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Transforming New York Citys Emerging Workforce

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Marilyn Shea, New York City Workforce Investment Board ... The success of New York City's economy overall depends on the economic growth of ... – PowerPoint PPT presentation

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Title: Transforming New York Citys Emerging Workforce


1
Transforming New York Citys Emerging Workforce
  • WIRED Proposal for the New York City Region
  • Marilyn Shea, New York City Workforce Investment
    Board
  • Stuart Schulman, Kingsborough Community College
  • Presentation to the New York State Workforce
    Investment Board
  • April 5, 2007

2
Agenda
  • The New York City Region
  • Labor Shortages in the Service Sector
  • The Emerging Workforce
  • Transformation Strategies in the Service Sector
  • Information Collection, Analysis and
    Dissemination
  • Building Skills On-The-Job for the Emerging
    Workforce
  • Immigrant Entrepreneurship
  • Curriculum Development and Community Engagement
  • WIRED Projects and Lead Partners
  • Outcomes and Deliverables
  • Questions and Answers

3
New York City Region
Within New York State, New York City is a
distinct economic region comprised of five
counties (or boroughs), which are interconnected
in terms of
Common sectors driving economic growth
Reliance on a common public transportation
system Availability and diversity of the workfor
ce
Mayor Bloombergs five-borough economic
development plan underscores that New York City
is one economic unit.
The success of New York Citys economy overall
depends on the economic growth of each borough.
4
Labor Shortages in the Service Industry
  • New York City has tremendous capacity to attract
    talented workers, nationally and globally, for
    high-skilled occupations in the financial
    services, insurance, real estate and creative
    services sectors.
  • However, labor shortages are predicted in New
    York Citys service sector as older workers
    retire and younger workers are ill-prepared to
    take their place.
  • Service sector workers bolster the regional
    economy by providing vital services that make New
    York City a leading tourist destination and an
    attractive place in which to live and work.
  • Without a strategy to address these labor
    shortages in the service sector, New York City
    could lose critical service workers who make the
    City run and support the Citys overall economy.
    By 2012, there will be 7,040 openings in retail
    sales and 5,520 openings in food and beverage
    service.
  • At the same time, the City will need to absorb
    large populations of New Yorkers who, without
    transformative workforce strategies, are not
    adequately prepared to enter or succeed in the
    labor market.

Chance of a Lifetime, Center for an Urban
Future, May 2006.
5
Who Will Fill the Service Worker Gap?
  • The Center for an Urban Future released a series
    of reports that highlight youth and immigrants as
    two populations that could fill labor shortages
    in key sectors.
  • New York Citys WIRED proposal focuses on
    preparing the Citys emerging workforce for jobs
    in the service industry, while simultaneously
    working with service industry employers to create
    new advancement opportunities for emerging
    workers.
  • The emerging worker populations targeted under
    this proposal are
  • Immigrants
  • Youth/Young Adults

6
Integrating Immigrants into the Workforce
  • New York Citys foreign-born population grew 130
    from 2000-2005, with immigrants driving the
    Citys overall population growth
  • New York City is home to 1.7 million immigrant
    workers, representing 48 of the resident labor
    force
  • 1.2 million immigrants in New York City speak
    English less than very well, presenting a
    serious workforce challenge
  • The severely limited availability of ESL
    instruction in New York City (just 41,585 seats)
    means that ESL instruction cannot be a standalone
    strategy to prepare immigrant workers for the
    workforce
  • New York City proposes a transformative strategy
    that will help employers hire, retain and advance
    immigrant workers
  • A supporting strategy will help immigrant
    entrepreneurs establish and grow their businesses

Source A World of Opportunity, Center for an
Urban Future, February 2007
Source Fiscal Policy Institute Presentation,
December 2005
7
Connecting Youth and Young Adults
  • Between 200,000 and 250,000 of New York Citys
    16-24 year olds are disconnected.
  • These disconnected youth are neither in school
    nor working
  • Disconnected youth are difficult to serve because
    they are disengaged from the very institutions
    that could help them
  • New York City proposes a transformative strategy
    to engage disconnected youth through work-focused
    curriculum development that reaches youth in the
    communities in which they live

