 Good morning and welcome to the September quarterly meeting of the New York City workforce development board. I am Andrea Powell of. I chaired this board and I hope everyone is settling in after the summer and had some really good things that went on during the summer and are ready to hit the ground running for this fall. We are thrilled to be joined today by Annie. Sorry, Garnava and interim chief executive officer, the New York City Employment and Training Coalition and Sharon, C. Well, Fairman CEO of workforce professional training professionals training Institute. Miss, Ms. Garnava and Miss Sewell, Fairman will provide some highlights of a report that their organizations jointly released with the center of new, of new center for New York City affairs at the new school. The report is called the New York City workforce landscape and I'm happy to share that as a workforce development organization actually provided information along with many, many others. So I can't wait to really dive into this. We're also excited to welcome Miles Gamble, who recently started as the director of employer engagement at the mayor's office of youth employment. And you'll hear later from Abby Joe Segal through executive order 22 that was issued by the mayor last month. How the office of youth and employment services has merged with the mayor's office of talent and workforce development. So, before we kick off for the meeting, just to go through some of the meeting protocols. Um, this is a video meeting and as a long standing policy, we ask that board members only board members speak during the meeting. However, members of the public may ask questions by submitting them in the chat and I just want to check because I was only seeing. I had not seen a bunch of messages in the chat, so I'm not sure if my chat is limited or if there's some limitations on the chat. As a guest, I don't see an option for the chat. I'm sorry, I couldn't hear that as a guest. I don't see an option for the chat. Okay, so I think at the top, there is a chat button and I only see maybe two comments in there. So if that's, oh, well, okay. Yes. Laura. Thank you. Yes. Okay. Looks good. Thank you all. Um, please remain muted if you are not speaking and members should state their full name each time they speak. Please also note that we are recording today's meeting and that we will be posting the recording online, which is required by New York state open laws, open meetings law. So, the next course of business is going to be to approve the minutes if we have forum the grant. Are we good to go? Yes, we are. Okay. Excellent. So the June meeting minutes can be found in the electronic board packet on pages 2 to 8. I hope folks had a chance to take a look at them and I would like to request a motion to approve those minutes from the June 8th. I'll move a motion. That's Laura James. Thank you, Laura. Can I have a second? Joe, we're doing a second. Thank you, Joe. All in favor, you can put the thumbs up, say, eyes to something in the yes chat. Looks good. Anybody abstaining to have any abstention? Thank you all. So now I will turn it over to Chris to provide a director's report to the board. Hi, everybody again. Sorry. Apologies for the technical difficulties for some reason. I cannot get on teams this morning. I just have a very brief report to provide today. We are at a unique time where we're actually do on both the adult side and you side of the house to competitively bid out for vendors. And so that means that we are going to be releasing at some point in the not too distant future a request for proposals for the workforce one career centers. And a concept paper for the in school youth and out of school youth, otherwise known as learning and training earn for the youth wheel programs. So, I just wanted to mention that here. We will be soliciting feedback from board members to. Inform what those are look like. And Abby's going to talk a little bit more about the future of workers task force and the direction that the city is moving in in terms of the workforce development vision and strategy. But our intent is to make sure that those are are. Really aligned with that context, which is to say that they're they're building off of the the direction of this administration in terms of workforce. So, that's, that's it from me back to you, you're on mute. Adria. Thank you. So now we're going to have a brief update on the summer youth employment program from Valerie Mulligan. I did see Valerie Valerie is the deputy commissioner. Youth workforce connect at DC, Y, D. Good morning, everyone. Can can you all hear me? Yes, awesome. Thank you. Thank you so much for inviting me to share some of the takeaways of this year's, you know, really unprecedented expansion of S. Y. E. P. The program ended in mid August. And so we've just at D. Y. C. D. started to really intentionally look at how it went to capture some of the strengths, successes, lessons learned. And so I wanted to share with this group, some of our immediate takeaways and numbers of what we accomplish this summer. So, first and foremost, the city successfully placed over 100,000 young people in jobs, internships, or work based learning opportunities this summer. For, for context as to how that compares to previous years, that's 25,000 more than the city's previous largest program, which was last year. So that's really a significant accomplishment by all of our partners who were involved in this program, D. Y. C. D. A DOE and of course city hall employers and so, so many more who really stepped up to make this happen. We had young people place that over 18,000 worksites across the city. That's 4,000 more unique worksites than last year. So again, a huge lift. The numbers this year were just absolutely breathtaking in terms of what we were able to accomplish. Um, I really was excited to see how much participation we got from employers across the city this year. There was so much momentum and we had a really great array of offerings across all sectors. Something that was really exciting for us and that we got really good feedback on is our city government placements. Every single city agency stepped up to take young people. We had 5,000 participants placed in city agency jobs. Um, and what we were able to do with that was really, you know, it built in additional opportunities for young people to learn about careers and civil service through those placements. And the young people really, really gave us positive feedback about what those opportunities could offer. We also worked really hard to expand the number of ways that employers could work with S. Y. E. P. So not just serving as placement opportunities, but we intentionally built out an array of what we called enrichment opportunities. But this was things like career panels site visits. Um, so we had employers who maybe weren't quite ready to step up and host an intern pull together some incredible opportunities for us to invite participants to we had career panels with Wells Fargo site visits with Microsoft at the experience center. Google, Khan Edison City Hall, right? The list goes on and on. Careers in culinary. We had an event at Gracie mansion where we brought a number of celebrity chefs to talk to our young people about healthy eating and also how to turn that into a career in the culinary field. So that to me was a major move forward in terms of building quality into S. Y. E. P. This year. And I really hope that we can all work together to build on that because not only was it a great way to engage employers in a new way. But the participants absolutely loved having opportunities beyond what was in their their work site. And then the final thing I wanted to share was just that D. Y. C. D. was absolutely more intentional intentional about how we targeted slots this year. So we worked really closely with D. O. E. to make sure that we were working in schools that had high economic needs index. We were working really closely with NYCHA to make sure we were prioritizing young people who live in NYCHA buildings. And so that is work that we hope to continue as we move S. Y. P. forward into the future and stay tuned because next year is the 60th anniversary of the summer youth employment program in New York City. And so I think there will be a lot of really exciting things coming up to highlight everything that S. Y. P. is and can be and that we'd like it to be in the future. So thank you again if there are any questions I'm here otherwise great to see you all this morning. Thank you Valerie. One quick question when you're talking about the enrichment track was that for those the youth who were engaged and placed at work sites and then it was sort of like a supplement to it or was that actually. So you say yes. Yeah so it would be like you know let's say you had a place I mean it was a whole bunch of different things there's no one answer to this but it would be let's say you were placed in a in a financial sector job right. We would invite you to then and you were at Chase. We would invite you then to join a career panel with Wells Fargo where you could hear from a number of folks who work at Wells Fargo about what their career options are. Let's say you were working at my monities in a health care field right we would bring you to a site visit of another hospital or to. You know the medical examiner's office to learn about more options and career opportunities in that field. Great. Thank you for that. That helps to clarify any other questions for Valerie. Audrey it's okay. I have one question. Go ahead. Yeah. Of the hundred thousand that were placed like do you track how many of that hundred thousand actually end up working for some of these companies. You mean post S. Y. P. post the program. So we we don't track that. But we are trying to like you know we do do surveys of all the young people afterwards to find out where they end up after the program or in the process of issuing that survey now. And I'm happy to share what comes out of that survey with this group once we were able to gather the data. Sounds like a really impactful summer. And it's exciting to know that the 60th anniversary is next year so I can imagine we're going to want to engage this board to really help. You know, uplift that. Thank you. So we are now pleased to welcome someone