NEWS & UPDATES

Partners are applying the same employer-driven approach to other high-demand careers

Dive into Colorado’s Efforts to Build a More Connected Education-to-Career Ecosystem

As our nation celebrates 250 years, we're inspired to keep building toward a future where opportunity is within reach for every learner and earner. Throughout July, The Attainment Network team will join partners across Colorado and the country to strengthen career-connected learning, expand economic mobility, and build systems that help every learner and earner thrive. Here’s where you can find us this July: 🗓️ July 1 🔹 Colorado Space Institute Space Educator Bootcamp Celebration – Castle Rock Emily will join education, industry, and workforce partners to celebrate the Colorado Space Institute’s Space Educator Bootcamp and explore how educators are bringing space science and STEM learning into classrooms across Colorado. 🗓️ July 10 🔹 Regional Accountable Entity 1 San Luis Valley Programs Improvement Advisory Council Meeting – Alamosa Wes will join healthcare providers, community organizations, and regional leaders working together to strengthen healthcare programs and address the social determinants of health across the San Luis Valley. 🗓️ July 13-15 🔹 CU Badge Summit – Boulder Stefan will attend this national convening focused on the future of digital credentials and how they can expand learning and career opportunities. 🗓️ July 14-16 🔹 College Board District Success Network Conference – Denver Rana will serve on a panel exploring how schools can help students connect classroom learning to future college and career opportunities. 🗓️ July 16 🔹 Postsecondary Talent Development System Transition Advisory Committee – Denver The Transition Advisory Committee, including our own Michelle Camacho Liu, reconvenes to continue developing recommendations to guide Colorado's new unified postsecondary talent development system. 🗓️ July 20-21 🔹 ECMC Research Gathering: From Questions to Change – Minneapolis Stefan will join ECMC Foundation partners from across the country to explore how research, policy, and practice can work together to drive meaningful systems change. 🗓️ July 23 🔹 Construction Pathway Meeting – Alamosa Ashley and Wes will reconvene with education, workforce, and industry partners in the San Luis Valley to continue building a shared strategy for strengthening construction career pathways across the San Luis Valley. 🗓️ July 30 🔹 Colorado Society of Certified Public Accountants Summer of Fun – Colorado Springs Michelle Payne will connect with accounting professionals, educators, and employers to explore trends in the profession and opportunities to expand mentorship and internship pathways. If you’ll be at one of these events or working on something similar, please reach out. We’d love to hear from you. 

Great apprenticeship programs don't stand still. They evolve.

