SFPUC COMMUNITY DEVELOPMENT BENEFITS

WORKFORCE DEVELOPMENT

CATALYST IMPLEMENTATION & TRANSITION PLAN

December 7, 2014

1485 Bayshore Blvd., Ste. 135 San Francisco, California 94124

Phone (415) 467-8404 | Fax (415) 762-5455 www.rdjent.biz | info@rdjent.biz

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TABLE OF CONTENTS

Pages

Executive Summary Neighborhood Revitalization Approach And Sector-And Place-Based Development Strategies Purpose SSIP And Its Adult Workforce Catalyst Need For The Adult Workforce Catalyst Worker Demand And Characteristics Demand For Workers Characteristics Of Worker Pool Three Core Categories Approach: Community Investments Place-Based Strategies Sector-Based Strategies Job Creation, Opportunities, And Resources Job Creation Mechanisms Job Creation Levels Mission Critical Jobs Data Tier I: Basic Skilled Worker (Pre-Employment And Work Experience) Tier Ii: Semi Skilled Workers (Work Readiness And Job Training) Tier Iii: Highly-Skilled/Technical (Increased Academic Training And Work-Based Training) 9910 Program The SSIP AWC Machinist Pilot Program Program Implementation AWC Workforce Development Model Noteworthy Factors That Can Impact AWC Projects And Their Success AWC Process Capacity Building Plan SSIP’s Adult Workforce Catalyst Three Important Focus Areas Focus Area 1: Organizational Capacity Focus Area 2: Education, Training, Work-Experience, And Apprenticeship Efforts Focus Area 3: The Pool Of Potential Workers And Wrap Around Services Partner Organizations The Southeast Workforce Collaborative Role Sample Partner Profile List Sustainability Plan Funding Sources The Public Works And Economic Development Program The HUD Funded Step-Up Program The LIUNA Training & Education Fund Foundations SSIP Should Explore For Funding Support Funding Types Policies And Tools Local Hiring And Prevailing Wage Ordinances Project Labor Agreements Recommendations Addendum 1: Partner Profiles Addendum: 2 Additional Luster Maps Addendum 3: Additional Policy Lab Graphs References

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VISUAL DATA Page

The SSIP Pipeline Luster Chart 1 Luster Chart 3 Luster Chart 6 Luster Chart 7 Luster Chart 8 Estimated Number of People Aged 16+ that are employed in the Construction Industry Policy Lab Maps 3, 7 Policy Lab Maps 8, 9, 10 AWC Place/Sector Based Hybrid Graph The 4 Tiers How People People Move Through the Tiers The Pilot to Scale Cycle The Process Diagram The Timeline SSIP Adult Workforce Catalyst 3 Focus Areas and their Strategies Southeast Workforce Collaboration Model Sample Partner Profile List

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Economic inclusion refers to the implementation of “policies, programs, and interventions

targeted at groups of people or places which are not fully able to participate in mainstream economic life

either as a consumer, producer or both.”

– UK, Department for Business, Innovation, and Skill, AWM Economic Inclusion Policy

EXECUTIVE SUMMARY

Public investment in infrastructure is a proven job creation strategy. As one of the City’s largest employers with billions of dollars in capital improvement projects, the San Francisco Public Utilities Commission (SFPUC) is investing in workforce development efforts, through its SSIP focused Adult Workforce Catalyst (AWC). SFPUC laid the groundwork for the creation of the SSIP AWC with its historic and innovative Community Benefits Agreement that outlines mechanisms the SSIP will use to act as a “good neighbor” to the communities impacted by its work. The SSIP Community Benefits plan establishes four catalyst initiatives to meet its goals. The community benefit goals of the AWC are to create a more prosperous, inclusive, and sustainable local and regional economy by creating a series of catalyst projects that provide workforce and business opportunities in communities impacted by its work. This document provides a framework for the AWC, and it seeks to inform the AWC’s implementation and to guide its oversight and management. It includes proposed methodologies and strategies for implementing the AWC and recommendations for expansion and sustainment. The strategies outlined in this document will greatly enhance AWC’s ability to attract, train, and employ individuals from impacted communities through the Sewer System Improvement Program (SSIP) projects. Throughout the United States, utilities are struggling with aging infrastructure and San Francisco is no exception. The utility infrastructure in San Francisco is over 100 years old and infrastructure upgrades are crucial, in order to avoid potential public health problems. The Sewer System Improvement Program (SSIP) is a 20-year multi-billion dollar investment program for investing in upgrading citywide sewer infrastructure to upgrade and to provide a more reliable, seismically safe sewer system that is able to perform now and into the future. SSIP is also a modality used to address workforce deficits by training and creating jobs for unemployed residents and through neighborhood revitalization efforts, specifically in the Workforce Catalyst targeted areas of San Francisco. The SSIP Adult Workforce Catalyst takes cues from other innovative workforce efforts and model programs.

One example is the San Bernadino Metalworking Skills Machinists Certification that uses Workforce

Investment Board (WIB) funds to execute machinist training through Technical Employment Training, Inc.

Another example is the National Construction Workforce Project that specializes in servicing commercial

construction contractors who demand consistent solutions for their skilled labor needs. Both of these

examples focus on creating opportunities through public/private partnerships targeting job seekers who are

economically challenged and who possess limited skills.

By following and applying recognized best practices, the AWC builds on the lessons learned from past

initiatives in addition to exploring the most promising strategies for assisting impacted communities. It utilizes

sector-and place-based strategies, adult education, and short- and long-term training programs that are

customized for different employers and jobseeker groups.

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The AWC takes into consideration a number of factors some of which are enumerated in the following list. Factor 1: How to connect residents to a variety of construction and end-use careers and impact the long-term effects of economic exclusion and poverty. Factor 2: Creation of a pipeline of workers to fill positions requiring varying skill, experience, and education levels. Factor 3: The workforce needs of the project from construction to build-out and end-use. Factor 4: The skills of the current resident population to fill the workforce needs.

The SSIP depends on accessing a large pool of workers who have diverse skill levels and abilities in order to realize its timeline. Workers are needed to fill positions in construction and operational areas from entry-level (requiring baseline skill sets - Landscapers) to high-level positions (requiring in-depth, technical skill sets – Engineers), including administrative positions that require mid-level work competencies. Neighborhood Revitalization Approach and Sector-and Place-Based Development Strategies SSIP uses a neighborhood revitalization approach that invests in low-income neighborhoods impacted by SSIP and its facilities. The SSIP neighborhood revitalization approach identifies four catalyst areas where it can implement strategies to achieve the goal of improving the quality of life for existing and new stakeholders. The Adult Workforce Catalyst seeks to create new employment opportunities and to act as an economic driver that a range of revitalization interventions. The AWC incorporates both sector-and place-based development strategies in its design. Sector- and place-based strategies are two popular methodologies for addressing economic disparity and closing wealth and other gaps that impact quality of life. These development strategies enable initiatives to focus on building job skills while targeting industry needs respectively. Best practices in economic development indicate that job creation is key to creating economic inclusion and sustainability. The AWC facilitates entry into and advancement in SSIP employment opportunities, and it opens up pathways to work with SSIP related industries. Job creation occurs using several mechanisms and on several levels. The AWC “No Wrong Door” system provides opportunities to any willing participant that wants to improve their skills, and to attain employment. It provides a broad range of training opportunities for all baseline skills ranging from basic to highly-technical. The “No Wrong Door” system has multiple access points that are skill dependent and that are progressive or “stackable” as the worker gains more skills and experience. The AWC, in partnership with existing entities, pilots programs designed to fill specific SSIP workforce needs. These entities target education and employment skill gaps within the worker pools and focus on addressing those critical needs to build workforce. The AWC and its workforce partners identify, recruit, and train those with the interest, aptitude, skills, and/or experience to perform work on SSIP related projects. Neighborhood revitalization efforts like those proposed by SSIP and its AWC require investing resources in building the capacity of external partners and collaborators. Doing so will prepare and enable this broad spectrum of providers to deliver services that develop worker skills using curricula, work-experience, soft-skill and hard skill training, and wrap around services that reflect employer needs. They will be equipped to impart the actual skills and qualifications necessary to perform well in the SSIP positions. SSIP’s Adult Workforce Catalyst identified four areas on which cast its capacity building lens include:

1) Organizational Capacity 2) Education, Work Experience, and Apprenticeship Efforts 3) The pool of potential workers and wrap around services

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As with all initiatives of this type, there are challenges associated with sustainment and institutionalization that necessitate the creation and execution of a strong and strategic funding plan. Best practices in neighborhood revitalization speak to creating a funding plan based on program needs that considers a diversity of potential funding sources. As a result, the AWC Sustainability Plan considers these things in addition to the Catalyst, associated tiers and any anticipated outcomes. The model also considers relevant policies and tools that can propel its efforts and achieve its goals. Most notably are Local Hiring Legislation and Project Labor Agreements. These mechanisms help to ensure that SSIP and its partners meet their hiring goals.

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PURPOSE

SSIP and Its Adult Workforce Catalyst SSIP’s community benefits planning process has realized a number of milestones in its effort to create a comprehensive workforce development strategy. Preliminary work led SSIP to the belief that workforce development entails more than employment training in the narrow sense. Impactful workforce development initiatives combine a variety of strategies to achieve goals by incorporating elements that lead to strong programming, and that meet dual community and employer needs. Elements of Impactful Workforce Development Initiatives include:

Substantial employer engagement

Deep community connections

Career advancement

Human service supports

Industry-driven education and training

Connective tissue of networks The SSIP Adult Workforce Catalyst builds on lessons learned from previous national and municipal initiatives. It utilizes sector-and place-based strategies, adult education, in addition to short- and long-term training programs that are customized for different employer and jobseeker groups. The AWC’s process began with employer engagement and identification of SSIP workforce needs. It then examined community needs and how the potential pool of workers might need to develop skills to access opportunities while also exploring other workforce models. The lengthy and exhaustive process yielded a Workforce Development Catalyst that highlights pathways to careers for residents while meeting workforce demand over the duration of SSIP’s lifespan. A variety of stakeholders participated in the process. Internal stakeholders included department heads, managers, and line staff. For example, SFPUC staff and SSIP related departments provided input on the phases of SSIP development and what potential workforce needs exist during each phase. They also provided insight into the educational levels, core competencies, and skills required to perform operational functions after facilities go-online. The Mayor’s Office of Economic and Workforce Development (OEWD) and its CityBuild construction, and other construction management sector academies provided guidance around the current construction and non-construction training landscape. They also supplied relevant labor market data with an eye towards the construction trades. Externally, San Francisco Unified School District and City College of San Francisco representatives helped unearth the types and nature of relevant school-based and post-secondary programs. A host of community-based and non-profit organizations joined the process and shared information about their services, capacity, and plans for growth and expansion. Some of these organizations included A. Philip Randolph Institute, Chinatown Community Development Center, Goodwill, Hunters Point Family, Jewish Vocational Services, Mission Hiring Hall, San Francisco Conservation Corps, San Francisco Garden Project, and Young Community Developers. Construction companies and trade unions also contributed to this extensive and well-documented workforce planning process. It is clear that by creating workforce opportunities throughout the project, SSIP will be able to meet its goals around impacted communities, and these communities will then be able to realize benefits from SSIP. More importantly, these efforts will assist SSIP in meeting worker demand. The Adult Workforce Catalyst creates educational, training and career opportunities that support SSIP’s construction and its operational workforce needs by targeting adult workers. It provides a framework for engagement between SSIP projects and potential workers, it offers the opportunity for potential workers to develop skills, and it supports the SSIP workforce sectors ability to fill their hiring and employment needs in construction and non-construction occupations.

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The AWC takes into consideration a number of factors some of which are enumerated in the following list. Factor 1: How to connect residents to a variety of construction and end-use careers and impact the long-term effects of economic exclusion and poverty. Factor 2: Creation of a pipeline of workers to fill positions requiring varying skill, experience, and education levels. Factor 3: The workforce needs of the project from construction to build-out and end-use. Factor 4: The skills of the current resident population to fill the workforce needs.

The AWC presents a unique opportunity for SSIP to train and build its workforce, and it helps the program to realize a triple bottom line that provides mutual benefits to all stakeholders. For the community, those

benefits include linkages to well-paying careers with benefits and job security; as well as, realizing future opportunities (e.g. education and training) resultant from leveraged resources. Benefits to SSIP include a pool of qualified workers, and the creation of positive relationships that facilitate public relations and engagement objectives. The AWC also

creates opportunities to foster public/private partnerships that bring resources into communities and can spotlight SSIP’s AWC workforce strategy as a model program for how public utilities engage with their neighbors. It can also position SFPUC as a proactive and community engaged business leader. The Adult Workforce Catalyst identifies:

1) Construction and non-construction positions. 2) Methods that allow residents from the targeted area to access employment opportunities. 3) The skills necessary to perform in those positions. 4) The education, training, and experience necessary to acquire those skills. 5) The methods and mechanisms necessary to ensure that residents can obtain the education, training,

and experience required to access and perform the skills that are required for the positions. 6) SSIP project phases, timelines, and their projected hiring needs.

It is clear that the benefits of the Adult Workforce Catalyst project exceed far beyond connecting potential workers to potential employment opportunities. The communities that are a part of the SSIP AWC acquire long-term benefits through community level economic development (increasing salaries and tax base) and the participating residents are offered opportunities for educational attainment and training (e.g. community colleges and apprenticeships) and career advancement. Combined, result in a highly skilled workforce for mission critical jobs in water and wastewater at SFPUC and throughout the Bay area. Without the AWC, SSIP would struggle to maintain a qualified workforce, and while SSIP can’t eradicate the myriad amount of challenges communities face as a result of economic exclusion, it can assist in mitigate them.