new to our meetings. Jeanine Jones. Who was recently appointed to the position of assistant commissioner workforce one. Jeanine will be providing the update on adult. Sir activities for S. S. Hi, good morning everybody. And I apologize about not coming on screen. I'm actually at a New York City on coral leadership conference. So I'm tucked in the corner right now. So also ignore any of the background noise that you may be hearing. So to start off with, I will say we're pleasantly. We're pleasantly pleased with the progress that we've been seeing state. We know that we're moving in the right direction and assume that for FY 23 will continue to do so. The number of individuals that have served FY 20, 22 we've saw we've seen a bit of an increase. So we were able to see in service about 81,000 individuals all across New York City. We're also happy to announce that the number of job opportunities that we have worked with with employers across New York City has also increased to about 25%. And in terms of total hires that's also increased from between FY 21 and FY 22, we saw about a 25% increase. We were able to put people into opportunities or positions with within 25,000 different opportunities so extremely happy with that will be you've actually are meeting our targets and our goals and will continue to do so. Right now our average wage had increased just slightly in FY 21. We were at $18 and 15 cents FY 22 we reported $18 and four cents I'll circle back to that. In terms of our plans for FY 23 and our intent to increase that overall for overall trainings are happy to announce that the old while the overall enrollments have decreased and that's largely due to some of the larger recruitment activities that we had previously previously in FY 21 that we weren't going to see in FY 22, our overall hires in training has increased by 15%. We were able to connect 765 individuals that have gone through a training programs into job placement so far. To talk a little bit about our plans for FY 23 again we want to continue to see an improvement we want to continue to increase capacity. Previously we had limited the number of individuals that we were able to serve at any given time. Previously we were only able to see about we had shared with the centers they can only see about five people with any within any specific event we're going to be increasing that number to 15 individuals. By October 1 so we expect and anticipate that will allow us to service more individuals and connect them to employment. That'll specifically have the benefits in terms of some of our workforce readiness and job readiness opportunities and programs. So we're excited about that. We are also going to be implementing a mid wage goal for a centers. So we will have our system about 15% of the goals that we have stated will be at an a wage average of $20 or more across our system. There is one exception within our healthcare system. We expect that they will place 20% of their opportunities will be at $30 or more. And then finally as some of you may know, we have been really focusing and have provided customized services for a set of targeted populations over the last two to three years. We will continue to do so. The targeted populations are inclusive of veterans out of school out of work youth justice involved in foreign born New Yorkers we see a real opportunity, particularly because of the effects of COVID and opportunity to continue to increase our service model and improve our service model for both the justice involved and out of school out of work out of work youth over over the coming year and and really expect that we'll be able to continue to place individuals in more diverse opportunities as well increase the overall number of individuals connected to jobs. And with that I will open the floor for any questions. Just talk a little bit about the difference in the average wage target for healthcare versus the rest of the industry. Yeah we see a real opportunity to health care in itself. Typically, we're able to identify more opportunities at better wage targets. So with that we really decided to continue to they've they've always had higher goals in the rest of the system. So with that we wanted to move into our action to really ensure that we were provide providing even more opportunities for individuals themselves. Other questions. For Jeanine, we will thank you for the report and thank you for taking the time out of the session that you're in. Next, we're going to welcome a couple of external guests as I said earlier in my opening. I am pleased to introduce Annie Garneva interim chief executive officer of the New York City Employment and Training Coalition and Sharon Sewell Fairman CEO of the workforce professionals training Institute. Their bios are in the electronic board packet that everyone received. And they're going to talk to us about a report that provides extensive information about the scope of organizations that make up the workforce ecosystem, the types of services and where and how they're offered. And it describes the current state of affairs in the sector and I'm really excited to have both Annie and Sharon talk to us about this report. Hi everyone. Thanks for having us and attending these meetings for a very long time. So it's really great to be a presenter and be able to share some of our findings as well as talk through a couple of action steps and takeaways that we've garnered from the report and ways that we can all work together to make some improvements to the ecosystem. Chris, do we have our presentation also flagging that as I think with Rebecca previously that mentioned as guests we don't seem to have the chat function. So I'll follow up with Chris down the line to share a couple of links that we have to both the report and some important events that are coming up that I think would be helpful for everybody. I'm going to share my screen. So I'll kick us off and I just want to make sure that Sharon is there because I don't see her on my. Good morning. Good morning everyone Sharon so famine here the CEO of workforce professional training Institute. I am here any and I could put the presentation in slide view that would be much appreciated. And so I will follow on Annie in presenting and so I'll come a little bit later but good morning everyone and it's a great opportunity to share this information with you. Thank you. All right. So, if you could actually go to the next slide. Like, I address said previously, our this report was done in collaboration with between NYCTC WPTI and the Center for New York City Affairs at the new school. This report was achieved through a survey of 143 organizations. Most of those where ETC membership. We want to make sure that it is understood that this is just a portion of the workforce system, but representative of the broader ecosystem. This report attempts to make a full kind of give a full understanding of the landscape. But again, this does not supplement the bigger need that we've talked about for a very long time of a full database of all workforce organizations and multi service organizations across the city. A rough estimate gets us to about four or 500 organizations that are serving doing some form of workforce development, training and employment services. And so clearly this is just a small slice of that, but a representative slice nonetheless. The organizations range from small neighborhood focused organizations to larger multi service organizations with national presences, ranging in budget size from $250,000 a year to 20 million across all five boroughs. While most were multi service organizations, nearly a third focus exclusively on workforce and we'll kind of delve into that a little bit later. Next slide. So as you can see, the bulk of respondents are small to mid size organizations, and it's important to view these organizations as employers themselves, who are both serving workforce clients but are also employers with workforces of their own. And so some of the recommendations and discussion that we'll have down the line are also looking at the needs of the workforce within the workforce development sector itself. Their organizational budgets range from 200 less than 250,000 to 20 million annually, with about a third of organizations falling in the budgetary range between one and 100, sorry, between one and 10 million annually. While a majority of the respondents were multi service organizations, nearly a third focus on workforce exclusively, and about nine of the nine fit neither profile. Both multi service and workforce only organizations span a range of budgetary categories with neither type, tending to be exclusively small or large. And historically has been difficult to provide specificity and hard data on the totality of the workforce system, including providers, clients, programs and outcomes due to the sheer size of the ecosystem, administrative diversity and overall lack of shared information infrastructure. That is to say, as you all know, we have a very complex ecosystem that is a system in name and efforts to collaborate and serve together, but does need some support in both from the job seeker side on accessing these services as well as on the service provider side on connecting to one another and sharing infrastructure and accessibility. Next slide. Here we have a look at who we're serving. The next few slides are kind of who who our clients are. Here you can see the breakdown by age. So organizations are serving a range of New Yorkers from teens to seniors, but many serve constituencies that are most in need of helps or mounting significant labor market barriers, including justice involved populations, those in foster care or without access to stable housing, as well as parents without access to childcare. All organizations work with younger adults, with slightly more serving incumbent adult and 55 plus workers, so older adults. This is important to note from the perspective that a lot of policy discourse is rightly focused on youth needs, given the fact that young, if you kind of catch people early on in their lives and their careers, you can have a more better outcome in helping them succeed. However, you can see here that there's also a large need on the adult and older adult side based on need depth of intervention and supports