 I am not, my name is Maria Anderson and I'm just going to fill in. I think she's going to be coming away. Good morning and welcome to the September meeting of the New York City workforce development board. I'm going to share highlights from today's agenda, some reminders and some house. Today, we will hear an overview of community hiring from the executive director of the office of community. Community hiring became so leveraging the city's enormous purchasing power to require a contract to prioritize hiring, low income individuals and residents of low income communities. For a nation development, additionally, you will hear about the city of New York commit into advancing the career success of people with disabilities through a collaboration among three narrow offices. The mayor's office for people with disabilities, the mayor's office for talent and workforce development and the mayor's office for economic. Please note that we will be ending our meeting early today at 10, 30 a.m. Outdoor items, please note a few items. The state's open meetings will apply to the workplace development board since it is considered a public body. The open meetings law was temporarily flexible during the worst of the pandemic, but now requires once again that the board have an increasing forum in order to conduct business. Additionally, the members may participate remotely if they have a legitimate reason to find in the law, but they do not count towards a forum and it's not vote. We have several members participating remotely today. Please also note that we are recording today's meeting and that we will be posting the recording, which is required that the state open meetings law as a long standing policy. He asked that only board members during the meeting. Good morning, everybody. We are not using microphones in this room, but there are mics hanging from the ceiling so that people that are participating virtually can hear us less. Can you still hear us? Okay. Okay. Great. Great. I, we have a couple of devices to say today. We are going to acknowledge two members today who are both have decided to leave the board for personal reasons. Our wonderful pinch header, Maureen Anderson. Maureen joined the board I believe in 2017. I wasn't on the board. Oh, okay. Until I think 17. And I was on it. And she has been a very long time champion for people with disabilities who works. Most recently as the local business relations representative for the New York state's access VR, which is vocational rehabilitation, all about providing education, training, employment to people with disabilities and she has been there since 1999, I believe, and she just retired. Congratulations. Congratulations. And Maureen was also a very active member of the board racial equity committee during the very active during the first part of the pandemic. And I would say, you know, Maureen and I first started working together right after we all of this past. So the workforce innovation opportunity act law. And she was a partner who's one of the required partners under. And she was very passionate about people very passionate about plugging into the broader workforce one career center system, but also to literacy programs and to New York state labor's programs. And she has just been the tireless warrior for people with disabilities. So we're really going to miss her. And I really enjoyed working with you and I'm sad to see you go but I wish you all the best in retirement. And, you know, you're always welcome to stop by these meetings, which are now in person. Thank you all for being here. So let's go for reading. We have someone else to say goodbye to less is a very long standing member of the workforce development board. In fact, it wasn't even called the workforce development board when he starts the workforce is asking for. And, you know, not only is he one of the longest serving members. He's also one of the most active, engaged, passionate vocal members that we currently have. He's also one of our funniest members. And, you know, we're really going to miss your sense of humor less. We're going to miss your willingness to ask questions and really engage with programs and with the policies that we set. And I really just want to thank you for so many years of service to our board and to the executive committees and the executive committee. I want to thank you on behalf of the board on behalf of New York City employers and on behalf of New Yorkers who have benefited from our system that you've helped receive for the past 15 plus years. Let's thank you very much. We will miss you and wish you well. Thank you. I'll miss you guys too. I'm going to miss the board. It's been a great organization. It's evolved tremendously over the years, and I'm happy to pass my seniority crown on to Mark, who will carry it in good stead, I'm sure. But it was a great experience and I wouldn't have, I wouldn't have missed it for anything. I'm glad to have been a part. No, I don't actually have a blood to say it's a little overwhelming this whole process of retiring. But I have to admit, reading what's going to happen today, I'm very thrilled because I feel like we've been working for a long time to get services for people with disabilities. And we're for development centers. And this is just, I feel like I've just passed me along the torch. The next phase is coming and I'm grateful. Thank you. Good morning, everyone. I'm Audrey Holland, the chair for the board. I'm sorry I was late. This morning. So thank you for moving us along. So now we're going to hear a brief update on the youth program and summer youth employment program. Small corrections. Your agenda. Valerie Mulligan was unable to make it today. So we will hear from Megan. I know it's. Assistant commissioner. Thank you very much. Good morning, everybody. Really briefly, I just have some quick updates to share. S. Y. P. And we served over 100,000 youth this summer. So that's really incredible. Part of that. As part of that, we served a record number of participants that were set aside for you with barriers to appointments. So young parents, homeless young people, young people, foster care, et cetera. So we're really proud of that as well. Really trying to reach people who otherwise might not have a busy path to a summer experience. We also had a record number of job placements in city agencies. Something else we're really proud of Mayor Adams have been really, really vocal and pushing all of our city agency partners to post interns. So we did that this summer and just raising a bar to do more next summer. We're putting together our annual summary now that should be out in the next months, all the details and breakdown of demographics and sectors and all the wonderful tidbits that went on this summer. So that's really exciting. And then really super exciting for me personally is that this morning. So we have a youth program concept papers were released there out. I will sign the link to Chris. So those papers are out for both the out of school youth program and the school youth program. The out of school youth program what we really focus on in the concept paper was trying to continue to grow our training for growth occupations that lead to credentials. And for the school youth program, we are trying to make sure that there's a paid work experience during school year as well as an opportunity for participants to get CUNY credit while they participate in the program. So the deadline for comments for that is October 25th. As I said, I will make sure that Chris gets the link and everybody gets easy access to look at those on way in. Very much. Thank you. Sorry. The question 100,000 two questions one how does that compare to a year ago and three coded. And secondly, how many New Yorkers are in that age group. Are we reaching even 10% of it seems like a huge number. In terms of like an actual, like population look at the number of people I don't know offhand that's something we currently look at. I'm going to apply like this year we had in 76,000 applications. Yeah, I mean, and I think that, you know, Mayor Adams has been really clear that he wanted to get 200,000 people. I think last year we were just shy of that 95,000. So to hit this benchmark is very awesome. I worked in, you know, at D Y CD when we had like 30,000 young people. So over the course of the last 15 years, this program has really grown. And I think it's, you know, the city really has been committed to the summer program and