Welcome! Laura Smith Regional Director, Programs Philanthropy Ohio - - PowerPoint PPT Presentation

Laura Smith Regional Director, Programs Philanthropy Ohio

@philanthropyOH #OHphilTalks

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CSR as a Tool to Support Workforce Development

January 18, 2018

Poll Question 1

How many employees are in your company?

• 1-100
• 101-500
• 501-1,000
• 1,001-5,000
• 5,000+

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Poll Question 2

What type of company do you work for?

• Retail
• Technology
• Finance
• Industrial/Manufacturing
• Health
• Hospitality
• Professional Services
• Other

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Poll Question 3

Have you funded workforce development initiatives in the past?

• Yes
• No

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Janice Urbanik Executive Director, Partners for a Competitive Workforce Karen A. White Senior Vice President of Community Relations, KeyBank Senior Program Officer, KeyBank Foundation

Today’s Speakers:

Janice Urbanik Executive Director, Partners for a Competitive Workforce

PCW IS OUR REGION’S EFFORT TO CLOSE THE SKILLS GAP

Partners for a Competitive Workforce is a tri- state partnership, managed by United Way We are 150+ organizations joining efforts…

> employers > workforce boards > chambers and economic development entities > education and training institutions > community organizations

… to go farther, faster.

Sector partnerships are closing the skills gap in key industries

HEALTH CARE ADVANCED MANUFACTURING CONSTRUCTION INFORMATION TECHNOLOGY SUPPLY CHAIN

WE ARE DELIVERING RESULTS FOR WORKERS

11,270+ served 79% obtaining employment 67% retained for 12 months Increased annual earnings by up to $7,500; $7.3M per year total

• Monetized benefits:

– Increased retention provides up to $69,000/year savings, 11.9% ROI – Wage gains for employees: $18.95/hr. vs. $16.15/hr.

• Non-Monetized benefits:

– Increased racial diversity: 8-12% difference in team composition – Improved staff morale and engagement

WE ARE DELIVERING RESULTS FOR EMPLOYERS

Health Careers Collaborative ROI Studies Manufacturing Industry Partnership ROI Study

• 875% ROI for entry level machine operator training
• 30% reduction in OJT time for trainees

TALENT PIPE PIPELINE IMP IMPACT

• Nearly 15,000 youth reached in 2016
• Greater Cincinnati STEM Collaborative projects
• Summer of STEM
• 3D Printer Clubs
• Bike Clubs
• Girls in STEM
• Industry-specific outreach, e.g.,
• What’s so cool about manufacturing video contest
• Youth co-op, internship, and apprenticeship programs
• Tours, job shadows, career fairs

WHY CAN’T YOU FILL YOUR OPEN POSITIONS…IS IT ONLY A SKILLS GAP?

SUPPL PPLY – why

y can an’t y you fill y ill your open en positio itions?

• Skills gap
• yes…90% of jobs require some education or

training after HS but only 50% of us have that

• Awareness/Parent role

– Yes…parents are biased against some sectors or non-bachelor degree programs

SUPPL PPLY – why

y can an’t y you fill y ill your open en positio itions?

• Barriers to overcome

– Transportation to school and/or work

• Transit study/Regional indicators report – only 59% of regional jobs are

reachable by public transit

– Access to affordable, quality child care that meshes with job and/or school schedules

• Quality child care is more expensive than college tuition
• Home based care vs. center based care is preferred for

evenings/overnights i.e. 2nd and 3rd shift

– Intimate Partner Violence

• On average, 30% (some sites 50%+) of job seekers (81% female/19% male)

have some experience with intimidation/intimate partner violence

• 177 children in the homes of those reporting issues

SUPPL PPLY – why

y can an’t y you fill y ill your open en positio itions?

They can’t afford to go back to school… …or to take that job

22

DASHBOARD : 90% GAINFULLY EMPLOYED

91% 91% 90% 84% 83% 84% 87% 86% 89.5% 91%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

23

EMP MPLOYED, B BUT AR ARE T E THEY GE Y GETTING G BY?

