Bidders Conference October 2, 2012

1. Bidders Conference October 2, 2012

2. Agenda The ModelWorkforce PartnershipsProposal Submission and ReviewTips…what we’re looking forQuestions

3. National Fund for Workforce Solutions model

4. The National Fund Model • Regional Funding Collaboratives • Workforce Partnerships • Systems Change • Evidence-Based Practices

5. National Fund for Workforce Solutions Video • http://www.youtube.com/watch?v=8V3WV4io-w0&feature=plcp

6. How the Model Works Career and Educational Advancement Public/PrivateFunders Public/PrivateFunders Workforce Partnership Investments System Change/ Public Policy Dual Focus Workers/ Employers Public/PrivateFunders

7. Workforce Partnerships Drive Our Strategy • Target specific economic sectors that have both entry-level and middle-skill jobs in abundance • Develop sector-specific insight into what low-skilled adults and employers need • Convene relevant partners to identify needs and opportunities and design a solution for the sector • Align resources to meet needs of employers and job-seekers/workers • Broker and deliver services in a seamless manner • Engage employers as planners, implementers and sustainers

8. Examples of Workforce Partnership Activities • Facilitate education and training programs and services that provide accommodations designed for low-income and low-skilled individuals • Accelerate participants’ attainment of GED, postsecondary, work readiness, and/or industry-recognized transferable credentials over traditional attainment timelines • Integrate wraparound supports – such as career coaching, case management services, financial literacy and asset development services, computer literacy, and job search and placement assistance – with contextualized, job-related industry sector education and training • Offer defined career ladders/lattices characterized by sequential and accessible education, training and skills development options, and portable credentials

9. We’re Leveraging a ProvenApproach with National Results • $7.7 million SIF Grant • $30 million from national funders • $130 million from 420 local funders • 32 collaboratives with 130 workforce partnerships • Year Four Evaluation • Served 29,000 incumbent workers and job seekers • 18,000 degrees and credentials awarded • 7900 job placements

10. Atlanta CareerRise Is Off to a Strong Start • Secured award from NFWS in 2011 • Current investors include: • First investments in healthcare sector; expanding sector focus soon

11. Health Careers Partnership • Investment by WellStar, WIBs and Atlanta CareerRise • Incumbent workers • Scale up model Career Development program across multiple sites • Provide classes, individualized coaching, career exploration and supportive services on site during the work day • Articulate career ladders and requirements • Support education and training transitions • Unemployed • Align and train unemployed cohorts specifically for the entry level ‘real time pipeline’

12. How Does Atlanta CareerRise Deliver Value? • Expanding the model in scale, depth and evaluation • Bringing additional community partners and services to the project for support of the low-income employees • Establishing a pipeline for jobseekers driven by real-time skill demand • Building robust, long-term relationships for sustainable partnerships beyond the NFWS funding period • Accessing best practices from 31 other NFWS sites • Driving systems change through employers

13. Why did we select this project? • Employer assessment and understanding of need • Employer commitment to action to address need • Employer clearly and integrally in partnership • Clear career pathway development to augment existing advancement programs • Involvement of service providers with track record in serving un- and under-employed • Approach customized to low skill populations • Preliminary results and scale • Not duplicating other funding available • Willingness to answer questions, be flexible in approach relative to our feedback, participate in peer learning, and evaluation • Perspective: Project versus seeding…..

15. Workforce Partnerships

16. Workforce partnerships create long-term relationships between employers and service providers. They offer an entrepreneurial approach to convening and organizing key stakeholders, and offer job training and career supports that meet the needs of both employees and employers in industry sectors that are central to local economies.

