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MMR - FY20 - Career Pathways

  • Page Type:: Document Section
  • Parent Document:: Mayor's Management Report - Fiscal Year 2020
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      • CAREER PATHWAYS
      • The City’s Career Pathways strategy aims to create a more inclusive workforce, one that
      • provides New Yorkers with opportunities to develop new skills, enter the workforce and
      • earn wages that allow them to achieve economic stability, regardless of their starting skill
      • level or educational attainment. The COVID-19 pandemic dramatically transformed the
      • environment in which City agencies help prepare New Yorkers for and connect them to
      • jobs and careers. In past years in this chapter, the Mayor’s Office of Workforce Development
      • (WKDEV) has described the City’s progress towards investing in career pathways and building
      • a true system among City-administered programs. This year, the chapter emphasizes some of
      • the extraordinary steps the City has taken to ensure low-income communities of color have
      • greater access to good jobs, to offer new services or maintain existing ones virtually and to
      • support workers and employers in key sectors. Additionally, the chapter highlights the City’s
      • significant progress developing and preparing for the launch of an integrated data platform
      • for aggregating and analyzing workforce program data across multiple agencies and other
      • Career Pathway goals.
      • EXPANDING ACCESS TO JOBS FOR COMMUNITIES
      • OF COLOR: COMMUNITY HIRING
      • Over half of adult New York City residents live in high-poverty communities. These areas tend
      • to be predominantly communities of color and have been hit especially hard by COVID-19.
      • Community Hiring is the next step in the City’s plan to leverage its economic power to ensure
      • that low-income residents and communities get good jobs and apprentice opportunities
      • created through City spending. This approach is not allowed under current state law, so the
      • Mayor is proposing legislation in Albany that would enable the City to require contractors to
      • hire low-income individuals and residents of high poverty communities. Under the leadership
      • of Deputy Mayor J. Phillip Thompson, the Mayor’s Office of Workforce Development partnered
      • with the Law Department, the Mayor’s Office of Contract Services and the NYC Department
      • of Small Business Services to draft this legislation. The bill would prioritize thousands of
      • good jobs for low-income individuals and economically disadvantaged communities based
      • on the billions of dollars spent by the City annually on capital construction and other goods
      • and services.
      • Although beyond the timeframe of this report, at a press conference on August 13, the Mayor
      • announced Community Hiring legislation, as well as an historic Project Labor Agreement in
      • which labor unions agreed to prioritize 30 percent of their work hours on City contracts for
      • residents of high-poverty communities. Towards that same goal, the NYC Department of
      • Small Business Services, in partnership with the Mayor’s Office of Workforce Development,
      • coordinated a series of recruitment events in high-poverty communities to recruit individuals
      • to participate in pre-apprenticeship training. Such training prepares individuals for and
      • connects them to union apprenticeship programs, a fast-track to the middle class.
      • CHANGING SERVICE DELIVERY AND LAUNCHING NEW SERVICES
      • NYC Department of Small Business Services: In response to the pandemic, the NYC Department of Small Business
      • Services (SBS) transitioned in-person services from its 18 Workforce1 Career Centers to be completely online or over
      • the phone in mid-March. The Virtual Workforce1 Career Center System provided a way for New Yorkers to receive
      • help finding jobs, preparing for interviews, and accessing free training. The Workforce1 Career Centers served nearly
      • 94,000 jobseekers in Fiscal 2020, with about 32,000 of those being served during the pandemic.
      • SBS also made significant progress developing a new web site, Career Discovery NYC, which launched in August of
        1. Career Discovery NYC is a centralized resource that provides online, no-cost trainings that prepare New Yorkers
      • with the necessary skills to pursue a pathway for an in-demand career. New Yorkers will also be able to learn where
      • to get low-cost or free internet access and support services.
      • NYC Department of Youth and Community Development: In order to maintain services to young adults, the
      • NYC Department of Youth and Community Development (DYCD) took a number of steps to support youth workforce
      • development programs. With respect to its Workforce Innovation and Opportunity Act (WIOA)-funded Train & Earn
      • and Learn & Earn programs, which serve out-of-school youth and in-school youth, respectively, DYCD partnered closely
      • with its contractors to ensure that they could continue to provide services remotely. DYCD offered technical assistance
      • sessions to provider staff on various virtual teaching platforms and best practices, as well as help in continuing to provide
      • remote paid work experiences so youth could continue to earn money during the pandemic.
      • DYCD also redesigned the Summer Youth Employment Program. Recognizing the risk to young adults of participating
      • in a typical in-person internship, DYCD devised SYEP Summer Bridge 2020, an engaging virtual program intended to
      • offer young people the opportunity to learn new skills, explore potential careers and earn money over the summer.
