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Tables of Contents for Workforce Development Networks
Chapter/Section Title
Page #
Page Count
Acknowledgments
ix
 
1. Introduction
1
8
2. The Changing Structure of Labor Markets in American Cities
9
14
Skill, Earnings, Race, and Sectoral Shifts in the Urban Economy
11
5
Declining Job Security and Diminishing Returns to Experience and Seniority: The Devolution of Internal Labor Markets
16
7
3. Taking Stock of What We Know About Job Training and Workforce Development
23
10
What Kinds of Training Work Best and for Whom?
24
2
Continuing Systematic Underinvestment in Young People by the Private Sector
26
2
Prospects for Closer Partnerships Between Private Companies and Community Colleges and the Implications for the Training and Successful Job Search of Residents of Low-Income Communities of Color
28
1
The Time Is Right for New Approaches
29
4
4. Why Community-Based Organizations Engage in Training and Workforce Development and Form or Enter Interorganizational Networks to Help Them Do It Better
33
12
Networks, Job Search, and Hiring
36
2
Community Development Corporations and Other CBOs as Social Agents Within Regional Systems of Intersecting Networks
38
3
Assessing CBO Workforce Development Networks
41
4
5. The Case Studies: Workforce Development Networks With Individual Community-Based Organizations at Their Hubs
45
60
Three Types of Interorganizational Networks
45
5
SAN JOSE'S CENTER FOR EMPLOYMENT TRAINING
50
20
Elements of the CET "Model"
54
2
Behind the Technical Evaluation: The Institutionalization of Training as Work
56
1
Embeddendness Within a Social Movement
57
4
The Evolution of Centro de Estudios Para Trabajo as an Organization
61
4
The Department of Labor Replication Phase and Its Contradictions
65
3
CET, Network Theory, and the Future of the National Replication
68
2
PROJECT QUEST AND THE COMMUNITIES ORGANIZED FOR PUBLIC SERVICE AND METRO ALLIANCE OF SAN ANTONIO
70
8
QUEST as Labor Market Intermediary
72
2
Political Economy of Project QUEST
74
2
What Next for QUEST?
76
2
EXPANDING THE CAPACITY TO DO WORKFORCE DEVELOPMENT AT NEW COMMUNITY CORPORATION
78
11
Who Are the "Customers"? Organizational Capacity-Directed, Neighborhood-Directed, and Regionally-Directed Training
79
2
NCC's Employment Services Center
81
1
The NCC Collaboration With the CET
82
3
Luring Instructors From the Private Sector
85
1
Merging NCC's Proliferating Training Activities
86
2
CDC-Based ET Networking and Community Building
88
1
CHICAGO'S BETHEL NEW LIFE, INC.
89
9
The Central Role of Religious Institutions
91
1
Workforce Development at Bethel
92
1
Employment Training and Workforce Development Networks
93
3
The Paradox of Organizational Capacity
96
2
A RURAL-SMALL CITY CDC NETWORK: MAINE'S COASTAL ENTERPRISES
98
7
Developing Business-Like Contractual Relationships
98
2
Overcoming Financial Constraints
100
1
Targeting Opportunities to Facilitate Job Creation for Poor People
100
2
CEI-Initiated Employment Programs
102
1
Convincing the Private Sector That "Unemployables" Can Do the Job
102
3
6. Peer-to-Peer Networks Engaged in Workforce Development
105
30
THE CHICAGO JOBS COUNCIL
105
6
Diversity of Membership
106
1
Welfare-to-Work Group
107
1
Health Care Working Group
107
1
Workforce Development Group
107
2
Organizing a "Voice" for Communities in Confronting What Some See as an Elitist One-Stop Career Center Initiative
109
2
THE PITTSBURGH PARTNERSHIP FOR NEIGHBORHOOD DEVELOPMENT
111
14
A Brief History of the Partnership
111
4
PPND as a Network for Employment Training and Workforce Development
115
4
Pittsburgh Manufacturing and Community Development Network
119
4
Problems in the Original Network of CDCs
123
2
BUSINESS OUTREACH CENTERS OF NEW YORK CITY AND BRIDGEPORT, CONNECTICUT: AN INTERRACIAL, INTERETHNIC, AND PEER-TO-PEER SMALL BUSINESS DEVELOPMENT NETWORK
125
10
Origins of the BOC
128
2
The Challenge of Building a Peer-to-Peer Network While Ensuring Quality Control
130
3
Establishing a More Independent, Secular Identity
133
1
Workforce Development Implications
133
2
7. Regional Intermediaries Bridging Business Development, Community Building, and Job Training
135
14
MULTISTATE PUBLIC AND PRIVATE NETWORKS AS A LOCAL DEVELOPMENT VEHICLE: THE REGIONAL ALLIANCE FOR SMALL CONTRACTORS
135
6
Making Top Corporate Executives Stakeholders
137
2
The Alliance Forges Relationships in the Community
139
1
Problems and Challenges With Replication and Expansion
139
2
The Regional Alliance as a Model for Doing "Affirmative Action" Without Quotas
141
1
COMMUNITY COLLEGES AS INTERMEDIARIES: THE CASE OF LAWSON STATE
141
8
Links Between Community Colleges and Community-Based Organizations
144
1
"Networks of Networks"
144
1
Reinventing Lawson State's Approach to Network Participation
146
3
8. Synthesis and Conclusions: Toward Better Design, Promotion, and Evaluation of Community-Based Workforce Development Networks
149
20
The Leadership Question
152
1
The Paradox of Networking and Organizational Capacity
153
1
Community-Labor Coalitions (and Working With Labor Unions in General)
154
4
Benchmarking
158
3
Qualitative and Process Issues in Program Evaluation
161
3
Promoting Leadership and Staff Communication Among Organizations
164
2
Encouraging and Facilitating Networking Activities Among CBOs
166
1
Promoting Greater Public Awareness of Serious, Structured Networking Activities
167
2
References
169
9
Index
178
11
About the Authors
189