Port of Seattle
Office of Equity, Diversity and Inclusion
Luis Navarro, Director Workforce Development
Workforce Development Strategic Plan
Results of Investments Analysis for the Period 2015-2019
June 25, 2020
Summary
This analysis of the results of investments made by the Port of Seattle in workforce development for the
years 2015 through 2019 is organized by type of result:
• Impact – Number and percent of participants achieving certain quantitative results such as
training completion, job placement, hourly wage at placement, job retention, career
advancement, and wage progression.
• Influence – Changes in policy, systems, and practice. Examples include polices that place a
priority on creation of quality, family wage jobs and equity in employment in port-related
sectors; strategic partnerships; tracking and evaluation of longer-term employment outcomes
(e.g., job retention, career advancement, and wage progression); and changes in employer
practices.
• Leverage – Amount of other funding and resources leveraged.
During this time period, the Port invested a total of $6,516,090 in workforce development. This breaks
down as follows:
• Impact – $5,640,023 was invested in workforce development programs in aviation, construction,
maritime, and K-12 career connected learning, as shown in the table below. The results: 9,824
job placements; 1,442 training completions; and 1,303 youth participating in experiential
learning events. An additional $128,365 was invested in new program planning and
development.
• Influence – $747,702 was invested in strategic partnerships and policy/system change; this is in
addition to Port workforce development staff time dedicated to this work. The results: creation
of the Regional Trades Partnership made up of regional public owners to develop a pipeline of
skilled construction workers to help meet current and future needs driven by Port and other
public infrastructure projects; creation of the Youth Maritime Collaborative made up of 20 youth
serving organizations to provide youth—with a focus on low-income youth and youth of color—
maritime career awareness and career connected learning activities; and middle and high
school teacher professional development and curriculum development tied to port-related
sectors, in partnership with the Washington Alliance for Better Schools.
• Leverage – Over $10 million in public and private funding was leveraged to support workforce
development efforts in port-related sectors.
Item No. 7b attach 3
Meeting Date: July 14, 2020
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Port of Seattle Workforce Development Results of Investments, 2015-19
Investment
Results
Impact
$5,640,023 for workforce
development programs in
aviation, construction,
maritime, and K-12 career
connected learning
$128,365 for new program
planning and development
(e.g., aviation career
pathways)
9,824 job placements
1,442 training completions
1,303 youth participating in experiential learning events
Influence
$747,702
Regional Trades Partnership of regional public owners
established, and shared roadmap and workforce investment
plan developed
Youth Maritime Collaborative created and supported
Seattle Goodwill youth maritime program created
Middle and high school teachers provided professional
development and curriculum developed tied to port-related
sectors, as part of Washington Alliance for Better Schools
Maritime high school feasibility study conducted
Core Plus maritime curriculum developed
Leverage
$10.1 Million
$10.1 million leveraged to support port-related workforce
development efforts; sources included employers, local
government, state agencies, private foundations, and
workforce development system partners
The following sections of this memo provide more detailed information on the Port’s workforce
development investments, broken down by impact, influence, and leverage. For example, in terms of
impact, Port investments are broken down by year, sector, and program, with data on outcomes, actual
expenditures, and cost per result (e.g., job placement, training completion, etc.).
Included at the end of the memo are two notes: one on the approach used to conduct this results of
investments analysis and the other on more rigorous Return on Investment (ROI) analyses and what
they require.
Also attached is a more detailed worksheet on investments and results.
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Impact
The Port’s workforce development investments support workforce development programs in the
aviation, construction, and maritime sectors. During 2015-19, the Port invested $5,640,023 in these
programs, as shown in the table below:
2016
2017
2018
2019
Aviation
Airport
Employment
Center
Airport
Employment
Continuity Pool
Aviation
Maintenance
Technician Project
$1,007,722
$1,001,953
$945,722
$916,318
Construction
Diverse
Community
Outreach and
Referral
Outreach,
Training, and
Retention
$104,584
$199,836
$525,576
Maritime
Experiential
Events
$8,700
$20,873
$22,600
$14,350
K-12 Career
Connected
Learning
$40,175
Total
$1,016,422
$1,127,410
$1,168,158
$1,496,419
The Port invested in a mix of workforce development programs, with some representing targeted, short
term, and low-cost interventions that produce large numbers of job placements, but at lower wages;
and others representing more comprehensive, longer term, and higher cost interventions that produce
smaller numbers of job placements, but at higher wages.
