DOL Youth Build Virtual Peer to Peer Training

DOL Youth. Build Virtual Peer to Peer Training July 21 – August 13, 2020

Housekeeping and Logistics The session is being recorded Please mute yourself when not speaking To chat, type your questions in the chat box to EVERYONE To chat privately, click the box next to “TO” and scroll down until you see the individual name Turn your camera on to have better peer-to-peer connection and engagement

Housekeeping and Logistics If you dial in, you may be listed as a user instead of your actual name. You will be contacted by the tech team so your username can be changed to your actual name If you unmute yourself, please state your name and grant program when speaking so we know who you are For any tech issues, send a message in the chat box addressed to EVERYONE All materials will be posted on the Youth. Build Community of Practice Complete the Peer-to-Peer evaluation provided at the end of each session

Program Director/Manager Role Mary Mc. Rae Senior Manager Coach Management Youth. Build USA mmcrae@youthbuild. org Jeaneen West DOL Youth. Build TA Coach westassociates@yahoo. com

What's the greatest challenge you face in your staff role?

Goal and Objectives Goal: To guide grantees through a comprehensive understanding of program staff roles and responsibilities as they relate to career pathway development. Objectives: • Contextualize individual Youth. Build staff roles and their relationship to each other within the larger Pre-Apprenticeship Framework. This context will be developed through an active examination of each staff role’s responsibilities within the Youth. Build program and that staff position's work with participants and partners. • Facilitate multiple peer sharing opportunities around staff role-specific challenges as well as successful and best practices. • Introduce Staff Role Planning Tool and how to use it.

You have power over your mind—not outside events. Realize this and you will find strength. --Marcus Aurelius

Youth. Build Pre-Apprenticeship Framework

Youth. Build Pre-Apprenticeship Framework • Focus is on a two-year Career Pathway experience, marked by a securely supported professional education and training program for the first year, and expected placement and intensive follow-up for the second year. • Staff need to engage individually and jointly in all the framework components from Recruitment through the 12 -month Placement/Follow-Up period. • Staff need to engage participants and partners concurrently across the entire framework.

Youth. Build Pre-Apprenticeship Framework Approved Training and Curriculum Construction C+ Industry. Recognized Credentials Education Counseling/Case Management, Career/Work Readiness, Supportive Services Leadership Apprenticeships and Industry Partnerships Hands-on Meaningful Training Follow-up and Graduate Services

The Education and Training Detail – Elements and Experiences • Program mediums, i. e. in-person, virtual, job site, classroom, lab, etc. • Learning mediums, i. e. work experience, professional service learning, academic core content exploration through problem- and project-based approaches, etc. • Significant range of participant assets, challenges, and readiness levels in any one cohort, classroom, etc.

Ø Mentoring Ø Construction/C+ Related Workshops Ø Stipend & Needs-Based Payments Ø Incentives Ø Linkages Ø Life Skills Workshops Ø Career Workshops Ø Financial Literacy Training Ø Goal Setting Construction/C+ On-Site Training Pre-Apprenticeship Industry Certifications Career Readiness Skills Vocational Skills & Ed. Health & Safety Standards Case Management/ Supportive Services Individual/Group counseling Case Management Referrals Life Skills Advocacy Ø Tutoring Ø Mentoring Ø Study Skills Ø PSE-Related Workshops Ø Accommodations Ø Stipends & Needs. Based Payments Ø Incentives Ø Linkages Education Leadership Development Program Leadership Roles Community Service Group Facilitation Decision Making Public Speaking Negotiation Advocacy Ø Professional/ Competency Development Workshops Ø Mentoring Ø Needs-Based Payments & Incentives Ø Linkages Cultural Events Academic Skills College Readiness Career Exploration Remedial GED/HSD Prep Career/Work Readiness, Placement/ Follow-Up College/Career Placements College/Career Counseling Job Development Internship Community Leaders Roles Placement Assistance Ø Job Coaching Ø Mentoring Ø Tutoring Ø Job Club Ø Payment Assistance Ø Incentives Ø Graduate Level Workshops Ø