that are required to help people counteract the needs that they have. But so this is why we at the coalition tend to advocate for the needs of a greater focus on the adult population, given given the fact that they make up a slightly outsize amount of clients. Next slide. While workforce organizations tend to serve a wide range of constituencies, we asked organizations to select up to five demographics that were the focus of their programming. Programs for women led the list followed by high school students, nitro residents, immigrants, refugees and asylum seekers, parents and justice involved individuals. Again, this is just number of organizations serving these clients, not quantity of client. So that's just a little bit of a difficult metric to understand. The fact that a majority of organizations serve women and especially women of color is a theme that you'll see come across the report and it's something that needs to be reflected in policy and programming decisions. Similarly, women and especially women of color make up a majority of the workforce within service providers and the workforce sector as a whole. So the needs of women and women of color as a client are also reflected in the needs of the workforce making up the sector itself. So an impact on, for example, childcare and wraparound supports on the client population will have a similarly positive impact on the workforce of the sector itself. So remembering that service providers are employers themselves. Next slide. As you can see here, workforce development nonprofits have a multi-dimensional, apologies for the noise and background. Workforce organizations have a multi-dimensional approach to assisting their constituents, connecting them to economic assistance where that is needed, identifying their skill and of a workforce needs, and providing essential support services to enable people to access and thrive in services while participating in training, education or other workforce programs. The city relies on these organizations for all of this. With workforce organizations serving as the frontline conduit between the city and its low-income residents, workforce organizations provide a range of services to New York City residents and job seekers, including career readiness, job placement and career advancement services. Which leads the list. Programs often offer a range of practical help to make it possible for job seekers to attend and complete training programs, as well as meet basic needs from transportation, food and meals to stipends and direct cash assistance. It is significant that there are less organizations serving childcare, given the fact that childcare consistently comes up as a major need, particularly in the pandemic. And the reason that we chose to ask here whether they provide these services directly or provide it by a partner is to emphasize the high level of collaboration and partnership that occurs amongst the system. But this is also a high level of a place where it needs to be improved and can be supported by the city itself. Next slide. The sectors with the highest number of trainings and programs citywide here are technology, construction and healthcare. By contrast, only five organizations offer services or training in the childcare sector and 12 in transportation. While not every training leads to credential certification, there are a wide variety of credentials that New Yorkers can receive through training within the report. You can look through where we detail some of the associated credentials and certificates that organizations offer for kind of the top sectors, including tech, construction, healthcare, food and hospitality, as well as common cross sectoral trainings like administrative facilities and security. Many of the many of these feature in other category that include a number of programs in development and customized training and certifications. This reflects the innovation and employer engagement that's taking place across the sector and is again particularly really important in this post pandemic economy where we have a number of sectors that have are still kind of having a hard time coming back, as well as a number of sectors that are emerging and changing. And last next slide. We show a geographic scope of the sector. You can see there's over 250 locate the 143 organizations that we surveyed have nearly 250 locations across the five boroughs offering hundreds of trainings. This illustrates the wide variety of specificity of program offerings and potentially points providers response to client and employer needs. However, it's really important to note that while the Bronx sat down and have the highest unemployment rates have the least amount of programs located there, making this a large issue both in terms of accessibility and equity. Next slide. So now I will hand it over to my colleague Sharon who will walk us through a number of challenges that we found across both providers and job seekers being served by the sector. Thanks, Annie. Again, good morning everyone. Sharon Silverman here and just a little bit about WPTI for those of you who are not familiar with our organization. We provide training and capacity building as well as system building services, primarily to the community based organizations in the field and work closely with our intermediary partners like jobs first. And the New York City Department of Training Coalition and NIATEP and others, in addition to our city agency partners and CUNY as well. In terms of the challenges that we're seeing based on the 143 respondents, some of them are persistent systemic issues while that have been exacerbated by the pandemic, while others are sort of newer issues as a direct outgrowth and result of the pandemic. So more than half of our respondents cited extreme challenges to moderate challenges with client recruitment, funding, staff recruitment, administrative burden, digital technology and infrastructure, and of course, client retention. And so in terms of the systemic issues in terms of funding, many of you know that the workforce development ecosystem has about 688 million dollars in funding and it's supplemented by about $77 million from private philanthropic sources. As well. And so more than half of the respondents cited funding as a real challenge. Many of these organizations face drastic cuts over the past two years and so limited their ability to provide needed services. The other issue around funding is that just so you all know that that more than half of the respondents, as you know, are multi-service organizations and they get about 36% of the funding compared to smaller workforce organizations that get approximately 26% of those of the government funding. The other challenge is the administrative burden and more than a quarter of the organization said that their administrative burden was very or very extremely challenging. Now, based on the ecosystem, as you as many of you know, there is about 75 different public funding streams administered by 21 different city, approximately 21 different city agencies. All requiring different reporting requirements as well as as well as performance requirements and we consistently struggle with, you know, a common sort of metrics and defining success. And, and while I want to applaud the city led by the New York City, economic mobility and type Walker around the common metrics. There's and working with the city agencies. There's still some challenges in terms of common reporting, contracting issues reimbursement issues with with the broader workforce providers, and we see that show up here. In terms of more programmatic challenges and job secret challenges. We see that client recruitment has become a real issue and, and that's because in terms of client, they have different preferences. Many of those clients do not want to go back to the jobs they had previously. The skill requirements has changed and now exacerbated with the higher inflation and just the housing issues with the pandemic. There's more, there's more sort of needs around housing, legal childcare, as Annie mentioned, and other things that that really inhibits client recruitment and retention in these programs. Secondly, staff staff recruitment has become an issue as well. As you, as Annie mentioned, the job seekers are many of the organizations serve primarily women. And you will see that the workforce in the words of Sheila McGuire, the workforce workforce sector parallels the job seekers they serve. And that is the majority of individuals in the workforce sector that works on the front line are women. Many women of color, while 74% of them have a bachelor's or advanced degree when compared to 44% of the of the labor market, the citywide labor market. Many of them are, many of them are low paid, right. And so we'll move to the next slide in a bit to talk a little bit more about that. And then thirdly, the lack of or the under investment in digital and data infrastructure has been. We've seen that sort of rise to the top over the past two years when many organizations add to provide remote service delivery. Next slide, please. Alright, so as Annie mentioned, many of the organizations that provide job training and education services are small to mid size organizations with a budget of $5 million or less. And so the workforce sector again parallels the broader labor market in terms of the great resignation challenges. And so things like pay equity is a real issue. In 2020 where first professional training Institute did a study voices from the front lines and more than half of the respondents said that the average wage was $55,000 that is paid to the frontline practitioners. Now, 10 years ago, we did a similar study and the average wage was about $50,000 at that time. If you look at the rate of inflation and the cost of living increase frontline workers are making and taking home less pay than they were 10 years ago with with, you know, and having to deal with a higher cost of living. So the bottom line is that pay equity is low on the front lines and it's across racial lines. Second trauma and burnout prior to the pandemic, they had to wear multiple hats and deal with heavy issues. Given the target population, the COVID pandemic over the past couple of years exacerbated that. Job quality and career advancement issues