Podcast Episode 01

Mark Silvester: The Hello Careers Podcast explores a system developed to align business needs with education and training. It’s proven to be invaluable for dozens of businesses and people looking to create a new life for themselves. We are firm believers that you must screen for attitude and train for aptitude. We’re unpacking our inside to help you build partnerships and earn public support for an age-old way of learning a skill, apprenticeship. We’ll address issues such as where there’s a skill’s gap, is there an education and training gap? How do you respond to a tight labor market? What happens when the major employer pulls out of your community? If you’re looking to create an apprenticeship program or are curious about what to do next, this show could be just the thing you’ve been looking for. I’m your host, Mark Silvester. Now, let’s get started and talk with the team.
Well, welcome to the show. I’m thrilled to introduce Michael [Spicerela 00:01:07] and Dan Weeks, and you guys are going to take us on journey. Michael just tell us, introduce yourself to the audience and what brings you to the table today.
Michael: I’m Michael Spicerela. I’m the Director of Career and College Pathways in San Luis Obispo working for the county Office of Education, and then I’m also the Executive Director of SLO Partners, which is a consortium of local school districts, the community college, Cal Pal University as well as workforce development board and a number of businesses. We’re really trying to align the education and training pipeline with what the business needs are.
Mark Silvester: And Dan.
Dan Weeks: So Dan Weeks. My background is in tech firms. I’m an entrepreneur. I’m the entrepreneur in residence for Cal Poly’s new business incubator, and I work for the county office of education in programs to enable people to get jobs in tech without having to get a four year degree in tech.
Mark Silvester: So it’s interesting. We’ve got a leading educator and a leading business guy, entrepreneur and why are you both at the table? Why is that so important to this project?
Michael: Well, a lot of new programs are initiated in education through grants, and if you only look at grant as one-time money, you’re only going to get it at a one-time shot in the arm. So you really need to look at it as education startup funding, and so that’s where my relationship with Dan Weeks has come in, that as an entrepreneur he’s helping to guide these investments where they aren’t’ just one time investments but they’re sustainable. They really create value out of those investments in the public.
Mark Silvester: How long has SLO Partners been around?
Michael: SLO Partners is in year three. It was started through a grant called the California Career Pathways Trust Grant. Daryl Steinberg, before he left office at the depths of the recession, initiated a grant by the legislature to really align workforce development boards, community colleges, K-12 school districts, and business to really be able to work together regionally through consortiums to align eduction and training with business. This really came out of the depths of the recession where whole industries and sectors were wiped out and there was no real way to retrain, retool for new and emerging markets.
Mark Silvester: So it must feel particularly gratifying to you right now to see the seed that you planted three years ago now show up in this show and the purpose of this show is to teach other groups around the country how to do what you have done. You’ve blazed this trail, kind of a Sherpa. You’ll be the Sherpa for us in these episodes to help others who want to do what you’ve done. So why don’t you tell us a little bit more broader context what this concept is about and how we’re going to spend our next eight shows together.
Michael: Well, at it’s heart, this is about using apprenticeship combined with entrepreneurialism so that both employers and employees really benefit from that relationship. You get better business intelligence for emerging sectors where there’s labor and skill gaps by combining an apprenticeship model where it’s learn and earn. It’s not just vocational training but it actually has a work experience component to it, along with building a relationship with a business so that you stay better informed about what are the emerging skills and knowledge that are needed in these up and coming markets.
Mark Silvester: And we’re going to get into … I love the word that you said, emerging skills, because it feels like so many industries are being transformed right now, and the workforce needs are really changing right now. I think it’s … we should also say where we are right now. We’re in a high school that has got a state-of-the-art audio facility that was fueled with some of these funds. Is that right?
Michael: Yeah, this is one of the investments that the California Career Pathways Trust Grant, as well as the Career Technical Education Incentive Grant, was able to make possible. These students actually helped install the floor, the sound proofing. They’re learning how to use all the equipment, the audio production equipment. That’s a really important communication skill I think any student growing up can apply to any sector that they think they’d like to go into.
Mark Silvester: Yeah, absolutely. So what we’re going to do is over the next eight shows, so we want someone to start with this one and then read, because we’ve got a narrative we’ve built into that, we’re going to teach them exactly how to put in one of these programs, how to build it, how you build partnerships, what kind of outcomes you would want, what the value of this is because as you’re trying to build community support for what you’re doing you have to understand the value to the community, the value to the business, the value to the workforce, the value to the schools. There’s a big value conversation that has to happen. A realistic outcome conversation, like what are the things we can expect to have in what periods of time? I like the way you said it’s this one-time money that we’ve got to make last. So what we’re doing is we’re building, we’re helping create an ecosystem where careers are launched, right?
