win board meeting agenda · 2018. 12. 19. · oakland cty econ dev- cindy mcmahon activity tactic...

WIN BOARD MEETING AGENDA Schoolcraft College VisTaTech Center, VT405

18600 Haggerty Road Livonia, MI 48152

Friday, February 1, 2013 9:00 a.m. to 3:00 p.m. Lunch will be provided

Sharon Miller Welcome, introductions, agenda review (5 minutes)

Sharon Miller Approval of minutes (5 minutes)

Gregory Pitoniak Fiduciary report (5 minutes)

Lisa Katz Visioning and goals (150 minutes) • Employer Strategies

o Industry clusters • Policy • Data • Communications

LUNCH Sponsored by Schoolcraft College (30 minutes)

Lisa Katz Sustainability Plan (60 minutes) • Present membership model • Proposed member value proposition • Relationship to 21st Century • New opportunities

Lisa Katz/Rebecca Cohen State Talent Portal Discussion (30 minutes)

Rebecca Cohen State of the Region Workforce Report (60 minutes) • Board recommendations • Release and distribution • Governor’s summit and future event

WIN Staff Updates (10 minutes) • Employer nominations for InnoState (ASAP) • DC Trip (February 12th) • SAE conference (February 12th) • Credentials that Work (February 13th) • Livingston/Washtenaw Manufacturing (Feb. 14th) • Defense Industry Strategy Task Force (Feb. 14th) • Health Care meeting (February 26th)

Sharon Miller Upcoming meetings (5 minutes)

• Friday, April 5 (Schoolcraft VisTaTech Center, 9a-12p) • Friday, June 7 (Schoolcraft VisTaTech, 9a-12p)

Handouts/attachments: Minutes Fiduciary report 2012 Strategic Plan Metrics Health care notes Health care data samples Sustainability model 21st Century proposal Talent Portal draft letter Burning Glass RFP draft SORW report draft InnoState 1-pager InnoState Poster InnoState nomination form

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WIN BOARD MEETING MINUTES

Friday, December 7, 2012

Meadow Brook Hall

Lunch sponsored by Oakland Community College

ATTENDEES

Board Members: Board Members (continued)

WIN Staff

Sharon Miller Mary Jo Callan Lisa Katz

Bill Sleight Shamar Herron Rebecca Cohen

John Joy Jose Reyes* Al Lecz

Tom Crampton Dorothy Kaltz* Dorothy Brown

Amy Jones George Swan Tricia Walding-Smith

Michelle Mueller Elise Johnson* Loris Thomas

John Bierbusse James Robinson Marti Welsh

Greg Pitoniak

Craig Coney

Denise McNeil

MEETING PRESIDER

Bill Sleight

AGENDA

Bill Sleight Welcome, introductions, agenda review Bill Sleight Approval of minutes Greg Pitoniak Fiduciary report Lisa Katz IT in the D collaborative partnership Rebecca Cohen Early childhood collaborative opportunity Committee co-chairs Committee updates Lisa Katz Past and future accomplishments

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Lisa Katz General updates Bill Sleight Upcoming Meetings

RECORDED MINUTES

Approval of minutes:

John Bierbusse made a motion to approve the minutes, John Joy seconded. All in favor; none opposed; minutes approved.

Fiduciary Report:

Greg Pitoniak submitted the fiduciary report, which reflects a 3-year budget. Motion was made to approve the budget and was seconded. All in favor; none opposed; fiduciary report accepted.

IT in the D MOU:

IT in the D will have a formal partnership with WIN, with SEMCA being the fiduciary. Sharon proposed adding to the MOU that the community colleges and MWAs will have a representative to serve in the recruitment/curriculum subcommittees. The Board discussed and came to a consensus that Lisa will be the official WIN representative for IT in the D, until they can push for more representation. A motion was made that Sharon, Bill, Greg, and Lisa are authorized to sign the MOU. Sharon Miller, Amy Jones, Tom Crampton, and Denise McNeil seconded. None opposed; motion approved.

Early childhood collaborative opportunity:

Max M. Fisher and Excellent Schools Detroit approached WIN regarding the Great Start Quality Initiative for credentialed teachers. At this point, WIN will have a minimal role in this. Sharon’s recommendation is that WIN assesses the situation before moving forward. Sharon Miller motioned to approve WIN’s involvement on a minimal basis. Tom Crampton seconded. All in favor; none opposed; motion approved.

Committee Updates:

Employer Strategies (Tom Crampton): • Tricia and Al are working on a survey to find out how to best use Salesforce. MEDC is working to

provide training on Salesforce as most of the community colleges and MWAs now have access to it. There was also a discussion around the fact that the MEDS version of Salesforce differs from the Salesforce that the educational institutions have access to.

• The Advanced Manufacturing JIAC Grant project commenced with the organization of project management processes, partner meetings, reviewing objectives/deliverables, established an integrated work plan, and created outreach materials. A brand name was established- InnoState. One of first tasks was the nomination of eligible cluster companies to participate in the development of new product opportunities. The grant partners, MWA’s and community colleges were all requested to nominate and refer eligible companies to MMTC for further evaluation. The grant partners managing team was in contact with sponsoring Federal Agencies and are working to resolve issues with unfinished agreements and budget descriptions.

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Data & Policy (Rebecca Cohen) • Tricia Walding-Smith was introduced as WIN’s new Project Manager, Research & Policy. She will

be working closely with Rebecca on data analysis as well as convening a user’s group for Burning Glass. Tricia will also be working on convening the Career and Business Services networks.

• Rebecca also discussed the Talent Connect portal, and WIN is looking at additional options based on the feedback received from the SE Michigan Talent Summit held in November. There was a burning glass demo on Tuesday, December 4th to provide information and discuss the financial side to a new talent portal.

• Lisa met with Rep. Townsend to discuss labor market trends. Rep. Townsend would like regular updates for Southeast Michigan and wants to meet again in January.

• Quarterly Reports - The data team is developing and collecting data for ongoing quarterly reports that will also be broken out by county.

• Credentials that Work – WIN staff are working with MCCA and Jobs for the Future in planning an event for February 13th for colleges across the state. Teams, including an academic dean, workforce dean, and institutional researcher, from each college will be invited to attend. WIN will present at this meeting how we are using real time data, and colleges will be introduced to a curriculum audit process. Rebecca is working with a team from Washtenaw Community College to produce a sample curriculum audit using the data. Credentials that work will help build capacity of colleges to use real time data tools, and better align curriculums.

Communications Committee (Lisa Katz) • Dorothy will be working on a 6 month WIN calendar of meetings, events, etc. and will be

emailing that out to the Board in the upcoming weeks. • The newsletter came out on December 7th and the main topic is about talent pipelines. WIN will

also be featured in the American Airlines in-flight magazine in December. They have approximately 12 million readers.

• WIN also convened the Community College/MWA communications stakeholders on November 2nd.

• The next communications committee meeting will be held on Tuesday, December 18th via GoToMeeting from 1:00-3:00pm.

SORW Conference (Lisa Katz) • The SORW Conference will be on March 7th at the Federal Reserve Bank of Chicago, Detroit

Branch. The space will host about 225-250 people and it was discussed that this site is ideal because it is a neutral space. Marti Welsh is currently helping Lisa to put together a preliminary agenda and sponsorship synopsis. Lisa is waiting on the final confirmation and is asking all Board members to assist in filling tables for this event.

Sustainability Committee (Lisa Katz) • The Community Consulting Club shared their sustainability presentation with Lisa and Rebecca.

Lisa will share the findings of their research at the next Sustainability meeting on Thursday, December 20th. The meeting will be held via GoToMeeting from 10:00am-12:00pm.

Past and future accomplishments (Lisa Katz): See ppt. presentation

Industry Clusters:

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Skilled Trades (AL Lecz) • Al is continuing to follow up with employers from the October 2nd Skilled Trades meeting. There

is an SAE event that WIN will be involved with on February 12th. More details to follow. Information Technology (Jonathon Younkman)

• The Tech Council Mixer will take place on Wednesday, December 12th from 11:00am-1:00pm at Quicken Loans in Downtown Detroit.

Health Care (Loris Thomas) • WIN met with the Health Systems HR Executives on December 3rd. See board packet for notes. A

follow up meeting will be scheduled for February. General Updates:

• Tricia will be working to convene the 21st Century steering committee in January to discuss how to best move forward with the business and career services networks.

• German Marshall Fund update: Lisa Katz and Tom Crampton spent a week in Germany with the German Marshall Fund. There will be an article about it in the upcoming newsletter.

• The WIN office will be closed for the holiday break from December 21st-January 4th Upcoming Meetings:

• Friday, February 1st Schoolcraft College 9:00am-3:00pm • Friday, April 5th Schoolcraft College 9:00am-12:00pm

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Working Draft: 24 February 2012—Not for Distribution

WIN Mission Statement

To create a comprehensive and cohesive workforce development system in Southeast Michigan that provides employers with the talent they need for success.

WIN Value Propositions per Customer Segment WIN adds value to Southeast Michigan employers by coordinating targeted, efficient, and cost-saving talent solutions for employers. WIN adds value to Southeast Michigan community colleges, workforce boards, and economic development partners by delivering real-time, actionable marketplace intelligence to support better, more efficient solutions for employers. WIN provides opportunities for coordination, efficiencies, and innovation across partners. WIN adds value to Southeast Michigan jobseekers by providing better information about career opportunities and creating linkages to partners who support connections to jobs, training, and credentialing.

WIN Implementation Principles Employer-driven—WIN will meet the needs of employers and regional residents.

Regionally-focused—WIN will focus on Southeast Michigan.

Transparent—WIN will map, organize, and raise awareness of processes and services.

Relevant—WIN will support identified growth sectors in the region and validate its efforts.

Sustainable—WIN will do work that is realistic and doable with a high potential for integration/ institutionalization and ongoing support.

Measurable—WIN will yield measurable outcomes, recognizing the importance of intangible but high-impact outcomes like those realized through the habits of collaboration.

Sharable—WIN will make its work (intelligence, processes, and exemplary practices) accessible so that it can be shared for the benefit of the region and beyond.

Inclusive—WIN will address all levels of talent and will be inclusive in its definition of the labor market in Southeast Michigan.

Quality—WIN will work to high standards in its products and services, continually seeking to improve whatever it does.


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WIN Revised Goals Goal 1: Provide current and actionable labor market intelligence to allow for greater regional talent system effectiveness. Goal 2: Strengthen and sustain an employer-driven talent system that serves as a resource hub and connection point for regional businesses, industries, and other stakeholders. Goal 3: Improve institutional, local, state, and federal talent development policy through research, thought leadership, and innovative practice. Goal 4: Measure, raise awareness, and sustain impact through continuous process improvement.

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Estimated Participants to Date: . HFCC- Tricia Llewellyn. Macomb CC- Joe Petrosky, Bill Stark, Doug Fertuck. Mott CC- Tom Crampton. Monroe CCC- John Joy. OCC- Clarisse Bolduc, Audra Westberg, Janene Erne, Niko Dawson, Sandra Bachert. Schoolcraft C- Bill Dunbar, Mark Pogliano, Amy Jones

. SC4- Denise McNeil

. WCC- Marilyn Donham, Brandon Tucker

. WCCCD- James Robinson, George Swan

. SEMCA- Susan Corey

. MichAuto- Rob Luce, Kathy Burgess, Robert Troutman

. Auto Alley- Alysia Green

. Oakland Cty MWA- Jennifer Llewellyn, Sarah Kropinski

. Oakland Cty Econ Dev- Cindy McMahon

Activity Tactic Metric Timeline1. When businesses contact WIN, then 1. Utilize a inform process of checking for and making the

connection of businesses to MWA's/Community Colleges.2. Provide connection to industry cluster groups and initiatives.

Contact information, date, outcomes

2012+

2. When WIN Contacts Businesses in the context of industry cluster processes, then

Make contact and company site visits. Contact information, date, outcomes

2012+

3. WIN builds industry cluster contact capacity; reaches out through MWA's, Community Colleges, Universities, BSN/BSP Networks, Chambers and other Industry Clusters

Development of consistent processes for contacting and servicing industries through cluster interventions and collaboration with MWA, Community Colleges, and Economic Developers.

Contact information, date, outcomes

2012+

1. Employer/Industry Clusters engaged with the WIN Regional Hub to reinforce connections with regional Workforce/Economic Development resources/services as part of an employer-driven talent system.

2. WIN to engage and provide a consistent and unified response across the region to Industry Clusters in a BSP-like collaborative process, utilizing exemplary practices.

3. Industry Cluster Employers providing or utilizing real-time labor market data for solving workforce talent demands.

4. Industry Cluster Employers finding workforce talent solutions to meet their needs and strengthen their businesses.

OBJECTIVES AND OUTCOMES:

5. Development of a consistent regional process, utilizing exemplary practices and continuous improvement.

Strategy 1: Point of Entry for Employers

EMPLOYER STRATEGIES GOAL: Strengthen and sustain an employer-driven talent system that serves as a resource hub and connection point for regional business, industry, and other stakeholders.

. SEMWAC- David Shevrin, Marilyn Opdyke

. MEDC/MWDA- Matt Shields, Marcia Black-Watson


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Activity Tactic Metric TimelineCollaborate and consult with MWA's and Community College Workforce Development professionals, and Economic Developers in BSP-like processes to identify industry employer talent needs and development, and collaborate on planned responses.

Business contacts, issues identified, diagnostics and improvement projects, implemented solutions

2012+

Industry Cluster Service Forums:. Engineering & Technicians . Advanced Manufacturing: .. CNC Operators .. Mechatronics Technicians and Engineers. IT Industry . H2O Treatment Industry . DTE/Consumers Energy

Specific industry cluster demand specifications, project plans, cluster common solutions, specific solution processes to solve talent issues

. Engineering & Technician Summits- 2Q12, 3Q12. Adv. Mfg. CNC Forum- 2Q12

2. Identify growth industries . Connect with Economic Development Partners, MWA's, Community College Workforce Developers. Utilize Data research processes to define labor market information useful to specific talent development

Growth metrics 2012+

3. Identify industry cluster job demand Connect with Economic Development Partners, MWA's, Community College Workforce Developers

Job and talent demand metrics 2012+

4. Identify credentials needed by industry clusters and employer groups presently and in the future

Collaborate and consult with MWA's and Community College Workforce Development professionals, and Economic Developers in BSP-like processes to identify industry employer talent needs and development.

Education & training credential programs identified & established, development & implementation project metrics.