      • Mayor de Blasio announced that the program, a $51 million public-private partnership, would serve 35,000 New York
      • City youth during the summer of 2020.
      • NYC Workforce Development Board: The NYC Workforce Development Board is a board required by federal law
      • (the Workforce Innovation and Opportunity Act, or “WIOA”) whose members are appointed by the Mayor. The Board is
      • responsible for conducting oversight over the roughly $60 million in WIOA funds the City receives annually. The Board is
      • comprised of a majority of for-profit businesses and also includes labor organizations, nonprofit organizations and City
      • agencies (including CUNY). Before the pandemic, the full Board convened on a quarterly basis. However, in response
      • to member requests, the Office of Workforce Development convened Board meetings twice per week from mid-March
      • through June 30 to update members on the City’s response to the Coronavirus, to identify challenges facing workers
      • and businesses and to take appropriate action to address these challenges. Additionally, the Board began taking steps
      • to shift its work as a champion for high road employer practices by viewing those practices through a racial equity lens.
      • The Mayor’s Office of Workforce Development: In partnership with the Mayor’s Office for Economic Opportunity,
      • the Mayor’s Office of Workforce Development (WKDEV) began developing a new web site that will be a front door
      • for employment-related resources the City and its partners offer. The site will include information about a variety of
      • programs offering employment assistance, internships, job training and adult education; as well as featured jobs and
      • other resources that help New Yorkers prepare for and find a job. Although beyond the timeframe of this report,
      • WKDEV commenced a “soft” launch of the Working.NYC.gov site in late August.
      • SUPPORTING WORKERS AND EMPLOYERS IN KEY SECTORS
      • The City of New York’s Industry Partnerships (IPs) work with a diversity of public and private partners to support the
      • inclusive growth of various sectors of New York City’s economy. IPs currently serve the following sectors: healthcare (New
      • York Alliance for Careers in Healthcare), technology (NYC Tech Talent Pipeline), industrial/manufacturing (Manufacturing
      • and Industrial Innovation Council or MaiiC), construction (Construction Industry Partnership) and food and hospitality
      • (NYC Food and Beverage Industry Partnership). Each IP approaches its work with a focus on catalyzing systems change –
      • encouraging the adoption of new tools and ways of working among employers, workers, educators, trade associations,
      • organized labor, nonprofit workforce organizations and private philanthropy.
      • COLLABORATING TO DELIVER RESULTS: Career Pathways | Page 41
      • The IPs continue to focus on long-term systems change. However, in response to COVID-19, each IP has pivoted to
      • address more immediate challenges each sector is facing. All IPs worked closely with their industry councils to understand
      • the impact of the pandemic on employment, including hiring freezes, layoffs and revised forecasts for talent. In addition,
      • each IP led efforts beyond these workforce issues as experts and intermediaries between public and private stakeholders
      • to find solutions to critical challenges.
      • Healthcare: At the onset of the pandemic, the New York Alliance for Careers in Healthcare (NYACH) quickly identified
      • the need to coordinate action among stakeholders in the long-term services and supports (LTSS) subsector of the
      • healthcare industry. LTSS faces many systemic challenges, including chronic underfunding, rapid growth due to an
      • aging population and more New Yorkers living longer with chronic diseases and a lack of visibility for the more than
      • 300,000 homecare, nursing home, and other direct care workers in NYC who are predominantly low-income women
      • of color. In partnership with Deputy Mayor J. Phillip Thompson and the Mayor’s Office of Workforce Development,
      • NYACH convened an emergency response workgroup comprised of 26 partner organizations including government,
      • industry associations, organized labor, employers, educational institutions and advocacy groups. The workgroup focused
      • on four priority areas: worker visibility, business viability and continuity, availability of resources for workers and clients/
      • patients and emergency workforce shortages.
      • NYACH contributed by shaping a number of the City’s responses to the crisis. NYACH informed how City government
      • benefits and programs could support LTSS essential workers and facilitated the connection between 1199SEIU United
      • Healthcare Workers East and the NYC Department of Health and Mental Hygiene, which resulted in a new system
      • by which the City distributed much-needed personal protective equipment (PPE) to homecare agencies. Working in
      • partnership with GetFoodNYC, NYACH also forged a new service delivery pathway for food-vulnerable New Yorkers
      • to sign up for food delivery via their homecare agencies. Finally, NYACH launched an emergency response virtual
      • home health aide training in partnership with SBS’s Workforce Development Division to alleviate the staffing burdens
      • on employers and workers brought on by the pandemic. Homecare agencies were faced with increased absenteeism
      • and attrition of existing workers and a dramatic collapse of the Home Health Aide (HHA) pipeline, given the fact that
      • all existing programs in the city were required to be in-person. By working with state regulators to allow the didactic
      • portion of the emergency HHA training program to be virtual, this program helped address the staffing shortage and
      • provides critical lessons learned for the city and state about restarting the workforce pipeline using virtual modalities.