it's great to see how. And they just said, sorry, nothing. Not the two of our own horns, but isn't this isn't the New York City, that's why people grab by far the largest entire country. Yeah, the next biggest one is 30,000 or something. Even like, it's exponentially larger than any other summer program. No, just a good question on that. You said there are 176,000 applicants, 76,000. They just didn't, they apply, but then didn't come back, which was that process. So, you know, the process is primarily driven by lottery in the community based programs that we run. So if you have a barrier to employment you have a little bit of an easier, smoother path to come in. So some of these programs for youth that are harder to reach, harder to serve, there is more of a direct recruitment. But for community based programs where you would apply and get chosen through the lottery, sometimes you just don't get chosen. And that's, you know, I think again, part of the push that we are always doing to try to really get more funding, get more. You know that many, many young people want to do this in the summer. And so, you know, we're always looking for the way to get to 176,000, I guess, jobs. Yeah. So that seems crazy, but yeah, that would be the goal. Great. Do we have the ability to follow up with that 76,000 for next year? We don't typically follow up with them, but we are, you know, really thoughtful and diligent about advertising when the application opens and making sure that that sort of communication is pushed down and everybody and their mother knows that the application is open. I do want to say SIP is awesome. I went through it when I was a kid, and I loved it. So it's really exciting to see like the growth of SIP. The question that you're going to is very real with my nephews applied and they didn't get it and they applied to like five different works. So it's really hard in certain neighborhoods, there are a lot less job opportunities than the number of kids and so they live in public housing. So every single kid in public housing, well, not every, a lot of them are fairly familiar with SIP until they were like actively looking for that opportunity to apply. So there's like a, and the nonprofits in the area are really good, but they just, there's not enough, it's a labor desert. Like there's not enough workforce opportunities in those neighborhoods, which I guess, but one thing I wanted to ask was in the report, are you, are you able to provide insights on to like the quality of the opportunity that I know that's a big tension between like the number of job opportunities versus the quality. So we do do a participant survey, and we asked about, you know, how people felt their experience was for that will be reflected in the annual, you know, again, it's something that we're always working on with our contractor partners to make sure that, you know, we're providing plenty of technical assistance to help them lots and lots of workshops and sessions around job development. So that, you know, every single job is a good job. And that every young person who participates has a really good experience. I think Mark has a question on one. Go ahead. Thank you. Hey, Megan, how are you? Good. Good. Excellent. First less, very sorry to see you go it's been great serving with you all these years and I wish you the best. I hope everything's okay and this is for all good reasons. Dave just in response to your question one way to think about the scale is we typically have about 80 to 100,000 students in each public school grade. So as obviously they get up in year in the older grades that the number goes down to more like the 80,000. So the 100,000 is, you know, a pretty significant portion of those folks. But making I was thinking that really spurred by Dave's question and would be interested to look at we serve 100,000 every year. So over the course of a, you know, a decade, obviously that's, you know, bordering on a million people. What portion of the New York City's young people are we serving in any. It's not just any given year, but any given five year period or 10 year period would be very interesting to look at. So I hope there's a way of figuring out how to go about looking at that I know some kids repeat year after year but you also bring in new kids every year so just encouragement around that. Yeah, we can take that back and we'll see if we can first that out. I did look up the answer to my own question. New York City's population is around 9 million and not perfect but 14 to 24, which is a pretty close match is about 11%. So it's about the pool. It's about a million. So it's, it's about 10%. Right, so it's that 80 to 100,000 for each grade fits pretty well. Yeah. Thank you. Is there going to be like sort of a look back over the years and the reports analysis. Yes, okay. And you guys really talented that right the fact that it's 16th anniversary. That's a big deal. Okay. Thank you. Great question. We will now hear a brief update on the adult leo of programs from SPS your joint today by the new deputy commissioner of workforce of the workforce development division, Yuri, and my assistant commissioner. Good morning, colleagues. It's such a pleasure to be here. My name as the chair said my name's Yuri Pollack. I ran you to this role I think I'm six weeks old at this point. You know, I've been working in workforce development in some shape or form now for about 20 years. My first job out of college actually was managing job training programs for special populations. I worked in the workforce investment board and workforce and investment board meetings 20 years ago so this job seems like full circle have also had the opportunity to work at ACS immediately prior on employment education and college access programs and as he came up and I were just talking about that. I have worked in higher ed as well as also college I'm just a professional study so I'm delighted that I get to work on workforce development on a broader scale in my new role. Just wanted to quickly thank Commissioner Kim and executive deputy commissioner gross for their confidence in me at Joe Segal, and in New York City talent team for their wonderful partnership. I'm the workforce development team at SPS, assisted commissioners, Jimmy Jones, Michelle Clark and Justin Gale for their wonderful leadership over the past year. Just wanted to share with you a brief update on our workforce development work. I know that Commissioner Kim share a memo with you that talks about this and work out. Just quickly on the workforce one side you'll see that in comparison to fiscal 22. In the past fiscal year we've seen increases in the total number of individuals served. The overall number of job openings available to our clients, the average wage of those hired through the workforce funds and also the number of hires that are for full time. Specifically to zero and some specific numbers of workforce one connected 23,599 to be very specific job seekers to employment opportunities with an average wage of $18 and the best majority of those hires 91%. On the training side, we saw 3% increase in enrollments rising to nearly 7200 this past fiscal year in comparison to fiscal 22. And we also saw a 33% increase in completion to compare to fiscal 22, with almost 6400 clients into new training. So we're very happy about that. Some training highlights, we've been doing really great work in healthcare. 26 participants completed our or in flex around training program and cohorts at La Guardia Community College in Liebman. In fact, the graduation of that program at La Guardia. The next upcoming one is this Friday and I'll have the privilege of joining that with some of my colleagues. I'm very excited about that. On the tech side, we had 31 graduations from the TTP residency at Brooklyn College, and 50 from Community Tech Prep. Sorry, we had 31 graduates from the TTP residency at Brooklyn and 50 from Community Tech Prep, secure tech positions with average salaries of around 90,000. And 311 clients successfully completed our industrial and construction training. On the service front, New Yorkers have benefited from a program that I was excited to learn about in joining this role, which is first force NYC, our apprenticeship program for minecrafts. And for that program. For what? For life. Service. Okay. With 72 completing the fundamentals training and 58 going on to complete job. And on the media and entertainment side are made in New York training programs likewise had a strong showing with 46 participants enrolled in the post production program and 20 in the stage craft bridge program. I also had an opportunity to join an employer's round table for the stage craft program last week run led by roundabout theater company. And I was very heartened by both the roundabout teams and the employers enthusiasm for the program is very good to see. Just very quickly on customized training. 