2012+

5. From Data Sub-Strategy 2: Work with employers, economic developers, industry groups, and associations to understand the data questions employers have that will help them grow in SE Michigan.

. Industry employer cluster engagements, real-time data

. Collaborate with Economic Development partners, including priorities, targets for growth, and tactics.

Documented data questions Q2, 2012+

6. From Data Sub-Strategy 2: Develop an ongoing process for accumulation and aggregation of supply and demand-side data.

Employers, industry cluster engagement, real-time data. There is a consistent and ongoing process in place for data accumulation and aggregation.

Q3, 2012

7. From Data Sub-Strategy 2: Inventory employer assets and data collection techniques.

Employers, industry cluster engagement, real-time data. Asset inventory Q2, 2012

8. From Data Strategy 2: Analyze data in framework of regional data questions for each customer segment and industry clusters.

Define questions the data and information is to answer. Develop recommendations for its uses.

Cluster categorized questions and data requests

Q2, 2012 +

9. From Data Strategy 2: Develop career pathways for industry clusters.

Colleges, Regional data team, industry cluster engagement. Career pathways developed for high demand occupations in 2 industry clusters.

Q3, 2012

Strategy 2: Assess Industry Cluster Needs through the Development and Refinement of Exemplary Service Processes

1. Utilize standardized best practices with MWA's, Community Colleges, and Economic Developers in assisting industry clusters to identify their workforce needs.


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Activity Tactic Metric Timeline1. Educate regional partners and workforce developers about a coordinated regional system response utilizing standardized best practices

Collaboration among MWA's, Community Colleges, Economic Developers and other organizations connected in BSP/BSN-like networks and processes.

Project Information 2012+

2. Connecting skilled workers to industry clusters and employer groups

Coordination among MWA's, Community Colleges, Economic Developers and other organizations connected in BSP/BSN-like networks and processes.

Project Information 2012

3. Develop a standardized system-wide response to industry cluster training needs (custom, sustainable, long-term)

Collaborate with Community Colleges Workforce Developers, MWA's and Economic developers to establish structured training needs assessments and credentialed implementation plans.


4. Develop a standardized system-wide response to industry cluster education needs (custom, sustainable, long-term)

Collaborate with Community Colleges Workforce Developers, MWA's and Economic developers to establish structured education needs assessments and credentialed implementation plans.


5. Track activity across region Establish a shared or common mechanisms and processes. Project Information 2012+

6. Increase talent supply through Pipelines, LT needs, STEM activities

Work with K-12 Partnerships and Universities to develop sustainable pipeline enhancement programs.


7. Community College program development- COE Provide Community Colleges with industry cluster talent and educational/training demand information


8. Institutionalize a coordinated regional system response utilizing standardized best practices to meet industry cluster needs

Collaboration among MWA's, Community Colleges, Economic Developers and other organizations eliciting a needs analyze from industry cluster events and processes


9. From Data Strategy 2:Connect industries or groups of employers with already available data tools and training resources

Employer engagement; Collaboration with MWA's, Community Colleges, Economic Developers and others in BSP-like processes.

. Project Information

. Employer satisfaction, employer referrals and use of the public system.

Q3, 2012

Strategy 3: Coordinate a Regional System Response


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Activity Tactic Metric Timeline1. Private consortiums Compute and communicate the system value-added

proposition of working with the public workforce institutions- MWA, Community Colleges, Economic Developers

# of projects written and approved

2012+

2. Funding from across the region Coordinate with MWA's, Community Colleges, Economic Developers to find available resources

Sources for funding and amount; Grants applied fro and received

2012+

3. Reduce costs TBD ROI metrics 2012+

Strategy 4: Seek to Overcome Resource Constraints


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Activity Tactic Metric Timeline

Define data questions that stakeholders have regarding workforce policy and programs. Regional data team + board Documented data questions Q1, 2012Inventory the tools and data that are currently available to track supply side data and their capabilities.

Regional data team + board. Work with state level initiatives focused on tracking systems. Inventory collected Q1, 2012

Investigate new data tools and best practices from other regions/states.

BG, Monster, Career Builder demonstrations and phone calls to users in MN, OH, PA, KY, NY, NJ, FL. Work with state level tools workgroup associated with the talent portal.

Information provided to the board. Q1, 2012

Develop a consistent and ongoing process for accumulation and aggregation of supply-side data.

Investigate best practices, regional data team + board

There is a consistent and ongoing process in place for data accumulation and aggregation. (How many people using it, type of data available, usable form) Q2, 2012

Inventory of training programs for industry clusters. Board. Survey, partner meetings Inventory developed Q2, 2012

Outcomes:

Strategy 1: Information and Inventory - Gather information about strategic uses of data and intelligence. Gather information about the data already collected in the region.

Goal: Provide current and actionable labor market intelligence to allow for greater regional talent system effectiveness

Sub-Strategy 1: Gather real time labor supply information

Board Members: Amy Jones, David Corba, Patricia Denig, John Joy, John Bierbusse, Marti Welsh, Marilyn Donham, Susan Corey, Bill Sleight, Nancy Showers

1. The talent system and stakeholders have access to and uses the most up to date labor market information. There is improved matching and alignment between workforce supply and demand.2. Employers can make better decisions regarding their firms.3. Improved stakeholder decision making about supply-side policy and programs.4. Job-seekers understand the skills and credentials they need to succeed.


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Activity Tactic Metric TimelineCollect real-time data via job postings and employer engagement. Board

A process is in place to collect demand data that works for stakeholders. Q2, 2012 +

ALIGNS WITH BUSINESS STRATEGY TEAM: Work with employers, economic developers, industry groups, and associations to understand and define the data questions employers have that will help them grow in SE Michigan.

. Industry employer cluster engagements, real-time data, partner surveys, regional data team. Collaborate with Economic Development partners, including priorities, targets for growth, and tactics Documented data questions Q2, 2012 +

ALIGNS WITH BUSINESS STRATEGY TEAM: Develop an ongoing process for accumulation and aggregation of supply and demand data.

Employers, industry cluster engagement, real-time data

There is a consistent and ongoing process in place for data accumulation and aggregation Q3, 2012

ALIGNS WITH BUSINESS STRATEGY TEAM: Inventory employer assets and data collection techniques.

Employers, industry cluster engagement, real-time data Q2, 2012

Sub-strategy 2: Gather real time labor demand information


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Identify gaps in current data tools and provide recommendations for new data tools and resources Memo drafted to board Q2, 2012

ALIGNS WITH BUSINESS STRATEGY TEAM: Connect employers with already available data tools and training resources

Employer engagement. Collaboration with MWA's, Community Colleges, Economic Developers and others in BSP-like processes

Employer satisfaction, employer referrals and use of the public system. Q3, 2012

Match or reconfigure data that is currently available to answer regional data questions. Q3, 2012

ALIGNS WITH BUSINESS STRATEGY TEAM: Analyze data in framework of regional data questions for each customer segment and industry clusters.

Define questions the data and information is to answer. Develop recommendations for its uses. Q2, 2012 +

ALIGNS WITH BUSINESS STRATEGY TEAM: Develop career pathways for industry clusters

Colleges, Regional data team, industry cluster engagement.

Career pathways developed for high demand occupations in 2 industry clusters. Q3, 2012

Analyze skills gap and implications for policy/program recommendations. Regional data team. Paper published. Q3, 2012

Strategy 2: Analysis and intelligence - Identify the data that is missing, procure data, and analyze new data. Provide recommendations based off the analyses.


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Disseminate information to stakeholders.

Identify communications pathways through regional data team, colleges, Michigan Works. Develop consistent method to publish data and information through reports. (Number of reports)

Reports developed quarterly. Talent system understanding/knowledge Q3, 2012 +

Develop online tools for talent stakeholders, such as internal and public dashboards.

Communications/awareness activities. Regional data team + board. Identify best practices, answer custmer segment questions, align with state dashboard where possible.

Employer satisfaction, employer engagement with talent system, increase in public connecting to talent system. Q4, 2012

Work with front-line staff to understand data and intelligence. Identify communications pathways

Front line staff increase in understanding/knowledge about industry clusters and pathways. Increase in referrals Q4, 2012

Continuously check to make sure data and information are relevant Regional data team + board Ongoing Ongoing

Strategy 3: Integration - Disseminate intelligence to the region. Integrate data driven solutions in our institutions.

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Goal 3 Owner: Staff & board member Strategic Partners:

Resources:

Timing:

*PLACEHOLDER LANGUAGE ONLY Goal 3: Improve institutional, local, state, and federal talent development policy through research, thought leadership, and innovative practice.

1. Build awareness around talent-related issues and labor market policies a. Survey current state of labor market policy awareness b. Report survey results c. Look for opportunities to improve policies

2. Research a. Investigate current state of research, especially action research b. Map research efforts c. Look for opportunities for research d. Seek funding for research e. Apply findings to generate policy positions

3. Thought leadership a. Research exemplary practices in the field, e.g., similar networks in other states b. Connect to best thinking in academic, foundation, consultation, and

practitioner entities c. Consider “next practices” based on current thinking d. Review against extant policies e. Make recommendations for new policies

4. Innovative practice a. Map workforce development innovation domestically and internationally b. Look to match innovation against southeast Michigan’s clients c. Propose pilots d. Run pilots


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Goal 4 Owner: Staff & board member Strategic Partners:

Resources:

Timing:

Goal 4: Measure, raise awareness, and sustain impact through continuous process improvement.

1. Evaluation—Answer the question, “Are we doing what we said we’d do?” a. Three purposes

i. Accountability to funders ii. Accountability to the customers, i.e., employers, community colleges,

workforce boards, economic development partners, job-seekers, and the public

iii. Continuous process improvement b. Work with NEI to understand their evaluation process c. Determine WIN needs

i. Identify evaluation needs, internally and externally ii. Determine metrics (including social network analysis, i.e.,

unconventional metrics but important to WIN) d. Create ongoing system for tracking

i. Identify and evaluate a tracking process e. Craft a public dashboard

2. Communications a. External communications

i. Create WIN overall messaging A. Storytelling, e.g., history, uniqueness, purpose, partners, early

success stories B. Culture change of regional workforce development approach C. Develop a value proposition for each customer segment, e.g.,

employers and stakeholders ii. Craft a plan to disseminate WIN information publicly

iii. Organize a WIN speakers bureau A. Craft a short, two-minute elevator pitch B. Create speech outline with PowerPoint, notes, and handouts C. Train WIN board

iv. Coordinate above with marketing firm (IMG) v. Create way to communicate policy needs, observations,

recommendations, etc. vi. Develop a crisis communications plan


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vii. Driving traffic to WIN website (measuring usage with web analytics) viii. Cultivate employer or sector champions

b. Internal communications i. Understand partners’ communication needs, i.e., content and

frequency ii. Train on communications tools, e.g., dashboard, trigger for data flow

(download scenario), etc. iii. Create an approval process that’s quick and efficient for sending media

releases, e.g., WIN Media Committee 3. Sustainability (different than “sustain impact”)

a. Settle on the WIN legal structure b. Fundraising

i. Ongoing financial resources ii. FFS

iii. Sponsorships and advertising space iv. Grants v. Member investment

c. Product diversification i. Look for IP (intellectual property) potential

ii. Training consortiums iii. Explore strategic fee-for-service data analysis

d. Link to evaluation and CPI (continuous process improvement)


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METRICS WIN Meta-Metrics Considerations There should be an ease of obtaining current statistics that characterize the state's

workforce. This ability should be available to businesses considering locating in SE Michigan as well as those who are already in the area.

We should profile our “workforce development system.” That is, employers should be able to easily understand who is doing what workforce development for what populations and in what quantities. Also they should know what custom capabilities are available.

Potential employers should have access to potential employees that meet the employers’ requirements with ease and speed.

Continual real time communication with employers should be taking place with workforce developers to ensure that we have a true pipeline that delivers the desired qualified workforce at the desired time.

The system should have the ability to forecast mismatch concerns and to assist in the response to such conditions.

The key industries existing or desired should be clearly supported by workforce development initiatives.

Notes:

1. The words “ease,” “desired,” and “speed,” came up several times. These could be converted to metrics, potentially unconventional metrics like an “ease of use” scale. The “desired” question means knowing what the client base wants and needs, and that will require a variety of means.

2. Forecasting is a question, as is the position of WIN regarding the future. Does it get into the business of forecasting on its own or convey workforce information put forth by others? In either case, there will be issue of validating and verifying.

3. The “key industries” or sectors comments raises the question, “Who picks?” Is this emergent based on continuing conversations, on MEDC priorities, NEI’s, etc.?

4. Potential metrics could include:

a. Demonstrated support of the partnerships by contributed cash or in-kind contributions

b. Employer value of the services, e.g., time and resources saved in the hiring process

c. Training/placement ratio d. Repeat employer business e. Number and quality of employer job listings


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f. New employers served g. Interview-to-hire ratio from referrals h. Retention rate of initiative-referred hires i. Quality of hire/match j. Cost per hire k. Employer satisfaction (or aggregated as industry/sector satisfaction)

http://www.citehr.com/15563-3-metrics-recruitment-help.html http://www.citehr.com/research.php?q=manpower-metrics http://www.strategy2act.com/solutions/hr_accounting_excel.htm

http://www.citehr.com/15563-3-metrics-recruitment-help.html

http://www.citehr.com/research.php?q=manpower-metrics

http://www.strategy2act.com/solutions/hr_accounting_excel.htm

Southeast Michigan Health Care Systems HR Executive Meeting Notes

On December 3, 2012, WIN held an exploratory meeting with the SE Michigan Health Care System HR Executives, with the purpose of looking closely at the shared concerns around health-worker shortages, both short and long-term. Representatives from the following organizations were in attendance:

• Beaumont (hosted the meeting) – Linda Kruso, Director, Workforce Planning • DMC – Dee Hunt, Sr. VP/CHRO • DMC – Janet Hash, Director, Workforce Planning • Henry Ford – Noel Baril, VP, Talent Selection & Rewards • Oakwood – J. Paul Conway, VP, HR • St. John Providence – Ann Vano, VP, Worklife Services • St. John Providence – Jim Flanegin – Sr. Worklife Advocate • Trinity Health Systems – Tina Filoromo, VP, Home Office HR • Workforce Development Agency – Jeanette Klemczak, WDA Health Care Director • Lisa Katz – WIN • Rebecca Cohen – WIN • Tricia Walding–Smith – WIN • Loris Thomas – MEDC/WIN

This initial meeting focused on the key trends in regional health care data. We discussed whether the data actually reflects their reality; and began discussing workforce issues. Our goal is to have an ongoing and coordinated dialogue with health system leaders to make sure academic programs and other training investments are aligned with their hiring needs.

