Worksystems, Inc. Reboot Northwest Project Narrative · 2018-11-08 · Worksystems, Inc. Reboot...

Worksystems, Inc. Reboot Northwest: Project Narrative

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Introduction: When a computer stalls or software is added, it’s time to reboot, update the operating system

and clear away processes that were slowing it down. Likewise, the long-term unemployed often need to

reboot - when an old approach has stalled out their careers and the best option is to start fresh.

Reboot Northwest is the Portland-Vancouver Metropolitan Region’s answer to the Obama

Administration’s request for innovative, replicable “Ready to Work” initiatives that are job-driven and will get

the long-term unemployed back to work in high-demand occupations. This dynamic collaboration will reboot

the careers of 1,000 long-term unemployed (LTUE) job seekers and veterans while infusing our local high-

growth Manufacturing and Tech industries with locally-trained workers and addressing the key workforce

issue that has hampered our states’ and nation’s economy: long-term unemployment. The backbone of the

Reboot Northwest partnership is the Columbia-Willamette Workforce Collaborative (the Collaborative) - a

bi-state coalition of three Workforce Investment Boards (WIBs) with a productive history of working together

to address the workforce development needs across the region. The Collaborative is led in this application

by Worksystems, Inc. – the WIB for the City of Portland, Multnomah and Washington Counties in Oregon.

There are five key factors that will make Reboot Northwest a successful Ready to Work model:

1. We are connected to and understand our target population. Over half of the region’s LTUE have

been recently connected to the public workforce system and our local American Job Centers – known in the

metro area as WorkSource. Reboot services will be rooted in these Centers.

2. We will use best-practice re-employment preparatory and support strategies. LTUE and other

barriered job seekers are served in WorkSource using promising-practice preparatory practices developed

in our region. These practices include Career Mapping, individualized Career Coaching and Career Link,

and have been adapted for Reboot to target the needs of the LTUE and veterans.

3. Reboot will be rooted in job-driven solutions that deepen and sustain employer partnerships:

Both target industries are highly engaged with the Collaborative through employer panels tasked with


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drafting and overseeing strategic workforce plans for the region. Tangible employer engagement will infuse

Reboot with industry insight and connections to work-based training and employment.

4. We know how to help job seekers retool, and have exciting new innovations. Our region’s

workforce system has supported 1,384 training scholarships (ITAs) and 618 on-the-job training placements

(OJTs) in the target industries since 2008. We will scale up and innovate on top of existing efforts by

launching accelerated training options perfect for LTUE and veteran job seekers.

5. Reboot is Replicable and Research-Ready. This project is American Job Center-based and so

has inherently broad applicability. Reboot will operate across three workforce areas in two states that have

different service delivery frameworks, putting this engagement and training model to the test.

Reboot Northwest will help our participants reboot their approach, retool with updated credentials,

refine their skills through work-based learning, and become reemployed with partner companies.

SECTION 1: STATEMENT OF NEED - 1.i. Targeted Industries and Occupations: The

IT/Software/Technology (Tech)1 Cluster and Advanced Manufacturing2 were both designated as priority

clusters by the Collaborative in 2012. They account for over 112,000 jobs--representing more than 12% of

private sector employment in our region with a combined annual payroll of just under $9 billion dollars3. The

local Advanced Manufacturing Cluster currently employs 87,760 in the region. This sector grew at a rate

of 4.2% from 2011-2013, outpacing the nation’s rate of 3.9%, and is projected to add nearly 12,000 jobs by

20224. Factoring in replacement openings due to retirements, manufacturers will need to bring in nearly

40,000 new workers5 over the next 10 years. This represents a huge pipeline challenge for the sector as

Baby Boomers retire and fewer young workers pursue Manufacturing careers. Employment in the region’s

1 Cluster includes: Computer System Design, Software Publishing and Data Processing/Hosting (NAICS 54151, 51121, and 51821).

2 Cluster includes: High Tech Manufacturing (NAICS 334, 335, 3391); Food Processing (NAICS 311, 3111, 3121); and Metals, Machinery and

Transportation (NAICS 331, 332, 333, 336, 4235). 3 Source: Oregon Employment Department; Washington State Employment Security Department; Bureau of Labor Statistics - Quarterly Census

of Employment and Wages 4 Source:EMSI

5 Source: Oregon Employment Department; Washington State Employment Security Department


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Tech Cluster is booming, with projected growth at 32% over the next decade, making it one of our fastest

growing industries. Local Tech companies employ over 30,000 people, and anticipated 32% growth will add

over 10,000 new high paying jobs to our region by 20236.

Reboot targeted occupations (shown in detail in TABLE 2 below) account for over 85,000 jobs across

all industries in our local economy, with expected growth to over 103,000 (a 21% increase) by 2023.

Evidence of Industry Utilization of H-1B Visas7: In 2012 alone, local Tech employers brought in 1,600

workers via H1-B visas. In the same year, local Advanced Manufacturing employers brought in 473 H-1B

visa workers to fill positions - especially in Engineering, Finance and Management.

Since 2009, local companies have applied for nearly 10,000 H-1B Visas to fill Reboot-targeted

occupations, including 1,267 Electrical Engineers, 1,314 Industrial Engineers, 1,842 Computer Systems

Analysts, and an astounding 3,527 Computer and Software Programmers. As TABLE 1 indicates, the

importing of talent in computer and engineering occupations is accelerating each year, as growth in these

industries and skill stagnation in the local workforce has necessitated outsourcing. TABLE 1:

Skills & Competencies, Education & Training Required, Average Current Wages for Target Occupations:

TABLE 2 below outlines the Reboot targeted occupations, their projected 10-year regional growth, and

each occupation’s required skills, credentials, and average wages8. This table includes high-demand,

middle-skill manufacturing occupations that are along career pathways toward H-1B jobs.9 TABLE 2:

Targeted Occupations and Skills/Credentials Required 2013 Jobs

2023 Jobs

% Growth

Avg. Wages

Computer Programmers 2,395 2,858 19.00% $33.58

6 Source:EMSI

7 All data in this section are retrieved from http://www.myvisajobs.com/H1B_Visa.aspx

8 Growth and wage data source: EMSI. Skill and Credential info source: O*Net, Regional Industry Panels. Additional required skills are included in Section 1.ii. 9 These careers are indicated with a ** in TABLE 2. SOC #s 17-3023, 17-3025, 17-3026, 17-3027, 51-9060, 51-4011.