      • Food and Hospitality: The NYC Food and Beverage IP has been at the center of work to help support what is perhaps
      • the hardest-hit industry in NYC since the onset of the crisis. The IP has led constant communication with business
      • stakeholders to inform the City’s policies to address the challenges the food service sector now faces.
      • The Food and Beverage IP joined the inter-agency restaurant recovery task force convened in May 2020 to develop
      • short and medium-term strategies and work streams. The primary recommendations of the task force led to the design
      • and implementation of the City’s “Open Restaurants” and “Open Streets: Restaurants” programs. The Food and
      • Beverage IP team continues to support city agencies with the amplification and clarification of guidelines for business
      • operators to ensure compliance and mitigate penalties and fines. In addition, during the height of the crisis the Food
      • and Beverage IP partnered in the development of the Restaurant Revitalization Program, a joint effort between the
      • Mayor’s Office for Economic Opportunity, the Mayor’s Fund, the Human Resources Administration and the One Fair
      • Wage coalition. This initiative, launched in June 2020, is structured to provide a restaurant worker wage subsidy to
      • businesses that commit to supporting the economic well-being of their workers and to making meals accessible to
      • community members facing food insecurity.
      • Industrial / Manufacturing: In response to a gap it forecasted in the market for personal and protective equipment
      • (PPE), the Manufacturing and Industrial Innovation Council (MaiiC) partnered with the NYC Tech Talent Pipeline to
      • create the PPE + Reopening Supply Marketplace, an online platform for matching organizations seeking PPE with
      • local manufacturers that can fabricate it. Additionally, MaiiC helped manufacturers to pivot their operations and
      • provided guidance for changing the type of production and the resources needed to produce items such as masks, face
      • shields, gowns, ventilators and plexiglass shields. In addition MaiiC made connections to the Workforce1 Industrial &
      • Transportation Career Centers for hiring services across the city as businesses sought to reopen with new staffing needs.
      • Finally, MaiiC staff has supported resiliency efforts in the Food Supply Chain by establishing and leading a multi-agency
      • collaboration to collect and determine operational best practices related to resiliency. MaiiC established connections
      • Page 42 | MAYOR’S MANAGEMENT REPORT
      • among food manufacturers, distributors and meal providers to City food provision contracting opportunities, providing
      • growth opportunities to local manufacturers and simultaneously helping make food more accessible to New Yorkers
      • in need.
      • Tech: Tech firms have been particularly willing to help and donate resources in response to the crisis. The NYC Tech
      • Talent Pipeline (TTP) mobilized their industry partners to assist in creating COVID-19 technical solutions. TTP established
      • a Volunteer Industry Partner Corps, a network of tech professionals from businesses such as LinkedIn, Salesforce and
      • Google to help inform and rapidly prototype and deploy technical products at no cost to share City-wide. These
      • solutions included the PPE + Reopening Supply Marketplace, developed in partnership with MaiiC as described above.
      • Partners also consulted on the content and architecture of other solutions, including the NDD Neighborhood Challenge
      • website.
      • TTP partnered with other SBS colleagues to identify professional experiences for students whose tech internships were
      • cancelled due to COVID-19. Through an expansion of their work with Major League Hacking, TTP ensured CUNY
      • students had the opportunity to work in teams on Open Source projects managed by industry mentors. Additionally,
      • all CUNY 2x Tech services (adjuncts, faculty, advisors, internships) transitioned to a remote setting. TTP also surveyed
      • 300 computer science and boot camp faculty and students to understand the greatest barriers and obstacles to remote
      • learning in computer science and published tips for remote teaching for industry adjuncts and Computer Science faculty
      • within CUNY.
      • Construction: The Construction Industry Partnership continued its pursuit of a system that provides New Yorkers
      • with greater access to the sector and the opportunity to advance within it. In Fiscal 2020, the Construction Industry
      • Partnership shaped the curriculum and approach to deliver Site Safety Training to meet the requirements of Local Law
      • 196 of 2017 and led the effort to open access to the trades through pre-apprenticeship programs through the NYC
      • Green Jobs Corps. In response to the COVID-19 pandemic, the Construction Industry Partnership has led the effort
      • to pivot both Site Safety training and pre-apprenticeship training—training that exposes students to the sector and
      • connects them directly to union apprenticeship programs—to be delivered remotely.
