1. Think Big Conference Colorado Springs August 31, 2016
Gretchen Morgan, Chief Learning Officer
Colorado Springs
August 31, 2016

2. Agenda for Today
Provide an overview of the Swiss apprenticeship system and BASIC
Provide an update on where we are today and where we are going in the weeks and months ahead
Discuss emerging apprenticeship pathways, with a specific focus on pathways within Business Operations, Advanced Manufacturing, and IT
Review program logistics including apprentice-host commitment, potential student schedule, prospective area partners, and other details
Align on outstanding questions and next steps

3. Swiss Apprenticeship System
Similar coursework Kindergarten through 10th grade.
Practical work experience education starts at age15 and typically lasts 2-4 years. Hybrid of HS and community college vocational training.
3-4 days/week hands on work experience , 1-2 days/week in classroom
Company nor student are bound to each other after training.
Permeable system that allows youth to choose a career pathway, change industries and move on to specialized certifications or higher education
70% of all students choose apprenticeships, no stigma – most CEO's have been apprentices
40% of all Swiss companies participate using about 230 occupation training paths
About 97% of all students have graduated with a VET Diploma (Vocational Education & Training) or other high school degree

4. The permeable system allows for all paths to result in whatever degree of education is desired with little to no backtracking, duplicative education, or dead-ends.

5. The Swiss System- Theory & Practice
Dual track education of theory (classroom) and practice (on-the- job)
VET students earn wages while working for host companies
Companies teach students practical skills related to nationally approved training guidelines
Intercompany training centers provide the “early practice” for students to learn industry specific skills and knowledge

6. The Business Case
Prof. Stefan Wolter of the University of Bern was able to prove a positive Return on Investment for businesses that host apprenticeships structured appropriately:
The last half of the apprenticeship should be more productive than the training wage being paid to offset the initial cost
Most companies experience a net zero training cost, or even increased profitability
Two variables: time and wage
The initial years are always an investment in training, not typically productive
Other benefits:
reduced turn-over
increased loyalty
increased innovation and productivity
enhanced team atmosphere
Wage and time are the variables in this model, when structured appropriately,
There is an ROI to industry because apprentices perform productive work as they become increasingly skilled

7. BASIC: Adapting the Model for Colorado
The Problem
Colorado’s businesses face an ongoing shortage of skilled workers, making it difficult to identify, hire, and train the talent they need
Colorado faces ~25,000 unfilled weekly vacancies, resulting in ~$300M annual GDP loss
Colorado’s current education system is not addressing the State’s growing talent gap in its current form
The traditional K-12 system provides the academic “theory” for job readiness but not the real-world “practice” to develop job skills
The Solution
To address this growing problem, Business and Schools in Collaboration (BASIC) facilitates youth apprenticeships that match talent development to the evolving needs of businesses
Businesses and industry associations develop apprenticeships for high demand roles
In 9th and 10th grade, students undertake a career exploration curriculum
In 11th and 12th grade, students pursue a paid, part-time apprenticeship
Students may complete a post-high school training year to receive a certified journeyman status, while obtaining higher education credits
After program completion, students may continue to work in industry, pursue additional technical training, or continue on to a 4-year degree program
Apprenticeship programs like BASIC have improved high school graduation rates by 20%+, lowered hiring and training costs for businesses, and increased expected lifetime earnings for participants by 30%+
By addressing the need for expanded apprenticeships starting in high school, we are also expanding the infrastructure for apprenticeships for all Coloradans.

