SEATTLE GENERATION WORK STRATEGIC FRAMEWORK. Generation Work Results

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1 SEATTLE GENERATION WORK STRATEGIC FRAMEWORK Generation Work Results Generation Work partners will increase access for low-income, low-skilled young adults in the King County region to living wage jobs and careers in high-demand fields such as transportation, logistics, advanced manufacturing, and construction/trades. The partnerships created and sustained through this work will improve the economic stability and life trajectories for young adults and respond to the talent development needs of local employers. The education, training and workforce development systems serving Opportunity Youth are not sufficiently connected. Collaborative efforts are underway, but more needs to be done collectively to braid funding and align systems to best serve young adults, and address of the needs of young adults of color who live in South King County. Generation Work partners will work together to implement strategies which increase young adult access to good jobs and careers, better futures and a stronger economy. Our collective work will: Increase the number of young adults with the education, skills and credentials needed to access living wage jobs and careers in growing industries; Increase the number of employers who develop and grow regional talent pipelines that meet their needs by hiring and investing in the career development of young adults; Increase regional capacity for culturally relevant and equitable on-ramps to next-step education, jobs and careers; and Demonstrate and increase new re-engagement models which support young adults currently working in (or seeking to enter and/or advance from) entry-level jobs. Analysis of Current Situation Significant Generation Work Population Young people living in Washington State are entering a period of exciting growth and opportunities; Washington boasts the seventh-fastest growing economy in the nation, which includes a dynamic mix of jobs in trade, advanced manufacturing, aerospace, communications technology, and online commerce. Over the next five years, there will be 740,000 job openings in Washington State, and the majority of these job opportunities particularly those that support upward mobility and good quality of life will be filled with workers who have postsecondary education or training. 1 Similarly, Seattle s regional economy is strong and growing, with opportunities for good jobs in multiple sectors, with most of these jobs requiring some form of postsecondary education. Seattle ranks in the top 5 among peer cities for overall global competitiveness, and King County is home to over 40% of the total jobs in Washington State. Now multiple years out of the recession, Seattle s overall median-incomes are rising and experiencing a decline in poverty. While achieving overall economic health, an economic yardstick of social and racial equity tells a different story. In the Greater Seattle region, traditional measures of economic growth mask long-standing barriers to financial prosperity and growing racial and social inequities in our local economy. The poverty rate for King County as a whole is 11.3%, but is much higher in South King County s major cities such as Kent (17.4%), Auburn (17.3%) and Federal Way (16.2%). 2 Home to nearly 40% of the county s population, South King County s population of persons of color has quadrupled from 70,000 in 1990 to 298,000 in 2010, and this population continues to grow. 3 More than half of the region s recent 1 Washington Roundtable, US Census Bureau, 2014, Income and Poverty in the United States, 3 King County Office of Performance Strategy and Budget (2014), The Changing Demographics of South King County. g_county_revfinal.ashx 1

2 population growth is among low-income residents and communities of color, and is home to a large and diverse refugee and immigrant community. Analysis by the Washington State Board of Community and Technical Colleges (SBCTC) shows that, by 2018, Washington s need for trained employees with a college degree will increase by almost 60%, but in that same period the population will grow by only 10 percent. 4 Possibly more than 700,000 Washingtonians lack the basic skills to pursue college and to meet employers needs in our state, with over 571,000 adults who are 18 or older with no high school diploma. 5 This underscores the need for innovative solutions that reconnect people without credentials to educational and career pathways. Washington s business community also recognizes this need. An analysis by the Washington Roundtable (comprised of senior executives from private sector companies such as Boeing, Alaska Airlines, Starbucks and Microsoft) shows that roughly only a third of Washington high school students go on to earn a postsecondary credential by the age of 26. These business leaders have set an ambitious goal to increase the number of Washington students who earn a postsecondary credential: by 2030, the Roundtable wants to increase the percent of high school students who earn a postsecondary credential by the time they turn 26 from 31% to 70%. They project that, for each class of 81,000 high school students, an additional 31,000 credentialed graduates can reduce local unemployment by 36% and poverty by 48%, all while saving Washington State $3.5 billion a year in local spending. 6 According to analysis from BERK Consulting conducted for SkillUp Washington and the Community Center for Education Results (CCER), there are a significant number of young adults in the King County area, particularly in South King County, who do not have a high school diploma or General Education Development certificate (GED). In King County there are 23,113 young adults who either have no diploma (11,350) or are working and out of school with no diploma (11,763) (see Attachment A). In South King County alone there are 18,822 without a diploma and out of school. Of those 18,822, close to three quarters (73%) are young adults of color, and more than half are young men. Research from the Washington State Department of Social and Human Services show that many Opportunity Youth in South King County are parents, most of whom are women and those 22 and older. 7 Additional input from Generation Work providers and partners reveals that these young adults often lack career readiness skills, basic and work skills and knowledge of where to find jobs. Many have a history of working in employment in low wage jobs that do not offer advancement potential and/or lack connections to employers. More importantly, they report that young adults in this population demonstrate a great deal of resilience, have ambitious dreams and enormous untapped potential. There is every reason to believe that given the right amount of support and guidance, young adults served through Generation Work will begin to fill the vital labor market needs that the King County region offers. Regional reengagement sites, which are growing at a fast pace across our state through the Office of Superintendent for Public Instruction s (OSPI) Open Doors funding stream and the State Board of Community and Technical College s (SBCTC) High School 21+ program, are in an ideal position to meet young adults educational needs. King County s Education and Employment Ecosystem Young adult training providers in King County are well-positioned to connect young adults to the emerging programs and opportunities across the region which provides them with the skills needed to find and get jobs. The collective impact work led by CCER, the Roadmap Project, has served as a rich learning environment for providers, funders, and 4 Presentation by David Prince and Jan Yoshiwara to the House Higher Education Committee on January 14, 2014) 5 SBCTC calculation from US Census 2011 American Community Service 3-year estimate 6 Washington Roundtable, Department of Social and Human Services analysis for CCER, August

3 educational institutions. The Roadmap Project s Opportunity Youth Advisory Group (OYAG), which consists of numerous organizations and institutions working to engage young adults without a high school diploma or GED, was created in 2013 to build a strong re-engagement system in King County. The OYAG developed an Opportunity Youth Action Plan which identifies goals and strategies designed to better understand and shape the growing supply of re-engagement sites while simultaneously increasing program quality, coordination and access across the region. Since 2013, the number of re-engagement programs for young adults (primarily 16-21) has grown from three programs serving roughly 950 young adults to thirteen programs serving about 2,430 students, at a mix of community- and college-based locations. Similarly, High School 21+ programs have grown from ten colleges in 2013 serving just over 500 students to all 34 colleges in Washington State serving over 1,500 students (21 years old and above). Though there are very few integrated Open Doors and High School 21+ programs, there is a strong interest in expanding this approach in a contextualized, employment-focused setting. Enhanced College Navigation The OYAG has supported a number of strategies focused on improved coordination, quality, and access to the growing re-engagement opportunities across the region. Seattle Education Access (SEA), a key OYAG and Generation Work partner, is a community-based organization (CBO) that provides college access assistance to young adults and helps bridge Opportunity Youth to post-secondary programs. As part of the OYAG, SEA utilized United Way of King County funding and a Social Innovation Fund (SIF) grant to position its college navigators at every re-engagement site and main community college campus in King County. Since 2011, SEA has served 927 students, 78% of whom are students of color. Ninety-nine percent of the 927 students are low-income, and 84% are the first in their family to attend college. Four hundred seventy-three of the 927 (51%) have enrolled in college, and roughly a third of these students (166) enrolled in a professional/technical program. Of the 166 students, 47 enrolled in a program at South Seattle College (SSC) and 14 in an apprenticeship program. SEA s SIF grant supports post-secondary bridging work, and one of the key targets focuses on young men and boys of color. In 2015, 144 students were enrolled in their post-secondary navigation services, and 65 were young men and boys of color. Nearly half (43%) of the 144 students were enrolled in professional/technical programs directly connected to specific career pathways. In addition, SEA is now focusing attention on apprenticeship pathways in response to student interest and demand. Youth Provider Learning Community In an effort to improve the overall coordination and quality of the re-engagement system, CCER and King County developed a standing learning community, the King County Service Provider Network. This group convened regional reengagement providers to review and discuss regional data trends associated with these programs, program updates and best practices. They recently began working with Jobs for the Future (JFF) to share JFF s Back on Track model with Network partners. Generation Work is helping to complement the existing, rich learning environment with additional employment-focused best practices, such as Child Trend s Positive Workforce Development model. Coordinated Outreach and Recruitment In an effort to increase and streamline access to the growing supply of re-engagement programs, CCER and King County recently sought public and private funding, including Performance Partnership Pilot (P3) resources from the Workforce Development Council of Seattle King County (WDC), to provide regional recruitment resources to King County s Education Employment Resources (KCEER) program. KCEER now has a dedicated team of three (3) Reconnect to Opportunity (ReOpp) staff and eight (8) Peer Outreach Workers who connect young adults without a high school diploma or GED to re-engagement sites across the county. 3