12 businesses were awarded training in this past year of fiscal 23. The managers included childcare education services, healthcare information and professional services retail manufacturing type and transportation. About 1.2 million and funds were awarded benefiting 381 trainees who together and the average wage increase of about 7%. And just to give you one quick example. They're a jewelry designer manufacturer that are located in the Brooklyn Navy art. And they have retail locations in Williamsburg and Soho. We're able to award them 300,000 to train almost 80 employees and management jewelry manufacturing and point of sales systems. And we just take a wage increase of 6%. From that branch. Just want to close out on workforce development one month, which is the month of September. So it's particularly appropriate that we're meeting. Assistant commissioner Jones leadership. We've planned a number of events and activities, not our workforce development month. The kickoff event is actually tomorrow at Brooklyn students Bay library. Our mobile outreach unit movie will be offering recruitment services and a variety of sectors outside the library and inside the library will be offering one and one professional financial counseling to job seekers and will be engaging local businesses in the neighborhood as well. We have another events. We have a number of other events in all five rows and on our workforce development month. For example, there's a job here in Staten Island. Spectrum recruitment events and complete spectrum telecom cable. And another example, a CD CDL individual training grant info session in the Bronx, as well as some professional development activities inside SPS for our staff. And we're also doing some a lot of extensive on marketing communications work with our marketing and communications team. We have some social media spots of which our readership has been fortunate to be proven. And we're really, really making sure that more and more constituency services. So that's my update just wanted to conclude that it's such a pleasure to be part of the workforce development team at SPS. And I look forward to working with you. Good morning. I just wanted to find out, I don't know if you're the right person to update us on this, but in our last meeting, we talked about the high employment unemployment rate for blocks in New York. And I just wanted to see where in terms of these numbers where they play say, has there been any focus and have we figured out what the driver is behind that. It's certainly something I'll also ask for my staff to be able to win for the team. It's something that we're definitely focusing on it's definitely something that we're aware of in terms of our recruitment strategies in terms of outreach to certain neighborhoods. In terms of how the numbers have increased or increased since the last meeting. I unfortunately couldn't really speak to that as much now would members of the team have any thoughts. So citywide, this is a big area of focus for the mayor, the first deputy mayor. He reports to a housing development workforce. And Abbie Jeff Segal is like right at the center of that effort. So if she were here she could give you a brief update. I know they've been working very hard on trying to understand the underlying drivers and trying to figure out what we can do. The explicit about race is not always easy with federal funding, but I think the city is trying to figure out exactly what can and cannot do as much as. So I think it's by the next meeting probably be able to provide it is not at all forgotten. Good question on that. It's great to see the number of individuals served going up on a year over a year. Next with businesses and then obviously the total hires was going down. That may just be the year I'm curious like, is that a trend from 21. Is that something specific reason why I went down. Sure. I mean, it's something that we're watching closely. Obviously, what the number going up year over year. So, you know, one of the, so we're, you know, doing, I wouldn't say that it's a trend just yet, you know, and it's a slight decrease. I would say that we're really focusing on, you know, two things and I'll ask my staff to, you know, talk about some additional strategies. One is the marketing and the outreach efforts that I talked about earlier, really going into the neighborhoods with our mobile unit, partnering with community based organizations, giving more outreach on social media to make sure that we're reaching everybody that needs to reach. Another is really, I think we've used data deliberately by using data, even in a more deliberate way. Keeping very, very close tabs on a, you know, multiple month basis, how the numbers are going, how the number, how the trends are, and we need to adjust things that we're able to do it in real time. And we're building some, you know, some additional capacity in our data team in order to be able to do that. And if members of our leadership team have thoughts about that. Yeah, I think all of what Yuri said is true. And I think also this year has been a year of us containing to really rebuild our foundation from COVID, right? So really looking at our programming, look at the quality, trying to identify ways that we can increase and intensify services. We've been expanding in terms of populations that we consider targeted populations as well. And looking just at the quality of job opportunities that we're bringing to the system. So I wouldn't say it's a trend. I just think that this was the year where we really had an opportunity to kind of refocus our efforts and to really align better service delivery. We really had to work with a system that had been 100% in person and 100% virtual and then now really working in the marketing world to kind of figure out how do we maintain both by really identifying which pieces are, which really accelerate our accessibility to individuals and which ones are kind of replications and ways to figure out ways to better centralize them. I have one remedial question and I should know this because I know it's been explained before, but can you clarify the difference between a total hire and a job directly connected? My understanding and kind of hopefully Juni can fill in any gaps is that in total hires are those that are hired into a role through a connection. So if somebody comes into our system and they're hired to innovate within a certain period of time or hired in a role, whether it's directly placed by the Workforce One Center or after receiving some Workforce One Services, they're ultimately hired into a job within a certain time period, that number counts there. So that could be a job quickly unaffiliated with Workforce One, it's just that they got hired somewhere? Correct. Is that right? Yeah, sort of, sort of. So we also want to make sure that we're keeping track of who we're investing in as well. So that might be an individual that received a number of services within our system that we consider that we consider valid and adding value to that individual. So we want to track where they wind up over time and the direct connection. Those are the opportunities where we have direct connection to the employer themselves and we're able to validate. The denominator of directly connected is the openings developed with businesses, is that right? In a future meeting, I would just be curious sort of following up on Edgar's point. If you looked at a completion ratio of jobs directly connected as the numerator and openings developed with businesses as the denominator, that ratio a year ago was one in three and last year was more like one in four. And it's awesome to have a 33% increase in number of openings developed with businesses, but curious why that completion rate is bad. Definitely. Okay, so I am going to turn it over to Chris now. So, unfortunately, we do not have an in person. Because you question answer. Yes. This is some thought that I've always been pleased that somebody left the house and went to a one step center and registered. We