By Reanna Werner, Co-Founder & Chief Problem Solver, Savvion HQ When we talk about Colorado’s workforce challenges, the conversation often starts with hiring. Employers need more applicants. They need stronger applicants. They need people who show up, communicate, solve problems, stay through the hard parts, and grow into leadership. From my vantage point as co-founder of Savvion HQ, I spend much of my work alongside small business owners who are trying to grow responsibly while navigating real-time challenges in hiring, payroll, HR, compliance, leadership, and retention. I am also helping shape the Careers in Hospitality initiative in partnership with the Pikes Peak Workforce Center and Visit Colorado Springs, which has given me an even closer look at how these workforce pressures are playing out across one of our region’s most people-centered industries. What I see is this: hiring is not the whole story. Hiring is the symptom. The deeper issue is that our education, workforce, and employer systems are still too often operating in separate lanes, while employers are trying to navigate one very real, very connected road. That disconnect is especially visible in hospitality and tourism. Hospitality is one of the most people-centered industries in our region. It is also one of the most misunderstood. Too often, students and families see hospitality as a temporary job, not a career pathway. But those of us working closely with employers know the industry is full of opportunities in operations, management, sales, events, culinary, finance, maintenance, marketing, guest experience, and entrepreneurship. The challenge is that the pathway is not always visible. Through Careers in Hospitality, we are working to build a clearer education-to-workforce pathway for one of the Pikes Peak region’s most people-centered industries. This work is being modeled in part after Careers in Construction, a highly successful local program that has already shown what is possible when industry, education, and workforce partners come together around a shared talent pipeline. Their support and guidance have been invaluable as we think through how to adapt a proven framework to the hospitality and tourism sector. We recently had the opportunity to work with MBA graduates from UCCS who used our program as their capstone project. They surveyed hospitality and tourism executives and general managers across the Pikes Peak region to better understand workforce challenges, skill gaps, and employer interest in education-to-workforce partnerships. The report included 39 valid responses from hotels, attractions, event venues, food and beverage businesses, cultural and historic centers, sports and community organizations, transportation services, and other tourism-adjacent organizations. The results were not shocking, but they were clarifying. Employers identified wage competition as their top workforce challenge at 56%, followed closely by hiring qualified candidates at 51% and leadership pipeline concerns at 49%. Retention, attendance and reliability, and scheduling availability each came in at 38%. That tells us something important. Employers are not facing one isolated hiring problem. They are dealing with a layered workforce challenge that includes compensation pressure, readiness gaps, reliability concerns, and a shortage of emerging leaders. The skill gaps were even more telling. Employers reported that today’s applicant pool is lacking communication skills at 74%, time management and prioritization at 72%, customer service at 69%, and customer service techniques at 67%. On the behavior side, the top gaps were resilience at 74%, work ethic and reliability at 72%, service mindset at 72%, and resourcefulness and problem-solving at 72%. These skills are often referred to as soft skills, but that term no longer fully captures their value. Across education and workforce conversations, many organizations are now describing them as durable skills or power skills because they travel across roles, industries, and career stages. I prefer durable skills because that is exactly what they are: skills that hold their value even as technology, job duties, and industries change. In hospitality, communication is not soft. It is the difference between a frustrated guest and a loyal customer. Reliability is not soft. It determines whether a team can function during peak season. Problem-solving is not soft. It is what allows an employee to handle the moment when the reservation is wrong, the room is not ready, the event timeline shifts, or the customer is upset. And this is where AI becomes part of the workforce conversation, not a separate conversation. AI is already changing how employers think about entry-level work. Tasks that are repetitive, administrative, or easily standardized will continue to be supported or reshaped by technology. That does not mean entry-level workers become less important. It means the expectations for entry-level workers are changing. The young person entering the workforce now will need to be comfortable with technology, but technology alone will not make them successful. They will need to know how to ask better questions, interpret information, communicate clearly, adapt in real time, and use good judgment. In a service-based industry like hospitality, they will also need to do the human work that AI cannot replace: reading the room, calming a tense interaction, building trust, showing empathy, and creating an experience that feels personal. That is why durable skills are not secondary to technical training. They are the foundation that makes technical training useful. For employers, AI may eventually help with scheduling, guest communication, training, marketing, revenue management, and back-office functions. But if the workforce pipeline is already struggling with communication, resilience, reliability, and problem-solving, then technology will not solve the core issue by itself. In some ways, it raises the bar. Employees will need both digital confidence and human readiness. That gives education-to-workforce programs a clear assignment. We cannot prepare students only for the tasks that exist today. We have to prepare them for workplaces where technology is changing the task list, but human judgment still determines the outcome. The survey also showed where the pressure is greatest. The hardest roles to fill were maintenance and facilities at 51%, managers and assistant managers at 41%, front desk and guest services at 38%, housekeeping at 38%, and culinary roles at 33%. That matters because some of the most difficult roles to fill are also some of the most important for career exposure. Front desk employees often become the central nervous system of a hotel. Maintenance roles can lead to stable, skilled, well-paying careers. Housekeeping is essential to guest experience and brand reputation. Supervisors and assistant managers become the bridge between entry-level talent and long-term leadership. If students never see those roles as meaningful career pathways, we lose them before they ever enter the pipeline. At the same time, employers are being honest about their capacity. When asked how much time their organization could commit to a workforce development program, 51% said occasional participation, meaning one to two times per year. Another 31% said they could commit to quarterly engagement, while only 15% said they could support ongoing advisory, hosting, or mentoring. That is not a lack of interest. It is a reality check. Employers want to help, but many are running lean. Their biggest limitations were time constraints at 92%, staffing levels at 56%, and cost at 38%. For small and mid-sized businesses especially, goodwill is not the barrier. Capacity is. That means our workforce solutions have to be designed differently. If we want employers to participate, we need to meet them where they are. We need to reduce friction. We need to create clear, practical ways for businesses to contribute without asking them to take on another full-time project. We need to build models that respect employer capacity while still giving students meaningful exposure. One promising approach is project-based learning. Instead of asking an employer to build an entire program from scratch, the employer identifies a real business challenge. Students work on that challenge with guidance. The employer receives useful ideas, fresh perspective, and a tangible result. Students gain exposure to the industry, build durable skills, and begin to understand how classroom learning connects to actual work. That is the kind of partnership employers appear ready for. In the survey, 82% identified better job readiness as a priority outcome, 79% said a stronger applicant pool would matter most, 56% pointed to faster hiring, and 56% pointed to leadership pipeline development. The opportunity is there. The design has to be right. That is one reason the example set by Careers in Construction matters so much. They have helped demonstrate that career pathways become more real for students when employers are organized, educators are supported, and the program structure is clear. Careers in Hospitality is being developed with that same spirit: practical, employer-informed, and built around exposure, readiness, and real opportunity. For Careers in Hospitality, that means starting with attainable goals. We have to prove value early. We have to build trust. We have to show employers that their participation leads to better-prepared students, stronger applicants, and a clearer talent pipeline. It also means helping students see hospitality differently . One respondent said the region needs more awareness that careers in tourism exist beyond being a tour guide. Another pointed to the need to transform the sector from a temporary job model into a professional career pathway. Others highlighted advancement from front desk to management, operations, sales, marketing, maintenance, events, and leadership. That is the story we need to tell. Hospitality is not just a first job. It can be a first step. It can teach durable skills like communication, emotional intelligence, problem-solving, leadership, financial awareness, customer experience, and operational discipline. Those skills transfer across industries, but they can also build long-term careers right here in Colorado. What gives me optimism is that this is not an unsolvable problem. We have employers who care. We have educators who want students to succeed. We have workforce leaders asking better questions. We have students who are capable of rising when they are given exposure, guidance, and a real path forward. But we have to build the connective tissue. Employers need to be clearer about the skills they need and more willing to help shape learning experiences. Educators need stronger bridges to industry so students can see pathways earlier. Workforce leaders need to design programs that are useful, not just well-intentioned. Policymakers need to support flexible, local models that can respond to actual employer needs. Colorado’s workforce future will not be solved by one program, one policy, or one sector working alone. It will be built through practical partnerships that respect everyone’s reality. Students need clarity. Employers need capacity-conscious ways to engage. Communities need pathways that lead somewhere meaningful. If we do this well, we will not just fill open jobs. We will help young people see a future for themselves in Colorado’s economy, and we will help employers become active builders of the talent they hope to hire. Data points are drawn from the April 2026 Pikes Peak Region Hospitality & Tourism Workforce Development Survey Industry Needs Assessment Report and survey output charts.

