7d supp
Item No.: 7d_Attachment A Meeting Date: May 26, 2015 Workforce Development Expansion Commission Briefing Office of Social Responsibility Overview Background Recommended investment approach Investment options and metrics Funding sources options Implementation timeline Next steps 2 Previous Commission Actions Strategic Objective Century Use our influence as an institution to promote small Agenda business growth and workforce development. Resolution 3694 (July 2014) Increase safety and security Training, wage & compensation standards Quality Jobs Initiative January 2014 Workforce Development Motion (July 2014) Support supply of skilled workers Create economic opportunity Commitment to Quality Jobs 3 Workforce Development Motion Adopted by Commission July 2014 Motion Highlights OSR to complete a workforce development strategy Expand the Port's workforce development program Contract with service providers as necessary Actions to Date December 2014 April 2015 Additional analysis, stakeholder engagement & strategy development November 2014 Decision extended to the end of April 2015 September 30, 2014 Commission & CEO briefing July/August 2014 Contracted with consultant and completed Legal Department review Commission publicly supports workforce development 4 Why Invest in Workforce Development Current and Emerging Challenges Shrinking pool of qualified workers Low unemployment rate (4.1%) reduces pool Shifting demographics of emerging workforce Growing skills gap: Current training not providing the skills needed Limited pathways to industry Lack of skilled workers limits economic growth Insufficient pipeline of qualified workers 5 Traditional Pathway Model Less than 25% take this path Community College University K-12 Job Career Vocational Technical Apprenticeship Source: Ed Morrison Workforce Development 2.0 Oct 2011 Traditional model is obsolete 75% to seek other paths 6 Current System 75% take this approach Pathways are complex and difficult to navigate 7 Solution Sector-Based Workforce Development Focus on common needs within sectors Increase employer engagement Expand pool of qualified workers Address current and emerging skills gap Support industry-driven training pathways Integrate siloed systems Identify smart investments: leverage & collaboration Expand and Strengthen the Pipeline 8 Benefits of Sector Approach BENEFITS FOR BUSINESS BENEFITS FOR WORKERS Strengthens economic growth and Increases economic opportunities industry competitiveness for community Expanded hiring networks Access to new job opportunities Skilled workers Pathways to good jobs and careers Reduced turnover Marketable skills Increased worker diversity Improved access for under- Cost savings (recruitment, hiring represented workers & training) Better understanding of industry Higher productivity and job market Improve Connections Between Employers and Community Job Seekers 9 Proposed Workforce Development Strategy Expansion Recommendations Sector Approach Airport Construction Maritime Expand & strengthen current efforts Leverage Port's role in regional economic development Identify new opportunities to leverage federal, state and local investments Strengthen Port-Related Sectors 10 Investment Options 2016 Airport Current $750,000 Proposed $950,000 Maritime Current $107,000 Proposed $200,000 Construction Current$200,000 Proposed $850,000 Interns Current $9,000 Proposed $52,000 Development, Implementation and Metrics Current $0 Proposed $100,000 2016 will be considered year one Creating a baseline 11 Investment Options 2016 Current Level Proposed Port Investment Expansion CONTRACTS Industry Engagement/Development & 0 $50,000 Implementation Airport $750,000 $950,000 Construction $200,000 $850,000 Maritime $107,000 $200,000 Metrics to Drive Results Evaluation 0 $50,000 Total Contracts $1,057,000 $2,100,000 INTERNSHIPS Challenge Grants to Increase Maritime Internships 0 $25,000 Port Internal Internships $9,000 $27,000 Total Internships $9,000 $52,000 TOTAL BUDGET FOR 2016 $1,066,000 $2,152,000 Recommendations for 2016: Year One of the Five-Year Investment Strategy 2017 2020 work plan & budget recommendations to be adjusted based on stakeholder input, Workforce Policy Directive, early results and additional program development 2016 Year One Creating a baseline 12 Airport Sector Current & Future Labor Market Gaps/Needs Increasing