Occupations 2103-14 2012 2011 2010 2009 5 Yr Total

Computer/Software 2,891 1,285 1,131 809 383 6,499

Engineering 1,218 471 740 395 154 2,978

http://www.myvisajobs.com/H1B_Visa.aspx


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Skills: Convert project specifications and statements for coding into computer language. Develop and write computer programs/software or program web sites. Credential: Demonstrated Competency and Experience; Degree and Certificate

Computer Developers, Systems Software 3,087 4,068 32.00% $48.17

Skills: Research, design, develop, and test operating systems-level and network distribution software for computing applications. Set operational specifications; formulate/analyze software requirements. Apply principles of computer science, engineering, and math analysis. Credential: BS and/or Competency

Computer Developers, Applications 5,650 7,288 29.00% $44.00

Skills: Develop, create, and modify general computer applications software or specialized utility programs. Analyze user needs and develop software solutions. May analyze and design databases within an application area, individually or database development as part of a team. Credential: BS and/or Competency

Computer Support Specialists 4,960 6,232 26.00% $26.40

Skills: Provide technical assistance to computer system users concerning the use of computer hardware and software, including printing, installation, e-mail, and operating systems. Credential: BS, Certificate and/or Competency

Network and Computer Systems Support Specialists 1,528 1,739 14.00% $29.15

Skills: Install, configure, and support an organization's local area network (LAN), wide area network (WAN), and Internet system. Maintain and monitor network hardware, software, and security measures. Credential: BS; Industry Recognized Certificates, and/or Competency

Managers (Operations, Industrial Production, Analysts) 26,659 32,704 23.00% $50.86

Skills: Plan, direct, or coordinate the work activities and resources necessary for manufacturing products in accordance with cost, quality, and quantity specifications. Credential: BS/BA

First-Line Supervisors of Production/Operating Workers 4,023 4,618 15.00% $27.03

Skills: Supervise and coordinate the activities of production and operating workers, such as inspectors, precision workers, machine setters and operators, assemblers, fabricators, and plant and system operators. Credential: Postsecondary certificate

Engineers (electrical, mechanical, industrial, etc.) 10,586 12,507 18.00% $45.63

Skills: Perform engineering duties in designing mechanically functioning equipment and electrical systems. Oversee installation, operation. Credential: BS

Engineering Technicians (electrical, mechanical, etc.) 5,957 6,685 12.00% $27.65

Skills: Apply electrical and electronic theory and related knowledge to design, build, repair, calibrate, and modify electrical components, circuitry, controls, machinery for use by engineering staff. Credential: AAS

Machinists (Tool and Die Makers, CNC Programmers) 3,128 4,149 33.00% $23.06

Skills: Set up/operate a variety of machine tools to produce precision parts. Fabricate/modify parts to make or repair machine tools or maintain industrial machines, applying knowledge of mechanics, shop mathematics, metal properties, layout, and machining procedures. Operate computer-controlled machines or robots to perform machine functions on metal or plastic work pieces. Credential: AAS or certificate

Machine Operators (CNC, Lathe, Milling, etc.) 9,566 10,829 13.00% $18.12

Skills: Operate computer-controlled machines or robots to perform machine functions on metal or plastic work pieces. Credential: Postsecondary certificate

Indust. Machinery Mechanics and Maintenance Workers 3,959 4,910 24.00% $25.98


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Skills: Repair, install, adjust, or maintain industrial production and processing machinery or refinery and pipeline distribution systems. Credential: Postsecondary certificate + experience

Inspectors, Testers, Sorters, Samplers, and Weighers 3,105 3,833 23.00% $19.55

Skills: Inspect, test, sort, sample, or weigh materials, parts or products for deviations from specs. May use precision measuring instruments and complex test equipment. Credential: Certificate

SECTION 1.ii. – Employer Engagement: Actively engaged local industry skill panels (quarterly

Manufacturing Panel meetings include over 30 companies) provide partner WIBs extensive intelligence

about employer-identified skill gaps in available talent. These gaps are described in detail in TABLE 3:

Occupation Employer Panel-Identified Skill Gaps

Computer Programmers

Programming “language” deficit: JAVA, Oracle, VB.Net, Linux, or SQL. PHP, Ruby on Rails, C++, C#, Python, Mobile App development, and working in an Agile product development environment. Interpersonal skills necessary to function within a team.

Computer Software Engineers

Programming “language” deficit: JAVA, Oracle, VB.Net, Linux, or SQL. Working in an Agile product development environment. Interpersonal skills necessary to function within a team.

Comp Sppt Specialists

Programming “language” deficit: JAVA, Oracle, VB.Net, Linux, or SQL. PHP, Ruby Interpersonal skills necessary to function within a team.

Network and Computer Sys Admin

Best practices related to upgrades, changes and fixes that reflect the newest technology (cloud computing). Interpersonal skills necessary to function within a team.

Managers (Operations, Production, etc.)

Proficiency in: CATIA/Solidworks, Geometric Dimensioning & Tolerancing (GD&T), Fluorescent Penetrant Inspection (FPI), and/or Non-Destructive Testing (NDT); project/process management; lean manufacturing principles; sector-specific technology application (e.g. metals, machine, clean tech); Computer Integrated Manufacturing (e.g. production planning and control, enterprise resource planning); APICS certification.