The Airport Employment Center—operated under contract by Port Jobs—is an example of a targeted,
short term intervention. It connects job seekers to employment opportunities at the airport. Services
and supports include job matching/placement, job readiness training, career navigation and counseling,
referrals to community resources, and employer services (e.g., job fairs and targeted recruitment). In
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2019, the Airport Employment Center helped 2,239 job seekers get jobs at the airport, with an average
placement wage of $16.04/hour. Most of those served were people of color and lived in South Seattle
and South King County. The cost per placement: $370.
The Construction Worker Outreach, Training, and Retention program—with Apprenticeship and
Nontraditional Employment for Women (ANEW), the Pacific Northwest Ironworkers and Employers
Apprenticeship Trust, and the Urban League of Metropolitan Seattle—is an example of a more
comprehensive, longer term intervention. It aims to increase the representation of women, people of
color, and those living in economically distressed neighborhoods in the construction trades. Services and
supports include outreach, assessment, referral, pre-apprenticeship training, case management, and
mentoring and networking. In 2018-19, the program helped place 190 participants in apprenticeships
and trades related jobs, with an average placement wage of $26.21/hour. The cost per placement:
$3,818.
The table below shows some of the workforce development programs funded between 2015 and 2019,
their results, the Port’s actual expenditures, and per participant costs:
Airport Employment Center & Airport University
Port Jobs
Outcomes
2015
2016
2017
2018
2019
# registered for E/T
(unduplicated)
5,180
6,889
6,119
5,085
4,885
# job placements
1,732
1,661
1,953
2,049
2,239
# hiring employers
75
77
82
89
90
Hourly wage @
placement
$11.08
$14.20
$15.02
$15.44
$16.04
# training enrollments
297
346
282
319
247
# training completions
247
300
247
275
198
POS actual expenditures
$831,614
$995,222
$889,453
$840,722
$827,818
Cost per job placement
$480
$599
$455
$410
$370
Construction Worker Outreach, Training, and Retention
ANEW, Ironworkers, Urban League
Outcomes
2015
2016
2017
2018-2019
5
# enrolled
206
# training completions
175
# placements
190
Apprenticeship
19
Trades related job
63
Hourly wage @
placement
$26.21
Retention (3 mos)
142 (75%)
POS actual expenditures
$725,412
Cost per placement
$3,818
Construction Trades: Diverse Community Outreach and Referral
Partner in Employment, Regional Area Youth Development Organization, Urban
League
Outcomes
2015
2016
2017
2018
2019
# recruited, assessed
73
# referred
28
POS actual expenditures
$104,584
Cost per referral
$3,735
Maritime Experiential Events
Sound Experience, Salish Sea, Steamer Virginia V, Seattle Maritime Academy
Outcomes
2015
2016
2017
2018
2019
# students participating in
experiential events
6
98
498
474
POS actual expenditures
$8,700
$20,873
$22,600
$14,350
Cost per participant
$1,450
$213
$45
$30
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In addition, investments were also made in the planning and development of new workforce
development programs. For example, $128,365 was invested in planning and developing the aviation
career pathways project, which aims to help airport workers in entry jobs move into pathway jobs and,
at the same time, meet the workforce needs of airport employers. This amount is in addition to Port
workforce development staff time dedicated to the project, which involved conceptualizing the project,
engaging internal and external partners, managing the work, etc.
