Board Meeting Briefing Book Wednesday, September 17, 2014 9:00 – 11:00 AM PECO Energy Company 2301 Market Street Philadelphia, PA 19101

Board Members

Philadelphia Works Board Members

Patrick J. EidingPhiladelphia Council AFL-CIO

Regine MetellusTreasurerUniversity of Pennsylvania

Jay SpectorJEVS Human Services

David DonaldVice ChairPeopleShare

Margaret M. JonesThe Children’s Hospital of Philadelphia

Peter FranksDrexel University

Mark EdwardsPhiladelphia Works

Alan GreenbergerPhiladelphia Commerce Department

Alan N. RosenbergTemple Health

Nicole Pullen RossSecretaryGoldman, Sachs & Co

William StrahanChairComcast Cable Communications

Joseph M. ParenteKPMG LLP

Ajay RajuDilworth Paxson LLP

Andrea AgnewComcast Cable Communications

Ryan BoyerLaborers District Council Philadelphia

Judith RényiMayor’s Commission on Literacy

Wayne TroutPA Office of Vocational Rehabilitation

Ed GroseGreater Philadelphia Hotel Association

John GradyPhiladelphia Industrial DevelopmentCorporation

Norma Romero MitchellBenefits Plus Consulting Group

Anthony S. BartolomeoPennoni Associates, Inc.

Phillip BarnettPECO Energy Company

Jim Gillece Allied Barton Security Services

Tracee L. HuntTotal HR Solutions, LLC

Gabriel Mandujano Wash Cycle Laundry, Inc.

Peter Tubolino Siemens Building Technologies

Bud Tyler The EF Precision Group

Donald Generals *Community College of Philadelphia

Elizabeth Riley-WassermanMercy Health System

Dmitry Zhmurkin PA Bureau of Workforce Partnership & Operation ( BWP&O)

*Pending official approval

Board Meeting Briefing Book September 17, 2014

Table of Contents

Meeting Agenda ......................................................................................... i

Consent Agenda ........................................................................................ 1

Workforce System Success Story………………………………………………..3

Dashboard Metrics ............................................................................. 5-6

CEO Update .......................................................................................... 7-26

Board and Committee Minutes ........................................... 27-67

Action Items ...................................................................................... 69-95

Appendices ......................................................................................................

• Reports from Affiliates • Impact of Workforce Innovation and Opportunities Act (WIOA) • No Wrong Door Fact Sheet • Overview of Targeted Industry Clusters • Finance Report • Workforce System Quarterly Summary Report

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Business Meeting

Wednesday, September 17, 2014 PECO Energy, 2301 Market Street, Philadelphia, PA 19101

Energy Hall A Presiding: William J.T. Strahan

AGENDA

Welcome Remarks William J.T. Strahan

I. Opening Remarks & Consent Agenda William J.T. Strahan /Mark Edwards • CEO Update (p. 7-26) • June 18, 2014 Minutes (p. 27-29) • Committee Minutes (p. 31-67)

II. Presentation of Philadelphia Works Outreach and Engagement Plan Tracee Hunt/

• ACTION: Approve Plan (p. 69-80) Celina Shands Gradijan, Full Capacity Marketing

III. Youth Council Anthony Bartolomeo • Committee Update • Update on preliminary Summer 2014 WorkReady numbers • ACTION: Approve release of Request for Proposals for

Year-Round WIA-funded In-School Youth and Out-of-School Youth Programs (p. 81-90)

IV. Board Development

V. Workforce & Economic Development David Donald • Committee Update • ACTION: Approve 3rd year option to re-designate PYN

as Youth Works Administrator (p. 91) • Hardest-to-Serve Subcommittee Update Elizabeth Riley-Wasserman • Employer Engagement Gabriel Mandujano • Outreach and Resource Development Tracee Hunt

VI. Finance Phil Barnett

• ACTION: Approve Financial Statements for Year Ending June 30, 2014 (p. 93)

• ACTION: Approve Financial Statements for Month Ending July 31, 2014 (p. 95)

VII. Research & Policy Judith Rényi Committee Update

VIII. Closing Remarks William J.T. Strahan

IX. Adjournment

Consent Agenda Items

Overview The following items are on the Philadelphia Works Consent Agenda for September 17, 2014:

CEO Update Report (p. 7-26)

June 18, 2014 Business Meeting Minutes (p. 27-29)

Committee Meeting Summaries and Reports for this Quarter (p. 31-67)

Items on the Consent Agenda will not be discussed unless requested by a Board member. The following is a brief overview of each item.

CEO Update Report This report highlights efforts and progress during the quarter. More details on the information and initiatives outlined in this report, as well as other efforts in which the Board is engaged, can be found in related sections within the board briefing book, or are available at www.philaworks.org. Minutes: June 18, 2014 Business Meeting The Board is being asked to approve the draft minutes from the June 18, 2014 Business Meeting Committee Meeting Summaries The Board is being asked to approve the committee meeting summaries included in today’s board briefing book.

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Workforce System Success Story “Thank you for this amazing experience.” Like many other private sector employers, Philadelphia Works hired eleven summer interns participating in the WorkReady Summer 2014 program. WorkReady is an initiative of the Philadelphia Youth Network (PYN), supported by private and public funding (including funds allocated by Philadelphia Works). One of the interns selected to work for six weeks in the Operations Business Unit at Philadelphia Works was Miss Neha Mehta. A rising senior at Central High School of Philadelphia, this was Ms. Mehta’s first year with the WorkReady program. Ms. Mehta serves as the treasurer of the Aspirer Khmer Association and is also an active member of H.Y.P.E. (Healthy You Positive Energy). Last summer, Ms. Mehta dedicated her time to the Franklin Institute by volunteering 40 hours a week with their science-orientated summer camp. In her own words, Ms. Mehta describes her internship at Philadelphia Works: “When I first got a phone call from Philadelphia Works I was surprised to have even received a phone call, forget about an interview. At that time I had been looking for another job to help me pay for expenses and for the huge debt of college to come. But this experience has been more than another paycheck. I was and still am undecided on what I want to pursue as a career, and I believe this internship has really helped me eliminate some options. Here I got to work in a real office which is an exciting experience. In my short six weeks I got to make many connections which I never thought I would make, toured EARN centers and PA CareerLink® centers, and even had the chance to sit in on important school district meetings. Another thing I did was enhance my computer and basic office skills. From this internship I hope I can take back the e-tools and other resources I have used to find jobs, a career, workshops and more. Thank You for this amazing experience and Philadelphia Works, you will be missed.” See more Workforce Success Stories in appendices: ‘Reports from Affiliates’.

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Activity is on-track Activity is falling below goals Activity is far below goals No data are yet available

Dashboard Metrics – July 1, 2013 through June 30, 2014 (FY2014)

Unemployment in Philadelphia: 50,817 – 7.8% (June 2014) Labor Market Participation: 649,934 (June 2014)

Key Performance Indicators - Funder Defined Metrics for the System 6 Common Measures goals were met and 3 goals exceeded during July 1, 2013 through June 30, 2014 All 4 2012 EARN Program performance benchmarks are below performance goals

Building a skilled and thriving workforce: these measures indicate if program services are on-target – the system has mixed successes in FY2014 Supply Side

Total system placements: FY2014 compared to FY2013 Includes all adult placements across programs Total number of Youth (14 – 21) receiving services EARN placements to case load FY2014 compared to FY2013 Number of WIA training participants placed in clusters Retention exceeds performance goals

Demand Side

Number of new employers engaged in the system Includes employers entered by Philadelphia staff Employers engaged in active “compacts” with Philadelphia Works Number of job orders placed through JobGateway® FY2014 compared to FY2013 Industry partnership internships increasing

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Activity is on-track Activity is falling below goals Activity is far below goals No data are yet available

Resources for Our Work Metrics indicate if we are using resources as approved. WIA FORMULA PROGRAM FUNDING IS EXPENDED AS BUDGETED: TRAINING

WIA CONTRACTORS

EARN PROGRAM FUNDING IS EXPENDED AS BUDGETED

Note: EARN and JSST performance reimbursement payments lag behind one to four quarters. Youth WIA and EARN funding is not final – the end of the year reports will be available in the December 2014 board book.

Measuring Early Success of Strategy Philadelphia’s workforce and economic development systems are more closely aligned:

• Finished: The system identified targeted industry clusters • In process: Industry partnerships are active in validating career

pathways, identifying basic education and training standards, testing and approving the work readiness credential, adopting work readiness credential for sourcing

The system is engaging with small employers: • In process: The system is building data to identify small

employers served • In process: Research analyzing needs of smaller businesses is

underway One-Stop and EARN systems are integrating:

• In process: Integration will start spring 2015 • Completed: Operations manuals for integrated/co-located

centers are completed The system is developing labor market data for educators, training, and literacy providers:

• Finished: The workgroup identified and is developing career pathways in manufacturing and healthcare

The system is prioritizing hardest-to-serve populations • In process: Philadelphia Works has multiple proposals

completed that would increase resources for struggling populations

$0 $500,000 $1,000,000 $1,500,000 $2,000,000

Budget

Expended CJT

OJT

ITA

$0 $4,000,000 $8,000,000 $12,000,000

Budget

Expended WIA Adult Provider

YouthWorksAdministrator (TANF)YouthWorksAdministrator (WIA)

$0 $10,000,000 $20,000,000 $30,000,000

Budget

Expended Cost Reimubrsement

Performance

CEO Update Report

Selected Highlights of Current and Ongoing Efforts

Prepared for the Philadelphia Works Board

For the Period July-September 2014 Updates in this Report

Update on the System External Relations

Research, Labor Market and Performance Management Human Resources

Workforce Services Delivery Strategy Finance

Employer Engagement Activities Compliance

For detailed information on all Philadelphia Works activities, visit www.philaworks.org

Update on the System Workforce System Update

Youth Council Update WorkReady Summer 2014 was a huge success! The overall investment exceeded $12 million including the multimillion dollar investment of Temporary Assistance to Needy Families Youth Development Funds approved by the Philadelphia Works Board. More than 13,000 youth applied and 7,600 Philadelphia youth had the opportunity to participate in the six-week experience. Of these, 75 percent (or 5,625) were either fully or partially funded with public dollars. Throughout the city, young people between the ages of 14-21 worked in various positions, learned critical 21st century skills, and earned a wage. Over sixty organizations operated WorkReady Summer 2014 programs and more than 1,000 worksites served as hosts. (See the Affiliate report from PYN in the Appendix for these and other estimates.) Final figures will be released at the annual WorkReady Champions breakfast on the morning of November 18, 2014. We encourage you attend. This year, thirteen companies represented on our Board financially supported and hosted youth interns. In preparation for 2015 and beyond, recruitment has begun for multi-year commitments. Please make your commitment by visiting http://www.phillysummerjobs.org.

No Wrong Door Update - Integrated Services Delivery We received nine responses to the Request for Information (RFI) for Locations which was released on May 21, 2014 regarding potential new center sites by the extended deadline of June 18, 2014. The Workforce and Economic Development Committee has a process for reviewing and scoring these.

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The Integrated Services Delivery Model Request for Proposals was released on July 3, 2014. This RFP solicited entities interested in providing workforce development services to Philadelphia job seekers and employers at four new integrated centers along with a Cross-Center Services contractor that would provide standardized services across the four centers. This RFP is issued for a three-year period to be defined as each new contractor begins to operate an integrated center. A Bidder’s Conference for the Integrated Services Delivery Model RFP was held on Wednesday, July 16, 2014. There were 33 attendees present, representing approximately 20 organizations. Staff conducted a high-level presentation of the design of the integrated system, explained the RFP evaluation process, and answered questions which were mainly finance and staffing related. Questions and answers are posted on Philadelphia Works’ website. The deadline to submit additional questions was August 7, 2014. Proposals were due on Thursday, August 28, 2014. RFP evaluators began to review proposals in early September 2014. Staff continue to work with our consultant, Greg Newton of Newton Associates, Inc., on revising the current Operations Procedures manuals to include the Integrated Service Delivery Model processes along with creating new manuals for the new integrated services delivery.

PCG Contract In 2012, PCG was given a two-year contract to function as the WIA Title I adult services operator for the PA CareerLink® Philadelphia centers with a third-year option to renew. A letter of intent was sent to PCG in preparation for renewal of the contract. An added component to the contract is that PCG will support Philadelphia Works’ “clicks” strategy to incorporate digital and web-based tools.

Update on Leases The PA CareerLink® at Suburban Station successfully temporarily relocated its staff in June to the other three PA CareerLink® locations and will return to its original location upon the completion of the renovations. Due to unexpected delays outside of our control, the PA CareerLink® Suburban Station’s new anticipated opening has been delayed until November 3, 2014. The Career Team EARN Center was unable to extend its lease at 1500 Walnut Street and therefore, on Saturday, July 26, 2014 temporarily moved over to available space at 1617 JFK Blvd.

Updates to the EARN System - Job Specific Skills Training (JSST) Request for Proposals This RFP was sent on July 10, 2014 to 310 current and potential training providers with a due date of August 26, 2014. A bidder’s conference was held on July 30, 2014 to answer questions. The proposed contract dates will be July 1, 2015 through June 30, 2016. See more updates on the EARN system later in this CEO Report.

Outreach and Engagement A strategic outreach and engagement plan has been developed by our consultant Full Capacity Marketing. The plan was created to align with the strategic priorities of Philadelphia Works and includes recommendations on brand and target audience messaging and outreach strategies. This board meeting includes a presentation on the plan and a recommendation for approval. After approval, the plan will be rolled out to staff and partners via a series of meetings.

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Search for New Chief Operating Officer With the recent departure of Kaiyilla Smith, we will be embarking on a search for a new Chief Operating Officer and will be enlisting the help of an outside search firm to aid us in the search.

Budget and Policy Update

WIA Reauthorization The Workforce Innovation and Opportunity Act (WIOA) passed the Senate by a vote of 95-3 on June 25, 2014 and cleared the House of Representatives on July 9, 2014 by a vote of 415-6. President Obama signed the legislation on July 22, 2014. The U.S. Department of Labor has announced that regulations will be available for public comment on January 18, 2015 with implementation beginning July 1, 2015. We will be briefing the board and stakeholders about the law’s impact and gathering input so we can contribute Philadelphia’s perspective to the regulatory process.

Educating Elected Officials Along with Philadelphia Works’ Senior Policy Associate, Samea Lim, Mark Edwards continues to meet with elected officials to brief them on our plan to integrate the PA CareerLink® Philadelphia centers and EARN Centers in Philadelphia.

Governor’s Budget Governor Corbett approved a final state budget of approximately $29 billion in general fund expenditures on July 10, 2014. Of interest to Philadelphia Works, the budget of the Department of Labor and Industry was set at $71,368,000 —a decrease of 1.7 percent from 2013-2014. The Department of Public Welfare will be funded at $11,208,406,000 — an increase of 1.2 percent from last year.

FY2015 Local Allocations The total TANF/WIA budget for Philadelphia in FY2015 (July 1, 2014-June 30, 2015) is $51,576,342. This represents a 2.97 percent increase over FY2014. Other awards beyond our state allocations total $865,000 (an increase of 110 percent from FY2014).

New State Policy Guidelines On August 1, 2014, the Pennsylvania Department of Labor & Industry (L&I) issued Local Governance Policy, Version 003, which outlines the roles and responsibilities of the Chief Elected Official and the Local Workforce Investment Board, sets forth requirements for agreements and provides guidance on the appointment of board members. In light of the recent passage of the Workforce Innovation and Opportunity Act (WIOA), L&I reviewed the Local Governance Policy and made amendments that are more currently aligned to the new requirements anticipated under WIOA. Local Boards are given until October 1, 2014 to implement the guidance provided and until December 31, 2014 to execute the required agreements under the policy. Highlights of the policy include a 10-day reporting requirement for change in status of the board and requiring one member to represent each of the one-stop mandated partners. Philadelphia Works is currently assessing whether changes to the current board composition are required.

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On February 1, 2014, L&I also issued the Workforce Delivery System Policy, which sets forth requirements for the workforce delivery system, provides instruction on the PA CareerLink® certification process, supports continued development of an integrated delivery system and ensures quality and seamless services to business and job seekers. The policy was effective on July 1, 2014; however, the Commonwealth is currently reviewing any necessary changes that could occur as a result of WIOA.

On July 6, 2014, the Commonwealth issued a Draft Financial Policy for stakeholder review. Although it received input from the Pennsylvania Workforce Development Administration, a final version of the Policy has not yet been released.

Resource Development Update

Cumulative Grant Activity We ended Fiscal Year 2014 having raised $1,285,031 in competitive grants (some of which will carry into Fiscal Year 2015) and began FY2015 having already raised $520,000* from the funders listed below in support of workforce development activities:

AMOUNT FUNDING AGENCY/GROUP

IN SUPPORT OF GRANT PERIOD

$74,243 Commonwealth of PA Program – Incumbent worker training for the employee partners of the Southeast Regional Industry Partnership

10/01/2013-06/30/2014

$3,907 Commonwealth of PA Admin-For the Southeast Regional Industry Partnership

10/01/2013-06/30/2014

$50,000 National Fund – Social Innovation Fund & JOIN

Program – Admin- Strategic Planning Activities; Training; and Pipeline Development activities for Employer Partners of the Southeast Industry Partnership

11/19/2013-12/30/2014

$62,000 Health & Human Services – Temple University

Administrative- for recruitment & referral activities of low-income individuals to the Health Information Technology Program

07/01/2013-06/30/2014

$94,881 United Way of SEPA Admin – general operating support 07/01/2013 – 08/01/2014

$1,000,000 Philadelphia Housing Authority (PHA)

Job training and placement programs for PHA residents in Certified Medical Office Assistant, Customer Service, and CDL.

10/17/2013-10/16/2015

FY2014 Total: $1,285,031

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AMOUNT FUNDING AGENCY/GROUP

IN SUPPORT OF GRANT PERIOD

$500,000 Jobs 1st PA Regional Grant

Capacity Building/ Program- To form a regional Workforce/Economic Development Collaborative to better connect Local Workforce Investment Boards and Partnerships for Regional Economic Performance (PREP) partners. This new effort will coordinate workforce recruitment, training programs, and economic development at a regional level. This increased coordination between two regional networks that represent job seekers and job creators is the mechanism by which employee recruitment efforts can be met and training programs can be developed to meet employer demand.

07/01/2014-06/30/2015

$20,000 Republic Bank Admin – For outreach and engagement activities

07/01/2014-06/30/2015

FY2015 Subtotal: *$520,000

Research, Labor Market and Performance Management WIA Title I Performance

Philadelphia met all WIA Title I adult, dislocated worker and youth performance metrics for the third consecutive year (fiscal year 2014). Pennsylvania, as a whole, met its required performance as well. Given the strong showing and improving economy, we expect the required performance rates will be higher for this year. New goals will be negotiated in October, 2014. Under the Workforce Innovation and Opportunity Act (WIOA, see the memo in the appendix) these metrics will change. Included in these WIA metrics are about 2,500 residents over age 18 and 650 youth. These metrics capture between 8 to 10 percent of all services delivered in the PA CareerLink® Philadelphia centers. Meeting these measures assures Philadelphia will receive their full formula allocation.

Labor Market Information: Drop in labor force participation continues

While the number of residents employed rose by 3,600 between June 2013 and June 2014, the number of workers in the labor force, either working or looking for work, continued its downward trend with over 14,000 residents leaving work or work search over the year ending June 2014. This falling labor market attachment reduced the unemployment rate to its lowest since October 2008 at 7.6 percent. The loss of workers engaged in the labor market continues to be a primary concern for creating a vibrant workforce in Philadelphia that raises the economic fortunes across the city.

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Performance Management

Philadelphia Works completed an internal analysis of outcomes for Individual Training Accounts (ITAs). In FY 2013, ITAs accounted for 25 percent of the total training budget for adults and dislocated workers under WIA. Each ITA must be aligned with an in-demand occupation defined as a commonwealth-recognized high priority occupation. Despite this, ITAs underperform – in the year of study only 37 percent of those granted an ITA entered employment in a training-related job after completion. This is on par with studies completed of other WIA local areas. Recommendations to improve outcomes for ITAs include: increased follow-up as trainees near completion of their training; limiting the training time period to 26 weeks or less; examination of the “real time” demand for the occupation before an ITA is granted, and restricting funds to those without four- year degrees.

Green Initiatives

This quarter marks the end of five years of federal grant support for “green” job training initiatives that prepared the workforce for jobs producing environmentally-friendly goods and services or using green technologies and practices. In Philadelphia, green job training focused on the construction industry including weatherization, solar PV installation and green construction/remodeling, and on green manufacturing. Through four grants, hundreds of workers were trained through union apprenticeships, Community College of Philadelphia, non-profit and for-profit training organizations.

Since 2011, Philadelphia Works managed, on behalf of the Job Opportunity Investment Network (JOIN), a $775,000 workforce training partnership grant for low-skilled, low-income workers to learn solar PV skills leading to employment or self-employment in green construction and trades. These funds were awarded by the U.S. Department of Labor to Jobs for the Future, who chose Philadelphia and JOIN as one of seven regional workforce funding collaboratives to develop green workforce partnerships. Philadelphia Works convened the “Philadelphia Solar Career Moves” project partners: the Smart Energy Initiative of the Chester County Economic Development Corporation – a regional industry partnership; the Federation of Neighborhood Centers – providing participant services, and Infinite Solar – the skills training provider.

• The program resulted in high program completion, employment and job retention rates, but lower-than-expected enrollment due to weak job growth.

• Of the 110 trainees, 90 became employed (82 percent) and 31 passed the very challenging NABCEP entry-level solar PV exam.

Among the lessons learned for future workforce program design were:

• Contextualized literacy/numeracy and study/test preparation are essential to help trainees succeed in technical skills training and pass certification exams. Experienced adult education staff should partner with skills training providers to design and deliver customized curricula.

• Non-profit organizations can be important partners to provide wraparound services, assessment and pre-vocational services (literacy, job readiness), job search coaching, placement assistance and retention services.

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• Industry partnerships may be challenged to sustain a training program and recruit a pipeline of new workers in an emerging economic sector subject to economic downturns and shifts in the policy environment. An industry partnership is an essential partner for engaging employers in program design and evaluation, but dedicated job development staff will also be needed to make the match between trainees and individual employers.

• The public workforce system (PA CareerLink® Philadelphia) is able to assist with recruitment, but would need dedicated staff capacity to provide intensive job search and placement assistance.

• Small employers preferred not to engage in formal on-the-job training contracts, which they are concerned may be too cumbersome or could interfere with their direct hiring decisions

The other significant milestone this quarter was the publication of the 2014 Greenworks Philadelphia Progress Report (www.phila.gov/green) by the Mayor’s Office of Sustainability (MOS), which includes growing the “clean” economy as one of fourteen targets. MOS credits Philadelphia Works for our partnership to define the size and scope of the clean economy in the region through the shaping and analysis of an employer survey. Initial survey results estimate that 12,000 Philadelphiansspend at least half of their time producing green goods and services and a similar number use green technologies and practices. MOS expects to publish complete survey results this quarter.

Policy Priorities In order to increase our visibility in the area of workforce policy, Philadelphia Works has developed a policy agenda outlining our most significant policy priorities (See Research and Policy Committee Minutes). Our quarterly progress is summarized below.

• Employment Advancement and Retention Network (EARN) Policy: The Department of Public Welfare (DPW) released its final Program Year 2014-2015 policy on June 27, 2014. The new policy applies many of the recommendations that Philadelphia Works offered such as eliminating the cohort model, increasing the number of days for job placement from 90 to 180 and other important reforms. We anticipate that these new policies will result in increased placements and allow Philadelphia’s workforce system to retain and expend a greater allocation of funds appropriated to it, resulting in the return of fewer dollars to the Commonwealth.

• Educating Candidates: In the upcoming state and local elections, jobs and the economy have remained at the forefront of constituent and candidate priorities. Although Philadelphia Works initially intended to develop its own informational platform to engage candidates, the Pennsylvania Workforce Development Association (PWDA), as the statewide coordinating entity, has agreed to take a leadership role in this educational campaign. Accordingly, Philadelphia Works will remain deeply involved in support of PWDA.

• Federal Workforce Investment Act (WIA) Reauthorization: On July 22, 2014, President Obama signed the Workforce Innovation and Opportunity Act (WIOA), legislation that reauthorizes federal workforce and job training programs from 2015-2020. As a citywide workforce system, we submitted 16 letters of support to federal legislators from Philadelphia Works, our board members and industry partnership employers. The Department of Labor announced that it will

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release regulations for public comment on January 18, 2015 and we will continue to monitor and engage in the policy development process on both a federal and state level.

• Statewide Workforce Legislation: Our initiative to implement statewide workforce legislation was developed as a secondary plan if WIA reauthorization did not favorably advance. In light of the implementation of WIOA, we have determined that the establishment of statewide legislation is no longer necessary.

• First Source Legislation: The city’s First Source Jobs Policy, enacted in 2012, requires certain qualifying contractors to prioritize local residents when considering candidates for entry-level positions. As the Commerce Department and Philadelphia Works began collaborating on this initiative we realized that the law may not meet the full legislative intent of councilmembers when implemented. As a result, Philadelphia Works engaged in extensive research to understand and analyze the current laws and policies enacted in other local areas. We have continued to keep members of City Council and the Administration aware of our work and at the conclusion of our analysis, we intend to present concrete recommendations for review to ensure that the legislation delivers the intent of Council members and provides a framework for a program that could become a national model for local hiring.

Workforce Services Delivery Strategy PA CareerLink® Philadelphia Update Throughout the quarter, Philadelphia Works staff continued with monitoring activities to ensure compliance with federal, state and local workforce policy. This included a focus on file reviews to ensure individuals who are registered in the Workforce Investment Act (WIA) program were properly registered using prescribed documents. Staff also focused on monitoring the files of the Philadelphia Housing Authority project, to ensure not only compliance with WIA, but to also ensure the documents needed to meet the project’s terms and conditions were in place. The review was across 20 files that resulted in a range of findings such as missing signatures and dates on required documents and misclassification of eligibility requirements. As with all monitoring visits, a summary of the outcome was issued to PCG, the WIA Title I Adult and Dislocated Worker contractor for corrective action.

Additionally during the quarter PCG focused its attention on meeting performance and other contractual goals. PCG worked in coordination with Philadelphia Works staff to design and deliver training on three new operations procedures manuals that were developed to enhance service delivery by establishing service standards across each of the four future centers and to begin the system’s transition to the integrated service model.

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EARN System Update

The EARN system of providers, both EARN Center and Job Specific Skills Training Programs, ensure the provision and preparation for employment for job seekers referred by the County Assistance Office in Philadelphia. There was a shift in the policies of the system between FY2013-2014 to FY2014-2015. The EARN system contractors participated in an organized comprehensive working session with Department of Public Welfare (DPW) Bureau of Policy staff to review and discuss the revised policies for FY2015. The meeting and collaboration was organized and hosted by Philadelphia Works. The team from DPW reviewed the new processes and also solicited suggestions and feedback from Philadelphia Works and contractors. The topics discussed included Activity Compliance Rate reporting and efficiencies that would assist contractors. The policies went into effect July 1, 2014. The focus for contractors is on performance benchmarks for retention and employment placement in the revised model. As a result, for the subcontractors, there is an enhanced role for the job developers in the centers which further emphasizes the employer connections and placement emphasis. The redefining of the role and expectations was included in the FY2015 contracts within the Scope of Work. Philadelphia Works continues to provide regular technical assistance to the contractors as the policies are implemented.

The Job Specific Skills Training Program (JSST) Request for Proposals was released on July 19, 2014 with a bidders’ conference held on July 30, 2014. Responses were due to Philadelphia Works by August 26, 2014. This skills training component has been revised to include not only the preferred high priority occupations skills areas, but also must include an additional certification simultaneously in Microsoft Office, specifically Word, Excel and Outlook. The dual certification will ensure the job seeker has a viable occupational skill certification as well as critical computer technology skills for competiveness in the 21st century workforce. This is a new direction for the skills training component of the EARN system and is necessary to provide a wider opportunity for employment for those participants who are eligible for skills training.

Youth System Update

With a focus on ensuring high quality service delivery to all youth participants by identifying, documenting and scaling promising practices, the youth system is excited to share a sample of WIA-funded youth service promising practices that were observed in the fourth quarter.

• Youth Empowerment Services (YESPhilly) integrated media arts and technology into their

programming in many ways. The program moves beyond simply providing access to computers in classrooms and labs to include activities such as YESPhilly INC., an effort to link media arts and social entrepreneurship. YESPhilly INC. is offered Monday through Friday from 3:00–6:00 PM to 45 students who edit videos, record and edit soundtracks, design graphic projects, and receive drawing and painting instruction.

• Youth participating in the second cohort of District 1199C’s Nurse Aide Training completed classroom instruction, received their CPR certification, and completed a clinical experience at The Simpson House. Students took the written and skills portions of the American Red Cross

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(ARC) test. Students successfully completing both sections of the test will be added to the Pennsylvania State Registry for Nurse Aides.

• JEVS PASS Program held its annual Pass Career Day on April 17, 2014 giving participants an opportunity to visit local businesses, experience a variety of career options in each of those businesses, and ask questions of people working in various departments. Employer hosts included a law firm, nursing home, and security firm. Youth connected with employers based on their career interests.

• Seniors in Philadelphia Academies (PAI) Financial Leaders of Tomorrow (FLT) program served as facilitators in breakout groups for college-readiness activities at PAI’s College Expo at Cabrini College. Event attendees included students from various partnering high schools preparing to apply to college. Guest speakers at the event included a college admissions officer who provided insight into the process of evaluating potential students. Guest speakers’ presentations were followed by an activity in which participants played the role of an admissions officer who reviewed student records and admissions criteria for sample schools. Placing students in the role of an admissions officer reinforced the profile of a successful college applicant and demonstrated the importance of the behavior and academic performance through an empowering hands-on activity. The activity invited students to play out the process of identifying reach, match, and safety schools.

Strategic Priorities

Across all three Employer-Driven Standards workgroups (Aligning Labor Market Needs with Contextualized Literacy and Job Specific Skills, Increasing Work Readiness, and Mapping Career Pathways), significant progress was made during the last quarter. A potential system-wide definition of work-ready with applicable competencies was identified. A coordination structure for workforce development, economic development, and literacy partners was generated to identify industry needs and, at the same time, identify relevant programming. The manufacturing career pathway and career clusters reports are ready to be vetted with employers and various stakeholders.

Prioritize Hardest-to-Serve Populations - An update on this strategic priority can be found in the Hardest-to-Serve Ad Hoc Subcommittee Meeting Summary.

Philadelphia Housing Authority Implementation Update

As previously reported, Philadelphia Works and the Philadelphia Housing Authority (PHA) are partnering in a newly formed innovative and unprecedented pilot project which addresses PHA’s desire to connect their residents to employment opportunities which offer self-sustaining employment.

PHA is a public body, existing as a public housing authority and is one of 38 housing authorities with Moving to Work status. This Moving to Work designation allows public housing authorities to fund and design unique strategies to address local needs. To that end, PHA is using its designated Moving to Work funds to address the training and employment needs of its residents by partnering with Philadelphia Works through an investment of $1 million dollars in training services across three occupations which

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are medical coding and billing and insurance processing claims; light truck drivers and inventory management; and customer service representatives. These occupations were selected because there are significant job openings, the occupation can be found in multiple industries, pay self-sustaining wages, and lead to multiple career paths.

The full design and implementation of this pilot project includes PHA, Philadelphia Works, and PA CareerLink® Philadelphia, each with a multifaceted role. The Philadelphia Housing Authority is responsible for funding the training program, selecting residents to participate in this project, ensuring the individuals have the necessary foundational skills that meet the training program requirement, providing case management services to all PHA residents participating in this project up to the first six months after job placement and supporting childcare and transportation costs. Philadelphia Works in its role as the workforce board and recipient of PHA funds to invest in the training programs is responsible to oversee and guide the implementation of this project, facilitate the procurement of training programs and contract with these providers, in coordination with PA CareerLink® identify employers that will have job openings in the occupations, and contract directly with employers who have on-the-job training opportunities supported through the investment of Workforce Investment Act funds. The PA CareerLink® in its role as the one-stop system works in concert with PHA to screen participants and coordinate intensive/case management services as appropriate, determine eligibility for WIA funding and register participants in the PA CareerLink® system, support the transition and prepare residents for on-the-job training, coordinate with Philadelphia Works to identify employers hiring in these occupations, provide follow up services to residents for one year following the first quarter of employment, evaluate a customer’s qualifications against employer requirements, refer qualified applicants to employment opportunities and facilitate the hiring of an applicant. To move this project forward, a request for proposal (as previously reported) was released in January and re-released in March of this year. Following this competitive process, three contracts were awarded. The first contract was awarded to Metropolitan Career Center— offering a 12-week medical office assistant certification. Completers of this training will have learned medical terminology, coding, billing and insurance claims processing. This program also includes a two-week externship which is required for certification. The class began on April 17, 2014 with 19 enrollments. The program ended on August 15, 2014 with a total of 12 completers. Residents have now moved to the employment phase of the project; as of September 4, two have been placed into employment. The second award was made to Temple University offering a five-week customer service program which began on July 22, 2014 and has 19 enrollments. Completers of this class will develop the fundamentals of working in the customer service industry such as how to assess customer needs in person, via phone or electronic mail, how to educate customers on products or services, and meeting customer expectation through ongoing support and prompt service. At the conclusion of this training residents are incentivized to sit for the industry recognized credential —the National Retail Foundation National Professional Certification in Customer Service. Once complete, residents will move into the employment phase of the project.

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The third contract has been awarded to Smith and Solomon who offers a three-week Commercial Driver’s License Class B with passenger endorsement. In addition to classroom training, Smith and Solomon also has a placement component. Completers of this training will be qualified to secure positions as a bus driver or local delivery driver. Fifteen residents will be trained in this occupation. This pilot project is for one year, (October 2013-October 2014) with the goal of connecting 75 percent of the training program completers to employment. Employer Engagement Activities Industry Partnerships

Philadelphia Works continues to guide and support the activities of Philadelphia-Based Industry Partnerships (IPs). The Southeast Regional Workforce Development Partnership (SERWDP), combining the Advanced Manufacturing, Logistics and Transportation, and Food Manufacturing IPs, has fully expended the $78,150 in state training funds for FY2014 with additional training support provided through leveraged sustainability funds accumulated during previous program years. SERWDP has also received an additional $50,000 in Social Innovation Fund (SIF) funds as a result of our ongoing effectiveness in providing value to our member employers. The Partnership also received $19,000 from the Jobs First PA Grant in support of our pipeline and career awareness activities. We continue to provide technical support for regional Healthcare, the Green Stormwater Infrastructure , and District 1199C Direct Care industry partnerships.

During this quarter, staff completed processing all training plan requests submitted by the membership of the SERWDP. The training plans reflect the individual training needs of the partnership as well as consortia-based training and have exceeded the $78,150 granted by the Commonwealth. In total the Partnership provide training to 252 individuals at an average cost of $490 per training. The costs exceeding the Commonwealth grant are subsidized utilizing Social Innovation Funds and Sustainability funds. Staff continues to recruit new members into the partnership as well as integrate other available Philadelphia Works training funds into the activities of the partnership. Three companies joined the partnership this quarter (Electro Soft Inc., First Quality and Empire Abrasive Equipment). The SERWDP agreed to allocate sustainability funds to sponsor internships and career pathways. The partnership has begun planning the application for the next round of state IP funds, due on August 15, 2014.

All ongoing activities will continue to be aligned with the strategic plan priority to increase services to small and medium-sized business.

Business Engagement

The Philadelphia Works Business Engagement Team (BET) continues its ongoing efforts to increase visibility of the workforce system within the local and regional business communities. Informed by our strategic objectives, the BET continues to execute a comprehensive outreach strategy to cultivate new employer relationships. On-the-Job (OJT) training funds obligations have been fully expended, serving

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both jobseekers and employers. We continue to offer our subsidized training funds and PA CareerLink® related resources as a means of creating engagement and long-term partnerships with local employers. During this reporting period the BET has begun to utilize a streamlined electronic contracting system to further convenience employers who utilize our funded initiatives.

In alignment with our strategic objectives, the Business Engagement Team continues to conduct regular meetings with PA CareerLink® leadership and staff and has focused its outreach activities on the Advanced Manufacturing, Energy, and Healthcare sectors. Special projects include outreach related to our partnerships with PHA and Temple University. The outreach efforts of the BET remains focused on engaging small and medium-sized business within Philadelphia and the surrounding region through participation in regional career fairs. The Business Engagement leadership has become involved in several local chambers of commerce and have been participating in their regular activities. The BET continues to interface with our economic development partners, including the Philadelphia Industrial Development Corporation (PIDC), Philadelphia Housing Authority (PHA), and the City of Philadelphia’s Commerce Department to align our outreach efforts.

Employer Compacts Update

Mr. Mark Edwards and Mr. H. Fernard Price, Philadelphia Works’ Business Engagement Specialist, met with Mr. Jack Scholz at Thomson Reuters on July 1, 2014. The focus of the meeting was to discuss the Jobs Compact program and the advantages of the On-the-Job (OJT) program and how it could enhance the recruiting efforts of Thomson Reuters. Mr. Scholz agreed that both programs had value and agreed to participate in both. The Compact document is in the process of being developed for signature and we have initiated the OJT Master Agreement process.

The following updates include activities with each employer since they signed a Jobs Compact with Philadelphia Works.

AmeriHealth Caritas During this reporting period, AmeriHealth Caritas has hired eleven new employees through TANF and PA CareerLink®, posted five new job orders, and hired fifteen WorkReady interns. AmeriHealth Caritas expects to continue ongoing recruitment activities.

Bancroft To date, Bancroft has hired one workforce-sourced employee and has posted one job order. Ongoing recruitment activities continue.

City of Philadelphia The City of Philadelphia continues to work with PA Career Link® staff and has posted sixteen job orders in the CWDS system and has hired three job seekers from within the workforce system. As part of WorkReady Summer 2014, the City of Philadelphia hired one hundred WorkReady interns.

Comcast Comcast has posted a total of 48 job orders and hired a total of five candidates from PA CareerLink® and EARN Center systems. Also, Comcast hired 55 WorkReady interns.

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Drexel University The PA CareerLink® staff continues to work with Drexel University and through this partnership, one job seeker was hired and a total of six job orders were posted on CWDS. As part of WorkReady Summer 2014, Drexel University hired 50 WorkReady interns.

Four Seasons The Four Seasons Hotel has posted 4 job orders during this reporting period.

JEVS JEVS has hired twelve job seekers sourced from the workforce system.

KPMG KPMG has posted ten jobs through the PA CareerLink®. They also hired three WorkReady Summer 2014 interns.

Mercy Health System Mercy Health System has hired three new employees sourced from the workforce system. As part of WorkReady Summer 2014, Mercy Health System hired five summer youth interns.

PECO ENERGY Through our engagement with the recruitment team at PECO, there has been one new employee hired and nine job orders posted on CWDS. As part of WorkReady Summer 2014, PECO hired 38 WorkReady Summer 2014 interns.

PeopleShare In conjunction with Philadelphia Works and PA CareerLink® staff, PeopleShare has successfully posted eight job orders and hired ten new employees. As part of WorkReady Summer 2014, PeopleShare hired one summer youth intern.

Pennoni Associates Inc. Philadelphia Works is working with Pennoni Associates, Inc. to post future job orders on Job Gateway® . As part of WorkReady Summer 2014, Pennoni Associates, Inc. hired six summer youth interns.

Reed Smith As part of WorkReady Summer 2014, Reed Smith hired one summer youth intern. Recruit activities continue.

Santander (Formerly Sovereign Bank) Staff continues to conduct recruitment activities and assist in developing job orders.

Synterra Staff is coordinating the identification of potential job orders and recruitment activities.

Temple University Health System A total of thirteen job openings were posted on CWDS by TUHS.

Wash Cycle Laundry Wash Cycle Laundry has hired one new employee and has posted four job orders on CWDS.