KEY POINTS

DATA: • There are approximately100k turning 65 in our state every year. • Data trend lines ring true. Proportionally the data on job postings is correct, however, we need to take

into account that Health Care systems don’t post every one of their job openings; because if you can’t get one person why post for twelve.

• Data may be missing the number of nurses over the age of 55. Nurses are staying in jobs longer due to the economic downturn. Many of these nurses are in specialty areas: NICU, birthing center, OR, ER, lab.

• If possible, can the data be broken down by FT, PT, and contingent job postings? • The volume of unqualified applicants has changed. Health care organizations receive over 2 million

applications a year. The public does not understand what’s really involved in having a job in health care. When they hear HC is hiring, organizations are inundated with not-qualified talent. It would be nice to help them become qualified if that is their passion, but this is difficult.

• It is heart-breaking to see the numbers who are advised to move in to health care. The opportunity to get a job as a secretary for HC or Medical Assistant is not always golden.

• The demand for RNs is high because they work in a 24-7 demand environment. According to the institute of Medicine reports: (Dupont and RWJ), it is becoming a patient safety issue. Registered, qualified practitioners give better patient care. If this is not the case, organizations will not get paid under new health care reform system (X% need to be BA prepared). Health Care systems could fill every opening in Western & Eastern MI if they hired all new grads, but they can’t afford the safety issues.

• When looking for work, nurses tend to go to the organizations website as opposed to Career Builder type sites.

• Nurses are leaving, not to go to other hospitals, but to join the travelling nurse industry. Currently they have more openings than hospitals.

• Physician Assistants and LPNs are going to the same places physicians go to look for work. EDUCATION: • Given the demographics of nurses, the education system could become a bottleneck; SEMI can help

drive educational decisions. • Schools have to do a better job of educating students about health care positions, including becoming

familiar with the economics of the job – what salaries look like. • With the ACE project, we know we can crank out LPNs, nursing aides, etc., cost per student,

curriculum, faculty—all dynamics play into supply/demand equation. How do we incentivize educational system differently, to invest in RN curriculum? Not to mention the proprietary schools. Proprietary schools are doing MAs. If resources were allocated for higher skillsets, it would be more beneficial in the long-run. Possible training institutions for some of these easier-to-train individuals.

• EPIC health care system for medical records/coding. This is required by health care reform act. A particular leading edge product. It is creating expertise in this area. Hospice and assisted living – length of care in health care sites. Can’t exceed acceptable lengths of health care stay, putting them in places that are more affordable in cost.

• EMR (Electronic Medical Records) skills not defined in postings. EMR is behind the scenes- how to extract information and inform the organization around. Case management and care management; these are popping up across the continuum where they weren’t there before Care managers who take data and turn it into knowledge that we can use.

• Population Health is a missing skill – how to move patients through the continuum. This includes the physicians.

• I-CD-9 coding is up, but will need a lot in I-CD-10. Organizations would not have been ready for I-CD-9 coding without the push for federal EMR requirement. Coders don’t have skillsets for documentation specialist skillsets role. Looking at nurses over age 55 that has the ability to analyze but not necessarily practice nursing anymore.

OTHER Discussion:

• Hospitals are not on MEDC’s radar. MEDC looks as them as the supply change, not for economic development.

• We can find lots of nurse’s aides, but it’s hard to find “good” ones. We hire nursing students. A lot of nursing aides are nursing students. LPNs: if we have a dozen in the organization, that’s a lot (LPNs are more in LTC).

• We would like to increase number of minorities in health care careers. • Health Care systems need to educate themselves: what are the qualifications vs. nice to haves and

explore how to fill the gap. • Need to get familiar with the economics of the classifications that you’re dealing with. Many entry-

level jobs are not big dollar jobs. Look at the American Society of Employers to see what average annual wages are for that.

What Would Be Valuable in Collaboration with WIN:

• Knowing what’s going on with workforce in the region; what’s being worked on ((DJA, Grant Associates, Gov’s HR Advisory Group).

• Assistance in the workforce planning arena: need to have data that is more at the micro-level (county specific). Need a better way of predicting needs from a workforce planning perspective and supplementing it with internal things (NOEL HFHS EDSI).

• Receiving more granular analysis of data (RNs: PT vs. FT, types of RNs, etc.), data for each of the health systems, collaborative training. (Seasoned lab workforce)

• Assistance with providing an avenue for schools to hear from hospitals, what the health care picture is. Look at the requirements and look at the gap. Have counselors ready to talk to these folks. Do some open-house sessions where we bring people in. Acute care sites are going to require more of the BAs. Nursing homes and others may have another mix instead of 60/40 BA requirements. Minimum requirement for a license is an associate’s degree, and then you hire for the need. The trend is towards the BA because of the increased acuity, even LTC are more like hospitals because of rapid discharging and rehabbing. IOM report (also fast-tracking BSN to masters and want PhDs sitting as chief nurses as time goes on).

• Look at the Watson Wyatt report – fed them the employment data (employee ID data, demographics, etc. by occupation then analysis with that data, with reports back to the health system; with SE MI presentation of the regional data); probably actualized the data.

o Supply side of the research was lite. • Development of a process to aggregate the data on a regular basis. What’s next on the horizon—will

technology change the way we deliver this and being able to use this to make better decisions within our organizations and drive decisions at the state level data.

• Updated environmental scan. Could do an age and workforce profile to understand the update of the workforce on a more regular basis. Can’t afford to keep buying from private consultants.

• ACT bridge company – evaluating people who come in. 5 key jobs – profiling the RN job. Attitude, aptitude, simple math.

• Presenting to ACE Steering Committee. • Hear what’s going on with ACT-WorkKeys & MWA in the western part of the state. • Conducting a survey of health-care workers. • Assistance with projecting retirements.

Health Care Data Collection – EXAMPLE

The following is an example of requested data health systems use for workforce planning: All employees (active and terminated) over a specific number of years –

• One file for each year for all employees who were active as of the last day of the respective year • One file for each year for all employees who terminated in the respective year

Individual Employee Data –

• Facility Name • SSN • EE ID • Date of birth • Status (Active, including those on leave as Active, Termination, Retirement) • Date of hire • Rehire date • Date of termination • Termination reason • Date of retirement • FT/PT/PRN status • Scheduled hours • Internal job title • Internal job code • Study job codes

Critical jobs category Nursing specialties

• Gender (M/F) • Ethnicity • Home zip code

Institution Data

• Size (Yearly Gross Revenues) • Zip code of each facility

Health Care Data Request - Beaumont Nursing - Operating Room EXAM

Current Demographics

Royal Oak Troy Total MHATurnover Profile

Employee Count 438 214 652 2,325 TotalAverage Age 47 47.6 47.3 48.2 SE MI Market

Average Service 13.5 11.6 12.6 15.3 External MarketAverage Hourly Pay $32.33 $31.93 $32.13 $30.55 Total - Year 1

% Over 50 36% 33% 35.00% 40% SE MI Market - Yr 1% Retirement Eligible 16% 10% 13% 18% Average Age

New Entrant Profile Royal Oak Troy Total MHAHiring Needs

Average Age 42 44 43 42 2013

% under 30 24% 8% 16% 18% 20152017

PLE

Royal Oak Troy Total MHA

9% 7% 8% 8.40%4% 2% 2.00% 3.20%7% 6% 7% 7%

27% 10% 23% 29.80%10% 2% 6% 10.50%42 44 43 45

Royal Oak Troy Total MHA

116 57 173 490193 96 289 867281 139 420 1,235

New Entrant Profile - Operating Room - EXAMPLE GRAPH

25%

20%Percentage

of 15%

New10%

Entrants

5%

<25 25..29 30..34 35..39 40..44 45..49 50..540%

<25 25..29 30..34 35..39 40..44 45..49 50..54

Age Band

Royal Oak TroyNew Hires (Years): Total New Hires ( Average Age : Average Ag

55..59 60..64 65+

55..59 60..64 65+

(Years): Total ge:

Sustainability Plan February 1, 2013

WIN’s targeted sustainability goal is around $700,000, depending on our

goals for strategic reserves.

Community consulting club evaluated funding options and comparable organizations to devise a sustainability plan for WIN

Foundation Grants

Analyzed Funding Mix Options

Preliminary Research

Revenue

Government Grants

One-time Fees

Membership Dues

Signifies the parts we focused on

CCC recommended a two-pronged strategy to help WIN achieve sustainability

Charge membership fee to current

customers

Leverage existing service

portfolio to reach out to

new base

Financial Sustainability

Customers see the benefit of WIN’s proposition and are willing to attach a monetary value to WIN’s services

•Value WIN’s services of employer convening, burning glass license, data reports and training services

•Would be willing to pay up to $10,000

Community Colleges

•Value WIN’s real time demand data, employer clusters, and its role as mediator between colleges and employers

•Would be willing to pay $15,000 - $25,000

Michigan Works Agencies

•Value WIN’s role as neutral organizer convening employers of the region, helping them discuss common issues

•Would be willing to pay membership fee in the long run

Cluster member employers

•Potential opportunity for offering training, curriculum design and internship program related services to high-schools ISDs

Curr

ent c

usto

mer

s Po

tent

ial c

usto

mer

s

Allegheny Conference RWIN – Kansas City Talent 2025

Description Umbrella organization for three organizations that tackle economic growth in Southwest Pennsylvania

Regional workforce and economic data exchange committee for Mid-America Regional Council (MARC) focused on promoting workforce development in Greater Kansas area

New organization of more than 70 business leaders from variety of industries across 13 West Michigan counties looking to develop economic prosperity in this region

Legal Model 501(c)3 Not incorporated 501(c)3

Funding Mix 2 Sources: • 75% from memberships

dues from ~300 organizations ranging from $1000-$80,000/ year depending on size of organization and amount of business done in area

• 25% from foundation grants

• Grant:

• $500,000 America Works Initiative grant from the Walmart Foundation

• They will be looking at other revenue sources in a year’s time

• 2 Sources:

• 70 CEO Leadership Council members (70 total) pay $5,000 fee annually

• Also received large grant from national foundation

Board Structure

50-60 on Board; 3 year board terms; includes local and national employers

No formal board but the committee consists of community colleges, workforce investment boards, economic development agencies

Board of Directors (9 directors) include employers and government agencies

CCC conducted benchmarking of similar organizations to learn more about legal models, funding mixes and board structures

90 90105 140100

750

0

200

400

600

800

1000

2013 2017

Rev

enue

fore

cast

(in

$’00

0s)

Revenue projections 2013-2017

• 7 MWAs: $15,000 charged in 2013 and 2014. $20,000 charged in 2015-2017. • 9 CCs: $10,000 charged from 2013-2017 • Funding from FED/STATE grants and donations needed through 2014 • WIN SG&A and Marketing costs increasing at 10% from 2013-2017

WIN can generate positive returns by 2015 through membership generation and funding

(In $’000s) 2013 2014 2015 2016 2017

Total Revenue $495 $670 $895 $1,020 $1,145 Membership Fees 295 470 695 820 945 Employers 100 275 500 625 750 MWA 105 105 140 140 140 Community Colleges 90 90 90 90 90 Funding 200 200 200 200 200 State/Federal Grants 100 100 100 100 100 Philanthropy 100 100 100 100 100 Total Costs & Expenses $617 $674 $733 $798 $869 Data Membership 50 50 50 50 50 SG&A 507 558 613 675 742 Marketing 60 66 69 73 76 EBITDA ($122) ($4) $197 $257 $311

Council member growth will drive employer revenue generation

• WIN currently mediates 3 functional councils (IT, Manufacturing, Healthcare) • Growth in these areas and an addition of 2 councils (Sales, Engineering) will significantly help WIN become

financial sustainable

Initiate membership fee

for IT council

Initiate membership fee

for MFG/HC councils

Initiate membership fee for Sales/ENG

councils

Council 2013 2014 2015 2016 2017

IT 20 25 30 35 40

Manufacturing 10 15 20 25 30

Healthcare 10 15 20 25 30

Sales 5 10 15 20 25

Engineering 5 10 15 20 25

Total Member Count 50 75 100 125 150

Total ($’000s) $100 $275 $500 $625 $750

WIN funding model

Revenue generation Data products - Consultation/services (benchmarking - see MMTC and NextEnergy for Human Capital benchmarking; ASTD data) Sponsored activities/events - Clusters

State/federal grantsPhilanthropy 100% 600,000 Board/other member investment

100% 600,000 Goal=700,000

Year 1

WIN funding model Revenue generation Data products - - Consultation/services (benchmarking - see MMTC and NextEnergy for Human Capital benchmarking; ASTD data) Sponsored activities/events - 1% 5,000 Clusters

State/federal grants 12% 80,000 Philanthropy 100% 600,000 75% 500,000 Board/other member investment 12% 80,000

100% 600,000 100% 665,000 Goal=700,000 shortfall (35,000)

Year 1 Year 2

WIN funding model

Revenue generation Data products - - Consultation/services (benchmarking - see MMTC and NextEnergy for Human Capital benchmarking; ASTD data) Sponsored activities/events - 1% 5,000 1% 10,000 Clusters 8% 55,500

State/federal grants 12% 80,000 14% 100,000 Philanthropy 100% 600,000 75% 500,000 55% 400,000 Board/other member investment 12% 80,000 22% 160,000

100% 600,000 100% 665,000 100% 725,500 Goal=700,000 shortfall (35,000) shortfall 25,500

Year 1 Year 2 Year 3

WIN funding model

Revenue generation Data products 0% 3,000 Consultation/services (benchmarking - see MMTC and NextEnergy for Human Capital benchmarking; ASTD data) 2% 15,000 Sponsored activities/events 5% 30,000 Clusters 14% 90,000

State/federal grants 19% 120,000 Philanthropy 15% 100,000 Board/other member investment 45% 289,000

100% 647,000 Goal=700,000 (53,000)

Year 4

Alternative member structure Y2, Y3

Avg membership rate

Assumed # members

Total stakeholder investment

Avg membership rate

Assumed # members


University members 20,000 0 - 20,000 0 - Colleges 10,000 9 90,000 15,000 9 135,000 MWAs 10,000 7 70,000 15,000 7 105,000 EDAs 3,500 0 - 3,500 0 - CBOs 1,500 0 - 1,500 0 - SOM (e.g., MEDC) 30,000 0 - 30,000 0 -

160,000 240,000

Y2 could begin a phase in of the funding need, with Y3 transitioning to full member fees.

