This material was developed with the support of grant funds awarded by

The Michigan Department of Career Development.

To help place the contents of the Career Development System Comprehensive Plan in context, the following is offered as background.

The Michigan Department of Career Development (MDCD) has conceptualized Michigan’s Career Development System as having 3 subsystems:

1. Career Preparation System -- delivered by K-12 School Districts, Community Colleges, Private Technical Schools, Colleges and Universities;
2. Workforce Development System -- delivered by Michigan Works! Services, Adult Education Programs, Work First Programs, and Workforce Investment Act Programs; and
3. Worker Enhancement System -- delivered by employer-based training programs and customized training activities.

Each Michigan Works! Area (MWA) has several governing bodies, agencies and institutions involved in establishing and delivering an array of programs and services that make up the 3 subsystems listed above. It is postulated by the MDCD that through strengthened partnerships among the organizations involved in each MWA, coordination of career development services will be enhanced, allocation of available resources will be optimized and career development system outcomes will be improved.

In an effort to move this notion forward, the MDCD has asked each of the State’s 25 Workforce Development Boards and their respective Michigan Works! Agencies to work through an extensive community-based strategic planning process involving the Career Development System partners. The thrust of this effort is "Building Strategic Partnerships for Career Development."

The MISSION is a broad statement of the unique purpose for which the organization exists and the major function it performs.

The mission of the Kalamazoo - St. Joseph Michigan Works! Area is to develop, sustain, and continually improve a Career Development System that produces workforce members who possess the skills essential to participating in gainful employment and enhancing the region’s economy.

The VISION is a broad statement of what the organization foresees as beneficial changes to be realized by a predicted date.

Attract, high tech, high pay jobs and to have workers with the skills to fill them

Meet the unfilled demand for workers in positions that are not high skill, high pay with sufficient wages to attract and keep employees

Foster increased coordination between the employer and education communities to prepare future and incumbent workers to find and maintain self-sustaining and meaningful employment

Have all current partners across the Career Development, Workforce Development, and Worker Enhancement Systems view the strategic plan as their own

Work to involve the economic development and employer members of the community in future strategic planning efforts

Maintain and improve the area’s reputation as a good place to live, work, and raise a family

ASSUMPTIONS

ORGANIZATIONAL ASSUMPTIONS convey the major premises and suppositions that drive the nature of the organization’s decision-making and practices.

• A healthy business climate enables community well being.
• Highly skilled workers are essential for business success.
• Workers considered to be "highly skilled" possess both skills specific to the occupied job and skills general to virtually all workplace settings.
• In today’s culture, the greatest opportunity to effectively transmit general workplace skills is in the formal education system.
• One’s income and quality of life are dramatically influenced by the skills and knowledge one possesses.

(from the environmental scan)

CRITICAL TRENDS AND ISSUES are those internal and external factors that must be dealt with if the organization is to proceed in a manner consistent with its mission.

In the past 5 school years beginning with 95/96 and ending with 99/00, area scores have met or exceeded state results in at least 50% of the areas compared with the exception of the 99/00 school year when only 25% of areas tested were better than the state. It is too soon to tell if this is a gap that will widen

It should be noted that while the content of this plan constitutes products of the strategic planning process to date, establishing and strengthening strategic partnerships is viewed as an on-going effort in the Kalamazoo - St. Joseph Michigan Works! Area.

STRATEGIC DIRECTION, established by a well-crafted strategic plan, sets the course for the organization’s capacity to thrive in its rationally anticipated future.

In the skills-intensive economy of the 21^st Century, one thing is clear: knowing means growing. Indeed, the correlation between education attainment and income is becoming stronger and stronger. It has been difficult in the past and it will be virtually impossible in the future for individuals with low levels of education and underdeveloped workplace skills to vigorously participate in the ever-changing economy.

The improvement of education levels and workplace skills will become an increasingly critical force for propelling the local economy into a growth pattern equal to or better than neighboring economies. Optimized learning at all levels and for all populations holds the promise of moving families out of poverty, improving per capita income, enhancing the local economy, and bettering the over-all quality of life for the region’s residents.