Michael: Definitely. You make an investment, you want to have created value out of that.
Mark Silvester: So we know what the show is about because this is really going to be a lot of nuts and bolts, right? We’re just how we do that and listener know that back on the website, on the Hello Careers website, we’ll have guides. There’ll be material with things that you can download that are going to help you through all of this, but we’ll start with this conversation for sure. So Dan, who should be listening to the show?
Dan Weeks: I think our ideal audience is anyone who really wants to build a career pipeline for local employers. I think there’s a large number of employers who have openings and can’t find people who are qualified, both from their soft skills and their hard skills, for the openings. Really what we do with apprenticeship is we work on both. We screen for attitude to get the soft skills, and then we train for aptitude. We do that typically through industry-standard certifications.
Mark Silvester: So in talking to you guys and trying to unpack all of this, a key part of this was the certification bit, wasn’t it? So we’re going to get into depth in how that works and the kind of partnerships you need to make, to get that piece.
Dan Weeks: I think the key for certifications is certifications are automatically updated as the market changes and new certifications become relevant to employers on an on-going basis. The reason we need this entrepreneurial mindset here is a year from now we might have our first group in a new area that two years ago wasn’t even a hot area. It’s a moving target, but with apprenticeship you don’t need to wait for an academic senate to approve a new major. It’s very closely tied to these are orders we have from local employers. How do we provide relevant curriculum on very short notice that directly addresses the employer’s needs?
Michael: And I think when you talk about certifications, there can be a paper certification or a national or international certification, but there can also be a local certification in that a group of employers, or even one employer, have said, “This is what really are the skills and training we need and we certify that this is legit.” So there’s a lot of different flavors of what certification can look like, local, regional, nation.
Mark Silvester: And that happens pretty quickly too. It’s not a two-years to get this. It’s 12 weeks, 14 weeks in some cases.
Michael: It depends on where you’re entering into that job set.
Mark Silvester: So I love the immediacy of this. This is not a long-term thing. It’s like we can figure this out quickly.
Dan Weeks: I think the way I look at is you don’t want to be a factory that once the factory is up to speed it keeps putting out the same output independent of orders. What we really want to be is a factory that ramps up almost like a popup university based on employer requirements and then we look at for our next cohort where’s the highest need? But we don’t have a fixed infrastructure that’s required to say, “Now that we’ve invested in this curriculum we need to keep doing it for 10 years.”
Mark Silvester: I’m going to keep that picture of popup university in my mind. That’s a real good one. Thank you for that because it’s responsive to as things are changing.
Dan Weeks: Yeah, it’s all about the employers. It’s not about anything other than the employer saying, “I’ve got a career path. Can you get me people that would be a great fit for this career.”
Mark Silvester: So the person who’s listening to the show is someone who has gotten a grant already to do this and now they’re looking to this show to help figure out how to navigate, or someone who’s thinking about getting a grant. They may have heard about this show at a conference and said, “Oh, that sounds like exactly what we need to do. How do we go into that?” So we’ll talk about that as well and who else should be listening to this show?
Dan Weeks: I think people from workforce development boards who are doing work with businesses, whether it be rapid recovery work or job developers that are trying to build relationships with their business community, people at community colleges, people at universities, people in high school who are trying to develop pathways and pipelines that are responsive to their local communities.
Mark Silvester: Career counselors?
Dan Weeks: Yes, career counselors. They’re very important in helping to steer students towards good opportunities and get them exposure to things they may not be aware of.
Mark Silvester: And the reason I ask that is listener if you’re looking around to the people you work with, think about those in your ecosystem that have any of those job titles and tell them about the show. Right? So they can start listening and you could start building your own cohort of co-conspirators is you will to implement one of these programs. Now Michael, when we first talked you were telling me about how you studied other systems, other people who had done this. As we know, success leaves clues, and you told me a story about Switzerland and one about South Carolina. Why don’t you tell our listener about that.
