Action Plan Pathways to Work for Homeless Job Seekers.Hals

Boston, MA 02116

January, 2011 ‐ January, 2015

Regional Network Convener:

The United Way of Massachusetts Bay and Merrimack Valley

51 Sleeper Street Boston, MA 02116

The Metro Boston Regional Network to End Homelessness

Pathways to Work:A 3‐YearAction Plan

1

Pathways to Work Action Plan; 2012-2015

2

Table of Contents I. Acknowledgements Page 3 II. Letter from the Chair Page 4 II. Executive Summary Page 5 IV. Action Plan Page 6 V. Guide: MBN Strategies and Action Steps Page 15 VI. Flowchart: MBN Pathway to a Living Wage Page 23 VII. Inventory: Community Assets Page 25 VII. Profiles: MBN Key Assets Page 38

2


3

Acknowledgements

I. Acknowledgments The Metro Boston Regional Network is indebted to many local experts in the workforce development field, including specialists in homeless populations, who supported efforts to develop this plan. Our appreciation is expressed to:

• Ann Donner, Commonwealth Workforce Coalition • Richard Egan, Career Source • Jonelle Kusminsky, CASPAR • Anne Meyerson , Training Inc. • Brian Forsythe, Mass WINS • Serena Powell, Community Work Services, • Gregg Levis, Massachusetts Rehabilitation Commission • Alan Spencer, STRIVE Boston

In addition, a core group of community-based leaders, who actively shaped this plan, are recognized for their invaluable contributions:

• Mardi Moran, Tags Hardware • Joan Sinner, Housing Families • Jill Currier, Somerville Homeless Coalition • Daniel Bekele, Tri Community Action Program • Thais DeMarco, Somerville Community Corporation • Thomas Lorello, Heading Home • Marisa Koft, United Way of Massachusetts Bay and Merrimack Valley • Kory Eng, United Way of Massachusetts Bay and Merrimack Valley • Catylyn Finlay, Boston University School of Social Work • Melissa McWhinney Community Action Agency of Somerville

This plan was made possible with a generous contribution from the Paul and Phyllis Fireman Charitable Foundation.

3


4

II. Letter from Chair December 4, 2011 Dear Community Members, The Metro Boston Regional Network (MBN) is pleased to present our MBN Pathway to Work Action Plan. This plan was developed with a generous contribution from the Paul and Phyllis Fireman Charitable Foundation. We believe the plan embodies their commitment to innovation, resourcefulness, cost effectiveness, and expediency in solutions to homelessness. The MBN also owes appreciation to the wide and inclusive array of MBN stakeholders and community experts that contributed time and insights to analyzing the MBN’s gaps in existing resources and devising the strategies, to fill those gaps, that are presented here. Their efforts led to this detailed blueprint of short and intermediate term action steps to move our region of Massachusetts forward. Our goal is to improve the likelihood that recently and currently homeless MBN heads-of-household progress successfully along pathways towards stable, living wage work. This plan will add value to the MBN region by outlining feasible and needed systems changes, mechanisms for capitalizing on existing community capacity, and proposals for new gap-filling program innovations. Prior to the undertaking of this plan, the MBN’s longstanding Workforce Development Working Group was already making incremental progress on several such systems changes and innovations. With this plan as its new blueprint, the MBN is now poised to advance these projects at a more accelerated pace and strive for new, more ambitious goals. As chair of the MBN Leadership Council, I look forward to beginning implementation of the MBN Pathways to Work Action Plan in 2012. To succeed, this plan will require the support, encouragement, and engagement of many MBN member organizations as well private sector champions, local government stakeholders, and funding partners. We encourage you to read this plan with the intention of identifying your potential role in this collective and multi-faceted effort. Sincerely, Chris Norris Executive Director, Metropolitan Boston Housing Partnership

4


5

The Pathways to Work Action Plan is a three-year strategy developed by the Metro Boston Regional Network to End Homelessness (MBN). It encompasses recommended steps for improving the outcomes of MBN-based, homeless, head-of-household jobseekers that are in pursuit of education, job training, and living waged work. The plan’s regional focus is the 26 cities and towns to the north and west of Boston. The plan outlines how this region of Massachusetts can collectively better the likelihood that MBN jobseekers secure and maintain “family sustainable work” and thereby prevent recidivism into homelessness. A commitment to innovation, resourcefulness, cost effectiveness, and expediency was imbued in the planning, analysis, and action definition that went into development of this plan. These concepts shape the plan’s five goals: 1. CULTIVATE new opportunities in MBN-based job sectors and among

community assets, in the higher education and job training fields, that are highly accessible to MBN jobseekers.

2. BRIDGE MBN-based supports with key community assets by establishing a direct pipeline for MBN referrals.

3. AVOID false starts, lost time, and prematurely short job tenures through assessment, job preparedness, soft skills development, cultural competence for work life, and long-term job retention support.

4. FOSTER job-related self-confidence, problem solving, and resilience through peer-to-peer support, volunteer mentors, and job-based coaches.

5. CONNECT those MBN jobseekers, with the highest barriers to work, with “low threshold” (accessible) community assets and work opportunities.

The key feature of this plan is its set of strategies each of which is correlated to action steps. The majority of these strategies capitalize entirely on existing infrastructure that now exists both within the MBN and among the larger region’s community assets. The plan’s additional set of strategies propose new and much needed place-based, “gap filling” supports that creatively capitalize on the existing infrastructure and harness its potential, now much untapped, to benefit MBN jobseekers. These gap-filling strategies will infuse the MBN with missing capacity to connect job/education opportunity to the disenfranchised realm of most MBN jobseekers’ life circumstances. Together, the plan’s collective strategies and action steps amount to a cost effective, organized, and coordinated effort for advancing work outcomes for MBN jobseekers over the next three years. The MBN is well poised to begin implementation of these clear intentions.

III. Executive Summary

5


6

IV. Action Plan Introduction The Regional Network Community stakeholders developed this plan in conjunction with the MBN. The MBN is a strategic, public-private partnership that leads a region of 26 cities and towns in the Metro Boston region of Massachusetts towards new, best practice solutions to homelessness. It is one of ten regionally defined networks to end homelessness in Massachusetts. The MBN is convened by the United Way of Massachusetts Bay and Merrimack Valley. Action Planning In September of 2011, the MBN undertook a regional, participatory planning project to develop an action plan focusing on the unmet needs of homeless, head-of-household

jobseekers. Of special consideration were the income related problems faced by homeless families entering the new HomeBASE program that was recently launched by the Massachusetts Department of Housing and Community Development. The planning process for development of this plan was

built upon existing cooperative linkages between the MBN homeless and supportive housing stakeholders and the infrastructure of workforce, training and education assets based in the community. This cooperation was established months before action planning commenced through the formation of an MBN Workforce Development Working Group. How to Use the Plan This plan is written for a variety of readers. These include MBN homeless service

practitioners, housers, workforce development and education sector providers, private sector employers, local government partners, and

When I was 19, I worked with my dad for a cleaning company. I had a regular schedule and we worked hard. That was my best job experience. I got a lot of recognition and appreciation.. It was fast paced. One job got me to another job cleaning. The best thing was the satisfaction of it and the appreciation. I wish I could get that back. It was a long time ago. - MBN Jobseeker

“I did not realize that I could still go out and work and keep getting my SSI. It is surprising that nobody talked to me about that. People should know.”

“That early assessment work is very important. Often our folks go through job training and discover, afterwards, that they do not like that line of work.”

- MBN Case Manager

“Training of the MBN frontline case managers in workforce literacy is hugely important. It is a missing piece now in our homeless service system.”

- MBN Case Manager

- MBN Jobseeker

6


7

I am working towards a B.A. in early childhood. It is not going very well. I am not sure if I will ever be finished. I am not sure I am on the right track either. I am worried about how I am going to do the student teaching, because it is not paid and I need to make money. I am feeling a lot of panic about things ahead of me. I am trying not to panic.

- MBN Jobseeker

the representatives of the philanthropic sectors. Readers are encouraged to review the plan for both an understanding of the action steps needed in the MBN region and for ideas about how to play a role, themselves, in making this plan’s intentions come to fruition. Plan Contents The plan’s remaining contents are divided into three sections. This first segment, Section IV, presents stages of the MBN’s planning process, stakeholders engaged in MBN planning forums, research and analysis that informed development of the MBN action items, and MBN plan goals. Section V, the Guide: Strategies and Action Steps, follows with the core content of the plan. With its details on action steps, milestones, outcomes, and timelines, this segment is the foundational tool to be used in plan implementation. Following in Section VI

is the Flowchart: Pathway to Living Wage which is a schematic map of a hypothetic MBN jobseeker’s journey towards stable employment. The flowchart also includes a visual representation of bricks, beneath the pathway, which represent proposed gap-filling innovations inherent in the plan’s strategies. The final sections of this plan are the Inventory: Community Asset and the Profiles of Key

Community Assets found in Section VI and VII. These charts present detailed information on relevant assets, in the education and workforce development sectors, to be drawn upon in plan implementation. Key assets, most likely to play a prominent role, are annotated with details pertaining to their accessibility for MBN jobseekers.

“It works well for the homeless services to have ties to a small group of specific job training programs. Then it is agency to agency. Otherwise, concerns for confidentiality come up - especially for those with substance abuse.”

- Work. Dev. Expert

7


8

Planning Process Three Stage Process The MBN carried out a three stage planning process to develop this plan. Details of each stage are presented below.

“If the MBN could somehow leverage jobs in the public or private sector just for our referrals, that would be fantastic.”

- MBN Case Manager

Stage I: 1. Formation of MBN Action Plan Working Group. 2. Strategy Session I and II. 3. Brainstorming Session with MBN Leadership Council. 4. MBN Action Plan Working Group participation in

Fireman Foundation Kick-off Event. 5. Best Practice Research by MBN Action Plan Working Group. 6. Literature review of relevant national guides and best practice summaries.