NEED FOR THE ADULT WORKFORCE CATALYST

Worker Demand and Characteristics The SSIP is committed to realizing goals around economic inclusion and equality. Economic inclusion entails providing those historically disenfranchised from economic success with tools and benefits that allow them to close wealth gaps and achieve economic equity. To this end, the AWC focuses its workforce development efforts on impacted communities and residents. District 10, which encompasses three neighborhoods

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(Bayview Hunters Point, Visitacion Valley, and Portrero Hill) will benefit from targeted efforts to create and catalyze opportunities for residents. While development that drives economic change is on the rise in these areas, the effects of the historic long-term economic exclusion mean that deeply entrenched poverty and its associated ills persist in these areas of the city. This can impact SSIP’s efforts to create in creating a pool of qualified workers to meet its projected workforce demands throughout the duration of the project. Demand for Workers The SSIP needs to access a large pool of workers with diverse skills and abilities in order to realize its timeline. Workers are needed to fill positions in construction and operations, entry-level positions (requiring baseline skill sets - Landscapers) to high-level positions (requiring in-depth, technical skill sets – Engineers), and administrative positions that require mid-level work competencies. An initial scan of labor market, Luster (2010) identified challenges among the pool of qualified workers that could compromise the ability to meet this need. This pool includes those already working in related areas (e.g. pre-apprentice programs), completing apprenticeships, not currently working in the field, and/or requiring education and training in order to compete and access opportunities. Four core variables impact the demand for apprentice level workers and help to create a dwindling supply

of those apprentices who can work on SSIP related activities:

1) The Demands of Construction Activity in San Francisco According to labor market data from the Office of Economic and Workforce Development (OEWD) that appeared in the 2010 Office of Workforce and Economic Development’s presentation to the San Francisco Board of Supervisor’s titled “Candlestick Point-Hunters Point Shipyard Phase 2,” local construction activity is expected to increase in the next 10-15 years. This increase will create a higher demand for skilled trade workers due to the combined public and private construction projects that have either already started or approved for construction. A need for a larger construction workforce will be necessary because the local construction sector is growing, the current workforce is aging, and there is a limited supply of resident apprentices in the San Francisco area.

2) The current apprentice and workforce population are aging In 2010, 47% of the San Francisco construction industry workforce was older than 45 years, and 23%

of this group was 55-years or older (Luster, 2010). By comparison, 8% of the local construction and skilled trade workforce are comprised of workers aged 16-24. These statistics highlight that there is an obvious deficit of new young San Francisco residents that choose to pursue employment in the construction/skill trades industry. Since the majority of construction

industry workers are older, when they retire there will be a significant gap in the workforce. Furthermore, the California State Division of Apprenticeship Standards (DAS) identified that from 2009 to 2012, there was essentially no change in the number of apprentices, again alluding to the deficit of new workers entering the skills trade as workers begin to age out.

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3) Job opportunities for apprentices Due to a variety of issues, residents of the targeted areas have been unable to access employment and apprentice opportunities in the following trades: laborer, carpenter, operating engineer, electrical worker, iron worker, and plumber. All of these trades encompass the greatest number of job opportunities on SSIP projects. According to the Water System Improvement Program (WSIP) Joint Administrative Committee, almost 70% of the WSIP projects are completed by laborers, carpenters, and operating engineers. Therefore, labor projections by SSIP-PMC2 suggest that laborers, carpenters, operating engineers, electricians, and ironworkers will be in high demand; as well as, plumbers, however to a lesser extent. Each of these highly demanded trades are ideal apprentice opportunities. State or other mechanisms will need to regulate and determine the

number and frequency of apprenticeship opportunities, who is eligible to participate, and if a pre-apprenticeship is required. Factors that either the state or another entity can regulate include determining the number and frequency of apprenticeships, who is eligible to train workers, other apprenticeship requirements, and safety issues and/or special circumstances.

4) San Francisco’s Local Hire Ordinance and First Source Policy

The San Francisco Local Hire Ordinance and First Source Policy supports the increase for connecting San Francisco resident apprentices with trades that have the highest demand. The SSIP project will compete, in accordance with the Local Hire Ordinance, for qualified resident apprentices in order to meet the labor demands of its project. It must abide by the local resident utilization demands of that ordinance.

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According to the Office of Economic and Workforce Development (OEWD), construction jobs are projected to increase by thirty-two percent (32%) in San Francisco through 2035. With the increase of construction job opportunities, it is expected that there will be over 4,000 more employment opportunities, and these opportunities will become a vehicle into the workforce and into higher income careers for low skilled San Franciscans. Characteristics of Worker Pool The residents on whom SSIP focuses its efforts can potentially fill a portion of SSIP’s construction and non-construction workforce needs now and into the future. However, many of the residents in the pool possess barriers to employment that adversely impact their ability to acquire and retain work. As mentioned earlier, this results from long-term economic exclusion and poverty. Five primary barriers to employment experienced by District 10 residents:

1) Poor Education and Training: Lacking basic skills and education, including a high school degree and technical skill training.

2) Low Quality Career and Job Options: Employment in jobs that are unstable, low-waged, and poor quality. As a result, these jobs perpetuate an insidious segregation among African Americans and Latinos who tend to be employed in positions that are based on race, ethnicity, and social class.

3) Social Limitations: Poorer neighborhoods suffer from perpetual limitations that disconnect low-income people from social and practical opportunities that are important for advancing in modern economy and society.

4) Criminal History: Most often, lower-income communities have a higher rate of residents that have a criminal background; and more employers are requiring prospective employees to document their criminal history on their applications and to undergo a background checks before getting hired.

5) Program Funding Cuts: Programs that are funded through federal, state, and local budgets, like the Workforce Investment Act, which supports workforce training programs, are often the first types of programs that get cut during economic downturns. The existence of such programs can have an important and powerful impact for lower income and poorer communities (and residents) by helping individuals gain skills and work opportunities that otherwise would not be possible. In effect, offering them a lifeboat to escape employment in jobs that are unstable, low-waged, and poor quality.

These barriers occur and persist as a result of the effects of long-term economic exclusion. When we look at

Census data we can see a number of variables (e.g. level of education, attainment, poverty, and income) that

must be considered when developing programs to meet the needs of residents in the target area. These

statistics help to explain why some adult residents of the targeted communities will need preparation,

education, training, and supports to pursue SSIP workforce opportunities, particularly Mission Critical

positions. It is harder to get people from impacted communities into those Mission Critical higher skilled

positions such as Stationery Engineer and Machinist. Even current apprentices do not typically move past

lower level apprenticeships or in higher skilled trades.

The Five (5) Mission Critical job positions, which, if not filled by a sufficient number of qualified individuals,

would jeopardize the operational reliability of the public works and other water agencies include:

Electronic Maintenance Technician

Instrument Technician

Machinist

Wastewater Treatment Operator

Water Treatment Operator

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Demographic Data Some telling statistics from the U.S. Census 2012 estimates show that a significant portion of the population live in poverty, and many experience long-term unemployment. Only 11% of children whose parents live in poverty have a chance of earning more than their parents, as adults. As the maps below illustrate, residents living in these communities are undereducated with many possessing no more than a high school diploma. Significant portions of the target population live in poverty and possess limited educational attainment. The residents of District 10 also experience a higher rate of unemployment and many families rely on public assistance, like food stamps and public housing in order to help them meet their basic needs.

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Residents from impacted communities fall into three core categories with specific work-related characteristics

that effect their ability to access AWC and subsequently SSIP opportunities.

Three Core Categories 1) Category I

a) These individuals possess limited skills and minimal to no educational credentials. b) They experience economic and social challenges that impact their employment capability and

opportunity. Such as: English-language proficiency, criminal record expungement, income support, and childcare assistance.

c) They should participate in existing training and education programs with SSIP partners that allow for skill assessment building.

2) Category II

a) These individuals possess some skills and education, but need to develop higher-level skills via existing programming like City College or the 9910 Stationery Engineers program.

b) They can funnel into trainings such as CityBuild and its sector academies, which train in both construction and construction administration and management functions.

3) Category III

a) These individuals demonstrate aptitude and currently work in the construction field in some capacity. However, they lack skills to make lateral or upwards career transitions into related areas.

b) They should access modified or existing programs, such as the 9910 Stationery Engineers in order to grow.

APPROACH: COMMUNITY INVESTMENTS

SSIP uses a neighborhood revitalization approach that invests in low-income neighborhoods impacted by SSIP and its facilities. This approach positions SSIP as an economic driver and catalyst by offering employment opportunities and interventions to residents and other stakeholders. The SFPUC and SSIP seek to effectuate change in communities impacted by its operations by investing in people (residents) and place (neighborhoods). This means providing opportunities that foster ideals around economic inclusion and creating a sustainable economy. Economic inclusion refers to the implementation of “policies, programs and interventions targeted at groups of people or places which are not fully able to participate in mainstream economic life either as a consumer, producer or both.”3 Economic exclusion not only limits economic and social opportunities for an individuals’ success and advancement, it also inflicts huge costs that impact communities as a whole, socially and economically. The devastating toll economic exclusion has taken on the lives of children and adults in the impacted are is undeniable. Four (4) significant costs of exclusion on the economy of an impacted community have been identified:

1) Increase Risks for Unemployment: Individuals (adults) with basic literacy and numeracy skills are five times more of a likely to be unemployed than individuals with more adequate skills.

2) Limitation of Available Skilled Workers: Productivity gaps among SFPUC and other capital development projects will likely occur due to the limitation of available skilled workers.

3) Workers with inefficient education, training and skill levels: People who are uneducated and lack workplace skills are more likely not to access opportunities. Instead, employers are using workers who are capable of doing more skilled work in lower level positions, and, in some cases, may also reside in other communities and surrounding towns.

4) Lack of Customers Affects Business Survival Rate: Income spending power is reduced due to the lack of disposable income, which impacts local businesses’ ability to survive.

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In order for community economic sustainability to achieve its goal of establishing local communities that are economically feasible, environmentally sound, and socially responsible, all the sectors within the community need to collaborate. Participation from all of the sectors is imperative in order to determine the community’s needs, and to identify and implement innovative and appropriate solutions. The AWC understands that in order to achieve this goal its workforce efforts must focus on an economic revitalization strategy that is socially responsible, seeks equity, and attempts to close gaps.

The Adult Workforce Catalyst incorporates both place- and sector-based development strategies in its design to realize the objective of revitalizing impacted communities. Place- and sector-based strategies are two popular methodologies for addressing economic disparity and closing wealth (and other gaps) that impact quality of life. These development strategies allow initiatives to build people’s skills and target industry needs respectively.

Place-Based Strategies More specifically, place-based approaches consider the supply side of the workplace and focus primarily on the characteristics of people in the community where the training program and employment will be located. These strategies help participants gain initial access to the labor market while addressing other essential concerns, such as soft skill development, work readiness training, or development of professional skills. In general, a place-based approach aims to train the unemployed worker and enhance their skills for entering and having success in the labor market. The SSIP’s place-based components will:

Encourage potential workers to gain economic benefit from the development of workplace assets.

Support the education and training opportunities to prepare potential workers (from the impacted communities) with workplace skills relevant to work opportunities with SSIP.

Create a diversity of opportunities and access points to SSIP employment in both construction and non-construction careers for people in impacted communities.

Provide support to address identified barriers to accessing SSIP opportunities.

Sector-Based Strategies Sector-based approaches, on the other hand, consider the sectors or industries in a region that are in need of staffing with workers possessing specific workplace competencies and skills. These strategies focus on the demand side of workplace development and consider the industries in which it is most likely that new employees will be hired. Sector-based strategies may have higher entrance requirements than place-based strategies because their ultimate aim is to aid the targeted sector. They do not focus on increasing the general skill levels of the most disadvantaged residents. SSIP’s sector-based components will:

Focus on labor market and employment needs of the SSIP and its capital and non-construction projects.

Work collaboratively with related education and training entities to leverage, create, or modify existing relevant programs.

Construct skill-based accessible pathways that allow for entry into and advancement within SSIP related projects and departments.

Identify and incorporate the education, skills, qualifications, and competencies required for successful employment placement, and retention into skill-based education and training.

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The SSIP’s hybrid strategy takes into account several things and uses them to guide its activity.

The first are the assets and challenges of the potential pool of workers within the impacted communities and their development needs

The second are the labor needs of the SSIP and its associated projects, and the varying skills and competencies that are required in order to meet the labor needs at all levels.

JOB CREATION, OPPORTUNITIES, AND RESOURCES Job creation is key to creating economic inclusion and sustainability. The AWC facilitates entry into and advancement within SSIP employment opportunities and opens additional pathways for work opportunities with SSIP related industries. Job creation occurs using several mechanisms and levels. These opportunities run across the multiple project phases in both construction and non-construction positions. SSIP can exert varying levels of controls around job creation at each of the levels.

Job Creation Mechanisms

1) Low Controls: Jobs are generated via multiplier effects due to business growth and vendor expansion within sectors that support SSIP operations and workers.

2) Moderate Controls: Jobs that are generated by SSIP contractors and vendors. 3) High Control: Jobs are generated directly by SFPUC/SSIP and its projects.

Job Creation Levels

1) Low Skilled: Occur before, during, and after construction in occupations like landscaping and grounds keeping.

2) Semi Skilled: Occur during and after construction in construction occupations associated with the twenty-six (26) building trades and administrative functions.

3) Highly Skilled: Occur post-construction in Mission Critical occupations like engineers.

Mission Critical Jobs Data

The AWC process reviewed Mission Critical and other workforce and human resource job data specific for the

wastewater industry in order to identify required skills necessary for workforce development. They also

looked at an in depth evaluation of how well an advertised job matches the actual position, including the job’s

requirements, potential for advancement, and what training is necessary in order to fill the employers’ needs.

Once the demand for workers for specific occupations is determined, including how long the workers would be needed, the process undertook an examination of the supply side for skilled labor. By understanding the relationship between relevant apprenticeship programs and the building industry needs, will better equip the AWC, the MOEWD sector academies, and BAYWORK programs at community colleges to increase their effectiveness for linking adult jobseekers to mission critical positions.4 The AWC is a model that allows for equity and access for all interested residents while ensuring that the labor demands of SSIP projects get met. The model also allows SSIP to conduct evidence-based practices that inform how it engages in workforce development that facilitates economic inclusion and sustainability. To achieve this, SSIP translated the three skill levels into a four tiers system (model) known as “No Wrong Door.” This system incorporates place-based elements driven by people skill development needs.

