Developing Workforce Opportunities with Transit: Regional Stories AICP CM 1.5 3 regions = 3 distinct stories. How are workforce initiatives in Denver, Seattle and the Twin Cities helping businesses and economies grow along transit? Leaders from community colleges, cities and counties share their experiences. Models include: a training and employment program for transit construction and operators; a corridor-level model focused on employees and business development and retention; and an innovative approach to developing a food hub employment center near new transit. Moderator: Jennifer Billig, Policy Consultant, Mile High Business Alliance, Denver, Colorado Katrina Wert, Director, Regional Workforce Initiative, Community College of Denver, Colorado Janet Guthrie, Senior Policy Analyst, Ramsey County, Manager's Office, St. Paul, Minnesota Nora Liu, Community Development Manager, Department of Planning & Development, City of Seattle, Washington

1. Employer Best Practices
 Be demand driven--let employers set qualifications for positions,
make hiring selections, inform curriculum, and provide feedback
 On-the-ground outreach to individual employers – labor market
data was not sufficient
 Educating employers about future and untapped workforce and
outreach to new communities for recruitment
 Incorporate workforce development standards in project bidding
process and contracts and clarify expectations, roles and benefits
 Partner with a mix of employers--major joint venture teams and
local small businesses

2. Community Best Practices
 Provide multiple entry and exit points along career pathways
to serve both entry-level and skilled residents (i.e. develop
entry level and professional positions and provide
foundational and advanced training)
 Be consistent in communication about goals and benefits to
establish realistic expectations about jobs vs. career path
 Align a broad network of community stakeholder
organizations to enhance outreach, recruiting, and resource
leveraging
 Provide wrap around supportive resources (or partner with
programs that do) to address barriers to
training/employment to ensure long-term success

3. Workforce Development Best
Practices
 Link local economic development initiatives, such as transit infrastructure
or TOD, with community workforce development requirements
 Be sustainable--limit reliance on grant funding and establish aligned
funding sources from program partners
 Focus on careers, not jobs-- provide career guidance and post-placement
resources, such as training and personal coaching
 Be collaborative- build on what already works and focus on what’s limits
or interrupts participation in training programs and continued employment
 Working with ambassadors who have credibility with communities
 Collaboration between all agencies who are providing local services
regardless of jurisdiction