Project Quest may bear the markings of a social service agency, but in San Antonio, Texas, it is viewed as a training institute for paraprofessionals. "We're seen as a source for skilled, valuable employees," says Project Quest Executive Director Mary Pena.

The mission of Project Quest is to train San Antonio residents who would otherwise be out of work or on public assistance. But Project Quest does more than teach job skills. It ensures that "participants get all the attention and support they need to successfully complete the program," says Pena. Rather than leave participants to navigate alone through financial and emotional minefields, Project Quest provides financial assistance and counseling.

The roots of success. When Levi Strauss & Co. announced in January 1990 that it was leaving San Antonio, more than 1,000 people were left jobless, and many of them, according to Pena, "did not have a transportable skill." During the 1980s the city had lost 14,000 low-skill jobs in manufacturing, textiles, transportation, and construction.

At the same time, San Antonio gained 19,000 skilled jobs in health care, education, information technology, and service technology. "There was a huge need for skills training from both the employer and employee sides," says Pena.

Knowing that something had to be done, two local affiliates of the Industrial Areas Foundation began to investigate the need for job training programs. "What makes Project Quest unique," says Pena, "is that it came out of the community. Communities Organized for Public Service and Metro Alliance went directly to the people to find out what was needed."

After meeting in neighborhoods and listening to testimony, the two groups agreed that any training program must be long term, tied to real jobs, and provide direct financial support to participants. "They also agreed that the program would have to train people in areas that would provide a living wage that would allow families to sustain themselves," says Pena.

Cultivating support. In January 1993 Project Quest launched a 2-year training program in a community college for about 200 residents. But before organizers could proceed, they had to secure both the promise of jobs from the local business community and funding.

Project Quest's founding groups used established relationships within the community to raise the $6.5 million needed to get the program started. "The founding groups felt strongly that the program should be supported with local money to the extent possible," says Pena. The city of San Antonio gave Project Quest $1.6 million from its general fund and $400,000 from a federal Community Development Block Grant. The state of Texas committed $2 million of its federal Job Training Partnership Act allotment and $2.5 million of state funds.

To ensure that graduates would find work, the founding groups, relying on previously established contacts, lined up 650 jobs before Project Quest opened its doors.

With job promises in hand, Project Quest staff set about developing a curriculum that would provide participants with the technical skills necessary for success and advancement. Employers collaborated with educators to design instructional programs for positions in various disciplines.

Nurturing learners. "Outreach teams are scattered throughout San Antonio in churches and community centers," says Pena. These teams share information about the program with potential participants "and are upfront about the time commitment," she says. Of those who attend the orientation, Pena estimates that only one in six is admitted to the program.

The next step is a formal interview by a Project Quest counselor. Those accepted into the program must have a high school diploma or GED; be economically disadvantaged; and have at least one barrier to employment, such as being a single parent or having an arrest record.

On entering the program, individuals undergo a lengthy assessment, orientation, and testing. An important aspect of this initial phase is career exploration. "We encourage participants to watch videos, go to the library, or talk to people in the field—our alumni or others—to get a good sense of what it is that they want to go into," Pena adds.

Following the assessment, counselors explore each participant's financial and domestic situations. "We want to identify any obstacle that may arise so that we can be prepared to deal with it," says Pena.

In addition to attending classes at one of four local community colleges, participants meet weekly in groups with their counselor. These groups are arranged by vocation "so that newcomers can learn from those who have been in the program for a while," Pena says. The motivational meetings are designed to help people reach graduation.

Counselors also help participants tackle issues ranging from physical abuse to low self-esteem to finding part-time work and procuring student loans. Securing and paying for childcare and transportation are the two areas in which participants need the most guidance and assistance, according to Pena.

Moving a participant through the 16-month program costs Project Quest about $8,000. In addition to tuition payments, Project Quest covers counseling, "books, tools, uniforms, and anything else that is needed to get them through training," says Pena, including, "rent or medical assistance when acute care is required."

Fueling local business. By bringing in local employers at the planning stage, Project Quest developed a "core group of believers," says Pena. Project Quest sells itself to the business community as an economic investment in San Antonio's future. To train qualified employees, Project Quest staff meet with business and industry leaders to determine the skills required to succeed in specific occupations. Then educators are brought in to develop training programs to meet the identified needs. The development of specific training programs has improved the curriculum at local community colleges and provided them with new equipment.

Although Project Quest remains employer driven, it no longer relies on the guarantees of local businesses to provide jobs. "We do projections based upon employer and industry advisory committees," says Pena. "We listen to what the consortium is telling us about their industry, the number of new jobs, and where those jobs will be."

Sustaining job earnings. The typical Project Quest graduate makes about $9 an hour. In a 1996 report to the Ford Foundation, one of Project Quest's initial supporters, Paul Osterman and Brenda A. Lautsch of the Massachusetts Institute of Technology noted that Project Quest participants increased their annual earnings between $4,923 to $7,457. Participants see their hourly wages rise by at least $1.30. Graduates also enter jobs with medical benefits and clearly defined prospects for career advancement.

Looking to the future. "Our goal is to make an economic impact on the city," says Pena. "But to do so, we have to expand." Project Quest currently serves 700 to 800 individuals each year, and the organization's 5-year goal is to serve 1,500 people a year. The executive director points to customized training as the area in which her group can make the greatest difference.

"We do good work. We've helped a lot of people," says Pena, "but if we're to help the city and have a real economic impact, then we still have a way to go."

For more information, contact: Project Quest, 301 South Frio, Suite 400, San Antonio, TX 78207-4446, (210) 270-4690, www.questsa.com.