And why they are still wor th it

From Boulder to the San Luis Valley to Washington, D.C., we’re joining conversations that are shaping the future of learning and work.

Our recent L/Earner Voice Symposium offered a powerful reminder that systems are stronger when they are shaped by the people they are meant to serve. The learners and earners who presented Ted Talk-style reflections have worked with education and workforce organizations that value the expertise and lived experiences of learners and earners. They shared honest reflections about the difference between simply inviting young people into conversations and creating environments where their insights and ideas genuinely shape decisions, opportunities, and outcomes. Throughout the discussion, several themes emerged consistently: the importance of authentic engagement, the need for empowering environments where young people feel safe sharing ideas, and the role relationships and mentorship play in building confidence and opportunity. Speakers emphasized that learners are not only participants in education-to-workforce systems — they are experts in the challenges those systems are trying to solve. Panelists also spoke candidly about the barriers many young people face, including financial limitations, self-doubt, and the need for spaces that support both personal growth and guidance. “Young people deserve to get paid for their work,” said Gabriela Chavez, urging organizations to avoid situations where only young people who can afford to participate are the ones who get heard. Our learner and earner speakers also shared inspiring stories about moments when their voices influenced real change — from improving programs and products to advocating for education funding and mentoring others. Anyshya Hemphill had a moment when she learned that her insights and leadership led to 400 young people engaging with the networking guidance provided by the DeBruce Foundation. “That was the moment I was like, okay — wait, what I said actually made a difference.” Thank you to all of our learners and earners who shared their experience.

Lasting systems change doesn’t happen by chance. It happens when schools, colleges, employers, and communities work together toward shared goals — and someone helps connect the pieces into a coherent system that drives results. That’s the role of intermediaries. In this short video, learn how intermediaries like The Attainment Network help bridge silos, build trust, align partners, and support implementation that leads to lasting impact. Hear how this approach is helping communities like the San Luis Valley strengthen education-to-workforce pathways and meet critical workforce needs. Watch the video to see why intermediaries are essential to turning collaboration into action.