Learning improvement, skills enhancement, and vigorous employment for those participating in the Career Development System’s education and training activities are the prevailing themes in this plan. The Kalamazoo-St. Joseph Career Development System offers the following goals and strategies as products of its community-based strategic planning process: (1/2001)

STRATEGIC GOALS are statements defining the desired, measurable outcomes resulting from the organization's efforts.

Improve Work Keys scores of the number of high school and community college students and /or incumbent workers taking the Work Keys assessment by an average of at least one level on 3 assessments (e.g. Reading, Applied Mathematics and Locating Information; average one level gain per assessment

Goal 2: Improve employment and income circumstances for Workforce Development Program participants.

Increase average hourly wage at placement of Workforce Development Program from, $7.50 to $7.75 in year 1, $8.00 in year 2, and $8.50 in year 3.

Goal 3: Strengthen incumbent worker skills.

Increase number* of employed workers completing community college classes in technical areas by 5% each year. * Data on actual numbers is currently not available.

STRATEGIES are significant, multi-year, general efforts toward which the organization (is or) will be dedicating resources in order to achieve its strategic goals.

1. We will promote and implement valid approaches to objectively assess and thoughtfully advance workplace readiness.
2. We will refine and expand programs and services for children, youth, and adults designed to positively influence the development of productive workplace readiness skills.

Addressing Goal 2: Improved Employment and Income Circumstances for Workforce Development Program Participants

3. We will design and implement intensified job placement services focused on yielding optimum wages and benefits for Michigan Works! Clients.

Addressing Goal 3: Strengthened Incumbent Worker Skills

4. We will support and expand effective employer-driven, customized training activities.
5. We will seek avenues to augment and intensify workable supportive services for those who struggle to sustain viable employment by using the workforce development program’s resources. These can include transportation needs, job interview clothing needs, required uniforms for the job, safety equipment, tools required on the job and other job-specific needs. Case management services provide referrals to community agencies for help with substance abuse and mental health issues.

At the Kalamazoo Valley Community College M-TEC Testing Center, 48 people were assessed in the first four months of the Center’s operation. Expectations are to increase this number by 10% and to complete a minimum of six profiles in the coming year. A minimum increase in the number of assessments and completed profiles of 5% per year in subsequent years is planned.

The Testing Center at Glen Oaks Community College in Centreville is on its way to becoming fully operational. Four assessments have been completed. In the 2001-2002 school year, all ninth graders will be tested as part of their career awareness. The expectation is to complete a minimum of four profiles by June 30, 2002. A 5% increase in the number of assessments and profiles in each subsequent year is planned.

Increase the number of workplace readiness skills assessments by 10% over the previous year. (48 were completed from January- June 2001.)

Increase employer awareness of the benefits of Work Keys job profiling and testing. Measure by an increase of 5% per year in the number of profiles requested. (No profiles were completed thus far in the year 2001.)

Introduce Work Keys testing in all adult education programs for those students who cite job placement or retention as a primary goal. Measure by an increase of 5% per year in the number of assessments completed. (Work Keys testing in adult education has not started as of the date of this summary.)

Of the 30 technical programs available at Glen Oaks Community College, all have a placement rate in excess of 92.98%. The Health Careers area (Practical Nursing Certificates and Associates degrees in Applied Nursing) had a placement rate of 100% of those who responded to the college’s survey. Detailed information regarding all 30 specific program enrollments and placement rates is not currently available. The goal is to track and record

completions and employment and wage outcomes and to increase each by 3% per year through 2004.

Of the 24 technical programs available at Kalamazoo Valley Community College, all

have placement rates of at least 50%. Fifteen of the 24 have placement rates of 100%. The largest of these include: Cardio-Respiratory Care Practitioner, Computer Information Systems, Law Enforcement, and Medical Assistant Technology. Detailed information regarding all 24 programs is not currently available. The goal is to track and record the completions, employment and wage outcomes and to increase each by 3% per year through 2004.

