|
 Printer-Friendly Version
Archived News Release--Caution:
information may be out of date.
For more information call: (202)219-8211
Secretary of Labor Alexis M. Herman today kicked off the
1997 Summer Jobs Program and urged more private employers to fill the gap
between the summer jobs created by the government and the one million young
people who want to work.
"Our program services approximately 500,000 young people
but we have two kids for every one public sector job that the federal
government sponsors. So that means we'll have one million kids looking for
jobs," Herman said. "It is so important to have the private sector kick in to
help fill this gap."
"There is no substitute for getting practical hands-on
experience in the world of work. It introduces you to the culture of work,"
Herman said. "A summer job can teach a young person discipline as well as
provide a sense of accountability and responsibility," she added.
Herman noted that employers can help in three ways:
- Directly hiring young people for the summer;
- Making a financial contribution to their local public sector
program;
- Making an in-kind donation such as transportation, space or equipment
for job creation in the public sector.
The private sector challenge is meant to address the unmet
needs of the half a million or more young people that the federally funded
Summer Youth Employment Program, Title II-B of the Job Training Partnership
Act, is unable to serve. The summer jobs program provides public sector jobs
for low-income youth between the ages of 14 and 21. Young people learn the work
ethic, as well as specific job-related skills. Many summer youth also have the
opportunity to improve their basic reading and math skills, which helps them
when they return to school in the fall.
Nationally, $871 million was appropriated for the 1997
public sector program to target around 530,000 low-income youth in communities
with high unemployment.
Also, Herman released a U.S. Department of Labor-
commissioned case study of innovative and exemplary private sector summer jobs
efforts. Westat, Inc., of Rockville, Maryland, analyzed 19 programs
representing urban, suburban and rural settings nationwide. The case studies
identified key themes and patterns that can be shared and replicated by other
local communities that want to encourage private sector summer jobs
creation.
Best practices used by communities to encourage private
sector summer jobs creation include:
- Obtain the commitment of the community's business and political
leadership.
- Establish a mechanism that will bring all sectors of the community
into the summer jobs effort.
- Send to employers only job-ready, qualified youth who meet
employers' job specifications.
- Use one-to-one personal contacts to enlist employer support.
- Summer jobs programs should be presented as an effort to serve all
young people.
- Recognize employers with appropriate end-of-summer events.
Employers and Summer Jobs Program participants can get more
information by calling their Mayor, county official or state employment service
office.
--------------------------------------------------------------
Editor's Note: See Attached Fact Sheet on Westat Study
-------------------------------------------------------------
FOCUS ON SUCCESS is a U.S. Department of Labor, Employment and Training
Administration series highlighting innovative private sector summer jobs
efforts. By sharing the key characteristics of exemplary programs, we strive to
promote adoption of promising new approaches in communities around the country.
Private Sector Summer Jobs
There are more than two eligible youth for every public
sector summer job created by the government. This is why it is more critical
than ever for far-sighted business leaders to create private sector summer jobs
as an investment in the future of their own companies, communities and the
young people of this nation.
Background
The U.S. Department of Labor Employment and Training
Administration commissioned case studies of innovative and exemplary private
sector summer jobs efforts. Westat, Inc., of Rockville, Maryland analyzed 19
programs representing urban, suburban and rural settings nationwide. The
programs studied ranged in size from the 25 youth in a 3 county pilot program
in rural Iowa to the 17,000 non-federally funded jobs generated in New York
City. There were novel variations in the way some of the summer jobs were
funded. In Baltimore and Minneapolis, for example, private sector contributions
paid for public sector jobs; but in Phoenix, Clearwater and St. Petersburg,
city funds were used to subsidize summer jobs created in the private sector. In
Seattle, a bank developed and administered employment, training, and
scholarship assistance for youth without the participation of the federal,
state or local governments, except for local school districts that referred
youth to the program.
The case studies identified key themes and patterns that
may be replicated by communities around the country that want to promote the
creation of private sector summer job opportunities in their areas.
Key Factors
The case studies describe the following elements of each
of the 19 programs: Program Management and Funding; Enlisting Employers to
Provide Job Openings; Recruitment of Youth; Pre-Employment and Training and
Orientation of Youth; Matching Youth With Job Openings: Work Experience of
Youth and Monitoring of Work Sites; Private Sector Participation in the
Federally-funded Program (Title IIB of the Job Training Partnership Act); and
Lessons Learned/Best Practices.
Key Elements for Successful Private Sector Summer Jobs
Creation
Obtain the commitment of the community's business and
political leadership.
High level business and elected official support
creates an environment of urgency and civic priority which helps elicit the
involvement of business and other important segments of the community.
Establish a mechanism that will bring all sectors of
the community into the summer jobs effort.
A community-wide partnership
is the key to success of many of the programs. To achieve the partnership,
communities created vehicles, with various titles (commission, steering
committee, coalition, etc.), which included high level representatives of
business, local government, youth-serving agencies, foundations, the local
school systems, the media and the ministry.
Send to employers only job-ready, qualified youth who
meet employers' job specifications.
Successful job matching can be
achieved by (a) careful screening and assessment of youth; (b) employers
providing clear, detailed job order specifications; and (c) all youth attending
pre-employment training or orientation before starting on the job.
Use one-to-one personal contacts to enlist employer
support.
While broad appeals can be successful, individual contacts
with employers at a high level, particularly by business volunteers, prove
especially effective in obtaining job pledges and financial contributions.
Summer Jobs Programs should be presented as an effort
to serve all young people.
Programs were successful in placing youth
from economically disadvantaged or low income backgrounds in private sector
jobs, but they were not marketed as "serving the disadvantaged". Applicants
were presented to employers as qualified young people who could benefit from a
summer employment experience and the employers hired them on that basis,
without inquiring about socioeconomic background.
Recognize employers with appropriate end-of-summer
events.
End-of-summer luncheons or banquets where employers are
honored with certificates, awards, or other expressions of appreciation serve
as a way of sincerely thanking employers who provide opportunities for young
people and also encourage future participation.
Archived News Release--Caution:
information may be out of date.
| 