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External Relations Policy and Advocacy Highlights

Federal – Philadelphia Works collected 16 letters of support for the Workforce Innovation and Opportunity Act (WIOA) on behalf of our organization, board members, and Industry Partnership employers. These letters were submitted to federal policymakers who represent our city to express the need for reauthorization of the Workforce Investment Act (WIA). WIOA was passed by an overwhelming bipartisan majority and signed by the President on July 22, 2014. Thank you to all who submitted letters.

State –

• Mr. Mark Edwards and Ms. Samea Lim met with Senator Vincent Hughes on June 10, 2014 regarding the state budget. They also gave an update on our integrated service delivery model and other areas of our work, especially the continued success of our summer WorkReady program.

• Concluding our outreach to members of the House and Senate Appropriations Committee who represent Philadelphia, Mr. Edwards and Ms. Lim met with the Chief of Staff for Representative Brendan Boyle on July 8, 2014.

City – On June 18, 2014, Ms. Lim attended a meeting convened by Councilman Oh’s office, which also included Councilwoman Blackwell and Councilman Henon. The meeting was related to Resolution Number 130756, which authorizes the Committee on Education and the Committee on Global Opportunities and the Creative Innovative Economy to study and develop a Vocational Education and Training (VET) program. Councilman Oh described model VET programs in Germany, Switzerland and Austria where students must qualify to participate in the competitive program, which consists of part-time classroom instruction and part-time apprenticeship with a host company in their last two years of schooling. For this meeting Councilman Oh convened some of the city’s largest employers to discuss their challenges as employers and how the VET program may be helpful and tailored to meet their unique needs.

Major Meetings and Partnerships

Our staff is committed to learning about best practices and aligning workforce services with education, literacy, human service and economic development activities. In this section, we report on new initiatives, significant milestones in our ongoing partnerships and important meetings and conferences attended by Philadelphia Works staff and board for the time period June 1, 2014 - August 15, 2014.

Ongoing Partnerships On August 8, 2014, the Southeast Pennsylvania WIB Collaborative composed of the WIBs from Bucks, Chester, Delaware, Montgomery and Philadelphia Counties, met to discuss the process for recertification, use of National Emergency Grant Dislocated Worker funds, predicted changes due to the passage of federal WIOA legislation to replace the Workforce Investment Act, five-county support for

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the regional Industry Partnerships, and county-level manufacturing showcases and the workforce workshops for the manufacturing summit on October 1, 2014. Dr. Meg Shope Koppel, Ms. Samea Lim and Ms. Barbara Stanford Allen represented Philadelphia Works in the meeting. Coordinating work and sharing challenges and solutions helps the region provide more comprehensive services to employers and job seekers.

Special Meetings & Conferences Mr. Mark Edwards and Mr. Dale Porter met with Joe Carbone, President and CEO of The WorkPlace, which acts as the Workforce Investment Board for southwestern Connecticut. The purpose was to discuss their integrated service delivery model and operation and their application regarding “ready to work” training services to 100 long term unemployed over a four-year period. In late July, Mr. Carbone also facilitated a meeting between Philadelphia Works and UIL Holdings Corporation, the potential buyer of PGW. On June 3, Mr. Edwards met with representatives from community organization ACHIEVEability to discuss workforce development in West Philadelphia. On June 19-20, Ms. Nancy White attended a pre-conference of the U.S. Conference of Mayors’ Annual Meeting in Dallas, TX sponsored by USCM’s Workforce Development Council (WDC) focused on communications. Outreach and communication professionals from workforce boards across the country met to develop messaging relative to workforce development for the WDC to implement in recruiting of new members. Mr. Mark Edwards attended the U.S. Conference of Mayors’ Annual Meeting in Dallas, TX from June 19-23, 2014. This meeting also included the WDC Board Meeting. Mr. Edwards is a member of the WDC board and presented preliminary results of a research survey regarding how workforce development organizations are working with community colleges and chambers of commerce across the country. Highlights of the conference included an update on the Workforce Innovation Opportunity Act from White House staff and the Department of Labor and an update on federal grants and how achievements are measured. Mayor Michael Nutter also attended the U.S. Conference of Mayor’s Annual Meeting. On July 16, 2014, Ms. Stanford-Allen participated in the fourth installment of The Atlantic’s "Building the Future: Manufacturing's Software Revolution" series. The event held at the National Constitution Center gathered manufacturing experts and state and local leaders from across the country to examine what industry and academia are doing to equip the workforce with the skills needed to succeed in this new era and how local leaders are strengthening the resurgence of the manufacturing sector. Ms. Stanford-Allen participated in the panel on Advancing Across Industries: Working Together to Shape the Future of Manufacturing with the Honorable Julia Hearthway, Secretary of Labor and Industry, Commonwealth of Pennsylvania, Lori Shorr, Chief Education Officer, Office of the Mayor of Philadelphia

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and Joe Tarnowski, Senior Vice President, Biopharmaceutical R&D, GSK. The event was also attended by Ms. White. Mr. Edwards had an introductory meeting on July 16, 2014 with Anthony Ross, the new President of Philadelphia-based OIC of America, a national non-profit network of employment and training programs designed to help the disadvantaged, to explore how the two organizations might work together. On July 21, 2014, Mr. Edwards met with representatives of the Philadelphia Capacity Enhancement Program, who are working to expand and modernize Philadelphia International Airport (PHL), to discuss the expansion plans including job creation and job seeker placement. On August 5, 2014 Ms. Lim attended the Philadelphia Adult Literacy Alliance’s Quarterly Meeting. Dr. Judith Rényi, Executive Director of the Mayor’s Commission on Literacy and Philadelphia Works board member, provided an overview of the policy landscape, including a summary of the Workforce Innovation and Opportunity Act (WIOA). The Commission also announced their Advocacy Agenda, which includes recommendations for WIOA regulations and other needs for engagement with policymakers.

Several staff participated as judges at the WorkReady Philadelphia Expo 2014 held on August 6, 2014 at the Pennsylvania Convention Center. Projects from WorkReady Summer interns ranged from hands-on demonstrations/visual arts, multimedia, performance, portfolios and tri-folds. See Policy and Advocacy Highlights Section on meetings with policymakers.

Media Outreach Mr. Mark Edwards participated in a radio interview with Executive Leaders Radio and a video interview with Awarely focused on getting Philadelphians back to work. http://www.awarely.com/video/mark-edwards-getting-philadelphians-back-to-work .

On August 8, 2014 the Philadelphia Inquirer published an Op-Ed by Mr. Edwards on the need for employers and others to promote STEM careers for young people.

This quarter we also gained coverage in the business press related to the $20,000 grant that Philadelphia Works received from Republic Bank as well as mentions related to new Philadelphia Works board members and staff, the temporary relocation of the PA CareerLink® Suburban Station center and the passage of the Workforce Innovation and Opportunity Act.

In July 2014, Philadelphia Works sent its first e-Newsletter focused on No Wrong Door to our partners and stakeholders explaining the initiative and providing a timeline of activities. Subsequent email updates will be sent as activities progress.

See the Media Notebook for recent news clips and public affairs activities.

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Outreach and Engagement Plan Update

Based on feedback received from the Outreach and Resource Development Committee and the Philadelphia Works’ leadership team, Full Capacity Marketing made revisions to the brand narrative and brand architecture sections of the Outreach and Engagement Plan. Those revisions were circulated internally for feedback. Meetings to provide an overview of the plan to stakeholders will take place prior to presentation to the board on September 17, 2014. The Business Services portion of the plan will be vetted through the Employer Engagement Committee.

Human Resources New Hires Marsha Burke Executive Assistant to the President Marsha Burke joins us, replacing Rachel Polisher as Executive Assistant to the President & CEO, Mr. Mark Edwards. Marsha is responsible for a wide variety of substantially complex and diversified issues related to the office of the President. She will organize and coordinate executive outreach and external relations efforts, manage the calendar of the President by planning, coordinating and ensuring the schedules are followed. She also ensures that the President has everything necessary to be prepared for meetings and provide a bridge for smooth communication between the President’s office and internal departments.

Prior to joining Philadelphia Works, Marsha Burke worked for the President of Entertainment and VP of Business Leadership at Momentum Worldwide, a NY based organization. Marsha working primarily with their client, Verizon, coordinating all administrative aspects of the experiential components of their account. Additionally, Marsha brings to Philadelphia Works a blend of administrative and operational strengths. She has over 20 years of executive administrative experience in a variety of genres and is excited about adding the non-profit entity to her list. Marsha has attended St. Johns University and is working on obtaining her degree in Business Administration. Rachel Polisher has a new position as Special Assistant to the Executive Department. Rachel continues oversee all aspects of management of the board of directors. Her new position broadens her responsibilities in writing and editing support of Compliance activities and Outreach and Engagement work.

Yiyue (ee-yoo) Huangfu Research Analyst Yiyue Huangfu joined Philadelphia Works on August 18, 2014 as Research Analyst in the Research, Policy & Innovation Business Unit. She will be responsible for providing support for data and analytic projects, building databases from government and program sources, creating ad hoc reports, providing analyses of

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data and data inputs to answer performance questions and completing reporting requirements. Prior to joining Philadelphia Works, Yiyue worked as a Research Assistant at the School of Social Policy and Practice, University of Pennsylvania, where she was responsible for data collection and analysis pertinent to education and mental health policies. She has experience in GIS mapping with American Community Survey data and census data. Yiyue holds a Master of Science degree in Social Policy from the University of Pennsylvania. Staff Training All staff attended performance evaluation training. The previous evaluation tool was revised based on feedback received from staff through a performance evaluation survey Interns Philadelphia Works participated in the Philadelphia Youth Network’s WorkReady Summer Program by sponsoring 11 interns. In addition to working within their assigned departments, the interns visited the Career Team EARN Center and PA CareerLink® North and attended two workshops — Resume Development & Career Coach and Big Interview & Online Tools. They also worked together to create a “year book” to document their experience with Philadelphia Works.

Finance All final accountings to funding agencies were completed and submitted in a timely manner to the respective funding agencies.

Philadelphia Works Workforce Investment Act (WIA) youth/adult and the Temporary Assistance for Needy Families (TANF) youth allocated funding from the Commonwealth have been secured. The FY15 TANF and WIA contracts with the Philadelphia Youth Network, (PYN) the youth administrator, are executed. Negotiations with the Public Consulting Group (PCG), operator of the CareerLink System, for FY15 are complete. The contract is in process.

We are in the final stages of the contract execution process with the Commonwealth for the TANF adult allocated funding. Letters of intent with providers for all EARN Centers and Jobs Specific Skills Training have been executed. Actual contracts will be executed once Philadelphia Works receives its executed contract and all performance criteria have been received from the Commonwealth.

Philadelphia Works new electronic contracting system became fully operational July 1, 2014. Further, effective July 1, 2014 new ancillary accounting software and a redesigned chart of accounts were implemented to facilitate monthly and year end closing process and procedure. Additional accounting tools are under development in house that will further help other reporting processes.

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Compliance The first Risk Assessment and Departmental Evaluation of the Contracts Department has concluded and no major issues were found. A second departmental review and assessment is planned for this quarter.

The Compliance Department is working with senior management to ensure that Philadelphia Works is in compliance with the new State Policy Guidelines issued on July 1, 2014. The guidelines are continuously monitored due to changes that have occurred in light of the recent passage of the Workforce Innovation and Opportunity Act (WIOA).

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Business Meeting Summary

Wednesday, June 18, 2014 9:15-11:15 AM Chair: Joseph Frick

Welcome & Call To Order Mr. Joseph Frick called the meeting to order at 9:15 AM. He welcomed board members, partners, staff and guests to the last board meeting of the fiscal year, and reflected on the accomplishments of the last three years. The board received materials in advance and Mr. Frick asked for a motion to approve the consent agenda. A MOTION was made by Ms. Regine Metellus and seconded by Mr. Patrick Eiding. ACTION: The motion passed with unanimous consent.

CEO Report Mr. Mark Edwards noted that the update of annual accomplishments will be provided to the board at the September meeting. He called the board’s attention to the system success stories, now in the front of the board book, that provide compelling testimony to the importance of our work. The Workforce Innovation and Opportunity Act (WIOA) is close to reauthorization by the Senate, and reviewed some of the changes that will occur within the new act. As of July 1 new TANF policy guidelines will take effect. These guidelines are in direct alignment with our requests of, and continued work with, the state. We will continue to watch the outcomes and analyze the real impact of these changes. In regard to fundraising, $150 million dollars under the Biden initiative are being made available to assist the long-term unemployed. Philadelphia Works, together with significant partners such as PECO, JEVS, Reuters, Comcast and Drexel, is applying for that grant opportunity, released by the Department of Labor. Workforce and Economic Development (W.E.D.) Mr. David Donald gave an update on the No Wrong Door initiative. A Request for Information (RFI) was released to seek the best locations in the marketplace to house our integrated centers. Nine responses have been received to date. Mr. Donald gave highlights of the new digital strategy pilot. He discussed the temporary relocation of the Suburban Station PA CareerLink®, the supports in place to serve those displaced clientele and the many improvements that will be implemented in the renovation. Mr. Donald reviewed the action to approve the FY2015 Workforce Investment Strategy (pg. 45) as recommended by the W.E.D. committee. MOTION: Mr. Frick asked for a motion to approve. Mr. Patrick Eiding made a motion,

IN ATTENDANCE MEMBERS: Andrea Agnew Anthony Bartolomeo Phillip Barnett David Donald Mark Edwards Patrick Eiding Peter Franks Joseph Frick Jim Gillece Ed Grose Tracee Hunt Gabriel Mandujano Regine Metellus Joseph Parente Judith Rényi Elizabeth Riley- Wasserman Norma Romero Mitchell Jay Spector Wayne Trout Peter Tubolino REGRETS: Ryan Boyer Judith Gay John Grady Alan Greenberger Margaret Jones Ajay Raju Bud Tyler GUESTS: Susan Buehler Bahiya Cabral-Johnson Roy Coco Waverly Coleman Lisa Derrickson Stephanie Gambone Gary Green Rosemary Hughes Maia Jachimowicz

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seconded by Ms. Norma Romero Mitchell. ACTION: The motion passed unanimously. Mr. Donald reviewed the action to approve the third-year renewal option to contract with the Public Consulting Group (pg. 47) as recommended by the W.E.D. committee. MOTION: Mr. Frick asked for a motion to approve. Mr. Wayne Trout made a motion, seconded by Mr. Eiding. ACTION: The motion passed with unanimous consent. Mr. Donald reviewed the action to approve the RFP for the ‘No Wrong Door’ Integrated Service Delivery Contractors (pg. 49) as recommended by the W.E.D. committee. He reviewed the next 18 months timeline and answered questions concerning the logistics of this timeline. MOTION: Mr. Frick asked for a motion to approve. Mr. Alan Rosenberg made a motion, seconded by Ms. Tracee Hunt. ACTION: The motion passed with unanimous consent. Mr. Donald reviewed the action to approve the request for Proposed Job Specific Skills Training Program Contractors (pg. 51) as recommended by the W.E.D. committee. MOTION: Mr. Frick asked for a motion to approve. Mr. Eiding made a motion, seconded by Mr. Trout. ACTION: The motion passed with unanimous consent. Youth Council Mr. Anthony Bartolomeo gave an update on the proceedings of the meeting of the Council for College and Career Success. He noted: the launch of the Career Exposure pilot program; early estimates on the upcoming WorkReady summer program showing approximately 6,000 summer jobs; and Benjamin Franklin High School is launching the Advanced Manufacturing and Engineering Center in September 2015. Mr. Bartolomeo gave background on the action item (pg. 53) to approve the TANF Youth Development Funds Year-Round Investment Strategy. MOTION: Mr. Frick asked for a motion. Mr. Eiding made a motion, seconded by Dr. Judith Rényi. ACTION: Mr. Jay Spector abstained. All other votes were in favor. Mr. Bartolomeo gave an overview of the action item(pg. 57) to approve the Year-Round WIA Youth Model Portfolios Investment Strategy. MOTION: Mr. Frick asked for a motion. Ms. Andrea Agnew made a motion, seconded by Mr. Eiding. ACTION: The motion passed with unanimous consent.

Charles Jameson Reg Javier Tom Kavanaugh Stephanie Larkin Michael Leister Kiley Mancuso Ronald Spangler Alex Styer Nancy Thompson Nikki Woods Joseph West STAFF: Maura Febbo Johnetta Frazier Denise Givens Stacy Ha Sue Hoffman Tiffany Jenkins Heloise Jettison Adrian Jezierski Jamece Joyner Lisa Johnson Susan Kirby Suzanne Krasnisky Samea Lim Melissa Merriweather Kristyn Mohr Joseph Onorato Rachel Polisher Dale Porter Rita Randall Sharon Riley Meg Shope Koppel Shirley Vandever Anastasia Vishnyakova Nancy White Gail Winkle

Finance Mr. Phillip Barnett reported on the work of Finance committee. He reviewed numerous highlights from the budget summary handout, noting specifics of revenue and expenses. After review, and as there were no questions or comments, the chairman asked for a motion to approve the FY15 Operating Budget. MOTION: Mr. Eiding made a motion, seconded by Ms. Tracee Hunt. ACTION: the motion passed with unanimous consent. The next action item, recommended by the Finance committee, was for the approval of the Proposed FY15 Contracts in Excess of $3 million (pg. 59). The chairman asked for a motion to approve. MOTION: Mr. Eiding made a motion, seconded by Ms. Romero Mitchell. ACTION: Mr. Spector abstained. All other votes were in the affirmative. The motion carried.

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Finally, Mr. Barnett reviewed the action item to approve the Finance Statements for the Nine Months Ended March 31, 2014 (pg. 61). He noted the shortfall in TANF performance as a result of the cohort funding model, and that the Office of Income Maintenance (OIM) has clarified its policy related to performance revenue and developed new performance payment metrics. The new method will be applied beginning July 1, 2014 and will provide for payment based upon cost per participant, resulting in a shorter validation period and a more timely receipt of payment which should be an encouragement for vendors to provide these services. From a liquidity standpoint, the organization is in good standing to meet its financial obligations. The chairman asked for a MOTION: Mr. Rosenberg made a motion, seconded by Dr. Rényi. ACTION: The motion passed with unanimous consent. Research & Policy Dr. Judith Rényi reported out for the Research & Policy committee. The committee is in the discussion phase for a new topic for a second white paper. Along those lines, Dr. Rényi asked all committee members to think about what kind of research information would be useful to them, and to communicate with her about it. Board Development Ms. Andrea Agnew reported out for the Board Development committee. She welcomed three new board members: Nicole Pullen Ross, William Strahan and Dmitry Zhmurkin. Ms. Agnew thanked Mr. Jim Nichols for his distinguished service. She then thanked outgoing Treasurer, Mr. Barnett, and outgoing Secretary Dr. Elizabeth Riley-Wasserman for their passion, commitment, and dedication to developing the workforce. They will continue to serve on the board until their terms end in December. Finally, in accordance with Philadelphia Works by-laws, the Board Development committee nominated and recommended the following members to serve as new officers: Mr. William Strahan - board chair, Mr. David Donald - vice chair, Ms. Nicole Pullen Ross - secretary, Ms. Regine Metellus - treasurer. She asked if these members accept their nomination. They all answered in the affirmative. Mr. Frick asked for a motion to approve the nominations for the board. MOTION: Mr. Rosenberg made a motion, seconded by Ms. Hunt. ACTION: The motion passed with unanimous consent, including unanimous consent by all members of the private sector. Mr. Edwards noted for the record that Ms. Agnew’s name had originally been on the slate but that another name had been proposed and Ms. Agnew indicated her preference to decline the nomination. Passing of the Gavel The honorable Mayor Michael Nutter arrived at the meeting to facilitate the passing of the gavel from our current chairman, Mr. Joseph Frick, to our new chairman, Mr. William Strahan. The Mayor was eloquent in his praise of both men, citing their long histories of service. He thanked Mr. Frick for accepting the call to service and for his extraordinary leadership. The Mayor welcomed Mr. Strahan and talked about the importance of the work and the challenges ahead. There being no new business, the meeting was adjourned at 11:00.

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Executive Committee Meeting Summary

Monday, May 5, 2014 3:00-4:30 PM Chairperson: Joseph Frick

Welcome & Chair’s Remarks Mr. Joseph Frick brought the meeting to order at 3:10 PM.

Philadelphia Works CEO Report Mr. Mark Edwards gave highlights of the CEO report. He and key senior staff met with Mayor Nutter, the Secretary of Labor & Industry (L&I) and the Deputy Secretary of the Department of Public Welfare (DPW) on April 28 to provide information on the integrated service delivery model and to request funding of $4.7 million. Board members agreed that we request written confirmation on the State’s decisions on funding. Mayor Nutter offered a local match of 50 cents for every dollar from the state for the funding of a 5th integrated site in Philadelphia. Discussions will continue on alternative funding sources. Ms. Susan Kirby gave an overview of plans for a seamless transition during construction at the Suburban Station PA CareerLink®. A team has been assembled to manage logistics and communication and all current and new clients will be properly directed during interim. He noted that the WIA Local plan has been officially approved through June 30, 2017. Finally, Mr. Edwards noted that after extensive discussions with L&I concerning the Philadelphia Youth Network (PYN), L&I has given the go ahead for Philadelphia Works (PWI) to complete contracting with PYN. Mr. Edwards provided a memorandum detailing the issues around administrative and program activities and their resolution.

IN ATTENDANCE MEMBERS: Joseph Frick (Chair) Phillip Barnett David Donald Tracee Hunt Maia Jachimowicz Ajay Raju Judith Rényi REGRETS: Anthony Bartolomeo Patrick Eiding Elizabeth Riley-Wasserman STAFF: Lori Carter Mark Edwards Meg Shope Koppel Dale Porter Rachel Polisher Sharon Riley

Committee and Ad Hoc Updates

Board Development- Mr. Ajay Raju reviewed expiring member terms and recommendations of the board development committee for board membership in the coming year. The committee recommends the following: Mr. David Donald be re-appointed so that he may continue in his role as Vice-Chair of the board. Dr. Elizabeth Riley-Wasserman and Mr. Phillip Barnett will both come to the end of their terms in January 2015. It is recommended that they be replaced by Ms. Nicole Pullen-Ross and Ms. Regine Metellus, respectively, as Secretary and Treasurer. Mr. Frick will step down from the board in June and the committee recommends Mr. William Strahan as the new board chair. Mr. Frick asked for a MOTION to approve these recommendations. Ms. Tracee Hunt made a motion, seconded by Mr. Frick. ACTION: the recommendations passed with unanimous consent.

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Finance- Mr. Barnett reported out for the finance committee. There will be a short turn-around time between the next committee meeting and the board meeting. Mr. Barnett requested permission for the finance committee to approve and make recommendations to the full board in June for the following: FY15 operating budget, FY15 contracts in excess of $3,000,000, financial statements and funding forecast for the period ended 3/31/2014. Mr. Frick asked for a MOTION to approve. Ms. Hunt made a motion, seconded by Mr. Frick. ACTION: the motion passed with unanimous consent. Mr. Edwards added that, in the April 28 meeting with DPW, they were informed that the department will be taking all of PWI’s recommendations as concerns TANF policy and performance based payments, which should have significant financial benefits for the future. Research & Policy- Dr. Judith Rényi reported that the committee has a new draft workplan. The research section of the plan includes more data to provide the board with a cost benefit analysis to assess outcomes achieved, based on funds spent. On the policy side a process has been developed around policy initiatives, response and advocacy. The current four policy priorities are: EARN policy recommendations; educating gubernatorial candidates prior to the democratic primary, legislative issues concerning state vs local governing of local WIBS, and the Workforce Investment Act reauthorization. The white paper on small business needs and wants is almost complete. They are working closely with Outreach and Engagement committee so that it can be used as part of a public relations campaign. Youth Council- Ms. Lori Carter reported out for Mr. Anthony Bartolomeo, who could not attend. The Youth Council met on April 17. Ms. Carter gave an overview of the presentation of the Mayor’s Office of Education, and Superintendent Dr. William R. Hite. They emphasized how Council’s aspirational goals align with the school district’s 6 strategic priorities. On July 1st, a career exploration pilot program will be launched for middle school students to expose them to career options and help them understand what work-readiness entails. In September 2015, an Advanced Manufacturing and Engineering Center will be launched at the Benjamin Franklin High School. Project U-Turn’s Attendance Campaign is coming to a close and an impact report will be forthcoming. Lastly, Ms. Carter reviewed and explained the Youth Council recommendations for extending current In-School and Out-Of-School Youth provider contracts for one more year. Mr. Frick asked for a motion to approve the Council report and to take these recommendations to the full board in June. Mr. Barnett made MOTION, seconded by Ms. Tracee Hunt. ACTION: the motion was approved by unanimous consent. Workforce and Economic Development Ms. Susan Kirby reported that the committee met on April 23. They will meet again on June 3rd to make recommendations for: contracts to approve for 2015, the 3 year option to renew the Public Consulting Group’s contract, to approve the RFPs for the Integrated Service Delivery Model and for the Job Specific Skills Training contract, and to approve the FY15 investment strategy. Committee members will submit their comments by May 15 for the June 3 meeting. Mr. Frick asked for a motion to approve. Mr. Barnett made a MOTION, seconded by Ms. Hunt. ACTION: the motion was approved with unanimous consent. Ms. Kirby noted that the goal is to open the first site in April 2015, with following sites opening in July, September, November and December of 2015. At 4:40 pm the committee went into executive session to discuss Human Resources and Compliance.

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Board Development Committee Meeting Summary Tuesday, July 8, 2014 3:00-3:30 PM

Chair: Ajay Raju

Welcome & Chair’s Remarks Mr. Ajay Raju brought the meeting to order at 3:00. Review Board Committee Attendance Roster All absences were excused and there were no concerns. New Business - Changes to Commonwealth’s Board Governance Ms. Sharon Riley informed the committee that the Commonwealth has proposed changes to board composition requirements that take effect in October 2014. A strict reading of the new regulations seems to require that each mandated one-stop partner be represented by 2 persons for each partner. With private sector membership required at 51%, these new regulations could increase our current board membership by as many as 14. It may be possible to re-categorize some board Members’ sectors, and a single board member may represent more than

IN ATTENDANCE MEMBERS: Ajay Raju Maia Jachimowicz REGRETS: Andrea Agnew STAFF: Mark Edwards Rachel Polisher Sharon Riley

one sector. The Pennsylvania Workforce Development Association gave feedback to the Commonwealth on behalf of WIBs throughout the state on this concern, and Ms. Riley will follow up with our state contact to seek clarity and confirmation. Committee Affiliation All board members are assigned to a committee, except for new members, who will be assigned after orientation. Upcoming Term End Dates Mr. Mark Edwards reviewed the appointment list with the committee, which encompassed all expirations in FY15. There was a discussion concerning the board members whose terms expire, and recommendations were made to reappoint them. Ms. Maia Jachimowicz reviewed some of the finer points of the tax clearance requirements for current members up for reappointment. There was also a discussion of replacements for those whose term will reach the 6 year cap. Ms. Jachimowicz recommends that the memo to the Mayor include recommendations for replacement for those members who are capping out through January 2015. It was clarified that for members whose terms expire but who have not capped out, no recommendations for replacements need to be made. ACTION: The appointment list will be corrected to accurately reflect the recommended term of years for reappointment. ACTION: Ms. Riley will request an attendance roster for Youth Council meetings and any designees who attend for an appointed member, so that attendance can be taken into reappointment consideration. ACTION: Ms. Riley will send, on letterhead, a modified version of the appointments list to Ms. Jachimowicz.

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ACTION: Ms. Riley will send Ms. Jachimowicz a revised Philadelphia Works/Chief Elected Official Agreement, which was required to be revised pursuant to new State guidelines. This Agreement must be executed by October 1, 2014. There being no more business to be brought before the committee, the meeting was adjourned at 3:35.

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Finance Committee Meeting Summary

Wednesday, June 4, 2014 9:00 AM – 10:10 AM Chair: Phillip Barnett

Welcome and approval of prior meeting minutes

The monthly Finance Committee was held on June 4, 2014. The meeting was called to order by Mr. Phillip Barnett at 9:00 am. Motion to approve prior meeting summary minutes held on March 13, 2014 was approved.

FY2015 Operating Budget

Mr. Joseph Onorato presented the FY2015 Operating Budget explaining facilities costs have increased due to Philadelphia Works holding the leases for the integrated centers, Cross Center services, extension of CareerLinks leases and additional space rented on the second floor of 1617 JFK Boulevard. Mr. Onorato proceeded to present the operating budget including a 4% salary increase in both administrative and program. Mr. Barnett requested the 4% salary increase to be contingent upon the approval of the Human Resource and Executive Committees of the Board and the Mayor’s office, and a more in-depth explanation of how the 4% was arrived. Mr. Dale Porter explains part of the proposed increase is to mitigate a 14% health insurance increase, some of which will have to be passed on to employees. Mr. Barnett requested changes to the Operating Budget to add more depth to operational line item explanations. After moving forward with the budget Mr. Porter explains FY2015 Operating Budget needs approval from the Finance Committee in order to be presented to the full Board. Motion was approved subject to the requested changes, Mr. Barnett to review once the changes are made. ACTION: Mr. Onorato will forward requested changes by end of the week to Mr. Barnett for approval.

IN ATTENDANCE MEMBERS: Phillip Barnett Regine Metellus Joseph Parente REGRETS: Patrick Eiding Ed Grose Elizabeth Riley-Wasserman STAFF: Mark Edwards Joseph Onorato Dale Porter Gail Winkle

Operations Narrative and Financial Statements for 9 months ended March 31, 2014 Mr. Onorato presented financial statements for the 9 months ended March 31, 2014 with no questions or comments.

FY2015 Proposed Contracts in excess of 3 Million Mr. Porter presented the contracts in excess of $3 Million that require Finance Committee and full Board approval.

FY 14 Executed Contracts For disclosure purposes only, a list of executed contracts not requiring Finance Committee or full Board was presented Adjournment Mr. Barnett asked if there was any further business to conduct. There being none, he adjourned the meeting at 10:10 am.

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Human Resources Meeting Summary

Monday, July 21, 2014 2:30-3:30 PM Chair: Tracee Hunt

Welcome & Agenda Overview

The meeting began at 2:35 p.m. Ms. Tracee Hunt welcomed everyone to the meeting.

April 28, 2014 Meeting Summary Ms. Hunt asked if everyone had an opportunity to review the minutes. Everyone had reviewed the minutes; therefore, Ms. Hunt called for a motion to approve the minutes. Motion: Ms. Meg Jones motioned, seconded by Mrs. Norma Romero-Mitchell. Action: The motion passed with unanimous consent. Stay Interview Survey Staff had sent the committee the questions that were used for the survey. Of the 75 employees only 33 employees (44%) participated in the survey. The outcome

IN ATTENDANCE MEMBERS: Tracee Hunt Norma Romero-Mitchell Meg Jones REGRETS: Jim Gillece STAFF: Mark Edwards Suzanne Krasnisky Maria Morton

of the survey emphasized the need for recognition and staff development. Ms. Hunt asked how staff decided on the questions asked on the survey. It was based on research of what question are typically asked on a stay interview and how those questions applied to what Philadelphia Works wanted to gather such as what motivates an employee, what challenges they are facing, do they feel valued, and what is their experience with their manager. The committee suggested asking the question, is the job what you expected as discussed during the interview. This will ensure that staff is marketing the position in a way that it aligns with the organization. Mrs. Romero-Mitchell asked how often staff will be conducting the stay interview survey. It has not been decided but it seems that annually would be appropriate so that the organization can see progression over time. Ms. Jones mentioned that in her organization they conduct annual employee engagement surveys and conduct stay interview surveys when a need arise such as high turnovers by staff and/or management. The committee recommended a focus group or recognition committee to receive employee feedback and have a baseline for the employees’ areas of focus. ACTION ITEM: Staff will form a focus group for employee input in future surveys and proposing forms of recognition that are appreciated by the employees. Salary Administration Program Ms. Hunt, Ms. Krasnisky, and Mr. Mark Edwards continue to work on the salary administration program to ensure that appropriate analysis is performed on the data prior to delivering the report to the committee. ACTION ITEM: Staff will provide a complete and thorough report of the salary administration program to the committee at our next meeting.

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Request for Information

The Chief Operations Officer (COO)/ Legal Counsel, Kaiyilla Smith has resigned from her position. Mr. Edwards and Ms. Krasnisky have met with Ms. Smith to discuss the terms of a transition document that Ms. Smith will produce. Mr. Edwards has shifted certain responsibilities to the Operations Business Unit team. The COO is a key position to the success of the organization and thought partner alongside Mr. Edwards; therefore, he has decided to utilize a search firm to assist in the hiring of a COO. The COO position will not have a dual role. The counsel role will be removed from the position and the responsibilities will be more of a broader operational role enterprise wide across the entire organization. The responsibilities will also focus on helping us implement the broader work around the no wrong door model across all aspects of the work. He would like to begin this process as soon as possible in order to relieve the team that has taken on additional responsibilities in the absence/vacancy of a COO. Ms. Jones asked how the legal counsel role will be covered. The Compliance Officer, Sharon Riley is an attorney. She is currently licensed in Colorado but not in Pennsylvania. The general counsel role does not require appearing in court on our behalf. They manage the relationship with external counsel, budget, and contracts. Mrs. Romero-Mitchell asked if board needed to approve the budget to utilize a search firm. No board approval is needed because Mr. Edwards will be within allocated budgeted dollars and within the purview of his responsibilities and threshold to approve contracts. He will provide the board with updates. The committee agreed that in order to expedite the process it is recommended that Mr. Edwards begin the process with a Request for Proposal (RFP) as oppose to a Request for Information (RFI) and to involve someone on the board before making a final offer. ACTION ITEM: Staff will change the RFI to a RFP and add onboarding support on the proposal. Key Performance Indicators (KPI) Metrics Human Resources asked for the committee’s recommendations on appropriate metrics for Philadelphia Works based on their experiences and use of metrics. Human Resources would like to improve their current use of metrics as they move forward. The committee stated that there are standard KPI that can be used but it’s more beneficial to know what indicators are needed to move Human Resources strategies forward. The committee mentioned a few metrics that are used within their organizations and are willing to share and/or discuss them. The committee recommended using surveys that were mentioned in the Human Resources 1-year plan as a baseline and benchmark. Staff can create a stay interview survey as a leading indicator.

ACTION ITEM: Staff will specify what indicators are necessary to move the Human Resources strategies forward. Open Positions

There are 2 replacement positions opened – COO and Research Analyst.

Adjournment The meeting was adjourned at 3:26 PM by Ms. Hunt. The next HR Committee meeting will be held on Monday, October 20, 2014, from 2:30 PM. to 3:30 PM.

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Research & Policy Committee Meeting Summary

Thursday, July 10, 2014 3:00-4:30 PM Chair: Judith Rényi

Welcome and Review/Approval of April 3, 2014 Minutes Dr. Judith Rényi welcomed the committee and called the meeting to order at 3:00 PM. WorkReady interns joined this meeting to gain insight on the inner workings of a committee meeting and how it relates to the organization’s strategic plan. Introductions were made and the interns were praised for their educational endeavors. Dr. Rényi called for approval of the April 3, 2014 meeting minutes. Motion: Dr. Judith Gay moved to approve the minutes, seconded by Ms. Sheila Watkins. Action: the motion carried unanimously.

Update on policy priorities and policy changes Ms. Samea Lim presented updates to the policy changes:

EARN – Philadelphia Works has been working with the PA Department of Public Welfare (DPW) on providing recommendations to the new Employment Advancement and Retention Network (EARN) policy. The new policy reflects many of Philadelphia Works’ recommendations including the increase of the time allowed for job placement from 90 to 180 days and the elimination of the cohort model, which means DPW will now track progress on an individual basis instead of by cohort group. These changes will bring funds into the system at a faster rate, rewarding providers for client placement and also for client activity levels. Philadelphia Works will continue to meet with DPW on a number of issues related to the new policy and the impact it will have on our providers.

IN ATTENDANCE MEMBERS: Judith Rényi Judith Gay Tsiwen Law Sheila Watkins STAFF: Mark Edwards Samea Lim Rita Randall Meg Shope Koppel Anastasia Vishnyakova INTERNS: Brianna Ball Brianna Edwards REGRETS: Sue Hoffman Kate Shaw Bud Tyler

WIA Reauthorization (WIOA) – The U.S. Senate and the House passed the new Workforce Innovation and Opportunity Act (WIOA) which will replace the current Workforce Investment Act (WIA) program. We anticipate that based on the timeline of developing federal regulations and state policies WIOA will be scheduled for implementation in 2016. A more in-depth analysis of the new legislation will be presented at the September 17 board meeting. Ms. Lim presented highlights of the differences between WIA and WIOA:

• Create a smaller local board while maintaining the business majority and a private-sector business chair

• Move from the sequence of services structure and consolidate core and intensive services into “career services”

• Change the common measures, which now also track outcomes over a more extended length of time

At this time we see no major concerns for advancing our strategic priorities under the WIOA legislation.

Statewide Workforce Legislation – The guidelines presented in WIOA will override this work.

Educating Candidates – Philadelphia Works will play a strong support role to the PA Workforce Development Association who has been identified as the more appropriate entity to manage this initiative on a statewide level. The plan and timeline will be revised as a result of this change.

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Discuss and approve an emerging policy agenda The First Source Ordinance was passed by City Council in 2012 and amended in 2013. Ms. Lim reported that First Source Jobs Policy legislation requires certain city contractors to use our system to hire Philadelphia residents for entry level jobs. We worked with the Commerce Department to request more clarification around the specific types of contracts affected by this legislation from the City Solicitor’s Office. Ms. Lim is currently doing more research on First Source legislation and outcomes in other cities. We have been meeting with Councilmembers to inform them about our research on First Source.

Motion: Dr. Rényi called for a motion to prioritize assisting City Council regarding the First Source Jobs Policy as part of an updated policy agenda; Ms. Watkins moved, seconded by Dr. Gay. Action: the motion passed with unanimous consent.

Dr. Meg Shope Koppel asked if there were any other items to add to the policy agenda. Dr. Rényi indicated her concerns with the EARN restrictions on joint education and working.

Metrics associated with the Integrated Model Dr. Shope Koppel reported that the board extended PCG’s contract for another year. The RFP for integrated centers has been posted. Structural changes will be implemented at the centers during integration related to client flow through enrollment, training, and placement. The committee reviewed the draft PCG benchmarks for program year 2014. Dr. Shope Koppel reported on the following requirements:

• Develop a Community Connections Outreach plan to enhance partnerships • Implement Business/Employer Services and WIA Procedures Manual • Create and promote Virtual Workshops utilizing our YouTube© channel.

The Committee then turned to the draft Contractor Metrics and Success Indicators for the new integrated model for the center services and for the cross-center services that will phase in during calendar year 2015. These include required metrics under WIA and EARN as well as key program elements. The committee members had the following suggestions:

• The Service Enhancement and Product Box offerings are new, including one-day or half-day intensive workshops for job seekers on a variety of topics. To address the effectiveness of these, the committee recommended considering outcomes assessment such as an electronic exit exercise to allow the trained clients to demonstrate their new skills attainments.

• Benchmarks have not yet been set for cross-center services. The cross-center will be responsible for employer engagement, uniformity of service access and documenting use of system-wide services.

Advancing the next research paper Dr. Shope Koppel is circulating a request to committee chairs on behalf of Dr. Rényi on what value our work brings to the City’s economic development to help inspire board members’ ideas on topics for consideration. The Small Business Hiring Priorities paper will be distributed in late summer for review. We will formulate a plan for dissemination with the Outreach & Resources Development committee.

Recap the Next Steps • Send policy updates and new advances in regulations on a timely basis to the Committee,

including between quarterly meetings, as appropriate. • Work with the Outreach & Resources Development committee to move forward on a strategy for

disseminating the small business research paper.

Wrap-up With no other business, Dr. Rényi adjourned the meeting at 4:40 pm.

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Workforce & Economic Development Committee

Meeting Summary Wednesday, June 3, 2014 9:00-10:30 AM

Chair: David Donald Welcome & Chair’s Remarks The Chair, Mr. David Donald, called the meeting to order at 9:05 am, and informed the group of the primary focus of the meeting which is to move forward with the execution phase of the new workforce delivery system.