Alternative member structure Y4

Y4 could begin a phase of additional affiliate members that also pay fees.

Avg membership rate

Assumed # members


Avg membership rate

Assumed # members


University members 20,000 3 60,000 20,000 3 60,000 Colleges 10,000 9 90,000 15,000 9 135,000 MWAs 10,000 7 70,000 15,000 7 105,000 EDAs 3,500 9 31,500 3,500 9 31,500 CBOs 1,500 5 7,500 1,500 5 7,500 SOM (e.g., MEDC) 30,000 1 30,000 30,000 1 30,000

289,000 369,000

Revenue strategy for clusters

Cluster Y3 Y4 Y5Information tech 27,500.0 45,000.0 70,000.0 Advanaced manufacturing 5,500.0 7,500.0 10,000.0 Health care 22,500.0 37,500.0 45,000.0

55,500.0 90,000.0 125,000.0

WIN member value proposition • Regular data products (access to

quarterly data; SOW report full access) • Participation in cluster strategies -

employer convening - cluster strategy engagement at a regional level and engagement in regional employer associations

• Discounts on special reports, events, "consulting," services (group discount, negotiated bulk rates)

• Visibility/awareness/communications (member profiles on website, features in e-news and social media, local/state/national media attention)

• Convenings (e.g., Business Services Network, Career Services Network)

• Active policy voice • Regional grant writing (lead and/or

partner) • Access to/use of WIN web platforms

(e.g., WIN base to build new site) • Entrepreneurial concepts

development and deployment (e.g., regional training consortiums)

• Other

Career Transitions Workgroup and Business Services Network Proposal Workforce Intelligence Network

1 1.28.2013

Vision: Continue the networking, professional development and collaborative efforts of the business services network and career transition workgroup developed under the 21st Century Workforce Initiative. Objectives: • Develop a process for reducing redundancy of company contacts and maximizing potential

contacts/companies served. • Offer professional development opportunities that increase skill and knowledge levels of front line

workforce development professionals in the region. • Provide a forum for exemplary practice sharing and idea generation. • Serve as a venue for both bottom-up and top-down policy and practice change across talent-

driven institutions. • Educate participants regarding career and business services networks. • Serve as a resource repository and networking opportunity for business and career services staff

to reach across county lines. • Provide mechanisms for communication and information sharing across institutions. • Improve employers’ opinion of the workforce system. • Improve job seekers’ opinion of the workforce system.

Proposed Program Structure: Meeting locations will rotate between three or four centralized locations. First meeting to be held the week of March 4, 2013. Up to 9 in-person meetings. Additional meetings or working groups can be conducted via conference call or webinar. Option 1 – Top Choice Option 2 Option 3 • Two Joint meetings to bring

together business services and career services professionals (all participants in working groups)

• Three in-person meetings of the Career Transition Workgroup per year

• Three in-person meetings of the Business Services Network per year

• Webinars or conference calls to address specific topics when needed or readily available.

• Three joint meetings to bring together business services and career services professionals (all participants in working groups)

• Four meetings of the Career Transition Workgroup per year (two virtual, two in-person)

• Four meetings of the Business Services Network per year (two virtual, two in-person)


• One joint meeting to bring together business services and career services professionals (all participants in working groups)

• Four meetings of the Career Transition Workgroup per year (all in-person)

• Four meetings of the Business Services Network per year (all in-person)


Career Transitions Workgroup and Business Services Network Proposal Workforce Intelligence Network

2 1.28.2013

Sample Agenda: Agenda Business Services Network

Date Time Location

1:00 PM Arrival and Networking

WIN/ general network updates

Program-Speaker or a themed facilitated discussion

Roundtable/best practices discussion

Closing/tips for implementation

3:00 PM Networking and departure

Upcoming Meetings:

Engagement outside of meetings: Data Webinars every quarter to correspond to the WIN quarterly data reports Set up a listserv using current WIN e-mail provider? Use the current space on the WIN website to post upcoming meeting information/events. This could eventually become the place for an online (secured) portal. Group pages: Google pages-secured rather than open to public, may also be able to operate a Listserv from these. Eventual development of a “job posting” function Career Transitions Workgroup and Business Services Network Budget:

Budget Item AmountConsultation 3000Speaker Expenses 4000Food/beverage 3300Facilities 0Communications Efforts -

Printing, Webinars, Web Design and graphics 6000WIN staff 7500SUBTOTAL 23800SEMCA 5% Administrative Cost Recovery 1190TOTAL: 24990

Business Services and Career Transition Networks Meeting Structure and Topics QuestionnaireResults

January 30, 2013

Meeting Structure Options (Select One):8 Option 1: Two Joint Meetings, Three in-person Business Services Meetings, Three in-person Career Transition Meetings

Option 2: Three Joint Meetings, Two in-person, Two Virtual Business Services Meetings,Two in-person, Two Virtual Career Transition MtgsOption 3: One Joint Meeting, Four in-person Business Services Meetings, Four in-person Career Transition Meetings

Meeting Topic Options:(Select Topics to match number of meetings selected in Meeting Structure Options or create your own)

Joint topics: 5 Burning Glass/real time data2 Workkeys/ACT Center testing- Do not cover.2 Creating a pipeline of workers -Do not Cover.2 Tools for Entrepreneurship1 Veterans-hiring and supporting

Central information hub1 Referral network2 Creating common metrics to measure the region as a whole - Do not cover4 Salesforce collaborative approach

Right to work legislation-what it means? -Do not cover.3 Clusters (individually or the idea as a whole?)3 Michigan Talent Connect-Employer and jobseeker complaint and solution process2 Resources for incumbent workers3 Leveraging social media1 Common/coordinated network metrics-ways to create regional metrics3 Workplace efficiency-It's not just for our customers: Serving more customers faster-MMTC?

Right to Work legislation-what it means for employers and job seekers2 Veterans hiring

Healthcare affordability act-what this means for business - Do not cover.3 Comm. college contribution to workforce dev:changing curricula to better align with employer talent/skill demands

I would suggest that use of Burning Glass data be a topic for the first meeting. Many of us have invested in the tool and we need to find ways for fron-line staff to use it in their jobs.


January 30, 2013

Career Services Topics:4 Entrepreneurship2 Soft Skills (maybe break this out-seems like a large topic)2 Generational gaps1 Career coaching

Resume writing1 Life skills, such as financial literacy1 Dealing with the disruptive customer- lessons learned/ discussion format without a speaker/only a facilitator2 Rapid response

Behavior monitoring scale for H.S. -Do not cover.Managing the chronically unemployed

1 Helping people with reading/cognitive deficiencies - Do not cover.1 Job placement3 Career transition3 Helping the Chronically unemployed1 Understanding and overcoming learning/reading disabilities - Do not cover.4 Accelerated certificate programs2 Apprenticeships

My highest priority would be helping the chronically unemployed as we are seeing these folks more, and there is not much we can do for them.

Comment: My feeling is that each meeting should include discussion on best practices in a specific skill development (eg, resume writing, a soft skill, etc) as well as a more general issue such as entrepreneurship from the career services professional perspective. General issues are numbered - not necessarily by priority.

Business services:3 Business services efficiency: Coordinating business engagement (Salesforce) on a regional level/reducing regional redundancy4 Business Solutions Professional add on trainings-solicit ideas from steering committee and group3 State and Federal Policy-ways to work with it and recommendations for new changes/policies

Right to work legislation1 Layoff aversion/business expansion opportunities2 Successfully managing employer relationships /managing employer expectations


January 30, 2013

2 Helping employers avoid “overscreening” candidatesCommunity college employer advisory meetings and outcomes with businesses

2 Community college educational and training grants-correlation with the business services community AND OTHER BEST PRACTICES AND OPPORTUNITIES TO LEVERAGE REGIONAL RESOURCESAssuming we all get Salesforce soon, the first topic would be a natural for the March meeting.

Miscellaneous: 1 Bring in DRC's Connection Point3 Sharing process improvements/exemplary practices3 How to use “real time” data

Assessment tools3 The manufacturing skills gap - maybe as a discussion with employers2 Workforce development best practices-Pittsburgh and the aging workforce

Thank you!

February X, 2013

Michael Finney, Pres. & CEO Steven Hilfinger, COO Christine Quinn. Director, Workforce Development Agency Amy Cell, Sr. VP, Talent Enhancement Michigan Economic Development Corp 300 N. Washington Square Lansing, Michigan 48913 Dear Colleagues: The Workforce Intelligence Network (WIN) is a regional collaborative effort between eight community colleges, seven workforce boards and economic development partners to create a comprehensive and cohesive workforce development system in Southeast Michigan that provides employers with the talent they need for success. This letter to express our shared concerns about how the current version of Pure Michigan Talent Connect (PMTC) and how it is affecting our organizations’ abilities to effectively and efficiently serve our customers. We also wish to suggest some possible system improvements. First, all of the WIN partners appreciate the efforts of the MEDC to build a new and improved labor exchange, and the opportunities it has provided to help staff and customers learn how to use the new system and provide meaningful feedback. It is never easy to introduce a new technology, especially one that is utilized by the public, and we understand that MEDC still is in the process of working out the kinks and making improvements. However, recent improvements still have not solved many of the major systemic problems that we have faced. While training has been helpful, it does not address the overall performance or functionality of the system. Some of the major concerns that still exist include:

• Employers choosing not to use PMTC, instead turning to sites like Monster and CareerBuilder to find talent. Many employers have expressed frustration over the increased time it is taking to use the system, difficulty trouble shooting problems, and the lack of good matches as compared to the Michigan Talent Bank.

• Job Seekers choosing not to use Michigan Works, leaving centers once completing PMTC registration requirements for Unemployment Insurance vs. accessing additional core and intensive services. Documented concerns include long lines, up to 33% not having e-mail addresses, increased time needed to register, difficulty trouble shooting problems, and difficulty finding enough good job matches.

We have included two documents to this letter detailing these concerns, including notes from the November 28th Southeast Michigan Talent Summit and a statewide MIS Users Group report. The impact of these concerns is that the dissatisfaction with PMTC is creating a negative view of Michigan Works! from both employers and job seekers, resulting in a drop in the number of both customer groups taking advantage of other business and career services. This in turn affects the ability of employers to find qualified employees and address other business needs, and the ability of job seekers to access training and support services, and find good jobs.

The WIN partners, and in particular the MWAs and their service center staffs, are dedicated to continuing to work with MEDC to improve the current system, and to continuing to work with employers and job seekers to help them use PMTC and access additional services. Our organizations and our staffs have a long history of taking on big challenges, like the economic downturn in 2008, and doing whatever it takes to get the job done. We would also like the MEDC to seriously consider that in addition to improving the current system, they explore purchasing existing labor exchange technology sooner rather than later. In particular, WIN partners are very impressed with Burning Glass technology, which includes state-of-the-art job matching, resume parsing and management, reemployment and educational pathways (of particular interest to our community college partners), and real time labor market information technology. Most of the WIN partners have already purchased the real time labor market information technology enabling us to compile data on online job postings, in demand occupations and required skills. This data is already being used to help shape curricula and educate job seekers on growing occupations and available educational pathways. WIN also is sharing this data with industry clusters in technology, advanced manufacturing and health care, validating the need for businesses to work together to identify and address cluster training and employment needs. WIN partners are now exploring a joint procurement to purchase the additional technologies described above from Burning Glass or one of its competitors. Recently, over 40 WIN partners, employers and others participated in a Burning Glass webinar to learn more about these tools. While the PMTC attempts to deliver many similar services, partners were impressed with how comprehensive and user friendly the Burning Glass system is. It also allows for a stronger interface between jobseekers and career services staff. Further, they have been achieving great results with other state and local workforce agencies including New York, Oklahoma, Minnesota, among others. WIN has had the opportunity to contact each of these states directly and has confirmed satisfaction with the Burning Glass systems. Our preference is for the State to purchase and incorporate Burning Glass, or similar functionality, into PMTC, and we are happy to discuss the details of the functionality we prefer. However, we are considering a separate regional portal or demonstration site. To avoid duplication with PMTC, Burning Glass has demonstrated the ability to easily share employer and job seeker data with labor exchanges in other states so that the linkage with PMTC would be smooth. We expect the cost for our region would be well under $400,000/year for the whole package for all 15 partners. Moving forward, it is our hope that the WIN partners will work together with MEDC to further articulate and address concerns with PMTC and how it is being utilized, and to explore purchase of state-of-the-art labor exchange technology. We would also like to offer our region up as a pilot to demonstrate this technology and how it can be integrated into PMTC. On behalf of all of the WIN partners, we would like to thank you again for all you are doing to support WIN and the Southeast Michigan workforce development system. Please let Lisa Katz, our Executive Director, know of any questions and concerns, or to set up a meeting for moving forward. Sincerely, Bill Sleight, Co-chair Sharon Miller, Co-chair

SEMCA REQUEST FOR PROPOSAL

TALENT POOL ENHANCEMENT SYSTEM

Original Quote Due:

Month DD, YYYY

Southeast Michigan Community Alliance (SEMCA) 25363 Eureka Road

Taylor MI 48180 [email protected]

mailto:[email protected]

SIGNATURE PAGE

In submitting this bid it is understood that the right is reserved by SEMCA to reject any or all bids. Bidder will identify business entity as individual or if doing business under assumed name indicates assumed name, partnership (naming partners), corporation, foreign or domestic (naming principal officers), and indicate official capacity executing quote and bid. _________________________________________________________________ Company Name (Corporation, Partnership or Assumed Name) _________________________________________________________________ Company Address (Street) (City) (Zip Code) _________________________________________________________________ Company Phone Number Fax Number E-mail Address _________________________________________________________________ Name of Principal Officer(s) Title _________________________________________________________________ Name of Partnership/Owners Title _________________________________________________________________ Name of person executing bid Title

SOUTHEAST MICHIGAN COMMUNITY ALLIANCE, INC. SEMCA REQUEST FOR PROPOSAL

TALENT POOL ENHANCEMENT SYSTEM

Southeast Michigan Community Alliance (SEMCA), a non-profit corporation (501(c)(3)) located at 25363 Eureka Road, Taylor, Michigan, 48180 is issuing a Request for Proposal for a data system to improve the data collection and analysis of the region’s talent pool and employment opportunities. This system is intended to act as an enhancement of the operation of Michigan’s Talent Connect and One Stop Management Information System (OSMIS) data systems. SEMCA’s region includes the residents of Monroe and Wayne County, less the city of Detroit. In a twelve-month period the Workforce Development programs serve approximately 40,000 job seekers and 2,500 businesses across 250,000 contacts. SEMCA offices are open Monday – Friday from 8:30AM – 5:00PM, excluding eleven (11) holidays: New Year’s Eve Day, New Year’s Day, Martin Luther King Day, President’s Day, Memorial Day, 4th of July, Labor Day, Thanksgiving Day, the day after Thanksgiving, Christmas Eve Day and Christmas Day. For additional information about SEMCA, please visit www.semca.org. Questions about the Request for Quote are to be submitted via email to [email protected] with the subject: TALENT POOL ENHANCEMENT SYSTEM

http://www.semca.org/


A. System Goals Bidder to provide quote for a web-based software solution to enhance SEMCA’s ability to provide quality employment and training services to job seekers and business. The system should include the following features.