4 One new member of the team is the Employment Services Manager, who is working closely with Generation Work partners to convene youth employment service providers, share best practices, learn about each other s work, and highlight career pathway opportunities available to Opportunity Youth. Their work is focused on apprenticeship and preapprenticeship programs and growth sectors, including transportation, logistics, advanced manufacturing and construction/trades. The youth employment service providers participating in this group are interested in supporting job and career access goals for homeless young adults, and includes YouthCare, a CBO homeless youth service provider and Generation Work learning partner, with extensive experience training and connecting homeless young adults to wraparound supports and services facilitating their access to jobs. Soon after launching, ReOpp built a data system to capture (1) referrals to different re-engagement programs; (2) results of linkages (whether a connection was made between young adults and program staff); and (3) program enrollments. In 2016, ReOpp referred 337 young adults to re-engagement programs and resources, linking 275. Of those 275, 139 were referred directly to employment-related services, including job search support through the local One Stop system and sector-specific training in advanced manufacturing (The Bridge to Prosperity partnership between King County and South Seattle College described below, starting on page 8). One hundred twenty-three (123) of the 275 formally enrolled in a training program and another 49 successfully found employment. Sixty-four percent (64%) of the young adults served by the ReOpp team were young adults of color, and 63% were male. These numbers are promising and expected to increase in the coming years due to the recent expansion of the team. ReOpp plans to build on these early successes by investigating which outreach and recruitment strategies work better than others to connect young people to education and employment. Generation Work will help them do that through interviews with young adults, training and service providers, and employers. Knowledge gained through interviews will help the team identify best practices that will later inform their operations and on boarding training. Intentional Connections to Employers and Jobs Despite the recent growth of the local re-engagement system, there is a deep awareness that these programs need to build more intentional pathways to employers and good jobs, not just to the secondary credentials needed to access jobs. Generation Work provides an opportunity to do that by aligning programs with employer-focused industry partnerships supported by Port Jobs, a workforce intermediary working with the Port of Seattle and hundreds of employers at SeaTac International Airport, and the Georgetown campus of South Seattle College (SSC), the largest apprenticeship training provider in Washington State. Specifically, Generation Work will connect ReOpp recruitment staff and SEA college navigation support for year olds interested in pursuing short- and long-term credentials and degrees at the Georgetown campus and at Airport University (AU). This well-established airport-based program offers industry-driven credential and credit-bearing classes for job seekers and airport workers and is taught on site by SSC and Highline College, both longstanding partners with Port Jobs. These programs are deliberately designed to respond to the needs of employers and students, and include individualized social support to help students progress along their career path to good, living-wage jobs. Generation Work will provide additional coordination to enhance referral and enrollment efforts as well as persistence, completion and job placement outcomes. Currently, SEA does not have a navigator at the Georgetown campus or AU. Through the Generation Work planning year mechanisms have been established to ensure that both SEA and ReOpp have the ongoing information necessary to make referrals to the Georgetown campus and the Airport Jobs Center. Generation Work implementation resources will help ensure that these mechanisms are sustained and deepened over time; 2017 resources will help establish a strong SEA presence at the airport and subsequent years will focus on establishing a similar presence at the Georgetown campus. SEA is dedicated to pursuing additional funding to secure these positions, to establish a sustained presence at both locations over the course of the initiative. 4

5 Racial Equity Approach Our recruitment and persistence approaches are geared towards engaging an ethnically and racially diverse audience. The Puget Sound Educational Service District (PSESD), a Generation Work and OYAG partner, has developed a race equity tool that is used to increase training and staff capacity at local schools and re-engagement programs to address implicit bias and institutional and structural racism (see Attachment B). The tool identifies racial equity best practice criteria aimed at programs, practices, policies and procedures involved in educational pathways for young adults. Criteria includes: (1) education on racial issues and raising racial consciousness; (2) promotion of racially inclusive collaboration and engagement; (3) assessments of community conditions and goal setting for desired community impacts; (4) expansion of opportunity and access for individuals; (5) systems change considerations; (6) development and implementation guidance for strategies eliminating racial inequity. Under Generation Work, the PSESD will introduce and provide training on the tool to assure Generation Work on-ramps and pathways meet these criteria and that staff are equipped to utilize a racial equity lens in their work with young adults. Other Aligned and Leveraged Work Opportunities for additional leverage and systems alignment exist through other Generation Work partners such as Educurious, a youth employment intermediary working closely with the national 100K Opportunities Initiative, and locally through the City of Seattle s Mayor s Youth Employment Initiative (MYEI). Through 100K, Educurious is working with some of the same airport employers who are partnering with Port Jobs Airport Jobs Center including, for example HMS Host, which is both a national 100K sponsor and the largest umbrella concessionaire at SeaTac Airport. Both Alaska Airlines (who funds Port Jobs Airport University) and the Port of Seattle offer MYEI summer internships for young adult residents of Seattle. Through Generation Work, partners will ensure that young adults finding jobs through 100K and the MYEI also have opportunities to access ongoing support at the airport from Port Jobs and SEA. Additionally, Educurious has developed (and is in the midst of expanding) a supervisor training for employers interested in hiring Opportunity Youth, which will inform Generation Work employer engagement efforts. The WDC offers other valuable opportunities for leverage and alignment to increase access for young adults interested in careers in manufacturing, transportation, logistics, and the trades. Both Port Jobs and the Georgetown campus of SSC are WorkSource connection sites, ensuring that customers at both locations access WorkSource job search assistance and employer connections. Additionally, Workforce Education Services staff from both AU college partners (SSC and Highline College) and the Georgetown campus help ensure that all AU students eligible for Workforce Investment Opportunity Act (WIOA) Adult services and funding (e.g. Dislocated Worker or Worker Retraining) have access to these services. The WDC is a longtime funder of KCEER through its WIOA Out-of-School Youth funds. KCEER supports case management and re-engagement work at Renton YouthSource, a one-stop service center and re-engagement site for young adults located directly above the Renton WorkSource office, where an SEA navigator is also stationed. Generation Work funds will deepen the connections between YouthSource, Port Jobs and SSC s Georgetown campus. The WDC is also convening numerous Generation Work (and other) partners through their P3-funded Building a Comprehensive Youth Workforce System initiative. Through the end of 2016 three different workgroups will meet to identify recommendations for next-step actions focused on: (1) job readiness training; (2) employer engagement; and (3) career pathways. Potential actions will include an inventory of best practices, on-boarding supports at local employers for Opportunity Youth; and an overview of high- skill, high-demand career pathways to highlight for Opportunity Youth. Because numerous Generation Work partners are participating in these efforts, there are ample opportunities to inform and closely align with Generation Work. In addition, the WDC recently developed a new online Talent Pipeline tool for job seekers, navigators and case managers to access updated job demand and educational requirement data for multiple occupations and industries. This online resource complements existing WorkSource tools from the WDC such as Map Your Career, the Self-Sufficiency 5