Stage II:

1. Strategy Session III. 2. Interviews with Key Informants.

“Being in the homeless situation, we need more confidence. We need a lot of support and we do not always receive the support that we need.

- MBN Job Seeker

3. Focus Group with homeless heads-of-household.

4. Qualitative Interviews with MBN’s Key Informants.

5. Development of MBN Community Asset Inventory.

6. In-house survey of MBN to Assess Feasibility of Job Leveraging.

7. Mapping of MBN Pathway to Work.

Stage: III: 1. Telephone interviews with key community assets. 2. Strategy Session IV.

3. Strategy and action step definition 4. Drafting of plan report 5. Group edit of plan report. 6. Finalization of plan.

Stakeholder Participation The planning process for this plan engaged multiple MBN collaborating

organizations and other stakeholders in an MBN Action Plan Working Group. The group met in four strategy sessions. Participating agencies were:

“Coming here from my country I had to give up my accounting work. I can’t get that work here. I don’t have what you need here to do it. So I am teaching Spanish a little bit. I will do anything for work because I have my son to support. But I can only get a few hours. I need to get a job with more hours and better money.

- MBN Jobseeker

• CASPAR • Somerville Community Corporation • Somerville Homeless Coalition • HomeStart

8


9

• Housing Families • Heading Home Inc. • Tri-Community Action Program • United Way of Massachusetts Bay and Merrimack

Valley “Evaluation of a jobseekers’ interests is really important. And it is often overlooked in the process. In the homeless population, so few of them ever had an opportunity to look at their aptitudes”

- Work Dev. Expert

• Housing Corporation of Arlington • Community Work Services Inc. • Community Action Agency of Somerville • Asian Task Force

Employer Participation The planning process involved MBN private employers to help assess the feasibility of strategy ideas for the plan. The employers were: • Tags Hardware • Rufo Cleaning

Key Informant Participation In addition to the organizations engaged in the MBN Action Plan Working Group, local workforce development providers were involved in informing and devising strategies. Representatives of the following groups advised the planning group: • Commonwealth Workforce Coalition • Career Source of Cambridge/Revere • CASPAR • Training Inc. • Community Work Services Inc. • Massachusetts Rehabilitation Commission • Crittenton Women’s Union • STRIVE

9


10

Research and Analysis Community Asset Review The MBN Action Plan Working Group assessed the existing inventory of community assets in the workforce development and education sectors. The completed Inventory; MBN Community Assets appears as in Section VI of this plan. The inventory presents those assets identified as most accessible to MBN jobseekers given their typical work barriers.

“Finding a way to de-stigmatize the mental health and substance abuse piece is essential. If folks can seek these services comfortably, many problems in the job search process can be mitigated.”

- Work Dev. Expert

Assets in the inventory are organized into four categories;

1. System Gatekeeper Assets 2. Soft Skills/Job Readiness Assets 3. Job Training Assets 4. Accessible Education Assets

Jobseeker Profile

“I need work Immediately, I need to make more money right now. When you are in this situation, it would be great if they just had a job set up for you. Sign me right up. And it would not discriminate because you have only part time hours available. It would be great if a program could sort of scout out jobs for us and just place us there. Maybe right down the street. I would be ready. You would see a lot of response” - MBN Jobseeker

For the purpose of clarifying the most needed strategies for this plan, the MBN Action Plan Working Group developed a profile of a typical MBN head-of-household jobseeker. The profile characteristics are: • Female, single head-of-household. • Aged 26. • Life in chaos, driven by crisis. • Raising children alone. • Small/nonexistent support network. • Social sphere of unemployed people • Two to three children – one under school age. • Undiagnosed and untreated mental health issues. • Lacking backup childcare. • Childcare voucher available through public systems. • Transportation subsidy needs unmet. • Eager to work and raise income. • No past experience translating assets into work roles. • May have criminal record.

Work Experience Profile For the purpose of devising the most essential action steps for this plan, the MBN Action Plan Working Group developed a profile of the work experience of the typical MBN head-of-household jobseeker. The experience profile characteristics are: • Peers and family struggle with work. • Sporadic work experience in retail or service industry.

10


11

• Greatest longevity of jobs held is 2-3 months. • Limited exposure to work culture and social norms in workplace. • Lack of work appropriate attire. • Communication is conflict resistant or conflict driven. • Never self-assessed work interests. • No resume building or job interview skills. • No network to support job finding. • Perhaps has high school diploma. • Eager to work and provide for family. • Trauma history impedes goals. • May have criminal record.

Best Practice Research Early in the planning process, the MBN Action Plan Working Group collectively conducted independent research on national, best practice programs. Working group members delivered mini-reports back to the group on details of three model programs that connect homeless or vulnerable heads-of-household to living wage jobs. The model programs that were studied were: • The Supportive Housing Employment Collaborative, led by Community Housing

Partnership, San Francisco, CA • The Reading, Willing and Able Program, led by the Doe Fund, in New York, NY and

Philadelphia, PA • Year Up Boston, Boston, MA

Model Program Borrowing

“Success is someone who moves into an entry level job while homeless and stays connected while they build job readiness for a better job. They stick with supports and eventually transition on to a more lucrative job.”

- Work Dev. Expert

The MBN Action Plan Working Group’s research into model programs led to a collective analysis of replicable features of those model programs. This discussion yielded attributes, of the model program, that would be useful to replicate within the MBN: • Linkages with job sectors accessible to high barrier

jobseekers. • Concept of transitional and healthy start jobs. • Focus on technology sector. • Use of volunteer mentors as coaches. • Marketing campaign to engage private sector employer. • Leveraging jobs using federal tax credit incentives. • Merits of job service corps model. • Job sector partnerships in low barrier industries. • Prioritization of work readiness, soft skill development. • Job coaching and stabilization supports. • Insuring basic level computer competency for all jobseekers. • On-the-job, long term stabilization.

11


12

Job Sector Scan The MBN Leadership Council, assessing potential for private sector partnerships to be developed within this plan, identified thriving job sectors in the MBN. Those MBN based sectors considered most promising for engagement as partners are: • Higher education. • Hospitals. • Human services and elder services. • Hospitality. • Healthcare. • Biotechnology.

In-house Survey As a component in the planning process, the MBN Action Plan Working Group sought to assess the feasibility of a strategy for harnessing the collective buying power of the MBN member organizations, in local business sectors where they do business to harness transitional jobs for MBN jobseekers. To make this assessment, the MBN devised an e-survey and distributed it to the entire MBN membership. The survey evaluated MBN members buying power in the following sectors.

• Routine office cleaning. “Regardless of how rich a local resources and programs may be, people who were homeless will still require job supports targeted to their unique circumstances and needs.”

- MBN Case Manager

• Appliance retail. • Furniture and hardware retail. • Residential moving.

Consumer Focus Groups

The MBN held a focus group of seven job-seeking, homeless, heads-of-household to inform this plan. The group included jobseekers who were currently employed, never employed, participating in job training, and volunteering their time. Findings included: • Immigrants with language barriers are challenged to translate skills to U.S. job market.

I am in a really good job-training program. I did this entirely on my on. I saw a flyer hanging up downstairs and I called. I talked to the intake worker and told her that I was homeless. She looked into scholarships and she got me one. I tell all the moms here about the program. But they need more help than me getting going. They need a van ride over there to the job training program and more of a helping hand to get it worked out. - MBN Jobseeker

• Geographic proximity of work/training and shelter/residence are essential. • Transitional employment would be a welcome first step in the career journey. • The more seamless and accessible the opportunities the better. • There is a vacuum of job related coaching and mentoring for jobseekers in shelter. • Homeless peers are an untapped network for information sharing about job search. • Efforts to assess and address mental health issues are stymied when job searching. • Flexibility of hours for work/training/education opportunities is essential. • Lack of confidence, self-esteem, and identity as a worker impede job quests.

12


13

Key Informant Interviews The MBN held qualitative interviews with key informants, in workforce development and job search navigation, who serve homeless clients. In addition, a focus group of case managers in homeless services was also conducted. Salient insights from these individual and group interviews were: • A link to specific seats in job training or education, just for MBN referrals, is needed. • A link to set-aside jobs, just for MBN referrals, is needed. • Place-based supports, where program services are co-located with housing or shelter,

are an ideal arrangement for homeless jobseekers. • Early prioritization of work goals for homeless clients is ideal. • Collaborations with a small group of job/education programs are best. • Jobseekers need practice using skills for the “real world” workplace. • There are a handful of key community assets that will be best for MBN jobseekers. • Jobseekers with professional skills face greatest obstacles back to work. • Entry-level job finding is easier than job retention. • Regardless of how rich a local asset inventory may be, homeless clients will still

require job supports targeted to their circumstances. • Assessment and evaluation of jobseekers’ interests is

often overlooked but essential. • Job seekers, who secure work, need option to return

to service organizations for referrals and supports. Literature Review The MBN Action Plan Working Group collectively reviewed national reports on best practices in the homeless workforce development and education field. The reading list included:

“The so called “place-based approach” is a good arrangement for homeless jobseekers. You co-locate the person’s residence with services. It is easier if everything is in one place and it is all the same team.”

- Work. Dev. Expert

• Corporation for Supportive Housing, Allies for Employment Initiative: Overview and Achievements

• Corporation for Supportive Housing, Guiding Principles for High Quality Employment Services

• Social Policy Research Associates, Serving the Homeless through One Stop System: Case Study

• Center for Working Families, An Integration Approach to Fostering Family Economic Success

13


14

Goal, Strategies, Steps Five Overarching Goals The MBN Action Plan Working Group arrived at five overarching goals for this plan. These are: “This (plan) is definitely needed.