A.1 Gather employer intelligence by obtaining real time job vacancy information and the skills required to fill these positions.

A.2 Assist a job seeker with building a quality resume while capturing the skills the candidate possesses.

A.3 Match job seekers and employment opportunities based on skills and identify to both parties gaps in skills.

A.4 Allow Workforce system partners to access information that will guide them in the development of training programs or services to reduce regional skill gaps. This information will assist in the development of policy making decisions regarding the most efficient use of training funds.

A.5 Allow Workforce system partners access to a comprehensive common data set of training programs, job seekers and employment opportunities.

A.6 Help job seekers identify skills/training gaps and provide information that will deliver more comprehensive services in conjunction with existing systems.

A.7 Help employers quickly identify and gain access to a pool of available talent to provide enhanced job placement capabilities.

B. System Features In order to achieve the goals listed, the system must contain features such as resume analysis, employer job analysis, skill gap analysis, job vacancy information, career path planning, match job seekers to potential services, training and job opportunities, provide real time labor market reports via a user friendly interface. The system must:

B.1 Obtain real-time labor market intelligence from multiple sources and provide analysis of skills gaps between the available talent pool and employment opportunities.

B.2 Provide a tool for education entities and workforce programs to evaluate, adjust or create curriculum to close gaps and meet the needs of business.

B.3 Work in tandem with Talent Connect and OSMIS to enhance SEMCA’s service delivery to business, job seekers, training partners and Workface partners.

B.4 Provide user friendly tools to enhance a job seekers ability to find employment or training to advance their current career.

B.5 Provide user friendly tools to enhance a business’s ability to find the talent necessary to fulfill their employment needs.

B.6 Provide a reporting system that uses all available system data to create reports containing actionable information about the region’s talent pool, business, Workforce programs, training opportunities and skill gaps.

C. Technical Requirements

C.1 Vendor hosted web-based system compatible with a wide range of browsers and devices.

C.2 24/7 availability with exception for scheduled maintenance. C.3 Training for administrative staff and Workforce program contractor staff. C.4 Technical support available to system administrators. C.5 Customizable reporting functions, with all system data being made

available for reporting. C.6 Technical support to include system upgrade and enhancements. C.7 ADA compliance. C.8 Self-service account maintenance, i.e. password reset. C.9 Ability to develop features to share data with other systems via automated

batch processing (import/export).

D. Desired Outcomes D.1 Enhance available labor market information via real-time data. D.2 Expand scope of services and service delivery for all participants. D.3 Develop skill pathways based on employer demand.

D.4 Track job placements to measure program effectiveness for job seekers and business.

D.5 Provide information to students entering the job market or deciding their career path.

D.6 Help training vendors tailor curriculum to meet the needs of business. D.7 Drive promotional and marketing activities based on real time data,

including marketing to business that do not actively use the Workforce system.

D.8 Provide data to Workforce contractors to assist them with helping participants make informed career planning decisions.

D.9 Assist Workforce Business Service Representatives serve the business community by providing real-time skills based matches from the available talent pool.

D.10 Ability to articulate transferrable skills. D.11 Identify skill gaps between available talent pool of job seekers and

employment opportunities. D.12 Use technology to gather employment opportunities from as many sources

as possible while removing duplicate entries. D.13 Provide business with user-friendly tools to track applicants to their

employment opportunities.

E. Project Cost Bidder shall provide the total cost of the project for a one-year term, along with an optional year two and three. If not included in the annual, separate amounts for any applicable costs should be listed for items such as:

E.1 Software license fees E.2 Base system software E.3 Technical and user documentation E.4 Customization required to meet bid specifications E.5 Training including training materials E.6 Unlimited phone technical support for technical staff E.7 Unlimited phone support for customers (jobseekers and employers) E.8 Installation / conversion / integration / transition

Bidder shall include the methodology and cost associated with the development of system enhancement or new features.

Provide the following information: Attachment A Describe the product’s ability to meet the System Goals and

System Features listed in section A and B. If any feature is not available in the base system, but available as a customer enhancement or planned feature it should be noted as such along with a development time line. Response should not exceed the space provided (four pages at no less than 12 pt font).

Attachment B Describe the system’s ability to meet the technical specifications

listed in section C. Response should not exceed the space provided (two pages at no less than 12 pt font).

Attachment C Describe the products ability to meet the desired outcomes in

section D. If any feature is not available in the base system, but available as a customer enhancement or planned feature it should be noted as such along with a development time line. Additional benefits not listed in section D can be included in this section. Response should not exceed the space provided (four pages at no less than 12 pt font).

Attachment D List the project cost associated with implementation of proposed

system as described in section E. Attachment E List a minimum of three references that are using the system you

are proposing. Attachment F List the anticipated implementation timeline associated with the

project. RFP Timeline RFP Issued Submission Deadline Award Announcement Installation complete

Attachment A – System Goals and Features

Attachment B – Technical Specifications

Attachment C – Desired Outcomes

Attachment D – Cost First year cost Second year (optional) Third year (optional) Additional cost not included in annual amount Item Amount Describe methodology and cost associated with the development of system enhancement or new features.

Attachment E– References

Attachment F– Installation / Cutover schedule Date or Days after Bid Award Event Vendor meet / finalize contract System setup Training Implementation Complete

GENERAL SUBMISSION GUIDELINES 1. All proposals must be received and date and time stamped in the SEMCA offices

at: Via Regular Mail to: Southeast Michigan Community Alliance

Attn: TALENT POOL ENHANCEMENT SYSTEM 25363 Eureka Rd. Taylor, MI 48180 or via e-mail – [email protected] Subject: TALENT POOL ENHANCEMENT SYSTEM (Time/Date stamp based on RECEIPT, not SENT) Fax Signature page to 734-229-3501 Attn: TALENT POOL ENHANCEMENT SYSTEM

2. The deadline for submission if 5:00PM Friday February 8, 2013 LATE QUOTES WILL NOT BE CONSIDERED 3. Proposals must be submitted in the legal name of the organization. Proposals

should not be submitted in the name of the project. 4. All statements made in the proposals are to be considered final, and if the

proposal is accepted, will be used as the basis of a purchase agreement. 5. SEMCA will follow appropriate protest procedures in the event the awarding of a

contract is questioned or challenged. These procedures are part of the SEMCA procurement policy and are available at any time upon written request.

6. This RFP does not commit SEMCA to the awarding of any contract and/or the

payment of any costs incurred in the preparation of quotes under this request. SEMCA reserves the right to accept or reject any or all proposals received as a result of this request, to negotiate with all qualified proponents and/or to cancel in part, or in its entirety this RFP if it is in the best interest of SEMCA to do so.


DRAFT – DO NOT DISTRIBUTE

1

Working Smarter: Understanding Jobs and Talent in Southeast Michigan Add context about how the report is structured/comparison regions.

About WIN, counties included in region.

Acknowledgements (board institutions)

After a decade of upheaval, Southeast Michigan’s economy is beginning to show clear evidence of recovery: unemployment has fallen from above 16.2% in August 2009 to 9.1% today, and the number of those with jobs is on the rise. Although the economy has a long way to go before reaching pre-2003 levels, job demand, based on the number of employer job postings, has been substantial, especially in key areas like information technology, advanced manufacturing and health care. In fact, growth in these clusters has been so strong that employers are having trouble filling key positions.

There is tremendous opportunity to better align the interests and talents of the current and future workforce with these areas of growth to overcome emerging skills gaps. In fact, addressing these talent areas is a regional economic imperative: as our workers continue to age and the economy continues to gain momentum, the number of skilled and experienced workers will decline as workers begin moving towards retirement. In fact, in the United States, every day there are 10,000 new baby boomers who reach retirement age, and this will be the case for another 18 years. In Southeast Michigan this translates into roughly 158 people per day, or about 58,000 people per year1. At the same time, the state and region has lost population: the Southeast Michigan labor force declined by 200,000 in the last ten years.

While there are new workers in the fold, the number entering the workforce is unlikely to keep pace with demand. First, the overall numbers are relatively low. The 2012 high school senior class is 64,900 strong2. Not all will enter the labor force, and most are unlikely to pursue training or education in top-demand fields like engineering and information technology. Second, number of future graduates is dwindling: 2011 enrollment in 1st grade is 7.6% lower than today’s 12th grade class. We can expect ongoing struggles finding the right talent for the changing jobs in our region.

This means that Southeast Michigan must pull out all the stops to grow, repurpose, and attract. We must educate our young people about the fields that are growing new jobs and encourage them to explore and pursue careers in those fields. We must encourage a strong focus on training and retraining

1 This figure was estimated by dividing roughly 3,650,000 U.S. retirees per year (10,000 per day) into the U.S. population (315 million), producing a percentage of .0115873. Using the same percentage, and Southeast Michigan population of roughly 5 million people, the estimated retiree population of 57,936 retirees/year and 158 per day. 2 K-12 enrollment figures come from Michigan Center for Educational Performance and Information.


2

opportunities for our current workforce, with employers, workers, and education and training institutions on the same page as to changing skill demands. We must open our doors to talent from around the globe and encourage older workers to reimagine retirement as an opportunity to change their work, not leave it entirely. And we must undertake efforts to entice workers to come to and return to our region, promoting the density of employment opportunities and the increasing quality of place.

Southeast Michigan is not alone in the challenges it faces to match human with economic capital: many places around the nation face talent shortages similar to our own. The good news is that Southeast Michigan is taking unprecedented action to overcome these gaps. For example, the education and talent partners of the Workforce Intelligence Network (WIN) are playing an instrumental role in using data to identify emerging employment opportunities and create and align programs to prepare workers with the appropriate skills in these fields. They are working with employers to clearly understand their needs and develop plans to promote these opportunities to a cross-section of present and future workers and ensure that the right skills are being taught at the right times.

This report takes a deep dive into the state of Southeast Michigan’s workforce, but, more importantly, it begins to highlight some (but far from all) of the important action steps being taken to make sure that our talent aligns with our growth. The first section of the report presents a broad overview of where our talent stands and some of the key strategies being undertaken to overcome gaps in critical areas. Supplements to this report take deep dives into three of the region’s top occupational clusters—information technology, advanced manufacturing and health care.

WIN partners are committed to the mission of growing the talent that employers need for success. Just one year has passed since the WIN initiative officially launched, and already efforts are increasingly strategic. Diverse partners—including employers, community colleges, workforce development agencies, universities, community based organizations, economic development agencies, philanthropy and others—are gaining greater clarity around our region’s talent needs and are taking important steps to address them. As efforts continue to unfold, Southeast Michigan will ensure its workers are ready for the jobs of today and tomorrow. We have come a long way already.

Regional workforce summary Southeast Michigan is a sizeable, diverse region. The geography identified for this report, and for the partners in the WIN region, is reflective of the regional labor shed (where people live, work, and play.

• Southeast Michigan comprises nine counties: Genesee, Oakland, Macomb, Monroe, Oakland, Shiawassee, St. Clair, Washtenaw, Wayne – use map to show counties, not map below.


3

• The region is home to 5.17 million residents, 52.4% of the state’s population. Over the last five years, the region’s population declined by 2.3%, while the state population declined 1.4%.3

• The region is home to a labor force4 of roughly 2.4 million individuals. Of these, 90% work within the 9-county area, with the remainder holding jobs outside of the area5. Another 10% of workers flow in and out of the nine counties to work.

• The average Southeast Michigan resident‘s commute is fewer than 10 miles.

County Top worker destination(other than home county)

Second worker destination(other than home county)

Third worker destination (other than home county)

Genessee Oakland County (13.8%)

Wayne County (4.9%)

Ingham County (4.0%)

Livingston Oakland County (21.7%)

Washtenaw County (17.6%)

Wayne County (13.1%)

Macomb Oakland County Wayne County Ingham Coun ty

3 The demographic data in this report is compiled from several sources using a specialized process. Sources include US Census Bureau annual estimates, birth and mortality rates from the US Health Department, and projected regional job growth.

4 Labor force information was collected from the State of Michigan Data Explorer Unemployment Statistics (LAUS). Labor force includes both employed individuals, and unemployed individuals actively looking for work. 5 On the Map analysis through the U.S. Census Bureau uses 2010 labor force and employment information.


4

(28.1%) (18.5%) (1.6%) Monroe Wayne

County(22.2%) Lucas County, OH (17.9%)


Oakland Wayne County (20.7%)

Macomb County (7.8%)


Shiawassee Oakland County (12.2%)

Ingham County (11.8%)

Genesee County (11.6%)

St. Clair Macomb County (22.5%)

Oakland County (13.5%)

Wayne County (9.5%)

Washtenaw Wayne County (14.8%)

Oakland County (7.6%)

Livingston County (1.9%)

Wayne Oakland County (18.9%)

Macomb County (5.8%)


TO BE DEVELOPED

EXECUTIVE SUMMARY INFORMATION -- Research included in this report shows:

• Manufacturing used to be the largest employer in the region. It is unclear if those lost manufacturing jobs will ever return to previous levels, but there have been signs pointing to growth, particularly in high tech areas, such as engineering and software development.

• The health care industry weathered the recession, and health care jobs have seen slow but steady growth.

• Overall, there are fewer individuals looking for work in our region. • The region’s aging workforce, particularly in some specialty areas, could potentially lead to large

talent shortages. • Men vs. women in industries

o How that affected employment during the recession • More experienced workers are working longer, and youth find it harder to find jobs. • Average earnings per worker in 2012 were $53,166, 104% of the national average. Average

earnings for males were $66,000, 107% of the national average. Average earnings for females were $39,800, equal to the national average. See the individual cluster reports for median wages by cluster.

