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

YPI’s Diversity, Inclusion & Workforce Committee presents: Part I March 26 th , 2020 Building with Communities Part II April 9 th , 2020

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

Obstacles and Hurdles • SEP-14 Pilot Required for Geographic-based Hiring Goals • How does a DOT implement something brand new – and achieve the desired results?

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 Ensure price employment stability

The Case for Economic Inclusion Research shows that inequality affects GDP growth . When an additional 1% of 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 Local Innovation Wealth Job New Creation Businesses

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.

A Research in Action Lab is a PROCESS not a PRODUCT : Discover Define Develop Deliver • 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

The Economic Growth and Mobility Project focuses on three pillars of inclusive economic growth: Infrastructure Workforce Job Creation Equity Development Equitable Development Transportation Education Entrepreneurship Affordable Housing Barriers to Employment Creating Quality Jobs Broadband Skill Development 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 Job Creation • 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.

HireNYC in New York Job Creation • 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.

Other Procurement Levers Job Creation • 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.

Other Non-Procurement Levers • In connecting economic development projects to Job Creation 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.

Research in Action Labs Discover Define Develop Deliver Define the problem Explore solutions

What does innovation require? Institutionalize Pilot and Systems Partnerships Innovate Change Collaborations Test innovative Shift resources continue to work approaches to towards more together into the addressing larger equitable systems in future economic the future problems

Lessons Learned Collaboration is Key Institutionalize • Breaking down silos and building Partnerships consensus takes time and trust. Collaborations • Partners should come together continue to work together into the around a shared vision. future • Process is just as important as product.

Lessons Learned Innovation Requires Risk Pilot and • Find partners willing to take a Innovate risk and demonstrate impact. Test innovative • Leverage community resources approaches to first and then connect to outside addressing larger economic assistance or resources. problems • Be willing to try and fail. • Celebrate small wins to sustain energy.

Lessons Learned Lead with Equity Systems • Making systems work for those that Change are most disadvantaged benefits Shift resources everyone. towards more • Include the perspective of the equitable systems in community in the work. the future • There is no one-sized-fits-all or silver bullet solution.

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  2 nd 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