Demand Increasing Needs SeaTac's growth create new jobs Recruitment new & replacement Safety & security of Airport Retention support Operations relies on skilled Training: workforce Safety & Security Current Labor Force Job-Related English High turnover in entry level Basic Skills positions Career advancement Limited career advancement (Customized) Turnover raises safety & security issues * Resolution 3694 English Proficiency Limited English proficiency Policy encourages employers "to provide paid leave to Covered Employees for on- High cost of recruiting screening, the-job English proficiency training". and training new employees Recruitment, Training, and Retention Needs of Airport Employers 13 Airport Sector Investment Options Current Expanded (+$200,000) $750,000 $950,000 Job matching/placement Continuation of Current Plus: Career navigation & counseling, Expanded training (Airport Univ.) Job readiness training New training partnerships Increased career navigation Industry-specific skills training Retention, support, & tracking Employer Services Data and evaluation Fund development/leverage Strengthening Current & Future Workforce 14 Airport Sector Metrics Metrics CURRENT(2014) Expanded Year One Individuals Served (unduplicated) 6,499 7,000 # of Job Placements 1,236 1,250 # of Hiring Employers 75 100 Placement Hourly Wage $10.28 $10.50 Employers Served 100 100 Job Listings 925 1,000 Training Enrollments 337 400 Training Completions 327 350 New Funds Secured $1.9m (3 years) 1 new funder New Training Courses Offered (Employer Driven) 4 2 ADDITIONAL METRICS Expanded Investment New Work-Based ESL Training Implemented 2 Outputs New Employer Partnerships Report Funds Leveraged (education fte, support resources) Report Participant Tracking System Implemented Report OUTCOMES BASED ON TRAINING COMPLETERS # Job Career Upgrades 60% Outcomes # Increased Earnings 70% Job Retention (6 &12 months) 60%, 50% Measuring Results 15 Construction Sector As a major developer, the Port relies on the availability of a skilled construction workforce. Current & Future Labor Market Gaps/Needs Increasing Demand Fragmented Approach Construction activity projected to Pipeline not aligned with demand grow over the next ten years Emerging workforce increasingly diverse Increased competition for common pool of workers Siloed approach to planning, implementation, funding, and Current Labor Force evaluation Aging workforce (retirement boom) Lack of coordinated system to support outreach and pre-apprenticeship Majority is white, male Limited capacity of pre-apprenticeship Minority and female apprentices have programs lower completion and retention rates Lack of clearinghouse to support contractors with referrals and data Current/Emerging Labor Shortages Need for retention support Apprentice Pipeline Insufficient 16 Construction Sector Investment Options Current Expanded (+ $650,000) $200,000 $850,000 NEW PROGRAM: Regional Partnership Orientation to the Trades Coordinated Planning and Funding: Outreach and recruitment Career Navigation & Support Pre-apprenticeship training Services Apprenticeship placement Job/Apprenticeship Application Participant support and retention Employer training & assistance Pre-apprenticeship Training Coordination and Support: Centralized referral and reporting Contractor assistance Coordinated forecasting Stakeholder communications & coordination Data, tracking, and evaluation Resource and fund development Creating a Regional Construction Pipeline Partnership 17 Construction Sector Metrics Metrics CURRENT(2014) Expanded Year One Individuals Served 250 400 Pre-apprenticeship Completion 50 120 Apprenticeship Placements 100 200 2016 ADDITIONAL METRICS Expanded Investment Centralized Referral System Developed 2 Outputs Regional Advisory Board Established Report Contractor Training & Support Implemented Report New Funds/Resources Secured Report Retention (6, 12 months) 85% 6 months 80% 12months Apprenticeship: # and % Achieved Journey Status Increase from Outcomes baseline Increased # and % Minority/Women Completions Increase from baseline Increase in % of Projects Achieved Apprenticeship Increase from Utilization and Inclusion Goals baseline Measuring Results 18 Pre-Apprenticeship to Airport Construction "I am so fortunate and proud to be a part of the best trade in the industry." Erika was juggling three