Section 10-A717. ED-4.2 INCREASING WORKFORCE DEVELOPMENT SKILLS

 

717.1A competitive and marketable workforce is crucial to the economic health of the District. Workforce development strategies must combine public and private investment and initiative to close the occupational skills “vacuum” that now exists in the city. The goal of these strategies should be to help District residents achieve economic self-sufficiency while providing a skilled labor pool that meets the needs of local employers. 717.1

 

717.2In 1999, the District of Columbia Workforce Investment Council (DCWIC) was created to improve the skill level and employability of District residents. The Council is a public-private partnership consisting of private sector businesses, government leaders, faith and community leaders, labor leaders, educational representatives, and several DC Council members. For the last six years, DCWIC has led the charge to improve career information, counseling, job search assistance, and training. 717.2

 

717.3A range of efforts has been launched by DCWIC in the last five years, including labor market surveys, a $20 million Lifelong Learning Initiative, $120 million in tax increment financing to help spur job creation in District neighborhoods, a Faith and Community-Based Initiative, various Internet applications to improve case management, and new partnerships with the private sector. The District is also about to create a Job Opportunity Bank, with private sector funds used to provide job training programs and workforce development grants. 717.3

 

717.4Despite these initiatives, there is room for improvement. Some of the District’s job placement and training services continue to have low success rates. From the employer’s perspective, there is frustration that the reading, math skills, and computer knowledge of residents is still not at the level needed by business. Some members of the business community have called for customized training to specifically address employer needs. From the resident’s perspective, the administration of workforce development programs is perceived as slow and cumbersome. This is made more complicated by the myriad of agencies involved, the lack of effective monitoring, and the urgency of finding employment for those who seek assistance. 717.4

 

717.5Presently, the District’s workforce development programs are administered through more than 20 federal and city agencies, including the District Department of Employment Services and the District Department of Human Services. Many of these programs are operated through private and non profit organizations. The District itself operates a network of One-Stop Career Centers, each providing a range of job placement services. 717.5

 

717.6The District also has created programs to support the hiring of local residents and local firms, particularly for District government contracts. For example, the First Source Program is a cooperative effort between businesses and the city to ensure that District residents have the first opportunity to apply for and be considered for jobs (see “First Source Program” text box). In addition, DC Law 2-156 requires contractors who perform construction and renovation work with District government assistance to initiate apprenticeship programs through the D.C. Apprenticeship Council. There are also programs to eliminate discriminatory hiring practices. 717.6

 

717.7First Source Program

 

The First Source Agreement Program assures city residents priority for new jobs created by municipal financing and development programs. It mandates that all projects funded in whole or in part with District of Columbia funds, or other funds which the District administers, shall provide for increased employment opportunities for District residents. Each employer in the program must sign an agreement ensuring that:

 

•All job openings created are listed with the Department of Employment Services

 

•51 percent of new hires are District residents. Employers who receive other District government benefits, such as Industrial Revenue Bonds, are also covered.

 

The program:

 

•Provides employment opportunities for DC residents

 

•Provides monitoring to ensure that employers are in compliance with the law

 

•Helps employers hire qualified District residents

 

•Assists employers in meeting contractual commitments.

 

717.8Pursuing the District’s goal of “increasing access to education and employment” is also about providing opportunities for career advancement for residents. Many of the city’s entry level jobs have high turnover, low job security, few benefits, and remote possibilities for advancement. While these jobs may offer important initial opportunities, measures are also needed to provide opportunities for upward mobility and promotion. Some sectors, such as health care, higher education, and federal employment, may offer more promise for advancement than others. 717.8

 

717.9Policy ED-4.2.1: Linking Residents to Jobs

 

Promote measures which increase the number of District jobs held by District residents. According to the 2000 Census, 71 percent of the jobs in the city were held by non-residents, up from 67 percent in 1990. While recognizing that some imbalance is inevitable due to the relatively large number of jobs and small number of residents in the city, the District should work to increase the percentage of resident workers through its job training and placement programs. 717.9

 

717.10Policy ED-4.2.2: Linking Job Training to Growth Occupations

 

Target job training, placement, and vocational programs towards core and growth sectors and occupations, such as hospitality, higher education, health, construction, retail, and office support. 717.10

 

717.11Policy ED-4.2.3: Focus on Economically Disadvantaged Populations

 

Focus workforce development efforts on economically disadvantaged communities, particularly those with many unemployed or marginally employed residents. Assistance should also be focused on groups most in need, including persons with limited work skills, single mothers, youth leaving foster care, ex-offenders, and persons with limited English proficiency. 717.11

 

717.12Policy ED-4.2.4: Neighborhood-Level Service Delivery

 

Emphasize the delivery of workforce development programs at the neighborhood level. Continue neighborhood faith-based and community- based initiatives which deliver job training and placement services to unemployed and underemployed residents. 717.12

 

717.13Policy ED-4.2.5: Business and Labor Partnerships

 

Facilitate communication and partnerships between business, labor, commercial associations, and educational institutions to improve the skill levels of the District’s workforce, improve job training and placement resources, and improve the labor pool available to the District’s major employers. These partnerships could result in apprenticeship programs, pre-apprenticeship programs, entrepreneurial skills training, mentorship agreements, customized on-site job training, and vocational training. 717.13

 

717.14Policy ED-4.2.6: Entry-Level Opportunities

 