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The “No Wrong Door” system will provide a work opportunity to anyone who is willing to commit to improving his or her skill level. This system identifies and provides a wide range of training opportunities to accommodate a spectrum of baseline skill levels from basic to technical. Individuals with limited skills can enter this “stackable” system through one of multiple access points, which offers them an opportunity to progressively enhance their skills in order to acquire higher skill levels. As a worker gains new skills, s/he advances up the tier that leads to higher paying jobs, and/or the potential to access additional trainings and gain new certifications. The tiers link to proscribed training and education opportunities tied directly to SSIP employment needs.

The success of the “No Wrong Door Model” is based on:

1) The collaboration between employers and workforce development programs and services. 2) Approaches that contribute to building career pathways by developing and providing education and

work experience to unskilled and unemployed workers. This enables them to create a success career path that offers growth and career advancement.

3) A stackable model that includes training, certificates, and work experience.

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TIER I: Basic Skilled Worker (Pre-employment and Work Experience)

Tier I incorporates a place-based approach and it constitutes the largest cohort of workers. This group of workers is severely undereducated and under-skilled. After completion of an initial

assessment, the workers will be assigned to a soft skill, work readiness, or a job-training program that is located within one of the organizations that make up the Southeast Workforce Collaborative Pre-Employment and Work Experience Partnerships. Tier I aims to help participants better understand the job market, their individual barriers to employment, and the services that can help them overcome these barriers. Successful completion of the preliminary individualized training will lead to the opportunity to pursue transitional work or advance to long-term career oriented trainings and certifications programs that will yield higher incomes. Job preparation organizations associated with this Tier include The Garden Project, The Conservation Corps, 5 Keys Charter School, and Young Community Developers. These organizations provide basic job readiness and low-level hard skills tied to SSIP related occupations. They also offer work experiences that emulate actual employment and allow participants to acclimate into the workforce. Jobs associated with the Tier 1 include: Landscaper, Environmental Worker, and Air Quality Control Worker. Tier II: Semi Skilled Workers (Work Readiness and Job Training)

Tier II incorporates a construction sector-based strategy that works with a smaller number of individuals some of whom already possess necessary skills and others that are transitioning from Tier I

into Tier II. It uses sector-based elements like establishing minimum qualifications such as a high school diploma (or equivalent) and it requires some related work experience The primary job preparation organizations associated with this tier are CityBuild and its sector academies along with its partner City College and its associated construction-based trainings. The CityBuild program is the most established pre-apprenticeship program in San Francisco and it offers two distinct construction-training programs that are operated in partnership with local community colleges, labor unions, community-based organizations, and construction contractors. CityBuild Academy is a hands-on, pre-apprentice construction program that prepares candidates to enter construction trade apprenticeships with union employers. The Construction Administration Training Program prepares candidates to perform back office functions on construction sites or home based offices. CityBuild uses eligibility requirements and industry specific service delivery models that successfully prepare candidates to enter the construction industry. They also provide a 12-week classroom and hands-on preparation for specific construction-based skilled trades along with enrollment at City College of San Francisco, Evans Campus.

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The most common Tier II jobs are laborers, carpenters, operating engineers, electrical workers, ironworkers, pile drivers, and plumbers. Participants exiting this tier will possess the skills necessary to engage in work (often seasonal) that can be determined by relevant calendar events. These workers are eligible to enlist with Union Halls, work for General and Sub Contractors, and undertake extended apprenticeships and specialized pre-apprenticeships. They can also pursue opportunities with city and regional capital projects.

It is noteworthy to mention that historically:

The majority of the CityBuild graduates enter either the Laborers’ or the Carpenters’ apprenticeship programs, and then graduate within two-years.

Around 2% of the graduates become Operating Engineer apprentices, and less than 1% enter Plumbers’, Electricians’ or Pile Drivers’ apprenticeship programs.

This indicates that the city and its union partners have been successful with assisting graduates in accessing unions with lower entrance thresholds. However in contrast there has been less success with placing graduates in more advanced trades with competitive apprenticeship entrance requirements. For example, operating engineers, electrical workers, ironworkers, pile drivers, and plumbers are careers seldom assessed by CityBuild graduates. One explanation is that there still is a need for wrap-around services to help the participants to fully and effectively address their barriers to employment. This includes a need to provide greater support for the demands of higher-level math and other skills that need to be accomplished in order to move into higher-level skilled trades. Tier III: Highly-Skilled/Technical (Increased Academic Training and Work-Based Training)

Tier III is a combination of place- and sector-based components. It targets individuals with more refined skill sets that were gained either through some post-secondary academic pursuit or through experiential learning achieved during previous work experiences.

Tier III workers engage in high level, rigorous academic, and work-based trainings. Achieving this requires implementing a competitive pay-based on-the-job training alternative. Income based preclusions may keep some qualified and interested candidates from pursuing post-secondary education necessary to move into these positions. Job preparation organizations associated with Tier III include the 9910 Program and the other on the job training opportunities that encourage skill acquisition and improvement. 9910 Program The 9910 Program, once known as the 9916, came to existence through the Mitigation Agreement created by the Bayview/Hunter’s Point community in 1979 for the expansion of a treatment plant that implemented similar workforce development strategies as SSIP is proposing. The Wastewater Enterprise (WWE) provides the 9910 program, a three-year training and work experience opportunities in the sewage treatment industry. Participants will learn to perform the duties of and are prepared to pass the Stationary Engineers Local 39 Apprenticeship Program Examination after program completion. They will also learn about the San Francisco Public Utilities Commission and Wastewater

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Enterprise organizations and their relationship to other divisions including the range of services they provide. Finally, the participants will also gain skills and experience as a field and laboratory technician, and learn about the responsibilities of the biodiesel program. The SSIP AWC Machinist Pilot Program The SSIP AWC has proposed a pilot program that would collaborate with the Office of Workforce and Economic Development, SFPUC’s External Affairs Division, Regional Labor Director, and BAYWORK.

The pilot is the development of a mission critical trade category for machinists. Machinists are responsible for setting up and operating precision metal cutting and grinding machines (e.g. lathes, milling machines, drills, shapers, boring mills and grinders) for manufacturing, installing, operating, adjusting, and repairing machine tools and other related mechanisms. The pilot will offer five (5) adult San Franciscans who reside in one of the impacted neighborhoods (94124, 94134, or 94107) machinist training and work experience. BAYWORK identified

machinists as a mission critical trade and currently there is no Machinist Apprenticeship in San Francisco. In fact, the closest training facilities are outside of San Francisco in Oakland, Petaluma, and Santa Rosa. SSIP AWC proposes the creation of a CityBuild based project through a partnership with the Community College of San Francisco. This apprenticeship program will respond to the increasing demands for qualified machinists and expand career prospects for the participants of the BAYWORK coverage area. This pilot will inform how to engage in training to prepare lower skilled workers and current apprentices with interest and aptitude for the other four other Mission Critical positions of Electronic Maintenance Technician, Instrument Technician, Wastewater Treatment Operator, and Water Treatment Operator. Tier III jobs include Mission Critical positions such as, electronic maintenance technicians, instrument technicians, machinists, wastewater treatment operators, and water treatment operators. Participants that successfully complete this tier and complete credential training are most likely to acquire permanent jobs with the SFPUC and other public works agencies. Restructuring the qualification requirements would allow the current SFPUC laborers to apply their work history and experience so that they could access higher-level positions. Program Implementation The AWC model leverages existing resources, creates new training specific to SSIP occupations, and modifies existing trainings to include SSIP relevant certifications. It also identifies organizations that allow participants to address barriers to employment from entry through to completion, and job placement. Finally, the model intentionally facilitates worker advancement into increasingly more skilled occupations to achieve economic inclusion and sustainability. Implementing the AWC model requires several things:

1) Creating team of dedicated stakeholders from across sectors that oversee and guides AWC activities (See Partnership section p. N).

2) Building the capacity of the workforce development and training system and providers in the system (See Capacity Plan p. N).

3) SSIP instituting a strategic workforce development model that ensures its’ need for quality workers and residents’ need for sustained living wage jobs. As describe below, under the AWC Workforce Development Model (on page #).

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AWC WORKFORCE DEVELOPMENT MODEL

The Adult Workforce Catalyst, in partnership with existing entities, pilots programs designed to fill specific SSIP workforce needs. AWC targets gaps in skills among the worker pools and focuses on filling those critical needs. Pilot projects allow the AWC team to do three things:

1) Determine if a project is reasonable and feasible in meeting its workforce needs.

2) Assess partner capacity. 3) Identify gaps in the strategy.

After piloting a project, the AWC makes modifications to strengthen the program and address gaps. This helps to ensure that participants experience a greater likelihood of achieving success and transitioning into higher skilled tier levels. Successful pilots then are able to enroll and train participants based on the need or demand for workers in any given SSIP project area. Trainings may roll back their scale as positions and opportunities fill and re-scale when new needs arise. Finally, the pilot projects will focus on occupations related to Mission Critical positions or those where increased numbers of workers may be required to fill demand. Noteworthy factors that can impact AWC projects and their success:

1) Recruitment: Recruitment must focus on individuals with a broad range of skill sets. This means that recruitment efforts must provide a range of mechanisms that allow potential workers to find and connect with SSIP. Given that the pool includes a significant number of individuals possessing multiple barriers to employment, recruitment strategies must target them in ways that help them see the potential paths to opportunity that SIPP presents.

2) Organization of Project Timing: A 2-year apprenticeship for the occupation is required.

Therefore, training activities must begin 2 years before job opportunities become available. For example, if SSIP knows it will need to fill five (5) machinists positions in the spring of 2017, seven (7) to ten (10) workers must go through an apprenticeship starting in the spring of 2015 in order have qualified workers by the spring of 2017.

3) Classroom and On-The-Job Training Durations: Training must last long enough for participants to

acquire and practice skills so that are proficient in SSIP job categories and classifications. SSIP departments and agencies can determine how much time it takes to gain proficiency for a particular trade and the skill areas. AWC projects should use these as guides to determine the length of the training. For example, the 9910 Stationary Engineers project lasts for 24-months, but in order to fill positions with SSIP, it is recommended that the classroom training duration be shortened and replaced with on-the-job-training to supplement the deducted hours. This would allow current employees to use work-based experience to achieve the classification and move into employment at a SSIP facility.

4) Project Funding: The AWC must ensure that funding to support programs is in place before they

begin. This means identifying budgets and funding sources at least one year in advance of a training going on-line. For example, if SSIP knows it will need to create a Machinists apprenticeship in the spring of 2015, it must begin securing funding for that apprenticeship by winter 2014.

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AWC Process

The AWC and its workforce partners identify, recruit, and train those with the interest, aptitude, skills, and experience to perform work on SSIP related projects. The AWC model incorporates three core components to accomplish this objective.

Component 1: Recruitment into AWC training projects Potential workers attend orientations at “feeder” or “access” CBO and NPO partners. If a person determines that they’d like to pursue opportunities, they move to the assessment phase. Component 2: Assessment of interest, aptitude, readiness, and need for supports that facilitate success Those interested in SSIP related occupations take a battery of tests to see if they possess the necessary aptitude, education, and experience to move directly into work or if they require additional preparation before they can do so. Assessment also determines what types of wrap-around services a person may require to achieve success in the training and work-experience phases of AWC catalysts. Wraparound services occur from point of entry and assessment through to placement in a job. Component 3: Provision of skill training linked to SSIP based occupations Based on the outcome of the assessments and in accordance with the participants determined aptitude and interest, the participants will move into one of the skill tiers and its associated training and work-experience opportunities. These activities enhance

work-readiness skills and build workplace competencies in specific occupational areas. Some participants go into pre-employment activities in entry-level areas while other participants enter sector academies or training opportunities that require increased job skills and competencies. Once a resident goes through the program components, they access employment in SSIP construction projects with unions and contractors.

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Timeline

The AWC Project timeline corresponds with the construction timeline for SSIP projects. The AWC Workforce

development activities occur in 6 phases:

Phase 1: ID work opportunities for each tier and component of project. Phase 2: Match with existing provider partner or internal training/Modify existing programs to meet new needs. Phase 3: Begin pilots of relevant education/training based on worker demand and current supply OR ID current workers for OJT opportunities. Phase 4: Run pilots and/or place workers in current programs on projects after completion. Phase 5: Evaluate Pilots. Phase 6: Scale and roll back pilots as needed based on worker demand and supply. Training and education activities should begin at least 12 months prior to a SSIP project's start date so that when the construction begins, workers are ready to fill project workforce needs.

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Capacity Building Plan Neighborhood revitalization effort, similar to those proposed by SSIP and its Workforce Development Catalyst require investing resources in building the capacity of external partners and collaborators. Doing so will prepare and enable this broad spectrum of providers to deliver services that develop worker skills using curricula, work-experience, soft-skill and hard skill

training, and wrap around services that reflect employer needs and the actual skills and qualifications necessary to perform well in SSIP positions. SSIP’s Adult Workforce Catalyst has determined three (3) important focus areas where it should cast its capacity building lens:

1) Organizational Capacity 2) Education Training, Work-Experience, and Apprenticeship Efforts 3) The pool of potential workers and Wrap Around Services

These are important because they have been proven to be the anchors for the overall and long-term success of strategies like AWC and its efforts. Aside from the variables mentioned above, the capacity building plan has a companion sustainability plan that outlines how to fund and sustain these activities throughout the course of SSIP development.