6 Calculator, and Career Coach. All are directly accessible to job seekers as well as Generation Work partners, paving the way for young adults to access information needed to make the right career choice and prepare for the jobs. Demand-Driven Training Opportunities In a recent report to Governor Inslee s Results Washington team, the SBCTC stated that Open Doors and High School 21+ are pathways out of poverty, leading to better jobs, better futures and a stronger economy. The strength of Open Doors, they added, is based on the fact that the model includes strong community based, postsecondary and institutional partnerships as well as supported pathways for students. One of the most important pathways Open Doors and High School 21+ continues to build is their pathway to employers. Generation Work will contribute to this important need, through the partnerships Open Doors and High School 21+ staff are developing with Port Jobs at AU to offer high school completion services to current and potential airport workers. Generation Work will help build more intentional connections and partnerships between regional re-engagement providers and the apprenticeship and industry partnerships which SSC s Georgetown campus has established with manufacturing and maritime employers through their manufacturing career pathway programs. These pathways include access to navigation support and work-based opportunities attached to recently funded American Apprenticeship Initiative (AAI) and Tech Hire grants, which focus on expanding regional access to existing and emerging manufacturing and apprenticeship pathways for young adults and people of color. These pathways will result in young adults served through Port Jobs and SSC accessing the education, skills and credentials needed to enter the high demand jobs in the Transportation, Distribution and Logistics (TDL) and Advanced Manufacturing sectors. The expectation is that, over time, these pathways will be modeled across the state and aligned to respond to employer demand. Career Pathways at the Airport A recent economic impact study for the Port of Seattle reported that 18,352 direct jobs are dependent upon activity at Sea-Tac Airport. The airport environment is a productive and exciting one for young adults, and helps them get started in careers in hospitality, air cargo, airport fueling, security, customer service, retail, and a host of other occupations with advancement potential. Sea-Tac Airport, the fastest growing airport in the United States, is hiring new employees all the time. Last year alone, 2,238 young adults accessed job search services through Port Jobs Airport Jobs office, with 725 finding employment at close to 60 different companies making an average wage of $14.10 per hour. 8 Of those, nearly 100 had no high school diploma or GED, with the majority of individuals working at airport companies in the food services industry. Young adult job seekers at the airport are very diverse; eighty percent are young people of color, and 47% are young women. Close to 40% are currently working, either at the airport or elsewhere, and a majority (63%) hails from South King County. Young adults working at the airport are informed of multiple opportunities to combine their time working at Sea-Tac with important credential and credit bearing classes at AU, and are encouraged to apply for college scholarships provided by Alaska Airlines, an AU partner employer. Emerging Open Doors and High School 21+ partnerships between Port Jobs, Highline School District and Highline College will pave the way for young adults to simultaneously earn their GED or high school diploma, as well as other industry-recognized credentials and college-level classes, while working at the airport. Generation Work funds will help this partnership get off the ground and position Port Jobs as a valuable employment and training partner to the region s youth service and re-engagement providers who are seeking good job options for their young adult clients, many of whom also need next-step education. It will be the first sector-specific reengagement program in the region, and the second to braid Open Doors and High School 21+ into one classroom. 8 Due to the recent implementation of SeaTac Proposition 1, the vast majority of jobs at the airport now pay a minimum wage of $15 per hour. 6

7 Between November 2015 and October 2016, 71 young adults enrolled in AU classes including First Aid/CPR, Introduction to Computers, Managing Customer Service, Microsoft Work, OSHA 10, Intelligence Analysis, and Written/Verbal Communication. Sixty-nine percent (69%) were immigrants and refugees speaking 15 different languages. Additionally, Port Jobs awarded Alaska Airlines-AU Scholarships to 39 young adult airport workers ages to pursue post-secondary degrees on college campuses. Interviews with these students indicate that many would benefit from additional college persistence support, including (but not limited to) identifying financial aid options that help them pay for school. One 23-year old scholarship recipient said, Working hard while trying to get my AA degree has been very hard. Receiving the scholarship was an encouragement to keep going. It was uplifting and paid for my whole quarter, classes and books. Airport Jobs staff have experience working with young adults across the age spectrum of Generation Work, as does SEA. Generation Work will help establish a more defined partnership between these two organizations to support the career advancement needs of young adults. As a 23-year old young adult who had dropped out of school a few credits short of getting a high school degree, and was considering employment at the airport said, It sounds like what I need I need to get some money and earn some skills in a place that makes me feel like I am doing something different. I like that you could take transit pretty easy to get to the airport. Maybe if I was working there I would also finish high school or something like that because I could do it right there. I have thought about being someone who works on airplanes. My cousin works in some kind of machine shop. But he was a better student. I think maybe being on a regular schedule would be good for me. I have had five jobs (Taco Time, baristas, and odd jobs) in the last two years. During the Generation Work planning year, Port Jobs has enhanced its outreach to year olds, participating in offsite job fairs that cater to young adults and airport career orientations in the Airport Jobs office. This past year Port Jobs participated in several hiring fairs at the Puget Sound Skill Center and hosted eight different groups of students from local high schools (Seattle and Highline School Districts) and re-engagement programs (Seattle Goodwill and Green River College s I-GRAD program). Generation Work will deepen these relationships and connect more young people to jobs and careers at the airport. Advanced Manufacturing Career Pathways Similarly, SSC s Georgetown campus provides young adults with multiple opportunities to pursue entry-level employment, apprenticeships and career pathways in advanced manufacturing, as well as the building trades, where there is strong labor market growth. Research shows that while jobs in advanced manufacturing in the Puget Sound are growing, there are not enough qualified workers to meet this demand. A recent study by the WDC projects that regional higher education institutions will only graduate 519 qualified manufacturing workers each year, leaving a net annual deficit of 834 unfilled jobs. This same study shows a steady demand for new employees through 2023, with an expected 1,815 jobs each year throughout the manufacturing sector. 9 Young adults entering apprenticeship programs in the trades start at an average of $17 an hour plus benefits. Last year, 1, year olds were enrolled in apprenticeship programs at the Georgetown campus, 53% of all apprenticeship students on the Georgetown campus (2,726 total). Under SSC s AAI grant, young adults pursuing apprenticeship pathways in manufacturing, marine engineering and the trades receive navigation support from the Aerospace Joint Apprenticeship Committee (AJAC) and Apprenticeship and Non-traditional Employment for Women (ANEW), the oldest pre-apprenticeship provider for women in the country. Since AAI began in June 2016, 31 young adults have entered apprenticeship pathways under AAI (40% of the total enrolled). One 19 year old young adult interviewee was particularly interested in the apprentice programs focused on the trades. Her father worked as an electrician before he died when she was thirteen. That is when the family fell apart, my mom starting using you know. And because there were six of us, I started to get fill in jobs, when I was in school. I almost have my degree. Things are better my mom 9 Workforce Development Council of Seattle-King County (2015). King County Talent Pipeline Study for Manufacturing. 7

8 remarried. But I got into a lot of trouble, have kind of been homeless on and off, more like I have been staying anywhere. I was sick of being the adult in my family, but now I can maybe look out for me. In addition to its apprenticeship pathways, SSC s Georgetown campus offers multiple pathway options and entry-points for young adults interested in manufacturing. A longstanding partnership between SSC and KCEER provides short-term, credential and credit bearing classes for basic manufacturing combined with credit bearing internships to give students a taste of what it s like to work in the manufacturing industry. The ability to work and earn at the same time is essential for these young adults. From the employer perspective, the internships serve as a probationary period in which the employers can make a formal job offer upon conclusion should the intern meet their hiring criteria. Prior to the start of the internship, SSC provides technical instruction and the opportunity to earn industry-recognized credentials. The KCEER Case Manager helps young adults learn vital non-technical work skills such as being on time, communication and working with a team. During the internship, SSC and KCEER staff work in partnership with employer mentors to provide young adults with positive behavior supports. Similar to the Manufacturing Academy (see below), this program serves as an on-ramp to the many manufacturing and trades-related programs offered at the Georgetown campus, as well as entry-level industry jobs. The SSC/KCEER partnership was developed over time through various short-term grants, including the National Fund for Workforce Solutions Youth Industry Partnership Initiative (YIPI). The program is currently supported through a Department of Labor Bridge to Prosperity (B2P) grant received by King County, which focuses specifically on young adults involved in the juvenile justice system. The B2P grant ends in December KCEER is working with SSC, the WDC and SkillUp to identify opportunities to braid funding including, but not limited to, WIOA and Supplemental Nutrition Assistance Program Employment and Training (SNAP E&T) to continue this important program. Generation Work employer and student interviews will help inform the next phase of this program. It is the only short-term manufacturing training offered in the region for young adults, and over time KCEER and SSC have identified a cohort of close to 25 manufacturing employers willing to hire young adult interns. To date, 65 young adults enrolled in this program over the past year, with 58 completing the training and placed in an internship. Eighty percent (80%) of those who exited the program (38 of 47) were placed in a job making an average of $10.89 per hour, or entered next-step training. The impact of the program is reflected in the comments of one student: For the first time, I learned how to write what I hear in class down, and then ask questions if I still don t understand what I hear or write. He noted that, Before, when I was in school it seemed I never focused on anything in school or the two other summer job programs I attended, except how to avoid being noticed, or how to distract people from learning or working. Today, Devon said that he was genuinely surprised how his views about the future changed. When asked how, he said, I actually want to get a high school diploma now. Getting CPR, OSHA and Forklift certificates made me realize that I could succeed, even though it took me two tries at the forklift certificate. I am glad you don t need a driver s license to get a forklift license, because it will take time for me to afford a car. B2P is one of four manufacturing training programs offered on the Georgetown campus. Others include: (1) the Manufacturing Academy, a ten-week training which prepares job seekers for entry-level work in the manufacturing sector, and also serves as a pre-apprenticeship program for AJAC s various manufacturing apprenticeship programs; (2) the Vigor Welding Intensive training, a 6-month welding program preparing people for shipyard jobs in the maritime industry; and (3) a three-quarter Integrated Basic Education Skills Training (I-BEST) Computer Numerical Control (CNC) Machining program, offered in partnership with Shoreline Community College. Last year, year olds enrolled in these three programs: 23 in the Manufacturing Academy, 16 in Vigor, and 11 in the CNC Machining program. Of these 50 students, 82% completed their program and 70% found employment making an average of $17.41 per hour. Last year, 4 B2P students transitioned to these other programs and are currently pursuing additional industry certifications and credentials. SSC reports that roughly 75% of basic manufacturing students (e.g. B2P and Manufacturing Academy) are students of color. In advanced manufacturing (e.g. CNC and Vigor) these numbers flip; approximately three quarters of 8