8. Colorado’s businesses struggle to fill key positions, raising the cost of finding and hiring critical talent
Colorado currently has 25,000+ unfilled jobs a week
Colorado unfilled jobs,
000s
2016
“Our tool room manager is 70 years old and we can’t find talent to back fill him. Our newest hire came from Ohio.”
Noel Ginsburg, CEO Intertech Plastics
Healthcare
Hospitality/Tourism
Manufacturing
Banking/Finance
Information Technology
“Our current system of career and technical education and middle skills training will not sustain the needs of our business… We are in a crisis for finding and developing skilled talent,”
Jon Kinning, COO of RK Mechanical
Commercial Services
Total
The inability to fill key positions costs Colorado ~$300M in annual GDP
Absence of critical skills in CO labor pool has raised cost of scouting/hiring/training
2016
Projected hiring and training costs for skilled-roles
$,000s
Colorado GDP 29 24 25 26 28
$, M
2016
2017
2018
2019
2020
Source: CO Dept. of Labor; Center for American Progress Jobs Training Report; Team Analysis

9. Colorado’s Education System
Colorado’s traditional education system leaves some students without a clear and integrated path into the workforce
100
9th graders begin high school 77
students reach graduation
23 do not graduate 44
44 enroll in college
33 do not enroll
Works for only
18% - 23%
of students
Colorado’s Education System 35
35 Students return for a second year
9 do not return
23 Students receive a post secondary degree within 150% of allotted time (Certificate, associates or bachelors) 23
12 do not 18
immediately enter employment in Colorado
Colorado’s traditional talent pipeline falls short
of preparing the talent needed by business to be globally competitive
SOURCE: The Colorado Talent Pipeline Report 2015

10. Thank you for joining us as pioneers in this work!
We’re excited to support your businesses…
…While also supporting your students too
Benefits to apprenticeship training:
Benefits to youth:
Productive employees for training wage
Exposure to workplace & possible career at early age
Potential full-time hires, already trained to company standards, reducing recruiting costs for high-demand jobs
Relevant skills in high-demand jobs
Earnings of up to ~$50k-60k while in school
Robust training programs can inform & support broader company training
College credit, with potential to earn Associates Degree in 13th or 14th years
Infusion of new ideas from next generation
Highly-valued industry credentials
Increased engagement by employees who enjoy mentoring
Automatic entry into college upon completion
Loyal future customer & ambassador
Increased job security & earnings over lifetime
Brand benefit for community engagement

11. We’re launching our 2017 pilot with a handful of innovative, forward-thinking business & education partners across the state
Front Range 2017 program scope
Students served:
Target school districts: DPS, Cherry Creek, Boulder /St. Vrain, JeffCo, Private / Charter partners
Functional focus: IT, customer service, financial services, and manufacturing
Western Slope 2017 program scope
Target school districts: Mesa County / TBD
Functional focus: Manufacturing, IT, and Business Operations
Southern Colorado 2017 program scope
Target school districts: East Otero / TBD
Functional focus: Manufacturing
Adams
Alamosa
Arapahoe
Archuleta
Baca
Bent
Boulder
Chaffee
Cheyenne
Clear Creek
Conejos
Costilla
Crowley
Custer
Delta
Denver
Dolores
Douglas
Eagle
Elbert
El Paso
Fremont
Garfield
Gilpin
Grand
Gunnison
Hinsdale
Huerfano
Jackson
Jefferson
Kiowa
Kit Carson
Lake
La Plata
Larimer
Las Animas
Lincoln
Logan
Mesa
Mineral
Moffat
Montezuma
Montrose
Morgan
Otero
Ouray
Park
Phillips
Pitkin
Prowers
PUeblo
Rio Blanco
Rio Grande
Routt
Saguache
San Juan
San Miguel
Sedgwick
Summit
Teller
Washington
Weld
Yuma
Partnerships, students served, and program offerings will evolve throughout the summer and fall of 2016

12. The road to our pilot launch over the next year
Where we are today
June 2017
Training center launch for apprentices
Aug 2016
Recruitment of businesses and districts
Sep 2016
Student recruitment begins
Nov 2016
Career readiness student pre-screen
Jan 2017
Apprenticeship JDs finalized and posted
Mar 2017
Student application due date
April 2017
Student selection deadline
Dec 2016
MOUs with all partners finalized
Training of mentors & supervisors commences
Feb 2017
July 2016
Apprenticeship pathways finalized
Full launch
Soft launch
Aug 2017
Apprenticeships at workplace begin