74% 71% 70% 69% 71.1

2007 2009 2011 2013 2015

Percentage Above Self Sufficiency (200% Federal Poverty Level)

200% FPL for a family of four = $49,200

Understanding “Self Sufficiency”

2017 Federal Poverty Level Guidelines

Family Size 100% Annual 200% Annual 200% Monthly 200% Hourly (2080 hrs/yr) 1 $12,060 $ 24,120 $2,010 $11.60 2 $16,240 $ 32,480 $2,707 $15.61 3 $20,420 $ 40,840 $3,403 $19.63 4 $24,600 $ 49,200 $4,100 $23.65 200% of FPL covers just the basics – food, rent, utilities. Nothing is left over for saving for college,

• r car repairs, or medical emergencies

52% of all families with children under 18 in the region, married or not, have a single wage-earner 72% of all jobs in the region (78% of manufacturing jobs) pay less than $50,000/year. By 2027, that will increase to nearly 80%! 70% of Gateway students have household incomes below $25,000/year (similar for Cinti State).

Wages in our Region

Jobs EQ 2016 BLS

Occupation Entry Level Wage Experienced Wage Manufacturing Team Assembler $22,400 ($11/hr) $37,800 ($18.00/hr) CNC Machine Operator $28,000 ($13.50/hr) $51,000 ($24.50/hr) Machinist $30,200 ($14.50/hr) $54,100 ($26/hr) Health Care Home Health Aide $19,400 ($9/hr) $24,100 ($11.50/hr) Medical Assistant $24,100 ($11.60/hr) $35,200 ($17.00/hr) Phlebotomist $23,800 ($11.50/hr) $35,300 ($17/hr) Community Health Worker $31,100 ($15/hr) $48,700 ($23/hr) Retail Cashier $17,900 ($8.50/hr) $22,400 ($10.75/hr) Retail Sales $18,300 ($9/hr) $31,700 ($15/hr)

$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $5 $10 $16 $21 $26 $31 $36 Income Plus Supplemental Assistance Annual Earned Income (in thousands)

Annual Wage Federal Earned Income Tax Credit (EITC) Child Tax Credit TANF SNAP Affordable Care Act (ACA) Medicaid HEAP Assistance Utilities Housing Voucher/ Section 8 Child Care Subsidies Federal Child and Dependent Care Tax Credit Total Gross Resources

One adult, one pre-schooler, Hamilton County

Self-Sufficiency Line

Child Care Assistance

Single Mother Preschooler Infant

Single Mother Preschooler Infant HC Wages

Single Mother Preschooler Infant Manufacturing Wages

Single Mother Preschooler Infant Retail Wages

SO, ARE YOU TELLING ME THAT RAISING WAGES IS THE ONLY ANSWER?

No, but it is a consideration in a broader Good Jobs Strategy

Simply Put…

Solving the talent issue… Begins and ends with the employer…

Focusing on the skills gap

Is solving yesterday’s problem… Today’s problem is that people have choices and employers are selling a product that people don’t want to buy - their jobs

And…who are the people to be trained?

• The answer is NOT exclusively high school students
• The largest pools of labor available now are:

– The UNDERemployed – The long-term unemployed (labor participation rate)

• Women
• 2nd chance citizens
• People with disabilities

– There are up to 20x more underemployed/long term unemployed ppl available than HS grads

Employers know how to fix this

New Client/Product/Market

• Segmentation analysis

– Aviation, automotive etc. – What are their needs? Pain points?

• Value proposition and

points of differentiation vs. competition

• Value/service after the sale

Employers know how to fix this

New Client/Product/Market

• Segmentation analysis

– Aviation, automotive etc. – What are their needs? Pain points?

• Value proposition and

points of differentiation vs. competition

• Value/service after the sale

Talent Marketplace

• Underemployed, women,

ex-offenders etc.

– What are their needs? Child care? Transportation? Training?

• How you can solve their

needs – and better than

• ther employers

– Shuttles, paid training, etc.

• Career ladders to higher

skills and pay, workforce coach, etc.

CALL TO ACTION - Philanthropy

How might you:

• Help employers think differently about the talent marketplace i.e. it is now a

sellers market, not a buyers market

• Incentivize creation/relocation of better jobs, not just any job?
• Add goals for workforce outcomes or better jobs to other investments?
• Incentivize 2-generation solutions that help the parent get and keep a job

while also supporting their children through pre-school or other interventions

• Fund research on the jobs/wages (disaggregated by race and gender) that are

currently available to dimension the poverty issue in your communities?

• Incentivize large organizations to require better jobs at their suppliers (in

addition to in-house job improvement) - CSR

Resources for you

• www.Goodjobsinstitute.org
• Resources from National Fund for Workforce Solutions

(publications tab):

• High Performing Funding Collaboratives
• High Performing Industry Partnerships
• TONS of case studies

CONTACT US!

