Susana Alcala Wood, City Attorney Jorge Oseguera, City Auditor Mindy Cuppy, City Clerk Howard Chan, City Manager John Colville, City Treasurer

City Council Report 915 I Street, 1st Floor

Sacramento, CA 95814 www.cityofsacramento.org

File ID: 2021-00099 August 17, 2021 Discussion Item 12

Title: Workforce Development Recommendations to Continue Supporting Sacramento

Employment Needs Location: Citywide Recommendation: Review and discuss proposed recommendations to continue supporting workforce and employment needs within Sacramento. Contact: Kriztina Palone, Workforce Development Manager, Office of Innovation & Economic Development, (916) 284-7416; Melissa Anguiano, Deputy Director, Office of Innovation & Economic Development, (916) 808-5864; Michael Jasso, Assistant City Manager, Office of Innovation & Economic Development, (916) 808-1380, Office of the City Manager. Presenter: Kriztina Palone, Workforce Development Manager, Office of Innovation & Economic Development, (916) 284-7416, Office of the City Manager; Renee John, Project Leader, (916) 325-1630, Valley Vision. Attachments: 1-Description/Analysis 2-Workforce Subcommittee Workforce Recommendations Memo 3-OIED Workforce Staff Summary of Workforce Stakeholder Meetings 4-Climate, Justice and Jobs Summit Recommendations 5-Background Regarding CARES Act Workforce Recovery Portfolio of Providers

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File ID: 2021-00099 Discussion Item 12

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City of Sacramento

Description/Analysis Issue Detail: On July 28, 2020, Council allocated $10 million in Federal Coronavirus Aid, Relief, and Economic Security (CARES) Act Funding (CRF) to workforce development programs and resources to address the economic impacts of the COVID-19 pandemic on Sacramento’s families and communities. This allocation provided grant funding to 29 individual workforce programs, implemented by over 30 workforce providers and in total served 2,100 Sacramento residents. This significant commitment resulted in 430 Sacramento residents placed in jobs and $1.4 million in paid wages and stipends, providing economic stability to many Sacramentans during the pandemic. Over the last six months (January – July 2021), the City also led and/or participated in a series of meetings, discussions, and events with workforce development stakeholders: The Climate, Justice and Jobs Summit (led by Councilmember Eric Guerra in

partnership with Valley Vision) The Clean & Green Workforce Pathways Discussion Series (a four-month series, as

part of the City’s Climate Action Plan) The Workforce Subcommittee Workforce Memo (a subcommittee of the Inclusive

Economic & Community Development (IECD) Investment Committee) A June 28th Workforce Stakeholder Listening Session (based on CARES workforce

recovery programs and services) The primary goal of these discussions was to enlist feedback, suggestions and guidance on additional workforce support required to continue addressing Sacramento’s employment needs, particularly in supporting opportunities for career pathways in neighborhoods and communities most impacted by the pandemic. The recommendations outlined in this presentation are a culmination of these discussions and are intended to guide continued workforce development initiatives, as the City considers prioritization of federal American Rescue Plan Act (ARPA) and other available funding resources. The overall recommendations are consistent with the City’s workforce development priorities and goals, dedicating funding to continue workforce development efforts that build capacity and expands the reach of workforce development training activities, including wraparound and supportive services into the neighborhoods. The workforce stakeholder recommendations are as follows:

• Funding for training, from remedial education services to vocational specific training, to ensure our most disadvantaged community members can benefit;

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File ID: 2021-00099 Discussion Item 12

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• Funding support services to ensure community members in poverty can receive the holistic support needed to pursue quality jobs;

• A strategic workforce development framework that aligns pipeline access from the most

impacted neighborhoods to in demand, quality jobs serving the needs of both residents and employers – resulting in job placement and career paths that lead to higher wages and access to needed benefits and resources such as childcare;

• Cultural competency training of funded providers and culturally competent outreach to

marginalized communities to meet the City’s diversity and equity goals;

• Continued and built collaboration efforts with the larger workforce ecosystem towards a fully aligned system leveraging all investments for maximum benefit; and

• Technical assistance and capacity building support for funded providers to ensure

performance metrics are met for maximum return on investment. Building on the success of the City’s CARES workforce recovery portfolio, an investment of $17.5 million of recovery and/or other funds is recommended by stakeholders to support services that will focus on building greater capacity and achieving direct impacts for a minimum of 3500 residents and job seekers. Policy Considerations: Workforce development services and resources continue to be a vital need for our Sacramento residents that were economically impacted by the pandemic. The City’s CARES workforce recovery portfolio produced an important foundation of services and programs for our most in-need communities and neighborhoods. Although there continue to be ongoing workforce development needs specific to Sacramento, the CARES workforce recovery programs completed services on June 30, 2021. The proposed recommendations directly align with the broader workforce projects and efforts currently supported and implemented by the City. Economic Impacts: Better connecting residents in underserved communities with critical workforce resources will yield many positive economic impacts. Greater workforce development programming will support and advance inclusive economic growth, improve the health of neighborhoods and support people, places, and actions that promote overall economic recovery and impacts immediately and well beyond the pandemic. Environmental Considerations: The recommendation is to review and discuss proposed recommendations to continue supporting workforce and employment needs within Sacramento. This action is not a project under the California Environmental Quality Act

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File ID: 2021-00099 Discussion Item 12

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(CEQA) as it will not result in a direct physical change in the environment. (Pub. Res. Code section 21065 and CEQA Guidelines section 15378(a)).

Sustainability: None Commission/Committee Action: Not Applicable Rationale for Recommendation: The recommendations build upon the significant CARES Act investments the City has committed to workforce development over the last year and support the City’s intent to support services and activities that assist not only in economic recovery efforts but in building resource capacity and economic mobility. Financial Considerations: The following is a breakdown of the $17.5 million funding recommendation and is based on an approximate $5,000 per participant investment. Support for City Capacity Building: $2 million Direct Workforce Training Activities: $12 million Workforce Wraparound and Support Services: $3.5 million Total Funding Recommendation: $17.5 million Possible funding sources include American Rescue Plan Act funds and/or any other federal or state recovery funds the City receives that are eligible for this program. Staff will return to City Council once specific funds are identified for the program. Local Business Enterprise (LBE): Not Applicable

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EXHIBIT A 08.17.21 - City Council Mtg.

