Theory of Change

Problem Statement:

Workforce Development Solutions aren’t working effectively for Individuals in Poverty

• Employees don’t have a clear understanding of what a particular career—day-to-day pride and enjoyment, near-term training requirements, longer term opportunities—vs. holding a job—can mean for them and their family
• Employers not selecting/getting their choice of the right employees; not able to retain qualified, skilled workforce
• Systems of support needed to find and retain people in gainful employment are not easy to navigate for either “customer”

Intervention:

Dual-customer focused approach to include:

1. Experiential learning approach that gives students/employees exposure to potential careers and greater understanding of and access to options available to them
2. Career Ladder Development: screening/assessment for “employability” plus training needed to accompany each stage of skill path and career advancement
3. Social Service and Workforce Development Systems provide relevant and accessible wrap around services, including job readiness remediation and/or job counseling to “navigate” the system

Goal:

Develop and pilot an alternative approach that combines quality learning experience with improved support systems and training access/navigation to individuals in poverty and that identifies pathways/careers leading to family-sustaining wages. Influence change in workplace vernacular to allow workers and employers to see jobs in terms of “skills that allow workers to perform well at the jobs they choose to do." Pilot in healthcare sector with eye to application within and across other sectors such as manufacturing and tourism.

Premises:

• Employee—Many students and workers in entry level jobs have the potential for entry and advancement within careers but lack knowledge about, exposure to and counseling to assist in identifying and creating career ladders that lead to relevant training and opportunities.
• Employer—Employers can provide, directly or with partners, information and opportunities for employees to grow within a business or to gain valuable skills. Understanding and creating career ladder opportunities will help them attract, retain and advance lower skilled workers.
• Social Service/Worforce Systems—Underserved and low skilled individuals face myriad obstacles in finding and sustaining themselves in family-sustaining wage jobs. Systems exist to assist them to establish and achieve good jobs and career ladders but there are barriers and regulatory constraints that impede worker advancement.

Objectives:

1. Employee–Design experiential approach to career identification, recruitment and advancement for low-income individuals aimed at understanding the spectrum of career opportunities within the (healthcare) sector, and participation in on-the-job experiences
2. Employer–Screen individuals for “employability” in various career paths (within the healthcare sector); connect individuals with training opportunities and counseling to advance their career development
3. Improve recruitment, assessment and certification as incentives for hiring and retention of low income workers vs financial subsidies.
4. Improve understanding and use of valid available programs and services
5. Social Service/Workforce Systems—Work with social service sector to provide employability/readiness assessment and wrap-around services essential for job placement and retention (ie. child care, transportation, counseling, etc.) and/or job readiness remediation where needed.

Potential Activities:

• Employee—Experiential quality continuum from one time “career day” and job shadowing opportunities to internships, apprenticeships and associate positions. Recruitment to appropriate positions vs reactive response to job postings
• Employer—Directly engage employers to identify range of entry to mid-level higher demand positions in hospitals, long term care facilities, technical services and equipment. Develop understanding of the needs of the sector and connect partners to coordinate service delivery through pipeline. Develop effective recruitment, assessment and certification processes to improve hiring and retention of capable and potentially successful low income workers. Test models of intervention including levels of job coaching, various wrap around services.
• Social Service/Workforce Systems—Monitor and analyze needs and solutions for supporting and sustaining employees and their families through pipeline from entry level to mid-level career ladders.

Outcomes:

1. Employee—X number of individuals complete internships, job shadowing, apprenticeships, or associate position opportunities within the healthcare sector. These opportunities resulted in X number of individuals placed in a position with a family-sustaining wage. Longer term opportunities result in career advancement for X individuals.
2. Employer—X number of employers will develop experiential tracts for individuals, resulting in X number of individuals placed (and retained) in positions providing a family-sustaining wage. X number of individuals will advance within positions or to higher wage/higher responsibility positions leaving openings for pipeline development.
3. Social Service/Workforce Systems—Social Service and workforce sectors will revise /better adapt policies and procedures, and revise or implement new programs related to supportive services needed to connect and retain individuals in employment.

Rationale:

Why Now? What Resources can we Leverage?

• Wide and deep career options within healthcare sector
• DEMAND: healthcare is largely a ‘recession-proof’ growth sector
• Data-driven need (see citations from WIB and other studies)
• Erie County has aging population and is a regional medical center, creating long term demand
• NFWS overall success rate with healthcare sector approaches
• Additional funding availability (state dept. of labor; federal stimulus)
• Potential partner interest (hospitals, long-term care, universities, etc.)