Supervisors Prod. Worker

Leadership and supervisory skills; Problem Solving Skills; Soft Skills; Six Sigma Green Belt

Engineers Proficiency in NDT; Six Sigma Black Belt; sector-specific technology application; lean manufacturing principles, problem solving; DFM/A; leadership and teamwork skills

Eng. Techs Proficiency in CATIA/Solidworks, GD&T; sector-specific technology application, problem solving

Machinists PLC - programmable logic controller skills, CNC horizontal machining skills, CNC programming skills, 3-D CAD skills, quality awareness, problem solving

Machine Tool Operators

Proficiency in CNC/CAD/CAM; sector-specific technology application, quality awareness, problem solving

Industrial Machinery Mechanics

Licensed Plant Electrician Certification, problem solving, journey level experience, lubrication training

Inspect/testers Proficiency in GD&T, FPI, NDT; sector-specific technology application


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Gap in Skills of the Workforce and Training Program Availability: In addition to the workforce skill

gaps expressed in TABLE 3, local training programs aren’t keeping up with the strong growth projected for

grant occupations expressed in TABLE 2 in Section 1.i. In 2013, the Tech Sector created 79410 jobs in the

targeted occupations, but the regional training system produced only 200 graduates11, leaving hundreds of

unfilled positions. Employer Panels report that talent-snatching, high recruitment costs and H-1B

applications will only rise unless there is an increase in the region’s talent pool. Demand for manufacturing

workers is also outpacing the supply, especially given looming retirements. For example, there were only

82 Machine Tool Operator and Machinist graduates in 2012 for 225 openings. These gaps necessitate the

creative training solutions defined in Section 2.i.c.

Employer Commitments: The 39 employers committed to Reboot were able to provide 4-year

hiring projections, and anticipate hiring 2,334 job seekers in the Reboot occupations. This only scratches

the surface: our industry association partners have a combined membership of over 450 local companies

that are hungry for talent, and they are eager to connect more companies to the Reboot Partnership. All of

our partnering employers have made firm commitments to the project, which are detailed in a matrix in the

attached Employer Consortium Agreement. TABLE 4 shows a summary of these commitments:

Industry Association Agreements

# Type

4 Provide ongoing company-specific intelligence about workforce and hiring needs, including target occupations, certifications, and skills

4 Support the development of the Reboot project model and by providing guidance to program staff and by participating in Reboot committees

4 Support collection and aggregation of industry information that can help to guide training investments

4 Reach out to constituent members and encourage them to use OJTs and paid work experience through WorkSource as training and staffing tools, and to hire Reboot participants who qualify for open positions

Employer Agreements

7 Work with grant staff to develop registered apprenticeships

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Source: EMSI. 11

Source: IPEDS.


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31 Consider for hire diverse and qualified applicants, including recently returned veterans

34 Commit to hire and train grant participants using On-the-Job Training (OJT)

20 Commit to host subsidized interns (WEX) in grant-targeted positions

30 Provide Career-Related Learning Experiences (via Career Link, Reboot NetWork events, etc.)

21 Inform where and how Reboot training dollars should be invested, through Regional Industry Employer Panels and/or through individual conversations with LWIB staff

17 Identify and/or help design rapid, flexible training programs to meet industry demand

23 Join the Administration's list of companies committed to inclusive hiring practices and pledge to remove barriers that may prevent qualified LTUE job seekers from being fully considered for jobs

SECTION 1.iii. Targeted Population: At least 85% of Reboot participants (850 enrollees) will meet the

definition of “long-term unemployed workers” presented by USDOL in the Ready to Work SGA. The

remaining participants - up to 15% of total participants (150 enrollees) - will be unemployed veterans12 who

may not meet this definition of “long-term unemployed workers.” All participants will be legal to work in the

United States, 18 years of age or older, and will have at least a high school diploma at the time of project

enrollment. They will also have sufficient education/work histories that will allow them to become employed

in Reboot’s target occupations within the grant timeframe. The assessment process described in Section

2.i.b. outlines the process for validating eligibility based on these characteristics.

Number, Characteristics of LTUE in Target Area: Long-term unemployment has been a persistent

problem in our region. The Oregon Employment Department (OED) and Washington State Employment

Security Department (ESD) estimate that as of December 2013 there were 22,606 LTUE job seekers in the

target region.13 This represents 2.0% of the total labor force. Over half of the 22,606 LTUE in our region

(13,262) have recently been attached to local American Job Centers.14

Major points from this dataset that impact program design/service delivery: Age: Our area’s LTUE

population leans older: “mature” workers (age 50+) make up 39.2% of the group. Race, Ethnicity: African

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Defined as any individual who served in the active military, naval, or air service, and who was discharged or released from such service under

conditions other than dishonorable, which may include National Guard or Reserve personnel (From DOL TEGL 22-04). 13 Clackamas, Washington and Multnomah Counties in Oregon and Clark, Cowlitz and Wahkiakum Counties in Washington. 14 Source: OED and ESD.


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Americans and Native Americans are slightly overrepresented among the LTUE. Education: 38.1% of

LTUE have some type of postsecondary certification and 22.6% have a BA or above. Occupation and

Industry: 4.8% of LTUE come from computer/mathematical/engineering backgrounds, and 10.5% come

from production backgrounds that could translate well to H-1B career pathway occupations. 4,973 local

LTUE come from manufacturing, information, or professional/scientific industries.