MEMORANDUM

TO: CITY MANAGER, HOWARD CHAN, CITY OF SACRAMENTO

FR: OFFICE OF INNOVATION & ECONOMIC DEVELOPMENT (OIED) STAFF: ASSISTANT CITY MANAGER – MICHAEL JASSO, DEPUTY DIRECTOR – MELISSA ANGUIANO, INTERIM ED MANAGER – DENISE MALVETTI, WORKFORCE MANAGER – KRIZTINA PALONE, PROJECT DEVELOPMENT MANAGER – ABRAHAM SALINAS

RE: WORKFORCE SUBCOMMITTEE OF THE CITY OF SACRAMENTO’S INCLUSIVE ECONOMIC AND COMMUNITY DEVELOPMENT (IECD) INVESTMENT COMMITTEE’S SUPPORT FOR THE CITY’S WORKFORCE DEVELOPMENT EFFORTS & RECOMMENDATIONS FOR FUTURE WORKFORCE RESOURCE INVESTMENTS

WORKFORCE SUBCOMMITTEE MEMBERS

YVONNE HARRIS, CSUS COMMITTEE CHAIR

DEAN PECKHAM, SACRAMENTO VALLEY MANUFACTURING ASSOC.

ALONA JENNINGS, OPERATION INNOVATE/CODE FOR HOOD

ALICE PEREZ, AT&T

ROY KIM, SETA SUSAN WHEELER, SMUD SUSTAINABLE COMMUNITIES

RICK LARKEY, NORTH STATE BIA FOUNDATION

LAURA NIZNIK-WILLIAMS, UCD HEALTH SYSTEMS

ANETTE SMITH-DOHRING, WORKFORCE CONSULTANT

CYNTHIA SOMMER, LOS RIOS COMMUNITY COLLEGE DISTRICT

NATALIA GARCIA, HANDSHAKE TRISH KELLY, VALLEY VISION

JOE FLORES, CA WORKFORCE DEV. BOARD

ALTERNATES: - TERRI CARPENTER, SETA - RENEE JOHN, VALLEY VISION

DATE: 08.03.21

CC: CITY OF SACRAMENTO INCLUSIVE ECONOMIC & COMMUNITY DEVELOPMENT(IECD) INVESTMENT COMMITTEE MEMBERS; WORKFORCE SUBCOMMITTEE MEMBERS OF THE INVESTMENT COMMITTEE

At the July 12, 2021 Inclusive Economic & Community Development (IECD) Investment Committee monthly meeting, members of the City’s Workforce Subcommittee (aka Workforce Working Group (WWG)) of the Inclusive Economic & Community Development Investment Committee presented a series of workforce development recommendations by way of this memo, in support of the City’s workforce development efforts and upcoming funding discussions.

WORKFORCE SUBCOMMITTEE MEMO RECOMMENDATIONS & BACKGROUND: The Workforce Working Group (WWG), also known as the Workforce Subcommittee of the Inclusive Economic and Community Development (IEDC) Investment

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Committee, was established in September of 2019, and is comprised of 13-active members that are workforce development experts, providers and partners, whom have dedicated their time and professional expertise to assisting City staff with insight and recommendations on workforce development investments and programs administered by the City of Sacramento’s Office of Innovation and Economic Development. At the April 28, 2021, Workforce Working Group Monthly Meeting, members of the subcommittee recommended creating a memo addressed to OIED executive leadership to bring forth to the City’s IECD Investment Committee and to the City Manager, expressing the following workforce priorities:

▪ The necessity for a dedicated annual budget line item for workforce development to consistently improve the

economic conditions of our City with an emphasis on our most under-represented, diverse communities and under-invested neighborhoods to meet the inclusive economic development goals of the City.

▪ Acknowledgement of the impact of the City’s CARES Workforce Recovery Program and need for sustained recovery funding (e.g., ARP and other sources) to continue, refine, and expand workforce efforts.

▪ Continued and increased collaboration between the City and workforce stakeholders and business partners to

improve access and maximize impact in our historically disinvested neighborhoods.

▪ Continued investment in diverse providers, including neighborhood-based, to seed innovation and linkages to the overall workforce ecosystem.

INVESTMENT:

▪ Provide consistent, dedicated funding for a targeted, neighborhood-based workforce development approach (dedicated budget line item).

▪ Building on the success of the City’s CARES Workforce Recovery Portfolio, provide ongoing workforce support that is focused on achieving even greater goals and making bigger impacts on our under-invested neighborhoods and communities by creating a Workforce Recovery Training & Development Policy that Invests $17.5 million of recovery and infrastructure funds to assist a minimum of 3500 residents in gaining employment by June 2023. This investment will directly align with the broader workforce projects and efforts being implemented by OIED that include (partial list): The Emsi Data Collection & Analysis Project, Clean + Green Workforce Pathways Series, Workforce Stakeholders Engagement, and the standing Workforce Working Group Advisory meetings. Continued refinement of this policy will take place throughout the next three years (by June 2024), to improve workforce metrics, goals and overall impact for our Sacramento jobseekers.

▪ Target investments to CBO’s and organizations with innovative, inclusive strategies with a focus on underserved communities and pathway programs that embed basic, digital, and professional skill development.

▪ Data-Informed Decision Making: research & data-tracking of labor demand and worker’s needs in our neighborhoods & communities with support by workforce providers

▪ Incentivize employer engagement (financial and non-financial).

COLLABORATION: ▪ Recommend the City work with the County, SETA, workforce system partners and other service providers to leverage

existing resources, identify funding sources, enhance coordination, effective workforce preparation, training, placement, and retention system to meet residents’ workforce needs.

Recommend the City work with the County, SETA, Economic Development Organizations, Ethnic/Chambers of Commerce, PBIDs and Trade/Professional organizations to develop an integrated workforce training and placement system which meets the workforce needs of employers

Recommend the City work with the County, and a variety of social service and educational agencies to develop a more coordinated effort to increase the availability and access to support services which remove barriers to employment for City residents.

INNOVATION: Recommend the City continue to fund innovative approaches to workforce development programs, such as digital skill

development, cyber security training, manufacturing training, and all-inclusive service delivery partnerships that result in newly formed collaborations targeting in-demand industries and sectors for Sacramento.