got an interview. We got it. Maybe she counseling. Then I personally think it's a job. It's a good chance that that person might not have gotten that job if they hadn't gotten to the next step. Right. A lot of people are suggesting that a Thursday night when staff pulls up. And then that's how are you doing? Well, I'm work accounts. Because he might not have been working if you didn't go to Bond Street or it's private. In terms of the unemployment rates could be higher than that again. We're all trying to get that way to start one step forward. I think that without the one stuff. The last 20 years. And the unemployed and the underemployed would have been really bad. I'm glad they're there. The question that was going to have is what kind of training. So we can do the IPA system to the conducive decent training. That's why it's really insulting that we have an IPA system where it doesn't work. And I'd like the idea of a more extensions into communities that are not served as well as it may. But thank goodness for the ones those now you're doing your contracts and hearing the first and that is it some people. Hello. Sorry. Yes. Yes. So we are re RFP our workforce one center system. The RFP shouldn't be released soon. Probably in this new contract is the same ones for the last 10 years. And any of the new bodies in town. Brian for running it once though. We obviously the opportunity is open to all qualified bidders. So we anticipate any current vendors that are qualified to do so. Well, we don't put an application and we certainly I'll welcome any new, you know, ones to put an application as well. All right. Other and is really rule going to be important place to these contracts that you have to be a nonprofit and not a profit. Contractor. I don't know. Working money going someplace else is a good chance that the awards will be the same people down in place. That that's something that will obviously have to wait to see any qualified bidders are encouraged to to apply. We want to hear about people's, you know, bidders ideas, what they would bring to the system what their strengths are how they respond to the RFP. I think it's impossible to predict who the bidders will be whether they'll be the same whether they'll be different. We obviously want to open it up. It's not a preordained process at all. Anybody who's qualified is, is, you know, able to apply they'll be reviewed. One of the things that they've done differently this time around is that they are bidding out smaller contracts for serving target populations. That's something that has not happened in many years. Yeah. And that was going to open the door to smaller providers that really have an expertise in serving out youth justice of all populations born born New Yorkers, because we recognize that on the one hand we need large organizations to run big centers. We also need the expertise to work with the target population so they are to their credit they are expanding the pool and shoulders by not making everybody compete for these really big contracts. We can't I don't think we have the ability to procurement to limit it to nonprofits. I don't think you want to but we feel confident that we are setting the stage for nonprofits that have this expertise to apply for these these target population change. It's a great change. It should be local. I wish we could limit it. We are definitely going to advertise it locally like help. And do you think Chris there'll be any changes in the center bodies that have the big contracts that they've been a lot of applications for the big contracts. Yeah, somebody from Pennsylvania to stand out and something silly like that. You know, I think there's a chance there will be some turnover needs to be seen. There were some there you know they were down. What's that plays it down. You go and you got grant you got good will and you got a new place in town that. CUNY of it. They had two or three smaller specialized ones and. And La Guardia, which was a generalized generalist center. It didn't last very long. I think also the BCC would be ideal. They don't have to go through this. Research. When are the contracts going to be awarded. Our timeline is to release the RFP this upcoming fall and it would be for a for a four year term. So starting starting next fall so it would be from fall around fall 2024 to fall 2020. Later about training money. There are an effort from SPS in your contract is to do more training, particularly around tech training, particularly around learning that train. Anybody can get to your center that she may ask how you're doing as a machine. What are you going to do next. I get a job became working machine. You are. You have a large system. It's 90,000 people. How many of those people come in that wonderful job and the skills to get the job in this new world of tech training. I would think later when we're talking about you're not spending the money. I need, I need to know that you're training programs are full stock. Everybody should get a train and they walk into your system. What do you know what he needs, you know, you want to become a classroom. Not just a placement. We need that. We need that. But the reality is that you've got a lot of centers and that was Chris saying you don't a lot of little more local centers. I think your staff would get together and say, okay, we're school. We're not just employment agency. We're just not exchanging services agency. We're school. And we've got to be careful that most of the people who are treating do not know how to use a machine. And that's denying your obligation, but we're not going to get the job. If they don't, and we hear it, we hear it from our friends upon us and send somebody over there. They're not going to get job because they don't know that machine. And it's available with generic curriculum for DS is available. You know, from UFT and from CUNY, there are tech teachers that clearly glad work with your sentence with 15 people learning how to do the machine. I really advance with you as a result of my membership on the board. Scott and I have a massive amount going. So I agree with your point 100% having a higher end background that, you know, just planning just placing a client in a job is not going to be a lot of training is, you know, very, very important, even though I've only been here for six weeks. I've seen the importance that SPS has placed on training that we're going to continue to place on it. You know, both I think it's demonstrated over the past, you know, even in the time that I've worked in the system through different city agencies and also in higher ed. We've, you know, mentioned itgs earlier we've significantly reduced the emphasis on them, although they're still available for those that might benefit. Don't say that here on the way up to you. They're dropping the numbers right so so we don't we don't emphasize them as much we are emphasizing training and partnerships with our employer partners for careers that are in high demand. Michelle and her team have been doing amazing work. And it's something that we're strongly focused on. So I'm not going to talk. We work very closely with. See talent workforce development. To ensure that the trainings that we are creating are strongly tied to occupations that are in the employer feedback groups that that team leads. So when we understand as a labor shortage or demand talent shortage, we devise group providers to do trainings in those areas. So that's the heart of the work and we'll continue to do so across also multiple sectors. Including tech. So thank you for calling tech out. It's incredibly important. So we don't unfortunately, we don't have it in person forum. So there's a we can't vote. But we need 16. We had to look at the people online. And it is a percentage of the total board. More than 50% more than 50%. 