So many of our people need that pipeline, that direct link. They can’t wait on a waiting list for a job program – their chaotic lives just take over. It would be great if we could say to them that this training or this job is here just for you.”

1. CULTIVATE new opportunities in MBN-based job

sectors and among community assets, in the higher education and job training fields, that are highly accessible to MBN jobseekers.

- MBN Case Manager 2. BRIDGE MBN-based supports with key

community assets by establishing a direct pipeline for MBN referrals.

3. AVOID false starts, lost time, and prematurely short job tenures through assessment, job

preparedness, soft skills development, cultural competence for work life, and long-term job retention support.

4. FOSTER job-related self-confidence, problem solving, and resilience through peer-to-

peer support, volunteer mentors, and job-based coaches.

5. CONNECT those MBN jobseekers, with the highest barriers to work, with “low threshold” (accessible) community assets and work opportunities.

Strategies and Action Steps The MBN Action Plan Working Group determined that attaining the five overarching plan goals will involve seven

needed strategies. In turn, each of these seven strategies will require a set of sequential action steps. Furthermore, each strategy will be correlated with specific milestones, intended outcomes, and timeframes.

“Offering that support while the person is being employed is a huge thing. When our people are just thrown out there in the job world, it usually does not work out”

- MBN Case Manager

The Guide to MBN Strategies and Action Steps, which follows in Section V, provides detailed snapshots of each strategy and its respective action steps, milestones, and outcomes.

14

V. Guide: MBN Strategies and Action Steps Action Strategy 1: Infuse “work finding priority” into the approach taken by MBN’s frontline of support service providers – i.e. case managers and social workers based in emergency shelters, transitional settings, supportive housing, addiction treatment, and other safety net resources. Action Strategy 2: Heighten “workforce development literacy” of MBN’s frontline of support service case managers – using tools to enhance their capacity to facilitate MBN jobseekers’ education and job searches. Create a pipeline for referrals from this frontline to key community resources. Action Strategy 3: Pool MBN collective purchasing power in MBN-based industries as a catalyst for leveraging new transitional and long-term jobs to be set-aside specifically for MBN jobseekers. Transitional jobs are short and medium terms entrées to workforce participation. Action Strategy 4: Campaign in MBN region for commitments of low-threshold jobs for the MBN’s jobseekers with high work barriers. Seek public contract commitments to employ these MBN jobseekers in public works such as park maintenance, street cleaning, and sanitation. Action Strategy 5: Cultivate a network of private sector MBN champions who will commit to employing MBN jobseekers and on-the-job coaching - in exchange for MBN commitments to job preparation and long term support. In turn, the champions will reap improved community relations and federal tax credits that exist for employing special jobseeker populations. Action Strategy 6: Fill identified gaps, in the MBN service continuum, for supporting MBN jobseekers in preparing for and launching job searches/education plans as well as sustaining work over the long term. This may be in form of a job specialist team, deployed regionally in the MBN, to support all MBN organizations. Action Strategy 7: Facilitate formation of: (1) peer support groups of MBN jobseekers and (2) one-on-one mentorship relationships between community volunteers and MBN jobseekers. These matches will foster resilience from the beginning of job quests into the period of job stabilization.

15


16

Action Strategy 1: Infuse “work finding priority” into the approach taken by MBN’s frontline of support service providers – i.e. case managers and social workers based in emergency shelters, transitional settings, supportive housing, addiction treatment, and other safety net resources. Strategy Elements:

1. Training of MBN’s service frontline in supporting jobseekers with readiness for work. 2. Education of MBN service frontline on how to talk effectively with jobseekers. 3. Training of MBN frontline in counseling skills for coaching jobseekers. 4. Assessment for MBN jobseekers of personal interests, aptitudes, assets, and job sector proclivity. 5. Matching of MBN jobseekers, with high barriers to work (criminal records), to low-threshold training, education, and jobs.

Milestones:

1. Dissemination the MBN video: “Getting to Work: the Why and the How.” 2. Peer trainings at MBN organizations using video: “Getting to Work: the Why and the How.” 3. Workshop series on nuts and bolts of vocationalizing case management practice for MBN frontline. 4. Training and technical assistance to MBN service frontline on opportunities suitable to high barrier jobseekers.

Intended Outcomes:

1. Culture shift in the MBN towards “work finding” as a priority. 2. Improved frontline staff’s capacity to assist job-seeking clientele. 3. Improved jobseeker’s self-sufficiency by bolstering work-readiness.

Step Sequence Action Step Action Step 1.1 Develop training and evaluation materials. Action Step 1.2 Conduct marketing in MBN and schedule trainings. Action Step 1.3 Execute trainings and gather feedback though an evaluation process. Action Step 1.4 Study evaluation responses and retool training approaches

16


17

Action Strategy 2: Heighten the “workforce development literacy” of MBN’s frontline of case managers – using tools to enhance their capacity to facilitate MBN jobseekers’ education and job searches. Create pipeline for referrals from this frontline to key community resources (see profiles in appendix of this plan). Strategy Elements:

1. Dissemination of MBN Community Asset Inventory throughout MBN network. 2. Dissemination of MBN Key Asset Profiles throughout MBN network. 3. Establishment of a direct pipeline for referrals from MBN frontline to key community resources 4. Training of MBN service frontline on use of the asset inventory and profiles. 5. Cross-training to key community assets re. unique needs of MBN jobseekers. 6. Education of MBN service frontline using MBN Flowchart of Pathway to Living Wage. 7. Establishment of matching process for high barrier MBN jobseekers and low-threshold community assets.

Milestones

1. Agreements established for pipeline for MBN referrals to key community assets. 2. Dissemination of MBN Community Asset Inventory. 3. Dissemination of MBN Key Asset Profiles. 4. Commencement of matching process for MBN jobseekers and key community assets. .

Intended Outcomes: 1. Improved access for MBN referrals to the key community assets. 2. More MBN jobseekers participating in key community asset programs. 3. Practice shift towards case management that prioritizes “work finding.” 4. Thought leadership shared throughout MBN partners conducting similar work on behalf of homeless jobseekers.

Step Sequence Action Steps

Action Step 2.1 Package materials for MBN based training. Action Step 2.2 Meet with key community assets re. establishing referral pipeline. Action Step 2.3 Execute MBN based trainings and gather feedback though an evaluation process. Action Step 2.4 Study evaluation responses and retool training approaches.

17


18

Action Strategy 3: Pool MBN collective purchasing power in the private marketplace as a catalyst for leveraging new transitional and long-term jobs to be set-aside for MBN jobseekers. Strategy Elements:

1. Capitalization on the economy of scale, inherent to the regional network collective buying power, to set up partnerships. 2. Partnerships to be forged with private employers in the MBN in job sectors where MBN organizations have buying power:

• Rental apartment flipping (cleaning, painting, small maintenance) • Office cleaning and snow removal • Mattress sales • Kitchen appliance sales • Furniture sales • Hardware retail and office supply retail

Milestones: 1. Completion and analysis of the MBN Survey of MBN Buying Power in Private Market. 2. Feasibility of key private sectors partnerships assessed and compared. 3. Memorandums of Agreement signed with partners. 4. MBN meeting of identified private sector partners convened.

Intended Outcomes:

1. An entrée back into the workforce for MBN jobseekers. 2. A first job for jobseekers with no work experience. 3. Job opportunity without having to compete with higher skilled candidates. 4. Opportunity to perform well, lay down a track record of work, and make job connections. 5. Increased self-esteem, predictable schedule, and engagement with community that comes from work.

Step Sequence Action Action Step 3.1 Complete MBN inventory of non-profit use of services. Draft MOU model. Action Step 3.2 Select 1-2 business to prioritize and organize MBN to roll out project with these partners. Action Step 3.3 Create report on impact of pilot. Recruit business consultant to write business plan. Action Step 3.4 Begin wider marketing campaign in MBN using materials developed: MOU, report on pilot, and business plan.

18


19

Action Strategy 4: Campaign in MBN region for commitments of low-threshold jobs for the MBN’s jobseekers with high work barriers. Seek public contract commitments to employ these MBN jobseekers in public works such as park maintenance, street cleaning, and sanitation. Strategy Elements:

1. Collaboration with MBN based public works contracting for parks services, sanitation, etc. 2. New group of set-aside transitional jobs and job tracks for MBN jobseekers in public works. 3. Recruitment to the MBN of a non-profit organization with experience contracting for public works (such as Project Place).

Milestones:

1. Successful recruitment of experienced homeless services non-profit in public works job arena. 2. Plan for replication of experienced vendor models within the MBN (if recruitment is unsuccessful). 3. Memorandums of Agreement established with MBN municipalities to launch this campaign.

Intended Outcomes:

1. An entrée back into the workforce for MBN jobseekers. 2. A first job for jobseekers with no work experience. 3. Job opportunity without having to compete with higher skilled candidates. 4. Opportunity to perform well, lay down a track record of work, and make job connections. 5. Increased self-esteem, predictable schedule, and engagement with community that comes from work.

Step Sequence Action

Action Step 4.1 Recruit experienced agency to MBN. Action Step 4.2 Assess feasibility of recruited agency to expand in MBN. Action Step 4.2 Conduct business planning. Action Step 4.3 Write business plan. Action Step 4.4 Outreach to MBN municipalities. Action Step 4.5 Pilot with one MBN municipality.

19


20

Action Strategy 5: Cultivate a network of private sector MBN champions who will commit to employing MBN jobseekers and on-the-job coaching - in exchange for MBN commitments to job preparation and long term support. In turn, the champions will reap improved community relations and federal tax credits that exist for employing special jobseeker populations. Strategy Elements:

1. Private employer-to-employer campaign to recruit local champions. 2. Formation of network of private sector champions. 3. Partnerships formed to match jobseekers with employment from champions. 4. Job-site based coaching by champions to promote job stability. 5. Best practice sharing within champion network on stabilization of new workers.