Approval of April 23, 2014 Meeting Minutes

Motion: Waverly Coleman moved, seconded by Dionisio Mignacca to approve the April 23, 2014 meeting summary. Action: The motion was passed with unanimous consent.

Public Consulting Group (PCG) 3rd Year Contract Renewal In 2012, PCG was given a two year contract to function as the adult operator for the PA CareerLink® system, with a 3rd year option to renew. Year three (3) is approaching and Philadelphia Works is proposing to exercise the option to renew PCG’s contract. Moreover, PCG will support Philadelphia Works’ “clicks” strategy to incorporate digital and web-based tools by:

• Dedicating two (2) full-time employees to carry out the partnership, outreach and technical assistance to Community Connections partnerships.

• Developing content thru social media accounts, i.e., Facebook, Twitter, and YouTube.

• Supporting the use of digital tools for job clubs and technical assistance at Community Outreach Centers.

• Providing support for strategic use of software tools such as Resume Writer, IT academics, CareerCoach, etc.

IN ATTENDANCE MEMBERS: Waverly Coleman David Donald Peter Franks Maia Jachimowicz Gabriel Mandujano Dionisio Mignacca Jim Nichols Judith Rényi Alan Rosenberg STAFF: Mark Edwards Denise Givens Heloise Jettison Jamece Joyner Susan Kirby Dale Porter Lori Carter REGRETS: Joe Parente Wayne Trout Elizabeth Riley-Wasserman

Next Steps/Action Items:

• A work group will be formed to develop ideas regarding digital strategies. Subsequently, those techniques will be piloted throughout Community Outreach Centers.

• It was suggested that staff develop a tool that will measure employer outcomes resulted from the new digital strategy. The tool could be used to track the number of customers who are using the digital software, and/or track number of referrals. The ultimate goal is to engage individuals into the system who are not currently involved. For that reason, a tracking mechanism would be beneficial to determine its effectiveness.

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Approval of PCG’s 3rd Year Contract Renewal Motion: Alan Rosenberg moved, seconded by Gabriel Mandujano, to approve and recommend to the Board, a 3rd year contract renewal for PCG, with a contract amendment to add a tracking mechanism for measuring digital strategy efforts. Action: The motion was passed with unanimous consent.

FY15 Contracts

• EARN - EARN Centers receive referrals from neighborhood based County Assistance Office’s and provide its customers with a range of services to assist with attaining employment. At present, there are six (6) contracted EARN Centers for which Philadelphia Works is proposing to sustain its current funding levels for FY15.

• WIA Youth - Philadelphia Youth Network (PYN) is Philadelphia Works’ procured Youth Administrator. PYN provides year-round educational and workforce training for youth between the ages of 14 and 21.

• WIA TANF Youth – E3 Power Centers assist out-of-school youth and youth returning from juvenile placement with achieving long-term educational, career and personal goals by offering an array of educational services at varied academic levels.

Philadelphia Works is proposing to move forward with the same occupational Scope of Services for all FY15 contracts as in prior years. Therefore, it is required by law to obtain Board approval for contracts in excess of 3million dollars. The Workforce & Economic Development Committee was charged to make a recommendation to the Finance Committee, who will then request approval from the Board. Approval of PCG’s 3rd Year Contract Renewal

Motion: Judith Rényi moved, seconded by Alan Rosenberg, to recommend the programmatic portion of the FY15 contracts to the finance committee. The finance committee will make a recommendation to the Board for final approval. Action: The motion was passed with unanimous consent.

Integration Progress Update To incorporate recommendations by the committee, including digital strategies, slight modifications have been made to the Philadelphia Works Job Specific Skills Training Request for Proposal (RFP) as well as the No Wrong Door-Integrated Services Delivery Model RFP. Both updated RFP’s were presented to the Workforce and Economic Development Committee for approval. Approval of Request for Proposals (RFP) 1). No Wrong Door-Integrated Services Delivery Model RFP 2). Job Specific Skills Training (JSST) RFP

Motion: Waverly Coleman moved, seconded by Maia Jachimowicz, to recommend to the Board, the release of the 1). No Wrong Door-Integrated Services Delivery Model RFP, and 2). Job Specific Skills Training (JSST) RFP, with minor amendments but no material changes. Action: The motion was passed with unanimous consent.

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Next Steps: Both updated RFP’s will be submitted to the full Board for approval to release. If approved, Philadelphia Works will release both, the No Wrong Door-Integrated Services Delivery Model RFP as well as the Job Specific Skills Training (JSST) RFP in July 2014. FY15 Strategy Update The FY15 Workforce Investment Strategy was updated as of May 29, 2014 to reflect changes in the amount of dollars allocated to the digital strategy component. No significant changes were made to the FY15 Strategy after receiving approval from the Workforce & Economic Development Committee on April 23, 2014. Open Discussion

• Committee members were encouraged to participate in the RFP evaluation process. It was also suggested that staff extend an invitation to the full board for participation in both, the Request for Information (RFI), as well as the Request for Proposal (RFP) evaluation processes. As a result, an invitation was sent, and the board was asked to submit responses by June 13, 2014.

• Thereafter, a debriefing session will be scheduled for all board members participating in the RFI and/or RFP evaluation process. RFI proposals are due to Philadelphia Works Thursday, June 12, 2014. Therefore, RFI evaluators will begin to review each proposal during the week of June 16th. RFP proposals are due Thursday, August 28, 2014. Thus, RFP evaluators will begin to review each proposal during the week of September 1, 2014.

Meeting Adjourned at 10:05 AM

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Workforce & Economic Development Committee

Meeting Summary Monday, July 21, 2014 2:00-3:30 PM

Chair: David Donald Welcome & Call To Order Mr. David Donald called the meeting to order at 2:05 pm. He noted that the committee received materials to review before the meeting, and asked for a motion to approve the June 3, 2014 meeting minutes. After two clarifying questions regarding whether or not the Board approved Public Consulting Group’s (PCG’s) 3rd year contract renewal (answer: yes), and whether or not dedicating two (2) full-time employees to carry out the partnership outreach and technical assistance to Community Connections partnerships would be sufficient (answer: yes), a MOTION was made by Mr. Peter Franks and seconded by Mr. Alan Rosenberg. ACTION: The motion was passed with unanimous consent.

No Wrong Door Update The Integrated Services Delivery Model RFP was released on July 3, 2014. This proposal is soliciting entities interested in providing workforce development services to Philadelphia job seekers and employers, at four new integrated centers located in Philadelphia. This RFP is issued for a three year period to be defined as each new contractor begins to operate an integrated center. Proposals are due on Thursday, August 28, 2014. Pending funding, there is potential for a fifth center. A Bidder’s Conference for the Integrated Services Delivery Model RFP was held on Wednesday, July 16, 2014. Staff conducted a high level presentation of the design of the integrated system, explained the RFP evaluation process, and answered questions which were mainly finance and staffing related. Questions and answers are posted on Philadelphia Works’ website (www.philaworks.org). The deadline to submit additional questions is August 7, 2014.

IN ATTENDANCE MEMBERS: Waverly Coleman David Donald Peter Franks Gabriel Mandujano Dionisio Mignacca Jim Nichols Judith Rényi Alan Rosenberg REGRETS: Maia Jachimowicz Joseph Parenté Elizabeth Riley-Wasserman STAFF: Lori Carter Mark Edwards Denise Givens Jamece Joyner Susan Kirby Meg Shope Koppel Nancy White

The Job Specific Skills Training (JSST) RFP was released on July 8, 2014. This RFP is seeking job specific skills training contractors that are directly connected to employers, to provide training services that will increase the probability for securing employment. Proposals are due on Tuesday, August 26, 2014. Committee members were asked to consider being a reader for the JSST RFP, and if interested contact Denise Givens at dgivens@philaworks.org.

A Bidder’s Conference for the JSST RFP will be held on Wednesday, July 30, 2014.

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Request for Information After receiving a number of proposals, the RFI evaluation team narrowed down six (6) buildings that fit the criteria for a potential integrated center. All six buildings were toured by the team, and will be scored based on conditions identified in the Location Evaluation tool. Next Steps Recommendations for potential sites will be presented to the W.E.D committee by the end of September. Thereafter, RFI evaluators will meet with the RFP evaluators to discuss the sites and determine if there is one contractor who might be on the short list for location as well as the short list for a center contractor. Suburban Station Renovations- Renovations were delayed by 30 days because the current tenant on the East end of the floor did not receive necessary signatures in enough time to start the renovation process in their new space. This delay does not affect the No Wrong Door-Integrated Services Delivery Model timeline. Philadelphia Youth Network (PYN) 3rd Yr. Renewal Option Philadelphia Works let an RFP for a Youth Works Administrator in 2012 through September 30, 2014, with a 3rd yr. option to renew. Philadelphia Works is now requesting approval by the Workforce & Economic Development Committee to renew PYN’s designation as Youth Administrator for one (1) additional/final year; effective October 1, 2014. At present, PYN uses both TANF and WIA funds to provide and coordinate year-round educational and workforce training services to youth participants. If approved, PYN will serve in its same capacity. PYN is on target to meet and/or exceed its performance measures for FY14. MOTION: Judith Rényi moved, seconded by Alan Rosenberg, to recommend to the Executive Committee, a one (1) year extension for PYN to serve as Philadelphia Works’ Youth Administrator. ACTION: The motion was passed with unanimous consent. Next Steps Committee members will receive a copy of a draft Request for Proposal (RFP) designed to solicit a new Youth Administrator for 2015. Full Capacity Marketing Plan The Outreach & Resource Development Subcommittee presented a marketing plan to the W.E.D. committee, which outlines a branding and positioning strategy to better market Philadelphia Works’ mission, vision, and values as related to our strategic plan. The W.E.D. committee was asked to approve and recommend to the Executive Committee the following:

1. The Brand Strategy Recommendations, including positioning unique selling proposition, Brand Narrative/Architecture Framework. Please note: After much discussion around whether the current tagline should change (Building a Skilled in Thriving Workforce), it was determine that it

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would remain the same. However, additional messaging will be developed to identify exactly what the tagline denotes.

2. The Outreach & Resource Development Subcommittee to oversee Brand Management Strategies.

3. Staff to oversee targeted outreach strategies to four (4) audiences with oversight of the Employer Engagement Subcommittee for business services strategies.

Next Steps/Recommendations • Outreach & Resource Development Subcommittee finalizes language for Brand Narrative:

August 2014. Note-as recommended, when determining wording changes, it is important for customers to recognize that the system for which he/she is accustomed with still exists.

• Outreach & Resource Development Subcommittee receives input from Contractors & Partners: August 2014.

• It was suggested that the committee determine ways to get employers to showcase Philadelphia Works’ brand in addition to its partners. Note-The Employer Engagement Committee which is to begin meeting in late August/early September, will discuss methods for employers to become involved in our branding strategies.

Approval of Full Capacity Marketing Plan MOTION: Alan Rosenberg moved, seconded by Peter Franks, to approve and recommend the Full Capacity Marketing Plan to the Executive Committee, who, if approved, will recommend to the Board. ACTION: The motion was passed with unanimous consent.

Digital Strategy The Elements of a Digital Strategy were created as a result of questions raised from committee members concerning the high level plans that Philadelphia Works is trying to achieve based on the “bricks, clicks, and connects” component of the Integrated Services Delivery Model. Though the strategy is still in draft form and is subject to change, the following seven (7) elements were determined to enhance such efforts:

• Advocate for Broadband access across the city. • Generate access to low-cost Wi-Fi technology for all families in the city. • Provide basic digital literacy to all CareerLink users and EARN clients, self-serve or center visitors. • Create access to Philadelphia Works information/services on mobile devices. • Use technology to broaden, enhance and improve access to the services our system provides;

i.e. a YouTube channel consisting of workshops, digital face-to-face meetings with employers and clients, etc.

• Build connections with partners and services to make a digital hand-off. • Advocate for statewide case management and tracking system that allows for shared use and

linkages across program types with permissions granted by the job seeker.

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Next Steps/Recommendations

• It was suggested that the committee considers combining its branding strategies with its digital strategy efforts to ensure language and messaging are consistent; for example; we may consider changing the word “Advocate” in the first bullet to make it comparable to the wording in the marketing plan.

• To leverage resources, it was suggested to add the Free Library to the resource group for acquiring information and software.

• It was suggested to partner with the office of Innovation and Technology (OIT) as they oversee all major information and communications technology initiatives for the City of Philadelphia - increasing the effectiveness of the information technology infrastructure, where the services provided are advanced, optimized, and responsive to the needs of the City of Philadelphia’s businesses, residents and visitors.

Meeting Adjourned With no other business, the meeting was adjourned at 3:05pm. The next Workforce & Economic Development meeting is scheduled for Tuesday, September 23, 2014 from 9-10:30am.

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Employer Engagement Sub-Committee Meeting

Summary Thursday, August, 28, 2014 3:00-4:30 PM

Chair: Gabriel Mandujano

Welcome & Background The Chair, Mr. Gabriel Mandujano, called the meeting to order at 3:10 pm, and informed the group of the primary focus of the meeting which is to set the course of the Employer Engagement Sub-Committee (EEC).

Mr. Mandujano stated his view of primary objectives for the EEC as being:

1. Develop a clear source of data to determine the number of local employers engaged within the workforce system.

2. Compile the number of employers who have hired as a direct result of their engagement.

3. Define and identify “quality” employers and employment opportunities. Introductions The Committee members introduced themselves and discussed their interest in participating in the Employer Engagement Sub-Committee. Review of Current Workforce Engagement Data The EEC reviewed available data and resources related to the current employer pipeline, referral sources, employer engagement breakdown by industry, and an overview of current outreach efforts.

As a result of the discussion, several themes emerged:

1. There are metrics being used from multiple sources but combined to create a clear picture of employer engagement

2. Branding of the system is limited. • It was agreed that activities related to branding and marketing

should be coordinated with the Outreach Sub-Committee 3. Referral relationships remain largely unarticulated

• Mr. Franks suggested we conduct some further assessment of outreach tools to assure more effective utilization

4. The employer utilization of the website and social media appears to be low via available Data

5. Relationships with the local chambers must yield more employer engagement

6. There should be an ongoing assessment of the engagement process

IN ATTENDANCE MEMBERS: Luke Butler Pat Eiding Peter Franks Meg Jones Gabriel Mandujano STAFF: Barbara Allen Brian K. Oglesby REGRETS: Ed Grose Maia Jachimowicz Peter Tubolino

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Discussion of Sub-Committee Charter The basic objective of the EEC will be to develop strategies to increase engagement between employers and the public workforce system. The completion of this discussion/action item will be tabled until the next scheduled meeting Next Steps/Action Items

• Forms of common list of all employers who have interfaced with the workforce system will be reviewed and discussed at the next scheduled meeting

• Recommend strategies for deeper engagement with local chambers of commerce • Establishment of an EEC Charter • The EEC staff will meet with the Outreach Sub-Committee staff to coordinate overlapping data

and activities

Meeting Schedule

The 2015 EEC meeting schedule is as follows*: • Tuesday January 13 9-10:30am • Tuesday April 14 9-10:30am • Tuesday July 14 9-10:30am • Tuesday October 13 9-10:30am

*The EEC members also agreed to schedule an additional meeting prior to the end of the calendar year. Meeting Adjourned at 4:35 pm.

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Hardest-To-Serve Ad Hoc Sub-Committee

Meeting Summary Wednesday, July 30, 2014 1:30-3:00 PM

Chair: Dr. Elizabeth Riley-Wasserman

Welcome Dr. Elizabeth Riley-Wasserman welcomed the committee and called the meeting to order at 1:40 pm.

Update on Activities since April 2014: Online Job Training Tools: The staff has been involved in implementing and training for on-line tools such as the EMSI Career Coach resume writing tool and Job GatewaySM. Ms. Sue Hoffman stated that 115 staff from 33 community organizations received training. We continue to train on on-line resources as new tools become available and when there is demand. On-line tools can engage more residents in productive job searches and encourage them to visit a PA CareerLink® Philadelphia center.

Reentry: Ms. Hoffman co-chairs the Employment Committee of the Re-entry Coalition, which is focused on mapping and coordinating re-entry workforce activities. Philadelphia Works, in support of the coalition, met with Philadelphia Prison System leadership to provide technical assistance in aligning vocational education and job training programs with labor market demand. Lastly, Ms. Hoffman met with RISE to share employer data.

Virtual Job Clubs: Ms. Hoffman also reported on the May 27th Virtual Jobs Club presentation attended by 13 educators and service providers. Most rated this as a promising practice that would need to be implemented with careful intention.

Policy Impact: The committee members suggested that we look for impacts of past local policy incentives for hiring returning citizens (ex-offenders) including: use of the tax credit which provides up to $10,000 per year tax credit to employers who hire and retain ex-offenders (who meet certain criteria) for six months or longer; and the Ban-the-Box legislation which precludes asking potential hires on the initial job application if they have committed a crime.

Community Outreach Strategy: As Philadelphia Works develops the No Wrong Door strategy, Dr. Meg Shope Koppel stated that the staff is testing a two tier model concept with our Community Outreach Centers.

IN ATTENDANCE MEMBERS: Gary Green Diane Inverso Maia Jachimowicz Elizabeth Riley-Wasserman Lorelei Shingledecker Rebecca Wagner STAFF: Mark Edwards Swanie Goldsmith Sue Hoffman Rita Randall Meg Shope Koppel REGRETS: Bahiya Cabral-Johnson David Donald Waverly Coleman Peter Franks Peter Gonzales William Hart Gabriel Mandujano Dionisio Mignacca James Nichols Joe Parente Judith Rényi Alan Rosenberg Wayne Trout Guest Michelle Bailey

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The two tiers are as follows:

• The first tier - Provide training and technical assistance to centers on registering job seekers into the Commonwealth Workforce Development System (CWDS) and how to use other on-line resources available in the city

• The second tier – Public Consulting Group (PCG) – our Workforce Investment Act Title I provider team will provide on-site services to employers and job seekers, explain when they should transition to the PA CareerLink® center services and provide technical assistance for all workforce tools.

Next steps in advancing the challenge Advocacy Education to Build Community Engagement: Philadelphia Works is not funded to support the “hardest to serve”, however, if the needs of the hardest to serve are not addressed, we cannot be successful in achieving our full mission. Dr. Riley-Wasserman acknowledges that Philadelphia Works cannot solve the needs of these populations on its own but can assist the multiple agencies who are chartered and funded to serve the needs of this community be more effective in getting their voice heard by federal, state and city policy and lawmakers. Dr. Riley-Wasserman and Dr. Meg Shope Koppel cited research on large scale community change and the critical value of the grass root community in driving the change. They provided a vision of the potential non-partisan role that Philadelphia Works can play in enhancing the public narrative and issue advocacy by providing advocacy training for the agencies across the City addressing employment issues and other stakeholders who are interested in dealing with destabilizing factors. Using the attached diagram handed out at the meeting, Dr. Riley-Wasserman explained where the Committee might build impact by influencing and mobilizing groups to get their narratives out. Those stories can illuminate and seek to address the “destabilizing factors” that ultimately result in creating barriers to opportunity. She cited as an example the New Organizing Institute that provides advocacy training to community groups without taking a political position in order to build community engagement and ownership of issues. When discussing who we could get to do the training, Dr. Riley-Wasserman and Dr. Shope Koppel agreed to contact several organizations about potential training. In addition, it was noted that most board member’s organizations have full-time advocacy leaders within their organizations that might be potential trainers or help us design education.

Common Case Management Database: We can also improve services by ensuring mechanisms are in-place to link services across organizations that are providing clients support across the continuum of care and funding streams. The Committee discussed challenges with sharing case management information across systems. Dr. Riley-Wasserman noted that the issue is very much like the challenges of HIPPA and data sharing across medical institutions – data must be kept confidential and sharing is challenging given the many different software systems used for case management.

The Committee thought there would be value in creating a fact sheet around the number of software systems used within workforce to illustrate the challenges and potential redundancies of effort and cost. Dr. Shope Koppel will reach out to the City Office of Information and Technology to see if they have completed any similar research. In addition, the CARES database that links the Philadelphia School District with public health data might be an example of successfully linking systems.

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There may also be opportunities in the new Workforce Innovation and Opportunity Act of 2014 (WIOA) to influence regulations that would help us better serve our hardest-to-serve populations. Ms. Hoffman will work with our Senior Policy Analyst, Samea Lim, to explore parts of the law we might influence to build more supports in the public workforce system for the hardest-to-serve.

Recap Next Steps and Adjournment

• Attempt to quantify the impact of the local “Ban-the-Box” legislation on hiring of ex-offenders • Explore the use and impact of the local tax credit available to employers hiring ex-offenders • Keep current on “behind the walls” workforce development activities • Identify the different case management and data systems in use across the workforce system to

illustrate the challenges of creating a common integrated case management system supporting the hardest-to-serve

• Identify possible regulatory and policy opportunities to influence the implementation of WIOA to better serve the hardest-to-serve populations

• Look further into advocacy training • Send out updates to the Committee as they are completed

With no other business, Dr. Riley-Wasserman adjourned the meeting at 3:00 pm.

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Outreach and Resource Development Subcommittee

Meeting Summary Monday, June 9, 2014 11:00AM-12:30PM

Chair: Tracee Hunt Committee Purpose Members of this subcommittee serve as ambassadors for the public workforce system, to champion an advocate for workforce development issues and to develop sustainable long-term financial resources to further the strategic priorities of the organization.

Meeting Outcomes • Provide input to Marketing & Communications Plan prepared by Full

Capacity Marketing • Develop recommendations for presentation to Workforce &

Economic Development Committee and the full Board. Welcome, Introductions & Chair’s Remarks The meeting began with a welcome and introduction of meeting attendees and the organization they represent. As we continue to support the strategic priority direction, the group welcomes the following new members of the Committee

IN ATTENDANCE MEMBERS: Tracee Hunt Alan Rosenberg Susan Buehler STAFF: Mark Edwards Sue Hoffman Lisa Johnson Samea Lim Barbara Stanford- Allen Nancy White

1. Nancy White, our new Outreach and Engagement Manager 2. Barbara Allen will staff the “resource development” side of the committee’s work 3. Samea Lim will be our staff liaison on “policy” issues

Tracee Hunt provided an overview of the subcommittee’s purpose and responsibilities as it relates to achieving the strategic objectives. The subcommittee will focus on leveraging relationships, appropriately engaging stakeholders, communicating the same language messaging and setting a communication policy clarification that will provide guidance and counsel. Action Item: Alan Rosenberg suggested the committee’s purpose should be revised to state that members of the subcommittee orchestrate for or advise the public workforce system. To ensure the goals of the subcommittee are achieved and aligned with the overarching committee goals, recommendations were made for Nancy White and Samea Lim to participate in broader committees. Barbara Allen-Stanford will lead robust conversations around fundraising activities within the committee as we vet the aspects of our work. Moving forward, broader meetings will be scheduled for strategic discussions on how to advance the entire system.

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Consultant, Celina Shands Gradijan, Full Capacity Marketing, provided the committee with marketing/communications strategy to Philadelphia Works that included a SWOT analysis; brand/positioning recommendations, an initial strategic marketing plan and next step. (Celina acknowledged Tracee for her insight to shape the direction while approaching the plan and Philadelphia Works for gathering the appropriate data research). Based on decision driven data provided by Philadelphia Works and targeted audiences, FCM decided to complete a small business online survey, mid-size business customer interviews, communications audit, business services interviews and a competitive analysis. The competitive analysis was conducted to evaluate organizations’ positioning strategies to determine the unique selling proposition of Philadelphia Works. In the competitive analysis, FCM examined 3 distinctive groups including:

1. Employer services provider 2. Intermediaries who organize or fund customized employee training and; 3. Those that convene and lead

FCM has translated this positioning strategy into a draft brand narrative for consideration.

Brand SWOT Analysis

A Brand SWOT Analysis was conducted to determine how well Philadelphia Works is building specific market positions. Celina provided an overview of Philadelphia Works’ brand strengths, weaknesses, opportunities and threats (SWOT). Overall the foundational elements of Philadelphia Works’ brand strengths are present. The committee agreed to indicate the percentage of job seekers who completed the survey when identifying the overall satisfaction rate of job seekers utilizing CareerLink®. Celina recommended market position data is collected on a regular basis to improve the market penetration rate. In the new design, the cross center function will have responsibility for outreach to employers to better coordinate Philadelphia Works’ brand weakness as it relates to limited coordinated systems among business service team members across Philadelphia Works, its contractors and prospective customers.

Brand Strategy

After the completion of Phase 1 of understanding the market (customer centric model) the committee was provided with the 3 elements of a brand strategy:

1. Organizational core elements: mission, vision, and value 2. Positioning strategy: tagline and brand narrative 3. Brand architecture: product portfolio

Based on data and knowledge of targeted audiences, FCM mentioned the following concerns:

1. Philadelphia Works’ current tagline describes more of the mission versus what the organization does differently or better than others in a similar market space.

2. ‘Who’ Philadelphia Works is, was missing in the mission statement.

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3. Philadelphia Works current tagline is very much on the ‘supply’ side and eliminating all strategic components that define its uniqueness.

Recommendations were made to build on brand narrative, messaging and showcasing how the tagline is uniquely accomplished. The committee was provided with draft narratives of the following elements to assist with building the brand narrative.

1. Market Driven 2. Thought Leaders 3. Strategic Investors

The above elements will be intertwined into the message development for targeted audiences once the brand narrative is properly positioned. To engage targeted audiences in the statement, recommendations were made to expand the tagline with Philadelphia Works as the ‘parent company’ to develop a message that describes ‘who’ we are with a broad overview of our services using common language and without abandoning the ‘no wrong door’ model. Action Item: With the ‘unique selling’ proposition in mind, the committee will provide further feedback on the messaging by sending suggestions/recommendations to Nancy White, via email at nwhite@philaworks.org who would compile and send all comments to Celina at FCM.

Brand Architecture

FCM recommends that Philadelphia Works adopt an endorsed ‘holding company’ architecture, where the ‘parent company’ is Philadelphia Works, and contained in its portfolio are the following brands:

1. PA CareerLink® Philadelphia 2. EARN Centers 3. PYN & TANF Services

Sue Hoffman requested the Southeastern Regional Industry Partnership is considered the fourth brand to be added to the portfolio.

The committee agreed that the brand architecture recommendation ‘in partnership’ suggest separate entities and asked that FCM rephrase the wording to ‘affiliated with’. When implementing brand management strategies, there will be a marketing and media policy to accompany the brand guidelines. A centralized approval process through Philadelphia Works’ Marketing

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and Communications Manager will be developed to maintain quality control and included in the subcontractor’s MOU agreement.

Tracee shared concerns on ‘portfolio companies’ who are not contracted under Philadelphia Works that may reject the ‘value proposition’ offer to include Philadelphia Works on their collateral material. Once finalized, the concept of the brand architecture and messaging will be shared and incorporated into contracts of contracted companies, then negotiated with the State, if necessary. Next Step (Strategic Marketing Plan)

There are two components to the strategic marketing plan in which the committee was asked to review (pages 6-10) and provide feedback (add, modify or delete).

1. Brand management strategy recommendations

2. Primary and secondary target audiences that are needed to bring the organizational strategic plan to fruition.

FCM is developing a tactical execution plan for the Marketing and Communications Manager review, so that priorities can be established. Additionally, FCM and Nancy White will schedule meetings with the Leadership Team and Business Services Team to discuss the report and recommendations prior to the next meeting.

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Outreach and Resource Development Subcommittee

Meeting Summary Tuesday, July 15, 2014 2:00PM-3:30PM

Chair: Tracee Hunt Committee Purpose Members of this subcommittee serve as ambassadors for the public workforce system, to champion an advocate for workforce development issues and to develop sustainable long-term financial resources to further the strategic priorities of the organization. Meeting Outcomes

• Discuss most recent updates to Marketing & Communications Plan prepared by Full Capacity Marketing as reviewed by leadership team on July 9, 2014.

• Develop recommendations for presentation to Workforce & Economic Development Committee and the full Board.

Welcome, Introductions & Approval of June 9th Meeting Minutes The meeting began with a welcome and introduction of meeting attendees and the organization they represent. As a graduate from Central H.S. entering into Temple University, Philadelphia Works summer intern, Robert Gallante had an opportunity to join the meeting.

IN ATTENDANCE MEMBERS: Tracee Hunt Susan Buehler Alex Styer STAFF: Sue Hoffman Lisa Johnson Samea Lim Barbara Stanford- Allen Nancy White Robert Gallante, PWI Intern

Tracee Hunt announced that Board member Margaret M. Jones, Executive VP and Chief Administrative Officer at Children’s Hospital of Philadelphia, plans to participate in the subcommittee to provide further insight.

The subcommittee reviewed the June 9, 2014 meeting minutes. Correction: Tracee Hunt shared concerns on ‘portfolio companies’ who are not contracted under Philadelphia Works that may reject the ‘value proposition’ offer to include Philadelphia Works on their collateral material. Once finalized, the concept of the brand architecture and messaging will be shared and incorporated in contracts of contracted companies, and then negotiated with the State, if necessary. In Alan Rosenberg’s absence the approval of the minutes will be approved by way of proxy, via email. Action Item: The June 9, 2014 minutes will be revised to reflect changes provided by Tracee and resent to committee members.

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Tracee stressed the importance of how the concept of the brand architecture and messaging should be communicated to our ‘portfolio companies’. Based on direct relationships and the level of expertise, Tracee recommended that the proposed messaging should be delivered to the ‘portfolio companies’ by Mark Edwards and Celina Shands-Gradijan of Full Capacity Marketing.

Discuss Updates to Marketing Communication Plan

Celina presented the Marketing Communication plan to the PWI leadership team on Wednesday, July 9th which was similar to the presentation provided at the last subcommittee meeting. Revisions and comments were provided by the leadership team for the committee’s review.

The committee suggested the following to rephrase the byline of the brand narrative;

Philadelphia Works is a (insert who you are) connecting employers to a skilled workforce and helping individuals develop the skills needed to thrive in the workplace.

• As a non-profit agency, Philadelphia Works drives the efforts that connect employers …………… • A Workforce Development agency that connects employers to a skilled workforce and helps

individuals develop the skills ………………..

To capture all components of the brand narrative, the committee agreed the byline must be multi-faceted (one-stop-shop, all inclusive, comprehensive) and suggested the following language for each component to describe our unique selling proposition;

Business Focused – through research (or analysis) we understand Philadelphia’s employer needs and deliver solutions to build a thriving workforce.

Thought Leaders – as a partnership we promote innovative solutions that support economic growth.

Strategic Investors – that optimize funding and resources to invest in the right workforce solutions in our region to build a skilled and thriving workforce.

The committee reviewed the leadership team’s recommendations to reference portfolio brands as “a strategic investment of Philadelphia Works”. To deliver the message that Philadelphia Works works with and for each portfolio company, the committee proposed referencing those entities in the Brand Architecture as

“A funded partner of Philadelphia Works “.

Discuss Recommendations for Plan Approval by W.E.D

The committee discussed the plan approval process to receive approval on the high level brand strategy recommendations

• Our Unique Selling Proposition

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• Brand Narrative Framework (Business Focused, Thought Leaders, Strategic Investors) • Holding company concept for Brand Architecture

Approval Process

1. The Workforce & Economic Development Committee will be presented with the framework of the Marketing Communications plan and recommendations on Monday, July 21, 2014 for approval.

2. To receive approval by W.E.D for the Outreach & Resource Development subcommittee to oversee the Brand Management Strategies.

3. The W.E.D will make recommendations to the Executive Committee at its next meeting (original July 30, 2014 meeting is being rescheduled).

4. Present recommendations to the Full Board for an approval to adopt the Brand Strategy.

No Wrong Door Communications

Committee members were provided with the new No Wrong Door Fact Sheet. The fact sheet provides information on the No Wrong Door initiative and is available on the PWI website. A No Wrong Door eNewsletter (with versions for internal staff and external stakeholders) was also sent on July 15. Further communications will be scheduled to align with milestones as noted in the timeline on the fact sheet.

Discuss Future Meeting Dates and Adjourn

TBD: The committee anticipates the meeting will be held within the 1st week in October and will be scheduled prior to Workforce & Economic Development Committee meetings. Next Steps

1. The subcommittee will receive a briefing document of plan and recommendations that will be presented to the W.E.D Committee.

2. Celina will provide revisions/suggestions on Brand Narrative Draft 2 and brand architecture during the week of July 21, 2014.

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Philadelphia Council for College and Career Success Quarterly Meeting Summary

Tuesday, July 15, 2014 8:30-10:30 AM Chairperson: Dr. Lori Schorr

Welcome & Chair’s Remarks Dr. Lori Shorr, the Mayor’s Chief Education Officer and co-chair of the Council, took the podium to welcome Council members, review the agenda, and provide an update from the Council’s April meeting. Policy Update Dr. Shorr then provided a brief update on current policy matters that have an impact related to the Council’s work. Workforce Innovation and Opportunity Act Leaders in the U.S. House and Senate have reached bi-partisan agreement on a bill to reauthorize the federal Workforce Investment Act (WIA). The Council knows first-hand that WIA has been instrumental in shaping and framing federal workforce development programs and policies at state and local levels for the last 15 years. The new Workforce Innovation and Opportunities Act would retain the basic structure and maintain many elements of current WIA youth activities, but would also make several key changes. The bill language suggests implementation would take effect one full program year after enactment, which implies new provisions would take effect July 1, 2016. Dr. Shorr provided a high-level overview; however, a full update prepared with Philadelphia Works will be provided in the fall. Carl D. Perkins Career and Technical Education Act Additionally, the Carl D. Perkins Career and Technical Education Act (Perkins), which was last authorized in 2006, is also currently being proposed for reauthorization. The Perkins Act is the principal source of federal funding for career and technical education (CTE) and has a significant impact within programs throughout Philadelphia high schools. Although the bill has not yet been formally crafted, recommendations and guiding principles have been established by several key stakeholders, including the Obama Administration, national organizations, major employers, CTE program state directors, and Congress. Notably, Pennsylvania Senator Bob Casey has emerged as a leader in the reauthorization process. Considering our Senator will be at the forefront of the conversation, Philadelphia will use this opportunity to provide guiding principles that reflect our region’s CTE needs.

IN ATTENDANCE MEMBERS: Lori Schorr (Chair) Varsovia Fernandez Lisa Nutter Erik Solivan Jennie Sparandara Darren Spielman DELEGATES: Nicole Fuller Clair Greenwood Arun Prabhakaran Elliot Weinbaum STAFF AND GUESTS: Michelle Armstrong Yemele Ayala Leana Cabral Lori Carter John Clayton Patty Day Taylor Frome Chekemma Fulmore-

Townsend Stephanie Gambone Paul Harrington Laura Johnson David Kipphut Meg Shope Koppel Kristyn Mohr Tara Murphy Sithi Pardeshi Dale Porter Stephanie Smith Anastasia Vishnyakova Terry White Demetrius Woodard

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School District of Philadelphia FY2015 Budget Dr. Shorr concluded the policy update with the current status of the School District of Philadelphia’s (SDP) budget for FY’15. Despite budget reductions over the past several years, SDP still faces a significant gap in its FY15 budget. In order to maintain a similar level of support for schools and students in FY’15 as was available in FY’14 – a level SDP still considers insufficient – at minimum, $93 Million would be required. Without this additional needed revenue, SDP projects laying off 1,300 staff including 800 teachers, increasing student-to-teacher ratios in order to balance its budget. Additional recurring revenues, such as the cigarettes tax, SDP could provide resources such as increased supports for student learning, expanded academic programs, enhanced teacher and principal development, improved parent services, and upgraded technological systems. The $2-per-pack tax on cigarettes will generate upwards of $80M in recurring revenue for SDP and has been authorized locally by a unanimous vote from Philadelphia’s City Council and signed by the Mayor. The tax must also be authorized by the State legislature and is currently included in PA House Bill 1177, which has moved back and forth between the Senate and House since late June. The Senate’s most recent review added a five-year “sunset provision,” sending the bill back to the House, which is tentatively scheduled to return from summer recess on August 4 to consider it. Pending approval and further revisions of the bill, this revenue would still only secure a minimally sufficient level of funding. Further discussion and legislation around fair funding will be necessary for the long term sustainability of SDP.

Additionally, the Carl D. Perkins Career and Technical Education Act (Perkins), which was last authorized in 2006, is also currently being proposed for reauthorization. The Perkins Act is the principal source of federal funding for career and technical education (CTE) and has a significant impact within programs throughout Philadelphia high schools. Although the bill has not yet been formally crafted, recommendations and guiding principles have been established by several key stakeholders, including the Obama Administration, national organizations, major employers, CTE program state directors, and Congress. Notably, Pennsylvania Senator Bob Casey has emerged as a leader in the reauthorization process. Considering our Senator will be at the forefront of the conversation, Philadelphia will use this opportunity to provide guiding principles that reflect our region’s CTE needs.