Throughout the report, statistics are used to describe both current (and past) employment and demand. Employment refers to actual employment numbers related to industries or occupations. In most cases, statistics refer to occupational employment. This is different that industry employment because jobs with very different job functions can be categorized within a single industry. For example, while health care occupations make up the majority of jobs in the industry, there are also high proportions of information clerks, administrative staff, and financial clerks.


5

Additionally, where the report refers to demand, statistics are derived from employer job postings, not actual employment numbers. In most cases employer demand is categorized using an occupational cluster approach that takes into account job skills and function, not the employer industry. Please refer to the data notes section for more details about how employer job postings are compiled.

Gross regional product Despite substantial changes in the regional economy in the last several years, traditional industries, like manufacturing, still play a critical role when it comes to prosperity and jobs. As the economy diversifies, other drives, like health care and information technology, are becoming increasingly important.

• Southeast Michigan’s Gross Regional Product (GRP is a combination of earnings, property income, and taxes on production) in 2011 was $212.9 billion.6,7

• The leader driver of GRP, at 14% of the total was manufacturing, despite recent historical struggles in this industry.

• The next leading drivers of GRP are professional-scientific-and technical services (11%), government (11%), and health care and social services (10%). PUT CHART ON WEBSITE or QR CODE:

NAICS Industry GRP (2011) % of Total

11 Agriculture, Forestry, Fishing and Hunting $462,758,743

0%

21 Mining, Quarrying, and Oil and Gas Extraction $499,520,095 0% 22 Utilities $5,098,152,883 2% 23 Construction $5,800,915,690 3% 31-33 Manufacturing $29,243,092,475 14% 42 Wholesale Trade $15,764,997,567 7% 44-45 Retail Trade $14,153,070,009 7% 48-49 Transportation and Warehousing $6,167,801,896 3% 51 Information $6,736,678,591 3% 52 Finance and Insurance $17,235,216,795 8% 53 Real Estate and Rental and Leasing $15,189,534,043 7% 54 Professional, Scientific, and Technical Services $23,125,209,341 11% 55 Management of Companies and Enterprises $6,671,579,060 3% 56 Administrative and Support and Waste Management

and Remediation Services $8,644,614,637 4%

61 Educational Services (Private) $1,749,057,976 1% 62 Health Care and Social Assistance $21,294,872,622 10% 71 Arts, Entertainment, and Recreation $2,006,483,084 1%

6 Data source: Economic Modeling Specialists Inc. complete employment. 7 Gross Regional Product is a measure of the size of the economy. It is measured by the market value of all final goods and services produced within a metropolitan area in a given period of time.


6

72 Accommodation and Food Services $5,641,539,847 3% 81 Other Services (except Public Administration) $4,490,067,877 2% 90 Government $22,942,809,084 11%

Southeast Michigan residents work in a variety of settings, industries, and occupations. Small businesses are by far the region’s biggest employers. Health care is today’s largest employer, although manufacturing remains strong.

Small businesses

• Southeast Michigan is home to nearly 109,000 business establishments that, in 2012, provided 2.4 million jobs.

• The concentration of business establishments has declined in Southeast Michigan as a result of the recession, from 50% concentration in 2002 to around 45% today. Many of the firms lost to the region were manufacturing-related or dependent on manufacturing.

• Although stage 1 firms (those with 2-9 employees) account for 54% of regional business establishments, they employ only 24% of the workforce. Stage 2 firms (those with 10-99 employees) account for 9% of establishments but almost 33% of employment.8 Together, these small employer groupings employ more than half of the region’s labor force.

• The region’s small businesses with fewer than 50 employees9 are dominated by the retail trade and health care industries. Professional, scientific, and technical services, which are often engineering, drafting, or computer/information technology firms, are ranked third.

Regional clusters

Understanding clusters

Since the start of 2012, WIN has organized work into occupational clusters. Instead of looking at talent around industries, much of our research looks at occupations, and the skills, educational credentials, and experience needed to work in them. WIN research still examines industry data, as the health of companies can be useful for economic development purposes, however, shifting our focus from industry to occupation is important as different types of occupations with extremely different skillsets may work within and across industries.

For example, accountants, computer specialists, and engineers all may work in the manufacturing industry. By clustering occupations, the talent system can identify employer demand for particular

8 Source: Your Economy.org 9 BLS County Business Patterns, 2010.


7

skillsets across multiple industry types and develop a response through training and pipeline development to meet that demand.

WIN’s three targeted clusters

WIN targets three main clusters in its work and regional data analysis: health care, advanced manufacturing, and information technology. Top job occupations across the clusters include engineers, registered nurses and software developers for applications. Nearly 40% of the top jobs are in WIN’s target clusters.

Health care

• WIN’s health care occupation cluster includes jobs related to health care support and practitioners. In 2012 there were approximately 29,800 online job postings for health care jobs. While demand for this cluster has grown (between 2007-20012 online postings climbed 28.6%), the ratio of postings to employment was the lowest of WIN’s targeted clusters (around 1 posting for every 10 current jobs10). Intelligence gathered from employers points to stable but slow growth. Employers also indicate that many of their open job positions are not posted online.

10 Current jobs refer to jobs in the occupational cluster, not in the health care industry.

0%

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Health care Informationtechnology

Engineers anddrafters

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2012 cluster demand/employment

2012 employment

2012 job postings


8

• Registered nurses are consistently one of the top 3 occupations in demand for the region.

Advanced manufacturing

• Jobs in the manufacturing industry can range from assembly and production jobs, to skilled trades and technicians, drafters and engineers, and even computer-related occupations such as software development. WIN considers multiple occupations in its advanced manufacturing cluster, grouped generally into engineering/drafting occupations and technician/skilled trades occupational sub-categories. Assembly jobs are not included in our advanced manufacturing cluster. Computer –related occupations are included in the Information Technology cluster11.

• Taking into account all advanced manufacturing occupations, there was a total of 180,117 individuals employed in 2012. Online job postings for these jobs reached 42,950, bring the ratio of postings for employment to nearly 1 posting for every 4 jobs (23.8%).

• Employment for engineers and drafters, a sub-cluster of advanced manufacturing, totaled 74,194 in 2012. Mechanical engineering led all job postings in 2012, and demand for all engineers and drafter positions in 2012 reached nearly 27,900 online job postings. This sub-cluster saw high proportional demand, as the ratio of postings to employment reached more than 1 posting for every 3 jobs (37.6%), indicating strong potential employment growth.

• Southeast Michigan has more demand for skilled trades labor, such as CNC machinists and welders, than almost anywhere else in the country (demand increased sharply from 2010-2011). Total employment for the skilled trades and technicians sub-cluster reached 105,923 in 2012. In the same year, there were approximately 15,100 online postings, producing a ratio to employment of nearly 3 postings for every 20 jobs (14.2%).

Information technology

• Information technology jobs include occupations that are associated with entry level, technical, and professional careers related to the design, development, support and management of hardware, software, multimedia, and systems integration services. Top jobs in this cluster include computer support specialists, computer systems analysts, and software developers for applications.

• While the information technology cluster does not currently have the employment of the other clusters, it is quickly growing. In 2012, total employment in information technology occupations reached 69,453. This cluster has demonstrated intense potential growth: job postings in 2012 reached 40,400. That represents more than 1 posting for every 2 jobs in the occupation.

• Growth in job postings for all regional IT occupations has climbed 55% in the last five years, faster than many key technology hubs across the country, including Silicon Valley. For software developers of applications growth in postings escalated by 114%.

11 Except for computer hardware engineering, which is in the engineering and drafting sub-cluster.


9

• Occupational demand for IT is fully integrated across several clusters and industries, driving employment demands in financial services, health care, manufacturing, etc. For example, nearly 20% of jobs posted by manufacturing employers are related to information technology. (WE NEED TO DOUBLE CHECK STAT)

The top 25 jobs posted in 2012 were:

1. Mechanical Engineers 2. Registered Nurses 3. Software Developers, Applications 4. Sales Representatives, Wholesale And Manufacturing, Except Technical And Scientific Products 5. Retail Salespersons 6. Computer Programmers 7. First-Line Supervisors Of Retail Sales Workers 8. Customer Service Representatives 9. Heavy And Tractor-Trailer Truck Drivers 10. Computer Systems Analysts 11. Information Technology Project Managers 12. Maintenance And Repair Workers, General 13. Electrical Engineers 14. Executive Secretaries And Executive Administrative Assistants 15. Sales Managers 16. Secretaries And Administrative Assistants, Except Legal, Medical, And Executive 17. Commercial And Industrial Designers 18. General And Operations Managers 19. Accountants 20. First-Line Supervisors Of Production And Operating Workers 21. Human Resources Specialists 22. Laborers And Freight, Stock, And Material Movers, Hand 23. Industrial Engineers 24. First-Line Supervisors Of Food Preparation And Serving Workers 25. Computer User Support Specialists

Unemployment and Employment12 Southeast Michigan’s changing economy has meant upheaval for a lot of individuals. Unemployment levels have ebbed and flowed. Recent declines in unemployment have been affected substantially by a decrease in workers actually looking for work in our region. The good news is that employment is on the rise, although, if people re-enter the workforce because of a stronger jobs market, the region could 12 Employment and labor force numbers including the ones by age and educational attainment come from the U.S. Census Bureau’s Longitudinal Employment Household Dynamics Quarterly Workforce Indicators (QWI) unless otherwise noted.


10

see unemployment begin to rise again. Countering this dynamic could be an increasing number of retirements, with more people leaving the labor force.

• In November 2012 Southeast Michigan was home to 2.2 million employed workers and 218,000 unemployed residents (for a combined labor force of 2.4 million).13

• Among the industries that people previously worked, manufacturing unemployment was highest at 12%, followed by retail trade and health care and social assistance (both at 10%).

• Regardless of industry, individuals with no previous work experience or unspecified experience faced unemployment at levels higher than any industry (16%).

• Southeast Michigan’s unemployment rate rose sharply during the 2009 recession to 16.2% in August of that year, before dropping more than 7 percentage points to 9.1% in December 2012.

• Since January 2009, the number of unemployed individuals in Southeast Michigan has dropped by more than 33% (111,145 individuals).

• While many regions were affected by the 2009 recession, the national unemployment rate never rose above 10.6%14.

13 Data acquired from the State of Michigan Data Explorer Unemployment Statistics (LAUS).

NAICS Industry Unemployed (9/2012)

% of Unemployed

11 Agriculture, Forestry, Fishing and Hunti 120 0%21 Mining, Quarrying, and Oil and Gas Ext 108 0%22 Utilities 397 0%23 Construction 13,105 6%31-33 Manufacturing 28,419 12%42 Wholesale Trade 4,379 2%44-45 Retail Trade 23,926 10%48-49 Transportation and Warehousing 6,419 3%51 Information 1,999 1%52 Finance and Insurance 6,426 3%53 Real Estate and Rental and Leasing 3,483 2%54 Professional, Scientific, and Technical S 12,146 5%55 Management of Companies and Enterpr 1,225 1%56 Administrative and Support and Waste M 17,081 7%61 Educational Services (Private) 7,201 3%62 Health Care and Social Assistance 22,412 10%71 Arts, Entertainment, and Recreation 3,326 1%72 Accommodation and Food Services 17,799 8%81 Other Services (except Public Administ 10,232 4%90 Government 12,302 5%99 No Previous Work Experience/Unspecif 36,763 16%


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• In Southeast Michigan, today’s unemployment rate (December 2012) is much closer to the national average (7.8%).

• The last time regional unemployment was below 8.0% in was in June 2008.

County variance in unemployment

• Unemployment levels across the region have varied over the last five years: For example, unemployment rates in 2012 have improved over their 2008 levels (prior to the heart of the recession in 2009-2010) for Genesee, Monroe, Shiawassee, and Washtenaw. However, 2012 unemployment rates are still higher than their 2008 levels in Livingston, Macomb, Oakland, and Wayne.

• All Southeast Michigan counties have seen improvement in their unemployment rates since 2009-2010 levels.

2008 (October)

2009 (October)

2010 (October)

2011 (October)

2012 (October)

Genesee 9.9% 13.7% 11.9% 9.4% 8.1% Livingston 7.1% 12.3% 10.4% 8.3% 8.1% Macomb 9.4% 16.0% 12.8% 10.5% 10.3% Monroe 8.5% 13.0% 10.1% 8.2% 6.6% Oakland 7.6% 13.9% 11.5% 9.2% 9% Shiawassee 9.7% 13.4% 10.7% 8.9% 7.7% St. Clair 11.2% 17.0% 13.3% 11.4% 11.3% Washtenaw 5.8% 8.3% 7.0% 5.7% 4.6% Wayne 10.7% 16.5% 13.6% 11.7% 11.8% Southeast MI 9.1% 14.8% 12.1% 10.1% 9.8%

14 According to the US Bureau for Labor Statistics, the non-seasonally adjusted national unemployment rate reached 10.6% in January 2010.


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Employment and the labor force

• In Southeast Michigan, despite lower unemployment, the number of people employed (with jobs) has not gone up so dramatically. The number of individuals employed dropped at approximately the same rate as the labor force (1.9%) between 2003 and 2007. Yet in 2008 and 2009, the number of individuals employed dropped 9.6%. Since the employment low of January 2010, Southeast Michigan has increased employment by 86,453 jobs, or 4.1%.

• The size of the labor force (the number of people employed or unemployed but looking for work) has been dropping since before 2002, when it was nearly 2.7 million people, to approximately 2.4 million individuals in 2012.

• The recession accelerated the regional labor force decline, as people stopped looking for work or moved out of the region. Labor force numbers were decreasing slightly (1.9%) during the early part of decade. But during the last five years, the rate of decline tripled to 6.1% (employment dropped 7.3% during the same time period). The majority of labor force changes occurred between 2008 and 2010, though the region’s labor force continues to decline slightly (less than 0.1% over 2011 and 2012).

CALL OUT BOX Unemployment is a ratio of the number of people unemployed relative to the number of people in the labor force. Therefore, the unemployment rate is affected by population fluctuations and the number of people looking for work (labor force).

Employment represents the number of people currently working , part-time, temporarily, and full-time.

Even if the number of people employed stays steady, future changes in the unemployment rate may be affected by more people joining the labor force with renewed hope of finding a job (the unemployment rate would tick upward).

Another possibility is that as people retire and leave the labor force the unemployment rate would decrease. Retirees also would open up new demand for talent, without necessarily increasing the number of people employed.


