Building with Communities Part II April 9 th , 2020 Building with - - PowerPoint PPT Presentation

Building with Communities

Part I March 26th, 2020 Part II April 9th, 2020

YPI’s Diversity, Inclusion & Workforce Committee presents:

Building with Communities Part I

Moderator: Sarah Bennett, City and County of Denver Program Manager

Speakers:

• Molly Bly – Workforce Development Liaison, Central 70 Project,

Colorado Department of Transportation

• Ashely Putnam – Director, Economic Growth and Mobility Project,

Federal Reserve Bank of Philadelphia

• Christina Watkins – HireLAX ARP Administrator & PLA, Los Angeles

World Airports

Central 70 Project

Young Professionals in Infrastructure “Building with Communities” March 26, 2020

Project Location

Project Overview

• Add one Express Lane in each direction

– Restripe from I-25 to Brighton Boulevard – Complete reconstruction between Brighton Boulevard to I-270 – Widen from I-270 to Chambers Road

• Remove the 55-year-old viaduct and lowering the interstate
• Construct new 4-acre park over the interstate

Why Workforce?

Why Workforce?

• Target hire increases economic opportunities and expands the

talent pipeline for local projects

• Successful target hire effort will provide:

– Jobs for community, – Investment in local resources – Increased collaboration – Ability for contractors to compete and grow

• SEP-14 Pilot Required for

Geographic-based Hiring Goals

• How does a DOT

implement something brand new – and achieve the desired results?

Obstacles and Hurdles

Structuring Final Requirements

• 13 “Local” Zip Codes
• Approximately 20% of

Estimated Project Hours (760,000 local hours)

• Half of local hours must be

“new” hires (380,000 local new hours)

• Incentive-based - $250,000

if both goals are met

Engagement of Local Organizations

• Needs Assessment – Fall 2016
• CDOT hosted Workforce Round Tables: 2016-2018

– Local Elected Officials – Training Organization – Community Colleges – Community-Based Resource Partners

Engagement of Local Organizations

Communication to Stakeholders

• Who are the Stakeholders?

– USDOT and FHWA (SEP-14 and Ladders of Opportunity grant) – Contractors – Workforce Partners

• Community Colleges
• Training Partners
• Trade Associations
• Elected Officials
• Community Organizations
• Local Residents
• Job Seekers
• Every stakeholder needs slightly different communication

strategies

Communication to Stakeholders

• Website: c70jobs.codot.gov
• Public Information Strategies (Comms Team):

– Local Presentations – Social Media – Outreach Tabling

• Workforce at a Glance
• Workforce Bulletin – e-newsletter

Communication to Stakeholders

DISCLAIMER

The views expressed here are those of the author and do not necessarily reflect the views of the Federal Reserve Bank of Philadelphia or the Federal Reserve System.

Why does the Federal Reserve care about Economic Mobility?

Dual Mandate

Maximize employment Ensure price stability

The Case for Economic Inclusion

Research shows that inequality affects GDP growth. When an additional 1%

• f income goes to the top 20% of

income earners, GDP falls. But when the same gains are made by the bottom 20%, GDP rises. Fostering solutions for economic mobility is necessary for economic growth.

Economic Mobility spurs Economic Growth

The Case for Economic Inclusion

Talents Innovation New Businesses Job Creation Local Wealth

By leveraging the research produced by the Federal Reserve System and others, EGMP will convene Research in Actions Labs: catalytic partnerships among public, private and philanthropic stakeholders in the Third District that address specific issues of economic mobility.

• An 18-24 month engagement with one community on a specific

issue of economic mobility

• Localized research and partnership with local stakeholders

around the issue the community has raised

• Facilitated conversations using research to define the problem

and apply best practices to advance local solutions Discover Define Develop Deliver

A Research in Action Lab is a PROCESS not a PRODUCT:

Workforce Development

Education Barriers to Employment Skill Development

Job Creation

Equitable Development Entrepreneurship Creating Quality Jobs

Infrastructure Equity

Transportation Affordable Housing Broadband

The Economic Growth and Mobility Project focuses

• n three pillars of inclusive economic growth:

In order to reach the full economic potential of our region, we need to invest in local infrastructure, local people, and local businesses.

The Power of Procurement

• Anchor institutions and government can be critical

drivers of job creation using procurement tools

• Nationally, initiatives that promote inclusion in

procurement have been leveraging locally resources to connect residents to living-wage careers

• Some examples include PAGE (Philadelphia), CASE

(Chicago) and others.

Job Creation

HireNYC in New York

• HireNYC was a suite of program initiatives that

leveraged New York City dollars to create jobs for low and moderate income communities.