9 advanced manufacturing students are white. A coordinated response from Generation Work partners will be informed through a racial equity lens, to increase the diversity of students in advanced manufacturing classes. All four of these manufacturing programs were designed through deep industry engagement with the intention that graduates are immediately ready for entry-level work in the manufacturing and/or maritime industries, and/or are prepared to enter AJAC s multiple manufacturing apprenticeship programs such as Aircraft Mechanic, Tool and Die Maker, and Machinist. Apprentices entering these pathways make between $11.66 and $19.00 an hour, and can earn up to $33.00 per hour by the time they complete. AJAC is dedicated to improving access to their registered apprenticeship programs, and are especially interested in improving their ability to serve young adults. Currently, the average age of an AJAC apprentice is 32, and roughly 30% (about 45 individuals) of their participants are AJAC is set to launch a youth apprenticeship program for high school juniors and seniors, starting first in Pierce County and expanding to King County over the next year. Because of their involvement in Generation Work, the partnership will be poised to inform and capitalize on these developments to increase access for young adults, including those without a high school diploma or GED. SkillUp resources, including its Manufacturing Advancement Pathways Project (MAPP) funding from Boeing (the co-chair of SkillUp s Funder Collaborative), will be leveraged to support young adults with low basic skills in math and reading who need additional tutoring and/or coaching to ensure their persistence in training. MAPP is supporting a Transition Specialist to work directly with students with low basic skills across all four of the manufacturing programs at the Georgetown campus, offering 1:1 and/or small group work to reinforce difficult math concepts and/or provide enhanced career coaching to help students better identify and develop the math skills they need to advance within the industry. Currently, the Specialist is working with 54 students. Although the average age of the students is older than the Generation Work target (about 38 years old), the Specialist is beginning to reach out to the high school completion program at SSC s main campus, Career Link, where SEA currently has a navigator working. Generation Work will help deepen the connections between these programs and ensure smoother transitions for young adults interested in manufacturing careers. SSC is also a key partner for a recent Tech Hire grant, Mecha WA, which is helping to establish new mechatronics pathways across the Seattle Colleges and partnerships with local manufacturing employers needing employees with both computer and mechanical skills who can thrive in an increasingly mechanized work setting. Generation Work will help young adult providers learn about the manufacturing pathway options available to their students and how they can support student persistence, completion and placement outcomes through learning community meetings such as King County s Youth Service Provider Network. It will also help SSC examine more deeply the reasons why young adults enroll, persist and complete programs, are hired by local employers, and enroll in next-step education and training (including apprenticeship). Port Jobs also supports persistence and completion efforts for those pursuing registered apprenticeships. Their Financial Tools for the Trades curriculum helps apprentices develop financial budgeting skills necessary to succeed in the building trades industry. Their support for the Apprenticeship Opportunities Project (operated by ANEW) ensures support service resources are available for women, people of color, and veterans engaged in apprenticeship pathways. Employer Feedback Loops As the SkillUp Manufacturing Survey reveals, employers are expressing an urgent need for qualified entry level participants who have core work skills, good attendance, and commitment to do well and advance in their careers. The Seattle Generation Work partnership is ready to develop these skills and improve their lives by providing young adults with guidance, support and career advancement options. Port Jobs is currently finalizing a similar survey with their employer partners, which will be completed by December At the same time employers are calling for new entrants to their workforce and seek efficient, centralized ways to do so. The Airport Jobs office, through its relationships supporting the hiring needs of over 80 airport employers provides such 9

10 an opportunity, as does SSC, which is co-located with many labor partners, and has close ties to local business. Generation Work will help ensure that regular feedback loops, including both employer interviews and annual surveys, will occur with both TDL and Advanced Manufacturing employer partners to assess their satisfaction levels with partner training programs and provide recommendations for course corrections and ongoing program improvements. Generation Work employer interviews during the planning year reveal that employers need to perceive the value of their time and relationships, and to see providers respond quickly and flexibly to their hiring requests. They are also interested in opportunities to sustain and cultivate relationships with training and service providers over time and across transitions from program to program (and grant-to-grant). They request an open venue for communication to improve these partnerships and reduce their own internal barriers to filling their talent pipelines. Generation Work partners are poised to work with employers to address these needs and act upon findings. The Generation Work partnership will provide a bridge to high quality industry-validated credentials and preparation for work which will help employers reduce costs for hiring and convey the value of hiring young adults and other diverse populations. The partnership will position itself as a mechanism to drive scale, acting as a bridge to work-based learning and internships, supply chains and vendors. Generation Work interviews and surveys will ensure that employer feedback loops are embedded into the supported on-ramp pathways offered through the partnership. Systems Integration The Generation Work partnership will counter some of the most prevalent challenges facing the state s workforce development system. The Washington State Auditor s recent examination of this system identified two major gaps: inconsistent guidance, and counseling and fragmentation. Because Generation Work is part of the larger CCER Road Map Project, comprised of many organizations, the streamlined model being developed here is already influencing the way other local workforce employer engagement partnerships are structured and communicated across the King County region and state of Washington. Generation Work offers a chance to pilot different braided funding models which support contextualized, industry-specific high school completion and entry-level employment programs which serve as on-ramps to career pathways in multiple industries. Lessons learned from these efforts will influence deeper connections between youth service providers and demand-driven training programs, and will support further testing and piloting of braided funding models offering high school completion services within the context of in-demand jobs and careers. Generation Work strategies are co-designed and supported by college, K-12, CBO, workforce development and employer partners, driven by labor need and aimed at building a young adult labor force with the skills to support the prosperity aims of local companies and the whole community. This partnership will collectively braid funding streams to offer a range of career pathway options designed to increase access to good jobs and careers for young adults across our region. This approach will replace the current menu of disconnected options with integrated pathways paving the way for partners, institutions and employers to collectively support young adults job and career success. Generation Work Student Interviews and Research Goals As part of Generation Work, SkillUp will conduct interviews with a representative sample of students from both Port Jobs and SSC. The interviews will include questions designed to measure changes in their: (1) self-efficacy (defined as the way young adults view themselves as being able to complete tasks necessary to attain meaningful work in the future); and (2) outcome expectations (defined as the degree to which young adults expect positive outcomes or results will come from their efforts to build skills and engage in actions that are intended to help them get jobs). These results will be analyzed along with other critical data, including life domain data tracked by career and education navigators working with young adults, and training and job placement outcomes including enrollment, persistence, completion, job placement, retention, and pursuit of next-step training. The interviews will document the role of psychological empowerment, as well as concrete academic, work skills and competencies in young adult employer engagement and training efforts. Analysis will focus on young adults reflections 10

11 about goal setting experiences, and other efforts focused on building their self-motivation, resource management, access and utilization of social supports. The information collected will increase Generation Work partners understanding of where young adults find their sources of strength and social supports, and contribute to the body of knowledge about the role and effect of policies and practices along career paths. Young adult interviews will explore how curricula, counseling, coaching and barrier removal strategies influence young adults feelings of self-sufficiency. Given the considerable transformation challenges young adults face, interviews will be designed to identify successful strategies used by workforce development partners to help young adults set clear goals and promote their success. Feedback from workforce development practitioners and employers will be collected and analyzed to ensure that the work underway is well-documented and takes into account different workforce development roles, vantage points and perspectives. Results will be shared with members of the Generation Work Learning Community and used to develop a strong system for promoting employment hope, resilience, self-efficacy and results for young adults. An example of a pre/post measure to be documented during young adult interviews to identify changes in psychological empowerment includes: I have the strength to overcome any obstacles when it comes to working. An example of a pre/post measure to be documented during young adult interviews to identify changes in futuristic selfmotivation includes: I feel energized when I think about future achievement with my job. An example of a pre/post measure to be documented during young adult interviews to identify changes in utilization of skills and resources includes: I am able to utilize my skills to be employed in a good job. An example of a pre/post measure to be documented during young adult interviews to identify changes in goal orientation includes: My current path will take me to where I need to be in my career. This approach will draw upon the Employment Hope Scale research of Philip Young P. Hong and others who are interested in exploring human-centered approaches to supporting persons who have considerable employment barriers by developing a successful path to employment and retention. In addition, Generation Work partner navigators will use SkillUp s Life Domain tool, which is part of SkillUp s Guide and Tools for Navigators, to track young adult progressions and challenges within various life domains (such as transportation, housing, child support, and others) that are critical to their success along a career pathway. Pre/post assessments of these tools provide insight into how young adults are progressing on different life domains that potentially influence their ability to persist in a training program and thrive when they exit into a job. Navigators use this information to document and provide direct interventions and referrals, and develop individualized resource guides for students to help address their changing life circumstances. Each domain uses a 1-5 rating scale, where 1 is in-crisis and 5 is thriving. An example for how the tool is used to assess transportation includes: Thriving (5): Always has transportation needs met through public transportation, a car, or a regular ride; Stable (4): Has most transportation needs met; Safe (3): Has some transportation needs met; Vulnerable (2): Rarely has transportation needs met; and 11