Melanie D’Evelyn on cross-sector collaboration for economic mobility

What does it take to ensure every learner graduates with purpose, direction and access to opportunity? That question was at the heart of our recent Professional Learning Series session, Pathways and Career Navigation: Insights from the Purposeful Pathways Commission, where local, state, and national education leaders shared a powerful message: this work is gaining traction — and it’s delivering results. District leaders described growing learner engagement and meaningful outcomes emerging from career-connected pathways, including rising graduation rates and improved academic performance. The message was clear: When learners connect their education to purpose and future opportunity, motivation grows. District Leaders Share Insights on Connecting Education to Purpose Cañon City High School has created a culture where every adult is an “Opportunity Guide,” helping ensure career navigation is not the responsibility of their four counselors alone, but part of how the whole system supports students. That mindset reflects a larger culture shift presenters echoed throughout the session: this is not additional work — this is the work. That spirit of shared responsibility was evident across districts. Denver Public Schools announced a growing partnership with the City of Denver to leverage employer relationships to scale work-based learning opportunities to all Denver students. Adams 12 Five Star Schools highlighted systemwide investments in pathways, transition supports and exploratory experiences in elementary, middle and high school. Critical Role for Intermediaries John Garcia, III, emphasized the important role intermediaries play in making this work possible — particularly in employer engagement. With educators pulled in many directions and employers struggling to understand “eduspeak”, intermediaries add capacity, translate across sectors, and help build the trust and shared accountability needed to sustain partnerships. Thank you to all our presenters for sharing their insights: John Garcia III, Ed.L.D. — Co-chair, Commission on Purposeful Pathways Amber Elias — Colorado Education Initiative (on behalf of the Homegrown Talent Initiative) Michelle Camacho Liu — The Attainment Network Samantha Haviland — Denver Public Schools Bill Summers — Cañon City High School Beau Foubert — Adams 12 Five Star Schools Watch a recording of the entire webinar here View slides Check out resources shared during the presentation: Commission on Purposeful Pathways Report: A Launchpad for Life - A Vision for Purposeful Pathways for all Students Pathways to College and Career: Advancing Colorado’s Homegrown Talent Coalition to Lead and Sustain Complex Change CCHS Pathways Handbook Up Next: Our Learner Voice Symposium Don’t miss our next session: L/Earners Leading: Centering Learner Voice in Career-Connected Learning on Monday, May 18 from noon to 1:30 p.m. Learn more.

May is packed with conversations about workforce innovation, civic leadership, and community connection. From national convenings on skills-based hiring and apprenticeship to regional events in the San Luis Valley and statewide strategy discussions, The Attainment Network team is showing up in spaces where ideas turn into action. We’re excited to keep building partnerships, elevating learner voice, and shaping the future of education-to-workforce systems. 🗓️ May 1 🔹 Future Ready Apprenticeship Center Launch — Virtual Katherine will join leaders from across the country for the launch of the Future Ready Apprenticeship Center. Hosted by CareerWise, the event will feature the unveiling of 10 states leading the future of workforce opportunity through Apprenticeship America. 🗓️ May 3–5 🔹 Close It Summit — Santa Fe, N.M. Leaders from across the country will gather at this national convening to explore strategies for closing gaps between education, training, and employment. Stefan and Ashley will join our career navigator, @Okany Rivas , to present our work in the San Luis Valley and join conversations on skills-based hiring, stronger data sharing, and cross-sector partnerships that build a more equitable and effective workforce system. 🗓️ May 4 🔹 Colorado Future Systems Forum: Shaping the Future of Colorado’s Workforce — Denver Rana will join leaders from across Colorado to explore the the social, economic, and behavioral barriers to upskilling and reskilling — and discuss policies needed to strengthen the workforce system. 🗓️ May 7 🔹 Care and Share Recipe for Hope — Monte Vista Bringing together local businesses, organizations, and supporters, this community fundraiser raises awareness and support to address food insecurity across Southern Colorado. Ashley and Wes will attend to support programs that provide meals to individuals and families across the region while connecting with regional partners. 🗓️ May 8 🔹 Alamosa Chamber Arts and Awards Gala — Alamosa Ashley will join community leaders and partners to celebrate leadership, economic development, and cultural contributions in the San Luis Valley. 🗓️ May 11 🔹 EGTC Apprenticeships for All Cohort Session – Denver Libby is facilitating the second session with employers who are focused on strengthening their apprenticeship programs and expanding opportunity for learners and earners. 🔹 Colorado Project Cohort Launch — Virtual A new cohort of civic, political, and private sector leaders from across Colorado will come together to explore challenging policy issues and identify common ground for action. Rana has been invited to participate in the initiative, which aims to turn civil discourse into practical, collaborative solutions for Colorado’s future. 🗓️ May 18 🔹 L/Earner Voice Symposium — Virtual Join us for this interactive session highlighting the power of learner and earner voices through a series of short Ted Talk-style presentations from learners and earners sharing their own experiences navigating education and career pathways. Our presenters are leading the way with development of programs and policies that support career-connected Learning outcomes. Learn more and register . 🗓️ May 19 🔹 Future of Work: From Data Signals to Strategy — Denver Rana and Stefan will join employers, talent leaders, and higher education partners to explore labor market signals and employer-led strategies to keep Colorado competitive. 🗓️ May 21 🔹 CDHE Career and Workforce Development Leaders Convening – Virtual Rana will join this statewide convening focused on career and workforce priorities across Colorado’s higher education system. 🗓️ May 27 🔹 CEEMI Post-Session Legislative Briefing and Recap – Virtual What happened at the Capitol this session—and what does it mean moving forward? This CEEMI briefing will unpack key legislative developments, including updates on HB 1317 and other action affecting education, workforce, and economic mobility. Rana will join partners for the discussion.

A look at the work and the collaboration driving momentum in 2026

Aaron Miltenberger shares insights on transferable skills, rural learners, and the future of Colorado’s education-to-workforce ecosystem.