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Why was WPSI formed?

加州大学

What’s unique about WPSI?

Three unique components enable WPSI’s success and should be considered when adapting the model or reforming existing programs. These key enabling features are:

They provide staff with the resources and freedom to continuously improve services: All staff have professional experience solving problems in workforce development or HR departments in Philadelphia. The majority of WPSI’s funding comes from philanthropies as general program support grants, giving staff the flexibility to allocate funding as needed. The minimal bureaucracy within the small team enables them to control the process directly, iterate on program structure, and offer bespoke services to their clients.

They invest in rigorous, individualized program design and execution: Unlike traditional “train and pray” models (i.e., teaching general skills and hoping participants find employment), WPSI prepares candidates for open positions with local employers. Training focuses on the foundational skills needed in a demanding professional environment and the technical skills specific to the position. During the program, participants have supports (e.g., financial stipend, one-on-one coaching), but are exited if performance standards are not met. Employers note that WPSI graduates are more professional and committed than typical hires.

They prioritize fostering relationships with local residents and employers: WPSI has a reputation for delivering consistently excellent services that meet employers’ specific needs. As an intermediary, WPSI can navigate and leverage both client and public sectors resources. Additionally, UCD and WPSI have spent years building credibility with the community. Residents trust WPSI to act as their ambassador to large institutions, building social capital that benefits the entire community.

The WPSI story teaches cities an over-arching lesson: Effective intermediaries unlock resources for all.

Today, access to good jobs is not equitable, and the technological advancements changing the future of work will exacerbate existing inequalities. Cities’ growth depends on creating flexible pathways to good, local jobs.

Effective intermediaries like WPSI can provide a framework for inclusive economic growth. They can foster collaboration across stakeholders—such as governments, businesses, universities, philanthropies, and residents—and reimagine the roles of these institutions to create a shared vision for their communities. With the right combination of resourcing and flexibility, these intermediaries can drive intentional innovation and positive impact.

How can the model be replicated and scaled?

As with any urban transformation, parts of the WPSI story are unique to Philadelphia, including its particular civic landscape, moment of growth, and appetite for innovation. But we believe other cities can replicate core elements of the WPSI model to ensure people can access and thrive within good jobs. In fact, UCD recently receiveda $1.5M grant from J.P. Morgan to build a place-based network of employer-driven workforce programs around Temple University in North Philly and in the business campuses of Navy Yard to the south.

This model uses a trusted intermediary to bring together well-resourced institutions and low-income residents to inclusively develop their neighborhood in a way that no single actor could do on its own. The WPSI model is particularly appropriate in the context of urban cores with a geographic concentration of:

• Strong anchor employers, such as universities and hospitals, experiencing chronic labor shortages or unsustainably high rates of turnover in entry-level professional jobs

• A large jobless or underemployed population who are eager to connect to high quality work but face barriers to employment

• A central intermediary to broker strategic relationships. This could be a local Workforce Investment Board, Business or Neighborhood Improvement District, or Chamber of Commerce, as long as the intermediary can develop trust with and serve both jobseekers and employers.

Looking beyond West Philadelphia, this case study highlights practices that workforce development institutions can adopt to better leverage clusters of anchor institutions in cities across the U.S. Other crucial considerations for replication include removing barriers to participation, building credibility through local partnerships, and maintaining sufficient funding.

As cities redevelop their cores, institutions seeking to offer opportunity and high quality of life to both long-term and new residents will face new challenges. With the Opportunity Zones incentive, creative institutions and intermediaries are more empowered than ever to direct investments to projects that fuel equitable economic growth. We hope these City Cases contribute to a field of study that accelerates and amplifies this positive dynamic.