Practices of Successful Youth. Build Programs Overall Management • Clear lines of accountability among staff described in job descriptions and organizational chart, with one person in overall charge, uniting education and construction or C+ work site(s) • Defined relationships of authority and joint planning among the management • Regularly scheduled and held staff meetings • Regularly scheduled and held management team meetings • If there is a consortium or working partnership, regular meetings between agencies (such as with the AJC) • Internal fiscal reports (monthly, quarterly) • Internal fiscal controls are clearly spelled out • Tracking of individual participants and overall program performance outcomes and reporting any gaps therein

Practices of Successful Youth. Build Programs Overall Management • System for obtaining information on, and weekly monitoring of, enrollment, attendance, and construction progress • Review of Performance Outcomes as part of staff meetings • Participant contract closely managed; key program staff participate in weekly reviews of each participant’s status • Staff unity achieved to a strong degree • Written personnel policies in effect • Clear procedures for firing non-performing staff members • Active support from upper management if sponsored by another agency and by board of directors if an independent Youth. Build • Process for staff evaluations, including director

• Recruited through newspapers Practices of Successful Youth. Build Programs Participant Selection Process • Word-of-mouth widely spread through community • Had large pool of applicants, at least two to four times as large as available slots • Established criteria for selection of participants. The criteria included that young people have a strong interest in both education and construction and a serious purpose • Had individual interviews to select participants • Announce clear recruitment opening and closing dates and procedures for accepting or declining applications in order to let applicants know their application status • Did voter registration along with intake

Practices of Successful Youth. Build Programs Mental Toughness & Orientation • Over-enrolled participants in order to plan for attrition • Held orientation for participants for at least 5 to 10 days and used it as a final screening tool • Held orientation with all participants at once • All staff attended

Mental Toughness Orientation Important Key Factors • the ball-toss or other game so participants learn each other's names • appreciations • careful attention to group process, especially respect, listening, turn taking, clapping for contributions of individuals • goal setting • discussions of racial identity and other issues • discussions of why our communities are in their current state and what we can do about it • individual academic assessments • introduction to national and local Youth. Build history with emphasis on the movement aspect of what we’re doing and our place in it • support groups • discussions of participants’ past experiences in schools and other institutions (traumainformed approach) • community representatives brought in as role models and as a way to build community awareness • distribute and discuss participant handbook • participant contract introduced • celebration of completion

Connecting the Dots Connectivity of Program Elements

Construction/ C+ Case Management/ Supportive Services Education Leadership Development Career/Work Readiness, Placement/ Follow-Up Everything is connected

Practices of Successful Youth. Build Programs Construction • Housing for homeless or low-income people being produced • Having multiple options for potential work sites in case one falls through • Awareness of multiple existing programs and access points i. e. Section 3 opportunities, RA pathways, etc. • Meaningful work that covers a range of construction areas • Site meetings held regularly to review work

Practices of Successful Youth. Build Programs Construction • Construction on schedule • Feedback loop for work experience partners and grant staff around participant successes/challenges • Weekly visits to work site by architect or monitor to review progress • Construction schedule with cash flow projections • Highly-skilled trainers • Site meetings held regularly to review work

Practices of Successful Youth. Build Programs Construction • Trainer/participant ratio 1: 7 or less • Staff’s treatment of participants is caring, respectful, and patient • Opportunities available to participants for leadership roles on site • Defined measures for participant achievement on the construction site • Participants given opportunities to be placed offsite with other contractors to gain additional skills • Participants in charge of own tools • High-quality safety equipment and protective boots and clothing, dust masks, etc.

Practices of Successful Youth. Build Programs Construction + • Developing and implementing a viable training model for participants • Assessment of participants’ skills at program start • Pathway during active programming where participants can achieve skills and credentials that are in-demand, result in industryrecognized certifications, and have the possibility of real-world work experience • Development of viable work experiences prior to exit

Practices of Successful Youth. Build Programs Construction + • Participants learn core content for professional certification in C+ pathway • Participants have an active work experience on a real-world job site under partner supervision • Participants interact with community members, customers, clients as part of their C+ specific pathway work • Trainer/participant ratio 1: 7 or less • Meaningful work that covers a range of C+ skills, knowledge, and work practices • Site meetings held regularly to review work • Highly-skilled trainers • Staff’s treatment of young people is caring, respectful, and patient

Practices of Successful Youth. Build Programs Construction + • Opportunities available to participants for leadership roles on work experiences • C+ schedule with work experience, core content, and testing for credentials • Defined measures for participant achievement on the C+ work experience • Feedback loop for C+ work experience partners and grant staff around participant successes/challenges • Weekly visits to work site by C+ partner and Youth. Build program staff to review progress • C+ pathway work on schedule • Participants given opportunities to be placed off-site with other employer and PSE partners to gain additional skills • Participants in charge of own tools • High-quality safety equipment and protective boots and clothing, masks, hand sanitizer, computer and hot spot access, etc.