is a big was cited as a big issue. Again, with the health concerns, the health issues, benefits, scheduling, those are all things that I know the workforce development board members care about, and we're seeing those issues as well in the workforce sector. Lastly, the talent and professional development. Given the shift, the digital economy, the shift to remote and hybrid, there's an increased need for digital literacy and fluency. So there's a lot of rescaling and upskilling needed for the sector. Next slide, please. Again, when it comes to the more systemic issues of funding sources, just on a high level and I mentioned this before, you can see that multi service organizations get the bulk of the city dollars or the public dollars primarily from the city. While workforce development organizations get a much lower portion and so their challenges with not only, as we said before, pay equity compensation, but we'll talk a little bit later about the tension between the higher demand for services such as legal housing, childcare, and training and placement services. So with that next slide, please. All right. And so in terms of challenges with job seekers, in terms of the organizations we surveyed, more than half of them said that job seekers now have change in preferences and sort of employment practices. For example, many of the frontline job seekers do not want to go back to jobs they had prior to the pandemic. They're concerned. They have health concerns. They now have childcare issues. Some of them prefer remote work, higher pay, because many of the frontline jobs pre-pandemic research has shown that they were in, they were low wage jobs with job quality sort of challenges. And so now, as we know, given the great resignation and the fact that especially frontline workers are looking for more meaning, more fulfillment in their jobs, more flexibility, and the ability to get higher pay, career advancement, those things are really important. And so shift in needs in terms of an employment patterns with the job seekers really looking at immediate needs such as housing and food insecurity and other things surviving versus thriving and really some other additional issues including childcare issues that has cropped up here. Next slide, please. Can I just turn it in? Sure, go ahead, Annie. If you can actually go back to the slide. Next one. This one, yeah. So just to flag that this is only half of the visual that we have in the report. We emphasize for you all, if someone can mute themselves, because I remember, thank you. This only demonstrates the services that have the highest percentage of not being able to meet demand. So you will note here that these are all, most of these are wraparound and support demand demonstrating the fact that while people do have interest in participating and training and employment services, they're unable to do so because they have much higher challenges that are falling into the category of survival. So people are unable to participate in the services that we are providing and that the city is paying for on the training and employment side because of this huge, much larger kind of pandemic driven need. So if we want to the what we've talked about for a very long time has now been exacerbated by the pandemic. And it is, we believe that the city and state need to focus on pairing wraparound recruitment and stipend supports in order to maximize their training and employment services investments. So Sharon. Yeah, thanks for that additional clarification. And next slide please. And so nearly half of the, the 143 organizations are focused on really maintaining delivering and evolving as well as scaling their programs based on research from the new school over 200,000 jobs or are still we still have a loss of 200,000 jobs. And, and, you know, based on the prevent pandemic numbers. And so, as, as Annie mentioned, we see a need to, to really reskill upscale job seekers but also provide wraparound services. So there is a real focus on maintaining delivering evolving and scaling programs. Secondly, the technology and data infrastructure really, really important in terms of investment. And so one of the priorities is that many of the organization organizations are focused on really building their data and collection and sharing systems as well as leveraging different platforms for service delivery. High cost requires a significant investment and we'll talk a little bit more later about that the state funding that could potentially help them staffing again. Important given that many of the small to mid-sized organizations are only budget is 5 million or less. There's a real sort of focus in need to provide competent competitive wages and benefits and to support the staff with trauma and burnout. And so, and to be able to not only recruit high quality staff, but to retain them as well. And then there is now attention between providing in person hybrid and remote programming. Many organizations have to significantly shift their infrastructure to be able to provide effectively and efficiently provide remote services as well. Next slide. So, in overall our main takeaways again is at a very high level and Annie feel free to weigh in here as well is funding. We talked about the 678 million based on our survey. 120 organizations said they serve about 300,000 people per year. That's a sizable amount in growing. And that's not the entire number of providers and so a need for funding for private funding helps. It does support. It's a little bit more flexible. It's support innovation and partnership building and other infrastructure and enhancement, but really need more dollars in the system to be able to make significant improvements and advancement in the structure. In terms of, I just want to bring to bear many of you know this, but just to remind you, you know, Melinda Matt from night up consistently says that there's still a significant amount of state funding available from the 175 million that that was earmarked at the state for for workforce development. And so we're encouraging you all as the workforce development board members in the city to to really support the providers in accessing that funding a big obstacle to accessing that funding is the match needed for those particular contracts as well as operational costs while the contract is being negotiated and reimbursed. And then also there is, as you all know, the Biden administration allocated about 275 billion dollars for digital and technical infrastructure funding. The states have to submit a plan. And so we encourage the city to to to work with the state to include not only the city agencies, but the the workforce providers on the front line, particularly the smaller to midside midsize organizations who want to build their infrastructure. And then lastly, there's about 300 million that's going to be poured into the system for workforce development with approximately $50 million for infrastructure. And that's the the board in the city to really follow the development of that and really help to support the providers share definition of success uniform data infrastructure. Again, is a persistent systemic issue. We have made progress with the city's common metrics, but more needs to be done. And of course the administrative party, in terms of the staffing, pay equity job quality reskilling upscaling the practitioners, and then operational costs. And we really need to invest more in the system. It's been hopefully woefully infrastructure has been woefully underfunded. It does take significant resources, and it's important to do this at this time to be able to offer scalable training and to meet the needs of the the the residents for the recovery. And then in terms of program evolution and innovation, adjusting to the needs of the job seekers that's critical. It's a lot of sector based training. It varies in terms of depth quality. And so continuing to focus on sector based strategies, and lastly, investing in the, the talent needs and the infrastructure. So with that, Annie, do you have anything else to add before we wrap up. No, I think I want to leave it open for questions. So this is pretty. Yeah, that's why I wanted to be able to have the opportunity for the board to weigh in. So is this like the wrap up slide? Does the wrap up slide just want to point out some action steps? Obviously we all want to be joined together in advocacy. Employer voice is particularly important here. Chris has shared the report link and a number of other links with you all, particularly WPTI's work on the practitioner side and our work on how COVID has impacted the providers. And last but not least, we have a conference coming up in just under a month. We'd love to see many of you there. And so you can go to our website for that information. Thank you for that. Sorry, we completely ran past the 15 minute. Share information to share, but if you have any questions, I will take them at this time or you can forward them to Chris and we will address them. Given the schedule. I was just wondering if any, you know, board members wanted to sort of weigh in with kind of, you know, any thoughts, reflections, you know, sort of what, what can the board be doing in light of the findings of this report. I see Lenore take it away. Okay, just trying to unmute myself. Thank you. Super comprehensive interesting report. I had a couple of questions. One is, did this survey include training programs that are collectively bargained with. Labor unions and there's some great models for pre employment training with in the construction industry, both apprentice, you know, pre apprentice programs and some of them are have very targeted populations like non traditional employment for women that that looks to prepare women or helmets to hard hats that's returning veterans and then, then post employment training. They're also like my own Union 32 BJ has an amazing training that's collectively bargain paid for completely by employer contributions it's, you know, able to provide state of the art training that evolves as technology and the industry evolves. That's very tailored to the industry. It's based on a labor management partnership, kind of manage jointly by union and the employers in the industry so we can really adapt and provide workers and career paths for people