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Encourage the City to coordinate and collaborate with larger workforce system partners, to offer a series of technical assistance and capacity building resources to newly-funded or smaller training providers.

07.12.21 INVESTMENT COMMITTEE FEEDBACK ON WORKFORCE SUBCOMMITTEE MEMO RECOMMENDATIONS: Outlined below are responses from Investment Committee (IC) members during the memo presentation at the July monthly meeting.

Workforce Subcommittee Memo Presentation to Investment Committee Members on July 12, 2021

Area IC Member Feedback Communications: Communication to the Council and community what the priorities are, are important Focus/Target of City’s Workforce Services:

What is the nature/role of the City in these collaborations? Is it a leader, a convener, just a collaborator Training must produce jobs It is time for the workforce system to evolve to meet the needs of the post-pandemic society We need sustainable programs that produce jobs There should be a focus on what worked and what didn’t from the CARES workforce portfolio. Best practices should be replicated. Need to identify and target skills needed for new or expanding industries, such as Centene, Siemens and Cal North State University What type of employment will be the focus? Living wage? Effectiveness in providing needed skills is more important than innovation. Are these skills that reflect specific industry/business needs and desires? How do we define "basic"? I would recommend its connection to living wage and above. Focus on technical skills for work readiness as opposed to basic professional skill development How will we ensure that when the incentives end those employers will keep those employees? If there are existing (and funded) workforce development efforts within these partnerships, how assure no overlap in funding Is the approach "innovative" or is it industries that are in the "innovation" space? What is the definition of innovative, and is that a selection factor?

Employer Engagement: Defining employer engagement interactions are key, having programs to offer employers incentives to hire recently trained individuals should track permanent hire rates Funding: Make sure funding is carved out for additional staff/staff capacity for the City’s workforce

development unit There should be funding for workforce operational support/staffing and support for partners, and direct funding to system partners for various workforce initiatives How much annual funding is being proposed? Will the funds be restricted for specific uses? What will the target outcome be? The proposed $ amounts potentially a scale of what to expect. I’m concerned about a flat amount and numbers served. We need to meaningful training for high growth, high wage jobs. Not business as usual. My concern with funding capacity building is how do we ensure it is sustainable

Creation of a Workforce Policy:

We are moving, slowly, from recovery to development. Perhaps a name that reflects that? The policy should be sustainable beyond the June 2024 benchmark until the economic and health gap has closed.

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What is the rational for $17.5 mil? This policy says nothing about the kind of jobs to be gained—living wage, benefits, etc. Is entrepreneurship a part of this? i.e., starting a business versus getting a job Would this cover case workers/service providers, community outreach, education/certification for new jobs?

Collaborations & Coordination to Lgr. Workforce (Eco) System:

Collaboration with school districts' adult education programs is crucial Collaboration is good, but some potential partners may slow progress by not being fully on board. How do we track the success of these collaborations to measure the ones the City should go back to? What does "larger workforce systems" partners mean? Who are those partners? Only partner with larger organizations that have proven track records with actual results

Data Collection/Metrics/ Outcomes:

What specific metrics would be used for targeting CBO’s and organizations Consider potential gaps in data within underserved communities Use data to establish baseline set of skills in a neighborhood or other area Need data to show workforce needs and actual placement/hiring of the workforce providers Data collection needs to include information on emerging employer driven needs articulating skills, occupations, etc. especially as the City seeks to support a transition to clean economy Who is assigned primary responsibility for collecting the data? It could be a very difficult and time-consuming task. How do we measure ROI?

Evaluation: Some money should be spent on evaluation of program(s) effectiveness Explore a way to understand the effectiveness (breadth and depth) of partnerships. Evaluation of different providers is essential to ensure best practices used across the City. Unsure of current providers ability to move this work forward. There should be a robust, honest evaluation of their prior success. Need to evaluate effectiveness of the workforce service providers

APPENDIX

A-1. Background City of Sacramento’s CARES Relief Act Funded Workforce Recovery Program: On July 28, 2020, Mayor and Council allocated $10M in Federal CARES Act Funding (CRF) to workforce development programs and resources to help counter the economic effects of the COVID-19 pandemic on Sacramento’s families and communities. This was the first-ever workforce development investment of this size, by the City of Sacramento. This allocation provided grant funding to 29 workforce programs, implemented by over 30 workforce providers that served 2,100 Sacramento residents. The profound magnitude of the City’s CARES Workforce Recovery Program (WRP) on our residents, families, and communities at a time when economic crisis and unemployment rates escalated to levels reflective of the Great Recession circa 2008 and 2009, will last for years to come. The City’s CARES Workforce Recovery Program (WRP) offered much-need workforce services and resources at such a crucial time in Sacramento’s history. The significant impact and economic disparities that the COVID pandemic has had and continues to have on our communities, particularly our communities of color, is incomprehensible.

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Because of the tremendous commitment by the City’s elected-body to support our most-in need displaced and laid-off residents through this vital workforce investment that provided employment training, services, and resources, that investment led to: 430 Sacramento residents placed in jobs with $1.4M paid in wages and stipends, providing economic stability for families and residents throughout Sacramento during a major pandemic. There is still an outstanding amount of work that needs to be done to prevent further damage and course-correct the devasting economic results of this pandemic on our Sacramento families and communities. The CARES Workforce Recovery Program created an essential foundation for workforce services by the City of Sacramento, that very much requires continued financial support to build upon the important success of the 29 workforce programs. One of the CARES Workforce Recovery Program Providers, Valley Vision, conducted a labor market research project in collaboration with Burning Glass, providing the following analysis that showcases significant insight on where workforce investments need to be made to better prepare our jobseekers for new employment opportunities, and workers for new labor market post COVID:

Key Findings from the Burning Glass Research ▪ Invest broadly in Digital Skills - from digital literacy through Microsoft Office Suite (particularly Word and

Excel). SCDI recommends the City prescribing pre and post testing with a uniformed source to measure effectiveness, possibly NorthStar.

▪ Require and Deepen Soft Skills Training - this is more important to employers than ever with Communication, Teamwork/Collaboration, Problem Solving and Organizational Skills topping the list. New World of Work is one open-source platform that could be used. It has the depth needed and is used by Community Colleges and workforce boards.