Practices of Successful Youth. Build Programs Academics and Education • Academics and education, basic skill development, and GED/HSED prep • Curriculum set up in definable, achievable units, with successful completion correlated with raises • Curriculum planning coordinated with construction site • Curriculum and materials include culture, politics, social history, etc. • Curriculum and materials include career awareness and vocational education • Planned instruction on GED/HSED test-taking skills

Practices of Successful Youth. Build Programs • Coordination with counselor and regular teaching of life skills, including financial literacy Academics and Education • Regular assessment of basic skills attainment • Individualized learning plans are updated and revised at end of learning units through regularly scheduled meetings • Individual tutoring for participants who need it • Math and Literacy curriculum coordinated with site skills needed • Project- and problem-based learning (i. e. classroom examples related to construction or C+ field)

Practices of Successful Youth. Build Programs • Have full-time counselor or case manager • Crisis intervention • Weekly contact with each participant to assess their progress in the program • Personal goal-setting with participants Counseling and Case Management • Assessment of participants’ progress in meeting goals and development of plans to deal with emotional issues • Linkages and established referral systems with community services and resources • Weekly group sessions covering life issues • Sex education regarding pregnancy, AIDS, sexually -transmitted diseases, etc.

• Relationships • Parenting Practices of Successful Youth. Build Programs Counseling and Case Management • Budgeting and saving • Gang problems • Racial, gender, sexuality conflicts, identity, oppression, mutual understanding • System for assisting court-involved youth through the criminal justice system • Attention to building group spirit among diverse racial/ethnic groups • Counselor’s/Case Manager’s role and attitude hopeful, positive ally for all young people, connected with disciplined goal setting • Counselor’s/Case Manager’s role separated from disciplinarian role • Support groups and mentoring (one-on-one and peer)

Practices of Successful Youth. Build Programs • Youth policy committee organized early in program cycle • Youth policy committee elected through formal process • Structural respect for youth policy committee Leadership • Youth policy committee involved in serious business • Ongoing training for policy committee members • Youth. Build leadership skills inventory in use • Leadership training for all participants • Community Service events • Regular leadership opportunities throughout program

Practices of Successful Youth. Build Programs Placement and Job Development Pre-employment training and job-seeking skills used for preparing participants for job search and the realities of the world of work: • Role playing job interviews • On-line career and employment media searches (examples could include Linked. In, Indeed, etc. ) • Videos of interviews • Role playing difficulties with bosses or other situations • Resume writing • Career speakers • Work site tours • Job shadows • Internships • Work experiences

Practices of Successful Youth. Build Programs Placement and Job Development Integration with Pre-Apprenticeship and Apprenticeship Programs • Developed strategy and contacts with unions, apprenticeship programs, and other preapprenticeship programs • Agreements with unions to set aside slots in union-based apprenticeship programs • Work with other industry leaders to develop/implement registered apprenticeship programs

Practices of Successful Youth. Build Programs Placement and Job Development Unsubsidized Placement: • Job Developer on staff or if partnered out, is integrated into staff • Management plan and strategy to obtain job placements • Key people from unions, construction, and C+ industry on board of directors and/or program advisory board • Variety of methods to involve employers in program (i. e. tours, speakers, mentors, job shadows, work experience) • Placements developed well in advance with attention to salary, benefits, and long-term upward mobility

Practices of Successful Youth. Build Programs Placement and Job Development Graduate Program: • Follow-up job developer/counselor provide(s) career counseling and skills sessions • Support groups/job club for participants in unsubsidized jobs or job seeking • Individual counseling for participants in unsubsidized jobs • Mentors or other support systems for participants in subsidized jobs • Continuing GED/HSED classes for graduates • Continued participation in leadership opportunities through youth caucus, alumni group, or other mechanisms • Follow-up activities