Michael: So I’ve been a career technical education teacher for many years. I’ve taught computer science. I’ve taught digital media. I’ve also been an English, history and library science teacher so I’ve always wanted to make sure that whatever we’re teaching in a classroom has context and a relationship to the community. So I’ve always been open to having business people and other professionals really help guide the curriculum in my classroom, and with career technical education pathways you’re required to have an advisory board to help influence your curriculum. Those are really dependent upon what kind of relationships you can build between your teachers, students, and the business.
It’s a hard ask of a business to be part of an advisory committee because they’re not really getting anything immediate out of that relationship. So often, we sort of joke that it’s a milk and cookies kind of a conversation. The business comes. You show them your curriculum. You show them a project. They have a cookie. They tell you it’s nice, the cookie’s nice, your curriculum’s nice, and we meet again in maybe a year or maybe in six months.
So apprenticeship offered a totally different opportunity for the business because now there’s something actually in it for them, that they have influence over the curriculum and they’re going to get an employee out of it. So there was a job a stake and there’s an employee that has a prospect. In looking at a couple of different models, South Carolina has done a great job of doing a whole statewide initiative in apprenticeship and when I talk to my counterparts in South Carolina I said, “So, does the apprenticeship model go further than the advisory model?” Universally, all of them said, “Oh yes. The businesses now are really at the table.” They realize there’s a return on investment for them and realize it’s worth their time to be spending time with you to develop these apprenticeships. Really, I’ve gotten over the past year and half working with apprenticeship, I’ve gotten more business intelligence about what exactly are the skills needed to be successful in various industries than I had over 20 as a teacher in gauging businesses.
Mark Silvester: That’s unexpected I guess. You were surprised by that.
Michael: I didn’t know how effective it would be. When somebody says, “Oh yeah it’s really good. Businesses are at the table,” you go, “Okay. That’s worth a shot.” But just the amount of information that we’ve been able to get out of employers, their willingness to talk to us about really what are the skills … because it used to be we’d hear, “Oh, they need strong soft skills. Yeah, a little bit of job description would be great to have, or they should know a little bit about digital.” Very cursory, nothing in depth really of what would really be the skills needed, nothing to the degree of what we found out through our apprenticeship model.
Mark Silvester: How is Switzerland the same or different?
Michael: Switzerland is even more advanced. Over the last 10 years they’ve really made a lot of changes in how they run apprenticeship and the results of that have been just very impressive. They have one of the lowest rates of youth unemployment in the world and their businesses, over 40% of the businesses in Switzerland participate in some type of an apprenticeship.
Mark Silvester: 40%
Michael: Yes, and it’s a great relationship between the government who issue the curriculum and the business, which offer the work-base learning, and the students who have multiple entries and exits into vocational education or baccalaureate education starting at age 14. You see just the majority of the students or excuse me the majority of the management actually come up through the vocational education training rather than just the baccalaureate training.
There’s a ratio that a lot of economists have thrown out there that it’s you need one higher education degree, like a PhD or a Masters to ever two bachelor’s degree, but then you need about seven technical degrees, which could be associates degrees. That’s really what the ratio that the labor market has been for the last 50 years and they think will still be the relationship, that ratio, for the next 50 years. When you look at the labor market in Switzerland, it follows that exact model, that 60 to 70% of the population go through vocational education training and only 30 to 40% are going through the baccalaureate route.
Mark Silvester: So the numbers add up and we’ve studied an international, and then you studied national. Now locally though there was something that happened here that made it critically important to the economic vitality of this region. Now we said quickly at the very beginning SLO Partners. I think our listener maybe back east doesn’t know what SLO is. So what’s SLO?
Michael: SLO’s the term that we call San Luis Obispo. Just look at the initials. People call it SLO County.
Mark Silvester: And we’re located in central California near the coast. Right now we’re probably half a mile or so from the water. It’s very beautiful here. It’s just untamed beauty, however something happened that’s going to affect this region economically. Dan, what happened?
Dan Weeks: So the largest employer in the County is the utility company, Pacific Gas and Electric, and the only remaining nuclear power plant in California is going to be shutting down in seven years. When it does, it’ll have $1 billion a year of impact to our county.
Mark Silvester: That’s significant. I mean don’t know what the county budget is.
Dan Weeks: Well the county is only 250,000 people.
Mark Silvester: Right, so that’s a disproportionate amount of money, right?
Dan Weeks: Yes, massive.
Mark Silvester: So how long ago did this come on the radar and did it come on your radar? When you said, “Hold it. This is a potential solution, part of the solution.” Of course you’re not going to do a billion dollars in apprenticeship but it’s part of the solution. Tell me how that conversation started.