▪ Training in Key Managerial Skills - this provides the clearest defined opportunity to improve earnings for

frontline workers and is transferable across disciplines/sectors. These include general managerial skills, scheduling, budgeting, and project management.

A-2. Workforce Stakeholder Meetings Highlights & Results Clean & Green Workforce Pathways Discussion Four Meeting Series:

March – June 2021 Workforce Stakeholder Listening Session: June 28, 2021

Purpose of Meetings: As the City of Sacramento completes its CARES Workforce Recovery Program (WRP) portfolio of programs (June 30, 2021) and begins conversations about the distribution of its federal American Rescue Plan funding, a series of workforce stakeholders meetings were conducted to enlist feedback and suggestions from workforce stakeholders on the impact of the City’s inaugural workforce development programming, additional support needed and it’s connection to the larger workforce ecosystem in Sacramento.

Listed below are the results of two surveys and months of discussions about workforce development priorities for the City’s leadership to consider as it thinks about continued funding for workforce services and resources, as our Sacramento families and communities continue to navigate recovering from the devastating effects of the COVID pandemic.

Meeting Results: Clean & Green Workforce Pathways Four-Meeting Series:

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March – June 2021

Top Clean & Green Workforce Pathways Series Survey Results

Work with employers, child/eldercare, and transportation providers to develop solutions to offer program participants without reliable child/eldercare or transportation, supportive services in these areas. Suggested solutions includes: set-up a lease/purchase model; build up a fund for this particular barrier; Consider carsharing and rideshare as additional options. Address remedial educational needs to meet reading/math requirements for certifications/credentialing and/or to progress in workforce training programs. Secure dedicated funding for capacity building and technical assistance for workforce providers. Develop a shared repository for documenting contacts with employers and recording their employment needs. Identify and secure a $2 million investment over 5 years to support subsidized employment model (determine target goal of residents placed in jobs + cost per resident, e.g., target goal of 400 participants at $5K per participant, etc.) Work with Industry Associations, employment agencies and other placement organizations to create a mutual process to share information and document matches. Allocate $50,000 startup funds to be used at the discretion of the Workforce Director to develop partner relationships, seek funding, and develop plans. Coordinate and standardize City-resident Outreach, Intake and Assessment forms and efforts. Develop a plan to distribute Clean/Green Training & Employment information to targeted neighborhoods; Educate jobseekers on various career paths.

Workforce Stakeholder Listening Session: 6.28.21

Survey Questions Top Responses What is working from your experience with the City-funded workforce development efforts?

• Funding non-traditional and existing workforce programs • The emphasis on Diversity, Equity, and Inclusion in workforce

development programming & services • Improved communication, collaboration and partnerships amongst

workforce providers, partners, and other stakeholders • Emphasis on priority populations, diverse organizations funded

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• Investment by the City including CARES, Thousand Strong, Digital Skills,

Career pathways & placements

What is not working or missing from the City-funded workforce development efforts?

• Greater investment in effective outreach and information sharing about workforce programs, services, and resources, especially for our most in-need communities & neighborhoods

• Securing employers that will hire from our publicly-funded workforce programs

• A comprehensive workforce strategic plan to help guide and align priorities for now and the future

• Establish reasonable measures and communicate outcomes • Connection from training to employment

What is missing or needed for our neighborhood-based workforce programs & services?

• Increased Earn and Learn opportunities including On the Job Training and internships

• Cultural relevancy and diversity in training programs and greater access for priority populations

• Increased Support Services: Childcare services/affordable childcare, eldercare, transportation, etc.

• A strategic plan to guide efforts • Consistent and sustainable funding

What existing workforce programs or initiatives does the City need to connect and/or align with?

• Green Tech • Entities with a proven track record/strong outcomes • SHRA Section 3 • Urban Strategies Inc. • Capital Corridors • Community Resource Project • People Working Together • Worker based cooperative incubation • Sacramento Coalition for Digital Inclusion • Digital Upskill Sacramento • Animation Intern • Creator X • Qwasar • Los Rios CCD Refugee Career Pathways Program • Aggie Square • Mobility Center • Hacker Lab • Greater Sacramento Urban League • Oak Park Neighborhood Alliance • Fresher Sacramento & Goodwill Culinary Training • Invest in website for connections like edu2mfg and Kumo.io

Please list up to 5 areas of technical assistance or

• Enhanced communication and collaboration • Intensive case management, early and often, with retention services • Clear success goals/outcomes and accountability toward progress

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capacity building that workforce providers, partners and stakeholders need with a goal of creating a more cohesive and unified system

• Employer database/engagement system and incentive to hire • Administrative and capacity support to provider

What overall workforce recommendations and suggestions do you have, that will inform the City’s decision-making process as they determine how to prioritize funding opportunities and resources

• Understand employer needs, emerging industries, data informed • Use outcomes/metrics to determine who should be funded including

JOBS measure • Clear strategy and metrics • Focus on areas of greatest need; neighborhoods, homeless, women

and minorities • Support services; childcare, transportation, etc.

What suggestions do you have for greater employer engagement and connection between employers that are hiring and recruitment from our publicly-funded workforce training programs

• Incentivize employers to hire • Provide resources to employers/support smaller businesses • Coordinated employer effort, portal, common platform (like CalJobs

or Handshake) • Closer alignment with employers/employer needs and emerging

employer needs (surveys, advisories) • Incentivize priority hires, job fairs in priority neighborhoods, look book

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EXHIBIT B 08.17.21 – City Council Mtg.

Workforce Stakeholder Meetings

Highlights & Results: Clean & Green Workforce Pathways Discussion Four Meeting Series: Mar. – Jun. 2021 Workforce Stakeholder Listening Session: June 28, 2021

Purpose of Meetings: As the City of Sacramento completes it’s CARES Workforce Recovery Program (WRP) portfolio of programs (June 30, 2021) and begins conversations about the distribution of its federal American Rescue Plan funding, a series of workforce stakeholders meetings were conducted to enlist feedback and suggestions from workforce stakeholders on the impact of the City’s inaugural workforce development programming, additional employment support services needed and it’s connection to the larger workforce ecosystem in Sacramento.