Subcommittee Updates WorkReady- Mr. John Clayton, WorkReady Committee Co-Chair and Manager of Diversity, Inclusion, and Workforce Initiatives for Independence Blue Cross then took the podium to provide an update on the work of the WorkReady Committee. Action Item: Industry Advisory Committee Membership Industry Advisory Committees (IACs) function as advisory groups and resource brokers for Career and Technical Education (CTE) programs, career academies and career-connected education programs city-wide. The IACs are composed of industry leaders, employers, post-secondary representatives, and subject-matter experts. In 2012 the Council established nine CTE Industry Advisory Committees: Agriculture and Environmental Automotive Logistics and

Transportation Business and Financial Services

Communications Media Construction, Engineering and Manufacturing

Health and Life Sciences

Hospitality Information Personal Care

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In order to continuously improve the work of the IACs, new members are routinely added to expand or fill vacancies within the nine committees. Eighteen new members have been put forth for the Council’s approval. A full list of the recommended members and their titles are listed by Committee within the Action Item Memo. This is the third group of new members the Council will have approved since the IACs were established. Dr. Shorr, Council Co-Chair, called a vote for the approval of the recommended members. Motion: Ms. Lisa Nutter made a motion, seconded by Ms. Varsovia Fernandez. Action: The vote passed unanimously. Perkins Career and Technical Education Approval Mr. Clayton continued by providing an update and overview of Career and Technical Education efforts throughout the city and the School District’s FY15 Perkins Plan for Career and Technical Education recently reviewed and approved by the WorkReady Committee and Council Leadership Team. The Council functions as the federally-mandated Perkins Participatory Planning Committee, through which it examines and oversees all CTE programing across the School District of Philadelphia. In May, the WorkReady Committee received an update and overview of the School District’s FY15 Perkins Action Plan. The plan speaks to the investment of $5.2 Million in Federal Perkins funding for the period of July 1st, 2014 through June 30th, 2015. The Council approved the FY’15 Perkins Plan. Career and Technical Education continues to provide significant academic opportunities with industry exposure and skills training for many young people. Programs currently serve approximately 6,000 students across 29 high schools within the District. WorkReady Summer WorkReady summer programs officially began July 1st. As Mayor Nutter emphasized at the beginning of the year in his Summer Jobs Challenge Press Conference, early projections for this summer showed only enough funding to support slightly over 4,000 slots – which is nearly half the number of youth served last summer and the lowest forecasted number since WorkReady’s inception in 2003. However, thanks to the ongoing outreach of Mayor Nutter and our recruitment partners, both the private and public sectors united to collectively raise enough funds to support at least 7,600 summer work experiences this year – the same as the number of experiences offered in 2013. This success would not be possible without invested support from throughout the city, including City Council, the Department of Human Services, and members of this Council. Final numbers for outcomes and youth served until the close of the program. However, our current projections reflect the dedication our city has to supporting summer jobs and work experience for young people. Project U-Turn- Mr. Erick Solivan, Project U-Turn Committee member and Philadelphia Housing Authority Executive Vice President, then took the podium to provide an update from the Project U-Turn Committee. Mr. Solivan began by informing the Council on the committee’s efforts to lend expertise and assistance to the School District of Philadelphia as decisions are made regarding the Multiple Pathways to Graduation Portfolio in upcoming budget cuts. More information regarding these efforts and final decisions may be provided after the District’s budget is finalized. Mr. Solivan also provided an overview of The Aspen Institute’s site visit and convenings. Philadelphia was chosen as one of two implementation sites for Opportunity Youth Incentive Fund, targeting cross-sector collaboratives across the U.S. to make substantive progress for brining disconnected young people back into education and the workforce. This

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opportunity has leveraged approximately an additional $500K over three years to help further support this population in Philadelphia and has also provided a national platform for Philadelphia to collaborate with other cities nation-wide. A February site-visit from The Aspen Institute and Jobs for the Future produced productive feedback for our city’s work and progress. Mr. Solivan concluded by sharing two items of research related to the work of Project U-Turn. Public Citizens for Children and Youth (PCCY), which sits on the Project U-Turn Committee, released a Child Care Study in April, which focused on how access to childcare impacts parenting high school teens within Philadelphia’s Multiple Pathways to Graduation Program. Additionally, the Project U-Turn Committee is overseeing the update of the 2006 Unfulfilled Promises study, which will include more in-depth analysis on specific populations of youth in Philadelphia, such as low-literate, foster care, English-language learners, juvenile-justice involved, pregnant and parenting teens, and more. An update on Unfulfilled Promises II is expected to be available by late fall. Financial Update Ms. Chekemma Fulmore-Townsend, President and CEO of the Philadelphia Youth Network, provided a financial update on recently approved Philadelphia Work Board action items and the Council’s FY’15 Workforce Investment Act (WIA) and Temporary Assistance for Needy Families – Youth Development (TANF-YD) budgets. On June 18th, Philadelphia Works Board approved the investment strategies approved during the Council’s April meeting, as well as the Council’s actual FY’15 budgets for WIA and TANF-YD funding. Both WIA and TANF-YD funding for youth programming throughout the city are over seen by the Council and approved by the Philadelphia Works Board. Additionally, as part of the city’s overall strategy for youth programming, the Council leverages and aligns additional funding with the support of the Philadelphia Youth Network and other key stakeholders. The FY’15 WIA award is a little over $5M; approximately $1.1M higher than last year’s award; largely due to carryover funds as a result of the changes in the distribution funding. Similarly, the TANF allocation was fairly level with a slight increase of about $7,000. The FY’15 allocation is approximately 6.8M dollars. In addition to the approximate $12M from WIA and TANF-YD funding, a total of $16M were leveraged to support services that enhance our systems capacity for FY’15. This year, it is anticipated approximately 9,500 youth will be served with the available direct and leveraged funding. Labor Market Research Discussion: Dr. Paul Harrington As a result of the policy discussions lead by Dr. Shorr, Ms. Jennie Sparandara, Director of JOIN and WorkReady Committee Co-Chair, proposed forming a Policy Workgroup that would focus on pending and future legislative policies that impact the Council’s work. After the request, Ms. Sparandara introduced Dr. Paul Harrington. Dr. Harrington, Professor and Director of the Center for Labor Markets and Policy at Drexel University, took the podium to present and facilitate discussion based on his recently completed research, The Greater Philadelphia Labor Market and Opportunities for Human Capital and Development, which was conducted in partnership with JOIN and the CEO Council for Growth. Dr. Harrington provided an overview of the changes in the Metropolitan Philadelphia industry structure of employment from 1990 to 2010, as well as the recovery shifts that have occurred between 2010 and 2013. He also provided the regional and national implications age and educational attainment have on job trends. Dr. Harrington then showed five “zones” of jobs that require various levels of abilities, skills, knowledge, and behavior, as well as the breakdown of jobs available within Philadelphia divided among the five zones. Dr. Harrington’s research assesses the abilities, skills, knowledge, and

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behavior necessary for industries and jobs and developed a metric based upon the assessment. This research not only helps create a better understanding of the available and shifting job market, but also what is required to be successful within that market. More information about Dr. Harrington’s research can be found within his PowerPoint presentation and in published reports at joincollaborative.org/lmr. Conclusion Because Dr. Shorr exited the meeting early, Ms. Chekemma Fulmore-Townsend concluded the meeting. She provided two reminders:

• The WorkReady Philadelphia Expo will be held August 6, 2014 from 8:30 a.m. to noon at the Pennsylvania Convention Center. The event recognizes the accomplishments of hundreds of young people who developed exemplary projects and portfolios through their participation in year-round and summer programs.

• The next Council quarterly meeting is currently scheduled for October 15, 2014. Additional information and invitations will be sent prior to the meeting.

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Action Item: Approval of Philadelphia Works Outreach and Engagement Plan

Action The Philadelphia Works Board of Directors is asked to approve the Philadelphia Works Outreach and Engagement Plan. Background In 2013, Philadelphia Works released a Request for Proposals (RFP) to select a consultant to create an Outreach and Engagement Strategic Plan (and an accompanying tactical execution plan and budget), as part of implementing the board’s strategic plan. The project was awarded to Full Capacity Marketing, who developed the plan after conducting market research with small and mid-sized businesses, a communications audit and consultation with board, staff and stakeholders. The plan’s Executive Summary outlines the brand architecture and messaging for Philadelphia Works, and summarizes outreach strategies to engage our four key audiences: employers, job seekers, service providers, public officials and funders. You can find the Executive Summary on the following pages. The Outreach and Resource Development Subcommittee (formerly the Public Affairs Committee) has overseen the entire process from RFP release to plan development and review, resulting in approval from the Workforce & Economic Development Committee to bring the plan before the full board. Recommendation

The Workforce & Economic Development Committee recommends that the Philadelphia Works Board approves the Outreach and Engagement Plan.

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Philadelphia Works, Inc. Outreach and Engagement

Analysis & Recommendations Executive Summary

Project Background Full Capacity Marketing, Inc. (FCM) was hired by Philadelphia Works, Inc. (Philadelphia Works) to develop a strategic outreach and engagement plan (SOP) for the organization. FCM’s philosophy in developing a SOP is summarized in one word—alignment. There should be a clear line of sight from the organization’s mission and vision to its strategic plan to its SOP. Additionally, the development of the SOP should be a collaborative effort with staff and board members driven by objective market data, so that teams can make informed decisions about the types of tactics that will improve the organization’s market position. FCM uses a customer centric model (figure 1) in developing a SOP. This report is an executive summary of phases one through three of the customer centric model including results of the market research, positioning recommendations with audience key messaging, and the outreach and engagement plan preliminary strategies.. Figure 1: Collaborative Customer Centric Model Market Research Protocols Over the past several years, Philadelphia Works has made a concerted effort to gather data on its primary target audiences. FCM conducted a thorough review of several research reports funded by the organization including: a) the 2012 report prepared by the Fox EMC Consulting team; b) Strategic Assessment – Philadelphia Workforce System produced by the Corporation for a Skilled Workforce in 2011; and c) Philadelphia Works: Feedback from Philadelphia Businesses, a 2010 report by Right Management.

2. Positioning: Brand & Target

Audience Messaging

1. Market Intelligence:

Market Research & Voice of the

Customer

4. Tactical Execution

Staff Training & ROI Monitoring

Systems

3. Strategic

Outreach Plan Objectives, Goals,

Strategies

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If project budgets allow, FCM uses a blend of both qualitative and quantitative market research to understand an organization’s current market position among its target audiences. Quantitative research is meant to provide a reliable measure or quantitative assessment of the key issues of interest related to the research objectives. Quantitative research answers questions related to what and how much.

The market research protocols that were used to obtain the voice of the customer and gain insight into the Philadelphia Works’ current market position included a quantitative small business online survey and a qualitative mid-size business customer interviews. The purpose of the small business online survey was to obtain quantitative data and a baseline brand assessment of awareness, comprehension and usage of Philadelphia Works and its network of providers. A short online survey was designed and deployed through partners such as the Chambers of Commerce and the Sustainable Business Network. The mid-size business survey consisted of a qualitative research questionnaire that was deployed with Philadelphia Works’ existing customers to ascertain brand comprehension, perceptions and usage of Philadelphia Works and its network of providers. Philadelphia Works’ staff scheduled interviews for FCM’s one-to-one phone calls. The end game in developing an effective brand strategy and SOP is to build market position, meaning that: a) the organization has high brand awareness in its market; b) there is an understanding of its mission and portfolio of services; c) there is a perceived value in the mission and service portfolio; and d) there is desired market penetration and engagement of target audiences. Based on the Project Team’s definitions of priority target audiences and market segments, FCM utilized internal data to determine a baseline of current market penetration rates, and examined customer satisfaction data on file.

Additionally, FCM conducted a Communications Audit to examine all customer touch points that provide an opportunity to promote the organization’s brand and the mechanisms used to deploy current message strategies. These touch points included: 1) virtual touch points (websites, social media, eMarketing); 2) written touch points (outreach materials, news stories, annual reports); and verbal touch points (customer orientations and protocols, community presentations). Since business is a key primary customer of Philadelphia Works and its service providers, FCM reviewed operational and outreach protocols for all business services teams. FCM conducted one-to-one interviews with business services team members and contractors and partners that interface with Philadelphia’s business and industry. All three touch points (virtual, written, verbal) create a collective experience of a brand and will need to be aligned for successful execution of the SOP.

Lastly, the Leadership Team provided FCM with a list of the top ten organizations that offer similar services within Philadelphia that may also compete for similar funding streams. FCM conducted an online evaluation of these organizations’ positioning strategies, to determine the unique selling proposition of Philadelphia Works. Brand SWOT Analysis Based on the market research, competitive landscape, and Communications Audit, FCM has noted an overview of the strengths, weaknesses, opportunities and threats (SWOT) of the Philadelphia Works brand. Brand Strengths

• The organization is clearly focused on using labor market data to help its Board and stakeholders understand the state of the workforce in Philadelphia.

• The organization has invested resources in reports that better help them understand their target audiences.

• The organization has a broad stakeholder group that can be leveraged to improve visibility and partnerships.

• Process mapping has begun for PA CareerLink® Philadelphia. • Process mapping has been established for OJTs.

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• The organization has a high market penetration rate among job seekers. • PA CareerLink® Philadelphia has a very high overall satisfaction rating among job seekers;

97.8% would recommend to a friend. • Overall the website is performing well against industry benchmark data. • The available data from the small business online survey points to:

o the relevancy of Philadelphia Works’ service portfolio based on market needs including recruitment, skills, pipeline development, labor market data and workforce diversity.

o an understanding of some of the components of Philadelphia Works including funding workforce services and programs to help businesses find workers, helping the unemployed find a new job, and/or funding worker training for Philadelphia businesses.

o knowledge of some of the services provided by PA Careerlink® Philadelphia including helping unemployed workers find a new job and skill assessments for job seekers.

o an understanding of Philadelphia Youth Network including youth internships, helping youth find jobs, or helping youth explore careers and gain work skills.

• The mid-size employer qualitative analysis revealed: o the relevancy of Philadelphia Works’ service portfolio based on market needs including

recruitment, skills, pipeline development, workforce diversity, labor market information. o high interest in assessment services, training services/funding, curriculum development

to support incumbent and new worker training, and job credentials/work certificates. o high value on having their needs understood and were more likely to rate services as less

satisfactory when they felt that the candidates being sent for consideration didn’t meet minimum qualifications.

o positive results within the Philadelphia Works network doing a good job in terms of listening and responding.

Brand Weaknesses

• Brand architectures are not defined within the organization. o While Philadelphia Works has a number of programs and services, current brand

guidelines do not adequately explain organizational relationships and logo usage. o There is relatively low awareness of the relationship among the parent company

(Philadelphia Works) and its brands, even among current customers, pointing to the need of a structured brand architecture.

o Collateral materials do not follow any type of brand architecture that relates consistently to the parent company.

• Market penetration data for businesses is difficult to obtain and references only those businesses that have posted a job.

• Social media management and overall planning are needed to support outreach, brand management and SEO.

• The organization is in need of overhauling its contacts on file and developing a segmented opt-in system that can be used for eMarketing and proactive outreach.

• There is currently limited coordinated system among business service team members across Philadelphia Works and its contractors, especially when contacting new prospective customers.

• There is no single CRM tool for business services that can be leveraged for cross referrals and collecting real market data to help make informed decisions about service offerings and to inform the SOP.

• The OJT contracting process is cumbersome, making it difficult for BETs to sell and deliver on customer expectations.

• There is currently no business customer satisfaction data tool or processes in place to capture and monitor feedback.

• The available data from the small business online survey points to: o little awareness around the full portfolio of services and scope of mission including

funding special workforce initiatives, convening industry partnerships, closing the workforce skills gap, providing labor market research and data, wage subsidies for new hires, or tax incentives.

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o little awareness of PA CareerLink® Philadelphia offering workshops and networking for job seekers, and worker training.

o non-usage of the services provided by the brand, even though some businesses showed familiarity with the organization.

Brand Opportunities

• There is ample opportunity within the organization to reengineer business customer touch points and leverage contacts and processes among participating team members if the organization wants to move its contractors from a transactional to a consultative role.

• Improvements in social media management can contribute to outreach and brand management goals:

o Define the audience for each social media tool in use. Twitter may be best to use with employer customers and partners, and to share content on industry trends and labor market news. Facebook will most likely be best to use to announce programs for job seekers, celebrate outcomes, share success stories, and engage jobseeker, dislocated worker, and youth customers.

o ‘Like’ the pages of partner organizations on Facebook to help generate content that would be appropriate for the Facebook audience.

o Post consistently to Twitter and Facebook; posts should be made daily during weekdays to both tools. There should be one or possibly two Facebook posts per day. There should be three to five tweets on Twitter per day.

o Continue to leverage content from events, press releases, media coverage, state labor data, etc., but make sure it is posted to the appropriate social media channel for the target audience.

o As appropriate, share content from partner organizations on social media channels. For example, Philadelphia Youth Network and EARN Center initiatives can be shared on the Facebook page, while employer events or initiatives at the PA CareerLink® Philadelphia centers can be shared on Twitter.

o Convert the RSS Feed to a blog for original content only (i.e. press releases, articles from the director, announcements of new programs, etc.). The content can then be leveraged across other platforms.

o Use of these social media tools are recommended and detailed in the SOP: SlideShare; YouTube; LinkedIn; Google +.

• Fine-tune SEO strategies and continue to focus on website enhancements. • Data from the small business survey and mid-size business customer interviews point to

communication mediums that may perform well in the SOP mix: o Internet searches (continue SEO strategies) o Business & industry associations – networking & cross promotional strategies o Online versions of local newspapers o Social media

Brand Threats

• Funding cuts. • Definitions pertaining to reauthorization and its effect on current programs. • Political agendas.

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Brand Strategy Recommendations There are several sets of deliverables in Phase Two of the project including: 1) a review of the organizational core elements; 2) positioning strategy; 3) targeted messaging; and 4) brand architecture. Organizational core elements include mission and vision statements, and organizational/brand values. These serve as the foundational communication components for an organization. FCM has made minor recommendations to improve these core communication elements. The positioning strategy includes a brand narrative that combines the organization’s mission statement and unique selling proposition (USP). The USP then translates to a tagline. The brand narrative can be retooled as the organization’s elevator speech and bylines; in the “about” section of the website; and used as part of highly targeted messaging for each target audience. Additionally, a brand architecture should be identified as part of the organizational brand strategy. A brand architecture is the naming and structuring of brands within the product portfolio of an organization. Brand architectures may be monolithic (the corporate name is used on all products and services), endorsed or holding company (sub-brands are linked to the corporate brand by means of either a verbal or visual endorsement), or freestanding (each product or service is individually branded for its target market). Positioning Strategy Philadelphia Works has identified its USP and tagline as “building a skilled and thriving workforce”. This USP can be interpreted as supply-side focused, and describes more of the mission versus what the organization does differently or better than others in a similar market space. In reviewing the Enterprise Management Consulting (EMC) team report, there was a new value proposition noted in the report: “the best total solution”. FCM is unclear as to whether this was intended to be used as an organizational tagline, or a key message for businesses. However, this is an example of a statement that could easily translate to a USP and tagline. FCM was not part of the re-branding efforts of the merger, and realizes that substantial work has already been put into development of the brand. Therefore, if Philadelphia Works wants to keep its current tagline, then FCM recommends building on this statement to better showcase how this is uniquely accomplished compared to others that share a similar market space. It is important to clearly define what is unique about Philadelphia Works. In the competitive analysis, while there was not a one-to-one comparison of Philadelphia Works to other organizations, FCM examined three distinctive groups including: 1) employer services providers; 2) intermediaries who organize or fund customized employee training; and 3) those that convene and lead. There is no organization that clearly serves all three roles to the extent of Philadelphia Works; this fact could be used as the organization’s USP, and would create an opportunity to balance the “supply-side” focused tagline with the more demand driven work of the organization. FCM has translated this positioning strategy into a draft brand narrative for consideration.

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DRAFT Brand Narrative Philadelphia Works informs and monitors the work of the PA CareerLink® Philadelphia centers, the EARN system and manufacturing industry partnership, ensuring accountability for public investments in the workforce system. As a non-profit, we fund and oversee employment and training services that help job seekers in Philadelphia find and qualify for work and help employers find the talent they need.

We are….

Business Focused – through our extensive labor market analysis and business partnerships, we have our pulse on the needs of Philadelphia area employers and deliver solutions to build a skilled and thriving workforce.

Thought Leaders – that partner with education, economic development, community-based organizations and the private sector to identify the public policies and special initiatives that support economic growth through a skilled and thriving workforce.

Strategic Investors – that leverage funding, partnerships and resources to ensure that we invest in the right workforce services in our region to build a skilled and thriving workforce. Targeted Messaging The brand narrative can be retooled as the organization’s elevator speech and bylines, in the “about” section of the website, and used as part of highly targeted messaging for each target audience. Noted below are the retooled drafts for the Leadership Team’s consideration, using the brand narrative in the previous sections. Draft Short Elevator Speech Option Philadelphia Works oversees the city’s job training and employment system. We are a nonprofit that invests in solutions and organizations to help job seekers in Philadelphia find and qualify for work and help employers find the talent they need. Once basic language is approved, additional versions will be created for different uses and audiences. Target Audience Messaging An engagement platform is a highly targeted message for each target audience that contains four key elements including: a) the target audience’s key issues/challenges/needs; b) solutions to the issues/challenges/needs; c) the specific calls to action that the target should take to engage with the organization; and d) the value proposition for engagement. Once the draft brand narrative has been approved, FCM will move forward to develop the target audience messaging. Brand Architecture FCM recommends that Philadelphia Works adopt an endorsed “holding company” architecture, where the ‘parent company’ is Philadelphia Works, and contained in its portfolio are the following brands:

PA CareerLink® Philadelphia (WIA Services) Employment Advancement and Retention Network (EARN) Centers1 (TANF Services) Job Specific Skills Training Providers (TANF Services)

1 The EARN Centers are being rebranded to PA Careerlink® Philadelphia as part of the No Wrong Door Initiative.

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Philadelphia Youth Network (WIA & TANF Services) Youth Service Providers (WIA & TANF Services) Southeast Regional Workforce Development Industry Partnership

If individual portfolio brands are promoted in the market, a unique Philadelphia Works logo lockup that contains “Investment Partner” will accompany the mark to link the specific portfolio brand to the parent company. To further understand this endorsed architecture, consider major brands such as Procter and Gamble (P&G). P&G is the parent company of products such as CoverGirl, Bounty, and Swiffer. Each of these is an individual brand with its own target market and messaging, but P&G is the holding company powering the individual brands. FCM will create written branding guidelines and facilitate training sessions for all partners. Strategic Outreach and Engagement Plan The overall goal of the strategic outreach and engagement plan (SOP) is to get the right message to the right person through the right medium and engage with a specific call to action. There are two broad sections of the SOP; one is directed to brand management of the overall organization, and one focuses on specific primary and secondary target audiences that are needed to bring the organizational strategic plan to fruition. Brand Management Strategies A high level summary of the brand management strategies include the following. Strategy #1: Make enhancements to the website and current SEO plan. This entails documenting current title and description tags, keyword searches, adding brand narrative once approved along with target audience messaging, use of video, identification of youth as a target to better showcase contractor’s work, refinement of public policy initiatives section, adding a section for “special initiatives” to showcase partnerships and partner projects/initiatives, revamp main navigation to better reflect target audiences, design of a social media newsroom, building third-party credibility through human interest stories and customer testimonials. Strategy #2: Centralize outreach and engagement functions. Develop an outreach and media policy to accompany the brand guidelines. This policy should create a centralized approval process through Philadelphia Works’ Outreach and Engagement Manager to maintain quality control.

Strategy #3: Consider developing a mobile website. Workforce organizations, in general, are behind the market trends in developing mobile websites, yet the use of smart phones and Internet access via mobile devices continues to grow. Philadelphia Works current website is not optimized for viewing on mobile devices, which discourages navigation of the site and will impact website metrics and usability. Strategy #4: Revamp the current database and use proactive eMarketing. Upgrade the current Constant Contact account to include additional data storage and tracking features, so that market segmentation and proactive eMarketing can occur on a regular basis. Strategy #5: Develop systems for capturing third-party credibility through success stories and testimonials. Work with the National Association of Workforce Boards to leverage their back-end storytelling system. Create a feed of Philadelphia stories from the National Campaign website Workforce Investment Works to the Philadelphia Works website for local exposure. Train staff on how to capture and develop customer success stories and/or provide leads to the Outreach and Engagement Manager for story development. Leverage the status of the Workforce Investment Board to create a series of videos

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explaining why they are “market driven, strategic investors, and thought leaders” in workforce development, and how the organization responds accordingly. Strategy #6: Implement a structured Social Media Plan and monitor results. Establish a HootSuite professional account and schedule posts accordingly and monitor. Leverage the Board Book content for posts and stories, as this is a compilation of the organization’s current strategies in play and is rich with content for website updates and social media posts. Organize subject matter experts to send the Outreach and Engagement Manager weekly posts and updates. Consider using collaboration tools or social bookmarking tools to streamline this process. The Outreach and Engagement Manager can organize content in folders to be accessed when it is time to post. Create a YouTube Channel to house the one-minute “commercials” and customer testimonials. Create a blog that focuses on high level strategic initiatives to demonstrate “market driven, thought leaders, and strategic investors” as noted in the new brand narrative. Leverage the talent of the Board to create guest blogs. Use key words in the blog to support SEO strategies. Create a Google+ account. Google+ allows the segmentation of followers into ‘circles’, and updates can be made to circles with targeted messaging for that group. Other Google+ users can add themselves to Philadelphia Works circles, which increases the follower base. In addition, a presence on Google+ will help Philadelphia Works show up more often in search results and positively impact SEO. Create a LinkedIn company page that communicates the USP, values, and mission of Philadelphia Works. Content should be targeted to business customers. Create a SlideShare account to share presentations from sponsored workshops, onsite training, or other events. Strategy #7: Develop general collateral materials with new messaging and packaging of services, including customer quotes to add third-party credibility. Finalize the brand architecture document and distribute to staff, partners and contractors (FCM task). Create an overall brochure about Philadelphia Works and its portfolio of services that reflects the new positioning and demonstrates “market driven, thought leaders, and strategic investors”. Create a community presentation that mirrors the messaging in the brochure for use by the Leadership Team and Board members.

Strategy #8: Convert quarterly Board reports into an eMagazine format to retool content and use for general outreach, eMarketing, and for proactive outreach with funders. Targeted Outreach Strategies A high level summary of the targeted outreach strategies for each of the identified target audiences is noted below. Primary Target Audience #1: Employers Addresses Organizational Strategic Priorities: #1 - #4 Strategy #1: Reorganize the collective business services team approach using a consultative selling model to garner new business customers, and to manage existing ones. Strategy #2: Based on the repackaged portfolio of services, create a community presentation that overviews the business services and value propositions (based on FCM’s approved targeted messaging). Strategy #3: Develop a one-to-two minute business services video that provides an overview of the business services portfolio and strategic initiatives with business and industry. Strategy #4: Repackage the landing page “For Employers & Businesses” and include the full portfolio of services provided by all contractors and the BET. Strategy #5: Build third-party credibility by capturing customer quotes and stories from business customers. Strategy #6: Develop a Business Services eNewsletter and distribute via Constant Contact.

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Strategy #7: Conduct an in-depth analysis of each of the secondary target audiences and the opportunities to cross promote via the web, eNewsletters and speaking presentations. Strategy #8: Use Twitter as one of the primary B2B tool.

Strategy #9: Create a series of business services blogs that address the key issues articulated by businesses during FCM’s interviews as noted below. Strategy #10: Use LinkedIn as a method for proactive outreach to garner new business contacts. Strategy #11: Work with contracted Public Relations firm to place stories in targeted online local newspapers, as the mid size company research indicates that this medium is a primary source of news. Primary Target Audience #2: Adult Job Seekers Addresses Organizational Strategic Priorities: #3 and #5 Strategy #1: Examine intake customer touch points to identify places to capture market data for profiling and segmentation strategies. Strategy #2: Start using an opt-in form on the website to capture customer data and build a profile of job seekers’ interests using Constant Contact at http://www.philaworks.org/job-seekers/welcome Strategy #3: Based on the organization’s current generational demographic profile, use the following outreach tactics, while Strategy #2 is in development.

1. Wagner Peyser Profile: A majority of this job seeker population falls into the Gen X demographic, with 49.3 percent holding associates degrees and 46.1 percent having some type of vocational certification and credentials, and 45.9 percent having a high school diploma or equivalency.

2. Workforce Investment Act Profile: A majority of this job seeker population falls into the Gen X demographic (50.3%) with associates degrees and high school diploma or equivalency (50.6%), followed closely by Boomers (26.8%), Gen X (22.5%) and Gen Y (22.5%) with some type of vocational certification/credential.

3. TANF Profile: A majority of this job seeker population falls into the Gen X demographic (41.8%),

followed closely by Gen Y and Boomers at 37.8 percent respectively holding posts high school degrees.

4. No High School Diploma: This population across all funding streams is predominately Gen Y

(38.9%), followed by Boomers at 31.9 percent.

5. Convio and Edge Research2 conducted a study on the multichannel preferences of charitable habits, awareness methods and communication preferences based on generational demographics. Based on this research, FCM recommends the following outreach mediums for the current profile of customers.

a. Wagner Peyser: Website, Mobile Website, eNewsletters b. Workforce Investment Act: Website, Mobile Website, eNewsletters, Word-of-Mouth

(encouraging referrals), Events, Social Media c. TANF: Website, Mobile Website, eNewsletters, Word-of-Mouth (encouraging referrals),

Events, Social Media d. No High School Diploma: Mobile Website, Social Media, Text

2 Convio and Edge Research (March 2010). Next Generation of American Giving. Retrieved from http://bit.ly/9RlpnM

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Strategy #4: Use targeted online advertising as needed to recruit specific market segments that the Project Team has identified as high priority in Appendix A. Strategy #5: Use targeted outreach strategies as needed to recruit specific market segments that the Project Team identified as high priority in Appendix A. Strategy #6: Create a single orientation tool (presentation, videos, etc) that can be used at all Centers by all staff. Strategy #7: Develop a SlidesShare account to post online for SEO. Strategy #8: Develop general collateral materials with new messaging and packaging of services and customer quotes. Strategy #9: Transform the “Did you Get a Job” form on the current website (http://www.philaworks.org/career-link/found-job) to an actual campaign to capture customer quotes and stories from job seeker customers. Strategy #10: Develop a Job Seeker eNewsletter and distribute via Constant Contact. Strategy #11: Conduct an in-depth analysis of each of the secondary target audiences and the opportunities to cross promote via the web, eNewsletters and speaking presentations. Primary Target Audience #3: Education & Training Providers Addresses Organizational Strategic Priority: #4 Strategy #1: Apply FCM’s targeted messaging to the landing page below once finalized and approved and add specific calls to action. Strategy #2: Identify specific organizations and key points of contacts for each of categories of organizations noted below, along with a grid of key opportunities to cross promote. Primary Target Audience #4: Public Officials & Funders Addresses Organizational Strategic Priorities: #1-#5 Strategy #1: Identify specific key points of contacts for each of categories noted below and assign staff for regular briefings. Strategy #2: Build a business case for support white paper. Strategy #3: Use Twitter as the primary B2B tool for this target audience. Strategy #4: Use eMarketing to stay in contact and brief the market segments. Strategy #5: Invite to selected events. Strategy #6: Establish a database of potential funders and create an ongoing engagement strategy. Consultant Contact Information Celina Shands Gradijan - President/CEO Full Capacity Marketing, Inc. 3525 Del Mar Heights Rd. #296 San Diego, CA 92130 P: (858) 793-6694

F: (858) 793-1728 M: (858) 735-2883 celina@fullcapacitymarketing.com www.FullCapacityMarketing.com www.Business-U.net

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Action Item: Approve Release of RFP for WIA-Funded Year-Round In-School and Out-of-

School Youth

Action The Philadelphia Council for College and Career Success (Youth Council) recommends the Philadelphia Works Board approve the release of a Request for Proposals (RFP) for the WIA-funded In-School Youth (ISY) and Out-of-School Youth (OSY) portfolio containing the framework, model design and procurement strategy outlined in the year-round WIA-funded programs request for proposals executive summary. Background In June, the Philadelphia Works Board approved an investment strategy to support programmatic strategies for in-school youth that blends the best practices from the 21st Century Skills Continuum and Industry Pipeline models and programmatic strategies for out-of-school youth with an increased focus on post-secondary planning and career-specific skill building, as well as enhanced placement services. A cross-functional team consisting of members of the Project U-Turn and WorkReady committees provided guidance in the model design, partnership requirements and target populations. Rationale Philadelphia’s youth workforce development system is designed to provide aligned pathways to careers for three distinct youth populations to ensure that youth most in need of support have access to workforce preparation activities (i.e. at-risk youth enrolled in 11th or 12th grade, opportunity youth without a secondary credential, and opportunity youth with a secondary credential who are struggling to connect to career-oriented education or employment). Guided by the promising practices identified in workforce development research, the WIA-funded year-round Request for Proposals will enhance the existing youth workforce development system in Philadelphia by implementing the following core elements:

• A Three-Phase Service Delivery Framework (enriched preparation, post-secondary bridging and, placement retention support) — Research has identified a need for a multi-phased approach to pathway design and service delivery to improve post-program placement retention.

• Multi-Sector Partnerships— Strong multi-sector partnerships have the ability to leverage additional networks to better serve a more diverse population of youth, align systems, align with employer and higher education needs and standards, add resources, and increase scale.

• Work-Based Learning Opportunities— Research demonstrates the valuable role work experience and work-based learning play in supporting opportunity youth to obtain college and career-readiness skills; as well as improved lifetime employment and earning outcomes by reinforcing the relevance of learning and skills development to the job market.

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Recommendation

Approve the release of the WIA-funded ISY and OSY RFP to procure pathway strategies for three youth populations: (1) at-risk youth enrolled in school; (2) opportunity youth without a secondary credential; and (3) opportunity youth with a secondary credential who are struggling to connect to career-oriented education or employment; each of which include a three-phase framework, multi-sector partnerships and work-based learning opportunities.

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Philadelphia Works and the Philadelphia Council for College and Career Success seek proposals from high-performing youth-serving organizations to provide diverse, evidence-based and demand-driven career pathways for youth ages 16-21 years. Specifically, all pathway strategies will include a three-phase framework which includes enriched preparation, bridges to postsecondary education and employment and structured transition supports to ensure persistence beyond the first year of placement. Additionally, providers will establish and maintain robust multi-sector partnerships with employers, supportive service agencies and placement services, as well as institutions of higher education where appropriate. Finally, all pathways will also include work-based learning opportunities for all participants. Initial contracts will be awarded for the period of July 1, 2015 through June 30, 2016 with an optional two-year renewal. Philadelphia’s Youth Workforce Development System: The youth of Philadelphia have the potential to contribute to the growth of our city’s economy. The Council for College and Career Success develops cross-sector, city-wide strategies to prepare youth ages 12-24 for successful futures. There are more than 300,000 youth in Philadelphia between the ages of 12-24 with the potential to learn and contribute to our local economy. With appropriate workforce preparation we are building the skilled workforce of tomorrow. Philadelphia’s youth workforce development system consists of aligned year-round and summer pathways to college and career which primarily target youth who are struggling to complete secondary educational requirements, have disengaged from traditional secondary schools and/or have completed secondary education requirements but are struggling to connect to their post-secondary option of choice. The design of the system is driven by three overarching priorities: (1) ensure the vitality of Philadelphia’s workforce, (2) address systemic barriers to workforce preparation and (3) provide opportunities to acquire, apply, and achieve workplace competencies. Using the promising practices identified in workforce development research, a thorough program evaluation of existing strategies; and the guidance of the Workforce Innovation and Opportunity Act; the Year-Round Request for Proposals will enhance the existing youth workforce development system in Philadelphia by implementation of the following core elements described below:

• Three-Phase Service Delivery Framework • Multi-sector Partnerships • Work-Based Learning Opportunities

Three-Phase Service Delivery Framework. A review of local and national literature on successful models for youth workforce development identified a need for a multi-phased approach to pathway design and service delivery to improve post-program placement retention. In particular, many national evidence-based models have found that it is no longer sufficient to focus on access to postsecondary opportunities. Instead, there is a need to focus on persistence in postsecondary placement to ensure young adults are equipped with the proper skills and credentials to succeed in the labor market.i Research suggests postsecondary bridging and comprehensive supports throughout the first year of placement positively impact postsecondary persistence and success and several studies have highlighted the importance of nonacademic support programs.ii Models serving in-school and out-of-school youth

Youth Workforce Development System: Year-Round WIA-Funded Programs Request for Proposals Executive Summary

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should integrate academic, social-emotional, and other supports to meet their developmental needs as they earn a secondary credential and make the transition to and through postsecondary education and/or employment.iii To strengthen education and employment outcomes for youth in Philadelphia, a three-phase framework is proposed. The three phases (Enriched Preparation, Postsecondary Bridging and Placement Retention Supports) each have distinct strategies intended to help youth achieve their postsecondary goals, but also overlap in terms of timing, resources, and staffing.iv The proposed three-phase approach has the potential to harness the expertise of youth development providers to deliver academic- and work-based training in the creation of career pathways that include connections to high-quality skills training and career ladders.v Multi-Sector Partnerships. Research suggests that in order to increase youth engagement and retention, there is a need to understand youth needs and the academic and non-academic barriers that may impede them from meeting their educational goals.vi Strong multi-sector partnerships have the ability to leverage additional networks to better serve a more diverse population of youth, align systems, add resources and increase scale. Although well-designed, comprehensive programs to support youth up to and through postsecondary education may be costly, the costs of coordinated service delivery are less than the direct costs programs experience when attempting to deliver services in isolation.vii Multi-sector partnerships are credited with enhancing the success of programs targeting a variety of youth.viii For example, case studies of the three-phase approach to ensuring pathways through postsecondary education suggest services are delivered most efficiently and effectively when secondary and postsecondary institutions and community-based organizations commit to collaborative action.ix The Right Turn Career-Focused Transition Initiative (Right Turn), led by the Institute for Educational Leadership, has gained recognition for its success in drawing upon cross-sector partners to provide individualized education, training, and workforce development opportunities to juvenile offenders.x Finally, research documenting educational and workforce development programs for youth highlights the importance of “comprehensive, youth-centered, flexible and pragmatic” approaches that involve strategic services across multiple sectors, including social services, mental health services, employment and job training. xi Components of comprehensive youth support may include academic advising, nonacademic advising, career services, financial services and social services and counseling. Community-based organizations can be tapped to provide services including assistance with housing, child care, transportation and mental health counseling.xii Work-Based Learning. Research demonstrates the valuable role work experience and work-based learning can play in supporting opportunity youth to obtain college- and career-readiness skills, as well as improved lifetime employment and earning outcomes.xiii The Cowen Institute highlights the importance of “the incorporation of work experience or career exposure into secondary and postsecondary academic curricula to reinforce the relevance of learning and skill development to the job market.”xiv Work–based learning can build job-readiness skills, knowledge and confidence amongst youth.xv All programs will be required to provide substantive work-based learning experiences in local high-priority industries throughout the enhanced preparation and postsecondary bridging phases. Pathway Strategies:

Pathway Options. Philadelphia’s youth workforce development system is designed to provide aligned pathways to career for three distinct populations of youth to ensure that those youth in most need of

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support have access to workforce preparation activities. As identified nationally, and by the recently approved Workforce Innovation and Opportunity Act, service to youth who face significant barriers and services to Opportunity Youth are among the priorities outlined by the Department of Labor. Additionally, driven by the local needs and the strategic priorities of the Council; Philadelphia’s youth workforce development system will enhance our strategic efforts by creating distinct pathways that serve eligible youth ages 16-21 who:

• are enrolled in 11th or 12th grade and at risk for dropping out of high school • have disconnected from learning opportunities that lead to a secondary credential • have obtained a secondary credential but are struggling to connect to career-oriented education

or employment Three pathway options will be created. At-Risk Youth Enrolled in High School: This pathway is designed to offer a multi-year progressively deepening engagement with high school youth enrolled in 11th and 12th grade at risk of dropping out and those in need of additional support transitioning to and persisting in post-secondary education or sustainable employment. Upon program completion, successful participants will graduate high school, connect with an appropriate post-secondary option and complete one year of college coursework or retain and advance within employment. Key to the pathway’s success is the integration of career-connected learning and experiences with school-day curriculum and activities. Opportunity Youth without a Secondary Credential: This pathway is designed to reengage high school dropouts in education to obtain a GED and continue to build their competencies and skills beyond the secondary level. Because the employment opportunities of GED recipients are not much improved over the prospects of high school dropouts, it is imperative that GED attainment be the first step on a path to accessing and persisting in post-secondary education. Key to the pathway’s success is barrier removal, curriculum tied to college-readiness standards and the GED, and a continuum of services moving youth through college exploration, exposure and preparation to access and persistence in post-secondary education. Opportunity Youth with a Secondary Credential. This pathway will target Opportunity Youth who have obtained a secondary credential, but who are disconnected from both school and work. Programs will offer industry-recognized credentials that prepare youth for positions in industries with high-growth potential in Philadelphia. Key to this pathway’s success is the development of relationships with youth-serving organizations, employers and advanced training institutions to recruit eligible youth interested in the identified industry, and to account for youth interests in creating a pipeline of varying options for additional training or education and employment opportunities within the identified industry.

