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Support in filling backfills for early ending HS YPS. We were able to maintain a large number of positions that were vacated by high school interns by filling them with college interns. This provided additional YP opportunity, maintained these positions for the future, and maintained revenue. -CCS Team

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Collaboration across teams and with Partners to show gratitude to YPs and Interns!

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- PCs strong advocates for YPs in all situations
- PTL went well
- Follow up Triangle meetings
- Responsive to issues or problems that pop up

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- Overlap of surveys and performance reviews (asking students and supervisors to fill out a performance survey 3 months in a row)
- Setting up too many meetings within that time span
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- Timing of surveys (too much? too often?)
- Usage of surveys (what is the information used for)
- Taxi service

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- The overwhelming amount of action items during April
- Not having CCC Cons during the week and it leading to lower attendance rates (far below what is expected). Can we have these during the week?

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- Communication of opportunities to rest of org (positive things too!)
- More regular communication and coordination across teams when it comes to partners and students
-  A more formal and escalation process
- More aligned with National with Action Items (surveys)
- Regular data updates on our internship program
- Regular review and alignment of survey data
- How we encourage partners to start off strong and helping communicate the "why" to interns and supervisors
- Clearer transition plan from summer to internship year

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Timing of Performance Reviews. Moving PRs earlier in the year allowed PCs to have more capacity to focus on transition later on. In past years, there has been more overlap between PRs and transition which resulted in too many tasks for PCs and YPs to complete in a short period of time. This adjustment to January/February PRs was great. Recommendation: could we align HS and CCS performance reviews to coincide this year? That way we could train PCs on best practices, and monitor progress and trends as a broader programming team! -CCS Team

Clearer communication over gratitude month. How can we be showing better gratitude to each other. Also for supervisors to show gratitude to interns.

Utilizing data from the student satisfaction survey (even across departments)

Following up on Action Items. How are we being intentional with what we are having students do

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Better processes for matching fairs or removal of matching fairs. If a company cannot support their own matching fair and have it go efficiently then it should not be held. Matching fair for one company this year fell heavily on PCs and was not executed efficiently which cause mismatched pairings with students.

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- Considering the specifics of each partner when it comes to messaging about summer hours and expectations
- More communication/asks of corporate partners for the summer

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Better communication between sponsor and supervisors about how many hours students can work. PCs work with supervisors to determine hours. Sponsors should communicate with their supervisors from day 1 if students can work more than 20 hours so when breaks/summer comes around everyone is on the same page, and there is no concerns of students working more than 20 hours because they got approval from supervisor and not sponsor.

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IPAs occur in the second month and though it's supposed to be framed as an "initial performance assessment", as in just seeing how things are going, proactively identifying concerns and areas of growth, it usually leads into red flags and action plans. I think we can better utilize IPAs and reframe the purpose of them to continue centering growth and coaching on the supervisor side and intern side.

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Lack of consistency tracking backfill numbers over time. I think both of our teams use different systems and reports to track internship start and end dates. We haven’t had a consistent list of how many potential backfill positions we had this year, versus how many were place, and how many college interns persisted. Therefore, in my “plus” above, I couldn’t cite a specific number of backfills we DID take on this year (though, I’m sure we can figure it out – let’s devote some time to running the numbers together for the sake of this recap). -CCS Team

Lack of competitiveness for companies that can't offer more than 20 hours a week over the summer.

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We created SMART goals with our students and then...they don't really go anywhere or are followed up with. How can we make this more meaningful and not just an action item?

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- Staff turnover and how that impacts captured information around Corporate Partners
- Third party systems
- Growth without meaningfulness (growing to just grow)

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Lower HSS Persistence = higher caseloads for college PCs. Since we lost more HS YPs than expected this year, that also meant that we gained more CCS interns than expected. The result of this is HS PCs with very low case loads (i.e. 14) while CCS PCs ended up with closer to 30 interns (in addition to TDP responsibilities). Recommendation: We create a contingency plan to trigger some cohort or project adjustments if a PC cohort goes below X or above Y numbers. -CCS Team

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Collaboration of PCs at the same company. I know multiple cases when HSS and CCS PCs worked together to participate in corporate partner opportunities together. I love to see PCs supporting interns at the same company as one unified team, rather than two separate ones. -CCS Team

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Short timeframe and turnaround leading up to removals to provide an arm of support from school partners
SCP

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Data and definitions are shared and consistent among the teams from the start of the internship program to the end in terms of collaborating with what is communicated about the actual data entries, troubleshooting data entries themselves, and the reports.

Ops

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Not understanding of where students are at 

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Not understanding of where students are at 

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The first couple of months really should be emphasized as learning/development for our students. They are still figuring out how the internship fits into their school schedule, their personal life, and what communication practices are. Approaching "yellow flags/red flags" from a lens of understanding that they are still figuring it out rather than complete escalation

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24 Black/AA student removals, impacts the relationship of recruiting more Black/AA students
SCP

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Vague position descriptions  during summer training placement

ST

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Lack of supervisor support led to increase in numbers of red flags, which consequentially meant students were removed.

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Streamlining a progressive red flag process to identify areas of concern and support to loop in School Partners

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Company or Supervisor Red Flags. Our team was unaware that a process exists to elevate concerns with a specific company or supervisor, until we were in the middle of a difficult situation. We would benefit from having a more consistent way to identify troubling trends over time, and mitigate them. Recommendation: A training in the fall for all PCs and program managers to understand and utilize this process more consistently. -CCS Team

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Creating less vague job descriptions during placement process

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- Providing more training/coaching on our red flag process to supervisors so supervisors slow down and understand the steps of red flags and realize that it's important to create growth plans and partner with our schools (HSS)

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A potential threat could be that if we do not have strong supervisor training this year for all supervisors then it could lead to us having similar problems this year.

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This is relevant throughout the entire year, but very little breaks implemented during the school year, or after-care during high busy periods of the school year. Sept-Nov was very busy with getting internships started to IPAs to prepping for winter break hours, and surveys. There is too often a normalization of the low capacity for PC/S and not much done preventatively. This in turn affects the quality of support PCs/S can provide to their students and how strongly we can show up for them