Listed below are the results of two surveys and months of discussions about workforce development priorities for the City’s leadership to consider as it thinks about continued funding for workforce services and resources, as our Sacramento families and communities continue to navigate recovering from the devastating effects of the COVID pandemic.

Meeting Results:

Clean & Green Workforce Pathways Four-Meeting Series: March – April – May – June 2021 Attendees: 50 stakeholders invited & attended one or more meetings in series Kriztina Palone - City of Sacramento, OIED Workforce Development Unit Alberto Ayala - Air Quality Mgmt. Dist. Alejandro Cabrera – City of Sacramento, Office of Councilmember Eric Guerra Andrew Kehoe - City of Sacramento, Mayor’s Office Coleen Morehead – Cyber Proud Sacramento Dean Peckham - SVMA Debbie Maus - PHCC Educational Foundation Edward Lewis - SHRA Eric Ullrich – Hackerlab

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Jaime Lemus – Air Quality Mgmt. Dist. James Morante - Consultant Joe Flores - CWDB Kevin Dobson - CAPCCA AVP Dr. Kimberley Harrell – Cosumnes River College Luis Sanchez – Community Resource Project Madeline Grigsby – City of Sacramento, Office of Councilmember Eric Guerra Michael Bell – California Mobility Center Raef Porter - Air Quality Mgmt Dist. Randy X. - Community Resource Project Renee John - Valley Vision Roy Kim - SETA Ryan Connally – Consumnes River College Steve Geiger – Grid Alternatives Julia Burrows – City of Sacramento, Mayor’s Office Monica Hernandez - SACOG Jackie Cole – Consultant Susan Wheeler – SMUD, Sustainable Communities Thomas – Clean Start Trish Kelly – Valley Vision Aaron Wilcher - Center of Excellence Rick Larkey – North State BIA Foundation Ebony Benzing - Center of Excellence Hilary Tellesen - GRID Alternatives Rebekah Casey – GRID Alternatives Orion Walker - Mendocino College Angela Hatter - Charles A. Jones Adult Ed & Career Center Melissa Anguiano – City of Sacramento, OIED Deputy Director Denise Malvetti – City of Sacramento, OIED Operations Mgr. Laila Atalla – City of Sacramento, Public Works, Climate Action Division Daisy Lewis – City of Sacramento, Intern Jennifer Venema – City of Sacramento, Public Works, Climate Action Division Abraham Salinas – City of Sacramento, OIED Workforce Development Unit Victor Malin - SHRA Anya-Jael Woods - SMUD DeNelle Ellison – GSUL Donnell Riggins – GSUL Darin Gale – City of Sacramento, OIED Business Development Div. Tiffany - Hackerlab.org Terri Carpenter - SETA

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Shiloh Costello – SMUD, Sustainable Communities Top Clean & Green Workforce Pathways Series Survey Results

Work with employers, child/eldercare, and transportation providers to develop solutions to offer program participants without reliable child/eldercare or transportation, supportive services in these areas. Suggested solutions include set-up a lease/purchase model; build up a fund for this particular barrier; Consider carsharing and rideshare as additional options. Address remedial educational needs to meet reading/math requirements for certifications/credentialing and/or to progress in workforce training programs. Secure dedicated funding for capacity building and technical assistance for workforce providers. Develop a shared repository for documenting contacts with employers and recording their employment needs. Identify and secure a $2 million investment over 5 years to support subsidized employment model (determine target goal of residents placed in jobs + cost per resident, e.g., target goal of 400 participants at $5K per participant, etc.) Work with Industry Associations, employment agencies and other placement organizations to create a mutual process to share information and document matches. Allocate $50,000 startup funds to be used at the discretion of the Workforce Director to develop partner relationships, seek funding, and develop plans. Coordinate and standardize City-resident Outreach, Intake and Assessment forms and efforts. Develop a plan to distribute Clean/Green Training & Employment information to targeted neighborhoods; Educate jobseekers on various career paths.

Workforce Stakeholder Listening Session: 6.28.21 Attendees of Meeting: 51 Attendees

Abraham Salinas – City of Sacramento Caitlin Blockus – Valley Vison James Morante – Consultant Renee John – Valley Vision Kriztina Palone – City of Sacramento Danielle Susa – Valley Vision Amanda Reynaud – North State BIA Foundation Eric Guerra – Councilmember for District 6 DeNelle Ellison – GSUL Michael Blair – PWT United

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Yvonne Harris – CSUS Fabrizio Sasso – Sacramento Central Labor Council Khaim Morton – Collective6/Consultant Mayra Rodriguez Melissa Anguiano – City of Sacramento David Azen – Fresher Sacramento Terri Galvan – C.A.S.H Simeon Gant – Green Tech Alejandro Cabrera – City of Sacramento Madeline Grigsby – City of Sacramento Terri Carpenter – SETA Roy Kim - SETA Deborah Maus – PHCC Educational Foundation Rick Larkey – North State BIA Foundation Eric Ullrich – Hacker Lab Cynthia Brown – PWT United Allison Joe – City of Sacramento Edward Lewis – SHRA Kim Harrell – Cosumnes River College Unnamed Participant Leyne Milstein – City of Sacramento Gina Lujan-Hacker Lab Kathy Kossick - SETA Joe Flores - CWDB Unnamed Participant Jason Smith – Sac Chinese Community Service Center Unnamed Participant Anya Woods - SMUD Dean Peckham -SVMA Steve Geiger – Grid Alternatives Unnamed Participant Kevin Dobson - CAPCCA Kevin Brown – PWT United Coleen Morehead – Cyber Proud Sacramento W. Hasani Johnson Hilary Tellesen – Grid Alternatives Angela Hatter – Charles A. Jones Adult Ed & Career Center Laila Atalla - City of Sacramento Lorraine Wilkins Susan Wheeler – SMUD Leslie Fritzsche – City of Sacramento

Survey Questions Top Responses

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What is working from your experience with the City-funded workforce development efforts?

• Funding non-traditional and existing workforce programs • The emphasis on Diversity, Equity, and Inclusion in

workforce development programming & services • Improved communication, collaboration and partnerships

amongst workforce providers, partners, and other stakeholders

• Emphasis on priority populations, diverse organizations funded

• Investment by the City including CARES, Thousand Strong, Digital Skills, Career pathways & placements

What is not working or missing from the City-funded workforce development efforts?