At-Risk Youth Enrolled in School

Opportunity Youth without Secondary Credential

Opportunity Youth with a Secondary Credential

WIA Eligibility Meets WIA eligibility for in-school youth

Meets WIA eligibility for out-of-school youth

Meets WIA eligibility for out-of-school youth

School/Employment Status

Enrolled in 11th or 12th grade AND at-risk of dropping out

Without a secondary credential AND not enrolled

in school or full-time employment

Possesses a secondary credential, but not

enrolled in school or full-time employment

Target Credential High School Diploma GED Industry-recognized credential(s)

Postsecondary Interest Postsecondary Education Postsecondary Education

Postsecondary Education or Employment

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Three-Phase Framework. All pathway strategies will include a three-phase framework which includes enriched preparation, bridges to postsecondary education and employment and structured transition supports to ensure persistence beyond the first year of placement.

xviii

Enriched Preparation. Enriched preparation “integrates high-quality college- and career-ready instruction with strong academic and social supports” aligned with youth instructional needs, as well as career counseling and comprehensive case management.xvi Specifically, instructional activities and materials should be aligned with competency profiles required by the regional labor market and reflective of the rigor of advanced training and education environments. The enriched preparation phase is marked by an intentional focus on a college-going and career-ready culture, the use of technology and assessment to customize and accelerate learning and personalized guidance and support to meet the needs of individual youth.xvii Positive, youth-centered learning environments must be fostered through partnerships between educational providers and community-based organizations and agencies equipped to support youth development. Postsecondary Bridging. During the postsecondary bridging phase, youth develop skills and habits essential for success in future education and gainful employment. This phase assists youth in developing college and career knowledge and success strategies, and youth receive personalized transition counseling as they are encouraged to consider which postsecondary programs offer the best chance to enter and succeed in family-sustaining careers, as well as which post-program opportunities are the best fit for them. This form of individualized counseling not only requires program staff who know youth well, but who also have access to high-quality information about a range of postsecondary and technical training programs and/or employment opportunities. Dual enrollment opportunities may enable youth to take college courses and earn college credits while completing a high school credential.xix Research has demonstrated the positive impacts of summer bridge programs on passage of college-level introductory math and writing courses, as well as on persistence in postsecondary education.xx Similarly, employment bridging activities, such as individual counseling and mentoring (coupled with follow-up supports) and/or participation in workshops and services provided by PA Career Link, may lead to longer-term success for youth entering the workforce.xxi

xxiii

Placement Retention Support. The placement retention support phase offers supports in the first year to ensure persistence and success in post-program placement.xxii Personalized guidance and support are designed to help youth connect with networks and supports on campus or in the work place, as well as in their community . Connecting youth with necessary social or other supports may enable them to overcome academic and non-academic barriers that might otherwise impact their persistence. Similar to the research on bridging programs, placement retention support activities have been associated with higher rates of persistence into the second year of education or employment.xxiv Examples of activities associated with each phase are further outlined in the graphic below:

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Procurement Process: Applicants. Schools or youth serving organizations with demonstrable capacity, experience and history of success providing evidence-based career pathways for youth are eligible to apply. All applicants will be required to demonstrate they have the fiscal and administrative capacity to manage a program at whatever scale they propose. Proposal Evaluation. An independent panel of experts in career pathways (external to PYN) will be recruited and provided comprehensive training on the evaluation rubric that will be utilized to score all proposals. Each proposal will be scored by four independent reviewers whose scores will be averaged to calculate an overall proposal score. In the event that an individual reviewer’s score is more than 10

ENHA

NCE

D PR

EPAR

ATIO

N Individualized case

management

Instruction and support for secondary credential attainment

Contextualized curriculum tied to college readiness standards and competency profiles of high-priority occupations

College and career exposure, counseling, planning and preparation

Assessment and exploration of career interests, emphasizing relevant educational pathways

Engagement of and capacity-building for guardians/family members

POST

SECO

NDA

RY B

RIDG

ING

Exposure to college-level or advanced training coursework and early credit attainment

Individualized, real-world exposure to careers aligned with youth interests

Develop awareness of and strategies for navigating institutional structures (college and employer departments and resources)

Support for youth to evaluate and access relevant long-term post-secondary options that best fit their personality, learning style and needs

Assistance in obtaining finanical supports for college or advanced training programs (e.g., FAFSA completion, scholarship applications)

PLAC

EMEN

T RE

TEN

TIO

N S

UPP

ORT

Connection to education or long-term employment with opportunities for advancement

Support for persistence and advancement within education or career choice; reassessing decisions and options as relevant

Connection to institutional structures in higher education and employment to support advancement and achievement

Opportunities to address and reflect upon topics of academic, cultural, and extra-curricular interest

Engagement as peer mentors to youth in the enriched preparation and postsecondary bridging phases

Instructional activities focused on mastery of 21st Century skills Work readiness training, including resume writing, interview preparation

and job search skills Paid work-based learning activities

Prepare participants to take ownership of their own development and planning for the future by fostering skills in goal setting, time management, study habits, financial literacy, critical thinking, and self-regulation

Support youth in removing a range of potential barriers (e.g., behavioral and mental health needs, childcare assistance, navigating the juvenile justice system, housing and/or transportation challenges)

Support in securing career-oriented full-time employment

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points higher or lower than the average score, that score will be excluded as an outlier and a new proposal average will be calculated using the remaining three scores. In the event that more than two individual scores require exclusion, a new panel of four reviewers will be enlisted for said proposal. The following table provides an overview of the domains in which proposals will be evaluated and the weight for each domain.

Domain Weight Organization Capacity, Experience and History of Performance 15 Evidence-Based Program Design 30 Engagement of Multi-Sector Partners 20 Program Staff Qualifications 15 Strategy and Tools for Data-Driven Decision-Making 15 Appropriateness of Budget and Budget Narrative 5

Proposals receiving an overall proposal score deeming them fundable may be requested to participate in an interview to further assess the engagement level of multi-sector partners and address any clarifying questions raised during the proposal scoring process. Timeline. The following table provides a detailed overview of the proposed timelines for the procurement process.

Activity Date RFP Released October 13, 2014 Bidder’s Conference October 22, 2014 Notification of Intent to Apply Submission Deadline* October 24, 2014 Proposal Submission Deadline November 10, 2014 Proposals Distributed to Reviewers November 17, 2014 Reviewers Submit Final Scores December 5, 2014 Reviewers Conduct Interviews with Applicants (if applicable) December 8 – 19, 2014 Final Scores are Analyzed December 2014 Cross-functional Team of Project U-Turn and WorkReady Committee Members Propose Selection Strategies

January 2015

Council Recommends Selection Strategy and Applicants February 2015 PWI Board Approves Recommended Applicants March 2015 Successful Applicants Notified of Selection April 2015

*All applicants who intend to submit a proposal must submit a Notification of Intent to Apply by the identified deadline.

i McDonnell, R.P., Soricone, L. and Sheen, M. (2014). Promoting Persistence Through Comprehensive Student Supports. Boston, MA: Jobs for the Future. ii Bailey, T.R. and Alfonso, M. (2005) Paths to Persistence: An analysis of Research on Program effectiveness at Community Colleges. New Agenda Series, Vol. 6, No. 1. Indianapolis, IN: Lumina Foundation for Education; Karp, M. M. (2011). Toward a New Understanding of Non-Academic Student Support: Four Mechanisms Encouraging Positive Student Outcomes in the Community College. CCRC Working Paper No. 28, Assessment of Evidence Series. New York, NY: Community College Research Center; Moore, C. and Shulock, N. (2009). Student Progress Toward Degree Completion: Lessons from the Research Literature. Sacramento, CA: Institute for Higher Education Leadership & Policy.

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iii Jobs for the Future and the California Advancement Project (2014, April). In and Beyond Schools: Putting More Youth on the Path to Success with Integrated Support. Boston, MA: Jobs for the Future; Jobs for the Future. (2013). What it Costs: Financing Back on Track Through College Designs. Boston, MA: Jobs for the Future. iv The three-phase model is most clearly articulated in the Back on Track model, developed by Jobs for the Future in collaboration with YouthBuild, the Conservation Corps, and the National Youth Employment Coalition. For information, see: Jobs for the Future. (2014, May). Back on Track: Pathways Through Postsecondary. Retrieved from: http://www.jff.org/sites/default/files/iniatiatives/files/3phasemodel052114.pdf vAnnie E. Casey Foundation (2012). Youth and Work, restoring teen and young adult connections to opportunity. Baltimore, MD: Annie E. Casey Foundation. viMcDonnell, R.P., Soricone, L. and Sheen, M. (2014) Promoting Persistence Through Comprehensive Student Supports. Jobs for the Future; Bailey, T. and Alfonso, M. (2005). Paths to Persistence: An Analysis of Research on Program Effectiveness at Community Colleges. New Agenda Series. Vol. 6. Indianapolis, IN: Lumina Foundation for Education. vii Bridgeland, J., and Mason-Elder, T. (2012, September). National Roadmap for Opportunity Youth. A report by Civic Enterprises with support from the Bill & Melinda Gates Foundation, p. 15. viiiCorcoran, M., Hanleybrown, F., Steinberg, A., and Tallant, K. (2012) Collective Impact for Opportunity Youth. Washington, DC; FSG; Minnesota Department of Employment and Economic Development. (2014, March). Youth Council Resource Guide: Cooperative Youth Services and Best Practices. Saint Paul, MN: Minnesota Department of Employment and Economic Development; The White House Council for Community Solutions. (2012, June). Final Report: Community Solutions for Opportunity Youth. Washington, DC: The White House Council for Community Solutions. ix Jobs for the Future. (2013). What it Costs: Financing Back on Track Through College Designs. Boston, MA: Jobs for the Future. xRight Turn includes the following components: workforce development, education and training, case management, mentoring, restorative justice, community-wide violence reduction efforts, and post-program support and follow-up. See: http://rightturn.iel.org. xi Cowen Institute for Public Education Initiatives. (2012). Reconnecting Opportunity Youth: Education Pathways. Retrieved June 16, 2014 on http://www.coweninstitute.com/wp-content/uploads/2012/05/Reconnecting-Opportunity-Youth-Education-Pathways.pdf, p. 1. xii McDonnell, R.P., Soricone, L. and Sheen, M. (2014) Promoting Persistence Through Comprehensive Student Supports. Jobs for the Future. xiii Harrington, P., Snyder, N., Berrigan, A., and Knoll, L. (2013). Signaling Success: Boosting Teen Employment Prospects. Commonwealth Corporation. Boston, MA. xiv Cowen Institute for Public Education Initiatives. (2012). Reconnecting Opportunity Youth: Education Pathways. Retrieved June 16, 2014 on http://www.coweninstitute.com/wp-content/uploads/2012/05/Reconnecting-Opportunity-Youth-Education-Pathways.pdf , p.6. xv Annie E. Casey Foundation (2012). Youth and Work, restoring teen and young adult connections to opportunity. Baltimore, MD: Annie E. Casey Foundation, p. 8. xvi Jobs for the Future. (2014, May). Back on Track: Pathways Through Postsecondary. Retrieved from: http://www.jff.org/sites/default/files/iniatiatives/files/3phasemodel052114.pdf xvii Jobs for the Future. (2013). What it Costs: Financing Back on Track Through College Designs. Boston, MA: Jobs for the Future, p. 4. xviii Jobs for the Future and the California Advancement Project (2014, April). In and Beyond Schools: Putting More Youth on the Path to Success with Integrated Support. Boston, MA: Jobs for the Future xix Garvey, J., and Grobe, T. (2011, May). From GED to College Degree: Creating Pathways to Postsecondary Success for High School Dropouts. Boston, MA: Jobs for the Future; Jobs for the Future. (2014, May). Back on Track: Pathways Through Postsecondary. Retrieved from: http://www.jff.org/sites/default/files/iniatiatives/files/3phasemodel052114.pdf xx Barnett, E.A., et al. (2012). Bridging the Gap: An Impact Study of Eight Developmental Summer Bridge Programs in Texas. Washington, DC: National Center for Postsecondary Research; Bragg, D.D. (2010). Ready for College in Colorado: Evaluation of the Colorado SUN and the College Connection Program. Champaign, IL: University of Illinois, Office of Community College Research and Leadership.

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xxi Bridgeland, J. and Mason-Elder, T. (2012, September). A Bridge to Reconnection: A Review of Federal Funding Streams Reconnecting America’s Opportunity Youth. Retrieved on July 2, 2014 from http://aspencommunitysolutions.org/resources/ xxii Jobs for the Future. (2014, May). Back on Track: Pathways Through Postsecondary. Retrieved from: http://www.jff.org/sites/default/files/iniatiatives/files/3phasemodel052114.pdf. xxiii Jobs for the Future. (2013). What it Costs: Financing Back on Track Through College Designs. Boston, MA: Jobs for the Future, p. 4. xxiv Bloom, D. and Sommo, C. (2005). Building Learning Communities: Early Results from the Opening Doors Demonstration at Kingsborough Community College. New York, NY: MDRC.

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Action Item: Approval of Third-Year Option to Re-designate Philadelphia Youth Network

(PYN) as YouthWorks Administrator Action The Philadelphia Works Board of Directors is asked to approve the third-year option to re-designate Philadelphia Youth Network (PYN) as the YouthWorks Administrator. Background In 2012, Philadelphia Works let a Request for Proposals (RFP) to designate a YouthWorks Administrator. The competitively procured designation was awarded to PYN for the period of October 1, 2012 through September 30, 2014; with a third-year option to renew. At the June 2014 Philadelphia Works Board meeting, via the FY2015 Workforce Investment Strategy, the Board approved funding for the YouthWorks Administrator. Philadelphia Works is requesting approval of the third year option to re-designate PYN as the YouthWorks Administrator. This designation is not aligned with their fiscal contract, which runs from July 1, 2014 through June 30, 2015. The difference allows PYN to manage summer programming without a break in planning.

Recommendation

The Workforce & Economic Development Committee recommends that the Philadelphia Works Board approve the third year option to renew the designation of YouthWorks Administrator to PYN which will be effective October 1, 2014 through September 30, 2015.

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Action Item: Approval of the Financial Statements for the Year Ended

June 30, 2014

Action The Philadelphia Works Board of Directors is asked to approve Philadelphia Works financial statements for the year ending June 30, 2014 as recommended by the Finance Committee. Background Philadelphia Works is required to prepare monthly financial statements which are to be approved by the Finance Committee. Financial Statements include Balance Sheet, Statement of Activities, Cash Flow and administrative, and program expense projections. Recommendation

The Finance Committee recommends the board approve the Philadelphia Works’ financial statements for the year ending June 30, 2014.

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Action Item: Approval of the Financial Statements for the Month Ended

July 31, 2014 Action The Philadelphia Works Board of Directors is asked to approve Philadelphia Works financial statements for the month ending July 31, 2014 as recommended by the Finance Committee. Background Philadelphia Works is required to prepare monthly financial statements which are to be approved by the Finance Committee. Financial Statements include Balance Sheet, Statement of Activities, Cash Flow and administrative, and program expense projections. Recommendation

The Finance Committee recommends the board approve the Philadelphia Works’ financial statements for the month ending July 31, 2014.

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Appendices

The following documents can be found in this section:

Reports from Affiliates

o PYN

o EARN Centers, PA CareerLink®, Job Specific Skills Training (JSST)

o PA CareerLink® Consortium

Impact of Workforce Innovation and Opportunities Act (WIOA)

No Wrong Door Fact Sheet

Overview of Targeted Industry Clusters

Finance Report

Workforce System Quarterly Summary Report

Reports from Affiliates

PYN

EARN Centers, PA CareerLink®, Job Specific

Skills Training (JSST)

PA CareerLink® Consortium

Program Highlights and Success Stories as Reported by EARN Centers, PA CareerLink® and Job Specific Skills Training (JSST) Programs

Esperanza EARN Center

When Jonathan Morales enrolled at Esperanza EARN Center in early June 2014, he had no idea of what to expect. He had recently arrived from Puerto Rico at age 21 with a family of three and his wife expecting their second child. He spoke limited English and had no professional work experience but was eager to get a job.

Mr. Morales attended Job Club daily and was receptive to staff assistance with interview skills and dressing professionally. He consistently met with the Job Matching Team and job developers. Within two weeks of enrolling, Mr. Morales was hired as a warehouse worker, but the company closed down after he was on the job for just two weeks.

Mr. Morales was very disappointed, but committed to finding another job. He was quickly referred to another employer, Rosado Enterprises, as a part-time fast food worker for McDonald’s. Within a few days of starting work at McDonald’s, he was also contacted by Marshall’s Distribution Center where he had also applied for a nighttime position. In hopes of maintaining both jobs, he informed McDonald’s of the new night-shift offer and asked to change his schedule. However, McDonald’s was not willing to accommodate a new schedule and let him go. He thanked McDonald’s for the opportunity and accepted the job with Marshall’s Distribution Center where he is content with a job and work schedule that allows him to spend time with his family during the day. Weekly, Mr. Morales reports to the EARN Center with his paystubs and is always looking at current employment opportunities in hope of getting a higher paying job in the near future.

Mr. Morales is grateful for the assistance he has received. In his words, Esperanza helped him grow into a hard-working man.

EDSI EARN Center

Nettie Robinson enrolled at the EDSI EARN Center on January 21, 2014. Beginning with enrollment, she jumped right into her goals, ensuring that she completed job readiness activities. Ms. Robinson received an orientation graduation certificate at the conclusion of her first week. After exhausting her job search activity, she had to immediately balance her hourly requirement through another activity. Ms. Robinson began an internship as a teacher’s assistant through Community Work Experience. This gave her valuable experience while meeting participation requirements and continuing to look for work.

On February 2014 Ms. Robinson was hired by The Fresh Grocer as a part-time cashier, with a salary of $7.25 per hour, but her story does not stop there. While employed with The Fresh Grocer, she continued to take advantage of EARN services and seek additional employment opportunities. Following an on-site interview with Securitas, she began working as a Security Guard for $9.00 per hour. Originally, her goal was to leave The Fresh Grocer, however they requested that she stay and agreed to accommodate her new availability. Amazingly, between two jobs and being a single mother of two, ages

six and one, she has found the work/life balance while averaging 64 hours of work per week! When asked why she works so hard, she says “If I don’t, who else is going to?”

PA CareerLink® North Philadelphia

Disabled Veteran Story

Maria Williams, Philadelphia Veteran’s Administration (VA) Medical Center OEF/OIF Patient Transition Advocate, requested financial resources and veterans employment assistance from Vicki Curtis, Philadelphia Disabled Veterans Outreach Program Specialist (DVOP), on behalf of Willie Albino an Afghanistan Army Veteran suffering from a Traumatic Brain Injury and Post Traumatic Stress Disorder. Mrs. Curtis was asked to network with several organizations/agencies to help settle an $800 phone bill, so Mr. Albino could network with the Philadelphia VA hospital for ongoing treatment and employment services at PA CareerLink® Philadelphia.

Ms. Williams reached out to the National Veterans Service Fund (NVSF) to pay a major portion of an $806.01 Sprint bill, but she could not locate another organization to cover $265.28. Mr. Albino does not have landline, which means he is cell phone dependent. For the remaining balance, Ms. Curtis reached out to Peggy Baker, President of Operation First Response (OFR), who agreed to donate the $265.28. However, OFR requires a copy of a vet’s documented VA disability claim/rating, which was not found in the VA computer system, even though Mr. Albino believes he submitted a claim one year ago.

To overcome this obstacle, Ms. Curtis contacted John Foster, PA VFW Department Service Officer/Supervisor with the Philadelphia VA. Ms. Curtis and Mr. Foster met with Mr. Albino to submit a new disability claim to the VA. Verification of the claim was forwarded to OFR. Thanks to the successful outreach of Ms. Curtis, NVSF paid the remaining balance of the phone bill.

Mr. Albino is thankful to DVOP Curtis, Ms. Williams and National Veterans Service Fund, Operation First Response and PA VFW for providing such a swift response. He now feels confident moving forward towards his goals of coordinating his medical treatment and securing a good job with help from Mrs. Curtis and other PA CareerLink® staff.

Combined Efforts from Community Organizations Help a Homeless Veteran

Vicki Curtis, a PA CareerLink® Philadelphia Veterans Representative, networked with local organizations to assist a disabled and homeless veteran to obtain permanent housing and avoid losing his new job.

Allan Sajdak, (Navy/Army Veteran) was unable to find suitable employment in Michigan. Since his VA did not have a job opportunity, he applied for a claims assistant job elsewhere. In June, Mr. Sajdak was hired by the Philadelphia VA Regional Office and with only $1,000, he moved from Michigan to Philadelphia.

Rent for a typical Philadelphia apartment was well beyond the Veteran’s budget, so he became homeless and living in his car. With the increased summer heat, he soon sought assistance from Veterans of Foreign Wars. Joseph Buckley, PA VFW Chairman, contacted Michael Gould with the

Pennsylvania Veterans Foundation who reached out to other Philadelphia organizations. One of the respondents was the Philadelphia CareerLink Veterans Employment Representative, Vicki Curtis.

Within 24 hours, Mrs. Curtis referred Mr. Sajdak to several Veterans’ organizations. Matt Dunphy, owner of The Veterans Group Homeless Shelter, accepted Mr. Sajdak for emergency shelter that same day. The Philadelphia Veterans Multi-Service and Education Center (PVMSEC) provided a $1,300 grant to cover one month’s rent and security deposit, over $500 in house wares and a voucher for free furniture and other necessities from the organization’s thrift shop. Within three weeks of entering the shelter, Mrs. Curtis found a low-cost apartment for Mr. Sajdak to move into.

With the combined efforts of all community organizations and agencies involved, Mr. Sajdak found permanent housing and avoided the possibility of losing his new job.

PA CareerLink® North Update The temporary relocation of the PA CareerLink® Suburban Station center beginning June 23, 2014 presented unique opportunities to merge most of that staff with the staff at PA CareerLink® North and demonstrate how two centers can effectively work as a unified team. In preparation for the additional staff and job seekers, PA CareerLink® North implemented several strategies to accommodate and service the foot traffic of both centers. The goal was also to not decrease any center activities including onsite recruitments. To keep things working smoothly at PA CareerLink® North, several activities were implemented to ensure that the relocated staff felt not only welcomed at the new location, but for them to see themselves as part of an integrated unified team. To date, the WIA and state staff and partners are working as a cohesive team. Internally the center is referred to as “SNorth” and their motto is a quote from John C. Maxwell —“It Takes Teamwork to Make the Dream Work.” Through August 12, 2014 the center has serviced 6,892 job seekers (this includes orientations, PREP Sessions, workshops, UC Phone, Career Resource Center, 55+ Orientation, and onsite recruitments). In addition, the team has 199 WIA Registrations, five Individual Training Accounts, and five placements with additional placements in the pipeline. Strategies Several strategies were created and implemented to address the servicing of additional job seekers.

• Orientations – to accommodate the need to enroll more job seekers the orientation sessions were increased to nine per week including using the IT Academy Lab which has 21 computers to enroll job seekers

• Pennsylvania’s Profile Reemployment Program (PREP) sessions and the number of invitees have been increased to six sessions per week and 65 letters per session for invitees

• Career Resource Center (CRC) – to accommodate the overflow of jobseekers using the CRC, an additional lab is being used so that job seekers don’t have to wait to do their job search

• Interns – additional interns have been provided by ITT Institute to assist with orientation sessions and assist in the CRC

• Due to the new outreach of WIA services the center averages 40 registrations per week. WIA registrations from orientations are scheduled in the morning and registrations that are needed for placements are scheduled in the afternoon.

• Case Management Follow Up – Due to the increased volume of WIA registrations, Fridays are designated for case managers to complete data entry and follow up with participants.

• UC Phone Line — an additional phone line is available for UC claimants that need to speak with a call center representative in reference to their claim.

Promising Practices The merger of the centers provided an opportunity for staff to share promising practices. PA CareerLink® North immediately implemented the following best practices from the Suburban Station location:

• Case Manager File Review — This becomes a fun teaching moment to insure that data entry is correct in the WIA files.

• Color coding all PREP letters to distinguish first letters, second letters, NJ letters and Delaware County letters.

• PA CareerLink® Suburban Station has plans to implement several promising practices from PA CareerLink® North including: Rotate case manager supervisors to provide the outreach of WIA services in PREP and Orientation sessions and schedule participants for appointments with case managers.

• Arrange seating of case managers and business services representatives (BSRs) so that they can strategize and communicate as a team

• Provide job seekers with a Hot Jobs List of openings that the BSRs needs to fill • Include Excellence In Service during staff meetings which provides staff an opportunity

to acknowledge one another • Ringing the bell and celebrating a placement. This provides excitement and

encouragement amongst staff and it also demonstrates to job seekers that are in the center the value of connecting to PA CareerLink® services

• Provide panel interviews with participants that are being referred to job openings so that they are prepared for the interview.

Overall this transition has been beneficial to both job seekers and employers. Jobseekers:

• Are able to access services at a center that is in close proximity to the Suburban Station location

• Are getting additional assistance in the CRC with their job search • Are able to take advantage of the onsite partner services at PA CareerLink® North, such

as the RHD Navigator which provides information and enrollment for affordable health care, financial literacy through Benephilly and 55+ through Philadelphia Corporation on Aging

• More jobseekers are able to attend orientation and connect to services

Enhanced employer services include: • Additional BSRs to provide assistance with prescreening and onsite recruitment • Connecting more employers to the public workforce system • Customized workshops and services for employers • Formal process for prescreening applicants

Summary of PA CareerLink® Philadelphia Consortium Activities During the Fourth Quarter of Fiscal Year 2014

Service Delivery Activities Fourth quarter activities remained constant and in-line with the expected goals. Registrations, placements and training progressed well and were consistent during the quarter, and all performance goals were in-line to be met. Governance, including strategic and operational activities that are tied to the WIB Operator Agreement The Philadelphia Housing Authority training project has continued and a new procurement issued for additional training. As a result of this process, the Customer Service Training delivered by Temple University began July 21, 2014.. There were no new additional governance and/or strategic or operational activities during this quarter.

Performance of the PA CareerLink® Philadelphia Centers

The PA CareerLink® Philadelphia centers are meeting all contractual goals, including WIA-registering 2,732 individuals, of which 944 were registered in the fourth quarter. Over 61 individuals entered into training programs which would eventually lead to employment; those training programs are Customized Job Training, On-the-Job Training, Individual Training, Federal TRADE programs and other direct training with independent training providers. Over 119 participants obtained unsubsidized employment. In addition, over 735 clients participated in the Microsoft IT Academy training program, which served to up-skill their training in computer usage; it may eventually lead to a Microsoft Certification. These 735 individuals will be highly likely to gain employment with the additional training. The Business Services team continued to process On the Job training opportunities for participants and employers by working with various employers, including: Brian Medallion Company; Union Packaging, Allied Barton Security Services, LLC.; CAS Home Health Care; Krys Design Manufacturing; Carmana Design; Alpha Office Supply and Craft-Bilt.

Partnerships and Collaboration Efforts The PA CareerLink® Philadelphia offices have been engaged in various community and employer outreach events over the past quarter: Community Events:

• A community job fair was held at Canaan Baptist Church; • Collaboration with Temple University on their Job Readiness Workshops; • Established a relationship with the Small Business Association of Philadelphia; • Staffing at State Representative Brian Sims’ Job Fair; and • Staffing at a Job Fair at the Pennsylvania School for the Deaf

Onsite Recruitments: Recruitments were very successful during the quarter. A new strategy was employed in which two Business Services Representatives were identified to focus solely on employer outreach. This effort, in addition to regular Business Services efforts, brought in the following employers to the PA CareerLink® system:

• Citizens Bank • UPS • Family Dollar • Sugarhouse Casino • Adecco • PGW • Chipotle • JBS • Embassy Suites • Aarons • US Airways • Community Health • AC Linen • NorthWest Human Services • Kentucky Fried Chicken • Community Recyclers • Dietz and Watson • Allied Barton • Health Partners

• Horizon House • Franklin Mills Mall (Stores and Management offices) • Walmart Franklin Mills • Pep Boys • Origlio Beverage • Adecco • Manufacturing Alliance • New Courtland • RHD • Bottom Dollar • C.R. England • The Right Thing • Lowe's • Crowne Plaza • Parx and Harrah’s Casino • US Security • TFI Resources • Bayada • Trinity 2 Staffing

Impact of Workforce Innovation and Opportunities Act (WIOA)

MEMORANDUM To: Philadelphia Works Board Members From: Samea Lim, Senior Policy Associate Date: August 21, 2014 RE: The Workforce Innovation and Opportunity Act’s Impact on Philadelphia Works

The Workforce Innovation and Opportunity Act (WIOA) was passed by Congress earlier this summer and signed by the President on July 22, 2014. This legislation is an update to the Workforce Investment Act of 1998 (WIA) and reauthorizes public workforce programs for six additional years (2015-2020). Most provisions will take effect on July 1, 2015. The law retains important structures that have been critical to Philadelphia Works’ success but also implements new reforms that will influence the manner in which we operate. While the Act contains a structure for the workforce system overall, the federal and state regulatory and policy development process will determine much of our day-to-day operational work. The US Department of Labor (DOL) has announced that it will release regulations for public comment on January 18, 2015. We are coordinating closely with our partners including the Pennsylvania Workforce Development Association (PWDA), the US Conference of Mayors (USCM), the National Skills Coalition (NSC) and the National Association of Workforce Boards (NAWB), among others, to engage in outreach strategies for the development of final regulations and policies that are not only helpful to the needs of our local area but workable for the evolution of our system nationally. While Philadelphia Works intends to develop broader analyses related to the effect of WIOA on the city as a whole, some of the bigger priorities as they relate to our board members and board operations are summarized below. • Board Composition: Workforce boards will undergo some structural changes as a result of

changes in WIOA. Most notably, board membership is reduced, with one-stop partners no longer required members of the board. Also, not less than 20 percent of the local board must be labor representatives, representatives of experienced community based organizations, or youth service organizations. WIOA recommends designation of standing committees to assist with one-stop operational issues, youth services, the provision of services to individuals with disabilities, and any additional committees as necessary. While WIA required the establishment of a Youth Council within each local board, WIOA does not require a youth council. To the extent permitted by regulation, Philadelphia Works is committed to continuing the success of our youth committee to function as an oversight entity of youth work programs.

• Local Board Duties: Under WIOA, the role of a local board is expanded to allow boards to engage in a way that some organizations have depicted as “activist boards.” WIA set local board functions to be largely administrative by outlining duties such as selecting service

Memorandum, page 2

providers, approving budgets, providing program oversight, negotiating metrics, supporting economic development, among other duties. WIOA provides greater opportunities for boards to become strong regional leaders in supporting job seekers and employers by prioritizing their involvement in the development of comprehensive analyses to operate as an authority on the economic condition of the region and its labor market, maximization of non-Federal expertise and resources to leverage support for workforce activities, leadership efforts to engage with a diverse range of area employers, effective collaboration with education programs to develop and implement career pathways, support of employers through industry partnerships, promotion of proven and promising strategies for meeting the needs of stakeholders, leveraging technology to increase effectiveness of the system, and other functions, while also continuing its previous oversight and administrative duties.

• Sequence of Services: Previously, WIBs functioned on a system that required individuals to advance through our PA CareerLink® system through a sequence of first core then intensive services. Due to the elimination of this model in WIOA, all individuals who enter our one-stop system will be able to engage in a single category of “career services.” This new model will create a more seamless method of service delivery that encourages our PA CareerLink® centers to meet job seekers where they are and effectively target our resources in ways that allow centers to address participant needs more efficiently. The law also adds additional details on what will be required in our initial assessments, in-demand occupations, internships and work experience, workforce preparation activities, recruitment processes, and other areas of our service delivery.

• New Performance Measures: Most states were granted a waiver by DOL to use the common measures that Philadelphia Works has also been using to report on our performance. Under WIOA, we are now required to report on a new set of measures for adults and youth. Those new measures follow program participants on a different timeline and add additional metrics. While the metrics are a change in and of themselves, so much of our reporting is also contingent upon the Commonwealth Workforce Development System (CWDS), the state’s system of record. We will await guidance from the state to determine how CWDS will be repurposed to record these new metrics, what information will now need to be monitored and other areas that will inevitably impact our common measure reporting process.

• Appropriations: WIOA eliminates 15 existing WIA-authorized programs. WIA authorized funding for workforce programs from 1999 through 2003 at “such sums as may be necessary”; WIOA, however, has allocated specific dollar amounts to carry out the workforce activities outlined in the law. It is important to note that WIOA’s actual funding levels are subject to the Congressional appropriations process. Additionally, unless Congress reverses the caps set as a result of sequestration, it is unlikely that the dollar amounts actually allocated will reach the levels outlined in the law.

• Adult and Dislocated Worker Funding: States under WIOA will have the ability to transfer 100 percent of funds between adult and dislocated worker funding categories. Previously, under WIA, Pennsylvania was permitted by a waiver to transfer only 50 percent of funds between these two categories; for several of Pennsylvania’s local areas, this transfer prevented an elimination of services to adult customers. This common-sense reform will

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allow Philadelphia to flexibly respond to the changing needs of the city by eliminating the categorization of our funding into silos.

• One-Stop Infrastructure Costs: Under the current law, Resource Sharing Agreements (RSAs) were considered to outline “infrastructure costs,” which include personnel costs or any additional costs necessary to maintain operations. Under WIOA, the definition is now defined as “nonpersonnel costs that are necessary for the general operation of the one-stop center, including the rental costs of the facilities, costs of utilities and maintenance, equipment… and technology.” This new exception would require Philadelphia to reevaluate the administrative funds that pay for personnel costs to the one-stop infrastructure. Additionally, the partners that engage within the one-stop infrastructure will now be required to contribute an equitable portion of their costs from their own administrative funding pool. Depending on the outcome of regulations this could result in a significant change for our finances and the way in which our RSAs are determined.

Looking ahead, our consultant has developed an analysis of the potential impact of WIOA on the Philadelphia Works No Wrong Door Model. Inevitably, many of our No Wrong Door procedures will require revision. Anticipating these changes as we develop our materials, however, will ease and progress our transition process. Fortunately, much of the changes in WIOA indicate that our No Wrong Door model is moving in the right direction. WIOA emphasizes the importance of technological access and technological advancement that is in line with our “bricks, clicks and connect” premise. While the Funding of One-Stop Infrastructure is altered to exclude personnel costs, the development of a more equitable funding agreement is paramount to developing a reasonable one-stop structure. WIOA seeks to enhance service integration by requiring the co-location of Wagner-Peyser Employment Services and adding the Temporary Assistance for Needy Families (TANF) as a required partner. Overall, WIOA is a strong proponent of streamlined service delivery that will enhance coordination of services while avoiding duplication of work and spending. As the leading workforce development agency for the city, Philadelphia Works intends to work as a convener of policy input on both the federal and the state level. We are developing mechanisms through which our organization can receive input from the diverse stakeholders of the workforce system and present an aligned set of recommendations for consideration to policymakers at the federal and state level. Furthermore, because the regulatory process is such an integral area of determining our future operations, we will arrange to update board members, especially members of the Research and Policy Committee, at crucial touch points in which noteworthy opportunities are occurring.

No Wrong Door Fact Sheet

No Wrong Door Fact Sheet – July 2014 1

What is the No Wrong Door Initiative? Philadelphia Works created the No Wrong Door approach to make looking for a job or finding a skilled worker easier and more efficient. As the city’s leading workforce development agency, Philadelphia Works will direct the integration of the PA CareerLink® Philadelphia centers and the Employment Advancement and Retention Network (EARN) Centers into four to five centers conveniently located around the city. The PA CareerLink® centers serve the public and are open to everyone. EARN Centers serve those who receive TANF (Temporary Assistance for Needy Families) benefits. The focus is to link Philadelphia’s job seekers and businesses with expanded services offered in centers (bricks), on-line (clicks) and neighborhoods (connect). This new model will ensure that whether a job seeker or employer enters a physical location, on-line via the Internet or through a community-based organization, there will be “no wrong door” and they will all have access to the same services. The initiative will transform Philadelphia’s workforce service delivery system, with milestones planned from May 2014 through December 2015. Why is this taking place? In 2012, Philadelphia Works began an extensive strategic planning process to identify how to deliver excellent customer service amidst evolving market conditions including Philadelphia’s changing labor market, high unemployment rates, and business’ challenges in finding qualified employees with the right skills. As a result of our analysis, we decided to embark on a more unified approach to the management and operations of the EARN and PA CareerLink® Philadelphia centers. With combined services in four to five centers, we will be able to offer expanded services, better job training and a more streamlined approach. As a result, job seekers will become better skilled while employers will find the talent they need to grow their businesses. These priorities are timely and in line with Mayor Nutter’s vision for the city and Governor Corbett’s goal of integrating the EARN and PA CareerLink® centers across Pennsylvania to reduce duplicative administrative and operational costs and improve services. What improvements can be anticipated for customers in the future? A fully integrated and co-located service delivery system will mean easier access to the EARN and PA CareerLink® services for both employers and job seekers. The integrated program design will emphasize the development of talent and skills as well as basic job matching services. Job seekers can expect new workshops to help them achieve the workplace skills (both short-term and occupational-specific) that will make them more competitive in the job market. Some services will also be available at community-based organizations with new protocols developed for referrals to and from centers and community-based organizations (CBOs), on-site delivery of workshops at CBOs, and an opportunity for

No Wrong Door Fact Sheet – July 2014 2

CBOs to provide services at centers or in neighborhoods. Training and other informational videos will be available online on a new YouTube channel and through the PA CareerLink® website. Employers can expect access to an increased talent pool and staff-assisted services when needed and wanted including:

• pre-screening and referral of qualified candidates • workforce intelligence at the time of any job postings to assist in talent recruitment • in-Center interviews of pre-screened talent • pre-employment and pre-referral testing and skill validation • access to hiring and training subsidies

How will workforce services be delivered? Services will be delivered through four to five expanded career centers, which will be accessible to all Philadelphians. Centers will be more inviting and designed for increased personalized services. Some services will also be available through community-based partners and via the Internet. The first integrated center will open in April 2015 and all integrated centers will be operational by December 2015. Where will these centers be located? The Suburban Station PA CareerLink® will remain at 1617 JFK Boulevard, 2nd floor as this location is a transportation hub and accessible to job seekers geographically located in South Philadelphia and throughout the city. Locations for other integrated centers will be chosen based on responses to a Request for Information (RFI) for availability of open market and non-advertised office space. What are the key milestones for the initiative?

• Request for Information for locations: May 2014 • Request for Proposals issued for Integrated Service Delivery Model subcontractors for four to five sites

and Cross-Center subcontractor: July 2014 • Evaluation of integrated service delivery proposals: Sept-Oct 2014 • Selection of sites: Nov 2014 • Service providers selected: Nov 2014 • Training of service providers: Feb-Sept 2015 • New centers open: April-Dec 2015

One Penn Center at Suburban Station 1617 JFK Boulevard, 13th Floor Philadelphia, PA 19103

P: 215-963-2100 F: 215-567-7171 www.philaworks.org

What does this mean for current customers of the EARN and PA CareerLink® Philadelphia centers? There is no change for current customers until April 2015. The public and current customers will be notified about the locations of the new centers and their opening dates through a series of communication vehicles including letters from the Commonwealth, letters from the PA CareerLink® and EARN staff, signage at the centers, social media, website updates and press releases. Who is the lead organization for managing this initiative? Philadelphia Works is the lead organization managing the No Wrong Door initiative to integrate and improve Philadelphia’s workforce services. To follow the progress of No Wrong Door, visit www.philaworks.org/NWD. Questions? Email your questions to nowrongdoor@philaworks.org. About Philadelphia Works As the city’s lead workforce development organization, Philadelphia Works is a nonprofit that advances the state of the local workforce by leveraging funding to deliver innovative strategies and services that are driven by the latest research and labor market data. We connect businesses to a talented workforce and help individuals develop workplace skills, to contribute to a thriving regional economy. For more information about our dedicated board members and staff, workforce research, services and initiatives, visit http://www.philaworks.org/.

Overview of Targeted Industry Clusters

© 2014 Philadelphia Works, Inc. | All rights reserved. 1

Overview of Targeted Industry Clusters In the fall of 2013 the PA Center for Workforce Information & Analysis at the PA Department of Labor & Industry updated the definition of the industry clusters that serve as the basis for data-driven workforce development policies. A report from the PA Department of Labor & Industry describing the clusters at the state level is available. This report looks at the industry clusters in Philadelphia County1. This report presents an overview of employment trends across industry clusters in Philadelphia. We examine how the clusters have changed since 2007, the year before the Great Recession had an impact. Then, we examine the composition of industry clusters by size of businesses and highlight clusters with the largest share of smaller businesses. The section of worker demographics shows the composition of industry clusters by gender, age, and education. Finally, we look at the major occupations that support industry clusters. What is an industry cluster? An industry cluster includes industries closely linked by common products, labor pools, technologies, supplier chains and training needs. They take on strategic importance for long-term economic planning as changes that benefit one industry will generally impact other industries in the same cluster. Clusters play an important part in the work of Industry Partnerships. Industry Partnerships are regional employer-led collaborative efforts designed to improve the competitiveness of clusters through sharing of training resources, and designation of High Priority Occupations. High Priority Occupations are job categories that are in demand by employers, have higher skill needs and are most likely to provide family-sustaining wages. How are clusters different from industries? Industry clusters are comprised of industries that are each assigned a specific six-digit North American Industry Classification System (NAICS) codes. They are mutually exclusive, so that no two clusters contain industries with the same NAICS code. What is new? Due to the transformation and evolution of certain industries, cluster definitions are revised regularly (every 3-6 years).

• A new Hospitality, Leisure & Entertainment cluster was created to evaluate the impact of tourism on many areas across the state.

1 Descriptions of industry clusters are borrowed directly from the State report. The full report can be found here: http://www.portal.state.pa.us/portal/server.pt/community/products/19738

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 2

• Retail and Wholesale trade industries were added to the industry cluster definitions that they impact most. Not all retail establishments were added but some were included in clusters where products are sold directly to retail consumers. For example, Hardware Stores are included in the Building & Construction industry cluster.

• The previously-defined Business & Financial Services cluster was split into two separate clusters: Business Services and Real Estate, Finance & Insurance. The cluster was split because Real Estate, Finance & Insurance industries are more geographically specific and employ a narrower set of occupations.