Milestones:

1. Marketing campaign to recruit private sector champions launched. 2. Network of champions established 3. Partnership with MBN established and related systems. 4. First jobseekers placed in jobs. 5. First new workers stabilized in jobs.

Intended Outcomes:

1. Jobseekers overcome obstacles to employment. 2. New workers maintain jobs for longer than would otherwise. 3. Jobseekers benefit from new opportunities.

Step Sequence Action – would not begin until the program is in place

Action Step 5.1 Pilot with one MBN private sector employer. Action Step 5.2 Invite other MBN private sector leaders to meeting to learn about success of the pilot. Action Step 5.3 Market the approach to potential employers and provide education on MBN jobseekers. Action Step 5.4 Devise a system for connecting jobseekers with champions. Action Step 5.5 Coordinate with champions to stabilize workers on jobs.

20


21

Action Strategy 6: Fill identified gaps, in the MBN service continuum, for supporting MBN jobseekers in preparing for and launching job searches/education plans as well as sustaining work over the long term. This may be in form of a job specialist team, deployed regionally in the MBN, to support all MBN organizations. This strategy will require new funding and program development. Strategy Elements:

1. Program of assessment of jobseekers’ skills, assets, and job sector interests. 2. Program of work readiness training in soft skill, problem solving, job readiness, and communication skills. 3. Program of consumer skill education related to long-term mental health treatment and empowered consumer choice making. 4. Matching system for directing jobseekers onto pathways to work and towards greatest opportunities. 5. Program of job-based coaching and mentoring to ensure long-term job stabilization and retention for new workers.

Milestones:

1. Funding secured to support new these new programs. 2. Sponsor identified. 3. Program start-up launched. 4. Program implementation begun.

Intended Outcomes:

1. Jobseekers obtain work more quickly and readily. 2. New workers maintain jobs for longer than would otherwise. 3. Workers are on an employment path with opportunity to advance.

Step Sequence Action

Action Step 6.1 Create program budget. Action Step 6.2 Secure funding and choose sponsor. Action Step 6.3 Write job descriptions. Action Step 6.4 Establish six month planning. Action Step 6.5 Conduct hiring. Action Step 6.6 Carry out six-month program start-up. Action Step 6.7 Begin service delivery.

21


22

Action Strategy 7: Facilitate formation of: (1) peer support groups of MBN jobseekers and (2) one-on-one mentorship relationships between community volunteers and MBN jobseekers. These matches will foster resilience from the beginning of job quests into the period of job stabilization. Strategy Elements:

1. Formation of peer support cadres among groups of jobseekers. 2. Formation of mentor program for matching community volunteers with jobseekers. 3. Volunteer and peer mentor training and organizational system.

Milestones:

1. Development of model for peer support cadres. 2. Development of model for volunteer mentors. 3. System and capacity for building peer support cadres developed. 4. Marketing campaign to attract community volunteers to serve as mentors.

Intended Outcomes:

1. Increased resilience for jobseekers and new workers. 2. Improved and changed problem solving strategies that enhance job longevity.

Funding Options:

Step Sequence Action Action Step 7.1 Survey the existing models. Action Step 7.2 Inventory existing resources in MBN that could be capitalized upon. Action Step 7.3 Develop criteria for MBN mentors. Action Step 7.4 Conduct recruitment and establish pilot mentorships.

22

VI. Flowchart: MBN Pathway to a Living Wage

MBN Pathway to Work for an MBN HeadofHousehold Jobseeker

2323


24

Support to be Developed by this Action Plan

MBN Pathway to Work for an MBN Head-of-Household Job Seeker

Assess short term and long term income/work needs.

Set out to meet education gaps: GED, ESL, computer.

Make educated choices re. weaving. SSI with work goal..

Assess childcare benefit and transport needs for work.

Self-assess work related interests and personal assets.

Connect interests with job types, paths, and “hot job” sectors..

Make constructive self-evaluation of past crisis.

Evaluate and treat mental health, S.A., and trauma history.

Empower self with consumer skills for stable mental health.

Apply to training/ed. w/”best fit” match to interests and goals.

Apply for financial aid for training and education programs.

Transition to “entry level” via temporary or transitional work.

Build real world skills/and cultural competency for work

Elevate skills in communication and problem solving.

Train/study for work via school or job training program.

Practice soft skills and hard skills for real world contexts.

Practice problem solving skills for work context.

Build resume. Learn interviewing and cultivate wardrobe.

Apply mental health treatment consumer skills as prevention.

Enter internship or entry-level job of intended job sector

k

Track and research job listings/ postings. Network.

Apply for a secure, “hot jobs” in an intended sector.

Apply mental health consumer skills to work stability goals.

Recalibrate childcare and transportation plans.

Meet employment expectations and increase income.

Set horizons on better job in future with higher wage.

Consolidate coping skillsand supports to maintain job.

Employ practiced communication and problem solving.

Work at stable employment, w/potential

to advance.

Resolve immediate crisis..

Secure an address.

MBN menu of job readiness assistance: soft skill development, personal goal setting, personal aptitude inventory, job sectors education, job search skills, and culture of work competence.

MBN job and education resources/ tools/updates for MBN frontline.

MBN marketing campaign to recruit private sector and government based champions for setting aside jobs for MBN jobseekers,

MBN set-aside jobs with tracks towards living wage - created via municipal, public works contracts that get dedicated to the MBN.

MBN flowing pipeline to key community assets with set aside of openings for MBN referrals.

MBN on-the-job coaching and stabilization support.

MBN pipeline to identified MBN key community assets

MBN orientation to front line workers re. key community assets.

MBN one-to-one mentoring by community volunteers to support job quests and job retention. MBN peer support groups organized to promote networking and peer-to-peer problem solving.

MBN training of frontline in skilled counseling re. job quests..

MBN transitional job opportunity, in targeted industries, to build qualifications for higher waged, long term jobs.

MBN financial literacy and income goal setting.

MBN set-aside jobs with tracks towards living wage - created via partnerships between private sector champions

MBN services to develop mental health consumer skills.

MBN individualized assessments of job related interests and aptitudes.

Bricks of Gap-filling New MBN Support Capacity and Catalysts to Opportunity – All Proposed in this Action Plan

24


25

VII. Inventory: Community Assets

Gateway Resources Job Training with Job Sector Placements Accessible Higher Education Job Search and Job Placement

25


26

Gateway Resources

Program Name/ Location/ Website

Eligibility Highlights re. MBN Jobseekers

Match Highlights for MBN Jobseekers

For High

or Low Barrier

Career Source at Cambridge Cambridge, www2.cambridgema.gov

No eligibility restrictions Special assistance for veterans and extremely low income jobseekers

Resource center requires independence and self-direction to use resources. If categorically eligible, some MBN jobseekers may secure Individual Training Accounts to participate in designated job training programs.

Low

Career Source at Everett Everett http://www.yourcareersource.com/

No eligibility restrictions Special assistance for veterans and extremely low income jobseekers

Resource center requires independence and self-direction to use resources. If categorically eligible, some MBN jobseekers may secure Individual Training Accounts to participate in designated job training programs.

Low

MA Rehab Commission (MRC) Assembly Square, Somerville http://www.mass.gov/eohhs/gov/departments/mrc/

Jobseekers with disabilities Must first qualify as a MRC client before receiving job related assistance.

Once qualified as MA Rehab clients, MBN jobseekers with disabilities can get a rich array of job preparedness and job placement support.

High

MA Department of Mental Health Rehabilitation Services/Metro Southeast Area http://www.mass.gov/eohhs/gov/departments/dmh/

Persons with serious mental illness Once qualified as DMH clients, MBN jobseekers with serious mental illness can get a rich array of job preparedness and job placement support.

High

CASPAR Inc.Employment Navigator Cambridge/ Somerville http://www.casparinc.org/

Homeless adults and older youth with alcoholism and/or substance use histories.

One-on-one employment counseling, workshops, cover letter and résumé critique, networking groups, program internships, placement assistance, and job-readiness.

High

Chelsea NDC CONNECT Chelsea www.chelseand.org

Low-income families – homeless are good fit with program.

New program to assist unemployed or underemployed heads-of-households launch job search, increase income, gain financial literacy, and develop financial assets.

High

SCC Financial Opportunity Center Somerville www.somervillecdc.org

Somerville residents – homeless are good fit with program.

Training, coaching, and individualized support for unemployed and underemployed jobseekers. Financial literacy and asset building.

High

Insi

de th

e M

BN

Heading Home Inc. Employment Navigator for Homeless Jobseekers Cambridge http://www.headinghomeinc.org/

Homeless clients of Heading Home Specialized employment system navigation for Heading Home’s homeless heads-of-household.

High

26


27

Cambridge Employment Program Cambridge http://www2.cambridgema.gov/dhsp2/cep.cfm

Any jobseeker but overlap with homeless populations

Career counseling, resume development, job search assistance (writing cover letters, using the Internet, interviewing skills), help locating training resources. Referrals preferred.

Low

Community Action Agency of Somerville Somerville www.caasomerville.org

Low-income residents of Somerville and Cambridge*

Referrals to other services High

Tri-CAP Cyber Café Services /Workshops Malden http://tri-cap.org/

Drop in to use computers and internet for any person experiencing homelessness

Career workshops offered on site in the cyber café where MBN jobseekers can

High

Centro Latino, Inc. Chelsea http://centrolatino.org/

Serves Latinos and immigrants in Eastern Massachusetts Adults who need English language skills and/or adults with academic skill levels below 12th grade

Classes offered include GED in English, GED in Spanish, College Transitions, and Family Literacy Computer Technology Program offers hands-on classes to improve workplace skills (open registration policy

High

Centro Presente Somerville http://www.cpresente.org/

Serves the Latin American immigrant community in Massachusetts

Classes and extra-curricular activities include: ESOL, Spanish Basic Literacy, Spanish, US History and Civics, Computer Literacy. Classes offered in 9-week cycles,

High

Charles River Public Internet Center Waltham http://www.crpic.org/

Primary service area is the Metro west, but also works with many organizations throughout Greater Boston and the New England region

Provides free computer access to adults and youth to develop technical skills necessary for success in today’s workforce. Tutoring and classes offered on more specific topics/skills

Low

Greater Boston Employment Collaborative http://www.gbecollab.org/

People with disabilities – including interest in serving homeless.

