with this issue also helped
ralse awareness wlthln member conpanles. Th~s awareness, ln turn,
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has led several companles to develop very innovative approaches to
provlding summer Jobs for youth. These and other innovative
methods of business involvement were promoted through a workshop,
whlch shared ways that business can take an actlve role--such as
sponsorlng youth in community organlzatlons or publlc service Jobs,
or hlrlng youth directly uSlng the Targeted Jobs Tax Credlt (which
provides an 85% tax credlt for the summer employment of selected
groups) .
Jack Ovey
presldent of Standard Oil Company of Californla
Chalrman
3. YOUTH EMPLOYMENT-SUMMER '82 IS A SEATTLE,WASHINGTON PROGRAM TO
RESPOND TO SEVERE U~EMPLOYMENT PROBLEMS FACED BY LOW INCOME YOUTH
The Youth Employment Program is a coalitlon task force conslstlng of
a number of corporations, local governments, and the publlc school
system. It is the concensus of the Youth Employment task force
that prlvate dollars be sought to fund an addltlonal 250 subsidlzed
summer jobs for King County youth ln private, non-profit agencles.
Youth served are 16 to 19 years old and they come from low-income
famllles. Appllcatlons received indlcate that refugees and other
mlnorltles are an lmportant target populatlon. Similar to the
federally subsidlzed Job program, two baslc choices of work experience
are aval1able to youth participating in thlS proJect: !ndlvldual
or group placement ln a private non-proflt organizatlon. Individual
placements are targeted toward entry-level Jobs such as receptionist,
secretary, and maintenance asslstant. Supervision for youth ln
lndlvidual placements is provlded by the staff of the non-profit agency.
4. ~IDDLETOWN JOB OPPORTU~ITY PROGRAM OF MIDDLETON, OHIO PROVIDES
SUMMER, LEA~~ING AND EARNING, EMPLOYMENT EXPERIENCES FOR AREA YOUTH,
AGES 16 TO 22, WHO ARE ATTENDING HIGH SCHOOL OR COLLEGE.
The Middletown job Opportunlty Committee, Inc. was incorporated
June 12, 1970. It lS a non-proflt organization administered through
the City of Mlddletown's Department of Human Resources under the
ausplces of the cltizen's Councll on Human Relations. The program
was origlnated to provide an "earning and learnlng" work experlence
for area youth.
Operatlng funds are provlded through donatlons from lndustry,
community groups, and prlvate citizens. No adminlstrative fees are
taken from money donated to the program. All cintrlbutlons are
applled to salarles paid to program employed youth. Appllcatlons
can be flIed at the local high school counselors offlces or at the
Department of Human Resources.
Workers are assigned to non-proflt organlzatlons and their salarles
are pald from the donated funds. Organlzations requesting workers
must furnish proper supervlslon and meaningful work wlthln the llmlts
of the law. The number of requests honored depends on the amount of
contributions received that year. Business, lndustry, and prlvate
lnolvlduals can employ through the program but they are responsible
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to pay workers wages.
Bookkeeping functions are donated by the area Chamber of Commerce.
Armco Steel Corporation pays for the services of a counselor who
selects, asslgns, and oversees the workers and a local attorney
proJides legal services. Coordlnation of the program is through
the Department of Human Resources.
The program received over $41,000 in contrlbutlons durlng 1981
and employed 95 youth out of 250 applicants. {vork began June 15
and ended August 7. Youth worked 25 hours per week at $2.65 an-
hour. In the past ten years, Job program employed IJ62 youth and
pald over $300,000 ln wages.
project begun 6/70. Annual cost of project $25,000-$50,000.
Funding Source: 100% special funding campaign.
Human Resource Requlrements: 1 full time pald and 12 volunteers.
Mrs. Marva W. Sampson, Director, Department of Human Resources,
One Clty Centre Plaza, M~ddletown, Ohio 45042, 513 425-7840.
5. JOBS FOR YOuTH-BOSTON, INCORPORATED
Jobs for Youth (JFY) Boston was established in 1976, to provide
unsubs1dized employment opportunltles in private sector businesses
for especially hard-to-employ youths. BaSlcally, JFY acts as an
intermedlary between business peOple seeklng workers for entry-level
posit~ons, and young people who want Jobs but who are unable to
flnd or hold on to them.
