1. PATHWAYS TO ECONOMIC OPPORTUNITY Fall 2015 CCPT Project Directors Summit Jobs for the Future | November 10, 2015 REGIONAL WORK-BASED LEARNING SYSTEMS: KEY ELEMENTS FOR SUCCESS

2. OUTLINE >Review CCPT WBL goals >WBL-related outcomes >Upcoming opportunities in WBL >Key elements for a regional WBL delivery system >Small group conversation >Review workshop options >Q&A

3. CCPT WBL EXPECTATIONS FROM THE RFP Better prepare students for successful WBL experiences Create formal partnerships with employers Sequence WBL to help inform choices among postsecondary options Integrate WBL into career pathways WBL

4. STAFFING Provide dedicated staff time to pathways CURRICULAR CONNECTION Skills mapping and curricular alignment in pathways development LEARNING OPPORTUNITIES Provide WBL experiences for all pathways students PARTNERSHIP Develop formal partnerships with education (K-12 and postsecondary) CCPT EMPLOYER RESPONSIBILITIES

5. WBL-RELATED OUTCOMES: CAREER ACADEMIES Performance Graduation Economic CA Partnership Academies Met A-G requirements compared to 37% statewide 57% CA Partnership Academies Graduation rate compared to 85% statewide 95% Career Academy Grads More in annual earnings than non-academy graduates $2,088

6. WBL-RELATED OUTCOMES: LINKED LEARNING

7. WBL OPPORTUNITIES >Workforce Innovation Opportunity Act (WIOA) –New provisions connected to career pathways, at least 20% of local youth formula funds for WBL >Renewed interest in apprenticeships and pre-apprenticeships nationally –DOL Apprenticeship grants >California Career Technical Education Incentive Grant >New CA state policy concepts for employer incentives –Alex Taghavian, Linked Learning Alliance

8. KEY ELEMENTS OF A WBL DELIVERY SYSTEM WBL Intermediary Organizational Capacity WBL System Infrastructure WBL Continuum Industry Engagement I O S E C

9. 9-14 WORK-BASED LEARNING CONTINUUM Awareness & Exploration Preparation Training & Application Guest speakers Company tours or field trips Career fairs Mock interviews Job shadows Service learning Class projects or challenges Mentorships Deep internships Paid apprenticeships Capstone projects Teacher externships Mentorships Year 1Year 6Year 2Year 3Year 4Year 5 Source: Adapted from Guide to Becoming a P-TECH Employer; JFF, IBM, CUNY, P-TECH Increasing Intensity of Employer Engagement

10. INNOVATE TULARE-KINGS

11. TULARE-KINGS REGIONAL HUB OF EXCELLENCE: FUNCTIONS Community Engagement Alignment with other Education, Workforce and Economic Development Initiatives Labor Market Alignment Staff Development Student outcome alignment Tulare-Kings Regional Hub Engaged Partnerships Support for Pathway Quality WBL Infrastructure Awareness and Advocacy WBL System Development Employer Engagement Advisory Board Development Data, Research, and Evaluation External Communications Policy and Advocacy

12. T-K INFRASTRUCTURE TO SUPPORT WBL LevelActivity ITK and LLC Recruit, assemble, and support regional staff to: >Engage major regional employers/intermediary organizations and seek commitments >Establish and staff regional sector committees. >Establish technology infrastructure to collect, monitor, and report employer partnerships and involvement. District / Community >Support WBL development and planning for use by districts, schools, academy/pathways, and advisory boards >Support effectiveness and develop advisory boards >Determine sequence of WBL experiences for students >Partner with ITK intermediary orgs. to recruit local, small businesses School / Pathway >Align community and school resources to support WBL >Align WBL with district assessment and accountability >Solve issues related to liability and insurance >Match students with WBL experiences >Link WBL experiences with pathway projects >Monitor and evaluate quality of student experiences >Assess students’ progress toward meeting learning outcomes

13. ITK WBL CONTINUUM

14. > WBL intermediary for Boston and the city’s WIB – Over 3,000 students and 345+ employers participating in employer-paid jobs and internships – Career specialists in 29 local high schools that connect students to WBL opportunities – Dropout prevention and recovery > The PIC is a public-private partnership with Council members, who include prominent business, labor, higher education, government, and community leaders, appointed by the city’s mayor. The Board of Directors is elected by the Council members and guides the PIC’s strategic direction. www.bostonpic.org 14 THE BOSTON PRIVATE INDUSTRY COUNCIL

15. 15 Executive Director Interface with community and stakeholders, public engagement, partnerships, development Researcher Metrics, labor market analyses and surveys, goal setting, evaluation Work-Based Learning Director Direct all school-based Career Specialists and sector- specific account managers of employer relationships Career Specialists and Account Managers Manage employer relationships and work- based learning placements BOSTON PIC YOUTH WBL STAFFING

16. BOSTON PIC CORE COMPONENTS Matching Process Summer jobs campaign led by City of Boston and Mayor’s Office Student recruitment by PIC career specialists (in-school FTEs) Student-employer matching using employer hiring criteria (developed with support of PIC Employer account managers) Structure 7-week summer internship Employers pay interns ($8-12/hour) PIC career specialists based in high schools, 1:300-400 case management ratio Students on employer’s payroll Community-based jobs subsidized by the state Public transportation Timing Summer; first Monday after the 4 th of July to the last full week of August 25 hours/week to 35/hours week over the summer Potential for part-time during the school year Curriculum MA Work-Based Learning Plan utilized to identify the skills used on a job, set job- related goals for student-employees, and evaluate progress Training Career readiness activities: job shadow day, mock interviews, career speakers Mandatory supervisor orientation in June prior to summer internship Evaluation The college/postsecondary training enrollment rate among school-to-career program participants has ranged from 4.6 percentage points to 15.3 percentage points higher than nonparticipants across multiple years of data collection

17. WBL INTERMEDIARY & EDUCATION ROLES A WBL Intermediary… > Engages employers, district and postsecondary leads, CBOs > Partners with employers to develop WBL opportunities based on curriculum > Manages WBL data collection and system > Provides information on labor market projections, business needs, skills mapping > Plays “translator” between workforce, education, and community A School District and/or College… > Engages administrators, counselors, advisors, teachers, instructors > Creates, implements, and improves curriculum with employer input > Manages student performance, data collection, and system > Provides information on academic requirements, student supports, and school/college needs > Helps WBL intermediary understand education language, priorities, culture

18. SMALL GROUP CONVERSATION In your local consortium, what are the primary curricular, financial, leadership, and advocacy considerations for each of the key five elements of a WBL delivery system? WBL Intermediary Org. Capacity WBL System Infrastructure WBL Continuum Industry Engagement Curricular Financial Leadership Advocacy

19. Where are you experiencing or anticipating challenges? What are you doing well in your WBL delivery system that others could learn from? Q&A / DISCUSSION

20. WBL STRAND PREVIEW >Deep dive conversations >Afternoon workshops: –WBL Overview –Effective Implementation of Internships

21. AMY LOYD, ED.L.D. aloyd@jff.org TEL 617.728.4446 FAX 617.728.4857 info@jff.org 88 Broad Street, 8 th Floor, Boston, MA 02110 (HQ) 122 C Street, NW, Suite 650, Washington, DC 20001 505 14th Street, Suite 900, Oakland, CA 94612 WWW.JFF.ORG