CityBuild San Francisco s 21 st Century Workforce Development Program

Transcription

1 CityBuild San Francisco s 21 st Century Workforce Development Program Presented by: Rhonda Simmons, Director San Francisco, Mayor s Office of Economic and Workforce Development

2 MOEWD Workforce Development Role The Mayor s Office of Economic and Workforce Development serves as the oversight and policy-making body for employment and training programs and services in San Francisco. MOEWD functions include: Development of a Comprehensive Workforce Policy Agenda Oversight of Quality Assurance and Service Delivery Coordination of System Planning with Key City Departments Development of Sector-Driven Models Staffing of the Workforce Investment Board (WISF) Limited Service Delivery (e.g. City Build)

3 SF s Workforce System Sector Priorities Focusing on industry sectors enables San Francisco to leverage public and private resources to meet this dual customer objective, and to create capacity, scale, and impact. Biotechnology Construction Health Care Hospitality Information Technology/Digital Media Retail Transportation/Logistics MOEWD develops workforce policies and coordinate activities across city departments to support employment and training activities in these priority industries

4 How do we do this? The CityBuild Model The First Workforce Pilot Program of the Mayor s Office of Economic & Workforce Development Began as an 18-month Pilot Program Created to ensure accountable entity to coordinate construction training, placement, and retention Demand was immediate Currently active on 167 projects.

5 Why Construction? Growth in construction in San Francisco Bay Area exceeds statewide and national levels-- Commercial sector grew by 30% from Number of construction workers expanded by 59%;expected to expand an additional 21% by 2014 Top six occupations with greatest absolute job openings and percentage increases through 2014: Carpenters, painters, plumbers, electricians, laborers and first-line construction supervisors

6 CityBuild Partners: Partnerships City Departments City s One Stop System Community College District Community-Based Organizations Organized Labor Private Foundations

7 Original Assumptions CityBuild to make strong efforts to hire from community Strong Outcomes & Performance Measurements Quality assurance for CityBuild Academy Graduates Work to ensure all trades participate in CityBuild

8 CityBuild Academy 12 Weeks Intensive Pre-apprentice Training City College Students Introduces residents to skilled trades as career options Familiarizes them with construction work culture Provides the opportunity to practice being a construction worker

9 CityBuild Academy Core of the Program: Construction job readiness Introductory construction skills Orientation to apprenticeship Construction math, Physical fitness Hands-on construction practicum Lifeskills & Labor Studies Contractor request, job referral, union initiations & placement

10 CityBuild Academy Data Cycle 1-5 recruited enrolled completed still working in trade cycle cycle cycle cycle cycle Totals % 75% 61% 30% 100% 81% 41% 100% 50% Through CityBuild Academy s first five class cycles: 75% of those who were recruited were successfully enrolled into the Academy 81% of those who were enrolled successfully completed the Academy 50% of those who completed are currently still working in the trades

11 Who are we Placing? CityBuild works with a diverse client population. Citybuild Academy graduates: 20% Women, 80% Men 13% Asian/Pacific Islander 48% African American 9% Caucasian 12% Latino 18% Other/Decline to state

12 Where are they going? CityBuild Academy Placements: 52 Carpenters 26 Drywall/Lathers 16 Ironworkers 9 Painters 7 Laborers 7 Sheet Metal Workers Other Trades/Unions include: Bricklayers, Electricians, Glaizers, Drywallers, Plumbers, Roofers

13 Lessons Learned Government policy can positively impact jobs generation for disadvantaged workers Ongoing Political Support is critical Need to constantly re-evaluate partnerships

14 Lessons Learned Partnerships are critical to effective programming Government must listen to and be responsive to sector employers and other key stakeholders: labor, education, and community Clear and Concise Roles must be worked out over time

15 Lessons Learned Departmental financial investment in program creates shared stake and commitment to outcomes Establishing standards and processes throughout system is challenging but critical to quality programming