Program Enhancements and Reinforcement of Quality Standards Connect Staff, Participants, and Partners • Regular schedule of social, cultural, sports events, times for group to have fun together (circle: monthly, every other week, weekly) • Planned recognition or award ceremonies and events at least every two months • Mechanism for rewarding strong or outstanding performance in academic, construction work, or attendance • Stipend raises for participants’ excellent performance on a regular basis • Regular gatherings of entire group

Program Assessment Connects Staff, Participants, and Partners • Maintain data on attendance, retention, educational achievements, occupational credentials, PSE, or job placement • Administer participant opinion survey periodically • Administer questionnaire on program impact to participants • Track program progress towards performance measures • Assess strength/role of partners

Staff Experience

At the Core – Human Capital and Unflagging Passion for this Work Your Youth. Build program’s Human Capital is the COLLECTIVE VALUE of the skills, attributes, knowledge, life experiences, inventiveness, energy, fortitude, enthusiasm, and commitment of the people who support your mission. • Leadership • Staff • Partners • Volunteers • Participants

Here’s What Will Make Yours (and Your Fellow Staff’s) Jobs That Much Harder • • Lack of Work Ethic - “not my job” attitude, late, absentee issues Negative Attitude - no positive input, creates drama Not a Team Player - does not play well with others No Initiative - needs to be told exactly what to do and exactly when to do it Sense of Entitlement - consumed with their own self-importance Needs Constant Supervision - cannot be left to their own devices Lack of Respect - for co-workers, clients, management

Here’s What Will Make Staff’s Jobs More Successful • • Great Work Ethic - not a clock watcher Positive Attitude - stays upbeat and motivated, “can do” spirit Team Spirit and Orientation - works well with others Self Starter - proactive and assertive, needs little supervision Critical Thinker - solves issues before they become problems Leadership Skills - can lead a team and motivate others Respect for Others - shows empathy and consideration Technical Expertise & Skills - knows job well, fast learner

Staffing - Core Elements of Staff Development, Planning, and Implementation 1. Understanding Youth. Build • goals, program components, and program culture • Pre-apprenticeship framework 2. Building an Integrated Program • visioning, component integration, teams, incorporating partners, cross-training 3. Using Data to Manage Programming • DOL performance measures & expectations • organizing grant timeline 4. Coordinating Accountability • staff meetings, individual work objectives & plans, supervision, problem-solving, ongoing community building among staff 41

Program Director/Manager Your Role

If your fairy godmother came along and offered to grant you one wish about/for your work as a Program Director/Manager, what would you wish for?

Job Description Program Director/Manager • Develop systems to improve daily and overall program operations, coordination and collaboration with partners, with staff, and with participants. • Report and track all participant outcomes; utilize data to anticipate successes and failures and further program planning • To facilitate coordination and team work among staff and partners • Develop workable partnerships with AJCs, youth, employers, educational organizations and other organizations who are part of the overall local/regional workforce development system.

Job Description Program Director/Manager • Report to executive director or organizational leadership on program status, needs and problems. • Participate in overall program planning and decision making as part of the management team. • Lead the development and implementation of both an in-person and virtual structure for Youth. Build programming. • Support the role of the Youth Policy Committee. • Assist in planning and organizing recognition events and awards ceremonies.

Integration of Program Director/ Program Manager Position How does your Youth. Build program staff the program leadership? Is there a difference between Program Director and Program Manager? Is there anything you do in your role that we have not spoken about?

Staff Planning Tool

What is your most important primary responsibility as the Program Director/Program Manager in your Youth. Build program?

When do you think your role is most important? • • • Recruitment Mental Toughness Active programming Exit Placement Follow-up

Introduction of the Staff Planning Tool • Map out the primary duties in each part of the framework • Map out the career pathway duties and responsibilities in each part of the framework

Staff Planning Tool Staff Role: Primary Duties re: Participant Recruitment • Meaningful hands-on training • Approved training & Curricula • Career counseling and Supportive services • Industry-recognized credentials • Apprenticeship & Industry partnerships Mental Toughness/ Orientation Active Programming Exit Placement Follow-Up Primary Duties re: Partners Career Pathway Duties re: Participant Career Pathway Duties re: Partners

Example – Program Director/Manager Exit

Staff Role: Program Director/Manager Primary Duties Re: Participant - Exit Meaningful, hands-on training Establish problem- and projectbased learning demonstrations in real world and virtual settings that integrate professional skills and address actual community concerns through a comprehensive handson project. Approved training and curricula Attend classroom and work site sessions to determine value of curriculum that has online modality and aligns with placement/degree/credential sought.