Creates opportunities and provides resources related for jobseekers – good place to look for job openings.

High

Asian American Civic Association http://aaca-boston.org/

Targets low-come, immigrant/bilingual, unemployed and underemployed residents of Metro Boston,

Free workshops offered include basic computer skills/Internet search, resume development/job search, financial literacy workshops, and small business workshops. Energy Efficiency Technician Apprenticeship Program (EETAP) apprenticeship program, participants will be working at partner employers

High

Asian Taskforce Against Domestic Violence http://www.atask.org/site/

Primarily serves Asian families and individuals in Massachusetts and New England who suffer from, or are at risk of, suffering from domestic violence

Life Skills/English for Speakers of Other Languages (ESOL) Program tailored to meet the needs of Asian immigrant domestic violence survivors

High

In B

osto

n

College Bound Dorchester http://www.fdnh.org/

Works with diverse populations, including youth and adults

Adult Basic Education program –GED prep, resources to access further education . ESOL classes. Adolescent Development program –college prep and readiness courses for high-risk youth. College Prep program

High

27

http://www.caasomerville.org/

http://www.gbecollab.org/


28

East Boston Ecumenical Community Council http://www.ebecc.org/english/programs.htm

Works with Latino immigrants* Immigration assistance – helps immigrants obtain work permits, obtain green cards, become U.S. citizens Latina ESL program. ASPIRE – homework help, computer access, English classes, workshops, and counseling

High

Project Hope http://www.prohope.org/

Homeless/formerly homeless and low-income women whose average education level is 6th grade

Adult Educational Services include: basic literacy, GED preparation, career advising, transition to college support, ESOL classes

High

Travelers Aid Family Services http://www.taboston.org/Home.htm

Underemployed/unemployed parents in Travelers Aid Family Services’ programs*

Services offered: job placement assistance, developing professional skills (resume writing, interviewing)

High

Urban League of Eastern Massachusetts http://www.ulem.org/

Serves African Americans and people of color in ULEM’s service area

Employment Resource Center – walk-in service offering job coaching, case management, and professional skills development (resume writing, interview skills and structured job searches) Access to up-to-date online employment search databases

Low

YMCA of Greater Boston http://www.ymcaboston.org/

Unemployed/underemployed adults YMCA Training, Inc. offers access to employment that offers family supporting wages and benefits Offers training in computer and office skills, providing a simulated office environment to practice skills and develop confidence

Low

Catholic Charities of Boston http://www.ccab.org/

Pregnant or parenting adolescents who have dropped out of school 40-50 students served per year

Education and Parenting Skills Center offers GED prep, life skills and career development groups

High

Morgan Memorial Goodwill – Boston Career Link www.goodwillmass.org

Universal access for Boston Career Link. To access Clothing Collaborative must participated in Boston-based job training and placement programs.

Variety of career counseling services, resources, workshops, job fairs, and to connect jobseekers with employers. On-site recruitment sessions with employers. Computer training for employment program Clothing Collaborative offers business clothing for jobseekers. Vocational programs for people w/ disabilities

High

JVS - The Workplace www.theworkplace.org

Members (membership is free) Access to career resource library, workshops, occupational and skills training, and recruitment sessions

28

http://www.goodwillmass.org/

http://www.theworkplace.org/


29

Job Training with Job Placements

Program Name/ Location/ Website



For High

or Low Barrie

rs Just-A-Start Corporation Cambridge www.justastart.org

18 years, GED or high school diploma, reading and math skills, and Massachusetts residency.

Biotech training Low

American Red Cross Nurse Aide Training Cambridge www.redcross.org

High school or GED is NOT required, but must have basic math and English proficiency skills,

Assessment test for training courses is free of charge; CORI is checked at no cost; Employment Specialist assists students with employment preparation one-on-one counseling on topics such as resume, cover letter & reference preparation, interview etiquette, and other employment-related questions and concerns; health care recruiters and job fairs .

High

In M

BN

Triangle Malden http://www.triangle-inc.org/

Individuals with disabilities Medical manufacturing training. Employment placement. High

Pine Street Inn http://www.pinestreetinn.org/

Priority to Pine Street residents but open to all homeless Clean and sober

Food services training provides 3 months of paid, full-day hands-on and classroom training preparing students for entry level kitchen jobs in restaurants/cafeterias. Clothing and food program graduates receive job placement assistance.

High

The Bakery and Cafe at Haley House http://www.haleyhouse.org/pg/show/id/4

Homeless Training and placement in baking and food services High

In B

osto

n

Project Hope http://www.prohope.org/

Low-income women – primarily from Roxbury but may accept MBN referrals

Free Health Care training programs for entry-level positions with select Boston Healthcare Providers.. Family Child Care Business Enterprise – training for careers in childcare Workforce Development & Employer Partnerships – job readiness training, access to career ladder job opportunities, on-going case management support during the program.

29

http://www.justastart.org/


30

Catholic Charities of Boston http://www.ccab.org/

Low income Career Pathways program – support adult and youth programs through next-step career options, including career exploration, internships, job shadowing, and employment Case management can be included

Morgan Memorial Goodwill Ind. www.goodwillmass.org

Individuals often referred through government agencies, others referred through one-stop career centers, churches, community groups

Individuals work with case manager to develop individual training and employment plan and choose training and supports. First Step Job Readiness training course, 3 weeks, offered numerous times per year Human Service Employment Ladder Program, 8 weeks, offered quarterly. Placement services, post-placement support

STRIVE www.massresources.org/strive-boston

Youth ages 16-24 who are out-of-school, meet income limits, and do not have a high school diploma or GED

YouthBuild – education and job training program, work towards high school diploma or GED while learning carpentry or other construction skills

High

Training Inc. www.traininginc.org

Hands-on occupational job skills training in a variety of skills that are in high demand Employer internships Job search skills training and assistance Job retention counseling and support

The Workplace www.theworkplace.org

Homeless or at risk of homelessness, low-income, dislocated and laid off workers or workers

Vocational exploration, transportation assistance related to employment, interview attire assistance, job searching techniques, employment and job readiness skills Workforce Investment Act - federally funded skills training program

High

Crittenton Women’s Union www.liveworkthrive.org

Low-income women, 18 years or older, residing in Greater Boston

Curriculum tailored to students’ needs, interests, and goals Woman to Woman program offers computer training, career development, financial management, and life skills training

St. Mary’s Center for Women and Children http://www.smwcc.org/

Serves young single mothers Women @ Work Plus - education combined with short-term employment

JFY Boston www.jfynet.org

High school drop outs Green job training. Good fit for young parents

JVS - Healthcare Training Institute www.jvs-boston.org

Low-income Healthcare Training Institute (HTI)- help low-income workers and community residents improve their skills, enter college, and fill vacancies in high-demand occupations offering family-sustaining wages; and 2) institutionalize relationships with colleges that will enable continued skill development and career advancement

High

30

http://www.goodwillmass.org/

http://www.traininginc.org/

http://www.theworkplace.org/

http://www.liveworkthrive.org/

http://www.jvs-boston.org/


31

Project Place Boston http://www.projectplace.org/

Homeless Clean and sober

3 different six-month employment program incorporating skills training, career coaching, and up to 30 hours/week employment at $8/hour: (a) "Clean Corners" is a in outdoor and facilities maintenance and landscaping program; (b) "Project Pepsi" (c) "Home Plate" is a six-month employment program in food services.

High

Boston Education Skills and Training (BEST) www.best-corp.org

Training for hotel industry jobs- Hotel Training Center (HTC) - provides skills training and job placement services for under employed and unemployed individuals seeking entry to the hospitality industry and incumbent workers seeking skills upgrades or advancement within the industry.

Community Work Services Boston www.cwsbos.com/

Homeless or recently homeless Vocational assessment, work readiness and competitive employment training (janitorial, mailroom, clerical skills, business applications, light assembly) and placement assistance

ABCD Career Development Boston http://www.bostonabcd.org/career-explorations.aspx

Low income for Boston residents

ABCD job training programs to build the skills needed to land and keep living-wage jobs that will support their families.

Boston Education Skills and Training (BEST) Boston www.best-corp.org

Training for hotel industry jobs

31

http://www.best-corp.org/

http://www.cwsbos.com/

http://www.best-corp.org/


32

Accessible Higher Education/ Community College

Program Name/ Location



For High or Low

Barriers Somerville Center for Adult Learning Experiences (SCALE) Somerville www.somervillendc.org

Anyone without high school diploma. Most classes are free; can obtain GED here. High

Cambridge Community Learning Center Cambridge www2.cambridgema.gov

Cambridge residents Helps adults learn ESOL; improve basic skills in reading, writing, or math; prepare for GED exams, prepare for college or training program, prepare for U.S. Citizenship test, learn to use a computer

Cambridge College Cambridge www.cambridgecollege.edu

High School Diploma Free info sessions in Cambridge, Waltham, and Stoneham; undergraduate programs, can enroll in noncredit courses and certificate programs.

Low

Insi

de th

e M

BN

Middlesex Community College Bedford www.middlesex.mass.edu

Expected to have high school diploma or GED; in some cases life experience demonstrated through testing may be basis for acceptance (depending on program)

Associate degrees and certificate programs; free adult learning center at Bedford campus; Work Readiness/Retention Programs combine classroom education in several areas (human services, customer service, certified nursing assistant, and office skills) with internships at local agencies or companies, as well as many workshops centered on job search, computer, and life skills.