• Kalamazoo Regional Educational Services Agency / Education for Employment

Thirty different programs with a total enrollment of 3359 students provide courses for 11^th and 12^th grade students in school-site settings for 18 occupational clusters. Worksite settings cover 8 occupational areas. 60% of all 11^th and 12^th grade students are served. New programs initiated in 2000-2001 are Computer Technology/Network Administration and two Allied Health programs. Business services technology programs are offered in all nine school districts. In 2000-2001, 214 Education for Employment students were enrolled in co-op or apprenticeship programs. The long-range plan is to develop an approach for the 9^th and 10^th grade students who do not enroll in the Education for Employment programs. Many are "at risk" students. Education for Employment plans to continue with a goal of increasing participation in Education for Employment by 3% of 11^th and 12^th grade enrollments through 2004. A further goal is to develop an approach for the 9^th and 10^th grade students who do not enroll in the program and are considered "at risk" students by the fall of 2002.

• Kalamazoo Regional Educational Services Agency / Ready-Set-Succeed Program

• Kalamazoo County Junior Achievement

• St. Joseph County Intermediate School District

• Goodwill Industries of Southwest Michigan Works: Partnership for Adult Learning/Kalamazoo County

• Goodwill Industries, in a unique partnership with the Radisson Plaza Hotel and First Presbyterian Church, provides new, accelerated adult basic education (ABE) and English as a Second Language (ESL) training in Kalamazoo County. Employees of the hotel are students in the program in an on-site classroom. The First Presbyterian Church operates a health clinic in downtown Kalamazoo and is providing some referrals to the program. 71 students will be served by September 30, 2001 with a budget of $190,190. The program’s plan to continue in the coming year is contingent upon the availability of funding from the State of Michigan. This unusual partnership, which cuts across the several systems in the community, is highly supported by the Kalamazoo/St. Joseph Michigan Works! Area.

• Kalamazoo Regional Educational Services Agency / Education for Employment and St. Joseph Intermediate School District

The Career Pathways program is expanding by developing a "Career Pathways’ Culture" and an infrastructure in each school district. All K-12 schools will be able to provide opportunities for students to participate in age-appropriate, authentic career experiences. The Pathways program is developing strategies to inform parents of multiple career pathways for their children and is also developing partnerships with secondary and post-secondary institutions to expand Career Prep programs. The goal is to increase student participation by 3% per year of total enrollments through 2004.

The curriculum of the Career and Technical Education (CTE) program is being upgraded to incorporate the application and operation of industry specific technology. The CTE staff has a range of flexible professional development and technical assistance options. Annual evaluations are completed for each CTE program using specific standards of quality. Parents and students are learning about direct credit and articulation agreements. The goal is to track the enrollment and outcomes of students involved in a direct credit or articulation agreement and increase the number by 3% per year through 2004.

From 1994-1999, allocations increased by 9.2% (inflation-adjusted.) The number who entered employment increased by 95% and the average wage at 90-day follow-up increased by 19.7% from $5.74 to $6.87.

From 1994-1999, allocations decreased by 66.3% (inflation-adjusted.) The number who entered employment increased by 13.9%

From 1994-1999, allocations decreased by 38.1% (inflation-adjusted.) The number who entered employment increased by 13.1% and the average wage at 90-day follow-up increased by 10% from $10.48 to $11.53.

The goal for all federal and state-funded programs is to increase entered employment outcomes and average hourly wages by 3% per year through 2004.

INITIATIVES continued for Strategy 3

• Goodwill Industries of Southwestern Michigan

A unique program called "Breaking the Barriers" is a client-centered model that combines evaluation, education, training, and placement in a more individualized, intensive program. Work First participants take part in a 10- week paid work experience designed to provide longer-term employment readiness and placement services.