13. Apprenticeship training will occur in three primary settings
Student continues in
career or with 2- or 4- year degree
At school
At a training center
On-the-job
Core academic courses at high school (e.g., math), some community college coursework
Training in professional basics and pathway-specific skills
On the job training, in form of occupation, rotation or projects
2-3 days/week
Summer courses
+ 2 Saturdays/week
2-3 days/week

14. In our pilot year, we will develop apprenticeships across 4 primary pathways, leading to a variety of occupations
Pathways
Advanced Manufacturing
Information
Technology
Financial Services
Business Operations
Type of businesses useful for
Advanced Manufacturing, Construction
Tech, Banking, Insurance, Hospitality, Health care, Advanced Manufacturing
Accounting, Banking, Insurance, Hospitality, Health care
Hospitality, Retail, Banking, Insurance, Tech, Health care
Sample business partners
Mikron, Pilatus, Intertech, RK Mechanical, Terumo, Coors
Pinnacol, AT&T, HomeAdvisor, Ibotta, Vectra, Kaiser, DaVita, Stonebridge
EKS&H, Vectra, First Bank
Stonebridge, AT&T, Vectra, Ibotta, DaVita
Sample
Resulting
Occupations
CNC programmer, Machinist, Quality control engineer, Logistics manager
Software developer, Network administrator, Database administrator, Network Architect
Underwriter, Compliance analyst, Loan officer, Claims representative, Bookkeeper
Sales manager, Operations manager, HR manager
Year 1
Training – Sample topics
Professional skills, Quality assurance, Manual and machine manufacturing methods
Professional skills, Customer service, IT support, Hardware installation, Basic database applications
Professional skills, Customer service, Financial concepts, Accounting
Professional skills, Business concepts, Customer service
Year 2
Training – Sample topics
Lean manufacturing, Assembly methods, Measuring & testing methods
Basic programming, Advanced hardware training, Advanced database applications
Underwriting, Compliance, Accounting
Financial concepts, Sales techniques, Logistics
Year 3 (& 4)
Training – Sample topics
CAD methods, Automation, Electrical manufacturing
Advanced programing, network administration
Risk analysis, Advanced concepts in underwriting and accounting
Management concepts, Operations

15. Sample apprenticeship progression in Business Operations
Very preliminary
Sample apprenticeship progression in Business Operations
School
(2-3 days/week)
Training Center
(2 days/month)
Workplace
(2-3 days/week)
Community college:
Sales
Marketing
Economics
Operations
Sample training topics:
Managerial operations
Marketing & Communications
Sample certifications:
Certified Hospitality Trainer
Certified Guest Services Professional
Specialize in an occupation:
Customer service associate
Sales associate
Retail operations
Marketing associate
Human resources associate
Years 3
High school:
Core graduation requirements
English
Foreign language
Math
Economics
Career readiness
Sample training topics:
Financial concepts
Sales
Marketing & communications
Human resources
Sample certifications:
Certified Professional Salesperson
One or more experiences in:
Front desk / Receptionist
Call center
Sales operations
Human resources
Marketing & communications
Graphic design
Operations
Processing & logistics
Procurement
Year 2
High school:
Core graduation requirements
English
Foreign language
Math
Economics
Career readiness
Sample training topics:
Basic professional skills
Customer service
Operations and logistics
Business administration
Sample certifications:
NRF Customer Service and Sales Certification
Year 1

16. We can help you evaluate 3 sample approaches to apprentice job progression at workplace (Business Operations example)
Front desk
(1 year)
Sales operations
Sales associate
Occupation-specific approach
Apprentice advances in single occupation 1
(6 months)
Call center
(3 months)
Marketing
(12 months)
Graphic design (3 months)
Marketing associate
Rotation approach
Apprentice rotates through several company functions 2
Logistics
Procurement (6 months)
Sales operations (6 months)
Human resources
Retail operations
Project market-place approach
Apprentice “applies” to projects posted by company teams/ management 3
Year 1
Year 3