12 In-Crisis (1): Does not have transportation needs met and has no available public transportation, a car or a regular ride. Student interviews will inform outreach and recruitment efforts led by KCEER. In partnership with CCER, the ReOpp team will investigate which outreach strategies most effectively link Opportunity Youth to potential re-engagement and career pathway programs, and which are most effective in getting these young people to enroll in training. Provider interviews will be conducted to determine from the provider s perspective the strengths and weaknesses of the current model, looking at different components: recruitment, assessment, case planning, navigation, referrals, job search, job placement, retention and employer engagement and lessons learned. This research will help improve regional strategies for effective outreach to Opportunity Youth. Data gathered from student interviews and the Life Domain tool, as well as outreach and enrollment data collected by KCEER, will complement more traditional metrics for successful employment and training programs, such as enrollment and completion, certificate and degree attainment, next-step training, job placement, job retention, wage increases, and title changes. Knowledge gained through these efforts will help inform both local and national efforts to improve the lives of young adults. Employers will be interviewed to: (1) identify their hiring needs and sources: (2) report their satisfaction with young adults hired, and observations regarding applicant competitiveness and retention obstacles; (3) gather information about opportunities for advancement within and across different jobs within their companies; (4) describe their contributions to young adult curricula, program design, and involvement in hiring events, provision of scholarships and other opportunities; and (5) report on the changing and emerging hiring needs of industries. input from employers will be continually infused into program planning and design processes, and used to build a strong foundation of employer-driven and supported resources. Employer champions will be identified through this process, as will efforts to generate additional employer engagement and support. This feedback will be shared with local chambers of commerce, economic development and apprenticeship partners to catalyze opportunities for additional employer engagement. Seattle Generation Work Partnership Structure During the 2016 planning year, Generation Work partners met to identify and frame values, norms and expectations for the Learning Community. These are summarized in the attached Generation Work Memorandum of Understanding (Attachment C). The MOU sets forth a vision for building supported on-ramps and career pathways to demand-driven employment and training opportunities for young adults, ages The Generation Work Learning Community is particularly interested in learning more about how to support young adults who do not have a secondary credential and/or other barriers to employment. Multiple interviews with Generation Work partners during the planning year identified seven cornerstones of effective on-ramps to career pathways for young adults: (1) the development of culturally competent, relevant, and studentdriven education and career plans which focus on young adult strengths; (2) cross-system referral mechanisms to ensure young adults enroll in supported on-ramps that best fit their plans; (3) a navigator who fosters the young adult s education and vocational goals; (4) access and connection to education, career exploration, employment and community resources dedicated to supporting young adult self-efficacy contributing to the end-goal of a living-wage job and career; (5) multiple opportunities for employers to engage and contribute to the development of career pathways for young adults; (6) post-employment supports to ensure young adults persist in jobs; and (7) shared referral, assessment, training, persistence, job search, post-employment, employer engagement, data and communication strategies. Young adult feedback also informed Generation Work strategies. The advice of diverse young adults, including those who were homeless, users of food banks, engaged in SSC s B2P program, and visitors or clients of Airport University were combined and shared with Generation Work partners. Excerpts include young adult recommendations to offer: (1) 12

13 training that ends in paid work; (2) certificates or skills that build their resumes; (3) programs that connect with drug court or other types of program/resources that they are required to attend, so that providers can work together ; (4) job search advice, and next step training referrals so that people see that what they are doing now is not forever, but leads to something ; (5) support from counselors who can talk to young people and help out if they run into trouble at the worksite or have other problems; and (6) services to work with LGBTQ youth including Allies with the awareness to support the success of all young people. This feedback helps to frame the educational priorities for the learning community, and will help guide the community over the course of the initiative. It will also help bring in and orient new partners who are interested in similar issues and interested in aligning their missions. Starting with airport career pathways at Port Jobs and manufacturing career pathways at SSC, the Generation Work Learning Community will ensure that each pathway option includes all components outlined above. Generation Work partners are poised to apply lessons learned from these efforts to other pathway options (such as mechatronics) and work together to deepen and refine existing Port Jobs and SSC pathways. The Generation Work partnership is divided into three separate groups: a Core Leadership Group, a Planning Group, and a Learning Group. The Core Leadership Group is comprised of agencies who are working directly with young adults participating in the career pathways available through Port Jobs and SSC. Because of their expertise within each sector, Port Jobs and SSC are designated as pathway leads for TDL and Advanced Manufacturing. They will work directly with the KCEER and SEA recruitment and navigation leads for young adults interested in entering and/or advancing within these pathways. Planning Group members include state and regional agencies who are closely involved in planning and overseeing Generation Work activities but do not directly provide services to young adults served under the initiative. The Group will meet on an ad hoc basis, depending upon the planning needs of each pathway. Certain components of each pathway may be operationalized through additional MOUs and contracts required by funders. For instance, in order to allow for state funding support for the new re-engagement program available at Port Jobs featuring Open Doors and High School 21+, an additional MOU will be signed by local and state education partners including Highline Public Schools, Highline College, SSC, OSPI and the SBCTC. SkillUp will serve as a contract lead supporting Generation Work-related activities with each Core Leadership partner. These contracts will include data collection requirements supporting SkillUp s role as the Generation Work Project Lead. Finally, Core Leadership and Planning Group members will meet with Learning Group members on a quarterly basis to share progress around Generation Work goals and lessons learned. Quarterly Learning Community meetings are operationalized under the attached Generation Work MOU. The partnership represents a wide variety of state agencies, education providers, workforce intermediaries and service providers who together will influence how services are provided, including (but not limited to) the braiding of public and private funds to increase access for young adults to good jobs and careers in growing industries across the region. As with any partnership individual staff and leaders from each Generation Work partner will change over the course of the initiative. The Generation Work MOU will orient new staff, and be updated on an annual basis to reflect the changing needs and contributions of partners. In addition, because the partnership includes a variety of public and private, non-profit partners with closely aligned missions the work will move forward should individual staff or partners change. The legacy of the partnership will be sustained over time as the institutional partners are committed to working together beyond the duration of this grant. 13

14 SkillUp Washington Port Jobs (PJ) Organization South Seattle College Georgetown campus (SSC) King County Employment and Education Resources (KCEER) Seattle Education Access (SEA) Community Center for Education Results (CCER) Puget Sound Education Service District (PSESD) Office of Superintendent of Public Instruction (OSPI) State Board of Community and Technical Colleges (SBCTC) Workforce Development Council of Seattle-King County (WDC) Highline Public Schools (HPS) Highline College (HC) Aerospace Joint Apprenticeship Committee (AJAC) Seattle Generation Work Partnership Structure Core Leadership Group (Organizations/Institutions implementing or closely affiliated with each Generation Work strategy) Role Workforce funder collaborative at Seattle Foundation; Generation Work Project Lead Community-based organization (CBO) workforce intermediary at Port of Seattle/SeaTac Airport; Pathway lead for Generation Work Transportation Distribution Logistics (TDL) Community college; Pathway lead for American Apprenticeship Initiative (AAI) & Advanced Manufacturing; Airport University partner County youth services provider, including (but not limited to) Workforce Innovation and Opportunity Act (WIOA) Out of School Youth; Outreach and referrals for year old Opportunity Youth (Reconnect to Opportunity) CBO college navigation for year olds (county-wide) Planning Group (Organizations/institutions closely involved in planning Generation Work strategies) CBO backbone organization for Roadmap Project; Convener for Opportunity Youth Advisory Group & oversight of Opportunity Youth Action Plan One of nine regional educational agencies serving school districts and state-approved primate schools in Washington; Technical assistance and training on racial equity tool and design/rollout of demand-driven re-engagement pathways State agency charged with overseeing K-12 public education; Technical assistance on design/rollout of Open Doors reengagement programs State agency which advocates, coordinates and directs Washington state s system of 34 public community and technical colleges; Technical assistance on design/rollout of High School 21+ programs Local workforce investment board; technical assistance around funding mechanisms for supported on-ramps, employer engagement and data collection Local school district; K-12 partner for Airport University re-engagement pilot Community college; Airport University partner; High School 21+ partner for Airport University re-engagement pilot Learning Group (Organizations/institutions affiliated with certain strategies through aligned activities, or who stand to benefit from lessons learned) Apprenticeship and Non-traditional Employment for Women (ANEW) Educurious City of Seattle Office of Economic Development (OED) United Way of King County (UWKC) YouthCare CBO advanced manufacturing intermediary; aligned navigation support for AAI-enrolled students and pre-apprenticeship training provider CBO pre-apprenticeship provider; aligned navigation support for AAI-enrolled students City of Seattle CBO youth employment intermediary; aligned employer engagement and identification of work-based learning opportunities (e.g. paid internships) Executive City office; technical assistance around funding mechanisms for supported on-ramps and employer engagement Local United Way; technical assistance around funding mechanisms for supported on-ramps CBO homeless youth provider; aligned referral and support services for eligible young adult participants 14