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Race and employment

• The recession has not affected individuals equally. African Americans have seen greater drops in employment levels than other races. Even though employment dropped between 2002 and 2012 for all workers (-18.2%), African Americans experienced the highest percentage drop in employment levels (-22.9%). White Americans also showed significant employment declines (-18.1%). Asian Americans were the only group where employment levels did not change (less than one percent) during this time period. All other races (American Indian, Alaska Native, Native Hawaiian, and more than one race combined) employment dropped by 6.2%.

• The overall proportion of Asian workers increased from 2.9% in 2002 to 3.5% in 2012. Other races stayed steady, except for African Americans, whose employment proportion dropped from 16.7% to 15.7% during the same time period.

• A corollary to disproportionate

2,000,0002,100,0002,200,0002,300,0002,400,0002,500,0002,600,0002,700,0002,800,000

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minority unemployment is sharp unemployment in the region’s urban cores, where high concentrations of minority populations live: for instance, unemployment15 in Pontiac, Detroit, and Flint reached 33.8%, 27.8%, and 26.5%, respectively, in July 2009.

• Contributing factors to higher than average unemployment is higher job opportunity loss. Businesses in these cities tend to be disproportionately connected to the manufacturing industry, which contributed to the decline in number of private business establishments. In addition, residents are more likely to have low incomes, and have less access to transportation to find work outside the city.

Gender and employment

• 51% of all jobs are held by males (national average = 52.2%) and 49% by females (national average 47.8%)16. Ten years ago the number of employed males was greater than the number of employed females by nearly 38,000. In the first quarter 2009 male employment dropped by 73,000 people (-10.3%), and has since remained below female employment. This is likely due to the much higher proportions of males in production, skilled trades, and other fields that were particularly hard-hit during the recession. The trend is augmented in employment growth in areas like health care, which disproportionately employ females.

Demographic trends As shown above, the 2009 recession affected groups of individuals differently. Though the employment picture seems to be improving in the region, changes in the economy have changed our working demographics.

15 City unemployment data comes from the Bureau for Labor Statistic’s Local Area Unemployment Statistics. 16 Data source: EMSI complete employment.

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Aging workforce

• The Detroit metro area was one of a handful of regions across the country to lose population over the last ten years according to the 2010 Census17. It is also one of the oldest large metro areas, with 13.2% of the population over the age of 6518.

• In addition to our economy changing as a result of the recession, our workforce demographics started to shift. Those with jobs stayed in them longer, pushing out opportunities for younger workers. Between 2002 and 2012, employment rose for older workers over the age of 55 by 25.2% while younger workers between ages 14 and 24 dropped by 24.5%. In fact, workers over the age of 55 were the only age group that increased employment between 2002 and 2012. As it was more difficult to find work, younger workers left the region. Over the next 10 years, older workers are expected to retire. By 2020 the retiree population is expected to increase by 23.8%19. But will we have the talent to backfill these jobs?

• Occupations that have a higher proportion of older workers are expected to be affected more than others.

• Approximately 20% of the skilled trades/technicians jobs are currently filled by workers over the age of 55. For some of the jobs, like CNC operators and welders, the workforce is younger (only about 15% of the workforce is over the age of 55). But more

17 Data covers 50 largest metro areas. http://www.census.gov/compendia/statab/2012/tables/12s0021.pdf 18 U.S.Census Bureau. http://www.census.gov/compendia/statab/2012/tables/12s0022.pdf 19 Demographic data was collected from EMSI.

050,000

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2002

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320

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2006

320

07 2

2008

120

08 4

2009

320

10 2

2011

120

11 4

Num

ber e

mpl

oyed

Employment by age

Older adults

Youth

Occupational cluster % of workforce over the age of 55

Engineers/Drafters 19% Technicians/Skilled trades 20%

• Tool and die 26% Information technology 17% Health care 20%

• Registered nurse 23%


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than one quarter of the tool and die makers in our region are over age 55. This is not unique to our area. In fact, in Chicago, Cleveland, and Houston, all have a higher percentage of skilled trades/technicians workers over the age of 55.

• Demand is only increasing for workers with the right skills. In 2012, Southeast Michigan had the highest number of skilled trade job postings in the country, around 2,000 each quarter. Even despite such high demand for these jobs, young people seem reluctant to enter them or unaware of opportunities. The potential for an even larger talent shortage in this area is huge. Current high demands, combined with a retiring workforce, could ultimately affect productivity and economic competitiveness of the region if not addressed.

• Registered nursing is another area greatly affected by an increasingly older workforce. While roughly [INSERT NUMBER] new nurses graduate from Michigan schools every year, these younger, inexperienced workers do not meet the skill and experience requirements that certain specialties require, like operating room or emerging room nurses. Age and experience levels for nurses in these specialty areas exceed the average, and health employers are looking for creative ways to ensure that pipelines continue to fill these positions.

Educational attainment

The recent economic crisis resulted in the permanent loss of thousands lower-skill jobs in areas like manufacturing, retail trade, and several other industries, which may not be recovered. The jobs that replace them (such as information technology, business and financial services, and engineering,) tend to be skill-intensive and will require that workers be prepared much differently than they are today. In fact, some experts predict that by 2018, 63% of job openings nationwide will require at least some college education, up from 56% in 1992.20 Moreover, there are distinct benefits to individuals and the economy as a result of higher educational degree attainment: for example, workers are more likely to retain their jobs in the midst of economic crisis.

20 Help Wanted: Projections of Jobs and Education Requirements Through 2018. Anthony P. Carnevale, Nicole Smith, and Jeff Strohl. The Georgetown University Center On Education And The Workforce. http://www9.georgetown.edu/grad/gppi/hpi/cew/pdfs/fullreport.pdf

http://www9.georgetown.edu/grad/gppi/hpi/cew/pdfs/fullreport.pdf


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• In Southeast Michigan, a college education could mean the difference between having a job, or not.21 Sixty-five percent of employed individuals in the region have at least some college.

• Whether employed or not, statistics indicate that only 35.9% of our region’s workforce (over age 25) holds a college degree22. Another 24.1% have taken some college coursework. The region lags behind other large cities, such as Chicago, where more than 40% of the workforce hold a college degree.

• There is variability in college attainment across the nine counties. A higher proportion of Oakland and Washtenaw county residents hold college degrees.

• Yet for students in some urban areas, completing college is difficult. In Detroit, Flint, and Pontiac, high school dropout rates are almost double rates statewide. Though a high proportion of students are enrolling in college after high school graduation, more than 50% of students from Detroit and Pontiac must take remedial coursework, making it much less likely to complete college credits and graduate with a college degree. For more information about student readiness in these areas, please go to: LINK TO WEBSITE or QR CODE SEE BELOW FOR CHART

• Ultimately, learning new skills pays dividends. In addition to employment advantages, college-degree holders, and even those with some postsecondary education without a degree, tend to achieve higher earnings over their lifetimes than those with a high school diploma23. More degree attainment also means greater economic returns for the region. A report from the Talent Dividend estimates that if Detroit can increase its percentage

21 Data comes from US Census Bureau’s Quarterly Workforce Indicators. 22 Economic Modeling Specialists, Inc. 23The College Payoff: Education, Opportunity and Lifetime Earnings. Anthony P. Carnevale, Stephen J. Rose And Ban Cheah. The Georgetown University Center On Education And The Workforce. http://www9.georgetown.edu/grad/gppi/hpi/cew/pdfs/collegepayoff-complete.pdf

8.70%

26.30%

32.30% 32.70%

Less than highschool

High school orequivalent

Some college orassociate degree

Bachelor degree orabove

Education level of the employed in Southeast Michigan


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of degree holders by 1% (29,738 additional graduates), the region would capture a $3.4 billion in wage earnings and related tax receipts24.

• Efforts by groups such as the Michigan College Access Network, Detroit Drives Degrees, community colleges, universities, and Michigan Works! Agencies are trying to make college and skills attainment a reality for more students.

Include this chart as a map:

Percentage of population with a

college degree Southeast MI 35.6% Genesee 21.2% Livingston 40.1% Macomb 30.9% Monroe 25.8% Oakland 49.7% Shiawassee 24.5% St. Clair 24.9% Washtenaw 58.0% Wayne 27.4%

QR Code: Bridging K-12 to Postsecondary in high poverty school districts:

Detroit Flint Pontiac Statewide Free/reduced priced lunch participation by eligible students

51.9% 68.6% 65.5% 69.1%

ACT college readiness* 1.8% 2.8% 1.4% 16% 4 year high school graduation rate 59.7% 51.4% 57.9% 74.3% Dropout rate 20.0% 23.3% 19.6% 11.1% College enrollment within 2 years of high school graduation

70% 76.2% 61.6% 75.6%

Remedial coursework at any college, any subject

56% 22% 59.7% 27.5%

Completing 24 college credits within 24 months of HS graduation

40.4% 38.5% 35% 56.5%

*Students struggle most on math and science.

• In 2011 there were 74,000 degree completions25 from Southeast Michigan Institutions26. The top field for degree completions was health professions and related programs (18,000),

24 CEOs for Cities Talent Dividend. http://www.ceosforcities.org/city-dividends/talent/ 25 The completer’s data in this report is taken directly from the national IPEDS database published by the U.S. Department of Education's National Center for Education Statistics. Data were aggregated by Economic Modeling Specialists, Inc.


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followed by business/management/marketing and related support (10,600). Together, engineering and engineering-tech, and related fields had a total of almost 8,500 completions.

• The number of community college graduates has nearly doubled over the past 10 years, and students are becoming more focused in their studies. In 2000-01 41% of students (2,578) graduated with some sort of associate's degree in a general studies program (liberal arts and sciences, general studies, or humanities), compared to about 25% (4,636) in 2010-11. Of 2010-11 graduates who pursued a more focused program of study 24% (4,405) focused health-profession and related programs (associate's degrees and certificates) and 9% (1,735) focused on business management, marketing, and related support services.

• Surveys taken 6 months post-graduation provide insight of student opportunities during a difficult economic time. Of the students who graduated with an associate’s degree or certificate27, 45.2% were employed full-time, 20.3% were employed part time, 13.0% were unemployed, seeking work, and 7.4% were unemployed but not seeking work. Slightly over half of the survey respondents reported continuing their education post-graduation (50.6%). Only 37.7% of respondents reported employment in a job related to their program of study.

CIP Program Completions (2011)

51 Health professions and related programs 18,017 52 Business, management, marketing, and related support

services 10,580

24 Liberal arts and sciences, general studies and humanities 5,916 13 Education 5,255 14 Engineering 3,684 45 Social sciences 2,771 11 Computer and information sciences and support services 2,719 50 Visual and performing arts 2,633 15 Engineering technologies and engineering-related fields 2,446 12 Personal and culinary services 2,265

26 Degree granting institutions include: Baker College, Cleary University, Concordia University-Ann Arbor, Cranbrook Academy of Art, Eastern Michigan University, Henry Ford Community College, Kettering University, Lawrence Technological University, Macomb Community College, Madonna University, Marygrove College, Michigan School of Professional Psychology, Monroe County Community College, Mott Community College, Oakland Community College, Oakland University, Rochester College, Schoolcraft College, St Clair County Community College, University of Detroit Mercy, University of Michigan-Ann Arbor, University of Michigan-Dearborn, University of Michigan-Flint, Walsh College, Washtenaw Community College, Wayne County Community College District, and Wayne State University. 27 Data is based on 2009-10 and 2010-11 post-graduation surveys taken between 3-15 months after graduation from regional community colleges. The time period between graduation and survey response varied by college, with a majority of colleges requesting and receiving responses approximately 6 months post-graduation. Community colleges contributing to this report include Macomb Community College, Monroe County Community College, Mott Community College, Oakland Community College, St. Clair County Community College, Washtenaw Community College. Respondents in active military duty at the time of the survey have been included as employed, full-time. Apprenticeships are included in survey results in varied manners by college, therefore, apprenticeships may be included as continuing employment or employed.


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Youth employment

The Great Recession has impacted another area of future employment – youth employment. As older workers (over the age of 55) are staying in jobs longer28, and overall diminished work opportunities in the region, youth find in harder than ever to find work. Over the past 10 years, youth employment (ages 14-18) have dropped more than 50% in our region. This is the highest decline in employment for any age group. The issue of younger workers not able to gain work experience is a critical factor for future employment and wage earnings.

Lack of work exposure for youth is problematic for many reasons. Research suggests that early work experience can lead to higher incidences of future employment, higher earning potential, and a lower likelihood of various risk behaviors and incarceration. In addition, work exposure can help youth make transitions from school to work; help youth understand the positive connection between education level and job opportunities; and help them acquire the knowledge and skills necessary to compete in the challenging job market.1 Low youth employment rates may also present long term economic challenges.

Across the country, the number of disconnected youth – those that are not in school nor employed – is on the rise. A recent report by Measure of America29 looks at disconnected youth in the top 25 largest metro areas. The Detroit metro area ranks as the 3rd worst metro in number of disconnected youth, with more than 17% of youth not in school and not working. One in four African American youth are neither in school or working. Though disconnection has a strong correlation to household poverty rates and educational levels, it seems that the region’s diminished employment opportunities are affecting youth disconnection the most. At 30%, youth unemployment in the Detroit region is the highest of any large metro area.

Career pipelines Changing demographics and shifting talent needs underscores the importance of ensuring that the workforce of tomorrow has much-needed skills and experience. Career and Technical Education programs, apprenticeships, internships, and other experiential learning opportunities help achieve this.

Career and technical education

• Career and technical education (CTE) programs provide high school instruction, teaching students skills in a specific career cluster. Courses provide students with awareness about potential fields of study,

28 Employment for older workers has risen 25% in the last 10 years. 29 http://www.measureofamerica.org/one-in-seven/


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knowledge of what it takes in terms of education and experience, new and improved technical and soft employability skills, as well as motivation to start down a pathway.

• Most programs offer early college credit opportunities to provide a seamless transition to postsecondary education.

• In Michigan, sixteen different career clusters exist, including business (one of the most popular programs), health care, production (like welding), engineering or drafting, information technology, and agriculture.

• Data from the Michigan Department of Education shows growth in CTE program enrollment across the state. In Southeast Michigan this has been the case for both health care and IT programs. IT programs are new, but enrollments have grown quickly and are now above 3,600 students.

• Yet manufacturing does not appear as popular to high school age students, and CTE manufacturing programs have experienced declines in enrollment, despite extensive demand for skilled workers in the region.