Aviation career pathways planning and development included:
• Identifying and mapping out five key aviation career pathways: aircraft and facilities
maintenance, ground operations, safety and security, customer service/passenger services, and
dining and retail
• Identifying targeted, in-demand pathway and entry jobs
• Convening airport employers to share research findings and get their input
• Gathering information on training programs aligned with targeted aviation career pathway jobs
• Identifying aircraft and facilities maintenance as the first career pathway and aviation
maintenance technician as the first pathway job to target
• Convening partners (Port Jobs and South Seattle College) to design an aviation maintenance
(AMT) prototype
The AMT prototype was launched in January 2020, with about 20 airport workers in entry jobs such as
ramp agents beginning a one quarter AMT onramp course offered onsite at the airport, prior to their
enrolling in South Seattle’s two-year, FAA-certified AMT program.
Additional aviation career pathways prototypes will be developed, based on the planning and
development work done and the AMT prototype model, as called for in the OEDI/workforce
development strategic plan.
Influence
The Port’s workforce development investments also support efforts to influence broader workforce
development polices, systems, and investments as they relate to port-related sectors. During 2015-19,
the Port invested $747,702 in these efforts. This is in addition to Port workforce development staff time
dedicated to this work. Examples included:
• Regional Trades Partnership – In addition to Port workforce development staff time dedicated to
forging a partnership with regional public owners (e.g., City of Seattle, King County, etc.) and
creating a pipeline of skilled construction workers, $61,962 was invested to facilitate
establishment of this partnership and development of a shared roadmap and workforce
investment plan. Its four priority goals are to:
- Expand pathways to apprenticeships
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- Align and champion greater workforce diversity
- Strengthen apprentice retention and completion rates
- Share accountability for common outcomes
Partnership efforts have included research to identify labor market demand and equity issues;
engagement of construction sector partners and the community to share labor market and
apprentice data, best practices, and barriers and opportunities; a joint pilot of and funding for
construction worker outreach, training and retention services; and “Race Matters” anti-racism
training.
• Youth Maritime Collaborative – $87,499 was invested to support the establishment of this
collaborative of 20 youth serving organizations that promotes maritime career awareness and
career connected learning activities, with a focus on low-income youth and youth of color.
The collaborative’s efforts have included securing maritime internship commitments and
establishing partnerships with other organizations to support interns, organizing and offering a
series of experiential and career connected learning events, delivering equity trainings and
follow up support to maritime employers, developing a resource database, and conducting
maritime employer outreach.
• Seattle Goodwill Youth Maritime Program – $12,000 was invested in the development of Seattle
Goodwill’s youth maritime program, which prepares high school seniors for maritime careers.
Key features are career and college readiness, maritime classes at area colleges, service learning
and internships, financial stipends, and support services.
• Washington Alliance for Better Schools – In addition to Port workforce development and other
staff time dedicated to support this work (e.g., highlighting port-related career pathways,
bringing sector connections to the work, and developing work-based problems), $22,500 was
invested to engage middle and high school teachers in professional development and curriculum
development tied to port-related sectors.
In 2018 and 2019, 16 teachers participated in professional development opportunities tied to
port-related sectors. It’s estimated that 2,400 students have benefited as a result (150 students
per teacher).
• Maritime High School – $49,999 was invested in studying the feasibility of creating a maritime
high school in South Seattle. This included engaging stakeholders (e.g., business and labor
leaders, educators, and students) in validating need and developing a strategic plan.
• Core Plus Maritime Curriculum – $75,000 was invested in the development of a Core Plus
curriculum specific to maritime. Core Plus is an established, industry validated, career related
STEM based high school learning model that was offered at 30 locations around the state in
2018, with enrollment options available to students from more than 150 high schools.
Leverage
The Port’s workforce development investments also leverage other funding and resources. For 2015-19,
the figure was over $10 million. This included:
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• $4.6 million from Alaska Airlines, Boeing, the Annie E. Casey Foundation, the Workforce
Development Council of Seattle-King County, United Way of King County, City of Seattle, King
County, and Washington State Department of Social and Health Services (Basic Food
Employment and Training) to support the Airport Employment Center and Airport University.