31 total members, we have this. I'd like to suggest. Eating in a row that this is that we don't hold the next meeting. Did we have confirmed RSVPs of more than 60. And I think you should lean on us. Lean on our peers before the next meeting. And I would encourage you to publish the names of the people that don't come. Seriously, if you're mentioning people who are here, let's mention who you are here. So we can do our business. That's a suggestion. Maybe if people are voting with their feet. We have a smaller board. Yep. Yep. So you can review the minutes that you're measured. If you're in the board, look, you have feedback right now. We don't need to vote on them. We also do have a measure that we at some point need to vote on, which is the transfer of disability to work for adult. Funding. But we're not going to go into that because we don't have a forum. Plus. Yeah. This is Colleen sorry to interrupt on another board on which I serve sometimes when we need to vote and don't have enough members, we can do it by email does. To our rules allow for that. Just so you don't have to wait for, you know, another. I understand we, because we're subject to the open meetings law, my understanding from the right. Okay. So to the mayor is that we have to have an in person forum. Even the trigger vote. Yeah. We would still have to have at least 16 people physically here. So thanks for the suggestion. Yeah. Sorry, I'm not there, but I also agree with the suggestion that was made. Grant send out notices and notices and notices. Everybody knew of that. That's true. It's a great time. I'm not having a quorum. The leader, you're good at this. Why don't we get a call? Yeah. Yeah. Yeah. Yeah. Yeah. Because we're back in person. We was able to do its business. And now we're back in person and have to be in person to get that form. And we're not necessarily having successful with numbers. I spoke with a few board members and a few. They had concerns about like traveling distance. Based in like New Jersey or, you know, or different places. Child care is another thing. And also, also. We wanted to go into the future of the board. Roll and work for us. We can't get a form. We can't have that conversation. In 2019. You never had a trouble with 2018, 17, 16. Everybody goes to the pandemic. I don't want to travel and take the subway. Living Jersey. What's the story here? I would suggest that Chris, the point of committee, the commission, they would tell, those three people. David. Oh, we've been losing less. But all these views. How many are not comment. Well, then I signed as for somebody else in place. We can't go and discuss it moved 800. And he's from one agency, we don't know that cause we haven't got people sitting on this board. It's a privilege to be on this board. I kept that that would be in. I would suggest, as my friends here, I would suggest that we call these members, sign a committee. You've never missed a meeting. That's not true. I missed a June one, but it's fine. It's fine. It's fine. It's fine. It's fine. It's fine. If you get antsy on the postbook and somebody will show up, let me tell you that, do something you can't talk about our authority, a rule pushing the problem with workers and workers of burden, burden, burden without a work postbook, and you can't get a furniture that will work with you. Please do something. So we are excited to welcome Doug LaHari, Executive Director of the Office of Community Hiring, which is part of the Mayor's Office of Talent and Workforce Development. Doug was recently appointed to lead the city's work to leverage the enormous purchasing power in capital construction and other services in order to prioritize hiring of low-income individuals and residents of low-income communities and public housing developments for city-funded contracts. Please welcome Doug. Hi, Doug. I have a couple slides we'll put up. Thank you all for having me. Really excited to be here. Really excited to talk to you all and begin and build more of a partnership together with all of you. And I think there's a lot of touch points of community hiring and what we've already been discussing today. So I just wanted to talk a little bit about what community hiring is, why we have it, what we've done so far, where we have to go, which is quite a bit. I'll prove you that now. We're very, very, very early on in this process. And then the work is going to continue and there's going to be a lot of opportunities to learn from you all, listen to you all, build these partnerships, and really leverage the power of city purchasing. So why community hiring? And Christie, you can do that. And the slides are up top, so you'll see the slides after as well if you don't need to. So you can do it all. But I think, and already what we've been discussing here today, I think it's sort of highlighting why we need community hiring and sort of why wouldn't we do this? Right? The city is purchasing billions and billions of dollars of goods and services every year. There's an enormous opportunity there and the contracts that the city does. Why wouldn't we take advantage of that? Right? I think as some of the questions that have already been raised, there's still economic disparities. There's still disparities in unemployment, particularly in certain sectors. So why wouldn't we take advantage of that? And community hiring is the tool to actually do that. So again, it's a really exciting opportunity and there's a lot of work to do. So what is community hiring? I see you can move to the next slide. Community hiring at its core allows us to do two things, right? The city buys not millions, not billions of tens of billions of dollars of goods and services every year. There's an enormous amount of purchasing power that we have. This is actually going to give us the opportunity to leverage that purchasing power to set workforce goals on those contracts and really connect contractors to the talent that they need. Make sure contractors have a pipeline of that talent. Make sure that the talent is actually connected to job opportunities, right? And really driving economic mobility, connecting low-income individuals across the city and beyond to career opportunities to really secure employment. But one thing that's really nice about city determinants, we buy the same thing over and over again, right? The city always needs its roads paved. We always need the same services. So there is not just necessarily an individual job opportunity, right? We were talking about earlier there's jobs and then there's career opportunities and training through procurement because there is such a regularity tied to it. There's really opportunities for career advancement and family sustaining careers. So community hiring is doing two things, right? There's connecting the workers to the contractors and connecting the contractors to the workers. So one thing, but there's both sides of it. And really now we'll have the tool that we've never had before. And thanks to state legislation, which we'll talk about, we actually have the authority to do something that we've never been able to do in this city. So the next slide talks a little bit about the legislation. So just to sort of level set us to where we're at. The city has spent many, many years in various shapes and forms pushing for legislation at the state. I previously was at the mayor's office of contract services. And for those of you who are familiar with MOTS, who are not familiar, we were a procurement oversight agency. I had a really good look at everything the city bought, how much we spend, how much money was going into these contracts for different industries. But one thing that we were never able to do is require that contractors hire people in the way that this legislation is going to allow, right? We have disparate programs around the city that are really strong and really good. But in a way, we've been operating with one hand behind our back. We haven't actually had the tools to require that contractors, employees, low-income individuals and individuals who live on the streets. The legislation was just passed in June after, I personally have been working on this in some shape or form since 2018. But in the past year, plus we've had the enormous support from this administration, from you all, right, from a broad spectrum across the sector, across industries, it's been really, really exciting. So for me personally, it's been like a really long time coming. We got the legislation passed in June. We're waiting for it to be signed by the governor. We're eager that that happens sometime in the next couple of months. And then we can get rolling into actually operationalizing this and executing on it. So what the legislation does, it establishes a new office. And this office is centralized here under the leadership of Abhijo under Mayor's Office of Talent and Workforce Development. And one thing that we're looking to do, right, there's a lot of work already happening, as we heard from FPS runners already. There's a lot of efforts in this space. Community hiring can help bring some of these together in the