once they have a job. So, there are some models out there that are paid for by employers in the industries that are sort of tailored to the industries that are important to look at and they're very connected to a job. So it's not kind of training people and then who knows what's going to happen, maybe people will get hired or maybe they won't, but both the the construction side apprentice and pre apprentice programs are very connected to jobs and the once on the job. People, the participants are already working and so it creates opportunities for people to move up to advance to get the skills and licenses and certifications they need to perform their job or to advance on their job. And before you answer that, I was, we were remiss in saying and not saying that we have been working closely with Joe McDermott and his team over at the consortium for worker education and he's been very much part of the process and sort of data gathering and analysis and and so the the the union side and the job seeker voice has been very prevalent in terms of our findings and in terms of the next evolution and the report that we're going to be putting out that had any. Right, so what this is this is part one of two two reports. So this first report was predominantly by predominantly I mean 90% 90 to 95% non labor apprenticeship did not have apprenticeships it did have all the pre apprenticeship. Organizations that you mentioned in others. So yes, that side is covered but not the secondary side as much and so we're working on having the second report include more of the labor piece as well as in the second report will really focus more on how the system reflects labor market needs and we'll go a lot more into analysis and recommendations so yes and no. But I think that is part of the thing that you're pointing out is the historical challenge of incorporating a variety of union tracks in the CBO kind of early stage and later stage connection between community organizations and union. I see a hand up from Mark. Hi, Annie and Sharon. Well, congratulations on a fantastic report is great to see all the work that's gone into this I had a few thoughts and questions. I might be useful to know some of the challenges by the size of the organization, as opposed to just having them all together and whether the small organizations struggle with some of these issues more than a large ones, or vice versa just in terms of thinking about interventions. Sharon you mentioned 300,000 served that is a humongous number. It'd be great if you guys could follow up with something around the performance. With that 300,000. How many I assume that's 300,000 being served as workforce clients, not in all the other services and so how many of them get jobs and how many of that what are the wages would be tremendous because it outstrips what the our career centers are doing by quite a bit so it's a really extraordinary. And then a thought for another report. You mentioned the number of city agencies that are providing workforce development funding and the challenges of contracting and reimbursement. I think it'd be very useful for the board to have information that was kind of a report card from the providers that really highlighted which agencies were easier to work with one and which ones were harder. We have no feedback from the contracted agencies about what those challenges are and and never really hear about them so it strikes me that you're probably finding some easier to work with than others and it'd be good for us to know. Thanks for those comments and and sort of recommendations. Just a quick clarifying point mark and that is of the 143 organizations we service. We surveyed 123. We reported that collectively they serve about 300,000 folks and that's exclusively workforce development services. When we look at multi services organization that that number goes up to about 2.3 million. Annie you could sort of confirm that but but but that's that sizable and significant and that has significantly increased in the past few years so you can see the tension that especially the smaller organizations have given their funding. Yeah, there's a lot of data that we didn't publish in this report originally was planned to be 10 pages and it already blew up. So we have a lot more data that we have to parse through including the by size. The other pieces that you mentioned though, in terms of gauging quality and impact is a lot trickier to do, given the previous conversation around shared metrics and other organizations have attempted to do that in the past and they've hit a lot of walls. So I think that's a much larger collaboration that needs to take place and first the shared metrics need to be and definitions need to be taken care of and also we as an advocacy organization. That's kind of where we hit our barrier. Because we want to be able to support organizations without and supporting the system without creating a wall between and we want to be a good arbiter between the various players. And lastly, agree on a lot of the other needs that you emphasized. I think the entire system requires a much more serious look at itself and requires more types of measurement that you the organizations like yours do. So that would be a pitch for a lot more funding also needs to go into the innovation and measurement element. But again, we as both WPTI and UTC didn't, you know, would love to find that kind of funding would love any foundations that are interested in working with us on doing that kind of analysis. But as of yet, no one has stepped up a bit over time but I do see that less has his hand up so I want to get less voice in here and if there's anyone else pop your hand up right now. Thanks, Andrea. So you mentioned your reports. I think we lost you last. I'm sorry. You mentioned administrative burden as being one of the topics that kept coming up in the results. And I'm wondering if you could give us some examples of what those administrative burdens are. I think one example of the administrative burden is is because of the lack of shared common sort of metrics and definition of success. Different city agencies require different slightly different performance requirements reporting requirements and in some cases different systems and so the providers spend a significant based on the report, the survey a significant amount of time on the reporting requirements and also when it comes to the contract process, there are things like, you know, the time the contracts get registered and payment is dispersed and, you know, things like operational challenges to be able to move forward with the programming before they're able to reimburse. So, and those are just two of those significant sort of challenges that people share. And also a quick follow up. Does your report make suggestions in this area about what the city can do to streamline the process. That that will come less in the next report. We, this is primarily an educational tool. And we want to be able to gather more data from the demand side of the equation to then be able to give a good, you know, set of recommendations, not in some of them are not inconsistent when it comes to administrative burden with some recommendations that have been put foot before by like the New York City workforce funders and other work groups across the city. Annie, did you want to say something. That's okay, we'll cover it next time. Sharon covered it. So, thank you Sharon and Annie for sharing that report and the information and what we can look forward to in the upcoming reports. Thank you to the board members for their questions and discussion and reflection. Thank you for having us. And I guess the final takeaway I want to do want to emphasize is that ultimately these service providers are your service providers. They are the ones that are doing the work on behalf of the city. And there is over the years we've seen an extreme amount of enthusiasm and desire for partnership and collaboration. And also understanding that they are employers themselves. So there is especially now with the way that the mayor has set forward his vision. We are all on board with wanting to do this work together and a lot of the suggestions that you've put forward about things that need to be analyzed and things that need to be improved. The service providers themselves want that and see that. So it's not so much a lack of interest as a lack of resources and being at the table early when these decisions are made. So we're super excited about a lot of kind of the way that the mayor's blueprint has been rolled out, the task force that's coming out and are very much hoping that the landscape is like Sharon pointed out, the educational tool to set the foundation of how we all work together. So really appreciate the fact that you've given us this much time and have really done a deep dive on the data that we've provided and it's here for all of us to kind of work on together. I just want to say a quick thing I know you guys got to move on but I see Abidjo and I'm just asking the board to work very closely with Chris and Abidjo and the mayor's office to to be able to access some of the state funding and the federal funding that's coming down to be able to support not only again the city agencies, but the practitioners who really need an investment and infusion of resources to be responsive to their constituents. Thank you both for those really important closing thoughts and basically charging us with putting down laying down that gauntlet for what we need to do as a board. I really appreciate it. Andrea. Yes, Joe. The report is so important. It's so terrific. It just gives us gives you a presence of what we're facing and what we have to do. Thank you very, very much. You go because you mentioned one major problem, administrative burden. It's a difficulty that groups can't get a contract from the city or from SCD or from Empire State within a year. Thank God we have different sources of funds so that our community groups can have an MOU with us and we can pay them ahead of time because of a credit line or other sources. We know community groups you both know community groups that had a turn down a possibility of a grant because they didn't have the cash flow. For example, we have a certificate program to stay there. We just, we have to pay people