• Business Services clusters also absorbed a number of industries from the previous Information and Communication Cluster, including media and computer-related services, while the remainder of that cluster was shifted to Wood, Wood Productions & Publishing.

What are the existing Commonwealth-identified clusters? The Commonwealth has identified the following twelve industry clusters to inform economic and workforce development efforts.

• The Health Care cluster includes industries that provide for the health and well-being of Philadelphia residents. Direct patient care forms the cornerstone of this cluster. Also included are industries that support direct patient care, such as ambulance services, health insurance carriers and public agencies that oversee health programs. In addition, social assistance such as continuing care retirement communities and assisted living facilities for the elderly are included within the Health Care cluster.

• The Education cluster provides a full view of educational institutions in the state. The cluster encompasses elementary schools through universities, as well as technical schools and junior colleges. Finally, public agencies that oversee educational programs are included in the cluster.

• The Business Services cluster includes a wide range of services available to today’s businesses, from business support services to waste management. Included in the cluster are radio stations, payroll services, public relations agencies, graphic design services, and janitorial services, to name a few. They tend to focus around three sub-clusters: those industries that help business market their products; those that help in the day-to-day operations; and those that offer outside consulting services. Media, Advertising & Marketing, Operational Services, and Professional & Consulting services are sub-clusters within the Business Services cluster.

• The Hospitality, Leisure & Entertainment cluster is comprised of industries that cater to tourism and recreation. In addition to hotels and restaurants, this cluster includes casinos, golf courses, museums, racetracks, bowling centers and caterers. Many industries in this cluster are seasonal with part-time or tip-based employment. For that reason wages are lower than other clusters, and employment is much more volatile if analyzed on a quarterly basis.

• The Real Estate, Finance & Insurance cluster contains all industries related to the purchase and sale of tangible and non-tangible assets. Included in the cluster are banks, consumer lending,

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 3

commodity contracts brokerage, direct property and casualty insurers, residential property managers and credit bureaus.

• The Logistics & Transportation cluster includes industries related to the storage, transportation and distribution of goods. This cluster includes all modes of transport, among them airlines, railroads, shipping and trucking companies, as well as logistics consulting and other supporting industries. In addition to moving goods, the cluster also contains industries related to passenger transportation: taxi services, charter buses, motor vehicle towing and scheduled passenger air transportation.

• The Advanced Manufacturing cluster is made up of mostly durable goods manufacturing but also includes wholesalers, and some retailers such as car dealers. Other industry clusters contain manufacturing within them, while the Advanced Manufacturing cluster is focused around its four sub-clusters: Chemicals, Rubber & Plastics; Electronics; Metals; and Vehicles & Vehicle Parts.

• In Pennsylvania, the Agriculture & Food Production cluster begins with the growing of food crops, including grains and livestock, and ends with the wholesale distribution of these products. Philadelphia industries are mostly concentrated in food production. The cluster also includes support industries, such as refrigerated warehousing and fertilizer manufacturing, as well as public agencies that oversee agricultural programs.

• The Building & Construction cluster includes industries directly involved in the construction of housing, roadways or other physical structures. Industries such as HVAC (Heating, Ventilation, and Air Conditioning) equipment manufacturing, whose products are used exclusively in the construction of these structures are also included. The retail industries such as Home Centers which act as an intermediary between manufacturer and independent contractors are included as well. Lastly, technical firms such as those that offer drafting or architectural services are also in the cluster.

• The Wood, Wood Products & Publishing cluster incorporates a supply line from raw material to finished product. It includes logging and lumber production, through the production of paper, to the publishing of magazines and newspapers. Industries found within the cluster include sawmills, truss manufacturing, stationery product manufacturing, printing machinery and equipment manufacturing, book stores and greeting card publishers.

• The Energy cluster includes industries associated with the production and distribution of energy, as well as waste disposal industries associated with the remediation and environmental cleanup related to energy production. A wide variety of industries make up the cluster, ranging from petroleum refineries to battery manufacturing to generator manufacturing.

• The Bio-Medical cluster includes industries that develop and use technology to enhance life from a health perspective. Industries in this cluster include research laboratories, pharmaceutical manufacturing, surgical and medical equipment manufacturing and imaging centers. This cluster largely represents industries that employ advanced technology and serve as a foundation for enhanced medical services.

• Some industries are not included in the targeted clusters. Those industries are referred to as Industries outside of Clusters in the tables below. These industries include State, federal, and

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 4

local government, retail stores not included in any other clusters, light manufacturing such as clothing, and others.

Employment and Wages by Industry Cluster Overall, the twelve industry clusters account for 76 percent of total employment in Philadelphia.

• Health Care; Education; Business Services; and Hospitality; and Leisure & Entertainment are major clusters in Philadelphia that responsible for more than half of all jobs.

• Several industry clusters in Philadelphia have added jobs since 2007 (period before the Great Recession). In Philadelphia, the Health Care industry cluster grew by 11 percent; jobs in Education increased by 10 percent; and Hospitality, Leisure & Entertainment grew by 8 percent.

• Average earnings in Philadelphia are generally higher than in Pennsylvania, for all clusters except Bio-Medical.

MAJOR CLUSTERS IN PHILADELPHIA AND PENNSYLVANIA

Source: Philadelphia Works analysis of the QCEW Employees & Non-QCEW Employees - EMSI 2013.4 Class of Worker data

Industry ClusterJobs

2013 (#)

Jobs 2013

(%)

% Change 2007-2013

EarningsJobs 2013

(#)

Jobs 2013

(%)

% Change 2007-2013 Earnings

Advanced Manufacturing 15,892 2% 2.2% $48,236 283,019 5% -5.1% $50,801Agriculture & Food Production 10,422 2% -12.7% $51,080 113,678 2% -1.1% $42,684Bio-Medical 4,602 1% 1.6% $82,936 66,805 1% -11.1% $99,411Building & Construction 10,285 2% -15.7% $61,565 153,458 3% -14.2% $49,419Business Services 75,188 11% 2.7% $93,344 699,099 12% 6.7% $76,094Education 108,043 16% 10.0% $49,531 591,168 10% 0.9% $40,041Energy 4,905 1% 52.9% $85,156 51,267 1% -7.0% $70,100Health Care 146,511 22% 10.8% $53,718 950,551 16% 10.1% $48,122Hospitality, Leisure & Ent. 66,356 10% 7.7% $27,468 562,431 10% 6.3% $18,230Logistics & Transportation 22,709 3% -3.0% $47,018 205,069 3% 0.7% $46,164Real Estate, Finance & Insurance 35,472 5% -16.6% $99,077 293,509 5% -5.5% $74,265Wood, Wood Products & Pub. 7,363 1% -19.6% $62,198 81,370 1% -27.2% $48,449All Industries 669,939 100% 1.6% $55,830 5,870,188 100% -0.4% $47,281

Philadelphia PA

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 5

EMPLOYMENT BY MAJOR CLUSTERS IN PHILADELPHIA AND PENNSYLVANIA IN 2013

Source: Philadelphia Works analysis of the QCEW Employees & Non-QCEW Employees - EMSI 2013.4 Class of Worker data WAGES BY MAJOR CLUSTERS IN PHILADELPHIA AND PENNSYLVANIA IN 2013

Source: Philadelphia Works analysis of the QCEW Employees & Non-QCEW Employees - EMSI 2013.4 Class of Worker data

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 6

Employer Size by Industry Cluster

• Of over 32,000 employers with more than one employee in Philadelphia, about 11,600 employed between 5 and 99 workers. Employers (establishments) with 5 to 99 employees are defined as “small” by Philadelphia Works, to focus our strategic priority to engage more small employers. Small employers made up 36 percent of total employers in Philadelphia.

• The majority of employers in Philadelphia are “very small” businesses employing 1 to 4 workers. Such businesses made up about 19,700 or 61 percent of total employers.

• Employers in Hospitality, Leisure & Entertainment, Health Care, Business Services, and Real Estate, Finance & Insurance accounted for 56 percent of small businesses.

NUMBER OF EMPLOYERS BY SIZE IN INDUSTRY CLUSTERS IN PHILADELPHIA: TABLE

Source: PA Employer Database 2013 SMALL BUSINESES (5-99 EMPLOYEES) BY INDUSTRY CLUSTER IN PHILADELPHIA

Source: PA Employer Database 2013

Industry 1-4 5-9 10-19 20-49 50-99 100-249 250+ TotalAgriculture & Food Production 188 98 78 61 27 15 7 474 Advanced Manufacturing 596 201 124 90 31 19 5 1,066 Bio-Medical 53 22 14 14 4 8 1 116 Business Services 1,980 647 470 360 139 90 46 3,732 Building & Construction 908 252 156 79 34 22 6 1,457 Education 330 202 195 199 96 42 23 1,087 Energy 54 34 24 24 17 2 2 157 Health Care 8,639 867 575 345 118 94 76 10,714 Hospitality, Leisure & Entertainment 1,924 675 581 573 182 67 22 4,024 Logistics & Transportation 265 73 52 55 20 13 12 490 Real Estate, Finance & Insurance 1,115 479 344 163 62 37 16 2,216 Wood, Wood Products & Publishing 111 42 42 21 11 11 3 241 Industries outside of Clusters 3,584 1,173 825 527 154 104 27 6,394 All Industry Clusters 19,747 4,765 3,480 2,511 895 524 246 32,168

Industry Count PercentIndustries outside of Clusters 2,679 42%Hospitality, Leisure & Entertainment 2,011 50%Health Care 1,905 18%Business Services 1,616 43%Real Estate, Finance & Insurance 1,048 47%Education 692 64%Building & Construction 521 36%Advanced Manufacturing 446 42%Agriculture & Food Production 264 56%Logistics & Transportation 200 41%Wood, Wood Products & Publishing 116 48%Energy 99 63%Bio-Medical 54 47%All Industry Clusters 11,651 36%

18%36%36%41%42%42%43%47%47%48%50%

56%63%64%

0% 50% 100%

Health CareBuilding &…

All Industry ClustersLogistics &…Advanced…

Industries outside of…Business Services

Bio-MedicalReal Estate, Finance…

Wood, Wood…Hospitality, Leisure…Agriculture & Food…

EnergyEducation

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 7

NUMBER OF EMPLOYERS BY INDUSTRY CLUSTER IN PHILADELPHIA: CHART

Source: PA Employer Database 2013 PERCENT OF EMPLOYERS BY SIZE IN IN INDUSTRY CLUSTERS IN PHILADELPHIA: CHART

Source: PA Employer Database 2013

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 8

Worker Demographics by Industry Cluster Workforce demographics are examined by gender, age, and education of workers. Gender of Workers by Industry Cluster

• Philadelphia workers are predominantly female – women make up 54 percent of workers across all industries because of their overrepresentation in the largest industry clusters of Health Care and Education.

• The gender split is somewhat even in the Bio-Medical; Hospitality, Leisure & Entertainment; Business Services; Real Estate, Finance &Insurance industry clusters.

• Men make up a larger share of workers in Advanced Manufacturing; Building & Construction; Energy; and Logistics & Transportation.

• Women dominate the Health Care and Education industry clusters. GENDER OF WORKERS BY INDUSTRY CLUSTER IN PHILADELPIHA IN 2013Q1+3 PREVIOUS QUARTERS

Source: Philadelphia Works Analysis of Quarterly Workforce Indicators data. Age of Workers by Industry Cluster

• Younger workers (14-24 years old) make up 13 percent of total employment. Older workers (55 and over) make up 20 percent of the workers in Philadelphia.

• Hospitality, Leisure & Entertainment and Industries outside of Clusters employed the highest number of younger workers by volume and percent. Advanced Manufacturing, Bio-Medical, and Education clusters employed the largest share of older workers by percent.

• 25-54 year old adults are distributed across industries similar to all age groups.

Cluster Men Women % MENAdvanced Manufacturing 79% 21%Agriculture & Food Production 74% 26%Bio-Medical 48% 52%Building & Construction 78% 22%Business Services 53% 47%Education 38% 62%Energy 78% 22%Health Care 28% 72%Hospitality, Leisure & Entertainment 52% 48%Industries outside of Clusters 47% 53%Logistics & Transportation 72% 28%Real Estate, Finance & Insurance 48% 52%Wood, Wood Products & Publishing 66% 34%All Industries 46% 54%

28%38%

46%47%48%48%52%53%

66%72%74%78%78%79%

0% 50% 100%

Health CareEducation

All IndustriesInd. outside of Clusters

Real Estate, Fin.& Ins.Bio-Medical

Hospitality, Leisure & Ent.Business Services

Wood, Wood Prod. & Pub.Logistics & Transportation

Agriculture & Food Prod.Building & Construction

EnergyAdvanced Manufacturing

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 9

TOP INDUSTRY CLUSTERS BY AGE OF WORKERS IN 2013Q1+3 PREVIOUS QUARTERS IN PHILADELPHIA: YOUNGER WORKERS (14-24) BY VOLUME OLDER WORKERS (55+) BY VOLUME

% YOUNGER WORKERS (14-24) % OLDER WORKERS (55+)

Source: Philadelphia Works Analysis of Quarterly Workforce Indicators data.

Education of Workers by Industry Cluster

• The majority of workers across all industry clusters have a Bachelor’s degree or higher (29 percent) or an Associate’s degree (26 percent).

• Educational attainment varies across industry clusters – workers without a high school diploma and with only a high school diploma made up a large share of the Advanced Manufacturing; Logistics & Transpiration; and Hospitality, Leisure & Entertainment industry clusters. Workers

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 10

with some college or an Associate’s degree made up a large share of Health Care; Advanced Manufacturing; Logistics & Transportation; and Building & Construction industry jobs. Real Estate, Finance & Insurance; Education; Bio-Medical; and Business Services clusters rely heavily on workers with a Bachelor’s degree or higher.

EDUCATION OF WORKERS BY INDUSTRY CLUSTER IN PHILADELPHIA IN 2013Q1+3 PREVIOUS QUARTERS: % < HIGH SCHOOL % HIGH SCHOOL DIPLOMA

% SOME COLLEGE/ASSOCIATES % BACHELOR’S DEGREE AND OVER

Source: Philadelphia Works Analysis of Quarterly Workforce Indicators data.

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 11

Worker Turnover by Industry Cluster

• Turnover rates help us evaluate the churning in the labor force – meaning the average number of separations and hires for the industry group. The rate shows what percentage of the labor force is new.

• Turnover rates vary by industry cluster. Turnover rates are highest in the Hospitality, Leisure & Entertainment, and Building & Construction clusters. Industries outside of Clusters have a high turnover rate as many retail businesses make up this group.

TURNOVER RATES IN PHILADELPHIA IN 2012Q3 (FOUR QUARTER MOVING AVERAGE)

Source: Philadelphia Works Analysis of Quarterly Workforce Indicators data.

Education Required by Occupations in the Industry Clusters Jobs found in the industry clusters vary by the level of educational attainment required. Education required by occupations in the industry clusters comes from the Bureau of Labor Statistics data that show the typical education of workers. In the real world, education and experience requirements are fluid – in many cases education can stand in for experience and the other way around in occupations not relying on professional certifications.

Industry Cluster TurnoverAdvanced Manufacturing 7%Agriculture & Food Production 8%Bio-Medical 6%Building & Construction 11%Business Services 8%Education 8%Energy 11%Health Care 9%Hospitality, Leisure & Entertainment 14%Industries outside of Clusters 12%Logistics & Transportation 6%Real Estate, Finance & Insurance 6%Wood, Wood Products & Publishing 8%All Industries 9%

6%6%6%7%8%8%8%8%9%9%

11%11%12%

14%

0% 10% 20%

Bio-MedicalReal Estate, Fin.& Ins.

Logistics & TransportationAdvanced Manufacturing

Wood, Wood Prod. & Pub.Agriculture & Food Prod.

EducationBusiness Services

Health CareAll Industries

EnergyBuilding & ConstructionInd. outside of Clusters

Hospitality, Leisure & Ent.

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 12

EDUCATION AND EXPERIENCE REQUIRED BY OCCUPATIONS IN THE INDUSTRY CLUSTERS

Source: Philadelphia Works analysis of the QCEW Employees & Non-QCEW Employees - EMSI 2013.4 Class of Worker data TOP INDUSTRY CLUSTERS BY EDUCATION REQUIRED OF WORKERS: NUMBER OF JOBS LIMITED SKILLS REQUIRED SOME TRAINING OR EXPERIENCE

Source: Philadelphia Works analysis of the QCEW Employees & Non-QCEW Employees - EMSI 2013.4 Class of Worker data

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 13

TOP INDUSTRY CLUSTERS BY EDUCATION REQUIRED OF WORKERS: SOME COLLEGE OR ASSOCIATE'S BACHELOR'S OR HIGHER

Source: Philadelphia Works analysis of the QCEW Employees & Non-QCEW Employees - EMSI 2013.4 Class of Worker data

Intersection of Industry Clusters and Occupations Staffing patterns analysis helps to identify the relationships between occupations and industry clusters. Here, we look at what occupational families (groups of occupations with similar skills) are most important to the industry clusters and examine what industry clusters need workers in selected occupational families.

• Some industry clusters source workers from several occupational families. For example, the Hospitality, Leisure & Entertainment cluster mostly relies on workers in Food Preparation with 66 percent of workers in this family. Other industry clusters such as Business Services employ workers from across several occupational families.

• Another way of examining the relationship between industries and occupations is to look at what industry clusters employ workers in major occupational families. Some occupational families, like Education occupations, are mostly concentrated in one industry cluster (Education). Other occupational families such as Office and Administrative Support occupations cut across multiple industry clusters.

The table below shows the relationship between industry clusters and occupational families and answers questions like: what occupational families support the Advanced Manufacturing industry cluster?

Overview of Targeted Industry Clusters, Updated on June 30, 2014

© 2014 Philadelphia Works, Inc. | All rights reserved. 14

TOP OCCUPATIONAL FAMLIES FOUND IN TARGETED INDUSTRY CLUSTERS IN PHILADELPHIA

Source: Philadelphia Works analysis of the QCEW Employees & Non-QCEW Employees - EMSI 2013.4 Class of Worker data

Industry/Occupation % Industry/Occupation %Advanced Manufacturing Agriculture & Food ProductionProduction 24% Transportation 27%Sales and related 21% Production 26%Instalation, maint., and repair 19% Sales and related 18%Office and admin. support 13% Office and admin. support 13%Transportation 10% Instalation, maint., and repair 4%Other 13% Other 12%Bio-Medical Building & ConstructionLife, physical, and soc.science 19% Construction 30%Production 16% Sales and related 20%Office and admin. support 15% Architecture and Engineering 13%Architecture and Engineering 9% Office and admin. support 13%Healthcare pract. 9% Transportation 6%Other 31% Other 17%Business Services EducationOffice and admin. support 25% Education 41%Legal 13% Office and admin. support 21%Business and financial operations 11% Building and grounds cleaning and maint. 5%Protective service 9% Personal care and service 5%Comp. and mathematical 7% Management 5%Other 36% Other 24%Energy Health CareProduction 18% Healthcare pract. 32%Office and admin. support 17% Healthcare support 17%Transportation 16% Office and admin. support 16%Instalation, maint., and repair 14% Community and soc. services 10%Business and financial operations 7% Personal care and service 6%Other 29% Other 20%Hospitality, Leisure & Entertainment Logistics & TransportationFood preparation 66% Transportation 49%Sales and related 7% Office and admin. support 26%Personal care and service 6% Instalation, maint., and repair 10%Office and admin. support 5% Business and financial operations 4%Building and grounds cleaning and maint. 5% Sales and related 4%Other 11% Other 8%Real Estate, Finance & Insurance Wood, Wood Products & PublishingOffice and admin. support 41% Production 26%Business and financial operations 23% Sales and related 21%Sales and related 16% Office and admin. support 20%Management 6% Arts, design, ent., sports, and media 12%Comp. and mathematical 5% Transportation 8%Other 10% Other 13%

Overview of Targeted Industry Clusters, Updated on June 30, 2014

One Penn Center at Suburban Station 1617 JFK Boulevard, 13th Floor Philadelphia, PA 19103

P: 215-963-2100 F: 215-567-7171 www.philaworks.org

Notes on Data We followed industry cluster definitions proposed by the Center for Workforce Information & Analysis. Some industries, such as those that have a low number of jobs in Philadelphia County, were excluded from the analysis and PA industry clusters were formed in the same way to make comparisons possible. All the wage, employment, and staffing patterns data in this report come from the EMSI 2013.4 Class of Worker Data. EMSI industry data have various sources including the QCEW (Quarterly Census of Employment and Wages), with supplemental estimates from County Business Patterns and Current Employment Statistics. Non-QCEW employees data are based on a number of sources including QCEW, Current Employment Statistics, County Business Patterns, BEA State and Local Personal Income reports, the National Industry-Occupation Employment Matrix (NIOEM), the American Community Survey, and Railroad Retirement Board statistics. Philadelphia Works worked with the Quarterly Workforce Indicators data available through the U.S. Census and defined the industry clusters at the four-digit NAICS code level. An industry group was assigned to a cluster if most of the employment fell in that cluster. Because the data are cyclical, the quarterly data were smoothed using a simple moving average. This report shows the data for the third quarter of 2012 plus three previous quarters. The PA Employer Database available through the Center for Workforce Information & Analysis was used to report on the employers by size.

Finance Report

MEMORANDUM To: Finance Committee From: Joseph P. Onorato Date: August 26, 2014 RE: Operations Narrative

Enclosed for your review are the Unaudited Financial Statements of Position, Statement of Activities and cash flows for the Year Ended June 30, 2014 for Philadelphia Works, Inc.

Due to clarification by the Commonwealth of the EARN performance revenue in March, 2014, we needed to reclassify the earned performance revenue for FY2013 and FY2014. After reviewing the initial June 30, 2014 draft financial statements with our auditors they suggested that the performance revenue received should be reclassified as deferred revenue. In order to have comparable statements our June 30, 2013 audit report will then need to be restated. Earned performance revenue is now being classified as deferred revenue on the balance sheet. These are funds that will be paid as performance revenue to the providers that have documented allowable program expenses. Once providers have submitted invoices and supporting documentation, they will receive their performance payment. This change affects TANF Performance Revenue earned through June 30, 2014 which totaled $6.6MM. This is revenue received in FY2014 for FY2013 of $2MM and revenue earned in FY2014 of $4.1MM not yet received. Expenses will then be reimbursed by Philadelphia Works to the EARN and JSST providers. The Statement of Financial positions indicates current assets totaling $21.7MM compared to current liabilities totaling $20.3MM indicating a favorable current ratio greater than 1:1. Accordingly we are meeting our short term obligations. EARN center operations have utilized approximately 100 percent of cost reimbursement funds. EARN cost reimbursement invoices have been paid to providers through May 31, 2014.

WIA operations funding is approximately 82 percent spent through June 30, 2014, with the remaining balance of funds carried over to FY2015. Philadelphia Works has reimbursed Philadelphia Youth Network (PYN) 93 percent of its youth allocation with the remaining balance carried over to FY2015.

Analysis of administrative and programmatic operations has been included for your review. Among the highlights are the following:

• Administrative expenses indicates an under spending variance of $28,499. The variance is due primarily to open positions for parts of the year and maintenance not incurred as of June 30, 2014.

• Program expenses indicate an under spending variance of approximately $11MM primarily attributable to performance results. The performance variance of approximately $10.5MM includes the following:

WIA carryover grants of $1.6MM. WIA Youth of $750K TANF Deferred Revenue of $4.1MM TANF performance underutilization of $4MM.

• The remaining $550K includes variance for other operating expense categories not incurred as of June 30, 2014.

Philadelphia Works Financial Statements and Funding Forecast for the Year Ended June 30, 2014 and 2013

One Penn Center at Suburban Station 1617 JFK Boulevard, 13th Floor Philadelphia, PA 19103

P: 215-963-2100 F: 215-567-7171 www.philaworks.org

Financial Statements and Funding Forecast As of June 30, 2014 and 2013

Table of Contents

Statement of Financial Position .......................................... …...3

Revenue Analysis as of June 30, 2014 and 2013 ....................... 4

Unaudited Statements of Activities June 30, 2014 and 2013 .... 5

Unaudited Statement of Cash Flows June 30, 2014 and 2013 .. 6

Actual to Budget Comparison–Admin

June 30, 2014 and 2013 ........................................................ 7

Actual to Budget Comparison–Program June 30, 2014 and 2013 ........................................................ 8 Statement of Activities by Funding Source for Year Ended June 30, 2014 and 2013 (Unaudited) .................. 9

Philadelphia Works Financial Statements and Funding Forecast for the Year Ended June 30, 2014 and 2013

© 2013 Philadelphia Works, Inc. | All rights reserved. 3

PHILADELPHIA WORKS STATEMENTS OF FINANCIAL POSITION AS OF JUNE 30, 2014 AND 2013

Philadelphia Works Financial Statements and Funding Forecast for the Year Ended June 30, 2014 and 2013

© 2013 Philadelphia Works, Inc. | All rights reserved. 4

PHILADELPHIA WORKS REVENUE ANALYSIS AS OF JUNE 30, 2014 AND 2013

Philadelphia Works Financial Statements and Funding Forecast for the Year Ended June 30, 2014 and 2013

© 2013 Philadelphia Works, Inc. | All rights reserved. 5

PHILADELPHIA WORKS UNAUDITED STATEMENTS OF ACTIVITIES JUNE 30, 2014 AND 2013

Philadelphia Works Financial Statements and Funding Forecast for the Year Ended June 30, 2014 and 2013

© 2013 Philadelphia Works, Inc. | All rights reserved. 6

PHILADELPHIA WORKS UNAUDITED STATEMENT OF CASH FLOWS JUNE 30, 2014 AND 2013

Philadelphia Works Financial Statements and Funding Forecast for the Year Ended June 30, 2014 and 2013

© 2013 Philadelphia Works, Inc. | All rights reserved. 7

PHILADELPHIA WORKS ACTUAL TO BUDGET COMPARISON – ADMINISTRATION JUNE 30, 2014 AND 2013

Philadelphia Works Financial Statements and Funding Forecast for the Year Ended June 30, 2014 and 2013

© 2013 Philadelphia Works, Inc. | All rights reserved. 8

PHILADELPHIA WORKS ACTUAL TO BUDGET COMPARISON – PROGRAM JUNE 30, 2014 AND 2013

Philadelphia Works Financial Statements and Funding Forecast for the Year Ended June 30, 2014 and 2013

© 2013 Philadelphia Works, Inc. | All rights reserved.

9

PHILADELPHIA WORKS STATEMENT OF ACTIVITIES BY FUNDING SOURCE FOR THE YEAR ENDED JUNE 30, 2014 AND 2013 (UNAUDITED)

MEMORANDUM To: Finance Committee From: Joseph P. Onorato Date: August 26, 2014 RE: Operations Narrative

Enclosed for your review are the Unaudited Financial Statements of Position, Statement of Activities and cash flows for the Month Ended July 31, 2014 for Philadelphia Works, Inc.

The Statement of Financial positions indicates current assets totaling $17.4MM compared to current liabilities totaling $15.9MM indicating a favorable current ratio greater than 1:1. Accordingly we are meeting our short term obligations.

EARN center operations have utilized approximately 8 percent of cost reimbursement funds. EARN cost reimbursement invoices have been paid to providers through May 31, 2014. TANF Performance Revenue earned through July 31, 2014 total $6.9MM. This is revenue received in FY2014 for FY2013 and revenue earned in FY2014 not yet received. Expenses will be reimbursed once invoiced by the EARN and JSST providers

Analysis of administrative and programmatic operations has been included for your review among the highlights is the following:

• Administrative expenses indicates an under spending variance of $1,584. • Program expenses indicate an under spending variance of approximately $297K primarily

attributable to performance results and equipment and software purchases that were not incurred as of July 31, 2014.

Philadelphia Works Financial Statements and Funding Forecast for the Month Ended July 31, 2014

One Penn Center at Suburban Station 1617 JFK Boulevard, 13th Floor Philadelphia, PA 19103

P: 215-963-2100 F: 215-567-7171 www.philaworks.org

Financial Statements and Funding Forecast As of July 31, 2014

Table of Contents

Statement of Financial Position ..................................................... 3

Revenue Analysis July 31, 2014 ...................................................... 4

Unaudited Statements of Activities July 31, 2014 ............. 5

Unaudited Statement of Cash Flows July 31, 2014 ........... 6

Projected Costs–Admin for the one Month Ended July 31, 2014 ...................................................................................... 7

Projected Costs–Program for the one Month Ended July 31, 2014 ...................................................................................... 8

Statement of Activities by Funding Source for One Month Ended July 31, 2014 (Unaudited) ........... 9

Philadelphia Works Financial Statements and Funding Forecast for the Month Ended July 31, 2014

© 2013 Philadelphia Works, Inc. | All rights reserved. 3

PHILADELPHIA WORKS STATEMENTS OF FINANCIAL POSITION AS OF JULY 31, 2014

Philadelphia Works Financial Statements and Funding Forecast for the Month Ended July 31, 2014

© 2013 Philadelphia Works, Inc. | All rights reserved. 4

PHILADELPHIA WORKS REVENUE ANALYSIS JULY 31, 2014

Philadelphia Works Financial Statements and Funding Forecast for the Month Ended July 31, 2014

© 2013 Philadelphia Works, Inc. | All rights reserved. 5

PHILADELPHIA WORKS UNAUDITED STATEMENTS OF ACTIVITIES JULY 31, 2014

Philadelphia Works Financial Statements and Funding Forecast for the Month Ended July 31, 2014

© 2013 Philadelphia Works, Inc. | All rights reserved. 6

PHILADELPHIA WORKS UNAUDITED STATEMENT OF CASH FLOWS AS OF JULY 31, 2014

Philadelphia Works Financial Statements and Funding Forecast for the Month Ended July 31, 2014

© 2013 Philadelphia Works, Inc. | All rights reserved. 7

PHILADELPHIA WORKS PROJECTED COSTS – ADMIN FOR THE ONE MONTH ENDED JULY 31, 2014

Philadelphia Works Financial Statements and Funding Forecast for the Month Ended July 31, 2014

© 2013 Philadelphia Works, Inc. | All rights reserved. 8

PHILADELPHIA WORKS PROJECTED COSTS – PROGRAM FOR THE ONE MONTH JULY 31, 2014

Philadelphia Works Financial Statements and Funding Forecast for the Month Ended July 31, 2014

© 2013 Philadelphia Works, Inc. | All rights reserved. 9

PHILADELPHIA WORKS STATEMENTS OF ACTIVITIES BY FUNDING SOURCE FOR ONE MONTH ENDED JULY 31, 2014 (UNAUDITED)

Workforce System Quarterly Summary Report

Workforce System Quarterly Summary Report September 17, 2014

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 1

Summary: Fourth Quarter Program Year 2013 (April 1, 2014 through June 30, 2014) The system met or exceeded all 9 WIA common measures for the 3rd consecutive year.

• The number of job seekers enrolled in the PA CareerLink® Philadelphia system rose by 7,000 this year (128,037 job seekers in fiscal year 2014).

• The EARN system saw a decline in closed cohorts this year in placements “countable” for reimbursement by the commonwealth despite comparable caseloads.

PHILADELPHIA WORKFORCE SYSTEM FINANCIAL SUMMARY IN FY2014Q4

Note: WIA and TANF youth system funding report is not final. The end-of the year youth numbers will be available in December 2014.

Areas of Strength • The system has met all WIA Adult and Dislocated Worker Common Measures and exceeded the

three WIA Youth common measures. • In response to the work of staff and partners promoting the use of system tools, the usage of

the web-based tools EMSI Resume Builder and Career Coach more than doubled as compared to the previous program year with 17,243 resumes created and 6,424 careers explored.

AREAS OF STRENGTH DURING THE FOURTH QUARTER

Annual BudgetExpenditures Year-to-Date

% Expended Year-to-Date

Adult and Dislocated Worker Training FundsCustomized Job Training (CJT) $245,446 $22,174 9%On-the-Job Training (OJT) $1,125,058 $805,804 72%Individual Training Accounts (ITA) $514,420 $393,068 76%EARN System EARN and JSST Cost Reimbursement $13,910,167 $13,910,167 100%EARN and JSST Performance $10,933,201 $368,347 3%Youth SystemWIA Year-Round Programs $2,389,171 $2,258,662 95%TANF-funded programs $3,412,996 $3,174,650 93%

Areas of Strength Outcome

Expected Outcome/ Last Year

Trend

Status

WIA Adult & Dislocated Worker and Common Measures Goals met 6 out of 6 6 out of 6 on trackWIA Youth Common Measure Goals were exceeded 3 out of 3 3 out of 3 exceeds goalNumber of EMSI Resume Builder users in PY2013 17,243 8,610 100 % above goalNumber of EMSI Career Coach users in PY2013 6,424 2,881 123 % above goal% of youth with positive outcomes in WIA-funded programs year-to-date 64% no trend on target

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 2

Areas of Concern • WIA training registrations continue at levels below our expectations – reducing access to

training to residents. • Placement rates in the system, both TANF and WIA, continue at rates below pre-recession

levels. • Policy associated with the EARN cohort system over the past 2 years moved the system towards

cost-reimbursement funding. (These policies have been revised for the 2014-2015 fiscal year.) AREAS OF CONCERN DURING THE FOURTH QUARTER

Development of the Metrics Aside from the common measures, which are measures of performance defined by the Federal Employment & Training Administration, the metrics in this report were determined locally. In all cases, there were discussions between members of the workforce investment board, their staff, and the entity who would be responsible for reporting and meeting metrics. This report documents the evolution of providing transparency and accountability across the system. Over the past year, Committees of the Philadelphia workforce board worked to build information streams that would identify problem areas in the system and celebrate strengths. This work continues as a dynamic process. Partners required to report information are:

• The WIA Title I Provider - PCG manages Title I adult and dislocated worker services for residents and employers

• The Philadelphia PA CareerLink® Operator Consortium – partner management of the one-stop centers

• The YouthWorks Administrator – Philadelphia Youth Network manages Title I and TANF youth activities

• The EARN system services providers – Philadelphia Works manages these to provide services to adult TANF clients

Some of the WIA Metrics were specified and tracked according to the WIA Title I Provider contract, while other metrics are monitored for trends. Some of the metrics in this report for the Philadelphia PA CareerLink® Operator have goals that are yet to be determined. Therefore these metrics are tracked, but not benchmarked until more information has been collected. Others, such as those in the EARN system are under revision given changes in the way reimbursement may be paid. Commonwealth required performance and metrics identified by the Local Management Committee are included in this report. YouthWorks Administrator metrics were identified and tracked starting with the first quarter of program year 2012.

Areas of Concern Outcome

Expected Outcome/ Last Year

Trend

Status

Number of new WIA training participants 200 300 33% below goalEARN Job Placement rate for newly confirmed cohorts (Oct. 2013 - Jan. 2014)

14-20% 50% below goal

Percentage of EARN Performance Funding earned to-date $368,347 $10,933,201 below budget

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 3

Philadelphia Local Workforce Investment Area Program Year 2013—July 1, 2013 to June 30, 2014 What This Report Includes The following report is a quarterly look at the Philadelphia workforce system –those parts funded through Workforce Investment Act (WIA) allocations and through the Temporary Assistance for Needy Families (TANF). WIA is a federally legislated program currently up for reauthorization. Funds are distributed to the States and then allocated to local areas for strategic use in services to disadvantaged adults, dislocated workers, disadvantaged youth, and for services to employers who hire these workers. WIA requires local control over the use of funds. The Mayor’s appointed Workforce Investment Board must monitor and provide oversight for WIA related activities as well as advance system-building, guide collaboration and coordination with partners, and build strategic policy to address the workforce needs in the City of Philadelphia. TANF funds flow through the workforce system to support youth programming and the Employment and Retention Network (EARN) centers. Philadelphia Works administers funds from the Pennsylvania Department of Public Welfare for the EARN system to place those receiving benefits into employment. TANF youth funding supports the E3 Centers throughout the city and summer work experiences. Other funds reflected in this report are: Wagner-Peyser funds, that support the PA CareerLink® facilities and provide state staff to deliver core services and industry partnership training funds, funded through the Pennsylvania budget.

What Philadelphia Works Does: For employers and businesses Philadelphia Works can expand your business by helping you find, train, and in some cases, subsidize wages of new employees. We may also be able to fund training programs for upgrading the skills of your current workers. Employer services line: 800-892-2288 or business@philaworks.org. For job seekers If you are looking for a new job or opportunities to advance or change your career, you can connect with job search and training resources, including the four Philadelphia PA CareerLink® centers. Job seeker services are detailed further on the website at: http://www.philaworks.org/job-seekers/welcome.

One Penn Center at Suburban Station 1617 JFK Boulevard, 13th Floor Philadelphia, PA 19103

P: 215-963-2100 F: 215-567-7171 www.philaworks.org

Workforce System Quarterly Summary Report June 18, 2014

Table of Contents Common Measures ................................................................................. 6

System Finances ........................................................................................ 8

WIA Title I Provider Performance Metrics ......................... ..10

EARN System Summary ..................................................................... 28

PA CareerLink® Metrics ..................................................................... 40

Youth System Summary .................................................................... 53

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 5

Philadelphia Local Workforce Investment Area Program Year 2013—July 1, 2013 to June 30, 2014

Local Labor Market Conditions and Numbers Served Labor Demand and Supply PHILADELPHIA TOTAL EMPLOYMENT AND LABOR MARKET PARTICIPATION 2009 TO 2014

Source: BLS LAUS, CWDS PHILADELPHIA PRIVATE SECTOR EMPLOYMENT BY GOODS PRODUCING AND SERVICE PRODUCING

Source: U.S. BLS Quarterly Census of Employment and Wages; Goods Producing and Service Producing. Calendar years and quarters are used in this table.

Calendar Year Qtr Unemp.

PA CareerLink®

VisitorsRatio

2011 Q1 68,433 28,874 42%Q2 68,025 31,558 46%Q3 74,281 28,861 39%Q4 70,371 22,105 31%

2012 Q1 70,357 24,660 35%Q2 69,313 27,284 39%Q3 74,534 42,114 57%Q4 68,909 27,664 40%

2013 Q1 69,111 25,615 37%Q2 65,393 26,432 40%Q3 69,310 41,239 59%Q4 59,408 35,994 61%

2014 Q1 51,993 32,641 63%Q2 48,172 18,163 38%

500,000

520,000

540,000

560,000

580,000

600,000

620,000

640,000

660,000

680,000

Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2

2009 2010 2011 2012 2013 2014

Employment Labor Force

Industry 2007 % 2013 %Goods ProducingNatural Resources and Mining Not Disclosed Construction 11,553 2% 9,860 2%Manufacturing 28,312 4% 21,775 3%Service ProducingTrade, Transp., and Utilities 84,492 13% 86,328 14%Information 12,567 2% 11,013 2%Financial Activities 46,026 7% 39,529 6%Professional and Business Serv. 81,978 13% 81,642 13%Education and Health Services 183,433 29% 194,480 31%Leisure and Hospitality 57,983 9% 64,509 10%Other Services 21,779 3% 21,210 3%GovernmentFederal Government 32,081 5% 30,486 5%State Government 10,678 2% 10,809 2%Local Government 61,265 10% 61,567 10%Total 632,147 633,258

-

100,000

200,000

300,000

400,000

500,000

600,000

Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4

2007 2008 2009 2010 2011 2012 2013

Goods-Producing Service-Providing

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 6

Common Measures: Federally Mandated These measures are defined by the federal government. Levels for local areas are set by the Pennsylvania Department of Labor & Industry. Common measures lag activity by up to 18 months. Performance goals (the red lines) are considered met if the local area achieves 80 percent or higher of the goal (the yellow lines). In the fourth quarter of program year 2013, Philadelphia area met all adult and dislocated worker common measures and exceeded the youth measures.