      • SYSTEM COORDINATION
      • For several years, the Mayor’s Office for Economic Opportunity (NYC Opportunity) has been leading the development of
      • an integrated data platform to analyze workforce program services and outcomes data from multiple City agencies. In
      • Fiscal 2020, they made significant progress developing a “portal” for viewing data from this platform: NYC Opportunity
      • launched a beta version of the portal for City agencies in December 2019. NYC Opportunity is now preparing a public
      • release for Fiscal 2021. At present, five City agencies report 18 programs into the integrated data platform. In Fiscal
      • 2020, the platform contained data for 74,875 unique individuals receiving workforce services from the City. For the
      • first time, certain indicators in this chapter will be based exclusively on data from programs reported into the integrated
      • data platform.
      • COLLABORATING TO DELIVER RESULTS: Career Pathways | Page 43
      • PERFORMANCE INDICATORS
      • Indicator
      • Actual
      • FY17 FY18 FY19 FY20
      • Programs that refer participants to trainings developed with the
      • City's industry partnerships (%) NA NA NA NA
      • Workforce development models or solutions informed by industry
      • partnerships 15 18 22 25
      • Indicator FY17 FY18 FY19 FY20
      • Prior to
      • Integrated Data Platform
      • Integrated
      • Data Platform*
      • Agencies reporting performance into the integrated data platform 5
      • Programs reporting performance into the integrated data platform 18
      • Customers served 74,875
      • Individuals enrolled in industry-based training 21,331 28,750 28,266 2,595
      • Individuals obtaining industry-based training credentials 7,037 8,298 14,430 2,713
      • Individuals connected to employment 57,127 66,390 73,084 12,710
      • Data for Fiscal 2020 reflects only agency programs reported into the integrated data platform. Additional agencies and programs will be incorporated into the platform
      • in future years. Data reported from the platform excludes data from May and June due to the data transfer schedule.
      • NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS
      • • The reporting mechanism for the indicator ‘Programs that refer participants to trainings developed with the City’s
      • industry partnerships (%)’ remains under development, but will be available in future fiscal years through the
      • integrated data platform.
      • • The indicator ‘Workforce development models or solutions informed by industry partnerships’ is reported
      • cumulatively across fiscal years.
      • • Some indicators this year reflect data sourced from programs that reported into the integrated data platform,
      • described in the “System Coordination” section above. In past years, the figures reflected data provided from
      • all relevant agencies. By contrast, these Fiscal 2020 indicators comprise data from fewer agencies, which largely
      • explains the decreases in volume. Additionally, the data reported from the platform excludes data from May and
      • June due to the data transfer schedule.
      • • The indicator ‘Agencies reporting performance into the integrated data platform’ has been added to measure
      • agency participation with the platform.
      • • The indicator ‘Programs reporting performance into the integrated data platform’ has been added to measure
      • program coverage within the platform. WKDEV and NYC Opportunity are working to add more agency programs
      • into the platform.
      • • The indicator “Customers served,” has been added which reflects unique individuals who have received valueadded services (excluding activities such as registration, enrollment, assessment or brief orientations) that directly
      • contribute to customers attaining an outcome.
      • Page 44 | MAYOR’S MANAGEMENT REPORT
      • • Prior to Fiscal 2020, the indicator ‘Individuals enrolled in industry-based training’ reflected a non-unique count
      • from all relevant agencies of individuals participating in services that helped them learn a new skill. Starting in Fiscal
      • 2020, the indicator reflects the count of unique individuals enrolled in a training program that leads to an industryrecognized credential.
      • • Prior to Fiscal 2020, the indicator ‘Individuals obtaining industry-based training credentials’ captured the nonunique count from all relevant agencies of jobseekers who earned a credential, certification or license through
      • training. Starting in Fiscal 2020, the indicator includes the count of unique individuals who participated in training
      • and earned one or more credentials recognized by employers, an industry association or other authoritative body.
      • This count does not match that of training enrollments because enrollments reflect training start dates, whereas
      • credentials reflect the date a credential was earned.
      • • Prior to Fiscal 2020, the indicator ‘Individuals connected to employment’ included the non-unique count from all
      • relevant agencies of all individuals who found a job. Starting in Fiscal 2020, the indicator captures the count of
      • unique individuals who found a new, unsubsidized job after receiving City workforce services.
      • ADDITIONAL RESOURCES
      • For additional information on items referenced in the narrative, go to:
      • • Career Pathways: Progress Update, December 2015:
      • https://www1.nyc.gov/assets/careerpathways/downloads/pdf/Career-Pathways-Progress-Update.pdf
      • • New York Alliance for Careers in Healthcare:
      • https://nyachnyc.org/
      • • NYC Tech Talent Pipeline:
      • https://www.techtalentpipeline.nyc/
      • • Career Discovery NYC:
      • https://careerdiscovery.cityofnewyork.us/
      • • WorkingNYC:
      • Working.NYC.gov
MMR - FY20 - Career Pathways