Since October 2000, 58 clients have been enrolled. 57 of the 58 have been employed during or after the program. 27 of the 58 are employed but in jobs without the required 20 or 30 hours (determined by family status). 30 of the 58 are in non-temporary jobs. 9 of the 30 have met the 90-days on the job requirement. 12 of the 30 have had their public assistance cash cases closed due to achieving an income that no longer warrants assistance. 12 of the 30 were terminated from the program for non-compliance or medical reasons

Given the barriers which include multiple sequences of Work First referrals, long-term welfare dependence, lack of education (very few have completed high school), disability-related issues which do not qualify for Social Security Income or Social Security Disability Income, mental health issues, substance abuse problems, average academic skills in the 5^th-8^th grade range, and limited problem-solving abilities, it is not surprising that just 12 of the 58 had their cases closed due to income. On the plus side, some participants are working longer and earning more than ever before in their lives. They are in the Breaking the Barriers program for transitional employment and have made notable progress.

For the coming year, the enrollment goal is 125, up from 75, pending Work First funding. Other goals are an increase of 3% in the number of participants obtaining higher wage jobs and improving self-sufficiency. An additional goal is to increase retention resources. A mentoring coordinator, a job development coordinator, and longer paid work experiences are planned.

A new collaboration called "Making It Work" is comprised of the Michigan Works! Agency, Goodwill Industries of Southwest Michigan, Work First, Kalamazoo Regional Educational Services Agency, and Housing Resources, Inc. This new retention program, "Making It Work" will provide rent subsidies for one year for Welfare to Work participants. A goal of a 3% increase in the number (75) of welfare case closures is the goal.

In the period from 1995-1999, funds totaling $1,382,104 (inflation-adjusted) were used to serve 37 companies and 4191 workers.

• M-Tech at KVCC

Since September 1999, 3105 people have had customized training (funded via fee for service paid by the employer or state-funded Economic Development Job Training (EDJT) grants. 303 people paid their own way to public seminar training sessions. Public seminars included topics related to the flowing industries: auto, residential construction, plumbing, electrical, and information technology. Customized training served the following manufacturing industries: automotive, medical, paper, plastics, and others whose products span several industries.

• Glen Oaks Community College

Employer-driven training programs - Job training and skill upgrading for incumbent workers funded by EDJT grants and other resources.

The Glen Oaks Center for Business Services experienced a total enrollment of 1,209 from July 1, 2000 – May 31, 2001. 612 of the total number were enrollments that resulted from "employer-driven" training funded by EDJT grants or employer payment.

Incumbent workers have been served by a combination of EDJT grants, public short-term business and computer seminars, and customized training. Two major companies benefited from training through the EDJT grants.

Expand employer-driven training through GOCC-initiated countywide business/industry "CEO Roundtable"

Four EDJT grants are pending approval. If funded, projected enrollments are estimated at approximately 1000 workers for the 2002-2003 year. The goal is to increase the number of incumbent workers participating in training by 3% (of 1209) through 2004 dependent on funding availability.

The Learning Center (tutoring services) had 12,006 student contacts in 99/00. As of May 31 2001, 122,257 contacts have been recorded. (Non-duplicated counts are not tracked.)

Other supportive services include the Women’s Center and a Student Success Team, which tackles special projects. In the Winter 2001 semester, a "pro-active intervention" pilot program was begun. The program identified students who were doing poorly at intervals during the semester and offered assistance. Preliminary data show that the intervened sections had significantly fewer students drop or fail and significantly more students earn higher grades than the sections that did not receive the intervention. The data is still be compiled and analyzed. The pilot program will be continued in the fall and winter semesters of 2001-2002. The goal is to track and record retention findings from the pilot program and if it is deemed worthy of continuation, to increase retention by 3% of the total participants (non-duplicated numbers) per year. Student participation numbers are not currently available.

NOTE: Efforts to build and invigorate strategic partnerships for career development will continue to go forward after this document’s date of submission (6/30/01)

Prepared by the staff at the W.E. Upjohn Institute for Employment Research/Michigan Works! Agency