Chance of a Lifetime, Center for an Urban
Future, July 2006.
8
Transformation Strategies for the Emerging
Workforce
New York Citys WIRED proposal is comprised of
four complementary strategies to engage the
emerging workforce
  • Develop capacity for collecting and analyzing
    timely, relevant information on New York Citys
    workforce and economy in order to inform policy
    making and program design decisions
  • Provide the emerging workforce with mechanisms to
    remain in the labor force and to successfully
    advance
  • Support immigrant-owned entrepreneurial
    businesses, which frequently provide an important
    first step into the labor market for immigrants
    who do not speak English well. Engagement will
    focus on the services sector, as many immigrant
    businesses are concentrated in the sector
  • Reach disconnected youth and unemployed adults
    within their communities by/through the
    development of flexible occupational curricula
    that can be adapted to different instructional
    settings

9
Transformation Strategy 1Information Collection,
Analysis and Dissemination
  • Center for Labor Market and Economic Analysis
    (WIB/CUNY)
  • Establish a Center for Labor Market and Economic
    Analysis at CUNY focused on the collection and
    analysis of labor market and economic data
    specific to the New York City region
  • Make data available for public use through a
    web-based interface
  • Commission studies on key sectors and provide
    current economic and trend analysis
  • Regional Real-Estate Development Project Database
    (SBS/EDC)
  • With the New York City Economic Development
    Corporation (EDC), construct a database for
    tracking upcoming real-estate development
    projects, the stage of completion, potential
    tenants and the communities impacted by the
    project
  • Database construction affords an earlier
    opportunity for SBS to engage with both
    jobseekers and small businesses in the impacted
    communities

10
Transformation Strategy 2Building Skills
On-The-Job for the Emerging Workforce
  • Customized Employee Retention Needs Assessment
    (CERNA) and Customized
  • Retention Plans
  • Employment turnover rates are highest among young
    workers. Additionally, average job tenure for
    low-income workers (a category into which many
    immigrants fall) is one-half of that of
    middle-income workers
  • Retention Specialists will create a CERNA and
    subsequently develop customized retention plans
    for a diverse set of employers over three years
    in order to determine common retention strategies
    to be used by the workforce investment system
  • Retention Specialists will particularly seek to
    work with businesses that have large numbers of
    immigrant and youth workers that move in and out
    of the labor force. These will most likely be in
    the service sector (retail, food service,
    hospitality)
  • Customized Training Grants
  • Employers in the service sector where most
    immigrant and youth workers are employed operate
    on a low profit margin and are hesitant to divert
    resources to training
  • Employers would apply for and receive training
    grants for up to 50 of training costs for a
    cohort of workers

Holzer, Harry and Martinson, Karen. Focus,
Volume 24, No.2 Spring/Summer 2006
11
Transformation Strategy 3Immigrant
Entrepreneurship
  • NYC Business Solutions Center Immigrant Outreach
    Through Community Networks
  • SBSs reach has been impeded by cultural and
    logistical barriers which complicate access to
    and relationship-building within ethnic
    populations
  • SBS will lead an immigrant outreach pilot focused
    on accessing previously underserved populations
  • SBS will facilitate communications with small
    business owners through its existing
    relationships with community-based organizations
  • Information obtained from this pilot would
    provide a tremendous knowledge cache for engaging
    with immigrant entrepreneurs and would support
    replication efforts
  • Given that 49 of the self-employed population of
    New York City are immigrants, future replication
    efforts have the potential to significantly
    impact small business growth throughout the
    region
  • Pilot will focus on the Mandarin-speaking
    community of Flushing, Queens
  • Interventions will include courses and seminars,
    business counseling, financial assistance and
    government facilitation (e.g., assistance with
    licensing)

12
Transformation Strategy 4Curriculum Development
and Community Engagement
  • Content Councils
  • Create four "Content Councils" that will be
    initiated and convened by Kingsborough Community
    College faculty engaging faculty across CUNYs 21
    institutions, employers, community-based
    organizations and K-12 educational institutions
  • Content Councils will focus on designing
    employment skill-building curricula that can
    travel the curricula could be delivered at a
    high school, at multiple locations in the CUNY
    system, at community-based organizations, or by
    an employer
  • Each Content Council will focus on a different
    industry within the service sector, ensuring that
    industries in which labor shortages are predicted
    are prioritized
  • Curricula would be disseminated to the intended
    recipients through a combination of existing
    workforce investment system networks, CUNY
    networks and new outreach partnerships such as
    with the Youth Development Institute at the Fund
    for the City of New York

