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From ‘Work First’ to ‘Worker Mobility’

NYATEP Fall Conference October 29, 2008

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Agenda

• Introduction

• Career Advancement Models

• EarnMore Program Model

• EarnMore In Detail

• EarnMore Lessons

• Looking Ahead

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Introduction

Seedco is a national nonprofit organization that helps low-income people and communities move toward economic prosperity.

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Career AdvancementModels

• Small-scale grant supported advancement programs emerged in reaction to ‘work first’ policies.

• Examples include Capital Idea, 1199c Training Fund, and Wisconsin Regional Training Partnership.

• The models are generally sector-focused and offer alternative and enhanced services:

1. Industry Engagement2. Sector Focused Training3. Screening and Preparation4. Case Management5. Job Placement

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Career Advancement Model Limitations

Alternative services• High per capita costs• Financial imperative to serve the most ‘job

ready’Sector focus• Model applicable to narrow range of

industries• Impossible to accurately predict industry

changesScale• Programs reach narrow range of workers• Little evidence that models are effecting

systemic change

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EarnMore Program Model

• Client-centered approach that leverages the services and tools of the major federal employment services funding streams.

Key Features

• Client re-engagement, enrollment of a broad range of workers

• Client-centered and customized service options

• Intensive advancement coaching model

• Employer partnerships

• Training Cohorts

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EarnMore Program Model

EarnMore Career Advancement Pilot (Per JATC)Outreach Assessment

Workforce1Targeted outreach to: Incumbent worker

walk-ins Previous customers

6 months postplacement

CBO PartnersTargeted outreach to: Incumbent worker

walk-ins Previous customers

6 months postplacement

Targeted Employers(i.e. CHCA)Targeted outreach to: Employee Cohorts

(1113)

AdvancementAssessment/Enrollment

(115) Work

History Skills Education Motivation

Advancement Services

Information and Workshops(38)

Career Adv. Web portal/materials Advancement Workshops (e.g.,

career mapping, negotiating apromotion or raise)

Outcomes

CareerPlanning

(93)

Skills Training(Enrolled:35)

(Completed: 26) Hazardous Materials Health/Direct Care Hospitality/Retail Referrals to other

career advancementrelated training

Tutoring

Advancement and Asset Coaching Ongoing one-on-one Advancement and Asset Coaching Specialized retention services Peer support groups (8 unique individuals) Referrals for social services

Incentives MetroCards/Food Vouchers

QuickScreen

(154)

“Bridge”Program(Enrolled:23)(Completed:17)

Basic education Contextualized

ESL Referrals to

GED Tutoring

Income and Asset Building Screening/application assistance for

Work Supports (e.g., food stamps,EITC) (92)

Referrals for financial counseling (19each CBO; Workforce1: 59)

Jobupgrade(31)

Retention 90 Days

(75%) 180 Days

(60%) 365 Days

(45%)

SpecializedJob Development

(46) Screening and

coaching forupgrade positions

Link to expandedand enhancedemployer network

New WorkSupportsaccessed

(35)

Unique Individuals achieving a CEOAdvancement Outcome

(Work Support or Upgrade)(50)

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EarnMore In Detail:Enrollment

Wide range of participants enrolled• 58% female ; 41% male• 44% have dependent children• Average age is 36• 16% of participants lack HSD or GED• 49% have some post-secondary

education• Average initial wage at in-take: $9.40• Average 18 months continuously

worked prior to enrollment

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EarnMore In Detail:Coaching

Intensive coaching model • Dedicated Career Advancement Coach• Assessment of Participant’s Career

Interests and Current Job Skills • Personalized Career Planning • Monthly Coaching and/or Follow up

Contacts • Once upgraded is achieved, continued

contact to support job retention and further advancement for up to 1 year post enrollment.

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EarnMore In Detail:Employer Partnerships

Strategic employer engagement• Work with employers who have interest in

their developing incumbent workforce.• Help employers understand current staffing

and training needs.• Collaborate with the employer to design

customized training and/or career advancement support services.

• Coordinates training programs and services delivery.

• Work with the employer to evaluate the success of program and identify additional opportunities for assistance.

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EarnMore In Detail: Training

Leveraging and customizing existing services

• Five training cohorts to date• Hospitality ‘Front of the House’ Training• Employer based CDL training• Project Monitor Training • Associates Degree Support• Certified Nurse Assistant Training

• BMCC ‘learning community’

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Year 1 Key Outcomes

Enrollment 528Career Plans 372Enrolled in Training 140Unique Individuals Achieving an Outcome 213Job Upgrades Achieved 189New Benefits/Work Support Enrollments 55

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Upgrade Analysis

Upgrade Type %

Same employer 63%

New employer 37%

Wage Gain 86%

Additional Hours 45%

Wage Gain + Additional Hours 32%

Movement to employer sponsored benefits 47%

209 Upgrades Median

Average

Hourly Wage at Intake

$7.15 $9.35

Hourly Wage at Upgrade

$10.50 $11.43

Weekly Employment Earnings at Intake

$250 $295

Weekly Employment Earnings at Upgrade

$420 $411

% Increase in Weekly Employment Earnings

68% 39%

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Success Story:Bryant Scott

• Prior to joining EarnMore, Bryant Scott worked as a vehicle cleaning supervisor for a major delivery service, where he earned $8.80/hr.

• After joining the EarnMore program, Bryant began working with WF1CC Career Coach to develop a career plan. During a coaching session, the coach suggested he attend a payraise negotiation workshop to learn the tools needed to ask for a raise. Bryant attended and decided to speak with his supervisor.

• Armed with the necessary tools from the workshop and his coaching sessions, Bryant was able to negotiate a 25% raise. He now makes $10/hr.

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Success Story:Roslyn Oliver

• At the time of her enrollment in EarnMore, Roslyn Oliver worked as a front desk receptionist making only $10/hr. While she enjoyed her work, she was having a hard time making ends meet.

• While working one-on-one with the GMHC Career Coach, Roslyn learned helpful techniques about how to request a payraise and promotion. She also learned that asking for a raise was a normal part of the employee/employer relationship.

• Roslyn decided to set-up a meeting with her supervisor to discuss her advancement. After that meeting, Roslyn was promoted to office supervisor and now makes $12/hr.

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EarnMore Lessons

Leveraging Existing Services • Lower-cost and more sustainable funding

model, but requires investment in coaching.• Significant gaps remain in existing

infrastructure of services.• Need for basic employment services• Need for worker-friendly services

Client-Focused Pathway • Can reach a broader range of participants,

including those with lower skills and those interested in non-traditional careers.

• Participation still difficult for workers with barriers, especially those with dependents.

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Policy Recommendations

• Establish interim indicators and milestones.

• Build advancement incentives into workforce policies and programs.

1. Advancement should be part of all workforce programming.

2. Adult education and community college systems should make training and education worker-friendly and relevant to employers.

3. Workers should be offered strengthened incentives to move up in the labor market.

4. Employers should be encouraged to partner with workforce programs.

• Leverage and expand the resources available.

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Nakisha EvansProgram Associate/EarnMore Coordinatornevans@seedco.org(917) 493-7212

Emma OppenheimPolicy and Research Associateeoppenheim@seedco.org(646) 843-6507