• Greater investment in effective outreach and information sharing about workforce programs, services, and resources, especially for our most in-need communities & neighborhoods

• Securing employers that will hire from our publicly-funded workforce programs

• A comprehensive workforce strategic plan to help guide and align priorities for now and the future

• Establish reasonable measures and communicate outcomes • Connection from training to employment

What is missing or needed for our neighborhood-based workforce programs & services?

• Increased Earn and Learn opportunities including On the Job Training and internships

• Cultural relevancy and diversity in training programs and greater access for priority populations

• Increased Support Services: Childcare services/affordable childcare, eldercare, transportation, etc.

• A strategic plan to guide efforts • Consistent and sustainable funding

What existing workforce programs or initiatives does the City need to connect and/or align with?

• Green Tech • Entities with a proven track record/strong outcomes • SHRA Section 3 • Urban Strategies Inc. • Capital Corridors • Community Resource Project • People Working Together • Worker based cooperative incubation • Sacramento Coalition for Digital Inclusion • Digital Upskill Sacramento • Animation Intern • Creator X • Qwasar • Los Rios CCD Refugee Career Pathways Program • Aggie Square • Mobility Center

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• Hacker Lab • Greater Sacramento Urban League • Oak Park Neighborhood Alliance • Fresher Sacramento & Goodwill Culinary Training • Invest in website for connections like edu2mfg and Kumo.io

Please list up to 5 areas of technical assistance or capacity building that workforce providers, partners and stakeholders need with a goal of creating a more cohesive and unified system.

• Enhanced communication and collaboration • Intensive case management, early and often, with retention

services • Clear success goals/outcomes and accountability toward

progress • Employer database/engagement system and incentive to

hire • Administrative and capacity support to providers

What overall workforce recommendations and suggestions do you have, that will inform the City’s decision-making process as they determine how to prioritize funding opportunities and resources.

• Understand employer needs, emerging industries, data informed

• Use outcomes/metrics to determine who should be funded including JOBS measure

• Clear strategy and metrics • Focus on areas of greatest need; neighborhoods, homeless,

women and minorities • Support services; childcare, transportation, etc.

What suggestions do you have for greater employer engagement and connection between employers that are hiring and recruitment from our publicly-funded workforce training programs.

• Incentivize employers to hire • Provide resources to employers/support smaller businesses • Coordinated employer effort, portal, common platform (like

CalJobs or Handshake) • Closer alignment with employers/employer needs and

emerging employer needs (surveys, advisories) • Incentivize priority hires, job fairs in priority neighborhoods,

look book

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6.28.21 - City of Sacramento Workforce Stakeholder Listening Session Notes

The meeting began with introductions and facilitation by Valley Vision. Attendees were thanked for their contributions in filling out the survey and attending today’s meeting. They were also instructed to introduce themselves in the chat.

Kriztina Palone introduced Councilmember Guerra who thanked attendees for their contributions and survey responses. He highlighted the need for outreach, especially to the City’s priority neighborhoods, as one area of interest from the survey.

Kriztina Palone gave a presentation on the efforts of the City’s Workforce Development Department over the past two years. Attendees were thanked for their contributions which has helped the City build a foundation for workforce services and assisted in deployment of CARES funds to workforce providers.

The results were then shared from the workforce survey including the top five categories of survey responses for each question. Using the Mentimeter tool, attendees were given the opportunity to rank their thoughts on agreement or disagreement with each answer. Additionally, they were asked to provide any additional information through Mentimeter regarding each question that may not be reflected in the top five or in their comprehensive survey responses. These results are included in the Mentimeter file.

LINK TO MENTIMETER RESULTS PDF

After the presentation a discussion ensued about anything surprising attendees found in the survey results shared. Within the discussion portion, some participants were surprised that strategic metrics were not ranked higher as a priority in the Mentimeter session. Other comments included the need for the city to examine and understand the needs of the community including education level, demographics, and age. Attendees emphasized the need to focus on employer and industry sector needs, as well as the need for employers to be engaged to make progress. Other attendees encouraged the city to gather data from local grassroots organizations. Outreach and recruitment were identified as a consistent area of need. Specific comments are noted here:

Yvonne Harris - Lower ranking on need for success and strategic planning. No sound plan & no metrics to evaluate success = we repeat mistakes.

● Ranking depends on funding. When you look at the $$$ you need to get stuff done, rankings will look different. Federal money is temporary, so we need to look at that funding differently.

● What are the baselines in city workforce development that will continue AFTER federal funding is gone? Rethink this considering a baseline budget that goes on, BUT what if we receive federal funding—what are we going to do with that extra money that will disappear after 2-3 years?

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Simeon Gant - Where do we provide resources? Looking at underserved communities, all elements in the survey deserve a 10 ranking.

● Should we put a dollar figure next to each question?

Rick Larkey - Would it have been better to rank each issue?

Roy Kim - Strategic plan got ranked lower but that’s not indicative of the belief that the workforce field won’t benefit from it.

Cynthia Brown - Wanted to rate everything a 10. Only concern about strategic planning is having the right input and sign-off to this plan. A small committee can create it and come back, but it might not represent the true wants/what is best based on the research. Too much structure can become restrictive and stop you from doing the right thing.

Kevin Dobson - Having a roadmap/framework to work within is essential to be nimble enough to react to industry changes.

Deborah Maus - Prioritizing by budget can lead to programs that are highly efficient (e.g., $1 leverages $10) become more competitive. That might be OK, but there may be programs that need $1/$1 or lower ratios that are worth funding for other reasons.

Deck Peckham - We need to train people for jobs that will provide a living wage, but we need to know our communities.

Kim Harrell - We have a lot of assets in the region, but if everyone is doing the same thing, the same problems will arise at scale. Organizations need to work together to collaborate with each other and cover single infrastructures to be efficient.

Susan Wheeler - No matter how great our programs are, we’re not going to get people where they need to be without employer engagement. We can create lots of great pathways but if employers don’t see value/it’s not quantified and they don’t understand their roles, the cycle will continue.