Staff Role: Program Director/Manager Primary Duties Re: Participant - Exit Career counseling and supportive Industry-recognized credentials services Meet with each participant to plan for Ensure that money management next set of credential training. skills including a savings and investing training is ongoing through the follow-up year for exited and placed participants.

Staff Role: Program Director/Manager Primary Duties Re: Participant - Exit Apprenticeship and industry partnerships Ensure that participants and apprenticeship/industry partners have a means of debriefing with program on initial placements.

Let’s Talk What is one practice you recommend implementing with participants at Exit?

Staff Role: Program Director/Manager Primary Duties Re: Partner - Exit Meaningful, hands-on training Map out in MOU form the next round of WEX into placement (both PSE and employer). Approved training and curricula Implement a follow-up year schedule of professional development for participants in placement.

Staff Role: Program Director/Manager Primary Duties Re: Partner - Exit Career counseling and supportive services Work with housing, transportation, and healthcare partners to ensure exited and placed participants have basic needs met. Industry-recognized credentials Ensure that credentials have a schedule of re-certification with value-add.

Staff Role: Program Director/Manager Primary Duties Re: Partner - Exit Apprenticeship and industry partnerships Meet with apprenticeship partners to determine how they can mentor participants in placement.

Let’s Talk What is one challenge you have getting partners actively involved at Exit?

Staff Role: Program Director/Manager Career Pathway Duties Re: Participant - Exit Meaningful, hands-on training Meet with placed participants regularly to determine additional field work opportunities and hours towards their requirements. Approved training and curricula Meet with placed participants regularly to determine additional education and training workshops that they Youth. Build program can provide.

Staff Role: Program Director/Manager Career Pathway Duties Re: Participant - Exit Career counseling and supportive services Secure transportation and insurance for exited and placed participants. Industry-recognized credentials Arrange with employer and PSE partners to provide financial aid for additional stackable credential training/coursework.

Staff Role: Program Director/Manager Career Pathway Duties Re: Participant- Exit Apprenticeship and industry partnerships Work with participants to engage in viable Plan A and Plan B virtual apprenticeship work opportunities.

Let’s Talk What is the hardest part of the follow-up period for a participant and why?

Staff Role: Program Director/Manager Career Pathway Duties Re: Partner - Exit Meaningful, hands-on training Get an orientation from partners on any new virtual platforms being used for the positions in which participants are placed. Approved training and curricula Have employer partners meet with all Youth. Build program staff for a joint curriculum development session.

Staff Role: Program Director/Manager Career Pathway Duties Re: Partner - Exit Career counseling and supportive services Work with PSE partners to establish a set of academic schedules whereby participants can be cohorted. Industry-recognized credentials Evaluate with partners how any professional credentials may be changing due to COVID-19.

Staff Role: Program Director/Manager Career Pathway Duties Re: Partner- Exit Apprenticeship and industry partnerships Evaluate with partners any successes or failures with placements from vetted job and PSE certification "bulletin board" (face to face or virtual).

Let’s Talk Name one tip you have for getting a partner invested in taking on Youth. Build participants, either in work experiences or in placements.

Select one Youth. Build timeframe listed in the planning tool. Within that timeframe, complete a descriptive staff task for each component of the framework. This task should relate to the particular program timeframe and to the timeframe's associated work with the participants and the partners.