Support the creation of entry level career opportunities, particularly for lower income youth and adults, and persons with special needs. Recognize the need for complementary efforts to provide affordable child care options, transportation, counseling, and other supportive services. 717.14

 

717.15Policy ED-4.2.7: Living Wage Jobs

 

Promote the attraction and retention of living wage jobs that provide employment opportunities for unskilled and semi-skilled workers. Use marketing strategies and incentives to encourage the relocation of firms with such positions to the District. 717.15

 

717.16Policy ED-4.2.8: Limited English Proficiency and Literacy

 

Encourage English-as-a-Second-Language (ESL) programs and literacy training for residents in need of such services in order to overcome barriers to employment. 717.16

 

717.17Policy ED-4.2.9: Upward Mobility

 

Encourage continuing education and career advancement programs to provide opportunities for upward mobility among the District’s workforce. Encourage the growth of businesses which have been shown to provide career advancement or “ladder” opportunities for employees. 717.17

 

717.18Policy ED-4.2.10: Market-Responsive Programs

 

Maximize the use of technology and labor market data to help District residents find suitable employment, training, and education. Examples of such applications include DOES publications such as “25 Hot Jobs” and the “Industry Profile Handbook.” 717.18

 

717.19Policy ED-4.2.11: Innovation in Training

 

Support innovative training strategies to fill skill gaps in the local labor force, including partnerships with the private sector, industry associations and individual government agencies. Examples of such strategies include the Cadet Training Program of the DC Fire and Emergency Medical Services Department, and the GSA’s pre-apprenticeship program for the Southeast Federal Center.

 

717.20Policy ED-4.2.12: Local Hiring Incentives

 

Maintain requirements for resident job training and placement for projects built and/or operated with any form of public subsidy/loan, grant or other incentives. Promote incentives for similar training and hiring programs by the private sector. 717.20

 

717.21Policy ED-4.2.13: Equal Opportunity Compliance

 

Ensure compliance by private sector employers in meeting equal opportunity and affirmative action requirements for groups that are underrepresented in the District’s economy. 717.21

 

717.22Policy ED-4.2.14: Alternative Work Arrangements

 

Encourage increased opportunities for alternative work schedules, such as part-time employment, flextime, job-sharing, and in-home employment to accommodate the needs of working parents, and others with dependent care responsibilities or mobility limitations. 717.22

 

See the Land Use Element for additional policies related to home based business.

 

717.23Policy ED-4.2.15: Involvement of Educational Institutions

 

Seek the involvement of the Board of Education, the Board of Trustees of the University of the District of Columbia, and other educational institutions in the planning and implementation of workforce development programs. Encourage these entities to support the District’s training efforts through their basic and adult education programs. 717.23

 

717.24Action ED-4.2.A: Alliances with External Organizations and Entities

 

Use Memorandums of Understanding (MOUs) to develop alliances, networks, and other relationship building strategies that enhance the success of the District’s workforce development initiatives. Such MOUs currently exist with organizations like the AFL/CIO, WMATA, and the Washington Post. 717.24

 

717.25Action ED-4.2.B: Labor Market Monitoring

 

Maintain accurate data on the job market to better connect job seekers with job opportunities in high-growth, high-demand sectors. Monthly data on employment, occupation and income should continue to be compiled by the Department of Employment Services. 717.25

 

717.26Action ED-4.2.C: Employer Needs Assessments

 

Conduct annual surveys of employer needs, particularly in high growth industries. Develop new workforce development services and strategies to respond to these changing needs. 717.26

 

717.27Action ED-4.2.D: Outreach to Residents and Employers

 

Improve the distribution of information on the District’s job training, skill enhancement, and job placement programs, particularly in communities with high rates of unemployment. Ensure that outreach strategies provide for persons with limited reading proficiency. 717.27

 

717.28Action ED-4.2.E: Workforce Investment Act

 

Continue implementation of the Workforce Investment Act, including programs for coordinated, customer-friendly, locally-driven job training and placement systems. Measures to improve the coordination of job training programs to avoid duplication of efforts and more effectively target District resources should be identified and implemented. 717.28

 

717.29Action ED-4.2.F: Training Program Tracking

 

Track the effectiveness of job training programs. Use assessments of such programs to modify and improve them. 717.29

 

717.30Action ED-4.2.G: Best Practices Analysis

 

Conduct a best practices analysis of national models for success in job training and readiness and use the results to evaluate and improve the District’s programs. 717.30

 

717.31Action ED-4.2.H: Incentive Programs

 

Identify possible new or strengthened economic incentives that encourage District businesses to hire jobseekers that are disadvantaged and hard-to serve, similar to the Work Opportunity, Welfare-to-Work, Empowerment Zone, and Renewal Community Employment tax credit programs. The feasibility of a community investment tax reduction should be explored for firms that establish major job training or retraining programs. 717.31

 

notation

The provisions of Title 10, Part A of the DCMR accessible through this web interface are codification of the District Elements of the Comprehensive Plan for the National Capital. As such, they do not represent the organic provisions adopted by the Council of the District of Columbia. The official version of the District Elements only appears as a hard copy volume of Title 10, Part A published pursuant to section 9a of the District of Columbia Comprehensive Plan Act of 1994, effective April 10, 1984 (D.C. Law 5-76; D.C. Official Code § 1 -301.66)) . In the event of any inconsistency between the provisions accessible through this site and the provisions contained in the published version of Title 10, Part A, the provisions contained in the published version govern. A copy of the published District Elements is available www.planning.dc.gov.