15 Seattle Generation Work Strategies and 2017 Implementation Action Plan During the planning year, Generation Work partners identified the following core strategies and associated activities in close alignment with the Roadmap Project, in order to intentionally connect high quality re-engagement pathways to industry partnerships which serve low-income individuals to good jobs while understanding and responding to employer needs. These strategies and activities incorporate feedback from Generation Work partners, young adults, and employers referenced above. Because of the number of young adults who access the Airport Jobs Center, find work at the airport, and receive Airport University services, as well as Port Jobs readiness to pilot industry-specific high school completion programs for young adult job seekers and workers, more attention will be paid on piloting Generation Work strategies at the Airport Jobs Center and Airport University during A concerted effort to build additional capacity to pilot similar approaches in industry sectors such as manufacturing, construction, and other sectors later in the Generation Work implementation phase will also be underway. Part of these activities in 2017 will target deepening connections between re-engagement and youth service providers to existing manufacturing and apprenticeship-related pathways at SSC, as well as broader learning activities designed to improve overall connections between the larger network of re-engagement and demand-driven career pathways and providers. Generation Work interviews with young adults, service and training provider partners and employers will establish ongoing feedback loops and industry intelligence to inform 2018 and 2019 implementation activities, including those noted below. In order to better align with existing regional strategies being pursued through the Roadmap Project s Opportunity Youth Advisory Group (OYAG), the following strategies closely align with the OYAG s Opportunity Youth Action Plan, which focuses on: Improving the overall supply of re-engagement pathways in the Roadmap region; Increasing the coordination of re-engagement pathways in the Roadmap region; Improving the quality of re-engagement pathways in the Roadmap region; and Increasing awareness of and access to re-engagement pathways and system. Goal: Improve the supply of demand-driven, supported on-ramp programs for young adults who are currently working and/or need employment while pursuing their educational goals Strategies Activities Primary Actor(s) Demonstrate demanddriven supported on-ramp models Finalize Open Doors and High School 21+ MOU between Port Jobs, Highline Public Schools (HPS), and Highline College (HC) Launch Airport University re-engagement pilot, with goal of enrolling up to 15 students by end of year, coenrolled w/ SEA Interview B2P employers to inform next phase of program Enroll up to 15 students in entry-level Manufacturing training (next phase of B2P) by end of year Identify, recognize and celebrate young adult employer champions who support career pathway goals of young adults without a secondary credential Port Jobs (lead) HPS HC Port Jobs (lead) SEA KCEER SkillUp (lead) SSC & KCEER Oct 2016 Jan 2017 Apr Dec 2017 SSC & KCEER (co-leads) July Dec 2017 Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) KCEER AJAC N/A 25 enrolled by end of 2018 N/A Jan June 2017 N/A N/A Increase annually (TBD) 30 enrolled by end of 2019 Increase annually (TBD) Oct Dec 2017 Annual Annual 15

16 Expand demand-driven reengagement programs to other industry sectors/areas Document and share early results of Airport University re-engagement pilot with Generation Work partners Utilize Generation Work/Roadmap Project learning community network to identify other sectors and/or geographic areas to expand demand-driven reengagement strategies Port Jobs (lead) SkillUp Core Leadership and Planning Groups Dec 2017 Jan 2018 Annual Annual N/A Oct Dec 2018 Jan Dec 2019 Goal: Increase coordination of re-engagement and demand-driven pathways for young adults Strategies Activities Primary Actors SkillUp (lead) Meet with regional providers working with young Port Jobs & SSC (pathway adults to streamline Strategic Framework leads) implementation and young adult access to other KCEER Jan Mar 2017 resources and cross-referrals SEA CCER Establish and implement cross-referral mechanisms between community young adult, reengagement and demanddriven training providers Establish and support cross-system learning community to share updates on career pathways Establish SEA presence at Airport University and Georgetown campus to begin enrolling interested young adult airport workers and/or job seekers into SEA college navigation services (up to 50 new students per full-time navigator) Refer young adults to existing High School 21+ and Open Doors programs from SSC and/or Port Jobs Refer young adults to next-step training through AU, AAI, AJAC, Tech Hire, and other pathway programs Refer young adults to community-based and institutional partner provider systems to facilitate young adult job search and retention, and/or education and training utilizing SkillUp life domain tool (focus on critical resources e.g. transportation, child care, etc.) Provide ongoing support regarding employer feedback and engagement opportunities, and regular updates about Generation Work partner resources and career paths, including (but not limited to) High School 21+, Open Doors, AAI, WIOA, and Tech Hire through quarterly learning community meetings Share enrollments and completions of TDL and Advanced Manufacturing training, and exits into AAI, SEA (lead) Port Jobs SSC SEA (lead) KCEER Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) SEA Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) SEA (postsecondary support) All Generation Work partners Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) Jan Dec 2017 (20-30 enrolled at Port Jobs) Jan Dec 2018 (40-50 at Port Jobs & at SSC) (50 at Port Jobs & 50 at SSC) Jan Dec 2017 Jan Dec 2017 Jan Dec 2017 Jan 2017 (Quarterly) April 2017 (Quarterly) 16

17 Identify/develop funding mechanisms supporting pathway development Tech Hire and/or other supported career pathways with Gen Work partners Engage existing Generation Work partners and potential new partnership members to revise and update Generation Work MOU Report on young adult access to Basic Food Employment and Training, Workforce Innovation and Opportunity Act, Pell Grant, Alaska Airport University Scholarships, and other fund sources supporting nextstep education and training Increase project sustainability through grant development and/or public presentations Share findings with City, County, Port, United Way, Labor, Chamber of Commerce, and other funding partner staff and boards. Demonstrate success gained through aligning and braiding like-funded initiatives such as 100K Opportunities and the Mayor s Youth Employment Initiative SkillUp Oct - Dec 2017 Annual Annual Port Job & SSC (co-leads) SEA KCEER Core Leadership and Planning Groups Core Leadership and Planning Groups Core Leadership Group CCER WDC Educurious OED April 2017 (Quarterly) Jan - Dec 2017 July 2017 (semiannual) July 2017 (semiannual) Goal: Improve quality of supported on-ramps to demand-driven career pathways for young adults Strategies Activities Primary Actors Port Jobs (TDL lead) SSC (Advanced Manufacturing Conduct young adult assessments (identify strengths, lead) assets, interests, administer Hope scale and life domain SEA & KCEER (enhanced Jan - Dec 2017 tools) assessment support for eligible participants) SkillUp (Hope scale interviews) Develop shared continuous improvement tools and processes Create Individual Action Plan, and provide copy electronically to young adults to use as a reference and update, as needed Collect and share employer, young adult, and Generation Work partner interview feedback about project successes/areas where improvement is needed Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) SEA & KCCER (enhanced planning support for eligible participants) SkillUp (lead) Jan - Dec 2017 April 2017 (quarterly) 17