SSIP’s Adult Workforce Catalyst – 3 Focus Areas and Their Strategies

FOCUS 1 Organizational Capacity

Strategy A Strategy B

Investment in the Assessment and Mitigation of Barriers to Employment

Investment in Creating Relevant Education and Training Curricula

FOCUS 2 Education Training, Work-Experience, and Apprenticeship Efforts

Strategy A Strategy B Strategy C

Modification of the 9910 Program

Creation of a San Francisco-Based Machinist Apprenticeship

Creation SSIP Mission Critical Job Apprenticeships

FOCUS 3 The Pool of Potential Workers and Wrap Around Services

Strategy A Strategy B

Connect workers with wrap-around support opportunities region wide

Connect workers to opportunities to practice SSIP related trades and work

FOCUS AREA 1: Organizational Capacity

Strategy A: Investment in the Assessment and Mitigation of Barriers to Employment Resident success in SSIP education and training programs requires mitigation of the five deeply entrenched barriers to employment. This should occur within the context of pre-employment and work-readiness programs or as a part of the assessment of worker aptitude and readiness described in the implementation portion of this document. These efforts will aid in priming workers for SSIP career pathways. The residents are more likely to enroll in education and trainings when their barriers to employment are addressed. Funding and other resources will be used to assess, overcome, and address their identified barriers. Strategy B: Investment in Creating Relevant Education and Training Curricula Organizations need to understand the requirements of SSIP based occupations to create or modify training programs that directly link with and reflect worker need throughout the lifespan of the project. To do this in a strategic way, the AWC should form the Southeast Workforce Collaborative by February 2015. This cross-sector collaborative will provide information on basic work skills, competencies that are needed

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for employment on SSIP projects, and make recommendations and suggestions on how to include them in their education and training curricula. The collaborative will guide residents through various stages of job preparedness and the skill enhancements that are linked to real job opportunities with SSIP. The SFPUC, Southeast CBO's, Laborers Training Fund, and RDJ will lead this on-going high priority strategy, and SFPUC, philanthropic entities, Department of Industrial Relations, or the Department of Labor could fund this component of the capacity plan.

FOCUS AREA 2: Education, Training, Work-Experience, and Apprenticeship Efforts

Strategy A: Modification of the 9910 Program The 9910 Program is a 24-month program that provides training and sewage treatment-related work experience and prepares participants to pass the Stationary Engineers Local 39 Apprenticeship Program Examination. Focus Area 2, Strategy A will use the existing 9910 program with modifications as a framework. The 9910 Program time commitment will be reduced to 18-months, so that mission critical qualified workers could start to attain a steady income with a competitive salary in an on job training position.

Other modifications will be explored in order to create a plan for how AWC will modify this program without compromising its integrity. In addition, this strategy will seek to expand the definition of “work-experience” to cover current SFPUC Laborers interested in skill enhancement. This high priority target should occur by March 2015. The potential funders for executing this strategy include SFPUC, OEWD, City of San Francisco, and BayWork. Strategy B: Creation of a San Francisco-based Machinist Apprenticeship Currently, San Francisco does not have a Machinist Apprenticeship. Machinist is one of five Mission Critical positions identified by SSIP for operations of facilities. The closest training is almost 20 miles away creating a barrier for those workers interested in pursuing or transitioning into this career path. The creation of this apprenticeship in San Francisco would positively impact the supply of potential workers to meet SSIP demands for filling these Mission Critical job positions. The goal of this strategy is to create and initiate an apprenticeship program with partners from across sectors, particularly unions. The apprenticeship design will be based on the format of other regionally based machinist apprenticeships. The AWC will accomplish this high priority target by March 2015 by filing an apprenticeship agreement with California State regulating agencies. The potential funders of this strategy include SFPUC, OEWD, City of San Francisco, and BayWorks. Strategy C: Creation SSIP Mission Critical Job Apprenticeships Creating a pipeline of workers to fill Mission Critical positions once SSIP facilities go on-line is essential. To do this SSIP must facilitate the creation of apprenticeship programming related to the additional occupations of Instrumentation, Controls Technicians, and Electronic Maintenance Technicians. The apprenticeships will take their cues from the Machinist Apprenticeship after its pilot phase. The Machinist Apprenticeship and other programs will utilize industry best practices for how to conduct these types of work-experience scenarios. Once the programs are ready to go to scale, the SSIP will file apprenticeship agreement with California State regulating agencies. This is a high priority strategy with a target completion date of March 2015. The potential funders of this strategy include the California Department of Labor, San Francisco Municipal agencies, OEWD, SFPUC, and BayWorks.

FOCUS AREA 3: The Pool of Potential Workers and Wrap Around Services

Strategy A: Connect workers with wrap-around support opportunities region wide Evidence shows that residents from impacted areas do not access highly skilled apprenticeship programs like those that lead to careers in Mission Critical jobs. As stated previously, CityBuild data indicates that barriers to employment along with compromised math and other technical skill competencies means that even when residents do go into these programs, they do poorly or do not complete them at all. To address this and increase the likelihood that individuals from the impacted area complete Mission Critical focused apprenticeships, the AWC incorporates wrap-around support services that address multiple barriers to

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employment. The SFPUC, SSIP, and BayWorks plan to create the opportunity for training, the opportunity to practice the trade, and its associated work. In addition, linkages to supports will be created in order to encourage and support the full participation and completion of the training opportunities. This high priority strategy will occur throughout the project once apprenticeships are established. The potential funders of this innovative strategy include SFPUC and Bayworks. Strategy B: Connect workers to opportunities to practice SSIP related trades and work Opportunities to practice the areas of work related to SSIP projects is integral to successful employment on the projects during the apprenticeship programs. Resources should be committed to identify a construction focused career pathway and how newly acquired skills can be applied to various projects so that participants can train and work on other projects related to SSIP work. This high priority strategy will involve the SFPUC, SSIP, OEWD, and LIUNA (Laborers International Union North America). The potential funders of this strategy include SFPUC, OEWD, and LIUNA.

Partner Organizations

While there are many nationally recognized benefits and advantages to partnership development, the answer

to why one seeks to establish partnerships is relatively simple. There is added value in working and

collaborating with other organizations and the benefits of effective partnerships do not appear overnight.

Strong partnerships and collaborative efforts help generate support for, execute, manage, and evaluate workforce development initiatives. Working with groups of internal and external partners in collaboration will allow the AWC to continue to move its hybrid Sector/Place model forward by engaging with employers and potential workers alike. Partnerships help SFPUC respond to the existing skill-based gaps among current and potential workers by providing workforce training. These trainings and other experiences produce workers who meet the expectations unions have for those workers. Developing partnerships is a fundamental best practice for achieving success in community development. Active partners that contribute to the design and implementation and that are active with the sustaining of programs are important components for the program’s success. Establishing the right partnership that is effective and inclusive takes time. Therefore, it is critical that SSIP develop a framework that is sustainable and successful from the start. They should also create a review process that evaluates the structure of partnerships in order to measure potential success or failure. The Compassion Capital Fund in 2010 wrote a report that focused on developing and working in partnerships

titled, Partnerships: Framework for Working Together. This well-researched document indicates that partnership success depends on adopting a long-term, flexible, and organic approach to managing the complexities of partnerships. Successful workforce development initiatives hinge on strong personal and institutional relationships to facilitate partnership creation and management and to work best with a variety of organizations across different sectors (non-profit organizations, government entities, private contractors). The AWC proposes the creation of the cross-sector Southeast Workforce Collaborative. This collaborative would incorporate elements and characteristics of other partnership models in order to achieve the greatest impact. The AWC partnership model also borrows elements such as

cost and resource sharing from the Cost Allocation partnership model. For example, City College could provide facilities and faculty (both of which receive Federal government funding). Other examples include, but not

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limited to, information sharing, coordinating efforts, management, and administration. These collaborative efforts would surely generate positive public perception for SSIP due to its interest and commitment to community and its development. The Southeast Workforce Collaborative will be comprised of the Laborers Training Fund, SSIP, CityBuild, BayWork, Young Community Developers, A. Phillip Randolph Institute, Aboriginal Blackman United, Asian Neighborhood Design, Chinese for Affirmative Action, and others (see addendum for full organization profiles). The Southeast Workforce Collaborative role will be:

1) Guided by the perspective of unions and identify the baseline criteria for talent. 2) Directing the workforce training and community based organizations in developing programs that

prepare their participants to acquire career success. 3) Assisting community and non-profit organizations with identifying and providing appropriate wrap-

around services to address and support the barriers to employment for the participants and to apply the best practices for developing methods to embed the participants in the workforce preparation scenarios (e.g. education, training, OJT).

4) To provide a platform that directs and launches the participants to their qualified tier level. The collaborative is responsible for ensuring programming quality and that training needs are met for both the both the employer and the worker. This collaboration loosely adopts some elements of the successful Bay Area Workforce Collaborative (BAWC), in particular regarding skill deficits and gaps. Work related deficits and gaps can leave many workers in poverty because there are not enough qualified employees; employers are then unable to meet their need for a skilled workforce. The AWC Southeast Workforce Collaborative Plans to Strengthen:

1) SSIP’s capacity to meet workforce demands with a skilled workforce to fill SSIP occupation opportunities.

2) The capacity of education and training organizations to help them create and implement occupation programming that is skill based and relevant to the SSIP opportunities.

3) The capacity of adults in the District 10 area so that they can be employed in SSIP occupations opportunities.

The Laborer’s Trust Fund is tasked with maintaining union standards and managing training and apprenticeship programs. This group will lead the Collaborative in implementing a uniform testing protocol to assess workers’ job readiness capacities. The results will be used to steer persons to one of many career-training programs. Assigning participants to training programs based on uniform aptitude testing should decrease attrition and increase graduation rates by providing the training most relevant to their immediate need. Additionally, candidates with higher aptitude will be identified, trained, and promoted into the work force more rapidly. With some capacity building resources allocated by SFPUC or partners, the organizations comprising the Collaborative will leverage their respective resources in order to:

1) Provide expedited training for those who demonstrate high aptitude. 2) Ensure academic assessments and services provided in workforce training programs are relevant and

consistent with hybrid sector-place based strategy. 3) Standardize the monitoring of academic progress of persons coming through different organizations. 4) Communicate with partners to improve access to the academic services of external partner

organizations (List of Partners Organizations are in the addendum).

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Partner Profile List (NOTE: Profiles of external partner organizations appear in the addendum Partner Organizations)

Organizations Internal Pre-Apprenticeships Private 5 Keys Charter School 9910 Stationery Engineers A. Philip Randolph Institute Aboriginal Blackman United Asian Neighborhood Design BayWork California Department of Industrial Relations City College of San Francisco CityBuild Hunters Point Family Laborer's Training Fund Laborer’s Trust Fund Mission Hiring Hall Old Skool Cafe San Francisco Conservation Corps San Francisco Garden Project Young Community Developers

Mayor’s Office of Workforce and Economic (OWED) Development SFPUC Contract Monitoring Division SFPUC Infrastructure SFPUC External Affairs SFPUC Communications

Boilermakers Bricklayers and Allied Crafts Carpenters Carpet, Linoleum, & Soft Tile Workers Cement Masons Drywall-Lathers Electricians Elevator Constructors Glaziers Heat and Frost Insulators Ironworkers (Field) Laborers Millwrights Operating Engineers Painters and Tapers Pile Drivers Plasterers Plumbers, Pipe Fitters, and HVAC/R Service Technicians Roofers and Waterproofers Sheet Metal Workers Sprinkler Fitters Teamsters Tile Layers& Finishers

AECOM/AGS AECOM/Parsons JV AECPC Group, LLC Black and Veatch Brown and Caldwell Brown and Caldwell/SRT CB&I CDM-Smith/A-T-S JV CH2M Hill CH2M Hill and Avila Assoc. ESA Orion JV FEJA ICF International and Avila Associates ICF Panorama Kennedy/Jenks-WRE-Team MWH MWH/URS JV URS

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Sustainability Plan As with all initiatives of this type, the challenge of sustaining and institutionalizing it requires the creation and execution of a strategic funding plan. Best practices in neighborhood revitalization

speak to creating the plan concurrently with strategies. The plan considers potential funding sources and funding needs over time. The AWC Sustainability Plan considers these things in addition to the Catalyst’s activities, associated tiers, and anticipated outcomes. Note that the AWC should consider and develop a strategy for how it assists partners from the NPO and CBO sectors in securing funding to support programming aligned with SSIP goals for skill training and wrap-around support services. Funding Sources This plan considers private and public funding sources. Potential public funders include local, state, and federal government entities like the Workforce Investment Act and its local Workforce Investment Board, and the Department of Labor and its Employment and Training Administration. Private funders include foundations and SSIP partner firms that are required to make investments related to community benefits. Foundation funders can make cash donations in the form of grants and assist with leveraging funding to test and execute this workforce strategy. Private partners can contribute cash, make in-kind contributions and offer volunteers that fill program needs. Public funders can provide grants in addition to leveraging resources in the form of in-kind contributions. They can also provide volunteers to work on SSIP related activities. Local public funding sources include the AD10 Committee that was responsible for negotiating a core community benefit agreement that allocated resources for an integrated community driven job ladder program. As a result, Bayview Hunters Point and the District 10 community acquired the maximum possible benefit from the program. The organizations of the AD10 Committee are Lennar – BVHP, LLC and Lennar Communities, Inc., the San Francisco Labor Council (SFLC), the Association of Community Organizations For Reform Now (ACORN), and the San Francisco Organizing Project (SFOP). At the State level, the AWC should explore the Workforce Accelerator Fund, which makes annual grants to Project Teams that create and prototype innovative strategies to accelerate skill development, employment, and reemployment for one or more of the target populations (long-term unemployed, returning veterans, individuals with disabilities, low-income workers, disconnected youth, and ex-offenders). Innovations that emerge from the prototypes will then be scaled and replicated across the state infusing new ideas into the “bloodstream” of workforce development. The U.S. Department of Labor and its Employment and Training Administration, provide funding to support regional efforts that address economic exclusion and close income gaps via targeted workforce training activities. SSIP should explore pursuing the following grant-based initiatives for federal workforce funds. The Public Works and Economic Development Program The Public Works and Economic Development Program was created to assist communities during economic decline, to help with revitalization, expansion, and upgrading of their physical infrastructure; as well as to help attract new industry, encourage business expansion, diversify local economies, and/or to create or maintain long-term private sector job opportunities and investments. This program also supports locally developed projects, like skill training programs, that are innovative and solution driven and that encourage long-term self-sufficiency and globally competition. Grant funding is possible to support projects that focus on worker training and employment initiatives. Since the Workforce Investment Act and the Local Workforce Investment Board are federally funded, they are ideal avenues to pursue funding to support community driven collaborations for the creation of on-the-job training and other occupation training programs. The HUD funded Step-Up Program The HUD funded Step Up Program is an apprenticeship-based employment and training program. This program offers low-income individuals the opportunity to work on construction projects in order to gain skills and income.