Staff Planning Tool Staff Role: Primary Duties re: Participant Recruitment • Meaningful hands-on training • Approved training & Curricula • Career counseling and Supportive services • Industry-recognized credentials • Apprenticeship & Industry partnerships Mental Toughness/ Orientation Active Programming Exit Placement Follow-Up Primary Duties re: Partners Career Pathway Duties re: Participant Career Pathway Duties re: Partners

Impact of COVID-19 on Your Youth. Build Program

How has COVID-19 affected your role? (select only one) • • Online learning platforms Online learning attendance and participation Work site access Staffing High School Diploma or GED/HSED testing access Participants’ basic needs not being met Partners’ closed businesses

Stress, Emotional, and Mental Health Considerations for Staff and Participants

COVID-19 Increases Risk of Immediate Stress and Trauma • Participants may have experienced • They may experience other mental high levels of stress associated with health impacts stemming from stress fears of themselves or family caused by financial, employment, members being exposed to or infected food, housing or child/family care by COVID-19. instabilities. • In general, trauma increases risk for development of mental health issues and substance use disorders.

COVID-19 Increases Risk of Isolation • Isolation is a particular risk factor. • Extended social isolation increases risk for the development of mental health issues and substance use disorders, which can exacerbate pre-existing conditions, and increase the risk of depression, poor sleep quality, impaired cognitive functioning, as well as suicidal thoughts or relapse. • Isolation is a well-documented risk factor for suicide, and connectedness is one of the best protective factors that helps to increase people’s resilience and buffer them against their mental health crisis.

COVID-19 Increases Risk of Long-Term Mental Health Impacts • Programs can expect that stress and mental health effects of COVID-19 may be prolonged or delayed. • Each person will experience the stress and trauma of the COVID-19 pandemic differently. • Some may not show signs of or experience mental health distress for weeks or months. • This means that programs should build both short- and long-term responses to these mental health considerations, and ensure mental health continues to be prioritized after the immediate return-to-theprogram scenarios, for both staff and participants.

Let’s Talk Are these effects of COVID-19 different for staff?

Let’s Talk As the Program Director/Program Manager, what successful practices have you come up with, whether virtual or inperson, since the COVID-19 pandemic restrictions?

Takeaways

The “Right” Staff for Success • Commitment to youth development • Respect for youth • Diversity of gender, race, expertise, class, training, life experience, etc. • Positive attitude • Team orientation • Self-awareness & self-development • Technical expertise & skills

Create a Successful Culture • Ensure that all staff are culturally competent, as well as technically competent. • Manage the work more…and the person less. • Create innovative work environments with creative work hours, telecommuting, split shifts, job sharing, consultants and contract work. • Make work more project-based, less task- oriented. • Embrace technology. • Define expectations and accountability measurements. • Don’t make everyone suffer one person’s deficiencies. • Have efficient and effective staff meetings. • Create an environment for healthy dissent, ensure that everyone’s opinion and input has an opportunity to be heard. • Train EVERYONE in conflict management. • Create a fair and equitable way to celebrate success, in groups and individually.

Contact Information — Mary Mc. Rae Senior Manager Coach Management Youth. Build USA mmcrae@youthbuild. org Jeaneen West DOL Youth. Build TA Coach westassociates@yahoo. com

Resources on Staffing and Staff Roles Contains a variety of staffing and staff role resources and toolkits for all staff use. https: //youthbuild. workforcegps. org/resources/2020/07 /01/14/58/Resources_on_Staffing_and_Staff_Roles National Safety Council: SAFER: Safe Actions for Employee Returns is a multifaceted, comprehensive effort aimed at helping employers prioritize safety as they return employees to traditional work environments and schedules in a postquarantine world. www. nsc. org

STAY UP-TO-DATE WITH THE LATEST INFO AND RESOURCES Youth. Build Community of Practice on Workforce. GPS https: //youthbuild. workforcegps. org/

STAY UP-TO-DATE WITH THE LATEST INFO AND RESOURCES Event Materials https: //youthbuild. workforcegps. org/

Feedback and Evaluation Your feedback is important Please take this 3 -minute survey about today's session http: //www. surveymonkey. com/r/p 2 pjuly 23

Save the Date DOL Youth. Build Virtual NCCER Instructor Certification Training Monday, August 17, 2020 – Wednesday, August 26, 2020* *Except Saturday – Sunday, August 22 -23 9: 45 AM - 5: 45 PM EDT**- each day (**Final day of training ends at 3: 00 PM EDT Wednesday, August 26, 2020) Live Webinar: Work Experience from a Young Person’s Perspective Tuesday, September 1, 2020

What’s Next?

THANK YOU!