13
Curriculum Development and Community Engagement,
Contd
Potential Impact of Content Council Curriculum
Development
Stakeholder Engagement
Faculty
CBOs
K 12 Education
Employers
Tourism
Retail
CURRICULA
Hospitality
Food Service
CUNY Networks
Workforce Investment System Networks
New Partner Networks
Credit Students
NYC Business Solutions Business Outreach Team
Alternative High Schools
Non-Credit Students
Immigrant Outreach Partners
Workforce1 Community Partner Network
High Schools Community Partners
Young Adult Borough Centers
Employers
Community-Based Organizations
14
WIRED Projects and Lead Partners
Regional Workforce and Economic Data Tools
NYC Labor Market Analysis Center
Real Estate Development Database
New York City WIB and The City University of New
York (CUNY)
NYC Economic Development Corporation and
NYC Department of Small Business Services
Emerging Workforce Projects
Business Solutions Center for Immigrant
Entrepreneurs
Customized Employee Retention Needs Assessment
NYC Department of Small Business Services
NYC Department of Small Business Services
Customized Training
Service Industry Content Councils
NYC Department of Small Business Services
Kingsborough Community College (CUNY)
Youth Work Curricula
Youth Development Institute (FCNY)
15
Outcomes and Deliverables
The five-borough WIRED proposal has two sets of
anticipated outcomes/deliverables for the
projects Capacity-building and pilot program
outcomes
  • Center for Labor Market and Economic Analysis
    Capacity Building
  • Creation of a Center for Labor Market Economic
    Analysis housed at CUNY
  • Creation of a public use mechanism through a
    web-based application
  • Real-Estate Development Project Database
    Capacity Building
  • Creation of a database system to track
    large-scale economic development projects and
    connect to workforce development efforts
  • Examples of potential impact The Gateway project
    Bronx Terminal Market 2,100 jobs, Spring 2009
    East 125th St Development Project 1,000 to
    2,000 jobs, Fall 2009
  • Retention Assessment and Planning Capacity
    Building and Pilot Outcomes
  • Creation of a Customized Employer Retention Needs
    Assessment (CERNA) to be used across the
    workforce investment system
  • Increase the percentage of target emerging
    workforce retained through interventions in
    comparison to an employers prior retention rate
  • Increase in number of hours employees in pilot
    sites are working

16
Outcomes and Deliverables (contd)
  • Customized Training for the Emerging Workforce
    Capacity Building and Pilot Outcomes
  • Wage increase up to 20, in keeping with the
    outcomes weve seen from the NYC Business
    Solutions Training Grant in the past
  • Increase in the education/literacy (both math and
    written) skills of immigrant and youth
    employees
  • Increase in transferable skills in these
    employees, including customer service skills,
    cash handling/finance skills, and
    managerial/supervisory skills
  • Provide skills upgrade to 630 incumbent workers
  • Business Solutions Immigrant Outreach Capacity
    Building and Pilot Outcomes
  • Create a replicable model for engaging immigrant
    communities through existing community-based
    organizations
  • Serve 500 businesses in Flushing, Queens, largely
    in the service sector
  • Content Councils Capacity Building and Pilot
    Outcomes
  • Create four occupationally-based curricula
    informed by business, labor market analysis, CUNY
    faculty and community-based organizations
    engaging with immigrants and youth
  • Pilot curricula with at least 10 sites to refine
    and tailor to different populations
  • Place at least 160 trainees with whom the
    curricula was piloted

17
Vision for Next Stage of Transformation
  • The New York City region will sustain the
    proposed transformation by
  • Expanding emerging workforce initiatives to focus
    on other sectors
  • Engaging new partners and additional workforce
    investment system stakeholders
  • Fully integrating the strategies across the
    regions workforce investment system
  • Bringing pilot sites to scale

18
Q A
  • Questions and Answers
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