17. What does a business need to do in order to ensure success?
Development of apprenticeship program
Initial development of apprenticeship program
Decide to join as official Training Business
Dedicate internal resources
Develop HR plan
ID apprentice pathways
Integrate training plan
Attend trainings
Business
Sign Training Business MOU with BASIC
Assign primary point person
ID other involved employees
Tailor & integrate HR plan
Work with business unit leaders to identify workforce dev. needs & pathways
Tailor & integrate training plan into business operations
Send HR & participating managers to trainings
Implementation of apprenticeship program
Select app's
Develop training schedule
Pay for app. training
Host app's
Mentor & assess apps
Decide to hire app.
Qualify as CCOL
Management of ongoing apprenticeship program
This is where you can talk about how workforce centers can
Business
Screen, interview & select app's
Work with student & school to finalize schedule
Pay for training
Release app for training
Implement workplace training plan
Pay training wage
Provide ongoing mentorship
Conduct periodic & final assess- ments
Decide whether to hire
Provide job offer if hired
Request certific- ation

18. Successful training businesses combine pre-apprentice preparation with meaningful training and routine assessment and feedback
Ongoing assessment and feedback
Pre-apprentice preparation
Effective onboarding and training
“Transparent structures, processes, and systems to educate, interview, evaluate, select, and communicate with incoming apprentices”
Clear minimum skill standards for apprentice positions
Student shadowing opportunities prior to selection process
Consistent evaluation criteria
All applicants interviewed
Expectations and requirements discussed early in the process
“Formal measures and tools to assess student performance and provide routine coaching and feedback”
Routine written assessments con- ducted and shared with apprentices
Informal feedback and coaching provided by mentors and supervisors
Clear end date for apprenticeship established with ongoing discussions on “what comes next”
Problems/issues communicated early to all relevant bodies
“Extensive onboarding process in place with ongoing training opportunities to improve professional and technical skills”
Onboarding:
Employment contract discussed
Full overview of the training program and assessment structure covered in detail
Supervisors, mentors, and co- workers introduced
Health and safety regulations discussed
Training:
Training considered a critical part of company activities and apprentice experience
Trainers provided with appropriate organizational resources
Clear attainable targets established and communicated to apprentice
Tasks of increasing difficulty given to apprentices to grow core competencies
Routine apprentice feedback
SOURCE: Manufacturing practice

19. BASIC has outlined an early list of key responsibilities for four major employer roles
Deep dive follows
Roles
Key Responsibilities
Time Commitments (time)
Traditional supervisory responsibilities including direct supervision of the apprentice’s work
Oversees and provides feedback to ensure the output is up to standard
Quarterly BASIC / Industry Association training meeting (2 hrs per meeting)
Apprentice Supervisor 1
Daily check-ins at the beginning and end of the day for 15 minutes
One-on-one meetings with each apprentice every other week to check-in and discuss progress
Meetings with apprentice supervisors to discuss apprentice progress
Bi-monthly cross sector mentor meeting
Serve as point person for BASIC at the company
Daily check-ins (30 mins)
One-on-one meetings (2.5 hours per week)
Supervisor meeting (1 hour per week)
Bi-monthly cross sector meeting (2 hours)
Apprentice Mentor 2
Ensures overall quality of the program and sets up both apprentices and managers for success
Helps set-up and/or run periodic training events throughout the year
Introductory HR training hosted by BASIC (1-2 days one time)
Periodic training events (time TBD)
Human Resources Director 3
Supports the HR Director and other staff in creating and sustaining a successful program
Two BEL engagement activities annually
Executive Delegate 4

20. The Apprentice Mentor’s major responsibilities include
Activity
Daily check-ins 1
One-on-one meetings 2
Meetings with Apprentice Supervisors 3
Attend bi-monthly cross sector mentor meetings 4
Activity Overview
To ensure the apprentices are ready for their day
A time to see what students have learned about the industry
Monitoring progress of the apprentice
Prepare for upcoming assessments
Review feedback from supervisor
Review the apprentice’s performance
Address any gaps in performance
The purpose of the meetings is to debrief and learn from colleagues
Be able to provide feedback on the program and process
Time Commitments
15 minute sessions
Twice a day
Time commitment varies based on the needs of each apprentice
Vary depending on the apprentice in question and whether managed by apprentice or as a group
Varies from month to month but a few hours generally
N/A
Be BASIC point person 5