18 Monitor progress towards young adult training, placement and retention data Build young adult self-efficacy, confidence, and provide resume writing, job application/interview assistance and access to employer mentors Make mid-course improvements, as needed, in program operations, staffing, partnerships, referrals, employer engagement, etc. Utilize a race equity tool to assure on-ramps and pathways provide equal access to students of color Provide training to partners on implicit bias and institutional and structural racism Report results of young adult training enrollment, persistence, and completion, including certificates, credentials, and/or degrees, including disaggregated data when possible to SkillUp Report results of young adult job search, job placement (company, job title, dates of placement, wage, etc.) efforts, including disaggregated data, when possible, to SkillUp Report results of young adult transition to next-step training in TDL, advanced manufacturing, and/or the trades, including disaggregated data, when possible, to SkillUp Report results of young adult job retention and advancement efforts to SkillUp Team meetings to review data reports and youth and employer feedback to make real-time revisions in data systems, forms, referral and reporting protocols Review disaggregated data, when possible, to keep a focus on disproportionality pertaining to the access and progress of young adults by age, race, immigrant status, and/or involvement in the criminal justice system Analyze data: identify strengths, challenges and trends in young adult engagement and success. Include training enrollment and completion data, job placement, wage, and retention data, and results of HOPE employment and life domain tools. Update 2018 performance metrics in accordance with 2017 findings. Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) KCEER & SEA (additional skill building assistance) Core Leadership and Planning Groups Jan - Dec 2017 April - Dec 2017 PSESD June Aug 2017 Annual Annual Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) Core Leadership and Planning Groups SkillUp (lead) All partners SkillUp (lead) All partners April 2017 (quarterly) April 2017 (quarterly) April 2017 (quarterly) April 2017 (quarterly) April 2017 (quarterly) April 2017 (quarterly) Sept-Nov 2017 Annual Annual 18

19 Goal: Increase awareness of and access to supported on-ramps to demand-driven career pathways for young adults Strategies Activities Primary Actors Port Jobs (TDL lead) Distribute and regularly update promotional materials SSC (Advanced Manufacturing to young adults, referral partners, and employer Jan - Dec 2017 lead) partners KCEER Enhance regional outreach strategies to ensure young adult and employer connection to supported on-ramp pathways Develop more effective engagement, growth and sustainability of relationships with employers Report results of referral, linkage, and enrollment results of Opportunity Youth interested in TDL and Advanced Manufacturing pathways to SkillUp Schedule and present ongoing orientations at Open Doors sites, SSC Georgetown campus, Airport Jobs Center, and other venues Promote project in Port Jobs, SSC, and other partner newsletters, presentations, and employer association meetings and other venues Interview referred young adults to determine promising outreach strategies Identify and share promising recruitment practices with ReOpp staff Incorporate recruitment best practices into ReOpp outreach strategies Work with employers who have jobs to offer young adults Identify companies with career ladder opportunities, including (but not limited to) entry-level opportunities for young adults Post and screen job announcements to identify most likely hiring leads for young adults Connect students to joint apprenticeship training councils and industry representatives onsite and in class KCEER Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) KCEER SEA Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) SkillUp (lead) KCEER KCEER (lead) SkillUp April 2017 (quarterly) Jan - Dec 2017 Jan - Dec 2017 April July 2017 Annual Annual Aug - Oct 2017 Annual Annual KCEER (lead) Oct Dec 2017 Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) Educurious WDC Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) SSC (Advanced Manufacturing lead) AJAC ANEW Jan - Dec 2017 Jan - Dec 2017 Jan - Dec 2017 Jan - Dec

20 Offer special employer hiring events and invite young adults to meet with employers and tour companies Interview/survey employer partners on hiring, retention, and/or training needs, and other opportunities or challenges they face Share findings with Generation Work partners and other aligned initiatives such as 100K community of practice Identify employer champions who hire and support young adult career advancement Identify next-step strategies to address employer challenges (e.g. hiring, training, retention, etc.) Co-sponsor annual employer recognition event for TDL and/or Advanced Manufacturing employer champions Port Jobs (TDL lead) SSC (Advanced Manufacturing lead) Educurious WDC SkillUp (interview and survey development lead) SkillUp (lead) All Generation Work partners SkillUp (lead) Port Jobs SSC Educurious WDC SkillUp (lead) Port Jobs SSC Educurious WDC SkillUp (lead) Port Jobs SSC Educurious WDC Jan - Dec 2017 Aug Sept 2017 Annual Annual Oct 2017 Annual Annual Oct 2017 Annual Annual Oct 2017 Annual Annual Nov 2017 Annual Annual 20

21 Seattle Generation Work Major Results Long-Term Outcomes (2018- Major Result Areas Short-Term Outcomes (2017) Short-Term Indicators (2017) 2019) Supply of demand-driven, supported on-ramp pathways Demonstrate demanddriven supported on-ramp models Expand demand-driven supported on-ramp models Coordination of re-engagement and demand-driven pathways Establish and implement cross-sector referral mechanisms Establish and support learning community Identify/develop funding mechanisms Quality of supported on-ramps to career pathways Develop shared continuous improvement tools and processes Monitor progress towards young adult training, placement, and retention outcomes Demonstrate specialized re-engagement pathway option for young adult airport workers Demonstrate braided funding model for entrylevel manufacturing training SEA college navigation support established at airport Cross-sector referral mechanisms established Active participation in GW learning community Joint funding plan initiated Baseline employer and young adult satisfaction levels determined through interviews and/or surveys Race equity tool implemented at airport and SSC pathways Young adults earn skills and obtain employment and/or pursue advanced training 15 young adults enrolled in airport re-engagement program 15 young adults enrolled in SSC/KCEER entry-level manufacturing training young adult airport workers and/or job seekers enrolled in SEA college navigation services 75% of young adults working with SEA, PJ and/or SSC see increased stability in at least one life domain All 17 partner agencies attend quarterly GW learning community meetings Joint funding plan developed and in place #/% young adults and employers satisfied with supported on-ramp programs Improvements in pathways made on a timely basis using employer/young adult feedback Core Leadership and Planning partners participate in race equity training and identify nextstep strategic actions 100 young adults enroll in training (AU and/or SSC basic/advanced manufacturing) with 70% earning credits, a credential and/or a certificate and 70% Airport re-engagement program is established and sustained Entry-level manufacturing pathway for young adults established and sustained Additional sectors and/or geographic areas identified to expand demand-driven/ work-based reengagement programs SEA college navigation embedded in airport and Georgetown campus Streamlined and efficient cross-sector referrals Learning community members act in a timely manner on lessons learned to improve programs Joint grant application and/or legislative advocacy actions taken and/or pursued Demand-driven, supported on-ramp pathways are effectively designed, supported and evaluated Cross-system review of racial equity data in place and inform racial equity program strategies Young adults routinely lead and champion supported on-ramp to career pathways More young adults attain living wage jobs and careers Long-Term Indicators ( ) Up to 30 young adults enrolled per year in airport re-engagement program Increased numbers of young adults enrolled per year in SSC/KCEER entrylevel manufacturing training Demand-driven, supported on-ramp model expands to 2 new sectors and/or geographic areas Up to 50 young adults at airport and Georgetown enroll in SEA navigation services per year, per site 90% of young adults working with SEA, PJ and/or SSC see increased stability in at least one life domain Lessons learned from GW partners are embedded in cross-system program design Cross-system grant funding and/or funding streams identified and/or secured Increase in employer and young adult satisfaction levels Improvements in pathways made on an ongoing basis using employer/young adult feedback Cross-system, data-driven 5-year racial equity goals set for GW partnership Young adult leaders identified and cultivated Increased numbers of young adults who attain living wage jobs and careers Long-Term Results Young adults gain the skills and credentials they need to access living wage jobs and careers in growing industries. Re-engagement pathways will increase to include new models which support young adults currently working in (or seeking to enter) entry-level jobs Increased regional capacity for culturally relevant and equitable on-ramps to next-step education, jobs and careers Employers develop and grow local talent pipelines that meet their need by hiring and investing in career development of young adults 21

22 Awareness of and Access to supported on-ramps to career pathways for young adults and employers Enhance regional outreach to young adults and employers Develop more effective engagement, growth and sustainability of employer relationships Young adults connected to demand-driven pathways that respond to their interests and skill levels Outreach staff are equipped with effective tools to connect with young adults Employer champions identified, cultivated and celebrated by GW partners advancing to next-step jobs or education; 700 young adults find employment at the airport; Of ReOpp young adults referred to PJ and/or SSC, 35% will enroll Outreach and recruitment Best Practice Guide developed and shared with GW partners Co-sponsored annual event held to recognize employer champions in TDL and/or Advanced Manufacturing partnerships Streamlined and efficient outreach and recruitment strategies Strong base of employers committed and prepared to invest in career development of young adults Of ReOpp young adults referred to PJ and/or SSC, 50% will enroll Increasing number of employer champions recognized and celebrated by GW partners 22