17. Background of Workforce Partnerships • Workforce partnerships require ongoing communication of promising practices, ideas, and innovations within a structured setting • Workforce partnerships need the services of an organizer at some point in their development • The organizer is a lead organization that regularly convenes the leaders and participants of the partnership • The organizer helps partners communicate their needs and challenges, works with employers and workers, education and training partners, and the public workforce development system to organize, align resources, and broker services

18. Implementation • Convenings should occur at regular intervals in ways that allow the partners to exchange and disseminate information, discuss challenges, and work together to propose solutions • Employers must: • Identify desired goals and outcomes • Communicate expectations and provide honest feedback • Provide the organizer access to information about the sector • Collaborate with other employers to leverage sector-wide resources and invest in data collection and reporting

19. Stages of Development Stage 1: Formative • Focus on engaging employers and workers to understand the needs of the sector and gauge the interest in creating the partnership Stage 2: Implementation • Develop clear strategy for ensuring workers have good opportunity for higher wages, better benefits, and/or advancement • Aggregates employer demand and worker needs to design common solutions • Partners are recruited and administrative, fiscal, and other duties are assigned to the organizer and other partners Stage 3: Maturing of the Partnership • Create value for employers and workers • Successful practices serve as catalyst for improving sector-wide practices with education, employers and workforce policy

20. Formative • Organizers should understand the following about a sector: • The employers and the jobs • The workforce • The education and training systems that serve the sector • The relevant policies and institutional factors • Workforce partnerships will rarely succeed or become truly industry-driven unless employers commit to and invest in it • Early engagement of employers can bring enormous efficiencies to the partnership later • Organizer must work to secure investments and commitments from employers

21. Implementation: Aligning Resources and Brokering Relationships • Organizer must understand and communicate the needs of employers and workers to each other, as well as to the training and education community • Once needs and resources are identified and aligned, the workforce partnership must aggregate employer demand and worker skill needs to design common solutions and broker relationships among the partners • Ways to broker relationships among partners include: • Customized training with employer input from training providers in the partnership • Preferred hiring from training providers in the partnership • Internship programs with employer partners • Apprenticeship and pre-apprenticeship programs

22. Implementation: Providing Career Services to Workers • Organizers and their partnerships are expected to have a clear strategy for ensuring that incumbent workers and new hires have a good opportunity for higher wages, better benefits, and advancement • Education and training partners can help to design customized programs, provideflexible hours, rework curricula, andcreate new certifications to help workers • Service strategies must differentiate among the needs of jobseekers, new hires, and incumbent workers

23. Creating Value for Employers and Workers • Ways in which employers should benefit from workforce partnerships: • Get a better trained pool of job applicants and incumbent workers • Greater productivity as employees’ skills become more aligned to employers’ needs • Cost offsets from reduced turnover and increased productivity • More responsive education and training systems • New and enhanced relationships with employees and other employers • Adding value for employees requires a dedication to understanding incumbent workers and the challenges they face, such as: • Figuring out what is needed for career advancement • Understanding what family sacrifices may be necessary to pay for additional education • Balancing work, commuting, children’s education, and other family obligations

24. Examples of Workforce Partnerships funded in other CollaborativesSeven Year Overnight Successes….. http://www.baltimorealliance.org/ http://www.healthcareerscollaborative.com/

25. Baltimore Alliance for Careers in Healthcare • Career Coaching and Mapping (at 5 hospitals) • Coaching and mapping toolkits; provides salary support for coaches • 1st Span Training Program • Work Based Learning for unskilled hospital employees • Pathway: nursing assistants to nurse extenders to acute-care-based CNA • Bridge Programs • Short-term remediation of incumbent employees and job seekers • Re-credentialing Foreign-Trained Nurses • Classes and career coaching for nurses previously trained outside the U.S. to increase the number of qualified, Spanish-speaking health care workers • Maturity Works • Targets incumbent, unemployed and displaced workers 55 years old and older to provide training opportunities for sterile processing technicians, surgical technicians, nurse assistants and nurse extenders

26. Health Careers Collaborative of Greater Cincinnati • Certificate training (9-12 weeks for unemployed) • Orthopedic Technologies • State Tested Nursing Assistant • Health Unit Coordinator • Outcomes: 88% completion rate; 82% job placement; 88% received fringe benefit with new job • Associate degree programs (remediation, upfront tuition reimbursement and enrollment into Associates Degree) • Nursing • Respiratory Care • Surgical Technology • Multi-Competency Health • Outcomes: Average G.P.A is 3.24; 83% cohort retention

27. Proposal submission and review process

28. Examples of Proposal Strategies • Articulate career and educational ladders • Prepare incumbent employees for advancement and job seekers for entry • Create and disseminate innovative programs leading to credentials • Facilitate employer hiring and retention, improvement of staff skill levels and closing of skill gaps