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The LIUNA Training & Education Fund The LUINA Training & Education Fund is the developer of the highest quality, most comprehensive, and up-to-date training curriculum in the workforce development industry. The instructors are taught to implement education techniques that are recognized as most effective. These techniques are both rooted in and applied in order to create an interactive learning experience. Other private funding sources include local and other foundations whose funding priorities align with the goals of SSIP and its AWC. SSIP’s AWC management team should target foundations seeking to make strategic investments that lead to economic inclusion, create jobs, and efforts that work to close income and wealth gaps. The San Francisco Foundation and its Bay Area Workforce Collaborative (BAWFC) make such investments. The BAWFC is made up of thirteen (13) philanthropic organizations that partner together to leverage public and private investments for the sole purpose of strengthening and expanding the Bay Area’s workforce training system. As a result, the BAWFC has raised over $10 million in grants to support workforce development programs that prepare low-income adults and displaced workers to get employed in jobs that offer family-sustaining wages and career advancement opportunities in high-demand industry sectors. The BAWFC is active with supporting policy and advocacy efforts aimed at developing continual funding streams for workforce-training programs and to improve and strengthen the overall regional workforce system. Foundations SSIP Should Explore for Funding Support

The Surdna Foundation The Surdna Foundation supports sustainable communities throughout the United States that are guided by principles of social justice, healthy environments, and support thriving and strong local economies and cultures. Pacific Gas and Electric Company (PG&E) PG&E funds non-profit programs and activities whose efforts focus on economic vitality, job expansion, workforce development, and policy planning within northern and central California. In particular, PG&E funds both general operations and program-specific projects that assist underserved communities, people with low incomes, people of color, and people with disabilities. Qwest for a Strong Workforce Qwest for a Strong Workforce supports innovative programs that focus on the both worker and economic development and that address building job-entry skills (e.g. confidence building), school-to-career transitions, adult learning, workforce development, and developing and delivering technology focused on improving workforce readiness. Sun Microsystems’ Community Development Grants Program Sun Microsystems’ Community Development Grants Program invests in low-income communities that have high employment and school dropout rates. Grant awards are for education, employment, and job development in Colorado, San Francisco (Bay Area), and Merrimack Valley of Massachusetts.

Funding Types

The plan identifies three (3) types of funding: cash, volunteer, and in-kind. Each of which have the capacity to

create integrated and diverse streams of revenue allocated for job creation efforts while achieving goals

around neighborhood revitalization. This revenue can support a range of needs.

1) Cash Funding Private partner firms, foundations, and other entities can give cash support for workforce development models that focus on building infrastructure and community. Specifically, the donation can support related programs and/or general support of program activities.

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Cash Contributions Support For Pre-Employment Organization

Enrollment costs for pre-employment organization staff to an academic/education program in order to increase their instruction and facilitation skills and proficiency level.

To be used by the pre-employment organization for capital improvements, equipment, furniture, instructional material and/or supplies.

For pre-employment organization to hire (and pay for) consultants to assist with strategic planning, capacity building, and/or other organizational support activities.

For Sector Academies

For qualified applicants or organized labor for enrollment in Sector Academies.

To be used by the Sector Academies for capital improvements, equipment, furniture, instructional material and/or supplies for appropriate training at non-governmental sites.

For Sector Academies to hire (and pay for) consultants through non-governmental partners to assist with strategic planning, capacity building, and/or other Sector Academy support and expansion activities.

Office of Economic and Workforce Development (OEWD) for On-The-Job Training (OJT)

To develop partnership with Office of Economic and Workforce Development (OEWD) for On-The-Job Training (OJT) purposes.

To cover job seeker participation in OJT, including childcare, appropriate work attire clothing, tools, union dues, and/or transportation costs (i.e. wrap-around services)

To hire an evaluation consultant/firm to evaluates, documents, and provides useful feedback on the program as an effective workforce investment for OJT, including midcourse correction (if necessary)

Brown Bag Sessions

To provide lunch for Brown Bag Sessions at an OJT site or other location

To pay rent and equipment costs (e.g. tables, chairs video equipment, etc) for Brown Bag Sessions

To pay for participant transportation (e.g. rent van, Bart card, etc) costs (funds to non-governmental entity/partner) to the site for the Brown Bag Sessions

Hiring Fairs and Resume Workshops

To cover the costs of refreshments, the purchase or rent of any equipment (e.g. tables, chairs, video equipment) for Hiring Fairs and Resume Workshops

To pay for jobseeker transportation (e.g. rent van, Bart card, etc) costs (funds to non-governmental entity/partner) to the site for the Hiring Fairs and Resume Workshops that live in the southeastern part of San Francisco.

To hire (and pay for) a consultant/expert to assist with resume writing and development, strategies for interviewing, and other employment topics directed for jobseekers.

One of the partner firms may hire a participant from the southeastern part of the city. Volunteer Funding

These are individuals who donate their time to offer expert assistance for the creation, planning, and execution of the AWC strategies with SFPUC, city government, external partner organizations, or private partners. Volunteer Contributions Support Volunteering for Pre-Employment Organization

Employee volunteers play a number of roles. They present seminars, exercises, and conduct interactive lectures to the community-based organization about their company. They discuss the job skills and the academic preparation that is necessary to successfully qualify for various

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positions. For each hour a volunteer gives to the pre-employment organization, they will accrue a credit at an equal value.

The pre-employment staff will visit a company worksite, in order to learn more about the company’s professional environment and culture. Gained knowledge will then be used in the pre-employment training at the community-based organization to assist with the participants’ pre-employment preparation.

Volunteers also help with reviewing training material, curriculum, and program agenda for the pre-employment organization.

Volunteering for Sector Academies

Employee volunteers play a number of roles. They present seminars, exercises, and conduct interactive lectures to Sector Academies about the industry, the necessary skill sets, and the academic preparation necessary in order to successfully qualify and compete for various positions. For each hour a volunteer gives to the pre-employment organization, they will accrue a credit at an equal value.

The partner organization staff will visit different company worksites, in order to learn more about the company’s professional environment and culture. Gained knowledge will then be used in the Sector Academy to assist with the participants’ pre-employment preparation.

Volunteers also help with reviewing training material, curriculum, and program agenda for the Sector Academy.

Volunteering for OJT

Employee volunteers play a number of roles. They present seminars, exercises, and conduct interactive lectures on different industry sectors. They also discuss the job skill sets and the required academic preparation in order to successfully qualify and compete for the OJT opportunities at their firm. For each hour a volunteer gives to the pre-employment organization, they will accrue a credit at an equal rate.

The partner organization staff will visit different company worksites, in order to learn more about the company’s professional environment and culture. Gained knowledge will then be used to assist with preparing the participants for OJT opportunities at that firm.

Volunteers help with reviewing of and feedback on the training material, curriculum, and the program agenda in order to best prepare OJT participants.

Volunteering for Brown Bag

Employee volunteers present at seminars, exercises, and conduct interactive lectures during the Brown Bag lunches. They give an overview of the industry sector, the job skill sets, and the academic preparation requirements that are necessary in order to successfully qualify and compete for the job within the sector. For each hour a volunteer gives to the pre-employment organization, they will accrue a credit at an equal rate for providing the above services to jobseekers that reside in the southeastern part of San Francisco.

Employers make site visits to partner organization sites to host Brown Bag Sessions.

Volunteers will review and provide feedback on the Brown Bag lunches for quality and improvement purposes.

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2) In-Kind In-kind supports include goods and services that are donated to SSIP for the development and execution of the AWC and its associated strategies. In-kind supports can come from multiple sources and include facility space, technology (e.g. computers), training, internships, and related opportunities that contribute to maintaining the quality and effectiveness of SSIP.

In-Kind Contributions Support For Community-Based Partners

In-kind donations can be given to community-based partner(s) as needed. This includes the following items: capital improvement (i.e computer lab), equipment (i.e. technology), and furniture (i.e. tables, chairs, desks). The in-kind contributions accrue at the equal value of the actual cost of the product(s).

For Pre-Employment Organizations

In-kind contributions can include the curriculum for advanced skill training preparation for the pre-employment organizations.

Clipper cards, BART cards, Muni passes, new work attire, childcare services and other supportive items can be are acceptable in-kind contributions for jobseekers that participate in the advanced skills training at pre-employment organizations.

For Sector Academy

In-kind contributions can include a developed curriculum to be used by the Sector Academy.

In-kind donations can be given to non-governmental Sector Academy partners, as needed. This includes the following items: capital improvement (i.e computer lab), equipment (i.e. technology), and furniture (i.e. tables, chairs, desks).

Clipper cards, BART cards, Muni passes, new work attire, childcare services, union dues, equipment, and other useful items for jobseekers that participate in the at Sector Academy.

For OJT

In-kind contributions can include a developed curriculum for preparing OJT participants.

In-kind donations can be given to non-governmental workforce preparation partners, as needed. This includes the following items: capital improvement (i.e computer lab), equipment (i.e. technology), and furniture (i.e. tables, chairs, desks).

Clipper cards, BART cards, Muni passes, new work attire, childcare services, union dues, equipment, and other useful items for qualified participants to participate and complete OJT.

For Hiring Fairs and Resume Workshops

Clipper cards, BART cards, Muni passes, new work attire, childcare services, union dues, equipment, and other useful items for qualified participants that reside in the southeastern part of San Francisco.

One of the partner firms may hire a participant from the southeastern part of the city.

For Mentors that Work with the Community-Based Partner Pre-Employment Organization

Employees work one-to-one as mentors assisting participants from the southeastern part of San Francisco prepare their resumes and improve other skills that are necessary for in order to achieve successful hire.

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Employees review participant resumes and give feedback to participants from the southeastern part of San Francisco.

Employees develop and provide appropriate sample resumes and/or interview videos for use by jobseekers from the southeastern part of the city.

For Volunteers that Work with the Community-Based Partner Pre-Employment Organization

Volunteers will assist with resume writing and practice interviewing with participants. For each hour a volunteer gives to the pre-employment organization, they will accrue a credit at an equal rate.

For Brown Bag

In-kind contributions can include a developed curriculum and agenda to use at Brown Bag Sessions.

Clipper cards, BART cards, Muni passes, new work attire, childcare services, union dues, equipment, and other useful items for participants that reside in the southeastern part of San Francisco in order to participate in the Brown Bag Sessions.

Participants will be provided a written evaluation form and AWC will provide a written analysis of the evaluation form results. This will be done continuously in order to improve these events.

POLICIES AND TOOLS

Local Hiring and Prevailing Wage Ordinances San Francisco’s Local Hiring and Prevailing Wage Ordinances will impact the implementation of the AWC. These policies can have a direct effect on determining how AWC operates regarding SSIP projects. March 25, 2011 was the effective date for the Local Hiring Ordinance. Therefore, any contracts whose initial bids were on or after March 25, 2011 will be covered by the new ordinance. During year one, the mandatory participation by local residents began at 20% of total project hours for each trade, without going below 10% for disadvantaged workers. After this period, the mandatory participation level increases incrementally by percentage up to seven years. During year seven, the participation level will be at least 50% of project hours within each trade that are performed by local residents, without going below 25% of all project hours within each trade performed by disadvantaged workers. General Policy Details SSIP projects utilize federal and state funds above $400,000 and falls under the criteria of public work or improvement projects therefore they are governed by the San Francisco’s Local Hiring and Prevailing Wage Ordinance. In the case of a violation, either contract provisions would be made or a segregation of the funds could occur. SSIP contractors should be aware that any work hours performed by out of state workers do not count towards the number of project work hours to which the local hiring policy applies and that the requirements apply only in proportion to actual San Francisco costs, which are included in non-City funding sources. The local new ordinance will govern all city-funded projects within 70 miles from and outside of San Francisco city and county. However, projects within the 70 miles must apply local hiring requirements that are in proportion to the San Francisco costs. Non-city funding will not be permitted. The local hire requirement for city-funded construction projects that are 70 miles or more outside of San Francisco city and county should include San Francisco residents, local workers, and workers who live within the region.