23 Seattle Generation Work 2017 Budget As noted above, the Seattle-King County region has ample opportunities to increase access for young adults to good jobs and careers in growing industries in our region. While funding exists to address these needs, there are gaps which Generation Work will fill as partners move towards a more integrated system that meets the needs of young adults and employers. The following budget highlights specific areas (referenced above) to help move this work forward: Budget Category Airport Jobs Center/Airport University Pathway Basic Manufacturing & Pre- Apprenticeship Pathway Post-Secondary Navigation Coordination AECF Amount $50,000 $330,000 $15,000 $315,000 $30,000 $50,000 Total Amount (includes leverage) Use of Foundation Funds Port Jobs re-engagement start-up; Port Jobs data support for tracking young adult referrals to and use of Airport Job Center services and Airport University enrollments and completions Georgetown administration to support data tracking for young adult enrollments/persistence in advanced manufacturing and/or apprenticeship pathways Seattle Education Access data support tracking navigation services for year old airport workers and job seekers Leverage Narrative Boeing funding for career navigator; Open Doors/High School 21+ instructional costs; United Way funding for Airport Job Center staff; Alaska Airlines funding for scholarship and Airport University staff SkillUp MAPP funding for support and tracking of entry-level manufacturing students with low basic math and/or reading skills; AAI and College funding for Manufacturing Academy and CNC Navigation; AAI admin tracking and support; County & SSC funding for next phase of B2P SIF & United Way funding for regional reengagement work; Boeing funding for regional college navigation; SEA college scholarship funding for eligible students 23

24 Recruitment Data Management and Support $15,000 $50,000 Meetings $3,000 $5,000 Facilitator $3,000 $5,000 On-Ramp Model Documentation and Dissemination $20,000 $35,000 Publications/Media $5,000 $10,000 Employer Outreach and Engagement Project Management (Personnel & Fringe) $10,000 $15,000 $35,000 $100,000 Rent $2,000 Utilities $2,000 Total Direct $190,000 $915,000 Indirect $10,000 Total $200,000 $915,000 King County Reconnect to Opportunity tracking and reporting of young adult referrals, linkages, and enrollments into reengagement and career pathway programs Costs associated with Generation Work learning community meetings (food, guest speakers, etc.) Costs associated with implementing PSESD racial equity tool and training Student, employer and Generation Work partner interviews Development of Generation Work Outreach and Recruitment Best Practice Guide TDL and Advanced Manufacturing Survey Development, Implementation and Analysis Generation Work Project Management (contract oversight, meeting facilitation, partnership development, data gathering and report writing) Raikes Foundation and WDC P3 funding for ReOpp team Leveraged CCER and SkillUp resources to support quarterly learning community meetings Leveraged SkillUp resources to support remainder of training costs SkillUp MAPP and JFF Delivering the TDL Workforce evaluation and documentation leveraged resources Leveraged SkillUp resources SkillUp MAPP employer engagement resources Leveraged SkillUp personnel resources from Boeing, United Way and Seattle Foundation 24

25 AU TDL Pathways Seattle Generation Work Flowchart PJ SEA Port Jobs Airport Jobs Center/ Airport University Entry-Level Job SEA year olds without secondary credential King County Open Doors Re- Engagement (18-21); High School 21+ (21 and up) SEA Pre-Apprenticeship ANEW SEA AAI Pathways AJAC SEA South Seattle College Basic Manufacturing/ Manufacturing Academy Entry-Level Job SEA Advanced Manufacturing/ SSC/ King Co Mechatronics Pathways 25

26 Generation Work Target Population Estimates Year Olds in King County - Road Map Region 347, year olds in King County 139, year olds in the Road Map Region 35,589 not in school, not working 12,795 have diploma or GED 6,051 some college 7,593 AA degree or higher 18,822 no diploma and out of school + 9,150 9,672 no diploma working, out of school, no diploma 18,822 Youth in the Road Map Region are Target Participants for Generation Work Note: Not working includes not in the labor force Source: US Census American Community Survey Public Use Microdata Set; BERK, 2016

27 Generation Work Target Population Characteristic Estimates Year Olds in King County - Road Map Region year olds in King County year olds in the Road Map Region By Age Open Doors eligible High School 21+ eligible Age Total Working 461 1, ,877 4,285 9,672 Not Working 754 1, ,981 4,367 9,150 Total 1,215 2,472 1,625 4,858 8,652 18,822 Total Road Map Population 15,791 27,332 14,319 48,031 92, ,097 Target as % of Population 8% 9% 11% 10% 9% 10% 18,822 no diploma and out of school By Race and Sex Race Male Female Total Total King County Population (Target as % Pop) Non-Hispanic White 3,408 1,937 5,345 99,815 32% 23% 28% 5% Hispanic 2,251 2,112 4,363 16,446 21% 25% 23% 27% Black or African American 929 1,385 2,314 19,545 9% 17% 12% 12% Some Other Race 1,895 1,333 3,228 8,626 18% 16% 17% 37% Two or More Races ,105 13,832 6% 5% 6% 8% Asian 1, ,761 35,234 10% 9% 9% 5% Native Hawaiian and Other Pacific Island ,830 2% 3% 2% 13% American Indian and Alaska Native tribe ,769 2% 2% 2% 19% Total 10,507 8,315 18, ,097 10% Note: Not working includes not in the labor force Source: US Census American Community Survey Public Use Microdata Set; BERK, 2016

28 Generation Work Target Population Estimates Year Olds in King County 347, year olds in King County 50,140 not in school, not working 16,745 have diploma or GED 8,868 some college 13,177 23,113 no diploma and out of school + 11,350 11,763 no diploma working, out of school, no diploma 23,113 Youth in King County are Target Participants for Generation Work AA degree or higher Note: Not working includes not in the labor force Source: US Census American Community Survey Public Use Microdata Set; BERK, 2016

29 Generation Work Target Population Characteristic Estimates Year Olds in King County year olds in King County 23,113 no diploma and out of school By Age Age Total Working 1,006 1,692 1,053 2,385 5,214 11,350 Not Working 484 1, ,465 5,351 11,763 Total Target Population 1,490 3,259 1,949 5,850 10,565 23,113 Total King County Population 23,913 47,065 24,841 84, , ,598 Target as % of Population 6% 7% 8% 7% 6% 7% By Race and Sex Open Doors eligible High School 21+ eligible Race Male Female Total Target Population Total King County Population (Target as % Pop) Non-Hispanic White 4,687 2,872 7, ,185 36% 28% 33% 4% Hispanic 2,531 2,390 4,921 22,592 19% 24% 21% 22% Black or African American 1,124 1,430 2,554 23,797 9% 14% 11% 11% Some Other Race 2,208 1,617 3,825 12,377 17% 16% 17% 31% Two or More Races ,490 23,781 7% 6% 6% 6% Asian 1, ,974 59,943 9% 8% 9% 3% Native Hawaiian and Other Pacific Island ,425 1% 2% 2% 11% American Indian and Alaska Native tribe ,498 2% 2% 2% 18% Total 13,034 10,079 23, ,598 7% Note: Not working includes not in the labor force Source: US Census American Community Survey Public Use Microdata Set; BERK, 2016

30 Racial Equity Tool Objective: To support the PSESD s goal of eliminating racial inequity, we will incorporate a racial equity analysis and best practices into program, policy and procedure decisions. Additionally, the PSESD will assist and engage our regional districts in the adoption and use of the Racial Equity Tool in order to close the opportunity gap. We Agree: That in order to eliminate racial inequities, it is essential that race be clearly called out and institutional racism be addressed within our own organization as well as in the broader systems with which we interact. That the importance of training and skill building within our organization, departments, and internal and external programs is paramount. Increasing the number of trained and skilled employees, including leadership, staff, board members, etc, will not only help to make improvements supporting racial equity, but will also help to develop an anti-racist culture within our organization. To explore and develop a shared understanding relating to racial equity, and we also recognize that we and our external partners are all at different places as individuals, programs, and departments. We are committed to move forward with a focus that is intentional and strategic within our organization and our external partners. We will openly share challenges, successes and lessons learned to help move the sum of our race equity work forward. To have collective buy-in to racial equity best practices, we will each take responsibility for using the racial equity tool. That how the racial equity tool is implemented and used will differ from program to program, department to department and across our organization. Accountability for implementation and use within our own organization and to our respective communities (children, students, families and schools) will be essential. To approach racial equity analyses from an evaluative / continuous improvement perspective, as opposed to a check list. We will seek to strengthen programs, policies and procedures until racial inequities are eliminated. That if the strategy, practice, policy, or procedure works for our most vulnerable communities, it works for everyone. The reverse however, is not true. That we will not let the perceived barriers such as (time, agendas, schedules, etc) prevent us from interrupting patterns of racial inequity. Racial Equity Tool Page 1