Gina Lujan - We’re missing the mark when it comes to our underserved neighborhoods. We need to understand the living wages; they’re changing very rapidly, and we need to look at what they need to live during this quick inflation. What does it take for individuals and families to live? We need that hard data to frame our programs.

James Morante - When we’re talking about equity and jobs, the situation will look vastly different across industries. Entry barriers and other issues cannot be approached the same way across all industries. We need to have a sophisticated approach to divide the planning into sectors to make sure everything is hit.

The meeting concluded with Kriztina sharing the relationship the City has begun with EMSI which will be providing demographic and detailed information about the City’s residents to inform workforce development. She also shared the results of this survey, and this meeting will be shared with the Council and City Leadership along with the results of the Clean and Green Jobs priority survey.

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EXHIBIT C 8.17.21 - City Council Mtg.

Climate, Justice and Jobs Recommendations

Background: The Climate, Justice, and Jobs Summit brought students, employers, community members, nonprofits, public and private agencies, workforce boards, unions, and more together from throughout the region to discuss inclusive access to clean and green jobs. The following are recommended actions to continue the momentum towards a more inclusive clean economy workforce. This will support a more equitable economic recovery and position the City and the region as a leader in the clean economy. Research: Build a data informed approach

● Update occupational research to better understand how jobs are transforming and expanding, and drill down into specific skills needed to inform efficient and effective training.

● Inventory existing training programs matched to these occupations and skills, and identify gaps so as to inform training expansion and delivery needs.

● Convene employers to learn what skills are emerging to ensure training meets needs as employer demands evolve.

Community Engagement: Ensure access and support to historically disinvested residents ● Convene community members to better understand barriers to access and participation in high

quality jobs in the clean economy ● Connect and align workforce stakeholders and nonprofit groups to build a holistic system of

support services to historically disinvested community members ● Develop appropriate outreach materials targeted to historically disinvested community

members; share with trusted partners to assist with pipeline extension into high pollution-impacted neighborhoods

● Align with and support relevant environmental justice activities underway in Sacramento Collaboration Needs: Enhance efficacy and efficiency of jobs pipeline and programs

● Align CJJ efforts with the City of Sacramento and set regular collaboration times including all stakeholders, workforce, employers, education, nonprofits, environmental justice, etc.

● Create a policy platform that reflects regional needs for the growth of inclusive clean and green jobs, including alignment with the target industry clusters in the City’s economic strategy

● Develop a framework for, and begin to identify and advance regional priorities and potential projects and funding needs, including quick wins, to make our region “investment ready”

● Plan and implement CJJ Summit 2022

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Investment Needs: Continue the momentum

● Provide seed funding to begin research and planning stage to be “investment ready” ● Seek out and apply for funding to advance and benefit collaborative action (potential sources

include Congressional Earmarks, High Road Training Partnership grants, American Rescue Plan), including ongoing coordination and support for the next CJJ Summit

● Seek funding to educate residents about clean job opportunities, grow interest and awareness in historically disinvested communities facing the worst impacts from air pollution, heat, and poor tree canopy coverage

● Contact agencies of Natural Resources, Environmental protection, California Dept. of Food and Agriculture (CDFA), Labor and Workforce Development Agency, Higher Ed, and climate coalitions to identify new initiatives and investments that could be a match for our region

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EXHIBIT D 08.17.21 City Council Mtg. Background: With the City of Sacramento’s $10 million CARES funding allocation to workforce development services, the following organizations were awarded grants administered by the Workforce Development team in the Office of Innovation and Economic Development. Organizations utilized the grant funding to provide employment training, education, job readiness, supportive services and job placements for Sacramento residents and families that faced significant financial hardship, with a primary goal of providing economic stability during the pandemic. The completion date of the CARES workforce recovery grants and workforce programming was on June 30, 2021. From this portfolio, 2,100 residents were served, and 430 residents were placed in jobs or internships.

City of Sacramento CARES Workforce Recovery Portfolio of Providers Grant Period: August 2020 – June 2021

Name of Organization

Contact Info. Category Name of Program Target Pop.

Services Provided

1 25th and Jazz freas@25thjazz.com Youth Job Readiness & Placement

25WJP Young Adults;

18-24yrs

Job Readiness Training

Career awareness and Development

Provided Stipends

2 Asian Resources, Inc. (ARI)

https://asianresources.org/

Healthcare Community Healthcare

Workers Program

Adults COIVD-19 Contact Tracing, Community Outreach and Small Business Compliance Training

Provided Stipends

3 Bridge Network

https://www.bridge-network.org/

Youth Job Readiness & Placement

Bridges Work Readiness Project

Youth & Young Adults;

16-24yrs

Job Readiness & Vocational Training

Educational & Career Pathway Development

Offers Paid Internships & Job Placement Services

4 California Employers

https://www.employers.org/professional-edge

Job Readiness & Placement

Professional Edge©

Adults Job Readiness Training

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2

Association (CEA)

Job Readiness Training Series

Job Search Assistance

Virtual Job Fairs

5 California Mobility Center (CMC)

https://californiamobilitycenter.org/

Trades: Advanced

Manufacturing/Innovation

CMC COVID Response Workforce Careers

Pathways Program

Adults; 18yrs and

Older

Vocational Training in Manufacturing Occupations

Offers Internship Placements

Provided Stipends

6 Community Against Sexual Harm (CASH)

https://www.cashsac.org/

Job Readiness & Placement

Neighborhood Internship Program

Adults Job Readiness Training Provides Paid Internships & Job Placement Services

7 Clear Strategies, LLC

https://www.cyberproud.org/

Digital Skills Cyber Proud Sacramento: Pre-

Apprenticeship Training Program

Young Adults;

18-30yrs

Training in Cyber Security or Application Infrastructure

Provided a Stipend Internship

Placement

8 Community Resource Project

https://www.communityresourceproject.org/

Trades: Weatherizatio

n

Healthcare: Women,

Infants, and Children

Supplemental Nutrition

(WIC)

Data-driven Workforce

Training Program

Adults Weatherization & WIC Training

Provided a Stipend Direct Job

Placement

9 E49 https://thee49foundation.org/contact

Youth Job Readiness & Placement

Youth Workforce &

Entrepreneurship Development

Program

Youth & Young Adults;

