This
material was developed with the support of grant funds awarded by
The
Michigan Department of Career Development.
Since the beginning of the Strategic Plan efforts in Kalamazoo and St. Joseph Counties, our efforts to “work as one” have gained momentum and have incorporated several new refinements. From the beginning, all parties involved in the effort have had the same goal in mind: to develop, sustain, and continually improve a Career Development System that produces workforce members who possess the skills essential to participate in gainful employment and to enhance the region’s economy. The alarming trends identified in our Environmental Scan of the summer of 2000 have resulted in a closer look at what can be refined in our career development system and at some additional approaches to achieve productive and self-sufficient workforce members.
The following report summarizes the highlights of the Strategic Plan effort for the past year: June 30, 2001 – June 30, 2002.
The MISSION is a
broad statement of the unique purpose for which the organization exists and the
major function it performs.
The Kalamazoo-St. Joseph
VISION remains the same as stated in 2000-2001: a broad statement of what the organization foresees as beneficial
changes to be realized by a predicted date.
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.
a)
We
continue to live in a new, ever-changing globally competitive economy -- powered
by technology, fueled by information, and driven by knowledge.
b)
The
Area’s employment histories and forecasts show less growth than the State’s
though the latest forecasts show that the Kalamazoo-St. Joseph Area is slightly
better than the projections in 2000.
Industry employment forecasts indicate employment totals
(wages and salaries) in the period from 1998 – 2008 are expected to increase by
10.40% across the state. In the
Kalamazoo/St. Joseph Michigan Works! Area, the increase is expected to be 10.0%.
Forecasts also indicate the almost 17% (1,720) of the total number of manufacturing jobs Michigan will lose (10,250) will be from the Kalamazoo/St. Joseph Michigan Works Area.
Though the latest forecast is not as dire as in 2000, the
area’s loss of manufacturing jobs remains disproportionately high as
compared to other MI Works! Areas across the state.
c)
The
Area’s worker earnings and per capita income are not keeping pace with
neighboring counties.
While the four nearby counties showed an average growth
rate in per capita income of 19.87% in the period from 1994-1998, the
Kalamazoo/St. Joseph MWA had an increase of 15.54% for the same time
period. Included in the comparison are
Ottawa, Kent, Calhoun, and Muskegon Counties.
The latest
comparison of two years (1998 – 2000) indicates this trend is continuing. While the same four nearby counties average
growth rate in per capita income was 5.11%, the Kalamazoo-St. Joseph Area’s
average rate was 2.72%. While the gap
is narrower than in the 1994-1998 period, the inability to keep pace with
neighboring counties remains.
d)
More
people are moving out of the Area than are moving in; those moving in have less
income than those moving out.
From 1990-1997, Kalamazoo County experienced a net loss
of 3,403 persons and a net loss of $133,823,000 in income. In the same period, St. Joseph County gained
201 persons but lost $2,292,000 in income.
A 2001 update shows that Kalamazoo County has continued
to lose income; however, total population increased slightly due to births
exceeding deaths. St. Joseph County
lost population but had a net gain in income.
As with other counties containing urban areas, the same
challenges are created by higher income families moving out of the city to a
less urban environment while younger, poorer families move to the city for its
education, job opportunities, and services.
e)
K-12
Education test scores (MEAP) are not keeping pace with State averages.
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.
Based upon the testing of 4th, 5th,
and 8th graders in January 2002 in reading, social science, and
writing, the Area surpassed the state in 67% of the categories. Math was not tested in January 2002 nor were
11th graders. Whether or not
this comparison will hold for the future is unclear.
f) Although slightly less than State averages, persistent and significant poverty levels continue to exist in the Area with over 16% of the children in both counties living below the poverty level. The future cost in lost potential for the children of poverty is immeasurable and tragic. Current approaches to reduce poverty strive for a more coordination and collaboration to improve parents’ economic self-sufficiency.
STRATEGIC GOALS
STRATEGIC GOALS
are statements defining the desired, measurable outcomes resulting from the
organization's efforts.
Goal 1. Enhance workplace readiness skills.
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).
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.
2000-2001 result:
The overall average hourly wage for Workforce Development Program
participants was $9.07 with a program breakdown as follows:
Welfare Reform Participants: $7.24
All
WIA Programs $9.68
LONG-TERM STRATEGIES
STRATEGIES
are significant, multi-year, general efforts toward which the organization (is
or) will be dedicating resources in order to achieve its strategic goals.
REFINEMENTS
TO THE PLAN’S LONG-TERM STRATEGIES
ORIGINAL GOAL #1: Enhanced Workplace Readiness Skills
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.
NEW STRATEGY/REFINEMENT
Ø
YOUTH-AT-RISK: Kalamazoo County’s desire to assist
youth-at-risk has begun by recognizing that at-risk youth can “fall through the
cracks.” A study commissioned by the
Kalamazoo Regional Education Service Agency (KRESA) has resulted in
recommendations and a mission to create action steps to address the
problem. A subcommittee of the
Workforce Development Board is charged with accomplishing one of the
recommendations of the study. As this
project unfolds, many different youth projects are surfacing. The overall goal is to find a way to
coordinate the services and to provide as seamless a system as possible to
serve families. Similar to our MWA’s
one-stop employment service centers, a one-stop for youth and their families,
either real or virtual, is envisioned for our area. The group’s vision is to
use a case-management approach beginning at the site where the family’s
problem(s) first surfaced. Through the
one-stop concept, the case manager would have access to programs and resources
in the community and would be aided by the convenience a one-stop method
provides.
NEW STRATEGY/REFINEMENT
Ø
“Building
Bridges to Our Future” (St. Joseph
County)
Since the kick-off event on January 30, 2002, (described
in the Interim Status Report of March 15, 2002, the ad hoc committees designed
to address workforce readiness issues have met.