Low

Bunker Hill Community College www.bhcc.mass.edu

Expected to have high school diploma, GED, associate degree or higher.

P/ship with IBA program (Pathway to Technology Campus); Workforce Development Center and ACT center for training programs .

Low

Roxbury Community College www.rcc.mass.edu

Expected to have high school diploma but also provides GED test preparation; noncredit courses are available to those who are not high school graduates

One-year certificate program or 2-year associate program; GED program and testing; access for veterans, CORI/SORI checks do apply for specific programs

Low

TERI College Planning www.tericollegeplanning.org Boston Public Library

Service is available free to all nonprofit community agencies.

Help with finding scholarships for higher education. Higher Education Information Center (HEIC) at the Copley Branch of the Boston Public Library.

Low

In B

osto

n

Boston University Metropolitan College

High school diploma or GED required. Undergraduate, graduate, certificate, and noncredit programs. Low

32

http://www.cambridgecollege.edu/

http://www.rcc.mass.edu/

http://www.rcc.mass.edu/

http://www.tericollegeplanning.org/


33

X-CEL Adult Education Services, Inc. http://www.x-celeducation.org/

18 years. College prep and mentoring require a GED, mentoring also requires a student completed the prep course and is ready to begin college. Some programs limited to clients of agency where the program is offered (STRIVE)

Pre-GED classes, GRE prep classes, college prep classes, college mentoring program offered at various sites – STRIVE/Ruggles/Codman Square, Log School/Dorchester, Mission Works/Roxbury

United South End Settlements http://www.uses.org/

Free to Massachusetts residents without a high school diploma or GED certificate. Priority to residents of South End and Lower Roxbury

Adult Basic Education Program – GED and EDP classes Technology education – computer classes and workshops

Year Up http://www.yearup.org/locations/boston.htm

Student must be between 18-24 years Serves Boston, NYC, Providence, DC Students recruited from urban high schools and community-based organizations*

Classes help students develop technical and professional skills to aid in academic success and career development

Catholic Charities of Boston Dorchester http://www.ccab.org/

Out-of-school and high-risk youth, generally ages 14-21.

GED program. High

33


34

Job Searching/ Sources for Finding Job Listings

Program Name/ Location



For High or

Low Barriers

Career Source at Cambridge Cambridge, www2.cambridgema.gov

Open to all jobseekers in Massachusetts

Job search and networking opportunities Career direction and exploration workshops

High

Career Source at Everett Everett http://www.yourcareersource.com/

Open to all jobseekers in Massachusetts

Job search and networking opportunities Career direction and exploration workshops

High

Community Action Agency of Somerville Somerville www.caasomerville.org

Anyone Job listings on the CAAS Inc. facebook page. High

LIFT Somerville http://www.liftcommunities.org/boston

Low-income individuals and families

College students provide individualized help with job search (resume development, interviewing, using the Internet and newspapers to locate leads) by appointment, or subject to availability, on drop-in basis.

High

The Career Place (Woburn) http://careerplacejobs.com/

Free access to resources Helps jobseekers assess their skill levels and interests, enter education and training programs, and find jobs. Career counseling, employment workshops, and access to job-related research.

High

Insi

de th

e M

BN

Cambridge Employment Program Cambridge http://www2.cambridgema.gov/dhsp2/cep.cfm

Work ready jobseekers Services include job search assistance; help identifying job leads and researching employers; and free Internet access.

Low

JVS www.jvs-boston.org

JVS clients looking for professional level jobs

Career Moves Advisory Network – Boston-area professionals in a variety of industries who serve as networking resources for JVS clients. Advisors offer job search advice and leads on openings

JobNet Boston www.jobnetboston.org

Must have basic computer skills Assistance with finding jobs online

In B

osto

n

Boston Career Link www.bostoncareerlink.org

Boston Career Link Members Career resource room, job search and computer training workshops, recruitment events, career fairs, labor market information, referrals to training

34

http://www.caasomerville.org/

http://www.jvs-boston.org/

http://www.jobnetboston.org/

http://www.bostoncareerlink.org/


35

International Institute of Boston http://iine.us/

Immigrants Refugees

Job readiness - teach job search strategies.

Greater Boston Employment Collaboration www.gbecollab.org

Boston Career Link members Available services: career resource room, job search and computer training workshops, recruitment events, career fairs, labor market information, referrals to training

High

35

http://www.gbecollab.org/

VIII. Profiles: Key Community Assets 1. Middlesex Community College Academy of Health Professions 2. Bunker Hill Community College Allied Health Certificate Programs 3. Community Work Services 4. JVS – Culinary Training 5. JVS – Nurse’s Aide Training 6. JVS – Adult Education 7. Action for Boston Community Development 8. Career Collaborative 9. Training Inc.

3636


37

Middlesex Community College Academy of Health Professions Certificate Programs

What makes an applicant eligible to participate in this program?

• High school transcript or copy of GED if available. • Take college placement test – focus on reading comprehension scores. • For nursing assistant and medical receptionist programs (Level 1) need a basic entry level score. • To be eligible for phlebotomy and medical office administration (Level 2) must finish Level 1.

What is involved in the application process? Cost/fees? • No application fee - one time testing fee of $50 included in tuition bill. • Each program has an application package they must complete. • Before applying, applicants connect to college and attend information sessions, held 2 x month.

How would a case manager follow announcements of new openings? • Programs have multiple start times throughout the year that can be found on the college’s website.

Can a participant obtain GED through this program? • No

Is financial aid needed or applicable in this program? How obtained? • Participants are eligible for financial aid – to obtain they must fill out and submit a FAFSA. • Costs for the certificate programs are the same as regular tuition - $170/credit.

How challenging is it to secure an opening at this program? • Depends on student’s ability – each level has about 30 openings. • There are multiple start times throughout the year, if a student doesn’t meet the score requirements

the first time the school will provide support and work with them to get them to the level needed. What interests, personal assets, and skills should an ideal candidate have?

• Interest working in health care – open to anyone. What are the required hours of participation? Can one participate at reduced hours?

• Classes are offered on evenings two days a week and during the day on Saturday. 27 week program. Are evening hours offered?

• Yes, classes are offered on two evenings during the week. How are participants helped who do not yet have clear job direction?

• Career counseling is built into the coursework. What is the accessibility via public transportation? Closes T station?

• Located in Lowell – accessible by Commuter line and by bus from the station. What are the workforce “sectoral partnerships” with employers?

• The nursing assistant program has observation hours with nursing homes, long-term care facilities, • An externship is required for the phlebotomy program.

What percent of those who complete this program secure work? • The program is still relatively new (started in February 2010) – data on graduates is incomplete.

What kinds of employers offer jobs to graduates? • Employment in entry level in nursing homes, long-term care, medical offices, and hospitals.

What is the program’s experience with single heads-of-household in homelessness? • Has experience – offers wraparound services and support, referrals if necessary.

What is the program’s experience with applicants lacking work experience? • Career counseling offer to participants.

What services are available to support participants in crisis? • Personal counseling services are offered on each campus.

37


38

What else should MBN job seekers and their case managers know? • Reach out directly to the college, access the website for more information.

38


39

Bunker Hill Community College Allied Health Certificate Programs

What makes an applicant eligible to participate in this program? • Copy of high school diploma or GED certification. • Proof of in-state residency. • Transcripts from other schools attended. • Several require test scores at a certain level in English and math. • Health insurance. • All full-time students as well as part-time undergraduate students in a health science program and

who may be in contact with patients required to have the following vaccinations: • Hepatitis B: 3 doses • Td (Tetanus/Diptheria): 1 Td booster in last 10 years • Measles: 2 doses • Mumps: 1 dose • Rubella: 1 dose

• Exemptions made for part-time students not enrolled in a health program, those with a signed statement from a physician stating that physical condition will be endangered by required immunizations, or those whose religious beliefs conflict with immunizations.

What is involved in the application process? Cost/fees? • Attend information session, offered Monthly on a Wednesday at 10am on the Chelsea campus • Complete individual program application. • Interview with program staff – brief, discuss a series of questions involving existing knowledge and

motivation. • Complete college placement tests in reading, math, and English (different certificate programs

require different scores for entry). • Medical Interpreting requires native language literacy and English fluency. • Complete health form. • CORI check.

How would a case manager follow announcements of new openings? • Registration/enrollment dates can be found on the college’s website.


Is financial aid needed or applicable in this program? How obtained? • Applicable, complete FAFSA form online. • Aid available through grants, and subsidized and unsubsidized loans.

How challenging is it to secure an opening at this program? • It isn’t challenging – potential barrier includes testing at a certain level in English and limited

number of seats available (this year there were 52 seats). • It is important to note that it is a rolling admissions process – students need to attend information

sessions, complete all required applications, and submit supporting documents – if they fall behind or don’t complete these requirements they lose access to a seat.

What interests, personal assets, and skills should an ideal candidate have? • Motivation key. • Minimal level of skills for the program they are interested in helpful. • Focused, committed.

39


40

• Academic track that shows they are capable of academic success helpful. • Effective communication skills – able to communicate long and short-term goals.

What are the required hours of participation? Can one participate at reduced hours? • Hours vary, students are expected to be available anywhere from 8:30 am – 2:15pm (not the whole

day) – average time in class is 20 hours/week. • Participation at reduced hours is an option, however, it prolongs the program.

Are evening hours offered? • Evening hours only offered for the medical interpretation program because it is done through a

satellite campus in East Boston that offers class times at these hours. How are participants helped who do not yet have clear job direction?

• Most have a sense of direction in terms of goals. • Often redirected to career center.