Other Characteristics and Barriers of LTUE: The following insights about the LTUE population have

shaped the Reboot model: Motivation and Engagement15: Job search activity declines steeply over the

spell of unemployment. While morning hours are crucial for a successful job search, LTUE individuals tend

to sleep more and make less effective use of morning hours. Job Seeking Strategy16: Only 9% of LTUE

job-seeking time is spent networking, a proven strategy. LTUE are more likely to accept lower-pay part-time

work if it’s seen as a stepping stone. Employer Bias: Employers are more likely to call back an applicant

with no experience and a recent job separation than a LTUE job seeker with relevant experience.17 To land

an interview, LTUE job seekers must apply to 3.5 times as many jobs as the short-term unemployed.18

Number and Characteristics of Veterans: WA and OR State UI systems showed 6,659 target area

veteran UI claimants in 2013 (OED, ESD) who had recent connectivity to WorkSource. Characteristics of

these claimants include: Demographics: 91.4% white and 91% male. 51.4% are over the age of 50, with

11% under 30. Education: 36.5% have at least a vocational certification; 18.1% have at least a Bachelor’s

degree. Occupation and Industry: 57.1% come from occupations that map to our Reboot target

occupations. 13% (880 claimants) were dislocated from the manufacturing industry, and 7.1% (470) from

Tech. Disability Status19: 14% of local veterans have a service-connected disability.

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Kruger, A & Mueller, A (January, 2011) Job Search and Job Finding in a Period of Mass Unemployment: Evidence from High-Frequency

Longitudinal Data 16

(Kruger & Miller, 2011) 17

(Kroft, Lange & Notowidigdo, March, 2013 Duration Dependence And Labor Market Conditions: Evidence From A Field Experiment and Rand

Ghayad, “The Jobless Trap” Job Market Paper, Working paper, 2013 18 (Ghayad, 2013) 19 Source: 2008-2012 American Community Survey.


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Our region expects to see an influx of hundreds of recently returned veterans in the coming months as

4,500 active-duty soldiers stationed at Joint Base Lewis McChord in WA are inactivated and will begin

seeking civilian jobs. A 2012 study20 showed that a majority of surveyed veterans – particularly recently

returned veterans – said they need and would use the following preparatory and connective strategies that

are built into the Reboot model: 1) Better access to college education or technical training; 2) A program to

help place veterans into internships; 3) Resume, cover letter, and interviewing skill workshops; 4) 1:1

Career Counseling, and; 5) A program to develop networking skills.

SECTION 2: METHODOLOGY AND WORK PLAN, SECTION 2.i.a. – Outreach and Recruitment: WSI

will oversee a Reboot Outreach Committee21 made up of WorkSource system partners, CBOs, training

providers and employers to identify best-practice outreach strategies that will be overseen by staff at each

WIB. We will recruit on an ongoing basis for 3.25 years, beginning immediately in October 2014. We

anticipate meeting our enrollment goal by November of 2017. Outreach strategies will include:

1) Recruitment through WorkSource (30% of Participants): State Systems: OED and ESD will support

recruitment by using state-funded job seeker and UI databases to identify individuals with past

experience in the target industries and/or relevant transferable skills. Email notifications describing the

Reboot opportunity will be sent. Promotion to Engaged Customers: WorkSource staff and Center

workshop facilitators will promote Reboot services to our annual flow of 100,000+ job seekers.

2) Targeted Community Outreach (35% of Participants): Public Relations & Information Campaign: An

outreach campaign will deploy various media (social media, radio, public transit) to target the broader

community. Aligned Partner Network (APN): Area WIBs during the past five years successfully

developed a robust network of 28 CBOs and public agencies that connect their clients to the resources

and services of WorkSource using a shared service delivery strategy. These include: 1) Public Housing

20 Veterans’ Employment Challenges (Prudential, 2012) 21 See attached Organizational Chart.


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Authorities, who are already working with area WIBs to connect their housing residents to living-wage

careers; 2) Experience Works and Easter Seals, who have deep ties to older workers aged 50 and

above struggling to return to the labor force, and; 3) Culturally-Specific Providers, including the Native

American Youth and Family Center and Urban League. Veteran Agencies and Services: The Portland

VA is eager to refer veterans into the program and receive referrals from Reboot staff, as are local

Vocational Rehabilitation and Disabled Veterans Outreach Program staff. Other Public Services and

Programs: We will leverage local SNAP programs, which have deep ties to the LTUE community, and

our partnership with Goodwill Industries, which has staff in local WorkSource Centers to recruit and co-

serve jobseekers. We will work with Partners in Diversity (PiD), a program of Portland’s Chamber of

Commerce, which matches professionals of color with jobs in our target industries.

3) Recruitment from Training Programs (15% of Participants): Many people who independently

sought credentials during the Great Recession will still need job placement support. Tech and

Manufacturing training partners are excited to promote the opportunity to qualifying students.

4) Referrals from Employers (20% of Participants): Partner businesses will refer unsuccessful

applicants who need skill training/updated certifications to Reboot. Employers have shown keen

interest in having this type of resource for the veterans who don’t quite have the skills to get hired.

SECTION 2.i.b. - Assessment Strategy: After potential Reboot participants hear about the program, they

will be directed to the project’s online or center-based program orientations, which will both be highly

engaging and professionally designed interactive experiences. Interested parties will download or receive

the Reboot application and set an appointment time for a Readiness Assessment.

During the WorkSource-based 1:1 Readiness Assessment interview, eligibility will be determined.

Applicants will present all necessary eligibility documents22 and complete WorkSource enrollment and

Workforce Investment Act (WIA) Title 1B eligibility. Staff will confirm that projected career goals and prior

22

Interviewers will be WorkSource staff experienced in the WIA eligibility determination/documentation process.


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experience align with Reboot target occupations, and will review individuals’ job dislocation dates, veteran

status, age, and educational attainment to ensure eligibility23 for grant services. Job seekers deemed

eligible will be scheduled to attend a half-day Career Mapping workshop. The ensuing Reboot strategies

will assess participants’ personal supports, interpersonal and job-getting skills, and occupational knowledge

to build individualized plans that address their specific needs.