ahead of time. We just got a contract from two years ago for the Painting Book. I can repeat that at every site where agencies complain. City Council complains. Everybody complains about contract development. You have to go through this department. Oh, you might get it next month. You have to go through this department. Wait, law department wants to look at it again. It is a dramatic interruption for groups and TBOs and function. And thank you for the report. You guys are just terrific. Thank you for putting that out there, Joe. Okay, so now Chris and Grant had actually notified we're moving to the next item around the executive order. And Chris and Grant had shared with us in an email. Last month, Mayor Adams signed an executive order that officially created the mayor's office of talent and workforce development. The executive order also detailed the scope, authority and responsibilities of the office. We are pleased to welcome back Abbie Joe Segal who spoke with us in June. The executive director of the mayor's office of talent and workforce development who will provide us with an overview of the executive order and how she and her team are starting to implement it. Abbie Joe, I turn it over to you. Thank you so much. It's so good to see everybody. Sorry, my voice is a little bit sorted. So if I'm drinking water, that's why that's why. So first of all, I want to thank Chris and the team and the board and also very much the city agencies, particularly hats off to TYCD and hitting 100,000 summer youth employment jobs. We know that's super important. I think we need to share the screen just put it in the in the chat. I think it's good to see to see folks. Thanks. So hats off and and thanks. Thank you very much to New York City ETC and WPTI and all of the participating organizations in your membership and who participated in the survey. Incredibly important information and data and it couldn't be more timely. It really sets the stage and sort of explains why for those of us who have been working in workforce development, why the executive order is so needed and the announcement. So I think we all heard 75 different funding streams over 21 different agencies and there hadn't really been a structure in place on this on the public side and particularly in this case on the city side to really think about these questions collectively. And now we have that in place. So for those of you who weren't aware on August 15, we had a big announcement up at Bronx Community College and a good number of you all were there. So thank you. And we certainly couldn't have had that announcement, but for the work of many of you, both, you know, past as well as what I am hoping very much in the future. And so I'll just go through quickly what's in the executive order. So one, it part of it was to announce the pathways in the New York City pathways to industrial and construction careers. And my colleague Miles Gamble will share more on that. But that's super exciting. We were one of 32 winners for the good jobs challenge out of a very competitive environment of well over 500 submissions nationally. And it's super exciting. I think speaks to a number of things that have come up both through this recent report, but also from this group over time. So I'll let Miles speak to that. So I'm going to just hone in on what's in the executive order 22. So as was, I believe mentioned, it was, it's the order that actually is the first time we've formalized the office of talent, the mayor's office of talent and workforce development for New York City. There's never been anything formalizing this office. So that's a real testament to the fact of the folks who've been working on this for a long time out of this office, as well as the vision, vision of the of the mayor and the and the lead leaders of the city, but also from all of you and the advocates really saying we need to have this function. We need to make sure we're we're structured that the city can be a good partner to the private sector, both on the nonprofit provider side. Also on the on the for the employers, as well as for our educational institutions. So there's there's three aspects of the executive order. So one is it really empowers this office and it empowers it around city-wide objectives to make sure we as a city are strategic about how we're addressing the talent and workforce needs of New York City residents, as well as those of employers. So there's there's six really objectives in there. And one is really making sure young people can launch successfully into fulfilling and economically secure careers by the time they're 25 years old. Additionally, making sure all New Yorkers in paid employment should be paid a living wage. So making sure we're addressing job quality as well as attachment. Three employers should have the access to the local talent they need to thrive. We all know this is very much a public-private partnership. We can't have people in good jobs if we don't have employers who are in need of hiring people. Making sure the demographics of the workforce match those of the city. So really making sure we're tackling particularly, you know, historic disparities. And so in that making sure we're always disaggregating the data on employment and unemployment and wage data to show progress in addressing that inequity. And then last making sure that we're using public resources efficiently and effectively. So that's actually set out in the executive order. In addition, there were some structural changes, which are pretty exciting. So one is this office has always worked incredibly closely with the mayor's office of youth employment, formerly the center, the center of youth employment. And this executive order recognizes that that needs to happen even more seamlessly. So the two offices will be are we're integrating together, but there will continue to be a very, very strong focus on youth employment. Because we know developing talent is a huge piece of this puzzle when we talk about an overall system. Second, the industry partnerships, four of the major ones that had been that had been pioneered and incubated at small business services. And I've done incredible work such as tech talent pipeline and niatch, as well as make which works in manufacturing and industrial sector. And then, and then we're the one that focuses on construction have been moved over to the office of talent and workforce development. It was really a testament to their success and their recognition of the good work that they've been doing and the opportunity they could do to to expand to serve more agencies across the city as well as play a bigger role. So super excited about that. The second two pieces of the of the executive order were one we're convening the future of workers task force that we discussed at the last meeting it's also in the blueprint but it's really bringing together the external partners across the city to look forward into what do we need to do differently. So we have a more coherent system to address the talent and workforce needs of the city and achieve the achieve the objectives I stated above. So that's super exciting. I want to highlight that one of the premises of that future of workers task force is we're not starting from scratch. We're not reinventing the wheel. We're very much building on the good work that's been done across the field and making sure we translate that into real action and a system that really works for New Yorkers for new employers and for the city's economy overall. In addition, we've also set up the interagency that the talent and workforce development interagency cabinet. So each of the agencies that even touch on workforce need to designate a senior level person as their chief workforce officer. And that cabinet will come together on a monthly basis and be responsible to delivering an annual plan to the mayor on talent and workforce development. So we see this as an opportunity to address some of these issues that come up in the context today as well as to make sure that we are actually tackling the disparities and the gaps we see around employment over time. And so that we can align the many different agencies as well as tackle some of the consistent barriers that we've heard. So those both those entities will kick off this fall. So very much looking forward to working with all of you and learning more about not only the data in this report, but the data that you're sitting on and also going to release to make sure we're using that to inform both the task force and the interagency cabinet. So that in six months from now, we can have a much more clear picture and roadmap of what we need to do to address these key issues. And I know we're tight on time, so I'm going to stop there, but I'm happy to answer any questions. No questions. Silence this group. That's any reflections. I'll put a question into these or what does this mean for the workforce development board. I think it's a real opportunity for us to look at the workforce development board collectively and look across the country and in other places where we to make sure we are actually doing best practice and where we're not really evaluate what we what we may want to do differently. But again, it builds on a lot of the good work that this that this group has that does as well as the all of us that sort of connect into the workforce development board in one way or another. And you have your hand up. Thanks, Andrea. So just want to say it's really interesting to hear this really pretty seismic update and then think about the prior presentation and I think the notion of how we work, who we work taking care of our work. And making sure that we're thinking differently about those who you know we want and need to really focus on is really interesting and so it's clear that there's a new day here and again the timing couldn't be better. I think given all of the changes in the workforce I have a colleague here and NYU and hurt the tagline is the future of work is human. And I literally think that could be the tagline so go ahead and feel free to steal it but like literally the future of work is human and it's like it's pretty. If you think about that and dissect it relative to today's conversation I think that's really interesting and important and just want to applaud you and all the