What is the accessibility via public transportation? Closes T station? • Located near Orange Line Community College stop.

What are the workforce “sectoral partnerships” with employers? • Participants take part in internships with various hospitals throughout Boston.

What percent of those who complete this program secure work? • About 1 out of 3 internships typically results in employment.

What kinds of employers offer jobs to graduates? • Healthcare providers.

What is the program’s experience with single heads-of-household in homelessness? • In the past mothers residing in shelters participated in the Welfare to Work program.

What is the program’s experience with applicants lacking work experience? • Most have some work experience – more likely to have minimal work experience than none.

What services are available to support participants in crisis? • Counselor is available through the program, school psychologist also available. • Make referrals.

Does the program publish a graduation/completion rate? • Yes, not sure where it is located – graduation rate is 72% .

What else should MBN job seekers and their case managers know? • Important to know about rolling admission, be aware of start and end dates.

40


41

Community Work Services

What makes an applicant eligible to participate in this program? • Primarily serves homeless or disabled populations. • Always pursuing new funding opportunities, which impacts eligibility (ex. low-income). • State contracts DTA, mass rehab commission, dep dev services.

What is involved in the application process? Cost/fees? • No cost to participant. • Starting point is a tour of the agency, held every Wednesday at 1pm, during which potential

participants learn more about program eligibility and services. How would a case manager follow announcements of new openings?

• Come to tour. • Outreach through partner agencies in the community.


Is financial aid needed or applicable in this program? How obtained? • Not applicable.

How challenging is it to secure an opening at this program? • Not challenging if eligibility criteria is met.

What interests, personal assets, and skills should an ideal candidate have? • Desire to find employment.

What are the required hours of participation? Can one participate at reduced hours? • Hours vary by program and eligibility. • Program hours are typically from 8-3. • Reduced hours vary by individual case.

Are evening hours offered? • No

How are participants helped who do not yet have clear job direction? • Program holds an evaluation and assessment process – can explore different options.

What is the accessibility via public transportation? Closes T station? • Accessible by the Green and Orange Lines, as well as the Commuter Rail, at North Station.

What are the workforce “sectoral partnerships” with employers? • Commercial cleaners, food service, culinary arts, hotel and hospitality, commercial production.

What percent of those who complete this program secure work? • About 70%.

What kinds of employers offer jobs to graduates? • Service industries – hotels, catering companies, cleaning services, colleges and universities, etc.

What is the program’s experience with single heads-of-household in homelessness? • Has experience.

What is the program’s experience with applicants lacking work experience? • Has experience.

What services are available to support participants in crisis? • Makes referrals or out sources cases to other agencies .

Does the program publish a graduation/completion rate? • Yes, can be found online.

41


42

JVS – Culinary Training

What makes an applicant eligible to participate in this program? • Enjoys cooking, wants a full-time job, can follow instructions in English. • Authorized to work in the U.S. and pass CORI check. • Pass assessment – able to follow instruction in English. • Course will teach language of the kitchen but applicants must fill out a basic application.

What is involved in the application process? Cost/fees? • Fill out simple application. • Most participants get funding, if eligible. • Most low-income or dislocated participants get funding through career centers.

How would a case manager follow announcements of new openings? • Information posted on website. • Career centers and community-based organizations aware.

Can a participant obtain GED through this program? • Not through this program, offered through different programs at JVS.


How challenging is it to secure an opening at this program? • There are a lot of steps – meetings, information session, intake, get career center funding.

What interests, personal assets, and skills should an ideal candidate have? • Get along with others, are interested in cooking and baking, want a fulltime position.

What are the required hours of participation? Can one participate at reduced hours? • No reduced hours offered. Hours change for each cycle. • 360 hours of training at 20 hours for 18 weeks (later cycles are 15 or 16 weeks)


What is the accessibility via public transportation? Closes T station? • Half of the trainings are in the JVS office and are accessible by the Red and Orange Lines. • Other trainings accessible by the Orange Line Roxbury Crossing stop and numerous buses.

What are the workforce “sectoral partnerships” with employers? • No partnerships, but familiar with many employers. High placement rates - over 80%.

What percent of those who complete this program secure work? • 80% or more.

What kinds of employers offer jobs to graduates? • Colleges, universities, restaurants, sandwich shops, hotels – any place that sells food.

What is the program’s experience with single heads-of-household in homelessness? • Have in the past – not a good fit, participants need to be flexible and adaptable for changes .

What is the program’s experience with applicants lacking work experience? • Applicants still accepted if they demonstrate motivation and availability during assessment.

What services are available to support participants in crisis? • JVS has case managers who can offer services and make referrals as needed.

Does the program publish a graduation/completion rate? • Not published.

What else should MBN job seekers and their case managers know?

42


43

• Jobs in this field are never 9-5 and can present problems for parents in terms of child care. JVS – Nurse’s Aide Training Program

What makes an applicant eligible to participate in this program?

• Non-native English speakers need to have intermediate English language ability. • Must have documentation to work and pass CORI check – must have clean criminal record. • Must want a full-time job and needs to be 18 years and older.

What is involved in the application process? Cost/fees? • Attend an information session, held weekly on Wednesdays at 12pm. • Orientation, first interview, basic math and English test, second interview. • Applicants are first assessed to see if they are a good fit for the program. • Funding based on income or unemployment – send referral first to career center for funding. • Private funding (scholarships, grants) available at JVS.

How would a case manager follow announcements of new openings? • Flyers are posted in career centers and other community-based organizations . • Intake is on-going – 4 cycles with 16 slots offered per year. • Tend to fill up fast, 16 students per cycle, 4 cycle for year.

Can a participant obtain GED through this program? • No, but this can be obtained through other programs at JVS.

How challenging is it to secure an opening at this program? • It is competitive, but it is possible to get in if one is dedicated. • If a participant does not pass the test they are given the opportunity to improve and re-apply.

What interests, personal assets, and skills should an ideal candidate have? • Desire to become a nurse’s aide, drive, motivation to learn • Intermediate English speaker and computer skills helpful (computer component to program)

What are the required hours of participation? Can one participate at reduced hours? • 9am-4:15pm, 5 days a week (Monday-Friday) for 14 weeks • No reduced hours available, only 5 absences permitted over the course of 14 weeks


How are participants helped who do not yet have clear job direction? • Program focuses on a specific sector

What is the accessibility via public transportation? Closes T station? • Near the Red/Orange Line at Downtown Crossing and the Red, Green, Orange Lines at Park St.

What are the workforce “sectoral partnerships” with employers? • Red Cross – participants placed at the Red Cross in Cambridge for 3 weeks. • Also works with various other providers in health care, such as home health providers. • Placement rate is high.

What percent of those who complete this program secure work? • About 75%

What kinds of employers offer jobs to graduates? • Employers in the health care field.

What is the program’s experience with single heads-of-household in homelessness? • Have worked with single parents living in shelters – may have had more personal struggles.

What is the program’s experience with applicants lacking work experience?

43


44

• Tends to be difficult for those who don’t have any work experience at all. What services are available to support participants in crisis?

• Career coach provides case management and provides addition resources to access if needed. JVS – Adult Education High School Diploma/GED program

What makes an applicant eligible to participate in this program? • For the GED program participants need to be at least 16 years old • Participants must be 23 years and older to participate in the Adult Diploma program

What is involved in the application process? Cost/fees? • Those interested can go to the agency at any time and fill out an application for the waiting list • Go to agency, get on waiting list, fill out application, take a placement test (Fridays from 10-2)

How would a case manager follow announcements of new openings? • Call the agency. Information on website, flyers distributed throughout the community

Can a participant obtain GED through this program? • Yes

Is financial aid needed or applicable in this program? How obtained? • Funded through the Massachusetts Department of Elementary and Secondary Education.

How challenging is it to secure an opening at this program? • Not challenging to get into the GED program – currently no waiting list. • 18 month waiting list for the ESOL program.

What interests, personal assets, and skills should an ideal candidate have? • Committed to attending class regularly, being punctual, and maintaining good attendance. • Need dedication – diploma required to put together a portfolio of work that an assessor looks. • No open entry – students have a choice of evening or morning classes.

What are the required hours of participation? Can one participate at reduced hours? • Depends on the number of classes one is taking. • Classes Monday-Friday 9-2 and during the evenings 5-9 Monday, Tuesday, and Thursday.

Are evening hours offered? • Yes, see above.

How are participants helped who do not yet have clear job direction? • Huge initiative state-wide on preparing students for the “next step.” • Seeks to make curriculum rigorous enough that students are prepared to take college courses.

What is the accessibility via public transportation? Closes T station? • Close to the Red and Orange Lines at Downtown Crossing and Park St.

What are the workforce “sectoral partnerships” with employers? • Relationships with community colleges, especially Bunker Hill. • Work with workforce institute - arranges tours of colleges fill out FAFSA.

What percent of those who complete this program secure work? • Unsure, many have positions and are looking to advance.

What kinds of employers offer jobs to graduates? • Students that have jobs often have positions in kitchens, hotels, housekeeping, retail. • Dunkin Donuts is a major employer .

What is the program’s experience with single heads-of-household in homelessness? • Many students are homeless – this is a question on the intake form.

44


45

Does the program publish a graduation/completion rate? • A lot “Stopping out” interruptions occur in education for various reasons.

What else should MBN job seekers and their case managers know? • It’s a challenge when one’s life is disorganized – coming to school is a real struggle for some.

45


46

Action for Boston Community Development

What makes an applicant eligible to participate in this program? • Boston residency, Proof of income, Birth certificate, Social Security Card. • GED or high school diploma, CORI.

What is involved in the application process? Cost/fees? • Free. • Complete assessment (basic math test). • Information sessions help every Wednesday at 1pm.

How would a case manager follow announcements of new openings? • Referrals. • Flyers are posted throughout the community in health centers, grocery stores, hospitals, etc. • Postings on jobnet.com.