Michael: That just happened to coincide with some of the grants that were coming out like this California Apprenticeship Initiative to develop new and innovated apprenticeship programs, and it really helped frame the context. I remember sitting at an EVC meeting, that’s our local Economic Vitality Corporation and the announcement had just been made that week. Around the table business leaders all had their jaw dropped, that they really were understanding just how much of an impact this was going to have. It was a just a couple of months prior, they had launched a dashboard of the SLO EVC had, and it identified all the six major sectors of our economy. Energy, power and utility was one separate sector, and what was unique about the graphic that we had for that one sector was it has the lowest number of employees, 1,200, but the highest average salary, $150,000. Nuclear engineers make a lot of money.
Mark Silvester: Yeah they do.
Michael: So when everyone said, “That sector is going away,” all the other sectors were wondering, “Can we make up that gap? Is there another emerging sector that’s going to come out? How are we going to work our way out of this problem? We need to start now.”
Mark Silvester: So you looked at technology companies.
Dan Weeks: Yeah, I think what we did, we know from an entrepreneurialship, if you can set a clear goal that’s future looking, people rally behind it. Change needs to be important and urgent, so what we’ve done in terms of our work on apprenticeship is we’ve stated we want 1,000 additional people in tech before Diablo Canyon, our nuclear power plant, closes in seven years. So everyone knows there’s a number. It’s 1,000 and it’s in seven years. A lot startups make the mistake is we’re going to work hard at this area or that area, but when you have a number, you’re accountable and everyone says, “I want to help you with that.”
Mark Silvester: So you’ve done … I’m just trying to do the math in my head is 1,000 enough to fill that hole?
Dan Weeks: It’s not … see what we’re looking at is to have 1,000 additional in tech before the Diablo Canyon people even free up.
Mark Silvester: Right.
Dan Weeks: And so that’s the difference. We’re not saying we’re going to start retraining the 1,500 now Diablo employees for something else. We’re going to have a pipeline. We’re going to diversify the economy before Diablo closes.
Mark Silvester: I think there’s, if I’m not mistaken, part of the challenge of recruiting companies here is where’s the workforce? You’re suggesting the workforce is here, we’re just not train … There’s a skills gap if you will, or a misalignment with what those businesses need and what you have to provide, and we’re fixing that.
Dan Weeks: Yes, so if you look at Amazon, Amazon’s in San Luis Obispo. They started in San Luis Obispo because they bought a small software startup, but then they realized there’s great people from Cal Poly here, so now Amazon, what they’re doing in San Luis Obispo really isn’t tied to what that startup was. But because they got great loyal workforce that’s highly trained and wants to stay here, they just continue to grow. I think that’s the idea for a lot of tech firms. If you can give them the people they need, they will grow faster and they’ll hire more. You’re getting the fly wheel spinning because you’re giving them what they need to grow their business.
Mark Silvester: So we understand what the big problem was that needed to be solved here locally, and how was it that you add this entrepreneurial mindset to solving the problem? So we have an educational opportunity but it’s an entrepreneurial mindset that makes it happen. Dan, how did you … first off, how did you get pulled into this vortex?
Dan Weeks: So I knew Michael when he was a teacher at New Tech High School. It’s very entrepreneurial at New Tech High School, and then I heard from one of the local business leaders that there was a grant to do apprenticeship, and I didn’t’ really understand apprenticeship in a tech area. So I talked with Michael because I knew him from before, and then once I heard what it was, and I heard that it was funded, and then I saw Michael had an entrepreneurial mindset that we don’t want to just go through the motions. We want to change the world, I said, “Well, let’s do it.”
I think the key in entrepreneurialism is you start with customer discovery. You don’t look in the mirror and say, “Customers are going to love this. Let’s sell it.” You really have to listen, so I used my title as the entrepreneur in resident for Cal Poly’s new business incubator to get people to talk with me. I didn’t do any surveys through email. I just talked with them and about 40 minutes into it, the employers would say, “Well this is what really keeps me up at night.” Then when you get that kind of intelligence … because initially try want to make sure that you’re not just a government program here to help. That’s the last thing they want. They really want to say, “You’re going to help me grow my business and get people who never could have even applied to my openings.”
But it took time and now with the apprenticeship that we have every single one of the people we’ve placed, and we’ve placed 27 across 18 companies, none of them were openings that were on the system. They were all strategic investments by employers to give them a competitive advantage because we took the risk out of the system for them. Now they’re just bragging about these amazing people and they want more.
Mark Silvester: It’s interesting how that mindset, that startup mindset, has been a key to the success of the whole program. Is this … of the things about starting a new business is you have competitors, right? Is this competition for existing programs or this a value added? This is a yes/and rather a either/or?