team on the great great work and and again just the urge that we connect this conversation that you just had with the prior conversation because I we obviously can't do it without changing up some of the ways in terms of how we operate as a community. Thanks Angie and I just want to add this is very this is coming from the top of the administration. I've been in a number of number of events recently with the mayor and a number of deputy mayors as well as the the chancellors from CUNY and DOE and very much recognizing that we have to put talent. At the center of our city wide priorities and as our center of our economic development strategy, so it's not just over there on the side but very much on the center at the center. And so I think this is a huge opportunity for all of us who've been working on these issues for for and many of you from many many more years than I have where the where the stars seem to be aligning at a particular point in time and and we have a. Fantastic window to to really. You know where I would say an inflection point and it's a it's a great opportunity. Reflections or questions for Abbie joke around this chat. I think there's a link. Okay. Please share the cabinet and future of work task force information coming from Alia. I believe you include there's offices on these teams. Yeah, so so absolutely and definitely will include mayor's offices on the interagency cabinet in part because they often do some of the most innovative workforce programs that we see coming out of the city partnering with many many folks in the field. And I just want to acknowledge I hear everybody with the state and federal funding and that will definitely be a priority. In fact I was at an event recently up in the Bronx with the with the US Department of Labor. They're doing jobs core 2.0 and was chatting with Brent Parton who's the I believe assistant deputy secretary acting you know the you think the city titles are lying the federal ones are even more so. And he was talking about the efforts that they're going to do at the federal level as part of the good jobs initiative. To really which is separate from the good jobs challenge of my understanding but the good jobs initiative to really work with cities and states to make sure as the various additional dollars through the infrastructure bill. Are released in different federal pots etc that there's a real focus on workforce and that they're trying to address from the federal side some of the challenges that that you know end of the day that the providers on the ground see but as oftentimes the big issues for the agencies in terms of compliance which end up in some of the administrative burden that the practitioners on the ground are so challenged with so it's exciting to have a partner thinking about at the federal level to. Additionally the state recently appointed an executive director I'm going to get this title wrong for for talent for workforce development to. Amber Mooney wrangle and she's fantastic so I'm optimistic we will have alignment there as well. And you know. I mean Joe there's a lot of money still in the West state that Miss Mooney will have control over. And we need to talk to her as soon as possible about expanding or democratizing digital literacy. Which is really something that all of us have got to consider as this year. You can't get a job without DS and that's this coalition of coalitions all around the state we have to have our own coalition. We have to have our own table of tech providers not just the coding or Java or whatever but we have to make digital literacy like we had in the 80s ESL everybody has got to do this. And Miss Mooney is sitting on some money so I stay we should look into it. I couldn't agree more Joe and and I know that NYC ETC as well as Melinda Mack and Naya tap I'm are already thinking about how how to how to work with ESD on that and happy to be part of those conversations. Additionally it's I've heard several times coming out of the in the past month and a half out of the Department of Education from from the New York City Chancellor as well as his senior folks how important digital fluency is and so trying to really build it into the curriculum there as well. Yes. And then Melinda Mack is a gift. Yes. Which but Annie and Sharon so are you two. Indeed indeed. And we're not happy when we can include what the unions are doing and unions obligation to all workers in this workforce development. Well that's a good segue to the to the next item on the agenda when folks are ready. That sounds good. So thank you for teaming it up Abby. We're going to hear about a couple of additional recent exciting announcements related to workforce development in New York City. I am pleased to welcome Miles Gamble Director of Employer Engagement for the Mayor's Office of Youth Employment. Miles will provide an update about a nearly 19 million dollar grant. Excuse me. Federal workforce grant that the city has one in partnership with Joe McDermott's organization consortium for worker education. Excuse me. I will let you take it away. Okay. Hello. Can everybody hear me. All right. Cool. Yes. Well hello everyone and good morning. I'm today is a gosh for material and construction careers. Affectionately called NYC pink. Our starting point was to find to find a project that would advance both that would advance equity through needed systems change, but just as importantly. Identify a collaborative approach to create greater access to good paying jobs for all New Yorkers after a series of conversations, considering several approaches. We were looking for ways to best serve cash cash assistance recipients. that would really change their financial and professional trajectory, which is what made HRA the logical choice as lead partner on this application, which they are. Next slide. Okay. All right. So some quick background on Hank. It came out of the Good Jobs Challenge as a part of the American Rescue Plan that was passed last year that allocated millions to the Economic Development Authority. Once again, as Abby mentioned, they only gave out about 32 awards nationwide, which really underscores the quality of our approach. The idea of the challenge is not to build a new system from scratch, but rather to connect existing programs and systems so that they can work more efficiently together. Next slide. Essentially, the way that pink is organized into two sectors, industrial transportation and construction. These two sectors are aligned to by the Biden administration's priorities, especially considering the federal infrastructure bill that was enacted last fall. Next slide. Overall, this is just an example of the model. The model is really designed for HRA clients, but as well as there's also intersections with folks who live in public housing as well. I want to make sure I mentioned that. The target population are individuals with a high school diploma or equivalency, and the model itself is built off a current service infrastructure of HRA's employment service contractors, starting with an assessment for interest in both sectors, and then quickly moving to short-term bridge programming that emphasizes basic job skills. Then after that, depending on the candidate's skill level and interest, they move into employment, short-term training, or even pre-apprenticeship. But also the model provides the crucial wraparound services to clients throughout the training and into employment as well. Next slide. To take a deeper dive into the programmatic approach, on the construction side, we are really looking closely at the project labor agreement with the Building and Construction Trades Council, or PLA for that matter, and the $10 billion in city construction budget. We're also looking to successfully pipeline folks to internships and union jobs, of course, as well as training for back office positions. In all, we are looking to train 750 individuals in place, 568 of those individuals into union or high-quality jobs in construction. Next slide. Okay. On the industrial and transportation side, we are grateful to be working with the Consortium for Worker Education to create job pathways in transportation, utilities, and green infrastructure. We're seeking, of course, to leverage CWE's direct union and employer relationships, training, and even their portal tools as well. Ultimately, our approach here would be to train over 1600 and place over 1200 into benefited employment in the industrial sector. Oh, I'm sorry. I'm sorry. I'm asking you. Do you want us? I'm sorry. Let me look at the camera. Do you want us to take questions now, like in the report, or would you prefer? I could take it now. It's fine. It's almost through, so it doesn't matter. Now I don't see the hand. Who at the hand? Oh, I'm sorry. Robert Taylor, Youth Action Youth Builds. Okay. Let me see. Good morning, everybody. I'm sorry if I had interrupted your flow. I was waiting to get in the queue. I just want to ask a quick question around how an agency like mine, which does a youth build program, which I think is a natural fit for what you're offering and how do we get connected in? Oh, yes. Yeah. So actually the next darn, yeah, I should have said that the next slide actually has the network of support. If youth build is not in there, then we should definitely talk more offline to see if how you guys get in. I actually used to work and as a section three manager for New York, so I'm very familiar with you all. Are you located at the East Harlem one? And East Harlem location that's near Taino Towers or are you at a different youth build location? Robert? Oh, I'm sorry. Yes. Are you at the one near Taino Towers or are you at a different youth build? Yeah, exactly. Yeah. Oh, okay. Yeah, actually I think I thought we actually met like before the pandemic, but whatever. All right, we'll definitely talk offline, but again, just to underscore your point, like this is a deeply collaborative approach. And so this is why the network of support actually speaks to what you're saying. So we're excited to be working with several agencies, organizations, training and employer partners in order to meet the objectives of this initiative. And among the employer specifically, the priority has to be to get them to name specific opportunities, the job titles they're hiring for, the demand