Can a participant obtain GED through this program? • Participants cannot obtain a GED through this program, but they can apply to a separate program

within the organization to do so. Is financial aid needed or applicable in this program? How obtained?

• Not applicable How challenging is it to secure an opening at this program?

• No, participants just need to meet the qualifications and attend an information session What interests, personal assets, and skills should an ideal candidate have?

• Staff will work with participants to develop skills – hold mock interviews, teach job search strategies, conflict resolution, professionalism strategies, stress management, resume development, and how to write cover letters and thank you letters.

What are the required hours of participation? Can one participate at reduced hours? • The program runs Monday – Friday from 8-5:30 – no reduced hours. • Additional 2 week certification portion mandatory.

Are evening hours offered? • Hours are 8-5:30.

How are participants helped who do not yet have clear job direction? • After participants complete the 7 week training, staff work with them on job placement.

What is the accessibility via public transportation? Closes T station? • Downtown Crossing on the Red/Orange Lines as well as Park Street on the Red/ Green Lines.

What are the workforce “sectoral partnerships” with employers? • Construction contractors.

What percent of those who complete this program secure work? • 50%

What kinds of employers offer jobs to graduates? • Construction contractors.

What is the program’s experience with single heads-of-household in homelessness? • Accommodations offered and help in applying for health insurance, housing, food stamps, etc.

What is the program’s experience with applicants lacking work experience? • Case management and referrals to different organizations if unable to meet participant’s needs.

46


47

Career Collaborative

What makes an applicant eligible to participate in this program? • Between ages of 22-55, in the low-income bracket – highest acceptable income is $40,000. • Highest education limited to an Associate Degree unless applicant is from outside USA. • Seeking full-time employment and have legal work status. • Must have stable child care if applicable. • Must be willing to accept entry level positions making between $20,000-$30000/year.

What is involved in the application process? Cost/fees? • All services are free. • Prior to orientation, interested participants call to do a pre-screening. • If the pre-screen is okayed, participants are invited to orientation, held every Thursday at 1pm. • Bring resume to the orientation – or can fill out a work history form at orientation. • Application, assessment test, meet one-on-one with a staff, receive explanation of the program.

How would a case manager follow announcements of new openings? • They do not post openings – they hold 4 week-long workshops that run throughout the year. • One calls the agency to refer a client to the program.

How challenging is it to secure an opening at this program? • Not challenging.

What interests, personal assets, and skills should an ideal candidate have? • Motivation is key.

What are the required hours of participation? Can one participate at reduced hours? • Workshops run for 4 weeks from 9am until about 3pm at the latest. • One can not participate at reduced hours.

Are evening hours offered? • Workshops are held at set times – no exceptions.

How are participants helped who do not yet have clear job direction? • Career coaching is offered.

What is the accessibility via public transportation? Closes T station? • Located on the red and orange lines at Downtown Crossing.

What are the workforce “sectoral partnerships” with employers? • Healthcare, business, nonprofit, insurance companies, staffing agencies, finance companies.

What percent of those who complete this program secure work? • Current rate is about 70%. Retention services are offered – participants assigned a career coach.

What kinds of employers offer jobs to graduates? • Referrals are made on client’s behalf (emphasizes motivation as key trait).

What is the program’s experience with single heads-of-household in homelessness? • Works with a multitude of single parents, but housing stability is a requirement .

What is the program’s experience with applicants lacking work experience? • Gear clients towards a target job where they may have transferable skills.

Does the program publish a graduation/completion rate? • This information can be found on their website, http://careercollaborative.org.

47


48

Triangle, Inc.

What makes an applicant eligible to participate in this program? • Clients thru Mass Rehab, Dep. of Developmental Services, or Dep. of Transitional Services.

What is involved in the application process? Cost/fees? • Once a client is referred the agency is faxed information regarding their disability. • Intake process, CORI, paperwork, information put into database.

How would a case manager follow announcements of new openings? • Only way into program is through a referral by one the entities mentioned above.


Is financial aid needed or applicable in this program? How obtained? • No

How challenging is it to secure an opening at this program? • No, there are waiting lists for assessments. • Waiting list for placement services is about 2 months.

What interests, personal assets, and skills should an ideal candidate have? • For placement program must have some level of job/vocational history, desire to find a job.

What are the required hours of participation? Can one participate at reduced hours? • Traditional hours are from 9am-3pm. • Placement clients meet once per week. • Clients referred through the DTA are required to work 20-30 hours/week to receive benefits. • Reduced hours are offered if the client has no job experience – they start at part-time hours. • Job placement clients meet weekly and follow through with the activities related to placement


How are participants helped who do not yet have clear job direction? • Part of the placement components entails helping participants develop realistic vocational goals.

What is the accessibility via public transportation? Closes T station? • Malden commuter rail station is a mile away. • Also accessible by bus from Wellington.

What are the workforce “sectoral partnerships” with employers? • Yes, one of the biggest is with Clark companies –internships and jobs available.

What percent of those who complete this program secure work? • 50% - rate much lower than past years due to the state of the economy.

What kinds of employers offer jobs to graduates? • Clarks. • Cashier, customer service representative, stock clerks, etc.

What is the program’s experience with single heads-of-household in homelessness? • Services not provided – referred just to find jobs.

What is the program’s experience with applicants lacking work experience? • Not uncommon – work on identifying realistic vocational goals.

What services are available to support participants in crisis? • None.

48


49

Training Inc.

What makes an applicant eligible to participate in this program? • High school diploma or GED – doesn’t need to be from the U.S. • 18 years or older. • Has to have a certain level of stability to attend the program full-time for 20 weeks. • Program has resources to recommend if needed. • Must have achieve a basic level of math and reading on assessment. • Needs to have a fairly high level of spoken English. • About 60% of trainees are immigrants –ESOL classes are available.

What is involved in the application process? Cost/fees? • Call agency, attend orientation, learn about the program, fill out application, take assessment,

interview with intake coordinator who then guides applicant to the next step. • No cost to applicant – most trainees are guided to the program from career centers. • Given a grant from Microsoft to target those do not receive vouchers but greatly need training.

How would a case manager follow announcements of new openings? • Program has contacted just about all shelters, especially domestic violence shelters, in the greater

Boston area. • Post flyers, advertise in their banner, distribute materials to career centers.

Can a participant obtain GED through this program? • Not applicable.


How challenging is it to secure an opening at this program? • About 10% of applicants make it in, primarily because there are many hoops to jump through with

career centers because of the federal money involved (if receiving a voucher one needs to attend meetings and communicate with counselors – life reasons sometimes make it difficult to commit to the program).

• Program is flexible with life challenges – has resources to help and refer to if unable to assist. What interests, personal assets, and skills should an ideal candidate have?

• Stability in life – enough to have a back-up system of support. • Interest and dedication to own goals. • Committed to attending the program every day.

What are the required hours of participation? Can one participate at reduced hours? • 9am-4pm Monday – Friday – able to come at 12:30 on Wednesdays for the first 12 weeks of the 22

week program. • Reduced hours offered for extraordinary circumstances, difficult to modify very much because it aims

to prepare trainees for full-time employment. • Will work to accommodate clients’ needs (therapy, appointments, etc.).

Are evening hours offered? • Used to, but found the participants who attended these hours were not having luck obtaining jobs – the

success rate was very low and led to eliminating evening trainings. How are participants helped who do not yet have clear job direction?

• There are three career paths in the program that trainees are made very clear about from the start: medical office support, administrative support, and financial services.

49


50

• Trainees attend workshops and also work with staff one-on-one to determine where they fill find the greatest success in regard to their interests and skills.

What is the accessibility via public transportation? Closes T station? • Located in downtown Boston within 30 seconds of the Blue and Green Lines at Government Center.

Also close to the Orange Line State stop and the Red Line Park St. stop. What are the workforce “sectoral partnerships” with employers?

• Major hospitals, administration, finance, major universities, government agencies, the City of Boston (including the HR Director for the city), staffing agencies, business, banks, law firms.

• Internships often turn into jobs. • Business development manager always trying to develop more partnerships.

What percent of those who complete this program secure work? • Approximately 75-80%.

What kinds of employers offer jobs to graduates? • Typically those mentioned above. • Recent graduate obtained a position with the Salvadorian embassy. • Many positions not acquired through the Internet as it has not proven to be the most effective method

of obtaining employment – still used as a job finding tool though. What is the program’s experience with single heads-of-household in homelessness?

• About 20 homeless individuals have participated in the program total in about 30 years. • Last summer they experienced their first big group and built in the ability for them to be away

from the program to fulfill obligations they had (searching for housing, etc.) – looking to build more partnerships and understand needs more.

• Require shelter to identify a case manager to work with and communicate with on a weekly basis to support trainee – additional support offered.

• Single heads-of-household comprise a large percentage of trainees. What is the program’s experience with applicants lacking work experience?

• Most trainees have some experience. • Build education and skills – develop resume and other job/professional skills. • A group of retired executives act as mentors to demonstrate and teach necessary skills.

What services are available to support participants in crisis? • Every trainee has a single staff supervisor – those experiencing life challenges turn to them first. • Trainees meet with their supervisor weekly – often communication occurs on a daily basis. • Weekly staff meetings occur to discuss any challenges on an immediate level – intervene sooner if

necessary. • Trainees guided to additional resources as needed. • If trainees need to leave for any reason they are able to come back – Training, Inc. is a lifetime

program, once accepted, resources are always available. Does the program publish a graduation/completion rate?

• Not sure. What else should MBN job seekers and their case managers know?

• Not sure – completion rate very high because of the incredible dedication from trainees and the remarkable support they receive.

• 2 graduations occur per year. • Networking events offered to graduates.

50

Documents

Action Plan Pathways to Work for Homeless Job Seekers.Hals