The workforce readiness issues
are:
1.
Availability
of well-trained employees
2.
Character
issues in the workplace
3.
Transportation
4.
Safe
and affordable childcare
5.
Economic
concerns
6.
Health
care/Insurance costs
The April 30, 2002 meeting included thirty-three people
including private industry, city and county government, elected officials, the
intermediate school district, Michigan Works!, Glen Oaks Community College,
Employment Services, the St. Joseph County Economic Development Corporation,
community mental health representatives, and several school districts.
In an overview session, several facts were
presented:
·
Manufacturers
recognize there is not a large pool of skilled laborers.
·
Employers
are very concerned about soft skills and how to teach/strengthen them.
·
K-12
education is only a part of the solution for the workforce of the future. The community must send a consistent message
regarding work ethic, skills, loyalty, etc.
Internships are too few at the present.
The project needs to look at relationships for ALL children.
·
Character
issues are critical. Many are hired
because of their hard skills and later fired because of their lack of soft (or
behavioral) skills.
·
It
is advantageous to build bridges between businesses and their communities.
·
St.
Joseph County has great collaboration, leadership, and assets.
·
Maintaining
community assets is essential for economic development to go forward.
·
Childcare
providers are the most poorly paid employees, yet early childhood is the most
critical time for brain development.
This time is the child’s earliest educational experience; we need to
invest money in this area.
ORIGINAL GOAL #2: Improved Employment and Income Circumstances
for Workforce Development Program Participants
We
will design and implement intensified job placement services focused on
yielding optimum wages and benefits for Michigan Works! Clients.
NEW STRATEGY/REFINEMENT
Ø
POVERTY
REDUCTION: As noted in our area’s
Interim Status Report of March 15, 2002, special efforts have been aimed at
reducing poverty. The Kalamazoo County
Comprehensive Community Initiative on Poverty is anticipated to impact Goal #2,
“Improve employment and income circumstances for Workforce development Program
participants.” Work continues on this
highly collaborative project with wide participation from organizations
throughout Kalamazoo County. Included are nine institutional systems in the
county: health, housing and neighborhood development, the legislative system,
(i.e. elected officials,) the legal system, economic development, the human
services system, education and literacy, the employment system, and faith-based
systems. At the present time, the
initiative has drafted a document outlining its purpose and proposed
governance. The initiative intends to
achieve a “systemic integration” of “delivery of services.”
Ø
A
211 PHONE LINE for all social service information/referral: Concurrent with the youth-at-risk initiative
and the poverty reduction initiative is a plan to establish the 211 information
and referral service. One of the tasks
of the Youth-at-Risk Committee is to explore and possibly support the
establishment of 211. Several
communities in Southwest Michigan, including Kalamazoo and Battle Creek, are
making important strides toward having 211 operational, perhaps as soon as the
fourth quarter of 2002.
Ø
INCUMBENT WORKERS: While serving incumbent workers is not a
priority goal of the area’s strategic plan, new monetary resources from MDCD
will allow for some services for incumbent workers. A plan is currently being developed to seek out and serve
incumbent workers and their employers.
OUR ASSETS: ARE THEY STILL VIABLE?
The
following assets merit special mention in this summary report:
The St. Joseph County Human Services Commission:
A
long-established collaborative group, the Commission seeks to improve the
quality of life for all citizens of St. Joseph County through collaborative
efforts.
Its
members serve on the “Building Bridges to Our Future” effort. Its vision is to “…be known for its ability
to foster a community of healthy, productive, caring, and contributing
individuals and families.”
Our Work Keys Testing Centers:
Both
centers are more firmly established than one year ago. Both are fully functional and are performing
both testing and profiling functions.
Our Partnership for Adult Learning (PAL) programs:
The
Kalamazoo-St. Joseph Michigan Works! Agency chose to focus on adult basic
education (ABE) and English as a second language (ESL) exclusively in this performance-based
program. In the first year of the PAL,
the St. Joseph County program achieved a 48% success rate with its
completers. The Kalamazoo County
program achieved a 51% success rate.
Contracts
for the second year require higher enrollments and achievements over those
attained in the first year.
Providing
ABE and ESL classes with flexible schedules and year-round programming has
resulted in an excellent opportunity for working individuals or those with
child care needs who wish to improve their skills.
In
Kalamazoo County, an innovative partnership between Goodwill Industries of
Southwest Michigan and an employer, the Radisson Plaza Hotel, provides
non-English-speaking hotel employees with an English as a second language (ESL)
program on site and an Adult Basic Education (ABE) program as well. Non-employees are welcome. The program offers flexible hours including
Saturdays and other program sites at three churches in the community. Site at the free health clinic at First
Presbyterian Church in downtown Kalamazoo and at two other churches in the
Kalamazoo area have paid dividends in referrals to other agencies and better
health care for non-English speakers and their families.
In
St. Joseph County, after the first year’s performance, an agreement in St.
Joseph County between the Sturgis/Three Rivers PAL training consortium and Glen
Oaks Community College will provide a training ladder toward jobs in banking
and health care. While not funded by
PAL, this innovative planning recognizes the benefits of providing a clearly
defined and user-friendly career path for PAL completers. The initiative is exemplary in its ability
to secure hiring commitments from the eventual employers.
NOTE:
Efforts to build and invigorate strategic partnerships for career development
will continue to go forward after this document’s date of submission (6/30/02)
Prepared
by the staff at the W.E. Upjohn Institute for Employment Research/Michigan Works!
Agency
Contact
Jan Smith at (616) 349-1533 or smith@we.upjohninst.org with comments or
questions.