for said jobs and and how many individuals that they are looking to onboard through NYC pink. So we really want to develop that kind of that kind of synergy with employer partners as well. Okay, next slide. This is actually the last the last slide. So I could be able to answer more questions afterwards. The budget estimate, this proposed budget, of course, like, you know, near 19 million. But this will leverage actually many times more its its amount in existing city programs and resources. It will support services to approximately 2700 New Yorkers, including a projected 1800 job placements, all with living wages. It will also build systems with HRA and partnerships beyond the agency to replicate this model in additional sectors, and potentially additional populations. The another important thing to mention, yes, this funding is gated based on program metrics. And so, of course, we are thankful to be working with various entities and experts and all of you, of course, in the field. And, of course, we are open to all referrals, we're open to all ideas from all of you. Yeah, thank you. Mr. Gamble. Yes, back to the previous slide on training partners. Okay. I'm sorry, I'm not the one controlling the can you go back to the training partners, you have CUNY, this one, that one, that under the network of, yeah, it's very nice. You have CW as the backbone organization. Yes. I mean, we do realize that CW will be we're doing the training for the for those work that you have involved. Okay, you're talking about the out of the network of support. And the training providers, you have host host, of course. Yes. For the, these are mechanics. And now we just got a new grant for training. Income to work is an electric cause. We'll put that into and basically do that. For your CUNY host host, blah, blah, blah, apprentice readiness. But I would like very much if you're at to your slide, the training providers for the new $6 million grant CW got in partnership with the machinists, TWU and the teams, just among other and others. So you should have CUNY hosters, KCC, community and VCC and CW and it's union affiliates. Oh, yes. Okay. Absolutely. Thank you very much. I'm writing it down. Can we just go back to the slide before that one regarding the transportation? I think I missed some of it, because I screwed up the flow and I apologize, Miles. No, no, no, do not. Okay. Thank you. I may have missed it, but can you just like highlight some of the positions that we're talking about in the, in the industrial and transportation sector? Okay. Yeah. So the industrial transportation sector is, it's like sort of like, not a hodgepodge, of course, but just like, you know, a lot of different positions within, with under the banner of industrial. I believe that construction is a bit more straightforward, but of course I'm biased because I come from that background. But the under, like so for example, like CDL training for drivers or even like utilities. So that means con Edison, electric, you know, there's also, oh, right, not cable. Well, yes, cable as well with Verizon. And, and so it's utilities. You also have like transportation, which also will deal with the MTA. And is that like, those are the kind of examples you're looking for. Thank you. May I help here? Some of you don't think about transportation industry, but we've been placing people with hornblower as cooks and also known as the ferries for maintenance workers. Transportation covers so much. The real problem in New York City is that people we represent, Annie and Sharon, you know, we represent the unions, they don't have driver's license. We had a chance for 40 jobs with Hudson on JFK when after SAP to have to make a house in only 40 drivers license. Fortunately, SDS just gave us a grant and we have a number of friends who can provide drivers like like like Cypress Hills will be. But then it's two thousand drivers license. We have if you can't get a CDL midsize truck, you can't get an assessor right job. You can't get a driver's license. You can't get on a property of a guardian and JFK without so that Mr. Gambler, the jobs in transportation, anything that moves, anything that moves packages or people is transportation. And anybody who supplies the goods and services for the food for hospitals, that's transportation. And so whoever asked that question, it's a really important invention, you mentioned. No, you mentioned. Everybody has got to get in on this. Thank you. Thank you, Joe. It was Adria who asked the question. I appreciate you fleshing that out. Thank you. Um, just to speak on on what Joe just mentioned, because that's very important as well in terms of like sort of like this is also addressing the the the existing barriers that may just stop folks from being able to work. Like, for example, if you can't get on JFK, if you do not have a license, you know, this may be this may actually stop a lot of individuals from moving forward to getting better paying jobs. But there's also something that we're working on, license to careers, and that addresses that as well. And that also dovetails with many of the objectives of of the pink initiative as well. So I'm glad that that that Joe brought that up because that's that's what we're trying to identify. Trying to identify in which ways that we already have programs and we already have connections with employer and training partners to actually bring them together so that nobody's working in a silo and then that way we can be able to like move forward from there. So thank you. And just on that note, I want to add that it's also to provide some of the wraparound support that we know the HRA clients need. So that's part of the was part of the grants very much part of the grant submission and will be part of the implementation of things such as child care vouchers and sort of trying to connect to housing as well as stipends. Some more questions. Flexions, comments to share. Then Abby, Joe, I can turn it over to you again to talk about the second announcement around an initiative for career development and with high school students, public public high school students. Sure, and I'll be quick because I know we're close to time, but this past Monday, the the mayor and the school chancellor, the New York City Public School Chancellor, David Banks and the New York New York Job CEO Council had a big announcement and it was a true public private partnership. It was announcing a larger initiative by New York City public schools called Student Pathways. And this is really speaking to what the chancellor is talking about in terms of the public school systems North Star, which is really focusing on how do we put each student on a path to a rewarding engaging career as well as financial independence and long term economic security. So this is a very exciting North Star, particularly for those of us who've been working with DOE for a long time to have this sort of be put as a North Star and then resources and programs put behind it. And on Monday's event, they were announcing the career ready Modern Youth Apprenticeship program where the CEO Council has committed to working in partnership with New York City Public School students on Modern Youth Apprentices. So it's a three two to three year apprenticeship beginning in junior or senior year of high school. And they've already done about a thousand of those over the past three years. There's a commitment to do a total of three thousand and then I forget the exact time, but in the near future, I want to say the next two or three years. And that was just one of the two initiatives that got funded by the city. The city invested thirty three million dollars in the student pathways work. The other initiative is Future Ready and more will come on that, but that's really focusing on pathways, building on the strong CTE programs, many of the strong CTE programs in DOE, but will expand to go across multiple types of schools, high schools and really focused into particular pathways that have promising career trajectories going forward. So super exciting that there's such a push for career connected learning and it's also very much not thinking about reinventing the wheel but building on a lot of the good work that's been underway for a number of years. I'm happy to answer any questions on that, but I do think at some point we as a board should consider having someone from New York City Public Schools come and talk. Oh, and I should say at the announcement, it wasn't just the DOE Chancellor that was there, but also the CUNY Chancellor was there because these apprenticeships do go through to post-secondary and the goal is to make sure students get early college credit and college credit as they're doing the apprenticeship. And it also speaks to the strong partnership that's continuing and expanding between DOE and CUNY around student career success. Thank you for sharing that. I think it would serve us as a board probably to have a presentation about it from, you know, those who are most closely connected to it. So I look forward to that for sure. We can do that. And if folks don't know the new she was appointed in January, one of the first appointments in the Chancellor's office at New York Public Schools as Chief of Student Pathways Jade Grieve. She's been leading the work on behalf of the Chancellor and the first Deputy Chancellor and just she's fantastic and doing amazing work. So maybe we can have her come. Other questions? I just want to take the last two minutes and thank you, Abby Jo, for helping to keep us to the time. Our next board meeting is scheduled for December 1st. Same time, I think probably at the same time, nine to eleven, we have it on the calendar. We're actually going to really try to see if we can do this one in person. So get ready, boring any kind of craziness and flare ups or anything of that nature. But I won't put that out into the universe. So with that said, I will take a motion to adjourn today's board meeting. Nobody wants to go. Thank you, Mark. Do I have a second to adjourn? So thank you, Dave, David. OK, all in favor. Terrific. Hi. Hi. Great. Good to see everyone. I hope you enjoy the rest of your weekend. Have a great weekend and look forward to hopefully connecting in person in December. I am. Thanks, everybody. Thank you. Thanks, Adria. Thank you.