WIA Adult WIA Adult Allocation in PY 2013: $4,422,277 PHILADELPHIA WIA ADULTS ENTERED EMPLOYMENT RATE WITHIN THREE MONTHS

PHILADELPHIA WIA ADULT RETENTION AT SIX MONTHS FROM QUARTER OF EMPLOYMENT

PHILADELPHIA WIA ADULT SIX MONTHS AVERAGE EARNINGS

WIA Dislocated Worker WIA Dislocated Worker Allocation PY 2013: $2,424,880 PHILADELPHIA DISLOCATED WORKER ENTERED EMPLOYMENT RATE WITHIN THREE MONTHS

PHILADELPHIA DISLOCATED WORKER RETENTION AT SIX MONTHS FROM QUARTER OF EMPLOYMENT

PHILADELPHIA DISLOCATED WORKER SIX MONTHS AVERAGE EARNINGS

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 7

Youth WIA Youth Allocation PY2013: $4,258,457 PHILADELPHIA YOUTH PLACEMENT INTO POST-SECONDARY, MILITARY OR EMPLOYMENT

PHILADELPHIA YOUTH RATE OF DEGREE OR CERTIFICATION ATTAINMENT

YOUTH SCORING BELOW AN 8TH GRADE LEVEL SHOWING GAINS IN LITERACY OR NUMERACY

Notes: there were no youth to count in the first quarter of PY2012 for youth literacy or numeracy gains. Adult and Dislocated Workers entered employment are cumulative and represent exiters for the period during October 1, 2012 through September 30, 2013. Adult and Dislocated Worker retention and wages are based on participants exiting from April, 2012 through March 31, 2013. Youth programs run for 9, 12 and 24 month periods. Youth placement and attainment of degree or certification numbers reflect only those youth exiters from July 1, 2011 through June 30, 2012.

Local Performance These performance metrics apply only to those served by the public workforce system and who are WIA registered. The number of WIA registered job seekers is between 5 and 10 percent of the total unique persons served each year. A dislocated worker: • Has been terminated or laid off, or has received

a notice of termination or layoff from employment;

• Is eligible for or has exhausted unemployment insurance;

• Has demonstrated an appropriate attachment to the workforce, but not eligible for unemployment insurance and unlikely to return to a previous industry or occupation;

• Has been terminated or laid off or received notification of termination or layoff from employment as a result of a permanent closure or substantial layoff;

• Is employed at a facility where the employer has made the general announcement that the facility will close within 180 days;

• Was self-employed (including employment as a farmer, a rancher, or a fisherman) but is unemployed as a result of general economic conditions in the community or because of a natural disaster; or

• Is a displaced homemaker who is no longer supported by another family member.

Common measures outcomes reported during the fourth quarter are: WIA Adult: • Entered employment: 882 • Six-month retention: 374 • Average six months earnings: $11,845

WIA Dislocated Workers: • Entered employment: 687 • Six- month retention: 428 • Average six months earnings: $14,915

Youth • Placement in post-secondary education,

military, or employment: 292 • Attainment of a degree or certification: 391 • Youth Literacy / Numeracy gains: 143

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 8

System Finances: Overview of Funds Used for Training and Employment Services during April 1, 2014 through June 30, 2014 WIA System Fiscal Summary The information below reflects use of Workforce Investment Act (WIA) Formula funds, National Emergency Grants On-the-Job Training (NEG OJT) funds, and industry partnership funds in the public system for direct services and training only, not for administration of the system. The Job Seeker Services funds reflect only WIA and not Wagner-Peyser funds in the local PA CareerLink® system. 82 percent of adult WIA funds for fiscal year 2014(aligned with program year 2013) including funds carried over from fiscal year 2013 (aligned with program year 2012) have been expended. The remaining funds will be carried over to the next program year. OVERVIEW OF SYSTEM FINANCES

Note: *The system carried over $1,351,392 dollars from FY2013 that are included in the budget. 100 percent of the carried over funds have been expended. Totals are shown for combined FY2013 and FY2014 funds. Carry-over clients account for some expenditures but only new participants are shown in Number Served.

Adult & Dislocated Workers*FY2014

Proposed Budget

Expended Year-to-

Date

Percent of Budget

Expended

Number Served

Year-to-Date

Customized Job Training (CJTs) 27Formula Funds $245,446 $22,174 9%On-the-Job Training (OJT) 154Formula Funds $1,025,058 $786,776 77%OJT (NEG) FY2014 $100,000 $19,028 19%Individual Training Accounts (ITAs) 73Formula Funds $514,420 $393,068 76%Training Subtotal $1,884,924 $1,221,046 65% 254Rapid ResponseOther Services $287,741 $150,000 52%Direct Placement for New Immigrants $200,000 $193,000 97% 87Other service activitiesBusiness Services /Economic Development $576,188 $576,188 100%Job Seeker Services $3,500,000 $3,404,986 97%

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 9

OVERVIEW OF YOUTH SYSTEM FINANCES

Note: only cost reimbursement and performance reimbursement program funds are shown in this table. Industry partnership activities are funded by the Commonwealth of Pennsylvania (shown as training funds) and competitive grants from funders in support of workforce development. Social Innovation funds support strategic planning activities and pipeline development activities for employer partners. The partnership is on track to expend the full allocation by the end of the year. Since beginning of the program year, the partnership expected the full allocation of State training funding with 145 trainings completed. OVERVIEW OF INDUSTRY PARTNERSHIP FINANCES

* Training funds only include the State funding. Social Innovation fund is awarded through December 31, 2014.

YouthWorksProposed

Budget

Expended Year-to-

Date

Percent of Budget

Expended

Active Part.

WIA Year-Round Programs $2,389,171 $2,258,662 95% 633 TANF E3 Centers & Support Services $3,312,107 $3,083,970 93% 695 CIS start on success $100,889 $90,680 90% 30

Industry Partnerships Proposed

BudgetExpended in Quarter

Expended Year-to-

Date

% Expended Year-to-

Date

Completed Training Year-

to-Date

Training funds* $74,243 $30,736 $74,243 100% 145Social Innovation Fund - Round 3 $50,000 $6,150 $6,150 12% 15Total Training Funds $124,243 $36,886 $80,393 65% 160

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 10

WIA Performance Metrics (Common measures are part of the WIA Title I Provider and YouthWorks Administrator metrics) The WIA performance metrics include three performance goals and common measures set for program year 2013 and trend metrics tracked by Philadelphia Works. Negotiated performance goals reflected in the contract of the WIA Title I Provider were set for the second through fourth quarters only for current program year 2013. Trend metrics goals are set at performance levels defined as successful or benchmarked to exceed last year’s performance. Not included below are the WIA state-negotiated common measures (pages 6 and 7). Common measures are part of the WIA Title I Provider and YouthWorks Administrator performance goals as well. Metrics set for the WIA Title I Provider were expected to reach the goal set for the second through fourth quarters. Newly WIA registered participants and placements metrics were on target, while training enrollments were below target. SUMMARY OF PRIMARY METRICS FOR THE PERFORMANCE OF WIA TITLE I PROVIDER DURING PY2013Q2-Q4

All other measures are tracked for trends and are not part of the WIA Title I Provider metrics. The following metrics are tracked:

• Financial metrics that show the use of funds in the system, and are not part of the performance metrics for the WIA Title I provider or the Youth Administrator;

• WIA Title I (Adult and Dislocated Worker) Provider performance metrics: o Number of newly registered WIA participants; o Number of new participants placed into training; o Number of new participants placed into employment.

• WIA trend metrics indicate activities across time but are not performance goals. Trend metrics are split into the following categories:

o Job seeker services metrics divided into inputs, metrics that should lead to positive outcomes for job seekers, and outputs, metrics that demonstrate results for job seekers’ outcomes and employers’ outcomes;

Select WIA Provider MetricsPY2013 q2-q4

Goal for PY2013 q2-q4

% of Goal

Goal Status

Number of Adult and Dislocated Workers Newly WIA Registered 2,086 1,875 111% on targetNumber of New Training Participants 200 300 67% below targetNumber of Participants Placed Into Employment by WIA Staff 512 488 105% on target

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 11

o Employer services metrics are metrics demonstrating business affiliation with system and reputation;

o Employer and job seeker satisfaction metrics ; o Metrics documenting building of pipelines and opportunities for residents of all ages in

Philadelphia.

Financial Metrics

Financial metrics track the use of funds in the system. Funds should be used as budgeted to support system activities. A low percentage of expenditures in the beginning of the year is concerning as the system risks not expending the funds by the end of the program year. If a large percentage of funds are needed early in the year, the system must guard against early exhaustion of funding. Philadelphia Works tracks the use of funds in the following tables:

• Percent of total WIA funds expended by the end of the program year; • Funding proposed for economic development projects and special projects.

82 percent of funds in program year 2013, including funds carried over from the previous year, were expended by the end of the fourth quarter. Unspent funds will be carried over into the next program year. PERCENT OF TOTAL WIA FUNDS EXPENDED YEAR-TO-DATE

Note: not a WIA Provider performance metric; expenditures are cumulative. National Emergency Grants On-the-Job Training (NEG OJT) funds are available to the Philadelphia workforce system and the WIA Title I Provider given the persistently high rate of unemployment in the city. The City uses its funds for Economic Development and Special Programs to support business attraction, these efforts are supported with WIA funds where we invest dollars to expand or retain the number of employers through the use of training funds. WIA funded staff collaborate with the

Year QtrFunds

ExpendedFY2012 Q1 15%

Q2 39%Q3 54%Q4 88%

FY2013 Q1 15%Q2 20%Q3 50%Q4 79%

FY2014 Q1 24%Q2 49%Q3 61%Q4 82%

0%10%20%30%40%50%60%70%80%90%

100%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

FY2012 FY2013 FY2014

Funds Expended Annual Goal

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 12

Philadelphia Department of Commerce and the Philadelphia Industrial Development Corporation to invest funds in the activities noted above. FUNDING PROPOSED FOR ECONOMIC DEVELOPMENT PROJECTS AND SPECIAL PROGRAMS

Note: not a WIA Provider performance metric. In FY2013 and FY2014 funds for business services and economic development only show the allocation for Philadelphia Works business engagement team. WIA Provider business services funds cannot be separated from the total WIA Provider budget. Expenditures are cumulative.

WIA Title I (Adult & Dislocated Worker) Provider Performance Metrics Based on contract negotiations, WIA Title I Provider goals are set for the second through fourth quarters of program year 2013. The current WIA Title I Provider started delivering services at the PA CareerLink® centers in Philadelphia in July 2012. Newly WIA Registered Participants Job seekers that are registered to receive WIA services face specific barriers to employment that often require a more extensive set of services to help with successful job placement. In the U. S. Department of Labor sequence of services, core services are basic help such as resume writing and on-line job search. The next levels are intensive services such as one-on-one career counseling and, finally, training services. All those who receive training services must be WIA registered. WIA registration is an indicator of the number of residents who become eligible for intensive and training services. During the second through fourth quarters of program year 2013, 2,086 participants were WIA registered, achieving the goal set for registration.

Year Qtr Funding Expended

FY2012 Q1 $281,905Q2 $612,691Q3 $950,524Q4 $1,310,460

FY2013 Q1 $144,626Q2 $289,252Q3 $433,853Q4 $578,504

FY2014 Q1 $215,556Q2 $288,094Q3 $432,141Q4 $576,188

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

FY2012 FY2013 FY2014Funding Expended Annual Goal

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 13

NUMBER OF ADULT AND DISLOCATED WORKERS NEWLY WIA REGISTERED

Note: Cumulative over the year. Registrations in PY2011 include clients served by WIA other providers. In PY2012 and PY2013 registrations by WIA Provider and other providers are tracked separately. New WIA Training Participants WIA registered participants can be enrolled in training – customized job training programs designed to meet specific employer needs, on-the-job training programs that provide training to new hires, and individual training accounts that allow individuals to enroll into training in occupations in high demand. Only 200 new participants were enrolled in training in the second and fourth quarter, below the expected levels needed to be on track to achieve the year-end goal of 300 slots. NUMBER OF NEW WIA TRAINING PARTICIPANTS

Note: Cumulative over the year. Training numbers also include training slots funded by partner programs for WIA customers.

Year Qtr

New WIA Registered:

WIA Provider

New WIA Registered:

Other Providers

PY2011 Q1 609 No dataQ2 1,024 No dataQ3 1,425 No dataQ4 1,643 No data

PY2012 Q1 223 24 Q2 1,024 31 Q3 1,798 54 Q4 2,730 80

PY2013 Q1 646 - Q2 1,273 13 Q3 1,779 48 Q4 2,732 86

-

500

1,000

1,500

2,000

2,500

3,000

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013

WIA Title I Provider Other Providers

Year QtrNumber of Participants

PY2011 Q1 97 Q2 171 Q3 405 Q4 623

PY2012 Q1 35 Q2 60 Q3 153 Q4 257

PY2013 Q1 113 Q2 169 Q3 251 Q4 313

-

100

200

300

400

500

600

700

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013Number of Participants

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 14

Participants Placed into Jobs Participants receiving training services are tracked individually for placement. Some participants are placed directly as center staff sets up interviews and connects these individuals with employers. Many placements are never recorded because after receiving placement services, job seekers fail to inform staff of their successes. PA CareerLink® staff work with Philadelphia Works business engagement team to identify employment opportunities so that PA CareerLink® staff may place participants. 512 participants were placed into employment during the second through fourth quarters, reaching the goal set for the provider. NUMBER OF PARTICIPANTS PLACED INTO EMPLOYMENT BY WIA STAFF

Note: Cumulative over the year. Number of clients placed into employment in PY2011 included clients served by other providers. In PY2012 and PY2013 clients placed into employment by WIA Provider and other providers are tracked separately. In PY2013 79 percent of placements were direct and 24 percent of placements followed training.

WIA Trend Metrics – These Are Not Performance Metrics The following are metrics tracked for trends and reported in the following categories: job seeker services split into inputs and outputs, employer services, customer satisfaction metrics, and metrics documenting building of pipelines and opportunities for residents of all ages in Philadelphia. Job Seeker Services Job seeker metrics are metrics that track quantity and quality of service delivery to job seekers. Job seeker services metrics are divided into inputs, metrics that should lead to positive outcomes for job seekers, and outputs, metrics that demonstrate results for job seekers.

Year QtrPlacements:

WIA Provider

Placements: Other

ProvidersPY2011 Q1 183 No data

Q2 334 No dataQ3 489 No dataQ4 640 No data

PY2012 Q1 28 30 Q2 98 37 Q3 268 59 Q4 354 106

PY2013 Q1 171 13 Q2 305 25 Q3 495 50 Q4 683 87

- 100 200 300 400 500 600 700 800 900

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013

WIA Title I Provider Other Providers

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 15

Input metrics are: • Number of PA CareerLink® active job seekers; • Number of job seekers receiving intensive services such as one-on-one counseling or adult

literacy services; • The number of participants receiving targeted services for veterans, persons with disabilities,

workers over age 55, ex-offenders, and low-literate populations; • Enrollments in training reflects the diverse population seeking work: 55 percent male; • Enrollment in training reflects the diverse population of the city: 70 percent racial or ethnic

minority. PA CareerLink® Unique Job Seekers Counting unique job seekers enrolled in the public system is a clear indicator of the intensity of resource use at the centers. At the end of the fourth quarter of program year 2013 the number of job seekers visiting PA CareerLink® centers in Philadelphia was above the last year’s trend, while the number of job seekers visiting the system in the fourth quarter was below the previous year’s levels. PA CAREERLINK® UNIQUE JOB SEEKERS ACTIVE IN PA STATE EMPLOYMENT DATA SYSTEM

Note: Cumulative over the year Participants Receiving WIA Intensive Services Job seekers who are WIA registered receive intensive services such as one-on-one career counseling and literacy services. In program year 2012, 2,417 individuals received intensive services, set as a benchmark for tracking this year’s trends. In program year 2013, 2,661 individuals received intensive services, above the previous year’s levels.

Year QtrJob Seekers

Enrolled PY2011 Q1 28,861

Q2 50,966 Q3 75,626 Q4 102,910

PY2012 Q1 42,114 Q2 69,778 Q3 95,393 Q4 121,825

PY2013 Q1 41,239 Q2 77,233 Q3 109,874 Q4 128,037

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013

Job Seekers Enrolled PY2012 Trend

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 16

NUMBER OF PARTICIPANTS RECEIVING ONLY WIA INTENSIVE SERVICES (NO TRAINING)

Note: Cumulative over the year. Number of participants with intensive services in PY2011 include clients served by other providers. In PY2012 and PY2013 participants with intensive service delivered by other providers are noted.

Participants Receiving Services for Targeted Populations

PA CareerLink® offices in Philadelphia continue to serve veterans, experienced (55 years and older) job seekers, ex-offenders, those with disabilities, and low literate participants. The WIA Title I Provider continues close collaboration with PA CareerLink® partners such as the Office of Vocational Rehabilitation, the Veterans Administration, on-site literacy providers, the Philadelphia Mayors’ Office of Reintegration Services, and the Pennsylvania Bureau of Workforce Partnership and Operations. 1,466 participants from targeted populations were served in program year 2013, below last year’s levels. NUMBER OR PARTICIPANTS RECEIVING TARGETED SERVICES FOR VETERANS, PERSONS WITH DISABILITIES, WORKERS OVER 55, EX-OFFENDERS, AND LOW-LITERATE POPULATIONS

Note: Cumulative over the year. Participants receiving more than one service for targeted populations are counted multiple times. Number of unique participants with services in program year 2013 is 1,031.

Year QtrParticipants:

WIA Provider

Participants: Other

ProvidersPY2011 Q1 513 No data

Q2 816 No dataQ3 933 No dataQ4 929 No data

PY2012 Q1 237 26 Q2 921 32 Q3 1,572 55 Q4 2,331 86

PY2013 Q1 672 1 Q2 1,303 12 Q3 1,746 47 Q4 2,661 79

-

500

1,000

1,500

2,000

2,500

3,000

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013

WIA Title I Provider Other Providers PY2012 Trend

Year Qtr Number of Participants

PY2011 Q1 375 Q2 815 Q3 1,101 Q4 1,636

PY2012 Q1 363 Q2 1,019 Q3 1,495 Q4 1,954

PY2013 Q1 424 Q2 777 Q3 1,145 Q4 1,466

-

500

1,000

1,500

2,000

2,500

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013Number of Participants PY2012 Trend

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 17

Enrollment in Training Reflects Diverse Populations of the City

The job seekers in the PA CareerLink® centers in Philadelphia have been two-thirds male as the Great Recession took hold, and continue to be dominated by men. Diversity metrics show whether populations enrolled into training reflect the diversity in the city across gender and race and ethnicity. The system’s goal is to maintain diversity levels at 55 percent male and 70 percent ethnic or racial minorities. The Philadelphia PA CareerLink® offices continue to serve a diverse population of job seekers and ensure that enrollment in training reflects demographics of job seekers. In program year 2013, 51 percent of participants enrolled into training were men and 80 percent of participants self-identified as racial or ethnic minorities.

ENROLLMENT IN TRAINING REFLECTS THE DIVERSE POPULATION OF THE CITY: MALE TO FEMALE

ENROLLMENT IN TRAINING REFLECTS THE DIVERSE POPULATION OF THE CITY: RACIAL OR ETHNIC MINORITY TO OTHER

Note: percentage is calculated based on cumulative numbers over the year. Numbers reported in PY2013 are based on 313 participants placed into training.

Year Qtr % MalePY2011 Q1 44%

Q2 50%Q3 48%Q4 51%

PY2012 Q1 50%Q2 78%Q3 55%Q4 60%

PY2013 Q1 44%Q2 50%Q3 51%Q4 51%

0%10%20%30%40%50%60%70%80%90%

100%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013% Male Goal

Year Qtr % Minority GoalPY2011 Q1 61%

Q2 67%Q3 78%Q4 77%

PY2012 Q1 0%Q2 45%Q3 72%Q4 73%

PY2013 Q1 75%Q2 78%Q3 80%Q4 80%

0%10%20%30%40%50%60%70%80%90%

100%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013% Minority Goal

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 18

Output job seeker metrics demonstrate positive outcomes such as skill increases or entry into employment. Output metrics are:

• Number of new WIA participants placed into training (includes customized job training, on-the-job training, and individual training account participants);

• Number of WIA participants engaged in the use of Microsoft IT Academies and WorkKeys; • Number of placements with wages reaching $13 per hour six months after placement (wages at

placement are reported at this time); • Placement reflects the training completed; • Completion of training leads to college credit or an industry recognized credential through

customized job training and individual training accounts ; and • WIA-registered job seekers “returned unemployed” rate (share of job seekers returning to the

system unemployed after placement).

WIA Participants Placed into Training Here we track the split between customized job training, individual training accounts, and on-the-job training. Training enrollment goals for each type of training are determined by cost of training per person and staff’s capacity to engage employers with on-the-job training funds. Training enrollment benchmarks reflect goals set in the WIA investment strategy for the current program year. Training enrollments are expected to exceed the goals considering the available carry-over funding from the previous year. NUMBER OF NEW WIA CUSTOMIZED JOB TRAINING PARTICIPANTS

Note: Cumulative over the year

Year QtrNumber of Participants

PY2011 Q1 42Q2 63Q3 151Q4 186

PY2012 Q1 0Q2 0Q3 0Q4 0

PY2013 Q1 25Q2 27Q3 27Q4 27

020406080

100120140160180200

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013

Number of Participants Annual Goal

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 19

NUMBER OF NEW WIA INDIVIDUAL TRAINING ACCOUNT PARTICIPANTS

Note: Cumulative over the year NUMBER OF NEW WIA ON-THE-JOB TRAINING PARTICIPANTS

Note: Cumulative over the year Participants Engaged in Use of Microsoft IT Academy and WorkKeys Implementation of WorkKeys and use of the Microsoft IT Academy is a Philadelphia Works initiative that can help individuals confirm or increase their skills. This initiative opens possibilities for adults willing to increase their computer skills or earn a certification in information technology. The system’s goal is to increase enrollment in Microsoft IT Academies and in the use of WorkKeys to 679 unique individuals in program year 2013. 629 unique customers participated in the Microsoft IT Academy in program year 2013, similar to the previous year’s levels. WorkKeys is a job skills assessment system that measures foundational and soft skills. Successful completion of the assessments allows individuals to achieve certifications demonstrating their work-readiness. No WorkKeys certificates were earned.

Year QtrNumber of Participants

PY2011 Q1 35 Q2 59 Q3 118 Q4 167

PY2012 Q1 - Q2 6 Q3 20 Q4 60

PY2013 Q1 18 Q2 43Q3 64Q4 73

- 20 40 60 80

100 120 140 160 180

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013

Number of Participants Annual Goal

Year QtrNumber of Participants

PY2011 Q1 20 Q2 49 Q3 136 Q4 270

PY2012 Q1 5 Q2 40 Q3 109 Q4 165

PY2013 Q1 63 Q2 88 Q3 135 Q4 154

-

50

100

150

200

250

300

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013

Number of Participants Annual Goal

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 20

NUMBER OF NEW PARTICIPANTS ENGAGED IN THE USE OF MICROSOFT IT ACADEMIES AND WORKKEYS

Note: Cumulative over the year

Wages at Placement Wages at about 13 dollars an hour are considered a minimum living wage in Philadelphia. The goal is to help individuals enter employment where wages reach 13 dollars per hour or more within six months of the initial placement. Progress on this goal is tracked by monitoring average (and median) wages at placement and the percentage of individuals that enter employment below 13 dollars per hour. Reported numbers represent initial wages, which may increase after six months or which may not be counted if individuals do not meet a six month retention goal.

PERCENT OF PLACEMENTS WITH WAGES AT OR ABOVE $13 PER HOUR AT PLACEMENT

Note: Cumulative over the year. Wages in PY2013 are based on 683 placements.

Year QtrNumber of Participants

PY2011 Q1 n/aQ2 1 Q3 21 Q4 78

PY2012 Q1 26 Q2 220 Q3 469 Q4 679

PY2013 Q1 197 Q2 365 Q3 496 Q4 629

- 100 200 300 400 500 600 700 800

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013Number of Participants PY2012 Trend

- 100 200 300 400 500 600 700 800

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013Number of Participants PY2012 Trend

Year Qtr % of Placements

PY2011 Q1 37.7%Q2 34.0%Q3 36.9%Q4 38.6%

PY2012 Q1 64.3%Q2 83.7%Q3 86.6%Q4 85.9%

PY2013 Q1 73.1%Q2 77.0%Q3 81.6%Q4 72.6%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013% of Placements Goal

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 21

Average wages in program year 2013 represented a range of placements, with 73 percent of placements at or above the target wage. The median wage was $15.88 per hour, based on 683 clients placed into employment by the WIA Title I Provider. Median wages for all placements (including other providers) was also $15 per hour, with 67 percent of placements at or above 13 dollars an hour. MEDIAN WAGES AT PLACEMENT

Note: Cumulative over the year. Wages in PY2013 are based on 683 placements. Placement Reflects the Training Completed Training-related employment is the direct result of providing training that produces the competencies employers need in occupations where there is demand for new hires. This is a measure of alignment with the local labor market. The goal is to place 90 or more percent of trainees in employment that is related to training. TRAINING RELATED EMPLOYMENT

Note: Cumulative over the year. Training related employment is based on 119 participants completing training and entering employment.

Year Qtr Wage

PY2011 Q1 $11.00Q2 $11.00Q3 $11.00Q4 $11.00

PY2012 Q1 $14.00Q2 $14.50Q3 $14.54Q4 $15.00

PY2013 Q1 $15.05Q2 $15.38Q3 $16.05Q4 $15.88

$0$2$4$6$8

$10$12$14$16$18

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013Wage Goal

Year Qtr% Related

EmploymentPY2011 Q1 72.7%

Q2 74.5%Q3 80.1%Q4 86.5%

PY2012 Q1 92.9%Q2 95.7%Q3 96.1%Q4 95.9%

PY2013 Q1 89.1%Q2 91.2%Q3 92.4%Q4 91.3%

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

100.0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013% Related Employment Goal

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 22

Industry-Recognized Credentials Training that results in an industry recognized credential or college credit is an overall goal of the Philadelphia workforce system. The goal is to ensure that 95 percent of trainees receive college credit or an industry recognized credential. COMPLETION OF TRAINING LEADS TO COLLEGE CREDIT OR AN INDUSTRY RECOGNIZED CREDENTIAL

Note: Cumulative over the year. In program year 2013 the rate is based on 67 completions. “Returned Unemployed” Rate Placements that result in steady, long-term jobs for participants are desired outcomes. A low percentage of job seekers returning to the one-stop centers unemployed in the quarter following placement shows that the match between employers’ needs and job seekers’ skills was effective. The goal is to keep the percentage of customers returning unemployed to the centers in the quarter after placement below 5 percent. Preliminary data for the previous quarter become available only during the following quarter. The data are finalized as unemployment codes are available in the system of record.

Year Qtr% with

CredentialPY2011 Q1 23.7%

Q2 31.0%Q3 35.1%Q4 30.3%

PY2012 Q1 n/aQ2 40.0%Q3 61.9%Q4 59.1%

PY2013 Q1 19.0%Q2 34.5%Q3 54.3%Q4 56.7%

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

100.0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013

% Related Employment Goal

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 23

WIA-REGISTERED JOB SEEKERS “RETURNED UNEMPLOYED” RATE

Note: numbers lag behind one quarter Employer Services Metrics The WIA Title I Provider is expected to work in close collaboration with Philadelphia Works business engagement staff to effectively deliver services to the employer community. Employer services metrics track business affiliation with the system and the reputation of the system. These metrics are:

• New employers enrolled in the state employment system; • New job orders entered into the state employment system; • Number of job orders placed in the system by newly enrolled employers; • Number of all Philadelphia employers receiving direct services from WIA staff; • Number of employers who used the system only to post jobs that agree to receive other

services.

New Employers Enrolled in PA State Employment System In addition to several employer engagement WIA metrics, the total number of new employers enrolled in the state system is tracked. The system allows employers to request screening services and list job openings without cost.

Year Qtr % ReturnedPY2011 Q1 2.7%

Q2 3.3%Q3 1.3%Q4 0.0%

PY2012 Q1 1.8%Q2 1.5%Q3 0.6%Q4 0.4%

PY2013 Q1 2.6%Q2 2.8%Q3 1.5%Q4

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2011 PY2012 PY2013% of Placements Level Not to Exceed

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 24

NEW EMPLOYERS ENROLLED INTO PA STATE EMPLOYMENT SYSTEM

Note: Cumulative over the year NEW JOB ORDERS ENTERED INTO PA STATE EMPLOYMENT SYSTEM

Note: Cumulative over the year Job Orders by New Employers The Philadelphia workforce system strives to not just introduce new employers in the system but to ensure that they use the system for posting job orders in the state job bank. The goal is for the system to achieve 180 job orders placed by newly enrolled employers. Outreach to employers is taking place on an on-going basis. Specifically, Philadelphia Works business engagement staff collaborates with the PA CareerLink® team to outreach to employers. (The employer is then seamlessly provided direct services by the PA CareerLink® team.) Business services and engagement teams work with local chambers and business associations to increase our business penetration, which will in turn yield a larger number of job orders with newly engaged businesses.

Year QtrNumber of Employers

PY2012 Q1 10 Q2 13 Q3 49 Q4 110

PY2013 Q1 98 Q2 129 Q3 152 Q4 168

0100200300400500600700800900

1,000

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

Number of Employers Goal

Year Qtr New Job Orders PY2012 Q1 58

Q2 63 Q3 95 Q4 194

PY2013 Q1 50 Q2 79 Q3 117 Q4 136

-

50

100

150

200

250

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013New Job Orders PY2012 Trend

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 25

NUMBER OF JOB ORDERS PLACED IN THE SYSTEM BY NEWLY ENROLLED EMPLOYERS

Note: Cumulative over the year. Only job orders entered by WIA staff are included in this metric. Number of Philadelphia Employers Receiving Direct Services from WIA Staff The Philadelphia workforce system expects to provide direct services to at least 3 percent of Philadelphia employers to serve approximately 900 employers a year. Documenting services to employers remains a challenge for staff. In program year 2013 168 employers received services. Number of Employers Who Used the System Only to Post Jobs That Agree to Receive Other Services The Philadelphia workforce system hopes to grow the number of employers that benefit from business services – one way to achieve this is to engage employers that already use the public workforce system for posting jobs but do not engage in other ways. The goal is to get 20 of these employers to request additional business services. Employers who place jobs in the state CWDS system are contacted by PA CareerLink® business services staff and supported in their candidate search to insure that employers are aware of the array of services offered by the public workforce system. Employer and Job Seeker Satisfaction Metrics Another set of metrics shows job seekers and employers’ satisfaction with services. These metrics tell the story around the system’s relevancy to the local community. Employer and job seeker satisfaction metrics are:

• Employers’ positive customer service feedback via survey: recruiting, screening, assessments, other staff assistance

• Connect with other service providers to broaden services available to employers and job seekers • Job seekers positive service feedback: career planning, assessment, one-on-one job search

assistance, quality of workshops, access to resources

Year Qtr New Job Orders PY2012 Q1 58

Q2 63 Q3 95 Q4 194

PY2013 Q1 50 Q2 79 Q3 117 Q4 136

-

50

100

150

200

250

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013New Job Orders PY2012 Trend

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 26

Employer and job seeker satisfaction surveys in the old format are made available to all customers. Old survey results can be viewed in the PA CareerLink ® Metrics section of this report. Philadelphia Works is pursuing contracting a third-party provider to supervise the customer satisfaction surveys. Data from surveys in the old format is not reported due to the inconsistencies in administration and low response rates. Building of Pipelines for Philadelphia Residents of All Ages The last set of metrics for the WIA Title I provider documents building of pipelines for Philadelphia residents of all ages:

• Percent of WIA registered job seekers completing an individual career pathway; • Build opportunities with employers for all youth industry pipelines; • Assist in connecting the Career Pathway for lesser skilled adults with expanding industry

partnerships. Percent of WIA Registered Job Seekers Completing an Individual Career Pathway As Evidenced by Case Notes (Narrative) Philadelphia Works along with the WIA Title I Contractor and literacy providers continue to meet quarterly to advance our collective work. In recognition of the comprehensive effort required to organize the system around career pathways, the work group has shifted focus. As previously reported the group had been working towards establishing professional development training for staff on career pathways and how to appropriately document this in the case file. Since that time, the group has shifted its focus recognizing that mapping the education, skills and credentials required to advance along sector specific career pathways is an important step before any staff training can occur. The Mapping Career Pathways Workgroup led by Philadelphia Works identified the health care and the advanced manufacturing career clusters and began mapping the career pathways. The professional development training on career pathways will still become a part of a comprehensive set of trainings that will be required for service providers procured under the No Wrong Door initiative. Build Opportunities with Employers for All Youth Industry Pipelines (Narrative) As previously reported, part of the youth workforce system efforts to build youth interest in Advanced Manufacturing industry the Southeast Regional Workforce Development Partnership (SERWDP) sponsored a cohort of interns during the WorkReady Summer 2013. Ten students from several CTE schools participated in six-week-long internships at members of the Computer Components Corporation, Hyundai Rotem, HPT Pharma, and Packaging Progressions. Nine students completed the full internship, while the remaining student concluded their internship early to attend college. All participating Industry Partnership member companies have expressed an ongoing interest in brining on additional interns during the summer of 2014 maintaining our efforts to build opportunities for youth in industry pipelines.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 27

As reported in the previous quarter, members of the Advanced Manufacturing IP will be asked to assist in crafting an advanced manufacturing badge as part of Digital On-Ramps (DOR). DOR is a mobile and land-based digital network under development to provide “anytime, anywhere” learning and workforce training for youth and adults age 14 and up. In addition, DOR will provide individual portfolios of achievements in credentials or credit to better inform employers of a job seeker’s skills. In the first half of 2014, DOR will begin development of a customer relationship management (CRM) based platform to manage shared data about providers and clients and test a prototype version with pilot projects in adult literacy and youth career readiness. Assist in Connecting Career Pathway for Lesser Skilled Adults with Expanding Industry Partnerships (Narrative) The Temple University Healthcare Information Professions Technology pipeline project continues to be the primary way the WIA Title I Contractor PCG connects lower skilled adults to career pathways within the health care industry. The program has five tiers which in short prepare individuals to gain employment in the healthcare industry as entry level medical billers and coders to advanced database administrators. As in the previous update, two of the nine referrals to the program have been fully registered with the PA CareerLink® system. PCG is part of the program’s Advisory Council and works to ensure PA CareerLink® continue to have access to the program and bring program updates to center staff for their use as they work with participants who have interest in the program.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 28

Financial Summary and Performance of the EARN System as of June 30, 2014 The Employment and Retention Network (EARN) system provides employment and training services to individuals striving to reach economic self-sufficiency. Each participant enrolled in the EARN system receives personalized career guidance to provide the support needed to achieve career goals. Staff support is offered from beginning to end, before and after employment. There are six EARN centers located in Philadelphia County that provide job readiness, employment and skills training to persons receiving cash assistance. Only individuals receiving cash assistance and specifically identified by the County Assistance Office are eligible to enroll. The EARN programming includes Job Specific Skills Training (JSST) which offers focused skill training services. JSST is a viable option supporting the EARN system’s goal of self-sufficiency, financial independence and customer choice. The EARN System’s vocational training program offers comprehensive, industry specific skills development in several key occupational sectors to include: retail, customer service, allied healthcare, security services, culinary arts, residential/counseling services, childcare, and commercial driver’s license (transportation).

Highlights of the EARN System

• The EARN system had 11,839 new enrollments and provided services to 3,590 carry-over clients from program year 2013. Total number of clients served is 15,429.

• There were 2,711 total job placements of all types for July 2013 through January 2014 closed cohorts. 38 percent of those placements were for 30 hours or more per week. The 2,071 total is a cumulative measure that includes both placements as defined by policy as well as jobs under 20 hours per week, secondary placements and/or those which otherwise fall outside of policy definitions.

• Out of a possible 2,711 placements for the July 2013 through January 2014 closed cohorts, there were 1,204 job placements meeting policy guidelines prior to validation for payment.

• There were 1,284 total job placements of all types for the months of February 2014 through June 2014 cohorts. 36 percent of those placements were for 30 hours or more per week. This is a cumulative measure that includes both placements as defined by policy as well as jobs under 20 hours per week, secondary placements and/or those which otherwise fall outside of policy definitions.

• Out of a possible 1,284 placements for the December 2013 through June 2014 cohorts, there were 443 job placements meeting policy guidelines prior to validation for payment.

This report includes updates for EARN system during the fourth quarter of program year 2013. Data for February 2014 through June 2014 cohorts are preliminary. Detailed information on the cohorts starts with July 2013 cohort as these are new data that became available since the last report.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 29

EARN CENTERS IN PHILADELPHIA COUNTY

Source: Map produced by Philadelphia Works

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 30

EARN System Fiscal Summary

• Year-to-date expenses include actual invoices submitted and accruals through June 2014. • Year-to-date the EARN Centers and the JSST providers have spent 100 percent of their cost

reimbursement budget. EARN centers and JSST providers have accrued performance earnings of 1 percent and 18 percent respectively.

• Accrued performance earnings will be paid upon receipt of funds and validated information from the Pennsylvania Department of Public Welfare (DPW) and documented expenses from the providers.

EARN AND JSST BUDGET AND UNAUDITED ACCRUED EXPENDITURES JULY 1, 2013 THROUGH JUNE 30, 2014 (FY2014) - YEAR-T0-DATE

EARN BUDGET VS. UNAUDITED ACRRUED EXPENDITURES IN JULY 1, 2013 THROUGH JUNE 30, 2014 (FY2014) – YEAR-TO-DATE

Budget Categories Budget* YTD Accrued Expenditures

YTD Budget to Expenditures

Variance % Expended

EARNCOST REIMBURSEMENT $12,339,163 $12,339,163 $0 100%PERFORMANCE BASE $9,515,127 $111,107 $9,404,020 1%TOTAL $21,854,290 $12,450,270 $9,404,020 57%

JSSTCOST REIMBURSEMENT $1,571,004 $1,571,004 $0 100%PERFORMANCE BASE $1,418,074 $257,240 $1,160,834 18%TOTAL $2,989,078 $1,828,244 $1,160,834 61%

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 31

JSST BUDGET VS. UNAUDITED ACRRUED EXPENDITURES IN JULY 1, 2013 THROUGH JUNE 30, 2014 (FY2014) – YEAR-TO-DATE

Source: Philadelphia Works analysis of EARN fiscal data.

Active Caseload The number of newly enrolled clients and carry-over clients determine the volume of services delivered at the centers.

• 11,839 clients were enrolled during July 1, 2013 through June 30, 2014. • The total caseload during the period from July 1, 2013 through June 30, 2014 was 15,429

customers. This includes carry-over clients from the previous program year. • The average monthly caseload was 4,723. • Due to recent policy changes, referrals were higher in June 2014. Referrals and caseloads are

expected to increase in the future months. NEWLY ENROLLED CLIENTS FOR JULY THROUGH DECEMBER COHORTS IN PROGRAM YEARS 2012 AND 2013

Source: Philadelphia Works analysis of EARN program data. Only newly enrolled clients are shown.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 32

EARN SYSTEM CASELOAD FOR JULY THROUGH DECEMBER COHORTS IN PROGRAM YEARS 2012 AND 2013

Source: Philadelphia Works analysis of EARN program data

EARN Performance Summary In program year 2013 the EARN centers continued to operate according to the new payment performance metrics set by the Commonwealth in the previous year. Payment performance metrics are:

• Placement rate; • Retention rate; • Increased work hours.

The retention rate for clients is reported for each cohort. The retention rate for the July 2012 cohort includes clients that entered employment prior to the start of program year 2012. Additional metrics have been put in place strictly for performance measurement and not payment. These metrics are:

• TANF (Temporary Assistance to Needy Families) closings; • SNAP (Supplementary Nutrition Assistance Program) closings; • Medical assistance closings; • Placements with medical benefits.

TANF closings, SNAP closings, and medical assistance closings are not tracked at this time. These metrics are calculated by the Pennsylvania Department of Public Welfare and will be included in the future reports as they become available. These refer to EARN clients that no longer need this assistance given their employment status.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 33

Other metrics that system monitors based on the request from the Local Management Committee are: • Enrollment rate; • Reasons for failure to enroll (enrollment rejections); • Average wages at placement; • Top occupations of EARN placements.