• HireNYC Human Services, HireNYC Goods &

Services, HireNYC housing, and HireNYC EDC

• The last two utilized traditional economic

development incentives or affordable housing funds to create opportunities for local workers.

Job Creation

Other Procurement Levers

• Project Labor Agreements are traditionally used to

create inclusion goals in a government funded project.

• NYC PLA’s as of 2018 required 55% of apprenticeship

slots be given to non-profits serving targeted groups.

• Green Jobs Core in New York replicated those levers

and included funding for pre-apprenticeship.

• ReBuild is an example in Philadelphia.

Job Creation

Other Non-Procurement Levers

• In connecting economic development projects to

workers, sometimes non-procurement levers build local power and collaboration.

• Place-based collaboratives such as LESEN, the West

Philadelphia Skills Initiative, or the West Bronx Hiring Network connect non-profits and work with community boards, employers, local anchors.

• Community Benefits Agreements are common tools

in these instances, as well as local hiring requirements set at the community board.

Job Creation

Discover Define Develop Deliver

Research in Action Labs

Define the problem Explore solutions

What does innovation require?

Institutionalize Partnerships Pilot and Innovate Systems Change

Collaborations continue to work together into the future Test innovative approaches to addressing larger economic problems Shift resources towards more equitable systems in the future

Lessons Learned

Institutionalize Partnerships

Collaborations continue to work together into the future

Collaboration is Key

• Breaking down silos and building

consensus takes time and trust.

• Partners should come together

around a shared vision.

• Process is just as important as

product.

Lessons Learned

Innovation Requires Risk

• Find partners willing to take a

risk and demonstrate impact.

• Leverage community resources

first and then connect to outside assistance or resources.

• Be willing to try and fail.
• Celebrate small wins to sustain

energy. Pilot and Innovate

Test innovative approaches to addressing larger economic problems

Lessons Learned

Lead with Equity

• Making systems work for those that

are most disadvantaged benefits everyone.

• Include the perspective of the

community in the work.

• There is no one-sized-fits-all or silver

bullet solution.

Systems Change

Shift resources towards more equitable systems in the future

History

• Project Labor Agreement - 1999
• “Workforce Development System”
• New Board Members who backed the community
• New Programs:
• HireLAX
• HireLAX Apprenticeship Readiness Program
• Business, Jobs, and Social Responsibilities Office (BJSR)

But Why?

• LAX has a lot of dense, urban space around it and directly in the flight

path

• Major construction projects underway
• Likely $20B (including tenant projects) between 2015 and 2025
• Other Community Projects
• Skilled Craft Labor Shortage
• Retiring workforce
• Not as many people joining (or succeeding)
• Not reflective of the diversity of Los Angeles

HireLAX Partnerships

• LAWA
• Los Angeles Southwest College
• Parsons
• City/County Workforce/Employment Agencies
• America’s Job Centers of California
• WorkSource Centers
• Flintridge Center
• 2nd Call
• Los Angeles/Orange County Building Trades Council

HireLAX Model

• Multi-Craft Core Curriculum (MC3) 120 hours
• Learning about the different trades
• OSHA 10, CPR, First Aid
• Additional 120 hours
• Physical Fitness
• Hands on
• Employment Preparation
• Life Skills Development (Interpersonal and Construction Culture)
• Public funds means very clear and transparent success reporting
• 80% Placement rate for Cohorts 1 - 6

LAWA’s Model

• In addition to 30% Workforce and HireLAX
• New bid models (BJSR) – Best Value
• Set minimums

Contractors typically offer to exceed minimums to improve bid score

• Points system for Inclusion & Diversity
• Bid Evaluation Scoring

Includes past performance evaluation in meeting goals

• Ensure bid goals are included the contract and enforceable

HireLAX’s Cohort #7 Graduates! The HireLAX Apprenticeship Readiness Program celebrated the graduation of Cohort 7. Twenty- seven students who are now ready to pursue construction careers via union apprenticeships. LAWA Interim Chief Executive Officer Justin Erbacci spoke at the ceremony and expressed his hope to see the graduates working on LAX projects soon.

HireLAX MISSION ~ Maximize the economic impact of the LAX Capital Improvement Program through the inclusion of local workers who are reflective of the diversity of Los Angeles.

Questions?

Moderator: Sarah Bennett, City and County of Denver Program Manager

Speakers:

• Molly Bly – Workforce Development Liaison, Central 70 Project,

Colorado Department of Transportation

• Ashely Putnam – Director, Economic Growth and Mobility Project,

Federal Reserve Bank of Philadelphia

• Christina Watkins – HireLAX ARP Administrator & PLA, Los Angeles

World Airports