29. Outcomes expected • Entry-level incumbent or new workers will enroll in healthcare-related transferable degree and license/certificate programs to lead to career advancement • Enrolled entry-level incumbent worker participants will complete training and certifications • Employers will assist employees with coaches and support for developing career plans • Retention of employees that participate in this program will increase

30. Focus is on short term, stackable training and credentials • Focus on short term training • Need to enroll and complete training in less than one year • Shorter/multiple cycles is better • Magnitude of projected enrollment and outcome numbers are important in consideration of funding

31. Funding • Anticipate funding up to three projects • Projects expected to request about $150,000 over a two year period • Term – one year with second year renewal possible based upon meeting milestones • Match or cost-sharing or aligned funds especially from employer will increase competitiveness

32. Eligibility • For-profit and non-profit healthcare providers and 501(c)(3) organizations • For-profit providers must target funding to disadvantaged and low income individuals • Examples: Employers, industry associations, higher education, workforce boards, community based organizations • At a minimum, must include ONE employer and ONE service provider/organizer • Lead may be either, but should have management responsibility for project • Partnership must designate agency responsible for data and evaluation • Fiscal agent must be willing to accept federal funds • Employers must be located in the UWMA service area Butts, Cherokee, Clayton, Cobb, Coweta, DeKalb, Douglas, Fayette, Fulton, Gwinnett, Henry, Paulding or Rockdale

33. Mandatory Letter of Intent Purpose of the LOI is to help plan for efficient response and reviews • Due by 5 pm October 15, 2012 • Email to AtlantaCareerRise@unitedwayatlanta.org • Provide organization name and possible partners This does NOT commit you to submitting or affect changing partners or approach in later application

34. The Proposal Narrative limited to 10 pages of 10 pt or larger font with 1” margins • Cover Sheet • Executive Summary • Narrative • Problem to be addressed • Project plan • Projected outcomes and results • Workforce Partnership and Collaboration • Capabilities • Budget and Narrative • Proposed Outcome Table • Attachments • Commitment letters • Bios of key personnel • Lead or fiscal agent’s IRS tax exempt letter if applicable • Any supporting information critical to proposal

35. Submission Deadline 5 PM EST Monday, November 5, 2012 • Submit electronically as two PDF files: one proposal and one attachments only. • Emailed files should be less than 10MB. If larger, please notify • One hard copy with original signatures on cover sheet must be postmarked by Tuesday, November 6 • I will acknowledge receipt via return email so you know it is received. If you do not get this email, call me!

36. Review Process • Review by UWMA staff, Funders and possible SMEs • Funding decision by CareerRise Governance Committee

37. Timeline

38. Award Instrument and Requirements • Contract required by SIF grant • Will include Statement of Work (SOW) and Payment Schedule • Expect quarterly payments subject to data and report submission and milestones in SOW • Template available for review if requested • Participation in Learning Exchanges • Participant-level data tracking and participation in evaluation using online software provided by Atlanta CareerRise

39. Data Tracking and Evaluation Uses Social Solutions ETC case management software to track points of service and outcomes, and generate reports

40. Evaluation • Data to be tracked 6 month, 12 months, 24 months and 36 months post completion • Demographics • Education background • Employment background • Job Seekers: Services Received • Incumbents: Services Received • Employment and Advancement Outcomes (wages, benefits, promotions, laterals) • Educational Outcomes • Employer questionnaire - annual • Partnership – Annual interview questions • Local evaluator interview/site visit

41. Success Tips…what we’re looking for • Inclusion of any or all of the following characteristics will increase a proposal’s competitiveness: • Partnerships that involve multiple employers, • Partnerships that include employers that will commit to salary increases, promotion, or hiring of successful program completers, and/or • Partnerships that are led by employers. • Fit with NFWS model – not a proposed investment into an existing programmatic model inconsistent with NFWS objectives • Clear analysis and description of need from business perspective • Documented and committed involvement of employers • Magnitude and timing of outcomes • Articulated activities to enter individuals into pathways versus jobs • Funding spent on activities to directly benefit the underemployed, and leveraging other sources of funds

42. Questions?Cherndon-king@unitedwayatlanta.org404-614-6258 office678-634-5329 cell