In Career Mapping24, participants will assess their own strengths and capacities and set short- and

long-term career goals in a peer group setting. In the days following the workshop, participants and Career

Coaches will meet25 to further evaluate resources, strengths, and skill gaps to draft Career & Resource

(C&R) Plans – which will serve as living documents that articulate goals for: a) attaining resources that will

positively impact personal stability; b) building soft skills and rebooting job-getting strategies, and; c)

investigating and pursuing accelerated training and employment pathways.

After initial plans are built, participants will attend Career Link, a 3-week industry-based immersion

experience. During Career Link, participants will take Tech and Manufacturing industry-validated skill

assessments to pinpoint participant skill deficiencies. The results of these online, occupation-specific skill

assessments will help participants investigate and identify (with support of Coaches) training tracks that

match precisely to their skill development needs. Other Career Link assessments will include: 1) matching

skills and abilities to potential target careers through real-time labor market information, company tours and

other exploration; 2) pursuing WorkSource’s Talent Link certification, which assesses six key work-ready

skill elements through staff-intensive 1:1 vetting of resumes, interviewing skills and soft skills and through

attainment of a National Career Readiness Certificate (NCRC) in math, reading, and problem solving, and;

3) “Rethinking Job Search”, a promising-practice curriculum that helps to spot and divert “risky” thinking

that negatively impacts self-efficacy in job search.

23 In alignment with all participant eligibility criteria set forth in Section III.E.3 of the Ready to Work SGA. 24 Career Mapping will be a WIA-funded service, as participants will not yet be enrolled in Reboot. 25 Upon completion of this meeting, participants will be officially enrolled in Reboot services.


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SECTION 2.i.c. Education & Training Strategies: Reboot participants will engage in individualized

training strategies that follow three tracks of service delivery: 1) Coaching Plus; 2) Skill Upgrades; 3)

Credentialing. All of these skill-building tracks are built on the preparatory and supportive strategies

detailed in section 2.i.d., and will lead to a variety of work-based placement options and unsubsidized jobs.

Wherever possible, Reboot will fund Cohort Trainings for groups of participants who are jointly supported

by a Coach, with facilitated check-ins as a learning community to maximize connectivity/reinforce learning.

1) Coaching Plus (300 Participants): For participants with strong occupational skills, the key programmatic

interventions will be intensive Career Coaching, Career Link and the Reboot NetWork as discussed in

Section 2.i.d., followed by work-based learning and/or job placement. FIGURE 1:

2) Skill Upgrades (450

Participants): Participants with

experience in the target industry or

occupation may need classroom-based

or online certification to fill a skill gap.

Reboot will fund short- and medium-

term skill upgrade trainings leading to industry-recognized certificates, including the trainings named in

the Innovation and Acceleration section below. The Reboot Training Committee will ensure that

trainings available to participants address employer-identified skill gaps from Section 1.ii.

3) Credentialing (250 Participants): Those participants who want to enter a new occupation or industry

may need longer-term training. The Reboot partnership includes 15 local training providers who

currently operate 140 target-occupation trainings (18 BS or graduate, 48 AAS, 74 Certificates).26 Under

guidance from Career Coaches following Career Link, participants will apply to these and other

26 These partners have committed to train Reboot participants and provide input about development of new accelerated training programs through committee participation, as described in the Attachment E: Organizational Chart.


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programs on Reboot’s eligible training provider list (ETPL) to earn the credentials they need, with

Reboot and WIA/WorkSource system funds providing supplemental support as needed.

Work-Based Training Strategies: Upon completion of classroom-based training programs, and/or after

polishing their job-getting and soft skills through Career Coaching and the services described in Section

2.i.d., participants will be ready for work-based training and/or job placement. Reboot will offer three

vehicles for work-based training: on-the-job training (OJT), paid work experience (WEX)27, and

apprenticeships. Coaches will help identify which vehicle would best support participants’ career goals.

OJT will occur under direct supervision by a company employee and following a training plan designed

by the employer and referring WorkSource staff. Through OJT, the training provided is based on the skill

requirements of the occupation, the academic and occupational skill level of the participant, prior work

experience, and the participant’s individual employment plan. OJTs will often be used in combination with

targeted skill upgrades. Our region has a strong history of successful implementation of target sector OJTs.

Our partner Tech employers are particularly excited to access the Reboot talent pool through paid

WEX. As “fit” has been cited as a key concern for Tech employers, WEX (which places WorkSource in the

role of Employer of Record) carries a lower risk than OJT – a hire-first model. However, Tech employers

with openings are eager to potentially hire successful interns – especially in software development. WEX’s

will range from 150-250 hours, and will include structured skill development plans crafted with supervisors.

WEX is an ideal option for helping LTUE build their resumes after long gaps in employment.

Through Reboot, the Collaborative will work with Enoch Manufacturing, Sunset Manufacturing, KCR

Manufacturing, American Precision Industries, Clark College, Mt. Hood Community College, and Oregon’s

Bureau of Labor and Industries to develop a National Institute for Metalworking Skills (NIMS) based

registered machinist apprenticeship. There is a major shortage of skilled machinists in the region due to

27 Existing Regional OJT and WEX programs already meet the definitions and requirements outlined on pages 6 and 7 of the Ready to Work SGA, as well as in Section IV.E.6 Funding Restrictions, as will the Reboot model.


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an aging workforce and the training system not producing enough to meet demand. Apprentices completing

the program will receive their journey card, several NIMS machining credentials and college credit. Tech

apprenticeship models are in use or to be developed by partners Catalyst IT, EID Passport and OCHIN.

Innovation and Acceleration: This section details specific training interventions that address our

employer-identified skill gaps through accelerated learning experiences.

Hyperspecialization is a growing trend in the Manufacturing and Tech sectors. Increasingly, our

employers are defining work as being much more specialized. Reboot will use employer-endorsed,

online learning systems such as ToolingU, Mori Seiki Academy and Bluedrop to assess occupation-

specific skills and package modular learning plans for participants, honing their in-demand

competencies. This strategy offers a rapid yet flexible training approach that ends in certification.