context of city contracting. Now we'll be able to actually develop rules that requires contractors to make best efforts to meet workforce goals to hire low-income individuals and individuals from low-income opportunities. For those of you who may be familiar with the city's minority and women's own business enterprise program, it's analogous to that in some ways where they're going to be contract hiring goals. It's very, very broad. It covers all services contracts. So that's instruction, that's technology, that's human services, professional services. So there's a lot of different job opportunities out there that are created from the city spend. And community hiring will be able to maximize that power of the purchasing. One other tool that the legislation allows us to do is create a network of referral sources. And referral sources will be a broad pool of entities, some of them may be in the room right now, and beyond of people who are able to connect the workforce through their training. There's a labor union or community-based organization, other non-profits, educational institutions be able to connect a worker to a contractor who has a contract goal, who's doing business with the city. Contractor says, OK, great, I have a goal. Now, how do I actually get the workers? So the community hiring office will be able to centralize, create a network of referral sources. Public will be accessible to all, so we'll be able to make sure that not only are there goals, but the contractors are actually connected to the talent. And then we're going to be able to, in certain instances, require the use of apprentices on city contracts, which is something that we've never been able to do before. So we want to expand the pool. And this is a city-wide goal, beyond just community hiring. But we want to create more apprenticeship opportunities. We're discussing the importance of career opportunities, of training, being able to leverage the power of the city's spend to require that in certain instances. It will be a really powerful tool to make sure that we're not just creating jobs, but we're actually creating families to see opportunities to train. Well, if I can help you a bit. Sure, I'll wrap it up. So just two things I want to just focus on in particular, the way the legislation is set up, it has two different models for construction and building services and building services, like sending contracts, moving contract security contracts. The way that the contractors will have a goal is that there will be x amount of hours worked under that contract and need to be performed by individuals who live in zip codes, where at least 15% of the population in that zip code is below the federal poverty threshold for our residents of NYCHA. So it's a zip code-based program, where there will be a goal x amount of hours, depending on the type of industry, depending on the type of contract it may vary. For all other services, technology contracts, union services, and the city is already doing this in the human services section quite well. We will be allowed to set a goal that we need to hire individuals from who are actually low-income themselves. So it's a little bit different of a model, and that's the way that's faked out in the legislation. Happy to go into that in more detail, separate if anyone has any more questions. But there's two models of making sure that we're connecting people who live in low-income communities and connecting low-income individuals themselves. Ellis is an intake center as a recruitment processing. This just kind of happened by accident, or you're going to be aggressive with the contractors. We know this around the country. The community hired a great idea, but it doesn't always have perception from the business community unless you go after them. Yeah. So it's just a relationship you're going to have with the once-thousand. In any way, sensitive to our remarks of this meeting about workers, how many new jobs do you expect to get? So the next slide, we'll get into a little bit of the goals once we, and you can move to the next slide, Chris. In terms of what the impact may be once this is fully operational, we're hoping to create 36,000 jobs a year, generate $1.4 billion in annual salaries. The city spend is really enormous. So once this is fully up and running, we're going to have enormous opportunities. To your question on who we are working with, this is not an effort that one team can do itself. And there's a lot of work already happening in this space across the city. So it is plugging into the existing efforts that we're having and how can we work closely with SPS to make sure that when the Workforce One centers are connecting workers, there's a connection back to the city contract where there's a goal. So it's going to be working with the existing networks of the city and our partners externally to make sure that we are plugging into the work and that it's being tied back to the community hiring contract goals. In terms of being able to target certain populations and address particular disparities, like we mentioned, in black unemployment, we're hiring an enormous tool because one of the other things that we need to do is implement systems to track and report and collect data. So I mentioned there's a goal from ZIP codes. We will be able to look once it's fully implemented who is working in that ZIP code, demographic information, how many hours they are working, what is their trade or occupation that they're doing and really seeing at a very, very granular level different data points. And from there, that's where we can then know like the SPS students mentioning how to target based on that data, the programming that we need to do in order to address a particular problem area or concern or primary. So there's, yeah. Sorry. So that was exactly what I was going to ask about. And so are you using, are you building a software to track this or is this an existing software that you'll be implementing? So we're looking to, as I mentioned, we're still waiting for the governor to sign this from there. There's a rulemaking process six months before it goes into effect. We're exploring right now what we can do in terms of either leveraging existing city tools or identifying tools that are on the market. There are efforts around the country to do local hiring, community hiring, and there are tools that exist to help support this. So we're exploring all of those options to see what is the best approach to making sure that we have the right systems in place to collect, track and report on this. Because that's a huge part of the legislation. There's reporting obligations. There will be quarterly reporting obligations that once this is implemented, once it's rolled out to report on the successes at the contract level and demographic level. So it will get quite detailed. Are there going to future goals? I keep thinking about large developers helping with housing. I asked him once, why is it that I see in construction sites so many women who are in positions where they're relegating traffic on the streets rather than skilled positions? And he told me it's because they're using their position as an incentive, special bonuses to say they're hired and wanting to answer the positions. And I can see the same thing occurring in many industries throughout the city. And this isn't care-proof, regulated, and specific criteria put in so that people can obtain the same type of high living wages for the positions that we only have. Yeah, that's a great point. So through the rulemaking process that we are authorized to do under the bill, there will be more clarity specifically on some of that. I think also a huge part of the work that hiring office will do and the city is already doing is looking at exactly that type of data of who is actually working. Are they just meeting a contract goal or is it something that we're actually providing career opportunities? Part of what we can do is require apprentices so we'll be able to drill down into the apprenticeship level who is connected with the apprenticeship program. So for construction, for example, are there opportunities across all of the trades or is it just in particular trades? And what will it mean to actually meet a goal, right? Which will depend on the particular industry, like you said, and making sure that there's actual career opportunities and not just sort of checking a box or something like that. So that's definitely a... I think it would