Three lnterdependent program components work on behalf of our
young clients and the1r prospective employers. Employer serVlces
develops and secures Job openlngs in the private sector. Counselling
serVlces recruits and prepares clients for these posltions. And
finally, educational services offers, to any cl~ents who deslre
It, lndlvldual lnstruction ln basic academic skllls along wlth
fundamental work-related and dally living competencies. The three-
serVlce formula enables JFY to do a Job out of all proportion to
its S12e and means: Even whlle handling a high volume of clients,
agency staff effectlvely address very dlfferent lndividual needs,
yet the cost of this service 1S relatively low, an average of $749
to prepare a cllent for work, place hlm in a Job, and provide follow-
up. It 1S also important to note that JFY has a kind of lnvls1ble
partner, or rather many partners, 1n the business WhlCh hire ltS
cl~ents. By directly engaglng the prlvate sector, the agency is
freed to concentrate on the more lmmediate tasks of preparing and
tralnlng youth to take on the responsiblllty of work, and eventually
become independent wage earners and responslble citizens.
In its flve years of operation, JFY-Boston has served over 3,000 young
people, placing 1,753 cllents ln one or more Jobs (the agency actually
made 2,665 placements, because many of its cl1ents, due to their
inexperlence, do not keep thelr flrst Job, and must be encouraged to
try again). JFY also developed in that perlod 6,543 private sector
Job openings for ltS cllents. Perhaps the most dramatlc index of the
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agency's effectiveness 1S the estimated $1,287,000 that JFY cl1ents
earned in 1981.
ProJect begun 3/77. Annual cost of project $500,000-$1,000,000.
FUNDING SOURCE: 10% self-generated revenue, 3% corporate
contr1but1ons, 2% foundat1on grants, 10% local government, 18%
state government, 29% federal government and 9% from lnterest and
United Way.
Human Resource Requ1rements: 25 full t1me paid, 4 part time paid and
38 volunteers. Lucy R. Watkins, Jobs for Youth.
6. CITY OF MAXHATTA~ BEACH, SUMMER BEACH CLEAN-UP PROGRAM
Three entities, the City of Manhattan Beach, the County of Los
Angeles and the Manhattan Beach Chamber of Commerce, are 1nvolved 1n
a un1que partnersh1p program designed to prov1de youth employment
and ma1ntain a safe and clean beach enV1ronment. This partnersh1p
1S further aided by the pr1vate sector, as local bus1nesses prov1de
all the necessary program funding.
The City of Manahattan Beach 1S responsible for all aspects of
advert1s1ng, recru1tment, interv1ew and the f1nal select10n of
personnel for the Summer Beach Clean-Up program. Manhattan Beach
also ma1ntains the Ilst of el1gible cand1dates for replacement as 1t
becomes necessary.
The Manhattan Beach Chamber of Commerce and the Manahattan Beach C1ty
Council are in charge of soliciting funds from local businesses.
Distribution of payroll and prov1d1ng un1forms are the responsibillty
of the Chamber of Commerce.
Los Angeles County provides the youths with all necessary tools and
supervislon as well as malnta1ning the time sheets of hours worked
for payroll purposes.
Ralph A. Luc1anl, Adm1n1strative and Commun1ty Services Director.
Clty of Manhattan Beach, 1400 H1ghland Avenue, Manhattan Beach,
CA 90266, 213 545-5621
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Attachment II
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City of Santa Monica
REVISED STATEMENT OF COMMUNITY DEVELOPMENT
OBJECTIVES AND PROJECTED USE OF FUNDS
FOR 1983-84 CDBG JOBS BILL PROGRAM
The City of Santa Monica will receive $4,722 in 1983 reallocated
Jobs Bill funds, increasing the 1983 allocation for Santa Monica
to $480,722.
Consistent with legislative goals for the Jobs Bill Program, objectives
for the use of these funds in 1983-84 are:
o to support construction projects of lasting value in the
community which to the greatest extent practicable will
result in productive jobs.
o to support public service projects in the community with
special emphasis on programs delivering services to the
unemployed and homeless.
It is proposed that the reallocated funds be utilized for a youth
employment program to be part of the public service activities
implemented in support of the objectives stated above. The approved
activities in support of these objectives are:
o Pico Neighborhood Street Improvements
o Architectural Barrier Removal for the Disabled
o Public Services
To comment on the use of these funds and/or for additional information
on the Jobs Bill Program, please contact the Community and Economic
Development Department, City Hall Room 206, 1685 Main Street, Santa
Monica, California 90401. Telephone 393-9975, Ext. 351.
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APPROVED AS TO FORM:
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ROBERT M. MYERS
Ci ty Attorney
Publish November 15, 1983
ANN M. SHORE
City Clerk
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