Coaches will work with cohorts progressing through learning modules to help reinforce learning.

The Advanced Inspection and Manufacturing Mobile Training Unit (AIM – MTU). The AIM – MTU

is a 53’ classroom on wheels built by the Aerospace Joint Apprenticeship Committee (AJAC) to provide

just-in-time technical short-term training, using advanced inspection and manufacturing curriculum and

state-of-the-art technology. CAD, CAM, CNC simulators and 3-D Prototype technology are available

for hands-on practice with equipment. GD&T, Solidworks, MasterCAM and QA/LEAN Six Sigma are

course examples that map to employer-identified skill-gaps. The AIM – MTU is an excellent

complement to Reboot’s hyperspecialization strategy and will be parked at employer partner facilities

such as ESCO so that participants can immediately see skill application in a manufacturing facility.

Oregon Bio has developed a series of five certificates for unemployed engineers, technicians and

managers aiming to transition into bioscience. BioCatalyst is a series of 80-hour courses which lead

to industry certification on the topics of Medical Devices, Bioscience Manufacturing, Sales and

Marketing, Medical Software and Circuit Board Foundations. Reboot will support a minimum of 2


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cohorts through this training. Oregon Bio will aggregate member company hiring projections and deliver

courses as demand dictates. BioCatalyst will help LTUE to quickly repackage for this niche industry.

Code Schools are an increasingly popular training innovation that offer short-term intensive

opportunities to participate in a tech-like work environment for 10-16 weeks, learn coding languages

and demonstrate competency. Training is accessible to those with previous experience in software as

well as those who are new to the field. The four Code Schools in our target area are Reboot partners.

Strong employer advisory boards drive their curriculum. Code Schools will be a primary intervention for

people with employer-identified coding language skill gaps.

Accelerated Bachelor of Science in Computer Science (BSCS) is a one-year degree offered online

by Oregon State University for people with a Bachelor-level degree in any field. The online BSCS will

be a training option for LTUE who want to re-career. Since attracting candidates with a BSCS degree is

extremely competitive, employers routinely hire program graduates. Reboot will recruit specifically for

Bachelors-prepared LTUE and vets interested in this opportunity.

SECTION 2.i.d.- Supportive Services and Specialized Participant Services Strategies: Table 7 details

the strategies designed to support both LTUE and veteran participants as they develop and implement their

career plans. For context, FIGURE 2 below shows the full Reboot Model and participant flow, including all

of the developmental and supportive strategies discussed in this section. FIGURE 2:


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TABLE 7:

Strat Description Embedded Services and Provider Role Communication C

aree

r M

appi

ng,

C&

R P

lann

ing

Coach-led ½-day self-assessment to build career maps & C&R Plans.

Goal-setting Identification of training tracks

and reemployment strategies Identification of resources needed for life stability such as housing, physical and mental health, child care, and transportation

See Career Coaching.

Car

eer

Coa

chin

g

Industry-focused, WorkSource-embedded case managers: primary source for participant support and resource navigation throughout grant enrollment.

Case management: continuous client

engagement C&R Plan development

Connection to community supports/referral Access point for grant- and WIA-funded

support services Training guidance and

support for participants in postsec programs Employer outreach to develop internships and

OJTs Job readiness training and placement

WIBs to procure for Career Coaching services and oversee contracts directly. Coaches involved in Committees 1,2,3,4 (see Attachment E)

Car

eer

Link

Tech- or Manufacturing-focused 3-week industry immersion experiences, structured to address LTUE characteristics from national studies (see Section 1.iii.

Industry tours and guest speakers Real-time labor market Info, including projections, skill req's, in-demand certs and training

options Work readiness training (resumes,

interviewing, LinkedIn profiles, soft skills) Topics on stability: personal caretaking, resiliency, self-efficacy, financial counseling

WIBs to procure for Career Link services and oversee contracts directly. Coaches involved in Committees 1,2,3,4 (see Attachment E)

Reb

oot N

etW

ork Biweekly peer- and

employer-driven groups to engage participants after Career Link has ended.

Industry HR speakers re: hiring processes

and job-getting strategies Participant-

designed career-related activities Volunteer

coordination opportunities Two full-day job-seeker symposia conference-style symposia

Career Link staff manage NetWork groups. WSI procures contractor to develop a regional framework

Wor

kSou

rce

Ser

vice

s

WorkSource preparatory, training, and employment services address different skill levels, and customer needs.

Workshops and 1:1 services include industry-specific career exploration, social media job search, advanced resume, veterans job club, mock interviewing, and more

WIBs oversee delivery of WIA 1B services, will facilitate connections with embedded Coaches

Sup

port

ive

Ser

vice

s

WIA, Ready to Work, and partner-funded services braided to provide supports necessary to succeed in training and placement. Services written into C&R Plans, coordinated through Career Coaches.

Center-based support services (e.g. transportation, child care, emergency

supports) Behavioral health & counseling services to include personal counseling for participants; training of Career Coaches to

recognize signs of key mental health issues Partner public housing authorities (PHAs) have committed rolling short-term rent assistance slots for participants needing stable housing to participate in training

Support services managed through Centers to maximize leverage; PHAs, BHCs, Coaches all participate in Committee 2 (see Attachment E)


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Evidence of the Effectiveness of the Strategies

In 2010, WSI and Home Forward (the local Housing Authority) piloted a project yielding dramatic

results for a highly barriered population: 66% attained new employment and average household

income increased by 159%. The core preparatory model behind the pilot looked similar to Reboot:

Career Coaching, Career Mapping, C&R Planning, Career Link, and sector-based training. This model

was the foundational strategy behind WSI’s DOL Workforce Innovation Fund award, Housing Works.