be really great. Yes, I'll... I'm sorry, you might be trying to... I'd love to have you come back and let us know the progress. Having done this not at the scale at all, but having been the MWP officer trying to meet contracting goals around local, minority women in jobs, what I find is that there's not... Data is wonderful and great, but it can also be very performative. And once you get into that role, getting contractors to adhere to that needs a real designated, in this instance, not a person, a team to hold them accountable and be able to look at that step by step. And Laura, to your point, seeing that in many of these trades, what happens is that they go back to who they normally hire and then you end up looking at it six months later and they have not met their goals and they're trying to throw folks in these zip codes or whatever your demographic are into the sweeping and cleaning and flag holding. So I would really love to hear back from you around how you are gonna really hold them accountable because all the systems in the world are not the same as a person saying, this number is not correct. Tell me where you're going to do this hiring. So I would love to hear that. Yeah, and absolutely. We'll be reporting back regularly as we go through this problem. We were here with the union zero, Chris and I, two years ago with Gary coming in, Gary coming out, where it's what 20 was with the health care that's teaching 37. And it seems to me that question of support, not just Gary LaVarber in the building trades, but as the painters, large numbers of subcontractors. Not just Henry, but it's 420 in the health care, city hospitals, large numbers of subcontractors. And on you go, the same thing with, whatever you want to look at with it. Smaller years like RSTW will want this to happen. They're supporting you with your staff as they stay in touch with each of these affiliates. Yeah, and we, I know Abby, I'll let you speak too, if you have a question there. The legislation itself brought, because we were working at this for so long, it brought a really broad spectrum of people around the city to support this. We had a lot of union support. We've been working with them over the years on trying to expand pre-apprenticeship and apprenticeship slots and really drilling deep into that. And we did get a lot of support. Now, this is gonna be another tool that will really sort of strengthen what we can actually do. Well, there's had a bit of lacking on the back end where our contractor didn't need to have a goal. Now there will be a goal. So it's a really, it's a really good tool. And I think you're all absolutely right. There's not anything that we can do just so long. It's really building the partnerships, leveraging it and making sure and holding people accountable to make sure that they're actually meeting the goals. Fortunately, there's a ton of support around the city too. Right, we've been talking to city agencies. This was a mayoral priority. This was the first deputy mayor going up to Albany regularly to push for this. It impacts the entire city. So all of the city hall leadership is really on board making sure the commissioners are on board as well. Everyone's excited about this, which I think is gonna also be helpful for making sure that the teams around the city who are managing city contracts are supported and on top of it as well. That's just the answer to the 36,000 job just from 90, you'll have one step totally in touch with Rez and now your zip codes, any zip code you have is a night job. Yeah, well, definitely night job is huge. They don't always come through if it draws from the wrong people. We know that. Mine was just on the apprenticeship program, at least on the slide. It seemed like there was a certain contractors and some contractors would be just curious on what industries or contractors or war to be expected from that. So the bill itself covers all the procurement contracts and services contracts. So goods contracts are not covered underneath the legislation. So the way the legislation is getting a little technical into the way the bill is drafted, we will be able to set apprenticeship goals across construction, any industry, it will depend obviously on the, our goal is to increase capacity and pool of apprentices. We don't wanna set a goal on a contractor that is not a pool of viable apprentices, but we're using it as a way to expand opportunities to create actual registered apprenticeship programs. But they will be registered apprenticeship programs with the New York State Department of Labor. So that's one of the pieces that will need to be part of any requirement, but we do have a broad range of how we can require it when we require it. How we will do that remains to be seen. I just wanna say, this is a tremendous tool in terms of job generation for the city. And it's incredible that we actually got it over the first slide of the state. It is going to take, well, to actually achieve the promise, which is what I think you're all saying. It's not gonna be just our office, it's gonna be because we're partnering with all of you and really thinking through, how do we make sure there's an incredibly strong supply of talent coming out of these referral agencies? So when the contractors or anyone says, I don't know where to go, we can say you go here, you go here, and you go here for these particular occupations. And the goal is to meet our apprenticeship goal. It's not to just do it in apprenticeship, but do it across the application that spans, what powers the city. So the more we can get apprenticeship programs for all the occupations, so the contractors can say, oh, they know apprentices there, it's just in the trade. That's not where we wanna go. So working on it, and because the solicitation required to be registered in the Department of Labor, really working with folks to help get their apprenticeship program. The Department of Labor, something that we don't have particularly outside of the traditional trades here in New York. So that's something we hope we can change and work with New York State Department of Labor to do so when they're interested. But I just wanna like, we will be as responsive when we're doing and flipping out this office. That's possible here. It's great that it's in this office and not somewhere else in the city, but it is gonna take sort of ongoing conversations and more than just the public sector rolling if there's moves and figuring it out. We really need to do it in partnership with all of you. So I just wanted to say like, this is just the beginning and I'm hopeful that there is community hiring in other places. When I started working on Waterfront Parks, way back when there were water parks in other places in New York City, so falling into the river. Now we have the best parks of any place, Waterfront Parks, many places in the world. That's what's gonna happen here, but only because you're going to put all of Joe's expertise all of Joplin's, all of everybody's runs at the table to figure out how to do it and really make a change to industry. But this is a real win for them as well as for anyone in the city that is building on this working. So I just wanted to like set the stage here a little bit. Like we're early days, but we hear you, but we're gonna also need to have you roll up so you can help support this effort. Overall, and then I just want to say, I'm sorry I was late. Amazon had its opening today. This is a great opportunity to say you know, I want to thank you because of all these years, workforce, my complaints, workforce is not a priority. It's a career pathway, it's a joke. That's what it says. You've come along and you've put it out there. Now it's our obligation. Before you came, I was suggesting to Chris and Edgar and others that we get on the phone. So you're on the phone, it's a privilege, but you can't not come. Workers are depending on this board and comment there on your problems with the machine and the problems with security and the problems with the app. And we want to get on the phone and say, actually I'd recommend we put Angie on the phone. That's always a good idea. Yeah, it's always a good idea, she's always going to do it. Now, I want to say that workers, this family comes to workforce and investment board. The work is investment board, not just work, it's just our business working board. All of us sit home on my ass in church and work, workforce, this is the reality here. And I was saying, I