14-24yrs

Training in Entrepreneurship, Business Management, Food Services, Digital Media, Peer Support & Leadership

Provides Stipends

10 Fresher Sac www.freshersacramento.org

Culinary Arts Meals for Meadowview

Program

Young Adults;

18-24yrs

Culinary, Meal Planning and Food Distribution Training

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Paid Work Experience

11 Goodwill Industries of Sacramento Valley and Northern Nevada

https://www.goodwillsacto.org/

Job Readiness & Placement

GoodU Workforce Program

Adults Train-To-Hire in Retail Customer Service & Nonprofit Case Management

Additional Trainings Available on Case-by-Case Basis, in Security Guard, Office Technician, and Custodial Occupations

Provides Internship & Job Placement Services and Stipends

12 Greater Sacramento Economic Council (GSEC) & Greater Sacramento Urban League (GSUL)

www.GreaterSacramento.com/digital-upskill/

Digital Skills Digital Upskill Sacramento

Adults Training in IT Support and Data Analytics

Provides Stipends Job Placement

Services

13 Greater Sacramento Urban League (GSUL) - Collective6 (C6) Collaboration

http://www.gsul.org/ Collaboration Includes:

GSUL Operation Innovate/Code for

Hood Intelligencia CompTIA Animation Intern Square Root Academy

Digital Skills Collective6 (C6) Youth & Adults

Collaboration of six organizations

Trainings in: - Information

Technology (IT)

- Cyber Security

- Graphic Arts/Web Design & Development

- Animation & Video Production

Internship & Job Placement Services

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14 Grid Alternatives North Valley, Inc.

https://gridalternatives.org/northvalley

Trades: Solar & Storage

Industries

Clean Career Pathways

Adults Vocational Training in Solar & Storage Occupations

Provides Stipends Job Placement

Services

15 Hacker Lab https://hackerlab.org/en

Digital Skills

Trades: Manufacturing

Maker Space Pathways Program

Adults; 18yrs and

Older

Digital Design, Entrepreneurship, and Manufacturing Training

Program is Focused on Personal Protective Equipment (PPE) Prototyping

16 Highlands Community Charter and Technical School

https://www.hccts.org/

Digital Skills Digital Navigator Program

Adults; 22 yrs.

and Older

Digital Literacy & Information Technology Training

Job Placement Services

Provides Stipends

17 Improve Your Tomorrow (IYT)

https://www.improveyourtomorrow.org/

Youth Job Readiness & Placement

IYT Career Development

Initiative

Young Adults;

18-24yrs

Professional Development & Job Readiness Training

Job & Internship Placement Services

Academic Support Services

Provides Stipends

18 La Familia https://lafcc.org/

Healthcare Community Health Worker

Program

Adults Training for Healthcare Occupations

Case Management & Supportive Services

Paid Internships & Job Placement Services

19 Northern California Construction Training, Inc. (NCCT)

http://www.ncct.ws/

Trades: Construction

Northern California

Construction Training

Young Adults;

18-24yrs

Pre-Apprenticeship MC3 Construction Training for Individuals Looking for Employment in the Building Trades

Job Placement Services

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20 North State BIA Foundation

https://www.biaworkforce.com/project-heal.html

Trades: Construction, Manufacturing, Agriculture

Project Heal: Get People Back to

Work

Adults; 18yrs and

Older

Provides On-the-Job -Training (OJT) and Job Placement Services in: - Construction - Manufacturing - Agriculture - Other Related

Industries

21 Plumbers-Heating-Cooling Contractors (PHCC) Educational Foundation

www.pipelinetosuccess.org

Trades: Plumbing, Heating

& Cooling

Pipeline to Success

Youth & Young Adults;

16-24yrs

Provides Pre-Apprenticeship Training in the Plumbing, Heating and Cooling Trades

Offers Internship Placements

Provides Stipends

22 People Working Together (PWT) United

www.peopleworkingtogether.org

Trades: Construction

People Working Together: Multi-Core Curriculum

(MC3) pre-apprenticeship

and career readiness program

Adults; 18yrs and

Older

MC3 Construction/Bldg. Trades Training - Testing in 1 of the 32 Trades of Choice

Life Skills Development & Supportive Services

Provides Stipends

23 Sacramento Chinese Community Service Center (SCCSC)

https://sccsc.org/

Youth Job Readiness & Placement

Youth Workforce Program

Young Adults;

18-24yrs

Training for Youth Development & Childcare Occupations

Internship Placements

Provides Stipends

24 Sacramento Employment & Training Agency (SETA)

https://www.seta.net/

Job Readiness & Job

Placement

The City CARES Rapid

Re-Employment Program

Adults On-the-Job-Training (OJT) Placements

Supportive employment services

25 Sacramento Valley Manufacturing

https://www.sacvalleymfg.org/

Trades: Manufacturing

SVMA Dislocated Workers

Adults; Job Readiness, Manufacturing and

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Assoc. (SVMA) & Charles A. Jones Career and Education Center (CAJ)

Manufacturing Training Program

18yrs and

Older

Mobility Industry Training

Internship & Externship Placement

Provides Free Access to Internet, Computers and Transportation

26 The Sac Connect

https://www.facebook.com/thesacconnect/

Youth Job Readiness & Placement

The Connect - "Educate

Encourage, & Enhance"

Youth & Young Adults;

16-24yrs

Job Readiness Training

Provides Stipends Case Management

& Supportive Services

27 Valley Vision https://www.valleyvision.org/

Research, Evaluation &

Analysis

Recover Sacramento

Adults Research and Analyses of High Risk and High Unemployment Occupations

Analyses of Current and Emerging Digital Skills Needs

Findings Will Inform the Community About Workforce Investment Strategies

28 Wind Youth Services

https://www.windyouth.org/

Youth Job Readiness & Placement

Workforce Recovery Program

Young Adults;

18-24yrs

Job Readiness Training (JRT)

Life Skills Development & Supportive Services

Paid Internship Placements

29 World Relief Sacramento

https://worldreliefsacramento.org/

Job Readiness and

Placement

World Relief Workforce Recovery Program

Adults Job Readiness & Digital Literacy Training

Provides Mentoring & Supportive Services

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Offers Internship & Job Placement Services

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