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This policy is not applicable to the existing Project Labor Agreements (PLA) effective prior to the date of the policy or to any projects that are advertised for bid after the effective date of the policy that are covered with existing PLA’s. SSIP should be aware of PLA effective dates. SSIP contractors can leverage financial and non-financial incentives when they exceed local hiring requirements. This includes financial incentives that comply with applicable law and do not exceed one percent of the estimated cost of the contract and non-financial incentives by OEWD regulation. Noncompliance and Enforcement Enforcement mechanisms establish various consequences of noncompliance with the policy including the assessment of penalties against contractors that do not meet the local hiring requirements. Contractors should be mindful of existing prevailing wage laws. The penalty for noncompliance is equal to the journeyman or apprentice prevailing wage rate for the primary trade used by the contractor for each hour the contractor was noncompliant of the local hiring requirement. The legislation also provides a pipeline and retention compliance mechanism that allows contractors and subcontractors to receive a conditional waiver from local hiring requirements for a project specific basis. This can include “specialized trades, a process of receiving credit for local hiring on non-covered projects, a process for sponsoring apprentices, and a process for direct entry agreements with apprenticeship programs.”5 SSIP Associated Contractors The following worker criterion applies when identifying a local worker or contractors associated with SSIP. The San Francisco Office of Economic and Workforce Development (OEWD) defines a core employee or existing worker “as an apprentice or journey level employee who appears on the contractor’s certified payroll 60 of the previous 100 calendar days prior to date of award of city contract.”6 SSIP contractors are required to submit a Local Hiring Plan for covered projects that are more than $1 million and to keep records of the requirements related to the Local Hiring ordinance. Subcontractors of all tiers are also required to comply with the Local Hiring requirements. OEWD is responsible for establishing reporting procedures for the contractor. The contractor is required to use the CityBuild referral program when their preferred method of hiring prevents them from meeting the local hiring requirements of the policy. SSIP contractors should be mindful that the policy does not limit a contractor’s ability to assess qualifications of prospective workers or to make the final hiring and retention decisions. Therefore, SSIP should establish guidelines, tools, and

mechanisms that support the contractors’ ability to meet the OEWD criteria in order to consider both worker demand and supply. Additionally, until there is a sufficient pool of qualified local workers, it could be useful for SSIP to explore how it can use waivers in areas similar to Mission Critical Jobs for proposed pre- and apprenticeships. The OEWD defines a resident as, “a person who maintains a domicile within the City of San Francisco 7 days prior to commencing work on the project,”7 and a disadvantaged worker as, “(i) resides in a census tract within the City with a rate of unemployment in excess of

150% of the City unemployment rate; or (ii) at the time of commencing work has a household income of less than 80% of the AMI, or (iii) faces or has overcome at least one of the following barriers to employment; being homeless; being a custodial single parent; receiving public assistance; lacking a GED or high school diploma; participation in a vocational English as a second language program; or having a criminal record or other involvement with the criminal justice system.”8 Both criteria align with those established by SSIP’s AWC and the population it seeks to serve in the impacted communities. Recent Modifications to the Local Hiring Ordinance In the last few years, the local hiring legislation has undergone some relevant modifications. Last March 2014, the oversight body for the Local Hiring Ordinance, the Board of Supervisors, voted on whether or not to hold the City's local hiring requirement at 30% for at least a year, rather than increasing it to 35% in order to see

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further data on the local hiring performance on projects that were built under the 30% requirement. In May 2014, a review of outcome data showed that from the year ending March 2014, contractors had employed 38% of the local workforce across 1.5 million job hours. As a result, these statistics supported the expansion of local hire and workforce pipeline-building initiatives like SSIP. The 2013 OEWD annual report highlights the success of the third year of local hiring implementation. In particular, the requirement for third year of local hiring implementation was to meet a 25% goal of local workforce on projects. These projects achieved an average of 39% of local workforce participation. For the 22 projects currently underway the target is higher, 30%. Preliminary data shows that these projects are also on their way to exceeding the expectations with a current average rate 42% of local hiring. The ordinance requires at least half of all apprentice hours to be performed by local residents, and the report shows an average of 61% local apprentices since 2011, compared to an average of 37% under "good faith." At minimum, the ordinance requires that local residents should perform at least half of all apprentice hours. Again, highlighting the success of this program, the report shows that since 2011, there has been an average of 61% of local apprentices compared to an average of 37% under "good faith." Project Labor Agreements Historically, Project Labor Agreements (PLA’s) were used to establish the parameters of working conditions and labor relations between the general contractor, the developer, and the building trade unions. They also have typically focused on larger or groups of construction projects. However, more recently, PLA’s have taken on additional functions. They now include smaller projects. Smaller jobs offer new workers additional work opportunity so that they are working more consistently. This is important because in order to transition from apprenticeship to a journey level position the workers need work that is ongoing. PLA’s have become an effective tool for targeted hiring programs.

PLA’s are now used as standard operating procedure.

They outline the hiring process.

They help protect and guarantee that the employer requirements get met and prioritize job quality standards for the worker.

New workers who enter construction jobs through PLA’s have a higher chance of acquiring a stable longer-term position that earns better wages with benefits and career advancement.

However, in order for targeted hiring to be successful, the general contractor, the building and trades council, and their affiliates must sign off on the PLA.

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RECOMMENDATIONS 1) Pilot Programming

Create pilot apprenticeship and other training programs across tiers to gain proof of concept and to determine if it is reasonable and feasible to scale on the programs. High priority apprenticeship needs are in the five Mission Critical occupations. Creating pilot programs in these areas, starting with the Machinist job functions, can help to determine how other similar trainings could roll out.

2) Restructuring existing qualifications

Restructuring qualification requirements in order to allow current SFPUC laborers to apply existing work history toward the required time of training so that Tier II workers into these positions.

3) Monitor Labor Market Data Continue to monitor and track labor market data related to SSIP occupations and industries. This can inform what types of trainings are needed and what the pool of potential workers looks like.

4) Diverse & Phased Funding Streams

Ensure that resources exist and are disbursed over time to assist those in greater need of support to secure and retain self-sufficient employment. Avoid reliance on any one type of funding support and cultivate multiple funding sources and streams to sustain programs.

5) Make distinctions on classifications and required skills Distinguish between entry-level jobs that may be most appropriate for those in need of support and entry-level for other jobs (more appropriate for those who need no supports)

6) Mirrored Timelines The workforce investment timeline should mirror the project timeline. Eighteen (18) months may be an aggressive timeline for cohort members (depending on skill and education level at start of training). If training for committed jobs parallels the timeline for these jobs coming on-line, the jobs will serve as a “carrot” to maintain interest.

7) Frequency of Cohorts Cohorts should be sponsored, as frequently as there are resources to fund them and committed jobs available, upon successful completion. Training for jobs that do not exist in the near term creates a paradigm where residents become distrustful of project intentions and/or begin to shy away from training because of a perceived lack of opportunity in training areas. Job training must align with work-site and project needs to increase the likelihood that the trainees will access employment on targeted job-sites.

8) Non Construction Jobs

The AWC should create links to education and training programs that focus on non-construction based occupations. Administrative and other job functions related to those departments that support SSIP or actual SSIP projects should be considered as a part of the training pipeline (Tier IV). Positions under this category might work in/on project administration and support. Given that the local oversight body charged with monitoring local hiring legislation is recommending that non-construction jobs be included in the legislation, and in turn Project Labor Agreements, it makes sense for SSIP to get ahead of the curve and begin planning for inclusion in these occupational areas at the outset.

9) Link to First Source Hiring, CityBuild et.al. Each of these programs, and others, should be included and leveraged in this Catalyst. Unnecessary redundancies should be avoided. Where possible these programs should “feed” each other. The AWC should serve to enhance, not replace, other effective programs/strategies to train, hire and retain San Francisco residents—especially those residing in District 10. The AWC should create mechanisms that allow for tracking of local hire and prevailing wage changes that impact SSIP contractors. Particularly, efforts that include non-construction based jobs. It should

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also ensure that strategic mechanisms that track worker hours and residency can be applied to all projects and contractors, and make it as easy as possible for contractors to maintain compliance by leveraging relationships with CityBuild and apprentice based programs. The AWC may consider the waiver clause in the legislation to support its apprenticeship program by development efforts in Mission Critical positions until such time as the pool is able to meet worker demand on SSIP projects.

10) Modification of 9910 Program Shorten the duration of the 9910 Program from 24 months to 18-months and by supplementing the difference with a paid “on the job training” addresses to functions. It assists in meeting labor market needs for mission critical qualified workers and it offers a steady income with a competitive salary.

11) Using Waivers for Mission Critical Jobs

Until there is a sufficient pool of qualified local workers, it could be useful for SSIP to explore how it can use waivers in areas similar to Mission Critical Jobs for proposed pre- and apprenticeships. This refers to page #, under the SSIP Contractor section of this document.

12) Wrap Around Support

Wrap around support services will help ensure that residents enrolled in SSIP based training and apprenticeships can complete those programs and move up the tiers into increasingly better paying positions. The SSIP AWC should invest in existing programs providing these supports and create strong linkages and connections to them for the residents engaged in SSIP workforce training. In particular, for those needing basic skill enhancement to move into pre-employment, work readiness programs, and/or apprenticeship opportunities. An example of such a program is the ABU GED Program that prepares residents of San Francisco’s low-income communities for success under San Francisco’s landmark local hiring law.

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PARTNERSHIP PROFILE

CALIFORNIA DEPARTMENT OF INDUSTRIAL RELATIONS

The Department of Industrial Relations (DIR) was established in 1927. Its mission is to

improve working conditions for California's wage earners and to advance opportunities for

profitable employment in California. DIR administers and enforces laws governing wages,

hours, breaks, overtime, retaliation, workplace safety and health, apprenticeship training

programs, and medical care and other benefits for workers.

San Francisco--Headquarters 455 Golden Gate Avenue, 9th Floor, San Francisco, CA 94102 (415) 703-4810 | DLSE2@dir.ca.gov | http://www.dir.ca.gov

5 KEY CHARTER SCHOOL,

THE SAN FRANCISCO SHERIFF’S DEPARTMENT

Mission Five Keys Charter School educates inmates and ex-offenders within the jail and post-release systems in a pro-social environment by providing high school classes and access to community-based programs along with programs for recovery, parenting, and work skills. By implementing the principles of restorative justice and encouraging full participation in education, counseling, and community and work programs, the Five Keys

Charter School will contribute to reducing recidivism rates, improving public safety and economic activity, and facilitate safe and cost-reduced jail operations. The 5 KEYS are made up of the following components:

Education provides students with an opportunity to advance their educational level either by earning a high school diploma or a GED. Employment brings actual employment opportunities, housing, and other necessary services that enable students to move promptly in the right direction upon their release. Recovery services connect with groups that treat addiction, rehabilitation, and recovery. Family offers students who are in-custody to participate in a variety of parenting programs. At the Women's Facility, a new program that allows students to meet with their children and work on homework under the guidance of a credentialed instructor.

Community links students up with San Francisco organizations such as One Stop, Walden House, Community Works, RSVP, Project WHAT! and ROOTS. The Internship Program provides ex-offenders with a multifaceted employment-training track and on-the-job-training that includes advancing their education.

Programs Five Keys uses the principles and practices of Restorative Justice as a guiding philosophy. Participation in a Five Keys programs is seen as a "restorative act" in which offenders seek to repair the harm that they have caused to victims, communities, and themselves. Interrupt, Predict, and Organize (IPO) Five Keys currently partners with IPO contractors to provide IPO participants with educational assessment and basic skills training, along with high school and GED completion services. Our independent study only school, Five Keys Independence High, operates in partnership with Community Based Agencies in virtually every site Five Keys serves. These sites provide individualized education services

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for students at wide ranging levels in all subjects. Five Keys runs over 20 different vocational training programs. These programs include horticulture, green building, green and other areas of construction, masonry, financial literacy, basic computer software programs, and nonprofit management training. San Francisco Main Office 70 Oak Grove Street, San Francisco, CA 94107 (415) 734-3310 | Fax (415) 734-3314 http://www.fivekeyscharter.org

ASIAN NEIGHBORHOOD DESIGN (AND)

Mission Our mission is to reduce poverty and revitalize neighborhoods in the Bay Area by building healthy communities and providing opportunities for low-income residents to become economically self-sufficient. Vision To have an empowered inter-generational community that is safe, diverse and economically stable where affordable housing and meaningful jobs and wages are the norm. AND is a non-profit architecture, community planning, employment training, and support services

organization dedicated to helping disadvantaged individuals and communities become self-sufficient. Our

unique service set enables us to fully respond to the complex issues individuals and communities face in trying

to achieve a better life and environment – something few, if any, other agencies offer under one roof.

For over 35 years, AND’s Employment Training Center (ETC) has successfully trained at-risk, low-income youth,

and young adults in the green construction field in order to gain vital life and employment skills, and achieve

self-sufficiency. Each year, up to 60 graduates gain comprehensive skills in construction and carpentry, and

receive basic education on topics such as history and mathematics, as well as the high school equivalency or

GED preparation. Our program also works to diversify the field of construction by including women and serves

90% people of color. Through ETC, graduates obtain critical life skills (e.g., money management,

communications and conflict resolution), build self-esteem and confidence, and develop real pathways out of

poverty.

Programs Combined, our programs offer the vital means for disadvantaged individuals and communities to achieve and maintain self-sufficiency. Architecture services: We plan, design, and build affordable and sustainable housing and community-serving buildings. Community Planning: We serve as planning experts, facilitators, and partners to help shape community development outcomes reflecting the interests and needs on an ongoing basis of those living and working in the community. Employment Training: We take a comprehensive approach to preparing disadvantaged young people and adults for long-term employment, not only providing job training, but through job placement and career development. Asian Neighborhood Design 1245 Howard St. San Francisco, CA 94103, (415) 575-0423 | www.andnet.org

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BAY AREA WATER/WASTEWATER WORKFORCE RELIABILITY (BAYWORK)

Mission BAYWORK is a consortium of the Bay Area water and wastewater utilities. Our mission is to ensure that we a have the reliable workforce in order to serve our customers and protect the environment. BAYWORK activities, programs, and events are open to employees of all Bay Area water and wastewater utilities.

History In May of 2008, the San Francisco Public Utilities Commission and the Santa Clara Water District co-sponsored a West Coast Water Utilities Workshop on Workforce Development. Workshop findings contributed to a subsequent Water Research Foundation Project on the potential benefits of regional collaboration and they showed that the workforce reliability challenges of Bay Area water and wastewater utilities called for a regional response. As a result, BAYWORK was created in June 2009. BAYWORK is open to all Bay Area water and wastewater utilities. Many of the member water and wastewater companies have contributed to its research, workshops, and product development activities. For example, forty-five (45) of the water and wastewater utilities members contributed to research that was jointly conducted with the California Community College System in 2009 on present and future labor needs for the mission-critical job categories. BAYWORK’s charter says, “the operational reliability of water and wastewater utilities depends on having both sufficient staffing in mission-critical classifications and staffs that are sufficiently prepared to do their work.” Twenty-four signatory agencies collectively have agreed to establish the Bay Area Water/Wastewater Workforce Development Collaborative (BAYWORK) and work collaboratively.