Michael: It should be viewed as a yes/and because I do think this is complementary but depending on your position you may see it as competition. We have a strong relationship with our local community college and we got a lot of really strong superstars out of their computer networking program that really excelled through our bootcamp approach. The difference between the community college, what their pathway and training was compared to ours, is we had the connection to the certifications as well as the direct connection to the job. So when we asked the apprentices, we said, “So does this compete? Does this conflict with? Is this complementary to what you learned at Questa?” Everyone of them said, “Oh no, this was perfect. This was complementary and really an add-on to what we learned at Questa. We went broad and deep at Questa, and here we went fast and a boot camp approach, and it really got me to where I knew exactly what I needed to have for this job, and you connected me with a job so I could be successful.”
Mark Silvester: So as you’re building these partnerships, and I love the name for the parent organization, SLO Partners, right? It’s just the brand is right in the name, the mission. How does someone go and start building partnerships? I’m guessing you figure out who are all the people you have to partner with, right? So did you start with a map of all the people you had to go talk to to make this work? You guys are laughing like there must have been something.
Dan Weeks: So my approach as an entrepreneur was kind of doing it as a data scientist, which I am. I started by reverse engineering and LinkedIn, every employer in our county who had at least one IT or one computer scientist, and then I came up with 175 companies. What’s interesting, if you look at data that the workforce development boards have and so on, they look more at what’s the single code for the company, but there’s tech everywhere. So our approach was we reverse engineered where the people are and then I prioritized how many total IT and software people were on the list. Then I started from the top and went down, and I stopped at 23 out of the 175.
Mark Silvester: And that was enough to do what we would in software companies call market validation?
Dan Weeks: Yeah, well our grant is for 50 people in two cohorts. We got more than half in our first cohort already.
Mark Silvester: Went through them just like that.
Michael: So an important thing to recognize with this is if you looked at the official employment development department labor market data, it would actually show that our tech industry in San Luis Obispo is on the decline. If I had used that data to inform my choices, I would have never even pursued the grant. What made me pursue the grant and feel like there were enough tech companies that this would be attractive were my existing connections to people like Dan Weeks and computer science companies working within here as a high school teacher, and an entrepreneurial gut instinct that said this will be attractive.
The local community college, rightly so based upon the numbers that they were seeing and their labor market data, they walked away from this grant. They didn’t think it was possible. The Dean of Workforce Development joked with me. We have a great relationship but he said, “Hey, good luck with that. If it works, come back and I’ll be willing to work with you, but you take all the risk on this.” So it was our willingness to take that risk, but that’s also a reflection upon the County Office of Education and Superintendent Electa Breschia of his willingness to take on that risk to explore something new.
Mark Silvester: Is it fair to say though that those are lagging indicators, not leading indicators?
Dan Weeks: Mm-hmm (affirmative).
Mark Silvester: Yeah, so they’re lagging indicators, and if … We’ve already established this is extremely dynamic, extremely fluid, extremely responsive. Everything about this is about being agile, right? Back to how we run our software teams is through agile development, right? So what you’re suggesting is that the way you went out and talked to business, what are your problems today? Not what was your problem three years ago when you filled out a survey, right?
Dan Weeks: I think that’s really true because even within software testing, for example. When I was with HP, I had all of the tester for our inkjet printers working for me, and it was a career that most people never thought about. But if you have four software developers, someone better be testing it. But if you look at the data about software testing as a career, it doesn’t look like a huge career. But if you actually talk with companies, and they hear they can get certified software testers who love to test … you put a computer science major in software testing, they think it’s a penalty box. But, you get someone who it’s a career, and then when I talk with software companies, they say, “Well how many can I have?”
Mark Silvester: Right, right.
Dan Weeks: But it’s looking at it … I didn’t’ look at someone else’s data to say, “We need more software testers.” I just knew it.
Mark Silvester: So as we come to the end of our first episode, we’ve identified what the program is, who should be listening, and because I want to make sure it’s someone’s listened all the way to the end and they go, “Yup, this is exactly the right show for us.” Listener, I hope you’ve taken some notes of people that you want to invite to the show. We’ve gone through kind of the background. I want to, in our next show, dig into nuts and bolts. So in our next show let’s talk about the methodology. Does that sound good?
Dan Weeks: Perfect.
Michael: Excellent.
Mark Silvester: Okay guys. Thank you very much.
Thank you for listening. How will you bring this system to your community and say hello to new careers and goodbye to low wage jobs? For more episodes, visit hellocareers.org or send us a note to podcast@hellocareers.org. We’d love to hear from you with questions or success stories of how apprenticeship is working in your region. ‘Til next time, I’m Mark Silvester with Hello Careers.