This service delivery framework proved highly successful for serving barriered populations, leading to

the alignment of 28 CBOs and Public Agencies into our Aligned Partner Network (referenced in Section

2.i.a.). For seven new APN agencies that started delivering C&R Planning, Career Coaching, and

Career Mapping services in mid-2013, 80 participants have already exited, with a 66% job placement

rate, showing that the model is quickly effective when applied to new populations.

The Career Mapping strategy was developed at WSI, and is used across the region for engaging

barriered populations in skill development. A USDOL-funded report28 asserts that barriered individuals

who undergo the Career Mapping process “have better insight and awareness about their strengths,

gifts, and capabilities and are better prepared to identify initial job goals meeting their profile.”

Career Link’s “Rethinking Job Search” curriculum was developed in Oregon through funds from the

Northwest Health Foundation to specifically address the needs of LTUE. Early pilots show 77%

employment within 3 months of completion of the curriculum.

Career Link and Career Mapping incorporate many of the best practice elements identified in a case

study29 by Mathematica Policy Research including career planning based on the customer’s vision that

articulates goals, services, next steps and milestones; linking customers to supportive services; job

matching, placement and follow-up.

28 Career Mapping for Disadvantaged Job Seekers (2006) 29 “Effective Case Management: Key Elements and Practices from the Field”, June 2011, Mathematica Policy Research.


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Cohort learning communities like Career Link, BioCatalyst and online/training cohorts have been shown

to increase motivation and success with adult learners of different learning and knowing styles.30

There were 134 job placements in 2013 tied to the WorkSource High Tech Networking Group; Reboot

NetWork will be based on this successful local model.

SECTION 2.i.e. – Job Placement: Reboot’s primary employment placement strategy will rely on an

integrated placement team consisting of Career Coaches, teams of State Employment Services staff who

specialize in the targeted sectors, employer partners, WIB staff, area Veteran Services staff, Career Link

staff, and leveraged WorkSource staff from our region’s eight American Job centers.

Over the course of the project, placement team members will meet bi-weekly and work to staff the

employment needs of placement-ready active program participants. The team members will bring their

industry expertise, employer connections, real time labor market information, targeted job leads, and

available OJT, WEX and apprenticeship opportunities to ensure participants have flexible and

individualized opportunities to return to work in support of their career goals. Career coaches will work with

members of the integrated placement team to match the targeted employment opportunities with the

available pool of qualified and ready Reboot participants. Integrated placement team members will also

connect participants to employment through the use of industry specific networking opportunities, targeted

job fairs, and reverse recruitment events. Reboot will also benefit greatly from the leveraged relationships

within the Manufacturing and Tech Industry Panels and the partnering employers who will serve as a

continual source for internships, expertise, and employment for participants as they near placement.

SECTION 2.ii. – Work Plan: Capacity of Lead Applicant to Manage: See Section 3. Work Plan:

The Power of Cohorts and of Collaborative Groups (2001); See (insert studies) “Learning Communities and Student Success in PostSecondary Education,” Price (December, 2005).


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SECTION 3 – Organizational Capacity and Project Management: WSI will immediately institute a

comprehensive and efficient communication strategy for Reboot. Formal communication of policies and

operating procedures will outline the purpose, goals, and outcomes of the project so that key stakeholders

are well informed. Monthly and quarterly reports will communicate outcomes and activities, and grant

committees described in Attachment E will meet throughout the project to adapt the model as needed.

Staffing Plan: The Project Manager (PM) for Reboot Northwest will lead the implementation of the

grant, ensure partners fulfill responsibilities and performance goals, facilitate communication among key

employment, training, and service partners, gather data from stakeholders to prepare quarterly and other

reports, market the grant to new employer and community partners, and manage the grant budget and

contracts. Required PM qualifications include: excellent, demonstrated project management experience;

excellent interpersonal skills and ability to communicate effectively orally and in writing; strong skills in

using technology to communicate with others and to track data; budget and performance management

experience; and familiarity with the target industries. Nick Knudsen, a current Senior Project Manager at

WSI, exceeds these qualifications and will lead the Reboot Northwest project. In support of the fiscal and

administrative needs of the project, WSI’s CFO Marcia Norrgard will: ensure that WSI’s fiscal and

administrative staff direct the maintenance and operation of the general accounting system; oversee all

functions and duties related to accounts payable, accounts receivable, payroll, cash management, and

fixed assets for the project; prepare and present special cost studies, financial analysis and customized

reports as necessary; maintain fiscal, administrative, and related records, and; oversee fiscal and budget


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integrity, procurement, compliance, and transparency to the project funder, Board and community. Marcia

is a certified public accountant, and holds primary fiscal and contracting authority in the organization.

Similar Experience and Capacity: WSI is very experienced in grant administration, having successfully

managed more than $300 million in WIA formula, discretionary, and local grant resources since 1998. Two

WSI-led DOL/ETA funded projects serve as examples of similar large-scale, multi-year, multi-partner

grants. 1) Metro STEP (4.5 million, 4 years) is currently finishing its second year of implementation. Like

Reboot, STEP is targeting middle-skill manufacturing and software occupations, has a focus on the long-

term unemployed, and bridges employer-identified skill gaps by connecting jobseekers to employer-vetted

short-term skill interventions that lead to industry-recognized credentials. As participants complete their

training and acquire the necessary skills for employment, OJT is used to place participants into

employment. As we near the halfway point of STEP we are already at 96% of full project enrollment. Over

93% of our project enrollees have begun receiving education or occupational training, with 43% completing

training. Of those completing training, we have a 96% employment placement rate. In all cases, we are

ahead of the goals outlined in the project work plan. 2) Green Careers Training Project (funded through

the DOL/ETA Pathways out of Poverty SGA (4 million dollars, 4 years) The Green Careers Training

Project brought together 17 CBOs, training providers, WorkSource, and jobseekers facing multiple barriers

to employment, and achieved employment outcomes for program participants through the use of industry-

recognized credentials, case management and placement services. Over the course of the initiative, the

project provided workforce development services to 403 participants from targeted low-income

neighborhoods. Over 78% of the participants completed one or more occupational training program, with

more than 400 industry recognized credentials earned by all training completers. By the end of the project

75% of the participants were employed and earning wages averaging just under $15/hr.

