San Francisco County Grand Jury
• 2020-2021
Strategic Alignment: Breaking Through to a Living Wage
⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 8 findings
F1
City College did not have a formal role on the City’s Workforce Alignment Committee while it was active and does not have a role on the current ad hoc committee, and this inhibits effective programmatic coordination between OEWD and City College
F2
City College of San Francisco’s Office of Workforce Development does not have a formal role on the institution’s Curriculum Committee, and this limits the Curriculum Committee’s knowledge of the specific needs of students participating in the workforce development programs.
F3
OEWD’s lack of a concerted effort to enroll groups in Eligible Training Provider List programs at City College hurts its ability to maximize limited funds.
F4
Limited availability of technical courses during City College’s summer semester is a contributing factor to OEWD participants pursuing their studies at alternative educational institutions, thereby incurring additional costs.
F5
Demand for some City College courses and the lack of priority registration for OEWD participants results in their being denied enrollment for courses needed for their training programs.
F6
Inaccuracies on the Eligible Training Provider List unnecessarily deter OEWD job seekers from taking needed courses.
F7
The lack of synchronization and outreach among OEWD, City College, and community-based organizations in promoting Eligible Training Provider List certificate programs at City College results in the underutilization of these programs.
F8
City College is underutilizing Contract Education and Instruction programs that provide short-term training programs designed specifically for individual business needs. 15
Recommendations 8
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R1The Board of Supervisors should reinstate the Committee on City Workforce Alignment to Chapter 30 of the Administrative Code and add City College as a member. The reinstatement should be completed no later than February 2022.
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R2City College’s Dean for Workforce Development should begin submitting quarterly reports that outline and seek input on specific Career Technical Education program needs to the Curriculum Committee beginning in January 2022.
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R3OEWD should convene a joint working group to review current Career Technical Education course offerings at City College and make recommendations to develop content that aligns with the needs of the OEWD participants by December 2021. The joint working group should include City College’s Dean for Workforce Development, the City’s Director of Sector and Workforce Development, and the Eligible Training Provider List Coordinator for Workforce Development Comprehensive Job Centers.
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R4City College should enhance its number of short-term certificate training programs by February 2022, and these courses should be developed in collaboration with businesses or community-based organizations receiving OEWD funding. This should include an increase in the number of CTE course offerings during City College’s summer semester to at least six.
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R5City College should allow priority registration for OEWD participants enrolling in certificate program courses on the Eligible Training Provider List. Priority registration should begin with the Fall 2022 semester.
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R6City College should convene a workgroup to identify and correct inaccuracies in the course descriptions, schedules, and costs included on the Eligible Training Provider List by January 2022.
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R7OEWD should work with stakeholders who coordinate the Eligible Training Provider List to develop an outreach program that encourages clientele to pursue City College certificate programs. The outreach plan should be approved by the Director of Workforce Development and implemented by April 2022.
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R8Contract Education and Instructional Services at City College should establish formal outreach guidelines for collaborating with local businesses to develop customized training programs. The outreach guidelines should be submitted for review to City College’s Vice Chancellor for Academic and Institutional Affairs by February 2022. The outreach guidelines should be implemented by March 2022. 16
Conclusions 1
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CL1 Page 14OEWD and City College individually play important roles in the community. Working together, these two organizations have a unique opportunity to elevate some of the City’s most disadvantaged residents out of poverty. By working collaboratively to improve access and enrollment in existing programs and to develop new programs to meet the unique needs of the OEWD participants and the business community as a whole, OEWD and City College can make a very meaningful and lasting impact on people’s lives and the future of San Francisco. To achieve greater effectiveness, these groups need to break down existing barriers and align strategically to improve access to needed programs. This includes representation on policy committees and task forces, flexibility in scheduling, alignment of financial incentives, increased supportive services, and additional outreach and marketing. 20 The average placement rate for all OEWD programs is 64%. San Francisco Budget and Legislative Analyst. Performance Audit of the City’s Workforce Development and Pre-Apprenticeship Programs. PDF file. August 3, 2020. https://sfbos.org/sites/default/files/BLA_Performance_Audit_Workforce_ 14 Development_080320_Final_Report.pdf
No Responses Found 2
Government entities assigned to respond to this report. No response documents have been linked in our database.
County of San Francisco
Agency
San Francisco County Board of Supervisors
Elected County Office