21. Prior to the program launch, BASIC will help new partners prepare for incoming students
Service
Description
Recruiting and HR support
Maintains the apprenticeship marketplace, providing the business with a one-stop shop for apprentice recruitment needs
Works with K-12 districts to ensure a wide range of career-ready students preparing for, applying to, and entering apprenticeships
Provide consulting support on HR policies & tools including onboarding, payroll, risk management, etc.
Provides guidance, training, and related tools to supervisors, mentors, HR directors and CEOs
Curriculum development
Works with industry associations, or affiliated business partners to define the competencies, assessment and training center learning plans for each occupational pathway offered
Identifies competencies to be taught in the workplace and provides mentors and supervisors with training suggestions and and progress monitoring tools
Aligns training with relevant industry certifications and coordinates 3rd party assessments to ensure apprentices receive nationally recognized credentials, increasing attractiveness of program to students
Pathway development
Facilitate business’ efforts to build internal career progression[s]/rotation[s] that support student learning and the objectives of the business
Tie business pathway development to broader competency and curriculum objectives
Develops training centers
Facilitates development of pre-workplace skills among student apprentices
Supports development of training centers to provide pathway-specific training to enhance apprentice productivity in the workplace, support ongoing learning & confer credential
Logistics support
Provides handbook to support integration of apprenticeship programs into business operations
Supports development of systems to manage and evaluate student apprentices
Consults on logistical questions around transportation, scheduling, program structure, etc.
Interface with educational institutions
Works with K-12 districts to ensure that programming in grades 9-10 prepares students for apprenticeships, including helping students develop cross-sector professional competencies, providing students with adequate career exploration opportunities, and effectively recruiting and counseling students
Brokers agreements with higher education institutions so that students can earn college credit during and after apprenticeship experiences and start college upon successful completion of an apprenticeship

22. Detail on student interview and selection process
Stage
Description
Owner
Application packages compiled
Initial scan and review
Finalist candidates discussed
Finalist candidates interviewed
Selection
Notification
School district, association, or BASIC (depending on level of integration) gathers and submits student resumes to partner organizations
School District (in full and limited integration scenario)
BASIC / Association (where no school involvement)
Business partners (with assistance on request from association / BASIC) review candidate resumes and identify lead candidates
Business leads resume scan / review (limited support available on request from BASIC)
Finalist candidates reviewed and discussed at partner business (additional support as needed from association / BASIC)
Business conducts discussion (limited support available on request from BASIC)
Business schedules and lead interviews
Businesses meet with finalist apprentice candidates to interview them (BASIC to provide interview guides / criteria as needed)
Candidates selected for roles based on internal needs and guidelines
Business conducts final selection process
Students informed of selection
Critical details regarding role, responsibilities, work location, pay, etc. shared with students
School District (in full and limited integration scenario)
BASIC / Association (where no school involvement)

23. BASIC founding partner pledge
What it is
What it does
The benefits of signing
A written pledge, signed by BASIC and our founding partners, laying out how we will work together
A mutual statement of intention and values as we work together to launch the 2017 pilot
Provides a broad framework for collaboration between our two organizations
Clarifies initial roles and responsibilities
Establishes an initial commitment to support one another in the creation of a pilot program
Expresses our broader vision for workforce and economic development in the State of Colorado
Allows us to continue to develop an apprenticeship pathway that reflects your businesses’ needs
Ensures your inclusion in various kick-off events with high-level stakeholders taking place this summer and fall
Helps us begin to identify students who are potential fits for your business during the 2017 program

24. Thank you for your time. We look forward to partnering with you
Thank you for your time. We look forward to partnering with you. Please contact us at with any questions.