Programs

Electrician Electrician maintains, repairs, tests, installs, modifies, calibrates, and trouble-shoots electrical equipment used in the facilities and the systems of water and wastewater utilities.

Electronic Maintenance Technician/Instrument Technician Electronic Maintenance Technician/Instrument Technician maintains, repairs, tests and installs, modifies, calibrates, and trouble-shoots electronic, pneumatic, and control equipment that is associated with the facilities and systems of water and wastewater utilities.

Engineer Engineer plans, designs, constructs, operates and maintains water and wastewater utilities. Disciplines include chemical, structural, electrical, civil, environmental, and mechanical engineers.

Machinist/Mechanic

Machinist/Mechanic maintains mechanical equipment associated with water and wastewater transmission, distribution, storage, and treatment.

Wastewater Treatment Operator Wastewater Treatment Operator manages and controls the unit processes at a wastewater treatment plant. Usually requires Grade 3 Certification by Regional Water Quality Control Board.

Water Distribution Operator Water Distribution Operator operates water transmission and distribution systems (e.g., pumps and valves), often using a SCADA control system. Does not perform construction, maintenance, or plumbing work. D-3 Certification from Department of Health Services is generally where the journey level starts.

YCD: YOUNG COMMUNITY DEVELOPERS, INC.

Mission

To empower and inspire southeast sector residents to engage in employment and educational

opportunities, by applying the knowledge, skills and attitudes required to be creative and to achieve

personal success. Comprehensive preparation techniques are applied to support barrier remediation

and to help disenfranchised residents transition into creative problem solvers who are also

developing a career that has a viable income.

Programs

Adult Employment

Southeast Sector Neighborhood Access Point

Neighborhood Access Point services are designed to strengthen the economic stability and general

well being of our community and residents. NAP services are designed to benefit unemployed

participants seeking to enhance their job-readiness skills, and for individuals formerly incarcerated

that seek employment services.

Training

Job Readiness Training (JRT) - 8 Weeks

In today’s workforce, there is a growing discrepancy between those that are work ready and those

who are not work ready. The current goal is to bridge the gap between the two by helping to

revitalize the workforce with capable, adequately prepare, “work ready” employees, who are

qualified for multiple positions, and have the capability to retain long-term employment.

EPA Training (12 weeks)

Environmental Technician Training (ETT) implements components of our JRT with the unique

opportunity to for participants to gain up to seven (7) different certifications ranging from HAZMAT

to Lead Abatement to Confined Spacing.

GED

YCD provides direct GED assessment and tutorial services for participants and also refers several

participants to partner agencies for GED services. YCD provides participants with vocational

assessments, self-sufficiency counseling, supportive services, as well as one-on-one GED preparation

and coaching.

YCD 1715 Yosemite Ave., San Francisco, CA 94124 (415) 822- 3491 | FAX: (415) 822-1196 | www.ycdjobs.org

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A. PHILIP RANDOLPH INSTITUTE SAN FRANCISCO (APRISF)

Mission

Our mission is to support racial equality and economic justice and to

advocate for historically disenfranchised communities throughout San

Francisco. APRISF is registered with the City and County of San

Francisco, as a city vendor, and certified as a Non-Profit Enterprise with the San Francisco Human

Rights Commission.

APRISF is a community-based non-profit organization that has existed since 1994, served residents

of San Francisco, particularly the Bayview Hunters Point community. APRISF offers professional

services and public programming that supports building strong and resilient communities. Services

and programs are designed to engage adults and young adults in educational and employment

training opportunities that develop self-marketing, empowerment, and employment skills.

Programs

Our experience includes professional service contracts with city agencies, private corporations, and

educational institutions in the city and county of San Francisco.

Adult Employment Services

APRISF currently provides community outreach to inform qualified construction workers of

employment opportunities on city-funded projects, and recruits potential students for CityBuild

Academy, a construction pre-apprenticeship program. The APRISF community outreach services are

designed to target qualified Bayview Hunters Point (BVHP) residents, in order to inform and engage

community members to participate in the employment and training opportunities. APRISF’s

outreach services are targeted to address the needs of low-income families living in San Francisco.

Employment services are intended to address the multiple barriers adults face while attempting to

secure employment in San Francisco. Employment services include conducting orientations,

assessing candidates to determine if they meet the minimum qualifications for employment

opportunities, and case management services to address their barriers to employment.

APRISF’s recruitment efforts target union, non-union construction workers, and individuals that

show interest in the construction trades from the BVHP communities. APRISF follows a resident

verification process defined by CityBuild.

APRISF 1301 Evans Ave., San Francisco, CA 94124 415-821-4777 | Fax: 415-821-4733 ss@aprisf.org | http://www.aprisf.org

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Mission

Our mission is to prepare youth to become independent, strong, and

productive adults through comprehensive support services that empower

them to develop their full potential.

HPF’s comprehensive youth development programs provides participants with authentic connection,

culturally effective interventions, and opportunities to apply new skills, improve their educational

achievement, develop healthier peer relationships, employment training, implement community

improvement projects, and to achieve an overall improved sense of well being. HPF provides

exclusive outreach to youth living in public and subsidized housing that are at risk of becoming

victims or perpetrators of homicide and violent crime, arrest and incarceration, sexual exploitation,

and premature parenthood.

Programs

Although HPF targets young people who are typically described as “at-risk” and “high-risk. We view

our participants as “high-potential” youth whose resilience and ability to thrive despite their

adversity are among their greatest assets. Each program works to build on the strengths of the

youth to “empower them to develop their full potential.” Since many of our youth have experienced

consistently harsh realities, they have learned to thrive in the face of enormous obstacles. HPF

targets these youth because within them lies the greatest ability to transcend and transform our

entire community.

Ujamaa Employment & Entrepreneurship

Since 1999, HPF has maintained a job training and employment program as part of the agency’s

service model. The Hunters Point Family’s employment and entrepreneurial programs offer a full

spectrum of job training and placement services that target low-income African American young

adults ages 18-30, who live at or below the poverty level in public/subsidized housing within

Bayview Hunters Point, who experience multiple barriers to securing long-term employment,

including lack of childcare, transportation, mental health issues, drug use/abuse, with minimal to no

skills, and/or confidence. The Hunters Point Family utilizes an extended family approach throughout

all of its programs to develop clients’ strengths and resilience. HPF’s Ujaama Employment &

Entrepreneurship Division incorporates the HPF’s overall service strategy, while providing specific

holistic services related to education, employment, and entrepreneurship.

The Hunters Point Family maintains several workforce development contracts with the city and

county of San Francisco, the federal government, private foundations, and corporations. HPF’s staff

has experience and has expertise working with the target population of jobseekers, and has

consistently met or exceeded our outcomes for these contracts.

The Hunters Point Family (HPF)

Hunters Point Family

1800 Oakdale Ave., San Francisco, CA 94124

(415) 822-8895 | takai@hunterspointfamily.org

www.hunterspointfamily.org

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LABORERS FUNDS ADMINISTRATIVE OFFICE OF NORTHERN CALIFORNIA, INC.

Mission

The mission of the Fund is to administer the contributions required by the

provisions of collective bargaining agreements between the two parties and

conduct a training and apprenticeship program. The Trust Fund was created in

1968 by a trust agreement between the Associated General Contractors of California, Inc. and the

Northern California District Council of Laborers, affiliated with the Laborers' International Union of

North America, AFL.

Programs

Trust Fund programs educate, train, and retrain persons to perform work covered by the collective

bargaining agreements. Programs enable participants to acquire new skills and upgrade old skills.

They also assist in the development and acquisition of the techniques and skills required to meet

technological changes in the construction industry.

220 Campus Lane

Fairfield, CA 94534-1498

Telephone: (707) 864-2800 | 1-800-244-4530 Toll Free (for plan participants only)

http://www.norcalaborers.org

CITY BUILD ACADEMY

Mission

CityBuild Academy, a project operated by the Mayor’s

Office of Economic and Workforce

Development, seeks to meet the construction industry’s growing workforce demands by providing

training to San Francisco residents through a comprehensive pre-apprenticeship training program.

Programs

The model construction based training program offers residents two training tracks that build skills

and place graduates in construction jobs throughout the city. It consists of an in-depth 18-week pre-

apprenticeship and construction skills training program. CityBuild students learn foundational skills

and knowledge that equip them to enter the construction trades as apprentices. If they choose,

students can earn up to 15 credits college credits while enrolled in the program. One of the things

that make this a cost-effective and beneficial program is that students can graduate with specific

trade based certifications that elevate them in the marketplace. For example students can earn

certifications in: CPR, First Aid, Forklift, OSHA 10, and Skid Steer. One of the things that makes the

program so successful is that is uses industry specialists who bring years of on the job experience

into the classroom. More than 500 program city residents entered union apprenticeship programs

after graduating from CityBuild.

One South Van Ness 5th Floor San Francisco, CA 94102 http://www.workforcedevelopmentsf.org/trainingprograms/index.php?option=com_content&view=article&id=63&Itemid=68

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CITY COLLEGE OF SAN FRANCISCO CONSTRUCTION ADMINISTRATION TRAINING PROGRAM

Mission

The Construction Administration Training Program, a part of CityBuild that is

operated by the Mission Hiring Hall/SOMEC, aims to provide office-based

construction literacy and vocational skills training through classroom, active

practice, and internship, in preparation for applying for and working in construction

industry back office and related jobs.

The City College of San Francisco is an urban community college serving about 90,000 students

annually at several centers and sites throughout San Francisco. City College offers an affordable

opportunity to earn associate degrees, prepare for transfer, and pursue career and technical

education. City College also offers distance learning and free courses in many fields.

Programs

The Construction Administration Training Program provides job readiness training, intensive case

management, and vocational skills training. It’s office-related curriculum and training courses take

place at City College’s Mission Campus, and includes internship opportunities with construction

companies, contractors, and architectural firms. A semester long program, it equips San Francisco

residents with the skills and knowledge to attain entry-level careers as professional construction

office administrators. This bi-annual training is intensive and participants graduate knowing the

construction sequence of work, construction office accounting, the role of the Construction Project

Coordinator in addition to other essential professional skills. Topics covered in coursework range

from Microsoft Office, Basic Accounting Concepts I, QuickBooks Pro, and Construction Terminology

to Construction Industry Processes, Keyboarding, Resume & Cover Letter Writing, and Interview

Skills.

Architecture Department 50 Phelan Ave, L244 (mailbox L229), San Francisco, CA 94112 Telephone: (415) 452-5293 | Fax: (415) 239-3919 http://www.ccsf.edu/en/educational-programs/school-and-departments/school-of-science-and-mathematics/arch/construction.html architecture@ccsf.edu

47

MISSION HIRING HALL

Mission

Our mission is to meet the immediate and long-term employment needs of San Francisco’s

employers and its low- to moderate- income, unemployed and underemployed residents. All

services are free of charge.

Programs

We provide an orientation, personal interviews, resume help, employment counseling, and referrals

to job training (press printing, construction, administration, customer service, hotel and hospitality

service) and job placement. We also provide access to using computers and printers to help with

resumes and cover letters, among other services. Assistance is available in English, Spanish, and

Tagalog.

3042 16th Street San Francisco, CA 94103 (between Mission and Valencia) Telephone: (415) 626-1919 FAX: (415) 626-1579 http://www.missionhiringhall.org/ info@missionhiringhall.org

48

LABORERS INTERNATIONAL TRAINING FUND Mission Our mission is to help public service workers find a strong collective voice with bargaining rights that lead to better pay and better benefits. The men and women of LIUNA do the hard, dangerous, and sometimes dirty

work of building our countries. LIUNA—the Laborers’ International Union of North America—is the most progressive, aggressive and fastest-growing union of construction workers, and one of the most diverse and effective unions representing public service employees. LIUNA members are on the forefront of the construction industry – a sector that is a powerhouse of twelve (12) million workers producing five (5) percent of our countries’ economic output. At half-million strong, we are united through collective bargaining agreements which help us earn family supporting pay, good benefits and the opportunity for advancement and better lives. Programs Hire Local LIUNA has hiring halls and training centers in hundreds of U.S. cities and has been helping local workers and underserved communities start careers in construction for one hundred and ten (110) years. As cities and localities have increasingly struggled with urban area unemployment despite economic growth and expanded job opportunities. Wage growth Men and women working in the construction industry see the difference a union makes in every paycheck. According to the Current Population Survey, the average wage for a union-represented construction worker is $20.60 compared to a construction worker without a union who makes $13.30. In some sectors, the advantage is even greater. For example, according to Engineering News Record’s Construction Economics Department a heavy-highway LIUNA worker averages $25.47 an hour in wages and benefits, compared to non-unionized heavy-highway workers who make $13.72 an hour. Joining together in a union helps neutralize pay discrimination Continuing education LIUNA has one of the best continuing education systems in the world—and it’s free. This training—more than fifty (50) different courses—opens the doors to new opportunities by providing members with the skills employers need. Classes are available in every state in the U.S. and every province in Canada. LIUNA helps keep members safer by empowering workers with the ability to speak out about workplace hazards, and by providing training that helps workers recognize potential hazards. 37 Deerfield Road, Pomfret Center, CT 06259 Phone: (860) 974-0800 Fax: (860) 974-1459 http://www.liunatraining.org/ lbaldino@liunatraining.org

49

SF CONSERVATION CORPS Mission Our mission is to offer young people opportunities to

develop themselves, their academic abilities, and

marketable job skills, while addressing community needs through service work.