part-time retail jobs, making $8 - $10 per hour and no benefits when she decided to look for a career that would provide her with better wages and opportunities. She learned about the Elevator Constructors Apprenticeship program while enrolled in ANEW's pre-apprenticeship training. Erika was accepted into the Elevator Constructors apprenticeship in 2014. She is a member of IUEC, Local 19 and currently working Erika Smith, Elevator for Schindler Elevator Corporation, making more than $23 per Mechanic Apprentice and hour and full benefits: Because of the Port's apprenticeship ANEW Pre-Apprenticeship requirement she has worked nearly 1,500 hours on the Airport Program Graduate Vertical Conveyance project alone. She says that it has been challenging to manage work, school and Awarded Washington Women in the Trades "Tradeswoman union meetings. "ANEW staff continue to be a mentor to me, and I, of the Future" in turn, will provide that same experience to future tradeswomen." November 2014 Pre-apprentice graduate working through Port's Apprenticeship Utilization program 19 Maritime Sector "..we have plenty of work coming, but are running out of workers.We are rapidly looking at a workforce problem" COO of local Maritime Construction Company Current & Future Labor Market Gaps/Needs Increasing Demand Increasing Needs: Maritime sector expected to expand between 2016 and 2020 Retaining & recruiting workers Employers report difficulty finding Youth are not entering the industry qualified workers Limited connections to job seekers Current Labor Force Workforce is aging (nearing Increased regulatory requirements retirement) Need for higher education programs Predominately male More educated than national for some occupations counterparts Need to increase awareness Worker Shortages Across Industry Training programs fragmented Current and Emerging Worker Shortages 20 Maritime Sector Investment Options Current Expanded +$93,000 $107,000 $200,000 NEW PROGRAM (Potential Activities) One Time Budget Approvals: Career awareness activities Center for Wooden Boats youth Co-investment training program support fund Tuition assistance & support Support for Maritime study Core Plus expansion to Maritime Increased employer engagement Develop industry-driven, workforce-ready training pathways Expand apprenticeship Complete business and funding plan Support for Early Development & Implementation 21 Maritime Sector Metrics Metrics New Year One 2016 NEW OUTPUTS (Preliminary) Outreach/Career Fairs Report # of Employers Participating in Training/Hiring 10 Strategic Investment and Action Plan Completion Report Maritime Job Placements 25 Placement Hourly Wage $15 - $20 Job Retention (6 month) 80% Training Enrollments 20 Training Completions 17 New Funds/Resources Secured Report New Training Programs Implemented Report Measuring Early Results 22 Additional Investment Recommendations Description Current Expanded Activities/Scope of Work Industry 0 $50,000 Employer involvement in Engagement/ identifying skills/labor market Development & needs, curriculum design, Implementation training, & hiring Career pathways mapping Program development/pilot Employment equity analysis Evaluation 0 $50,000 Development of evaluation models Evaluation of direct outcomes Create outcomes dashboard High School Interns $9,000 $52,000 20 Maritime Internships o 6 within Port o 12 with maritime employers 23 Potential Funding Sources Tax Levy Options o Fund Entire Amount o Non-Airport Related Portion (based on FAA audit determination) Use General Fund & Airport Revenues o Allocate a portion based on services to airport employers and airport operations o Review alternate funding models after FAA Audit is final Funding options available to the Port 24 Next Steps/Timeline May 2015: Identify Fund Sources and Commission Briefing June/July 2015: Review statutory authority with Port Legal Commission Approval of Recommendations & Budget Release Airport Sector RFP August/September 2015: Stakeholder Outreach/Engagement (Sector Specific) Maritime & Construction Funding Processes October/November 2015: Evaluate RFP responses, brief CEO and Commission December 2015: Execute Airport Sector Contract for January 2016 start Q1 2016: Execute Construction and Maritime Sector Contracts Baseline work for a multi-year proposal in 2017 25
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