For these grants, WSI used the Blackbaud Financial Edge accounting system to produce regular and

timely financial reports leading to consistently on-time payments to and from contractors and partners.


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Budget monitoring processes described below have ensured accuracy of budgeted to actual expenditures.

Grant-funded project staffing for Metro STEP and the Green Careers Training Project relies on a similar

staffing model to that proposed in Reboot. Each grant has a dedicated project manager, who works with

grant steering committees comprised of partner WIB staff, public system partners, training institutions, and

key employers. With the support of the grant project manager, committees oversee and support the work of

each grant, including specific participant service areas such as outreach, training, and placement. Project

managers for each grant are supported by their unit Director, who reports back to WSI’s Executive Director,

who shares grant successes, challenges and progress with the LWIB Board during quarterly meetings.

Systems and Processes: Fiscal reporting: WSI has established fiscal policies, procedures, and

systems to ensure accurate financial reporting, and uses Financial Edge from Blackbaud, a robust

accounting software system designed for nonprofit organizations. Cost centers, grants, and project

information are tracked and reported using the system. At each month end, budget variance financial

reports are generated using the accounting system. Each month, project reports from the accounting

system provide information to bill project expenses. The system also provides the information needed to

submit the quarterly financial status report (FSR) including accruals and leveraged resources.

Performance reporting: Performance information on the project is provided through quarterly narrative

reports, supplemented by WSI’s Information Management System (I-Trac), which captures participant data

elements. Sub-contractors must ensure all I-Trac data is current and processed in a timely manner (within

5 business days) to avoid disallowed costs, service delays and ensure accurate and timely data

transmissions and reports. Procurement: WSI has established procurement policies and procedures to

ensure expeditious procurement. The policies and procedures have been developed in accordance with

guidelines and requirements in the Code of Federal Regulations (CFR). Subcontractors shall comply with

CFR requirements for procurement, or with its own procurement procedures, whichever is more restrictive.


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WSI consistently submits both financial and program reports for its current federally-funded grants in an

accurate and timely manner. WSI manages its grants through its real-time online performance

management system, monthly partner and contracted service provider meetings and monthly review of the

budget spend out and resource draw down, among other strategies. WSI receives monthly program

progress reports from grant-contracted service providers, which are reviewed along with monthly billing

statements by the grant project manager and unit director. This oversight and analysis allow project

managers to intervene, provide technical assistance, update program design, implement new strategies or

share best practices across individual projects. It also supports continuous and collaborative engagement

of our grant partners and historically has supported the successful management and completion of previous

WSI federal grant awards, such as WIRED.

SECTION 4 – OUTCOMES AND OUTPUTS: 4.i. – Projected Performance Outcomes:

Numerical Outcome Projections: See attached Performance Outcomes Table.

Explanation of Outcome Projections: Outcome targets were derived after our coalition of WIBs,

WorkSource staff, employers, training providers and other partners reviewed data and research about

LTUE and veterans, developed a preparatory and supportive model to support them, analyzed skill gap

intel, and designed training interventions. Partner WIBs factored in WorkSource’s previous success placing

LTUE and veterans into jobs using Reboot training and placement vehicles, past and current large-scale

regional training grant outcomes, and required projected ramp-up time as seen in the Work Plan. With all of

these factors in consideration and knowledge of the barriers that are participants may face, we are

confident that 1,000 participants will reach the outcomes described in Attachment C in the grant timeframe

through use of the requested and leveraged resources described in the Budget Narrative.

SECTION 4.ii. – Ability to Report Outcomes: Reboot will use I-Trac to track participant-level data. I-Trac

is a web based data management system developed by WSI for the purpose of collecting, reporting and

managing customer-level information for multiple funding sources. Program policies and grant rules define


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the system. I-Trac is currently used by all Workforce Investment boards in Oregon for tracking and

reporting on all of the State’s WIA funds, as well as State and Federal discretionary grants. I-Trac is secure

and in compliance with all DOL regulations for data tracking and reporting. This system has been

successfully used for all participant data tracking for DOL grants in our region over the past decade. WSI’s

I-Trac team will develop customized reports that will provide real-time performance data for staff. These

reports will be reviewed monthly, followed by communication with partner WIBs and service providers about

grant performance and, if necessary, troubleshooting. Employment outcomes will be collected in real time

by Coaches through regular participant outreach. When employment information is shared by a participant,

the Coach will enter this information into I-Trac within five business days. Retention information will also be

collected by Coaches for twelve months, for as long as grant funds support the outreach activity.

SECTION 4.iii. – Cost Per Participant: Reboot will intentionally allow participants and Coaches to access

preparatory, skill development, work-based learning, and placement vehicles in a customized sequence

through a menu of training options. As the same menu is available for LTUE and veterans, the most

straight-forward way to calculate the cost per participant is to divide the total grant request by the projected

number of participants who will gain employment – the most critical outcome, resulting in a grant-funded

cost per participant of $11,125. When factoring in $1,885,000 of WIB leverage, the total cost per participant

rises to $13,605. Because of the high skill requirements for the middle- and upper-skill target occupations,

the most direct comparison is with our region’s USDOL-funded Metro STEP grant. The grant-funded cost

per for that program as described in the proposal was $8,093. However, participants in the STEP grant do

not have access to the array of preparatory and connective strategies that are embedded in Reboot and

are necessary for success of the model for the more highly barriered target population. These embedded

strategies, such as Coaching and Career Link, increase the cost per successful placement.

Worksystems, Inc. Reboot Northwest Project Narrative · 2018-11-08 · Worksystems, Inc. Reboot...

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