can't eat from a church here. I'm here, I'm here. I'm here. Well, we found your ship. You have to go to the frauds. Just say thank you, Abby, thank you, dog. Wonderful to meet you. This is, I think, one of the most exciting announcements that I've been part of this world that I've worked on for quite a few years. This is really awesome. Obviously, Demo is in detail to avoid all of the things that we were talking about that Johnson had raised. A question on what the baseline is. I feel like we talked earlier, Megan's were saying, you know, she can remember the days of 30,000 and now we're at 100,000. The city's been like trying and poking around at this, EDC's been doing a little bit. And I want to honor those very humble groups to get to here, but I don't have to tell that story. And so I'm curious if there's been any level of trying to measure the baseline for kind of where we have been. Yeah, and that's, the short answer is we're trying and we're working, we have some bits of data that we're piecing together. But part of the problem is there isn't a cohesive, unified ecosystem of how the city as a whole is united. Like knowing that. Like a ballpark, like what has it been? So I don't have, I don't have that data today, but we're working towards that to try to piece what we know we're doing today is the best of our ability. Like I said, there's different, the way the legislation is drafted is a different model with some of the ways that we've been doing this. So we're trying to sort of piece it into that. As we have more data, right, we're establishing this and we'll have to, that's a huge part of what we're trying to figure out where we're at in order to know where we need to go. So it's definitely something we're exploring. We can report back out. It would be really interesting to kind of think about like what are the bright spots? Even if they're extremely humble, small bright spots, what did that look like? So then it's just saying, as board members, we could be fantastic after this. If we can show the analog of it's like this, but better, sort of like this, but in a much more improved stage. Yes, you can look at some of the data room because we definitely do have data. And it's, despite having this legislation, we've actually been doing a good job at making sure that people are from these communities, but this is just gonna give us an additional goal. So yeah. It's the collective. I would really urge us by like the next meeting or whatever to just get a sense of what's been working. I think it would be really helpful. This is super exciting. I think the biggest program that has worked well is hiring my C-Human Services, which has existed for a long time and it's basically a requirement to hire, it's on C-Human Services contracts. It's required to hire one public assistance, one cash public assistance recipients for every 250,000 dollars in the contract. And a couple, I don't know this last fiscal year, but I think in 22, it was over 3,000. So that was the single biggest success that we've had in part because most of these are nonprofits for the most part. They are living out their missions, they are hiring people that they are serving. And so, but it has been successful. And now we need to expand that to other services and especially we can certainly look at what we know about in terms of like the EDC program, SDS helps employers fill some of their positions through hiring my C-Human Services. Great, thank you. One point, sorry. 1197 rules just came out, everything's been crazy. So one thing I wanted to just make sure that as this process is being developed that there's like a clear understanding of like speaking for MWBEs, especially in like the consulting space which are like really large contracts, people tend to use labor as like nothing and they get approved very easily. So that's kind of one thing I would love to know the next time we have a conversation about this. The next thing is this is just more of a personal frustration and thought process here is it would be great to know like how New Yorkers, like New Yorkers specifically Black and Brown folks are being prioritized for contracts that are not physical labor. I think a lot of times people like easily like, okay, physical labor, you know, cut and dry, but you know, folks are way more than their physical bodies. So it'd be great to know kind of, again, I heard a big focus on construction, which is great, but I would love to know like in the consulting and the service space, how community hiring is not just gonna be brushed off because a lot of those firms will, you know, those large consultants will be like, oh, we tried and you couldn't find anybody that has a PhD in. Yeah, that's absolutely great points. In terms of like a waiver process, part of what like waiver, it is a best efforts based program. So there does the legislation need to be some sort of process to account for that. What that will look like, it's gonna be a hashed out through the rulemaking process and definitely interested in any feedback on that. But something definitely we're mindful of we don't, this is not a, and I've seen this first hand from the MLVE program, it's you don't want people to just be like, okay, I tried, now I'm just gonna continue as status quo, that's definitely not what allowed that to happen. Particularly in other areas like tech and the professional services, that's something that I'm particularly excited about because there are working models and instruction, you know, that there's a very like pre-apprenticeship or apprenticeship and that, so that works and it's great and there's opportunities there, but we don't have necessarily that same exact model in other spaces and particularly in the city. And Chris mentioned there's a human service, I don't wanna see human services, there's some higher in our C work in the construction space. We have nothing in those spaces. So this is gonna be an enormous tool to actually look at the city spend and this is what we're doing now, right? We're looking at how much we're spending in a given year over a time period in particular sectors, with other agencies and seeing what are the actual job opportunities and then already at a meeting this week with Tecton and pipeline team here to see, all right, how can we now make sure that here's going to be the list of career opportunities, how are we actually connecting the people to these job opportunities? So that's definitely something that we're, this is not just any old job, this is getting career opportunities, whether it's in construction and services, technology, there's engineering contracts, right? There's a ton of, with the city distance professional type services that are part of the program and are possibly beautiful. There's some momentum in those areas around the apprenticeship of these employees in the campus. I think that you can continue our job so you can have this opportunity with particularly Anne, Accenture, Accenture, insurance to launch the apprenticeship network. So they're really trying on that side to rethink how they're doing talent pipeline. So in some way it's hard to come together right now in New York City, we can show how it can happen in a way that really supports the industry leaders who are hiring. The timeline on getting it signed and do we, you guys need support in terms of actually getting it signed? What's that process like? Taking that from the governor. Yeah. That whole bunch of those. Yeah. Yeah, I think we're thinking about it and I think there's going to be so many iterations, right? And learnings along the way and pivots that need to happen. But like, if we can't get started, right? It's sort of pointless. And so I want a little bit of clarity around that, I guess. We were working with a journey that you did. Maybe that said, we're not waiting for that to start. Thank you all. Thank you. Bye. Thank you all for the answers. Okay. So we're going to have to move the presentation that is going to be for advancing the career success for future disabilities to the next meeting. Yeah, for sure. And that next meeting is December 8th at 9 a.m. in person, in person. And we will take Dave and ghost guide recommendation that we have to talk to people just that we're going to be here in advance of. So do I have a motion to adjourn today's meeting? We have four minutes. Is that me? Okay, we can leave. We can't leave. Stay here. All right. All in favor? We'll just get here. Bye. Bye. Thank you. Thank you.