Podcast Episodes

Season 2

Episode 1: What Did We Learn?

In this first episode of our 8 part series, Mark Sylvester leads Michael Specchierla, Luke Wallace and Paula Fryer through a discussion on the past year of Apprenticeship with SLO Partners. You will hear success stories, learn about organizational growth and find out what the organization learned.

Episode 2: Social Proof

Hear from an Apprentice and Employer in this episode. Learn about the journey a person takes to become an apprentice and how an employer benefits from the program.

Episode 3: Tips and Tricks for Program Administrators

After three years of Apprenticeship planning, the team at SLO Partners discuss their insights to matchmaking, managing expectations, and building a successful program.

Episode 4: FAQs for Educators

How does your program get education management onboard? Hear from Amy Kardel, VP of Strategic Workforce Relationships at CompTIA.

Episode 5: FAQs for Businesses

Gain insight to how businesses obtain talent for current and future needs through nontraditional channels. Can bootcamps replace four-year degrees and how does apprenticeship affect team diversity?

Episode 6: The Case for Large Organizations

It’s important for large organizations understand that Apprenticeship is not just a social responsibility, but also a big return on investment.

Episode 7: The Case for Small Organizations

Talent can be a competitive advantage for small businesses. Apprenticeship offers a more flexible means to hiring Apprentices. Apprenticeship can be a secret weapon for the smaller business.

Episode 8: What’s Next for Apprenticeship?

This final episode discusses the future of Apprenticeship. With growing support, Apprenticeship is becoming more and more ingrained in the workforce. Hear about the success of SLO Partners and how your organization can adapt our model.

Season 1

Episode 1 – What is Hello Careers?

In this first episode of our 8-part series, Mark Sylvester leads Dan Weeks and Michael Specchierla through an in-depth discussion of the apprenticeship model and the successes they have found in administering their program. By the end of this episode, you can determine if this type of program is right for you and your area.


Episode 2 – Hello Careers Program Overview

In this episode, we give you a detailed look at what it means to administer an apprenticeship program in your area by covering; the program structure, communicating to your target audience, screening for applicants, and what to look for along the way.


Episode 3 – What are the Benefits of Hello Careers?

What are the needs of the business community? How do you get business buy-in? How do you market the program? All of these questions and more are addressed in this episode. We discuss the benefits of the apprenticeship model, as well as avoiding major obstacles.


Episode 4 – The Hello Careers Customer – Partnering with the Business Community

As in any relationship, there will be hurdles in cultivating strong business partnerships. In this episode, we go in-depth on how to effectively find, partner and communicate with local business leaders, as well as avoiding and overcoming common pitfalls.


Episode 5 – How a Continuing Education Program Helps Hello Careers

Where there is a skills gap there is an education gap. In this episode, we discuss the role of education in the Hello Careers model. Specifically, working with local school districts to build a sustainable program by cutting through the bureaucracy and implementing best practices.


Episode 6 – Role of the Public Policy Sector in the Hello Careers Program

Any program of this magnitude will only be successful with the support of the public. Building relationships with public officials is critical. In this episode, we discuss the role of the public sector, how they fit into the apprenticeship model and how to garner support.


Episode 7 – Administration – Effectively Managing the Hello Careers Program

In this episode, we come down from the 30,000-foot view to discuss the nuts and bolts of administering an apprenticeship program and how the program can be replicated in your area. We cover everything from grant management, to developing state and local partners.


Episode 8 – What’s Next? The Future of Hello Careers

In this final episode of the series, we talk about the Big Picture. Discussing everything from best practices and lessons learned, to envisioning the future of apprenticeship programs and creating sustainability.


Episode 9 – Listening to our Partners, Guest: Ty Safreno, CEO & CTO, Trust Automation

Recording Sound Engineer: Anthony Nunez
Post Production Sound Editing: Giovanni Espinoza

Episode 10 – Why Coding Bootcamps. Guest: Dean Mitchell, Lead Developer, StreamGuys

Recording Sound Engineer: Anthony Nunez
Post Production Sound Editing: Giovanni Espinoza

Episode 11 – How to Partner with Us. Guest: Peter Kardel, Co-Founder, Clever Ducks

Recording Sound Engineer: Anthony Nunez
Post Production Sound Editing: Giovanni Espinoza

Episode 12 – Central Coast Voices: How to Choose Your “Ticket Into Tech”