• $5.2 million from other regional public owners (e.g., City of Seattle, King County, Sound Transit,
Washington State Department of Transportation, and City of Tacoma) for aligned investments in
construction worker outreach, pre-apprenticeship training, placement, support services, and
retention.
• $300,000 from JP Morgan Chase for Seattle Goodwill’s youth maritime program.
Report Notes
Approach
This analysis of the results of investments made by the Port of Seattle in workforce development
involved the following steps:
1. Collecting data on the Port’s actual expenditures for 2015 through 2019 from the Port’s Finance
Department, and adding in other, additional costs—for example, rent at the airport, in-kind
contributions, and airport parking tied to the Airport Employment Center—to reflect total
investment made.
2. Assigning actual expenditures and other, additional costs to specific workforce development
efforts and distinguishing between type of result – impact (quantitative results such as training
completions and job placements) and influence (changes in policy, systems, and practice).
3. Collecting data and information on the results of workforce development efforts, with sources
including Port workforce development program contracts and related progress reports, and Port
workforce development staff reports and presentations.
4. Calculating per participant costs for workforce development programs with quantitative results.
Return on Investment (ROI) Analyses
This analysis focuses on results of the Port’s investments in workforce development. A return on
investment (ROI) analysis would require greater time, effort, and data, along with resources. ROI
analyses take a more in-depth, multi-dimensional, and longer term look at costs and benefits associated
with workforce development programs, including costs to and benefits for participants, employers, and
the public. Such analyses also include control groups for comparison purposes.
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An example of such an analysis is the Washington Workforce Training and Education Coordinating
Board’s analysis of apprenticeships, conducted as part of its 2020 Workforce Training Results:
Indicator
Definition
Results
Employment
Percentage of participants who were employed, as reported to
the Employment Security Department during the third quarter
after leaving the program.
All 76%
Completers 91%
Earnings
Median annualized earnings six to nine months after leaving the
program. (Quarterly earnings are the result of hourly wage rates
and the number of hours worked in a calendar quarter. To derive
annualized earnings, quarterly earnings are multiplied by four.)
All $62,500
Completers
$86,200
Skills
Percentage of participants who obtained an appropriate
credential. (Percentage based on all participants, including those
who did not receive training through the program.)
45%
Net Employment
Impact
Difference between the employment rate for all participants and
the control group of non-participants, measured between two
and three years after leaving the program.
Not significant
Net Earnings
Impact
Difference between the average annualized earnings for all
participants and the control group of non-participants, measured
between two and three years after leaving the program.
$14,600
Participant Return
on Public
Investment
The ratio of the present values of additional lifetime participant
earnings and employee benefits to public costs of the program.
Additional lifetime participant earnings and benefits are
additional earnings and employee benefits received (minus
participant program costs, taxes on added income, and any loss in
unemployment insurance benefits), when compared to the non-
participant control group.
$71 to 1
Taxpayer Return
on Investment
The ratio of the present values of projected additional lifetime
taxes paid by the participant (plus any decrease in unemployment
insurance benefits), in comparison to the public costs of the
program. Additional taxes are those additional taxes projected to
be paid in comparison to the taxes projected to be paid by the
non-participant control group. Change in UI benefits is the change
in benefits paid to participants compared to the non-participant
control group
$36 to 1
Source: Washington Workforce Training and Education Coordinating Board, 2020 Workforce Training
Results, available at https://www.wtb.wa.gov/research-reports/workforce-training-results/
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Some resources on ROI analyses are:
Kevin Hollenbeck, “Return on Investment in Workforce Development Programs” (2012), available at
https://research.upjohn.org/cgi/viewcontent.cgi?article=1205&content=up_workingpapers
Chris King, “Does Workforce Development Work” (2008), available at
https://www.aecf.org/resources/does-workforce-development-work
Andrew Sum. “ROI from Investing in Workforce Development” (2011), available at
www.caalusa.org/WorkforceROI.pdf
Washington Workforce Training and Education Coordinating Board, Workforce Training Results
(2020), available at https://www.wtb.wa.gov/research-reports/workforce-training-results/