UTEC’s mission and promise is to ignite and nurture the ambition of our most disengaged young people to trade violence and poverty for social and economic success. UTEC measures the social and economic success of its mission through Reduced Recidivism, Increased Employability, and Increased Educational Attainment.
In a blogpost from the Aspen Institute regarding job training programs, there is an argument made to discuss what should be done to make the broad category of “job training” work. The post emphasizes expanded funding to compensate people for the transportation, employment, and child care barriers they may face when deciding to attend job training. Furthermore, looking at labor market realities and long-term outcomes is important in the design and implementation of effective services, as is recognizing the limits of job training in a stagnant and structured labor market.
Skill development and job or educational training are essential tools for low-income or low-skilled workers to increase their labor market prospects and decrease their unemployment rates, so Local Workforce Development Boards (LWDBs) provide these services under the Workforce Innovation and Opportunity Act. However, child care barriers can prevent families from fully utilizing LWDB resources. The Urban Institute surveyed LWDBs that actively support child care needs to create a recommended list of best practices and administrative structures in the field.
The merits of job training and apprenticeship programs are well known, but certain populations could stand to benefit more from these valuable tools if apprenticeship programs were expanded. Affordable child care and pre-apprenticeship trainings can help more women, low-wage workers, and parents develop the stability and skills needed to succeed in work-based learning programs.
Positive Youth Development (PYD) is a capacity-building approach to program interventions that aims to promote soft skills, positive relationships, community involvement, family-school-work linkages, and academic engagement among youth to create a fully supportive and safe environment. The PILOT tool, developed by Child Trends, works on implementing those strategies concretely in the workforce for youth in primarily middle skill jobs.
The Center for Living and Learning (CLL) is a non-profit organization in California that provides programs to aid disadvantaged persons with obtaining and holding stable employment. Working with disadvantaged adults and at-risk youth since 2001, CLL provides vocational education and has assisted with over 400 apprenticeships. The CLL Apprenticeship Program provides paid internships to persons transitioning from rehabilitation, homelessness, and incarceration, as well as welfare recipients and former foster and at-risk youth, single parents, and other disadvantaged individuals.
In high-demand sectors, employers often have difficulty finding applicants with the right skills, and job seekers need training to qualify for those positions. WorkAdvance is a workforce development model that treats both employers and jobseekers as customers in these high demand sectors. This MDRC brief draws on an evaluation of four WorkAdvance programs to analyze whether they impact the long-term upward economic mobility of participants. The programs were Per Scholas and St. Nicks Alliance in New York, Madison Strategies Group in Oklahoma, and Towards Employment in Ohio.
Work-based learning opportunities are a critical tool for filling skills gaps for positions that require some education or training past high school. This scan from the National Skills Coalition identifies the policies that all 50 states and the District of Columbia have implemented to encourage work-based learning opportunities.
This issue brief from MDRC highlights key findings about job training programs that lead to success with various populations, including youth and dislocated workers. Of particular importance are programs with employer engagement and programs that are career-focused, both of which have been shown to be effective when implemented correctly. The brief shares recent innovations in career training as well as lessons learned from successful programs.
This web article from New America examines the Trump Administration’s apprenticeship goal to create five million apprenticeships over the next five years by looking at some of the more complex issues and potential answers. The article identifies potentially fractious issues about where apprenticeship is going in the U.S.