Job Placement Rate

Clients referred to the centers during each month form a cohort that is expected to be placed into employment within three months (90 days) of their enrollment month (for example, the July 2013 cohort is expected to enter employment by September 30, 2013). Customers must have four consecutive weeks where they have a minimum of 80 hours total. The EARN center system goal is to place 50 percent of their enrollment cohort, and, at the time of this writing, information on final placements was available for July 2013 through February 2014 cohorts. March 2014 through June 2014 cohort placement numbers are based on preliminary calculations performed by Philadelphia Works. Accurate data for these cohorts will not be made available until six months following the cohort placement deadline date. DEPARTMENT OF PUBLIC WELFARE JOB PLACEMENT RATE JULY 2013 THROUGH FEBRUARY 2014 COHORTS

Source: Department of Public Welfare data reports.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 34

COUNTABLE JOB PLACEMENTS FOR JULY 2013 THROUGH JUNE 2014 COHORTS

Source: Philadelphia Works analysis of EARN program data. Notes: Placements are cumulative for each cohort; many initial placements are not counted towards the placement goal as they do not meet the work hour’s criteria. Placements for the February 2014 through June 2014 cohorts are preliminary numbers as contractors have 90 days to place a client. CUMULATIVE INITIAL PLACEMENTS FOR COHORTS ENROLLED DURING JULY 2013 THROUGH JUNE 2014 COHORTS

The cumulative initial placements chart represents a cumulative count of all placements by cohort that occurred to show the efforts of the EARN system.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 35

Increased Work Hours 7.5 percent of enrolled clients are expected to increase or maintain their hours at work for 30 or more hours per week by the end of their retention period. Outcomes for other cohorts cannot be reported until the cohort reaches the end of the retention period. Until this performance metric is finalized, initial work hours in placements are monitored. These successes are likely to contribute to increased work hours. INCREASED HOURS WORKED

Source: Philadelphia Works analysis of EARN program data. CUMULATIVE EARN SYSTEM PLACEMENTS BY HOURS FOR COHORTS ENROLLED DURING JULY 2013 THROUGH JUNE 2014 COHORTS

Source: Philadelphia Works analysis of EARN program data. Data are not completely indicative of the final goal as clients may increase their hours or not meet retention benchmarks.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 36

Retention Rate The goal for the retention rate is 30 percent of clients for each cohort of enrolled clients. The retention rate outcomes will only become available 13 months after placement. Clients in July 2012 cohort reached retention as the cohort included some carry-over placements. Retention rate for other cohorts will be reported as clients reach the time when retention can be calculated. The EARN system carried over clients that are still being tracked from program year 2011 and counted as part of the July 2012 cohort. The EARN system has 1,689 cases that have met six month retention. DEPARTMENT OF PUBLIC WELFARE RETENTION RATE JULY 2012 THROUGH JUNE 2013 COHORTS

Source: Philadelphia Works analysis of EARN program data. CUMULATIVE NUMBER OF CLIENTS MEETING RETENTION IN JULY 2013 THROUGH JUNE 2013 COHORTS

Source: Philadelphia Works analysis of EARN program data. Note: Numbers are based on entries made in CWDS by the EARN system and have not been validated by the State. Retentions for the July through September 2013 cohorts are preliminary numbers as contractors have 252 days from the start of placement to obtain 180 days of retention.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 37

Placements with Medical Benefits The EARN system also has a goal to place 25 percent of enrolled clients in jobs offering medical benefits. This is a performance metric and not a payment point. The percentages shown in the chart below are based on the initial job placements. Outcomes for placements with medical benefits cannot be reported until a cohort reaches the end of the retention period. Until this performance metric is finalized, the percent of placements into jobs offering medical benefits is tracked to identify those placements likely to positively reflect on the goal outcome. PERCENT OF CUMULATIVE PLACEMENTS WITH MEDICAL BENEFITS

Source: Philadelphia Works analysis of EARN program data. NUMBER OF CUMULATIVE PLACEMENTS WITH MEDICAL BENEFITS BASED ON ENROLLMENT COHORT

Source: Philadelphia Works analysis of EARN program data.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 38

Other System Metrics The Local Management Committee (LMC) monitors clients enrollment rate/referral rejection rate, average wages at placements, and top occupations of EARN clients.

• 24,491 clients were referred to EARN centers from July 1, 2013 through June 30, 2014, with average enrollment rate of 48 percent across cohorts.

• Failure to report (“did not report” code) to the assigned EARN center remains the number one reason for referral rejections (failure to clients to become fully enrolled for services). EARN centers have implemented processes to conduct outreach and address barriers prior to the scheduled appointment date to decrease the referral rejection rates.

ENROLLMENT RATE DURING THE PERIOD JULY 2013 THROUGH JUNE 2014 COHORTS

Source: Philadelphia Works analysis of EARN program data. REASONS FOR REFERRAL REJECTIONS DURING THE PERIOD JULY 2013 THROUGH JUNE 2014 COHORTS

‘Source: Philadelphia Works analysis of EARN program data. Note: The reasons for rejection of clients decreased in “Code 1-Did not Report” but increased in “Code 5-Other”.The rejection code 5 is used in situations where the client is unable to attend the program due to reasons associated with transportation, child care, etc.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 39

Top Occupations The top five occupations for placements of EARN clients remain Cashier, Home Health Aide, Maids and Housekeeping Cleaners, Security Guards and Teacher Assistants. Other placements were scattered across various occupations. Top occupations were:

• Cashiers, 12 percent • Home health aide, 9 percent • Nursing Assistant, 6 percent • Retail Salesperson, 6 percent • Teacher Assistant, 6 percent

Average Wage The average wage for total initial placements from July 2013 through June 2014 was $9.38. AVERAGE WAGE FOR INITIAL PLACEMENTS

Source: Philadelphia Works analysis of EARN program data.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 40

Metrics for PA CareerLink® Philadelphia Program Year 2013 Fourth Quarter (April 1, 2014 – June 30, 2014) Four PA CareerLink® centers are located in Philadelphia. Two (Suburban Station and North) act as city-wide centers; attracting job seekers from throughout the city. The other two attract the majority of their participants from their service areas. PA CAREERLINK® CENTERS IN PHILADELPHIA COUNTY

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 41

PA CareerLink® Philadelphia Metrics Through a facilitated process, members of the PA CareerLink® Philadelphia Operator Consortium (“the Consortium”), members of the Philadelphia workforce investment board and their staff determined a new set of measures to be tracked starting with program year 2011. The goal was to identify measures that are within the sphere of influence of the Consortium. PA CareerLink® Philadelphia metrics are divided into four foci:

• Employer Customers; • Individual Customers; • Resource Utilization; and • Operational Controls.

Services to Employer Customers One-Stop centers help employers find suitable workers. Employers may enter job postings into the state system of record or request screening services from the PA CareerLink® Philadelphia staff. The Consortium tracks the following employer-customer metrics:

• Employer satisfaction; • Employer market share; • Engagement in the system; • Repeat usage rate; • Job order fill ratio; • Time to fill job orders.

SERVICES TO EMPLOYER CUSTOMERS METRICS SUMMARY

The Employer Satisfaction metric proposes to show employers’ satisfaction with services and assess the system’s relevancy to the community. The Consortium proposed to track employers’ overall satisfaction with services including customer service, one-on-one job search assistance, workshops, and resources. The employer satisfaction surveys have a very low response rate and require a revision of the survey format. Philadelphia Works is pursuing a contract with a third-party provider to supervise the surveys. Data from the employer satisfaction survey are not reported due to the low response rate.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Employer Market Share 1.2% 0.6% 0.7% 0.5% 0.9% 0.5% 0.6% 0.7% 1.3% 0.8% 0.7% 0.7%Engagement in the System 52% 60% 55% 59% 50% 58% 58% 56% 58% 61% 59% 53%Repeat Usage Rate 50% 59% 56% 56% 38% 56% 55% 51% 68% 56% 55% 52%Job Order Placements 133 122 50 97 10 20 26 50 48 12 52 5 Job Orders 758 854 649 465 875 791 1,202 1,196 619 708 643 1,013

PY2013PY2012PY2011

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 42

The Employer Market Share rate shows the market penetration of public workforce services available to employers. Employer market share is defined as a percent of all Philadelphia employers with more than one employee that received PA CareerLink® Philadelphia services or used the public workforce system, JobGateway, for posting job orders in a given quarter. The Engagement in the System and Repeat Usage Rate metrics track repeated employer usage of JobGateway. Employer Engagement is defined as a percentage of employers that posted a job order in JobGateway in the current quarter that also posted a job order during the four previous quarters. 360 employers posted a job order from April 1, 2014 through June 30, 2014, and of those employers, 191 also posted

EMPLOYER MARKET SHARE ENGAGEMENT IN THE SYSTEM

REPEAT USAGE RATE JOB ORDER FILL RATIO

0.9%

0.5%0.6%

0.7%

1.3%

0.8% 0.7% 0.7%

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

1.2%

1.4%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

50%

58% 58% 56% 58% 61% 59%53%

0%

10%

20%

30%

40%

50%

60%

70%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

38%

56% 55% 51%

68%

56% 55% 52%

0%10%20%30%40%50%60%70%80%90%

100%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

10 20 26 50 48 12 52 5

875 791

1,202 1,196

619 708

643

1,013

-

200

400

600

800

1,000

1,200

1,400

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

Job Order Placements Job Orders

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 43

job orders during the four prior quarters – the period from April 1, 2013 through March 31, 2014. 53.1 percent of employers re-engaged with the system in the fourth quarter of program year 2013. Repeat Usage Rate is defined as a percentage of employers that receive services or post job orders in the current quarter that also received business services or posted job orders during the previous year. 455 employers posted a job order or received services from April 1, 2014 through June 30, 2014 and, of those employers, 236 also posted job orders or received services during the four prior quarters – the period from April 1, 2013 through March 31, 2014. 51.7 percent of employers were repeat users within the system in the fourth quarter of program year 2013. The Job Order Fill Ratio and Time to Fill Job Orders metrics track whether employer needs are effectively met by the one-stop system. Job order fill ratio is reported as the ratio of staff-assisted placements to staff-entered job orders. The Time to Fill Job Orders metric proposes to track the time the job order was posted in JobGateway and the time taken to filling the position. The average time of staff-assisted job order placements could provide information on matching qualified job seekers with employers. The metric is not reported due to difficulties of identifying time of placement for job orders with multiple positions and working with the time stamp data. The metric will be revised in the near future. Resource Utilization

Measures of resource utilization examine whether centers have sufficient and diverse resources to continue operation effectively. The following metrics are tracked:

• Cost per customer; • Leveraged resources; • Customer to staff ratio (WIA services); • Customer to staff ratio (core services); • Professional competencies.

RESOURCE UTILIZATION METRICS SUMMARY

PY2013Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Cost per Customer $29.36 $25.82 $25.90 $27.09 $25.15 $31.88 $34.11 $30.35Leveraged Resources $2,868 $6,119 $8,209 $11,199 $923 $4,325 $8,259 $13,213

Number of WIA Customers per One Staff Person

7 20 15 22 15 16 16 30

Number Of "Core" Customers per One Staff Person

916 975 1,111 1,135 1,085 856 891 1,051

Professional Competencies 62 46 69 77 64 64 51 55

PY2012

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 44

COST PER CUSTOMER LEVERAGED RESOURCES

NUMBER OF WIA CUSTOMERS PER ONE STAFF NUMBER OF "CORE" CUSTOMERS PER ONE STAFF

PROFESSIONAL COMPETENCIES

$29.36$25.82 $25.90

$27.09$25.15

$31.88$34.11

$30.35

$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

$30.00

$35.00

$40.00

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

$2,868

$6,119

$8,209

$11,199

$923

$4,325

$8,259

$13,213

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

7

20

15

22

15 16 16

30

-

5

10

15

20

25

30

35

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

916 975

1,111 1,135

1,085

856 891

1,051

-

200

400

600

800

1,000

1,200

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

62

46

69 77

64 64

51 55

- 10 20 30 40 50 60 70 80 90

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 45

The Cost per Customer metric shows the amount of funds needed to serve one-stop customers. The metric is calculated by dividing the cost of operations by the number of aggregate customers served by each center. Leveraged Resources demonstrate how the centers partner with community resources to enhance services to their customers. Leveraged resources are reported as cumulative membership income. The membership income is earned from renting out a space to PA CareerLink® Philadelphia Center Members. Memberships pay a monthly installment during the term of Membership Agreement. Membership income is earned at PA CareerLink® through a shared cost. Therefore, the income must be distributed to all Partners. The earning, allocation, and use of membership income must be reported on the RSABW (Resource Sharing Agreement Budget Worksheet). The Customer to Staff Ratio tracks how many staff available to deliver services to one-stop customers receiving core (including basic job search assistance) and WIA services (including a broader set of services to help with successful job placement). The Professional Competencies metric tracks the number of one-stop staff that have increased their work competencies by attending workshops, seminars, or conferences. Outcomes for Individual Customers Metrics that measure outcomes for individual customers track service delivery to job seekers, referred to as “participants” within the PA CareerLink® system. Participants receive a basic set of core services including, but not limited to, job search assistance, job referral or placement assistance. Job-seeking participants registered to receive WIA services must face specific barriers to employment that often require a broader set of services to help with successful job placement. To ensure the quality and quantity of services for individual customers, the Consortium proposed the following metrics:

• Participant satisfaction; • Participant market share; • Average Earnings and Entered Employment Rate: Labor Exchange; • Average Earnings and Entered Employment Rate: WIA Adult and Dislocated Worker; • Training referral rate; • Literacy and education referrals; • Staff-assisted placements.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 46

OUTCOMES FOR INDIVIDUAL CUSTOMERS METRICS SUMMARY

The Participant Satisfaction metric proposes to track overall job seeker satisfaction with services including customer service, one-on-one job search assistance, quality of workshops, and other services. Job seeker surveys are available at the centers in the old format with varying response rates. Philadelphia Works is pursuing a contract with a third-party provider to supervise the surveys. Due to varying response rates and survey methods among the centers, data on participant satisfaction are monitored but not reported. The Participant Market Share shows the market penetration of public workforce services available to job seekers. The job seeker market share is defined as a ratio of all job seekers active in JobGateway to the number of unemployed individuals in Philadelphia during the quarter. Data for this metric was modified for all quarters dating back to Q1 of program year 2012 due to an adjustment in reporting by the Bureau of Labor Statistics.

The Entered Employment Rate (Labor Exchange) metric tracks whether customers receiving core services enter employment during one quarter after exit from services. The Average Earnings (Labor

PY2013Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Participant Market Share 56.5% 40.1% 37.1% 40.4% 59.5% 60.6% 60.0% 37.7%Average Earnings (Labor Exchange)

$12,238 $12,422 $12,420 $11,961 $12,821 $13,185 $12,088 $12,006

Entered Employment Rate (Labor Exchange)

41.2% 42.0% 41.4% 41.5% 41.7% 41.9% 41.8% 43.0%

Training Enrollment Rate 3.1% 3.7% 8.1% 9.1% 11.8% 9.9% 10.7% 10.7%Literacy/ Education Referrals 168 139 137 144 127 76 61 36

PY2012

PARTICIPANT MARKET SHARE

58.3%

39.1%36.1%

40.0%

57.3%59.2%

60.0%

37.7%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 47

Exchange) metric reports on wages that participants receiving core services and entering employment earn during the six-month period after employment.

Note: Entered employment rate and average earnings metrics lag behind in time. Entered employment rate references the reporting period of October 1, 2012 through September 30, 2013; average earnings are based on the reporting period April 1, 2012 through March 31, 2013. The WIA Adult and Dislocated Worker average earnings and WIA Adult and Dislocated Worker entered employment rate are part of the system-wide Common Measures. The metrics track WIA-registered participants’ employment one quarter after exit from services and wages earned during the six months after exit for employed customers. System-wide metrics are included in the Common Measures section of the report which can be found on page 6 of the report. The Training Enrollment Rate tracks workforce-funded training referrals originating at the centers. The rate is calculated as number of training enrollments to number of WIA-registered participants serviced by each center. The Literacy and Education Referral Rate metric shows the number of customers referred to literacy programs and other educational services through data-entered service codes on participant records. The Staff-assisted Job Order Placements metric tracks the number of job seekers placed into staff-assisted employment through a job order by PA CareerLink® Philadelphia staff. This metric is part of the calculation for the Job Order Fill Ratio in the Employer Customer section, and is represented in the table for that section.

ENTERED EMPLOYMENT RATE (LABOR EXCHANGE) AVERAGE EARNINGS (LABOR EXCHANGE)

$12,238$12,422

$12,420$11,961

$12,821$13,185

$12,088$12,006

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

41.2%42.0%

41.4%41.5%

41.7%41.9%

41.8%43.0%

0.0%5.0%

10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%50.0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 48

Operational Controls Operational controls are metrics put in place to monitor service delivery processes at the centers. The following measures of operational controls are tracked:

• Monitoring outcomes; • Standard of operations.

Monitoring Outcomes are the result of scheduled visits to the one-stop centers. These visits ensure each center’s compliance with the state and federal guidelines and contracts established between the WIA Provider and Philadelphia Works. During the fourth quarter for PY2013 the four PA CareerLink® centers had their last file reviews conducted in May, which is a continuous effort to ensure participant files met both federal and state eligibility requirements. Upon completion of each file review, each center made the required corrections or adjustments. Current performance goals and outcome data will be used in the monitoring of each center, and of the WIA Title 1 Provider. Philadelphia Works’ overall compliance was completed. Each of the centers updated their One Stop Service Plans to provide technical assistance as needed to ensure each center is in compliance. Standard of Operations are documented processes related to customer flow and delivery of comprehensive services that are required to be implemented at all centers. There is consistency in how individuals are oriented on the PA CareerLink® services and "job ready" participants are fast tracked to employment. Participants who were deemed eligible for training services were assisted with expediting all of the necessary pre-training requirements, especially those

TRAINING ENROLLMENT RATE LITERACY/ EDUCATION REFERRALS

168

139 137 144 127

76 61

36

- 20 40 60 80

100 120 140 160 180 200

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

3.1% 3.7%

8.1%9.1%

11.8%

9.9%10.7%

10.7%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 49

requesting ITA trainings. In addition, each center has implemented a training orientation workshop to assist participants with selecting the appropriate training. The process in place should reduce the amount of trips to a center prior to starting training. Incorporation of Philadelphia Works Initiatives As part of the strategic initiatives under the American Recovery and Reinvestment Act, Philadelphia Works established a set of priorities: the integration of technology to increase the quality of assessment and to more quickly move customers through the three tiers of service. Uses of KeyTrain (a comprehensive system for improving skills measured by WorkKeys), WorkKeys (foundational and soft skill assessment tool), and EMSI Career Coach (job search and exploration and resume builder tool) are tracked. Uses of other important resources such as standard assessment tools Prove It (work readiness assessment), TABE (literacy assessment), and Language Line (interpreting services for individuals with limited English proficiencies) are also tracked. The WIA Provider is the lead partner in this effort and has made significant progress. First, the WIA Title I Provider requires all WIA registered customers to conduct job search, and research wages using the EMSI software. The results of these searches are included in each file and documented in the staff case notes. Additionally, the WIA Title I Provider is making use of the Microsoft IT Academies and established specific workshops that expose job seekers to the world of online and distance learning. The WIA Title I Provider is targeting individuals who have lower computer proficiencies and have created specific workshops to help increase their digital literacy that will increase their ability to be independent job seekers while developing the computer navigation skills needed for most jobs. Tracked Philadelphia Works Initiatives are:

• Use of KeyTrain • Use of WorkKeys • Use of EMSI Career Coach and Resume Builder • Use of standard assessment tools • Use of language line

The WIA Provider is still targeting individuals who have lower computer proficiencies and has created specific workshops to help increase their digital literacy that will increase their ability to be independent job seekers while developing the computer navigation skills needed for most jobs. PA CareerLink® continues to use EMSI Career Coach, TABE, KeyTrain and Microsoft IT Academy in addition to case managers utilizing O*Net Online (an online skills and interest assessment survey) with participants.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 50

IMPLEMENTATION OF PHILADELPHIA WORKS INITIATIVES METRICS SUMMARY

Note: KeyTrain users enrolled show cumulative numbers. Use of KeyTrain continues to show slow progress but the expectation is for the numbers to increase. The literacy providers were key to this effort but, as of last month, they are only located at the PA CareerLink® centers at Northeast and Northwest. Additionally, each of the four centers have been monitored to see if the One Stop Service Plans are in alignment with the services rendered, and the lack of progress using the KeyTrain assessment tool has been noted. Each PA CareerLink® Administrator has implemented the re-training of staff on how to use the tool and they are collaborating with various employers to identify participants with a specific job skill. New efforts to promote the benefits of WorkKeys and KeyTrain are being incorporated into flyers and posters, the center's resource guide, orientations and specific workshop sessions.

Note: KeyTrain users enrolled chart shows cumulative numbers of participants; KeyTrain active users are reported by quarter. WorkKeys is well-publicized during participant orientations and is also made apparent to job-seekers through visible placards in an effort to increase awareness of the tool. No National Readiness Certificates were earned during the fourth quarter. However, the centers continue to market the tool but employers and participants show little to no interest.

PY2013Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Keytrain - Users Enrolled 553 576 601 647 691 701 709 714 Keytrain - Active Users 7 25 39 49 43 50 11 15 EMSI Career Coach - Usage 1,538 2,375 2,312 2,385 2,505 2,638 4,634 7,466 EMSI Resume Builder - Usage 1,214 699 554 414 617 725 1,532 3,550

PY2012

KEYTRAIN - USERS ENROLLED KEYTRAIN - ACTIVE USERS

553 576 601 647

691 701 709 714

-

100

200

300

400

500

600

700

800

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

7

25

39

49 43

50

11 15

-

10

20

30

40

50

60

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 51

EMSI Career Coach enables job seekers to identify training programs that meet their need and/or interest, identify skills needed for their target jobs, and create resumes. Job seekers also this tool to understand wages, availability of occupations in the region, and other trends. This continues to be the most widely used tool with WIA participants in each center, especially for those interested in training and employment opportunities. Participants utilized EMSI Career Coach on a regular basis during the fourth quarter and the results are normally right on target with the participant's training and desired employment explorations. All centers have shown usage increases in EMSI Career Coach. Visits to Resume Builder section increased greatly during the fourth quarter.

TABE is still the most commonly used tool across the system to measure math and reading comprehension levels. Participants interested in training take the test prior to receiving intensive training services to validate if they have the necessary comprehension skills to successfully complete a specific training. If the participant does not score within an acceptable range they are referred to remediation prior to re-testing. The results for each TABE assessment are entered in CWDS. In addition, copies of the test are placed in each participant's file as required for monitoring purposes. The Language line continues to be available at the centers, but usage is consistently low. Most ESL participants access resources available in their communities once they make contact with one of the system partners and family members are usually their first resource when translations are warranted.

EMSI CAREER COACH - USAGE EMSI RESUME BUILDER - USAGE

1,538 2,375 2,312 2,385 2,505 2,638

4,634

7,466

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

1,214

699 554 414 617 725

1,532

3,550

-

500

1,000

1,500

2,000

2,500

3,000

3,500

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PY2012 PY2013

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 52

Detailed data on the Microsoft IT Academy are reported in the section on WIA Title I Provider Performance Metrics, located earlier in this report. 629 participants enrolled in Microsoft IT Academy in program year 2013. Details on this metric are included in the WIA Metrics section of this report.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 53

Youth System This report presents data on the programs that operated during the fourth quarter of program year 2013. Philadelphia Works, Philadelphia Youth Network (the YouthWorks Administrator), and Board committees developed a set of metrics for youth system services funded by Workforce Investment Act (WIA) and the Temporary Assistance to Needy Families (TANF) Youth Development Fund. The WIA-funded programs include Occupational Skills Training and GED-to-College models developed to serve out-of-school youth and 21st Century Continuum and Industry Pipeline models designed to serve in-school youth. In addition to these program services, a placement provider expands job and educational placement opportunities for out-of-school youth. In program year 2013, contracts run from September 1, 2013 to June 30, 2014. However, there was a delay in contracting with the YouthWorks Administrator which changed the timing for delivery of services in some programs. The TANF-funded E3 Center model provides support to out-of-school youth and youth returning from juvenile justice placements in three interrelated pathways: Education, Employment, and Empowerment; the three E’s. Additionally, out-of-school youth are served in a media- arts focused program delivered by Youth Empowerment Services (YES), that provides academic and workforce services. TANF dollars also support Communities in Schools’ Start on Success (CIS SOS) programs serving in-school youth with disabilities. In program year 2013, E3 Center contracts run from July 1, 2013 through June 30, 2014. More information on youth services available can be found online at pyninc.org/programs. In Philadelphia, program metrics track performance goals for WIA-funded year-round programs. While programs for in-school youth enroll students for two years; out-of-school youth programs operate with rolling enrollment, with some programs serving one or two cohorts throughout the year. TANF-funded E3 Centers also use a rolling enrollment process, enrolling youth who are in need of services and working with them through completion of their goals. While some of the measures are contractual (outlined in the YouthWorks Administrator’s contracts), others are monitored to track trends. All proposed measures split into three categories:

• Financial controls are metrics established to monitor the use of youth funds in the system; • Performance metrics are contractual metrics reflecting the scope of work for WIA Title I youth

and TANF youth contracts; • Trend metrics track activity over time but are not tied to performance levels.

All goals are aspirational and are set based on the historical program performance. Goals in trend metrics are for monitoring purposes only and are not a performance component of the YouthWorks Administrator’s contract.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 54

Metrics Summary

• WIA programs exceeded the three youth common measures in the fourth quarter of program year 2013.

• WIA programs and E3 Centers and supportive services programs served 1,358 unique students since the start of the program year.

• 20 percent of E3 center youth, 45 percent of youth in out-of-school programs and 75 percent of youth enrolled in in-school programs during the program year 2013 have achieved positive outcomes.

• E3 Centers maintained an active caseload above the goal. • YouthWorks Administrator trained 1,746 individuals (not necessarily unique) providing 392

hours of technical assistance and professional development to TANF- and WIA-funded programs and external partners.

SUMMARY OF YOUTHWORKS ADMINISTRATOR PERFORMANCE METRICS

Source: YouthWorks Administrator and Philadelphia Works analysis of program data; numbers are cumulative year-to-date; common measures reported by Center for Workforce Information & Analysis at PA Department of Labor & Industry.

MetricPY2013

GoalPY2013

OutcomePY2013 Status

PY2012 Outcome

PY2012 Status

WIA Common Measures Youth Placement into Postsecondary, Military, or Employment 56% 66.4% above goal 67% above goalYouth Rate of Degree or Certification Completion 78% 92.7% above goal 93% above goalYouth Scoring below an 8th Grade Level Or below Showing Gains in Literacy or Numeracy

60% 64.1% above goal 80% above goal

WIA Program Flow Metrics Percent of Slots Filled in WIA Programs 90% 99% above goal 98% above goalRetention Rate for Second Year In-School-Youth WIA Programs

85% 92% above goal 91% above goal

WIA Placement Provider Referrals 31 min 31 ongoing 55 below goalWIA Placement Provider Placement 18 24 ongoing 28 below goalTANF-Funded ProgramsActive Caseload in E3 Centers >=200 392 above goal 327 above goalE3 Center Youth Placement into Postsecondary Education, Military, or Employment

55% 70% above goal

Youth Degree/Certification Attainment 55% 60% above goalNumber of Youth with skills gains in Literacy, Language and Math.

30% 30% on target

Retention/Completion Rate of TANF-funded WorkReady Summer Youth

85% 84% below goal

Youth Services Operator Program Management and OversightYouth Satisfaction 85% 97% above goal

Employer Satisfaction 90% 97% above goal

Technical Assistance Is Documented tracked starting with current program year

Outcomes will be reported at the end of the program year (in

December 2014 report)

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 55

Financial Controls This set of metrics tracks funds to ensure that programs are sufficiently supported and active. WIA-funded contracts include cost reimbursement and performance reimbursement. TANF-funded contracts include cost reimbursement, performance reimbursement, and youth wages. Philadelphia Works reports these metrics. Performance reimbursement funding for WIA programs will be paid out after the outcomes are verified in the first quarter of the new program year. This report does not include WorkReady Summer programming and other operating expenses paid by TANF. Some of the unspent funding was re-allocated to those categories and the total underspent amount is approximately $83,000. The final expenditures on both WIA- and TANF-funded youth programs will be included in December 2014 report. OVERVIEW OF YOUTH SYSTEM FINANCES: WIA PROGRAMS

Source: Philadelphia Works analysis of fiscal data. OVERVIEW OF YOUTH SYSTEM FINANCES: TANF PROGRAMS

Source: Philadelphia Works analysis of fiscal data.

ProgramCost

Reimburs.Perf.

Reimubrs.Youth Wages

Total

TANF E3 Centers and Supportive ServicesBudgeted $2,328,465 $754,760 $228,882 $3,312,107Expended $2,328,465 $605,172 $150,333 $3,083,970% Expended Year-to-Date 100% 80% 66% 93%TANF CIS Start on SuccessBudgeted $42,947 n/a $57,942 $100,889Expended $42,947 n/a $47,733 $90,680% Expended Year-to-Date 100% n/a 82% 90%Total TANFBudgeted $2,371,412 $754,760 $286,824 $3,412,996Expended $2,371,412 $605,172 $198,066 $3,174,650% Expended Year-to-Date 100% 80% 69% 93%

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 56

YOUTH SYSTEM BUDGET WIA AND TANF FUNDS

Source: Philadelphia Works analysis of fiscal data. Reported funding includes youth wages. WIA Common Measures The Pennsylvania Department of Labor & Industry sets performance goals for local common measures as defined by the federal government. Common measures lag in reporting due to the follow-up period post exit in which participant accomplishments can be attained. In the fourth quarter of program year 2013 the system exceeded all three youth common measures. Details on WIA common measures are shown on pages 6 and 7 of the report.

ProgramCost

Reimburs.Perf.

Reimubrs.Youth Wages

Total

WIA GED-to-College (Out-of-School Youth)Budgeted $235,581 $58,895 n/a $294,476Expended $228,589 $47,495 n/a $276,084% Expended Year-to-Date 97% 81% n/a 94%WIA Occupational Skills (Out-of-School Youth)Budgeted $582,640 $145,660 n/a $728,300Expended $570,895 $135,939 n/a $706,834% Expended Year-to-Date 98% 93% n/a 97%WIA Youth Placement (Out-of-School Youth)Budgeted $96,921 $10,769 n/a $107,690Expended $87,330 $5,540 n/a $92,870% Expended Year-to-Date 90% 51% n/a 86%WIA Industry Pipeline (In-School Youth)Budgeted $247,724 $61,931 $93,637 $403,292Expended $247,648 $61,505 $72,808 $381,961% Expended Year-to-Date 100% 99% 78% 95%WIA 21st Century Continuum (In-School Youth)Budgeted $508,750 $127,188 $219,475 $855,413Expended $508,086 $123,602 $169,225 $800,913% Expended Year-to-Date 100% 97% 77% 94%Total WIA Budgeted $1,671,616 $404,443 $313,112 $2,389,171Expended $1,642,548 $374,081 $242,033 $2,258,662% Expended Year-to-Date 98% 92% 77% 95%

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 57

Program Year 2013 Performance and Trend Metrics In program year 2013, WIA programs contracts run from September 1, 2013 through June 30, 2014 and E3 Centers contracts run from July 1, 2013 through June 30, 2014. Participants Served in Program Year 2013 All youth programs combined served a total of 1,358 youth in year-round programs, including WIA and TANF-funded programs (but not counting summer only programming). The chart below shows counts of active youth during the program year receiving services. Program year 2013 numbers are shown year-to-date. Not shown are 30 participants served in Communities in School Start on Success program. UNIQUE ACTIVE PARTICIPANTS BY MODEL

Source: YouthWorks Administrator and Philadelphia Works analysis of program data. Active participant metric is tracked for trends only – it is not a contractual metric. WIA in-school and out-of-school youth programs enrolled 634 participants with enrollment rate at 99 percent, exceeding the enrollment goals. WIA PROGRAM ENROLLMENT

Source: YouthWorks Administrator and Philadelphia Works analysis of program data.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 58

WIA in-school youth programs run for two years and aim to retain 85 percent of students from the first to the second year. In program year 2013, 92 percent (241 students) returned to the program for the second year of services.

WIA IN-SCHOOL YOUTH (ISY) PROGRAMS RETENTION

Source: YouthWorks Administrator and Philadelphia Works analysis of program data. *Only combined WIA programs retention is tracked as a performance metric, program details are provided for trends only. WIA Placement Provider Performance in Program Year 2013 WIA placement provider contracted to enhance job and educational opportunities for WIA out-of-school youth. Goals for WIA placement provider services are determined by funding available and varied across the program years. In program year 2013, WIA placement provider was contracted to work with at least 31 referrals to make 18 placements. WIA Placement provider is expected to place the majority of youth in the third and fourth quarters of the program year. Final numbers will be confirmed in the December 2014 report. WIA PLACEMENT PROVIDER REFERRALS AND PLACEMENT

Source: YouthWorks Administrator and Philadelphia Works analysis of program data. WIA placement provider referrals and placements is a contractual metric.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 59

WIA Program Outcomes in Program Year 2013 Program outcome metrics indicate how models perform towards goals resulting in common measures outcomes. Common measure outcomes reflect data through three quarters after the end of services for youth. Trend metrics were designed to provide more immediate feedback on performance of individual models. Placement rates, degree and certification attainment and literacy increases for programs operating in program year 2013 will be reported in December 2014 report. E3 Center Active Caseload in Program Year 2013 E3 Centers maintained an average monthly active client caseload of 392 clients in the fourth quarter in program year 2013, above the performance goal. E3 CENTER CLIENT ACTIVE CASELOAD

Source: YouthWorks Administrator and Philadelphia Works analysis of program data. E3 Center active caseload is a contractual metric. E3 Center Performance Outcomes in Program Year 2013

E3 Center youth receive services until they overcome barriers to employment or education. In program year 2012, 70 percent of youth were placed into postsecondary education, military, or employment; 60 percent of youth achieved degrees or certifications, and 30 percent had gains in literacy, language, or math. Outcomes are determined as the percent of youth with a successful outcome to a stated goal for that group of youth. E3 Center outcomes will be reported in December 2014. Status of Youth Enrolled in Program Year 2013 In this section we track the status of youth enrolled in programs starting with current program year.

• 45 percent of youth in out-of-school youth programs and 75 percent of youth in in-school programs achieved positive outcomes.

• 20 percent of youth in E3 center-funded programs achieved positive outcomes.

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 60

STATUS OF YOUTH ENROLLED IN PROGRAMS DURING SEPTEMBER 1, 2013 THROUGH JUNE 30, 2014

Source: YouthWorks Administrator and Philadelphia Works analysis of program data. Status of youth enrolled is only tracked for trends – it is not a contractual metric. In-School youth programs include TANF funded CIS SOS youth.

YouthWorks Administrator Program Management and Oversight Metrics

Program management and oversight metrics track the YouthWorks Administrator technical support activities. These metrics include narrative reports on technical assistance delivered to subcontractors and employer and youth customer satisfaction survey results. The data on staff trained during the fourth quarter include professional development facilitated by PYN as well as professional development sessions conducted by partnership grant sub-contractors Philadelphia Education Fund (for teachers) and the City of Philadelphia Parks & Recreation Department (for Recreation Center Staff). Aside from the partnership grants, PYN also facilitated some larger scale professional development sessions such as the Engage 2014 provider conference during the fourth quarter. Finally, PYN instituted webinars and other web-based “mini-lessons” this year as part of the professional development offerings; in total the web-based offerings garnered 530 views.

Out-Of-School Youth Status Count PercentExclusions 7 3.0%Unsucessful 44 18.6%Other/Neutral 24 10.1%Positive 107 45.1%Remaining Active 55 23.2%Total 237 100.0%

In-School Youth Status Count PercentExclusions 1 0.2%Unsucessful 19 4.5%Other/Neutral 0 0.0%Positive 320 75.1%Remaining Active 86 20.2%Total 426 100.0%

E3 Center Youth Status Count PercentExclusions 44 6.3%Unsucessful 297 42.7%Other/Neutral 25 3.6%Positive 142 20.4%Remaining Active 187 26.9%Total 695 100.0%

Program Year 2013: April 1, 2014 through June 30, 2014: Quarter 4

© 2014 Philadelphia Works| All rights reserved. 61

Professional development topics of note included the role of social and emotional supports in youth employability, youth entrepreneurship, divergent thinking and 21st century work skills, learning-rich projects and the integration of technology in youth serving programs. TECHNICAL ASSISTANCE DELIVERED TO YOUTH PROGRAMS IN PROGRAM YEAR 2013

Source: YouthWorks Administrator analysis of training and technical support data. Number of staff trained might include staff attending more than one training. Technical assistance report is a part of contractual performance measures. Build Pipelines for Philadelphia Residents of All Ages This section provides an update on the ways the YouthWorks Administrator works with the WIA Adult Operator to support youth programs and establish mechanisms for youth to transition into the adult system. As part of the youth workforce system effort to build youth interest in Advanced Manufacturing industry the Southeast Regional Workforce Development Partnership sponsored a cohort of WorkReady interns in the summer of 2013 and expressed an interest in bringing on additional interns in WorkReady Summer 2014. The YouthWorks Administrator continued to support the Digital On-Ramps (DOR), a mobile and land-based digital network under development to provide “anytime, anywhere” learning and workforce training for youth and adults age 14 and up. Members of the Advanced Manufacturing IP will assist in crafting an advanced manufacturing badge as part of DOR. In the first half of 2014, DOR will begin the process of developing a customer relationship management (CRM) based platform to manage shared data about providers and clients and test a prototype version with pilot projects in adult literacy and youth career readiness.

Technical AssistanceHours of Training

# of Staff Trained

Hours of Training Delivered

# of Staff Trained

In-School Programs 9 10 86 149 Out-of-School Programs 11 10 69 75 WIA Placement Provider - - 19 61 E3 Centers 7 16 122 173 External and System-Wide 55 1,043 96 1,288 Total 82 1,079 392 1,746

Fourth Quarter Year-to-Date

Philadelphia Works Support Staff: Team members contributing to the production of this book Mark Edwards, President & CEO Lance Adami, Trainer Barbara Allen, Director of Industry Partnership & Business Engagement Marsh Burke, Executive Assistant to the President Lori Carter, Manager of Programs (Youth) Andrea Corum, Director of Business Engagement Markisha Evans, Research Assistant & Coordinator Maura Febbo, Executive Assistant Johnetta Frazier, Manager of Training Denise Givens, Client Support Specialist Swanie Goldsmith, Manager of Client Services Sue Hoffman, Senior Associate Heloise Jettison, Manager of Programs (EARN) Lisa Johnson, Client Support Specialist Jamece Joyner, Manager of Programs (WIA) Susan Kirby, Director of Workforce Strategies Suzanne Krasnisky, Director of Human Resources Samea Lim, Senior Policy Associate Maria Morton, Employee Services & Benefits Coordinator Brian Oglesby, Industry Partner & Business Engagement Specialist Joseph Onorato, Vice President & Controller Rachel Polisher, Special Assistant to the Executive Department Dale Porter, Senior Vice President & CFO Rita Randall, Executive Assistant & Board Support Melissa Rivera, Manager of Information Management Services Sharon Riley, Compliance Officer Meg Shope Koppel, Senior Vice President, Research, Policy and Innovation Shirley Vandever, Senior Researcher of Data Systems Anastasia Vishnyakova, Senior Research Analyst Nancy White, Outreach & Engagement Manager Gail Winkle, Executive Assistant

Youth services are administered by the Philadelphia Youth Network Our WIA Title I Provider of Adult and Dislocated Worker Services is Public Consulting Group with their partner JobWorks Our Philadelphia EARN Services are delivered at the following centers: Career Team, 1617 JFK Boulevard, 2nd Floor EDSI West, 5070 Parkside Avenue, Suite 2500 Impact, 2701 N. Broad Street JEVS, 1952 East Allegheny Avenue ENPWDC, 4231-61 N. 5th Street People for People, 800 N. Broad Street

One Penn Center at Suburban Station 1617 JFK Boulevard, 13th Floor Philadelphia, PA 19103

P: 215-963-2100 F: 215-567-7171

www.philaworks.org