The Corps is a non-profit organization celebrating thirty (30) years of service to San Francisco. SFCC offers young adults the opportunity to earn a high school diploma, while gaining marketable job skills. The young men and women who enter the Corps often have little or no experience in the working world. They are eager for the training, support, and education, and they know that it can open doors for them and their families. Many Corpsmembers live in the poorest San Francisco communities and they join the Corps in order to build a better San Francisco, and a new life. Programs Each Corpsmember takes part in a structured twelve (12) month program. They work with a team of 5-10 peers under the guidance of a dedicated supervisor, green the City's public spaces and parks, recycle and divert tons of materials from our landfills, and educate communities on how to recycle more efficiently. Corpsmembers earn above SF minimum wage for their work, attend academic classes to attain a high school diploma, and collaborate with a career counselor to explore work opportunities and create a personal plan. Education Most Corpsmembers do not have a high school diploma or GED when they join the Corps. One of our key goals is to assist the Corpsmembers with getting either a high school diploma or GED, so they can access meaningful and sustainable work and education opportunities. Our on-site John Muir Charter High School is a fully accredited California high school, providing daily classes designed for young adults who have had a tough time succeeding in traditional public high schools. Career Counseling SFCC's career counselor meets with every Corpsmember regularly, to ensure that he or she meets specific milestones. Each Corpsmember develops a resume, cover letter, reference sheets, and public speaking skills. They also explore careers through the career assessments, they talk with professionals who work in a wide range of careers, through our Career Speaker Series, and they receive on-going support that extends to one year after leaving the Corps. Landscaping and Playground Renovation Working with everything from jackhammers to jacaranda, Corpsmembers improve public spaces, and build playgrounds, landscape parks, and gardens. Their work brings new vitality to neighborhoods, transforming neglected public spaces into valuable community resources. Corpsmembers work closely with their supervisors, learning to use hand and power tools, plant trees and native plants, and build complex, beautiful playground structures. All, while learning to complete projects on time and within budget. 241 5th Street San Francisco, CA 94103 (415) 928-7322 | (415) 946-4896 (415) 928-7330 fax www.sfcc.org | jbostic@sfcc.org

50

OLD SKOOL CAFE

Mission

Our Mission is to provide marketable employment skills

in the restaurant industry to youth – specifically focusing

on the at-risk and previously incarcerated population.

This is achieved all within the context of a holistic, supportive, accountable, mentor-driven and faith-

based environment to ensure the greatest possible success for out youth.

The OSC is a faith- based, violence prevention program, providing jobs and training to youth, (with

an emphasis on at-risk, urban youth) ages 16-22, at our 1940’s styled supper club. OSC confronts the

epidemic of violence by providing at- risk and previously incarcerated and foster care youth with a

variety of career opportunities that would normally not be afforded them.

Programs

Our goal is to re-connect the village by working in collaboration with other community

organizations, businesses and churches in order to provide youth with a web of support. This holistic

approach addresses the variety of needs facing our youth and their families, helping to close the

gaps that many young people slip through. We provide intensive mentoring, life skills and

professional development.

Training and Employment

OSC trains young people to work in the food service industry. Through apprenticeships focused on all aspects of operating a fine-dining restaurant. Youth learn marketable skills that prepare them for a range of occupations in the food services industry. Apprenticeships assist youth in transforming their learned skills into formable jobs in the market place by giving them real responsibility in restaurant and stage management. OSC offers more than just employment; we provide the supportive environment needed to help our youth maintain their employment and be successful in all areas of life. OSC 1429 Mendell St, San Francisco, CA 94124 (415) 822-8531 | www.oldskoolcafe.org

51

GARDEN PROJECT Mission Our mission is to provide job training and support to former offenders through counseling and assistance in continuing education, while also positively impacting the environment of the communities from which they come through the creation of community garden projects.

Catherine Sneed founded the San Francisco County Jail Horticulture Project (1982-1992), a horticulture-training program for inmates that is widely recognized as a milestone in prisoner rehabilitation. Inmates grew organic vegetables for donation. The program was a success, but there were few options once inmates were released. The problem was not unique to San Francisco. Across the country, and in California where numbers were especially high, lawmakers and experts had become increasingly concerned about alarmingly high recidivism. Through the work of The Garden Project, Sneed sought to impact recidivism rates by providing employment and support to former offenders. Today, The Garden Project continues its mission – empowering at risk young adults through environmentally based job training and life skills programming, while transforming the urban environment. The Garden Project oversees an environmentally based apprenticeship-training program for San Francisco residents called The Earth Stewards. The program also includes a special summer program and school year program for San Francisco high school students. Programs Garden Project Earth Stewards Apprentices work in an intensive program learning organic horticulture and landscaping skills. The Project donates all food grown by participants to local food pantries. Meanwhile, Apprentices’ work on the streets of San Francisco, in the Crystal Springs Watershed, and at the Hetch Hetchy Reservoir to preserve and improve the health of the local ecology. At the Garden Project farm at the San Francisco County Jail San Bruno Complex, participants cultivate plants for use on public works projects. In the community, the project supports nutrition education, community clean up, planting activities and more. The Earth Stewards Apprenticeship Program The Earth Stewards Apprenticeship Program is a multi-agency program coordinated by The Garden Project. The Earth Stewards coalition includes the San Francisco Public Utilities Commission, the San Francisco Sheriff’s Department, The San Francisco Police Department, and community organizations. Garden Project

P.O. Box 24292, SF, CA 94124-0292

650-588-8253 | Fax: 650-588-8157

http://www.gardenproject.org/

52

ADDENDUM 2: ADDITIONAL LUSTER CHARTS

53

54

ADDENDUM 3: ADDITIONAL POLICY LAB MAPS

55

56

57

58

Table A-1: Sewer and stormwater occupations - Key characteristics

CPS

Code

Occupational Title Median

hourly

wage (San

Francisco)

Projected

Employment

Growth

2012-2022

Workers

with High

School

diploma or

less

Typical education needed for

entry

Typical on-the-job

training needed to

attain competency

Design

45-2092 Farmworkers and Laborers, Crop,

Nursery, and Greenhouse

$11.49 -5% 83% Less than high school Short-term on-the-

job training

13-1199 Business Operations Specialists, All

Other (Environmental auditors)

$42.17 7% 14% High school diploma or

equivalent

None

17-3011 Architectural and Civil Drafters $30.29 1% 13% Associate's degree None

19-4093 Forest and Conservation Technicians $16.83 -4% 17% Associate's degree None

17-3025 Environmental Engineering

Technicians

N/A 18% 27% Associate's degree None

17-3022 Civil Engineering Technicians $35.30 1% 27% Associate's degree None

17-1011 Architects, Except Landscape and

Naval

$42.50 17% 2% Bachelor's degree Internship/residency

17-1012 Landscape Architects $56.26 14% 2% Bachelor's degree Internship/residency

19-1031 Conservation Scientists $44.38 1% 0% Bachelor's degree None

17-2051 Civil Engineers $49.05 20% 3% Bachelor's degree None

17-2081 Environmental Engineers $50.62 15% 4% Bachelor's degree None

19-3051 Urban and Regional Planners $44.58 10% 0% Master's degree None

19-2043 Hydrologists $48.80 10% 0% Master's degree None

Materials and Components

47-2221 Structural Iron and Steel Workers $36.53 22% 66% High school diploma or

equivalent

Apprenticeship

60

51-4041 Machinists $30.34 9% 56% High school diploma or

equivalent

Long-term on-the-

job training

51-2041 Structural Metal Fabricators and

Fitters

$11.63 8% 62% High school diploma or

equivalent

Moderate-term on-

the-job training

51-4121 Welders, Cutters, Solderers, and

Brazers

$22.55 6% 72% High school diploma or

equivalent

Moderate-term on-

the-job training

37-3012 Pesticide Handlers, Sprayers, and

Applicators, Vegetation

$22.63 11% 75% High school diploma or

equivalent

Moderate-term on-

the-job training

45-1011 First-Line Supervisors of Farming,

Fishing, and Forestry Workers

$35.89 -3% 60% High school diploma or

equivalent

None

Construction and Installation

47-2051 Cement Masons and Concrete

Finishers

$26.15 29% 85% Less than high school Moderate-term on-

the-job training

37-3011 Landscaping and Groundskeeping

Workers

$18.61 12% 75% Less than high school Short-term on-the-

job training

47-2061 Construction Laborers $24.62 24% 74% Less than high school Short-term on-the-

job training

47-2151 Pipelayers $31.89 21% 63% Less than high school Short-term on-the-

job training

47-2152 Plumbers, Pipefitters, and

Steamfitters

$40.52 21% 63% High school diploma or

equivalent

Apprenticeship

47-2111 Electricians $39.42 20% 47% High school diploma or

equivalent

Apprenticeship

47-2031 Carpenters $30.72 24% 67% High school diploma or

equivalent

Apprenticeship

47-4011 Construction and Building Inspectors $37.30 12% 28% High school diploma or

equivalent

Moderate-term on-

the-job training

61

51-9061 Inspectors, Testers, Sorters,

Samplers, and Weighers

$17.59 6% 49% High school diploma or

equivalent

Moderate-term on-

the-job training

47-2071 Paving, Surfacing, and Tamping

Equipment Operators

$25.39 20% 82% High school diploma or

equivalent

Moderate-term on-

the-job training

47-2073 Operating Engineers and Other

Construction Equipment Operators

$37.57 19% 75% High school diploma or

equivalent

Moderate-term on-

the-job training

17-3031 Surveying and Mapping Technicians $37.36 14% 31% High school diploma or

equivalent

Moderate-term on-

the-job training

47-2073 Operating Engineers and Other

Construction Equipment Operators

$37.57 19% 75% High school diploma or

equivalent

Moderate-term on-

the-job training

47-1011 First-Line Supervisors of Construction

Trades and Extraction Workers

$41.22 24% 56% High school diploma or

equivalent

None

47-3015 Helpers--Pipelayers, Plumbers,

Pipefitters, and Steamfitters

$13.27 28% 79% High school diploma or

equivalent

Short-term on-the-

job training

51-1011 First-Line Supervisors of Production

and Operating Workers

$29.12 -2% 49% Postsecondary non-degree

award

None

13-1041 Compliance Officers $40.47 5% 12% Bachelor's degree Moderate-term on-

the-job training

11-9021 Construction Managers $61.09 16% 34% Bachelor's degree Moderate-term on-

the-job training

17-1022 Surveyors $40.61 10% 0% Bachelor's degree None

Operations and Maintenance

47-4071 Septic Tank Servicers and Sewer Pipe

Cleaners

$24.48 26% 63% Less than high school Moderate-term on-

the-job training

37-3019 Grounds Maintenance Workers, All

Other

$13.11 10% 75% Less than high school Short-term on-the-

job training

62

37-2011 Janitors and Cleaners, Except Maids

and Housekeeping Cleaners

$12.03 12% 72% Less than high school Short-term on-the-

job training

47-2031 Carpenters $30.72 24% 67% High school diploma or

equivalent

Apprenticeship

51-8031 Water and Wastewater Treatment

Plant and System Operators

$39.43 8% 43% High school diploma or

equivalent

Long-term on-the-

job training

49-9071 Maintenance and Repair Workers,

General

$22.39 9% 58% High school diploma or

equivalent

Long-term on-the-

job training

51-8021 Stationary Engineers and Boiler

Operators

$35.22 3% 46% High school diploma or

equivalent

Long-term on-the-

job training

49-9012 Control and Valve Installers and

Repairers, Except Mechanical Door

$36.40 -1% 53% High school diploma or

equivalent

Moderate-term on-

the-job training

37-1012 First-Line Supervisors of Landscaping,

Lawn Service, and Groundskeeping

Workers

$30.94 13% 49% High school diploma or

equivalent

None

37-3013 Tree Trimmers and Pruners $24.13 19% 75% High school diploma or

equivalent

Short-term on-the-

job training

43-5041 Meter Readers, Utilities $25.74 -19% 47% High school diploma or

equivalent

Short-term on-the-

job training

11-1021 General and Operations Managers $64.20 12% 18% Bachelor's degree None

63

REFERENCES

Community Workforce Agreements, Building a Better Construction Industry for Communities, Workers, and the Public Interest. (2013). 1st ed. [ebook] , The Partnership For Working Families, pp.2, 3, 4. Available at: http://www.forworkingfamilies.org [Accessed 11 Nov. 2014].

CWA_PLA_handout. (2014). 1st ed. [ebook] For Working Families. Available at: http:///www.forworkingfamilies.org/sites/pwf/files/documents [Accessed 21 Nov. 2014].

L. Luster & Associates, (2013). Labor Market Analysis of the Construction Industry. City and County of San Francisco: for Office of Economic and Workforce Development, p.p20.

RDJ Enterprises, (n.d.). Executive Summary, Program Management Team Sewer System Improvement Program, Adult Workforce Catalyst Project. pp.1-3.

San Francisco Office of Employment and Workforce Development, Mandatory Local Hiring Ordinance, Fact Sheet. (2014). 1st ed. [ebook] San francisco: San Francisco Office of Employment and Workforce Development, pp.1-3. Available at: http://workforcedevelopmentsf.org/aboutus/images/stories/AboutUs/ForTrainingProviders/Local_Hire [Accessed 21 Nov. 2014].

Sff.org, (2014). Bay Area Workforce Funding Collaborative. [online] Available at: http://sff.org/programs/core-program-areas/community-development/bay-area-workforce-funding-collaborative/ [Accessed 21 Nov. 2014].

SSIP-PMC, (2013). Estimated Labor Hours for Phase 1 Projects, SSIP-SFPUC, North Point Facility: Labor Summary for Phase 1 Projects with Construction During 2014-2016, Estimated Labor Hours for SEP Biosolids Digester Project – Phase 1DRAFT. San Francisco.

webarchive.nationalarchives.gov.uk, (2014). Advantage West Midlands Economic Inclusion Policy. [online] Available at: http://webarchive.nationalarchives.gov.uk/+/http://www.advantagewm.co.uk/Images/AWM%20Economic%20Inclusion%20Policy_tcm9-9747.pdf [Accessed 15 Nov. 2014].