Janice Urbanik Executive Director Partners for a Competitive Workforce Janice.Urbanik@uwgc.org 513.762.7160

Karen A. White Senior Vice President of Community Relations, KeyBank Senior Program Officer, KeyBank Foundation

KeyBank Foundation

Strategic and transformational grant making 1/18/18

Agenda

42

• KeyBank Foundation Overview
• Strategic focus areas
• Education
• Neighbors
• Workforce
• Measuring the work
• Relating workforce to other strategy areas

KeyBank Overview

43

Awards and Accolades

44

KeyBank Foundation Community Engagement Strategy

Transformational Philanthropy Principles

Thoughtful approach to delivering maximum benefit through philanthropy

KeyBank Foundation Board of Trustees: 12

Corporate Responsibility Partners: 20 Local Market Leadership: 550+

580+

Team members focused on Plan

Foundation Overview

• Partner capacity to deliver on large-scale

programs

• Managing community expectations (i.e.

the list of needs is long & not always aligned with our pillars or philanthropic approach)

Historical Giving

Philanthropy Professionals: 6

Diversity and Inclusion Financial Capability Transformational Outcomes Measurable Impact Sustainability $11.8 $12.0 $12.4 $13.0 $15.6

FY12 FY13 FY14 FY15 FY16

($MM)

• National philanthropic strategy and approach

focused on community impact (versus one- time responsive grants)

• Community impact investments

Strengths Challenges

KeyBank Foundation Approach

KeyBank Foundation combines its strategic pillars with individual market needs to develop a custom community engagement and philanthropic approach for each market

KeyBank Foundation Strategic Pillars Neighbors Education Workforce Service

• Create prosperity through

advancing economic inclusion, communities and housing that are safe, affordable and stable and the development of small business

• Improve intellectual

capital through higher education, vocational and secondary education graduation and completion

• Enhance economic vitality

through job creation, attainment, retention and workforce development

• Promote citizenship through

engaging employees in board and civic leadership and hands-on service; differs from the other pillars as it is not financial support, but time

• ffered by our employees

KeyBank Foundation Pillar Overview: Workforce & Service

Foundation Strategic Pillars Neighbors Education Workforce Service Strategic Pillar Background

• Vision: enhance economic

vitality through jobs creation, attainment, retention, and workforce development

• Goals: adults will be equipped

with the necessary skills, education and capabilities to meet current and future local employment demands

• Priorities:

Increase/Improvement in: −training program or certification completion rates −employment placement −retention rates −promotions −employee earnings

What it is: workforce training for lower-level employees  advance careers to become registered nurses while working Outcome: graduated 153 registered nurses to date; over 70% retained at AMC; 17% advanced beyond RNs

What it is: national workforce model advancing careers & creating a more educated & diverse healthcare vocation, including nursing & healthcare careers for New Americans & providing primary care access & services for underserved populations Outcome: target 80% nurses with BS degree; create Nurse Practitioner residency program & enroll New Americans in Community Healthcare worker program

Grant Examples

Preparation Completion Employment Advancement and Retention KeyBank Foundation will invest in programs delivered by non-profit organizations that create the following outcomes: Grant Outcomes Grant Outcomes Grant Outcomes

• Job training program

completion

• Certification and licensure
• Job placement
• Increased wages
• Job promotions
• Increased job duration

KeyBank Foundation funds select programs designed to demonstrate significant and measurable improvement in attainment of job training completion, employment, advancement and retention: Measurements Measurements Measurements

• Training enrollment
• Internships
• Job acquisition
• Hours worked
• Earnings
• Benefits
• Wage rates
• Retention rate
• Temporary to permanent
• Promotions
• Job performance and engagement

Workforce … Connecting Talent and Job Opportunity

Relating Workforce

• Funding barrier challenges
• Transportation
• Child care
• The under-employed challenge of learning new skills/vocations
• Previously incarcerated
• Employer cultural sensitivity programs (HR, Hiring Managers)
• Funding non-traditional organizations/agencies with workforce programs
• Museum of Art (Toledo, Cleveland)
• Cleveland Public Theatre
• University Hospitals
• The Cleveland Orchestra

Questions?

@philanthropyOH #OHphilTalks

Janice Urbanik Executive Director, Partners for a Competitive Workforce Karen A. White Senior Vice President of Community Relations, KeyBank Senior Program Officer, KeyBank Foundation

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