Apprenticeships

• Registered Apprenticeships offer a combination of structured on-the-job training and technical instruction in high- demand, skill-intensive occupations. Industry standards drive apprenticeship training, with an industry partner or program sponsor determining necessary skill requirements.30

• The U.S. Department of Labor recognizes more than 900 apprentice classifications, and Michigan has more than 1,184 registered programs and 11,433 apprentices.

• Michigan ranks within the top third of states for number of programs and apprentices. • Community colleges and Michigan Works! Agencies can help employers and jobseekers take

advantage of this program. Over the last several years apprenticeships have been losing popularity as an educational pathway, with declining programs and enrollees.

• Yet coming out of the recession, in 2012, Michigan saw an uptick of both: A total of 75 new programs and 3,062 new apprentices started working across the state, primarily in manufacturing and construction.

Internships

• Intern in Michigan is a website that matches students to employers based on skills, interests, and requirements. The Intern in Michigan technology ensures that the candidates are well-suited for their experiential learning opportunities. This helps to ensure effective internships and streamlines the hiring process , saving employers time and money.

• While many internships take place informally and through other mechanisms, the Intern in Michigan site alone has allowed more than 1,000 Michigan businesses to post nearly 3,400

30 http://www.doleta.gov/OA/apprenticeship.cfm


22

internship opportunities in 2012. More than half of these were opportunities with small businesses.

• More than 14,000 internship seekers have visited the site, and though students were able to choose more than one area of interest, about half indicated an interest in an internship related to health care, 38% in engineering drafting, and utilities, and 35% in computer and information sciences.

Skillset categories in Southeast Michigan Posted opportunities

Students looking for

opportunities Computer, Library & Information Sciences 1,194 3,498 Construction & Manufacturing 79 1,269 Engineering, Drafting, and Utilities 1,048 3,620 Health Professions & Related Clinical Occupations

235 5,406

Work experiences and career exploration

• Job awareness also is the focus on my initiatives and pilot programs in the region. Work experience placements for youth, like the pharmacy technician example above, also place a role in promoting jobs that youth may not have thought to pursue in advanced manufacturing and technology. For example, Southeast Michigan Community Alliances’s workforce investment youth program is conducting advanced manufacturing career exploration, focusing on CNC and welding positions. In this pilot program, youth receive real-time data on job availability, wages, training, etc., and tour worksites to see the environment and people working in advanced manufacturing positions.

Talent development PICTURE – IT IN THE D

WIN is working with partners across the region to build or better align programs with the skillsets that employers need right now. As technology changes and demographics of our community shift, employers need new skillsets.

Traditional and custom training and education

• When it comes to the changing needs of the regional economy, Southeast Michigan community colleges and workforce development agencies are able to develop and provide custom training to meet employer needs across a diverse range of fields, for example: hospice care and assisted living, electronic medical records, .NET web development, iOS application development,


23

computer number control (CNC) machining using alternative materials, welding for military specifications, emergency responder protocols for electronic vehicles, and much more.

• The community colleges and workforce development agencies help to ensure that students and workers obtain the skills and credentials needed to function and excel in today’s ever-changing workplace. This includes education for new students and continuing education and professional development for those already on the job (or looking to find or change a job).

o In program year 2011 (July 1, 2011-June 30, 2012) the seven Michigan Works! Agencies in our region registered more than 6,400 individuals, 23.7% of whom were employed. Approximately 60% of those served were in technical and scientific fields, and a very high proportion (nearly 90%) received a certificate or educational credential for their training before exiting the system. Of the thousands of participants who exited the system, 74.6% region-wide31 secured employment as a result from their training.

• Credentials That Work is a new effort to help education and training providers align their programs with employer demand. WIN partners (and other institutions around the state) are using new technology and data tools to understand what online job ads are asking for, and then validating their research with employers. This effort provides practical guidance, support, and experience on how to integrate recently available tools and information into the curriculum design and planning process.

Immersive experiences

• Employers also are taking training and experience seriously. Piloted by private industry32, and developing into a public-private partnership, IT in the D integrates experiential learning in information technology and new ways of thinking about learning into its programs, which are held and delivered on-site in corporate settings. A unique feature of IT in the D is that it involves senior ranking directors or officers within the partner companies engaging directly with students, and corporate staff provides hands-on training and mentoring for participants. This helps grow confidence, familiarity with corporate settings, and new experiences working with teams and using team-enhancing processes. To date, nearly fifty individuals—mostly experienced technology workers and students—have gone through the IT in the D program, with planning for future cohorts underway. (See interview below).

CALL OUT BOX:

31 The actual percentage varies by agency. 32 The founding partners of IT in the D include Compuware Ventures, Quicken Loans, GalaxE Solutions, Marketing Associations, and Fathead, all Detroit-based technology companies. WIN is a nonprofit partner, with the 15-member board working with firms to provide outreach and awareness to prospective students and providing résumé, job coaching and placement support to graduates.


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Employability skills – CALL OUT BOX

In 2012 the Southeast Michigan Council of Governments (SEMCOG) released a new report about non-technical employability or soft skills necessary for the workplace. The skills include personal traits like work ethic or judgment, learned academic skills such as basic reading, writing, and arithmetic, and digital literacy, and life skills such as teamwork and time management. The report found that these skills are often overlooked, but can make a critical difference in getting and holding a job. Key recommendations from the report include emphasizing the connection of these skills along the learning continuum. The report can be found here: http://smcg.informz.net/SMCG/data/images/lifelongsoftskillsframeworkfinal.pdf -- QR CODE?

Meet Ian Kwiotek

-Ian is currently enrolled at Wayne State University and a recent graduate of IT in the D.

What attracted you to IT in the D?

“Prior to IT in the D I had not even considered employment within Detroit or the state of Michigan. Chicago, Seattle, or other known up in coming IT hubs seemed like the go to place for employment. “IT in the D opened my eyes to the growing IT industry within Detroit and the revitalization that is occurring downtown. It gives me great pleasure to know that my presence in Detroit can help to rebuild the city.

IT in the D is an appealing program because it marries the technological revitalization within Detroit, a collaboration of companies at the forefront of this revitalization, and Michigan students eager to make a difference. The opportunity to experience [software] development at an enterprise level and work with agile methodologies is a great compliment to a Computer Science degree.”

What was the most valuable experience gained from the program?

“The ability to network with individuals and work well in a fast paced agile environment is the key to the success of any project. Additionally, I learned that success has to come from within. Barriers are put in place by your own doubt. If you believe in yourself and your team, the possibilities truly are endless.”

What are you aspirations and ambitions from here?

“IT in the D opened my eyes to the growth that is occurring in Detroit. Through embracing technology and using it to automate everyday processes, we can make Detroit and Michigan much more efficient. Along with summiting Mt. Rainier, my future goals include obtaining my bachelor’s degree in Computer Science and utilizing technology to build a more efficient future. The sky is the limit!”

http://smcg.informz.net/SMCG/data/images/lifelongsoftskillsframeworkfinal.pdf


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Talent attraction Another strategy to help employers find the talent they need is direction promotion of the region as a friendly place for diverse audiences to live work and play.

• Over 18 months, between 2011 and 2012, LiveWorkDetroit! brought together more than 2,300 college students or graduates for events to experience the opportunities Detroit has to offer. Post-event surveys suggests that 60% of employers made meaningful talent connections and 46% made job offers/plans to hire talent they met through LWD! last year. Additionally, the overwhelming majority (on average, 75%) of student participants indicated that this program has increased their interest in living/working in Detroit after graduation.

• The Global Talent Retention Initiative of Michigan (GTRI) focuses on strengthening and diversifying Michigan's economy through the retention of top international talent. GTRI's goal is to provide international students and Michigan employers with training and resources on relevant immigration regulations, finding a job and working in Michigan, and the cross-cultural issues that both employers and international applicants may experience during the hiring process. In the short-term, the initiative is addressing the shortages in Science, Technology, Engineering, and Math (STEM). Looking at those who are studying in the STEM fields and receiving advanced degrees, international students dominate enrollment and degree attainment. (More than 50% of PhDs and as many as 40% of master's degrees in the STEM fields are awarded in the U.S. to international students each year). Hiring global talent creates jobs: for every 100 H-1B work visas issued each year, 183 jobs are created. Looking just at STEM jobs, for every 100 H-1B work visas, 262 jobs are created.

• Several of the cluster strategy initiatives that WIN convenes incorporate a strong focus on marketing and branding the region to attract and retain talent: initiatives like “Opportunity Detroit,” launched by Quicken, and “Made in Detroit,” launched by Chrysler, are very popular among stakeholders, who want the message of opportunity and growth to penetrate young people (and their key influencers) and adults looking for career guidance.

Talent attraction and retention – CALL OUT BOX More than perhaps any other region, Southeast Michigan is in the unique position to remake itself post-recession. For more years than Detroiters care to remember, news about the region has been negative and unyielding. Yet there seems to be an interesting trend emerging – more and more positivity coming from a city that is moving forward, not looking back. Our talent partners are doing more to bring awareness to why our region is unique and the opportunity that can be found here.

For example, Southeast Michigan’s information technology fields are dynamic and unique to the rest of the country. A degree in a computer and mathematical field, such as software development, is in


26

demand across several industries, and now a top in-demand job in our region. More than in other regions, IT workers in Southeast Michigan find jobs outside of IT firms, in manufacturing, health care, and finance. Not only can software developers find work in many different types of places, but the demand is on the rise faster in our region than virtually anywhere else in the country. For more information, see the information technology cluster section of this report.

Recommendations and next steps Changing demographics and rapidly developing technology means that the skills of today are likely to shift dramatically over time. We need an educational and training system that is flexible and responsive to those changes. New systems should transform teaching and learning around growing talent. Talent is economic development, and priority should be to prepare, attract, and retain that talent. The region can do that in several ways:

What government can do:

• Find ways to work with talent partners, including community colleges and workforce development agencies, to help build capacity and effectiveness within these systems, rather than duplicating or disengaging.

• At the federal level, move forward the conversation of adequate resources for workforce development and education, including Pell Grants, workforce development training dollars (and discretionary dollars, which can support innovative activities.)

• Support policies that help make the talent system more valuable to companies, for example, funding for incumbent worker training, unnecessary paperwork and reporting requirements.

• Provide better, more transparent, and less burdensome access to employment history information. Michigan is behind many states in this regards, and this prevents access to important analytical tools that could better inform policy and practice.

• Accelerate efforts to link the K-12 longitudinal data tracking system with the state workforce tracking system. Engage talent partners in the design of this process, and make the data easily accessible for analysis. Make state workforce data accessible and analyzable—current technology changes have made this process even more difficult.

• Make it easier for young people to participate in Career & Technical Education opportunities by removing “nice-but-not-necessary” education requirements that students face today.

• Support broader integration of real-time data into labor market information systems: make both the tools (and the techniques for using them) accessible to all.

• Continue to review and implement exemplary practices of your peers, especially when it comes to developing or redesigning data systems intended to help talent partners better serve their customers.

• Align collaborative/economic development regions with talent regions so that these stakeholders can better collaborate: the talent regions are based on data and represent true economic areas.


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What employers can do:

• Engage with talent partners (educators, workforce development agencies, etc.) to help shed light on changing dynamics and trends in your industry. Share data, help identify trends, etc.

• Help spread the good news about growing jobs and quality of life in Southeast Michigan. • Provide input into the development of new (and revision of existing) education and training

programs. • Consider partnering with other firms that are developing experiential programs for workers and

students. (Part of the solution to a talent gap you face may come from someone from another industry who just needs some practice in yours.)

• Consider offering apprenticeships, where students and workers gain long-term exposure to your industry as they continue their education.

• Consider raising career awareness among young people and their influencers by offering internships and job shadowing. Urge your company to consider adopting a school, providing ongoing opportunities for young people to learn about your industry job needs on an ongoing basis.

• Design work experiences that accommodate younger workers simultaneously participating in a higher education learning programs.

• Explore how your jobs might accommodate parenting schedules: running a 9-3 shift may allow some moms to work and make it home in time for the kids.

• Take steps to make your office can be more friendly to older workers (e.g., flex and part-time schedules, physical accommodations, training to update skills, etc.).

• Make sure your HR departments are on the same pages as your technical work divisions: For example, while a Chief Information Officer may say that a college degree is not required, is the HR department still screening candidates out based on this credential? While certain job characteristics may be desirable, they may not be essential, and you could be missing very capable candidates.

• Offer on the job training. (Your area Michigan Works! Agency and community college could help!)

• Get to know your workforce development agency (MWA) and community college better. MWAs offer an array of services to employers—they are not just unemployment agencies. And colleges are capable of offering custom training services at very competitive rates.

• Take workforce development planning seriously. WIN can help link you to partners who are doing it well or with tools and resources that can help.

What educational institutions can do

• Work more closely with talent partners and industry to ensure that practical learning and work-experience opportunities for young people align with real industry demand.


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• Engage young people and their influencers more directly in conversations about work and careers. Share data and information about what is really happening in the economy: WIN data can help dispel common myths about jobs in our economy.

• Encourage more young people (and their parents) to explore Career & Technical Education, including manufacturing.

• Discuss with students the wide range of pathways to work, not just college. Teach SKILLS, not just to degrees.

• Take steps to make sure that students understand the connection between education and careers (work with businesses to promote job experiences and awareness, work with the local MWA or community college to bring career counselors into the academic setting). Research shows that the better students understand this connection, the more likely they are to stay in and continue with their education.

• Engage in regional cluster strategy initiatives: once again, WIN can help! • Partner with area community colleges, Michigan Works! Agencies, community organizations,

and others, to help students understand the partners who can help them make important career choices and navigate their changing careers.

What jobseekers can do:

• Get to know your Michigan Works! Agency better. It is not just an unemployment agency: it can connect you to tools, resources, job-search assistance, career exploration, etc., that can make a difference in career exploration.

• Become familiar with your community college: even the most experienced and skilled of workers utilize the resources of this important institutions to update and upgrade their skills.

• Understand that no career pathway is linear: you may spend time in your life working, going back to school, working and going to school, not working and being an intern, etc. Stay connected to the job market and upgrade your skills no matter what, and you will have better long-term career success.

• Do your homework when exploring a new job: television shows and news stories may give you some interesting ideas about work and learning that are not supported by our regional economy.

What talent partners can do:

• Share information in this report. • Help develop career pathway information to help students and jobseekers understand critical

elements of the talent system. • Partner with area schools and employers to help broker career awareness and exploration. • Assist companies with succession planning and knowledge transfer of older workers. • Modernize how you present yourselves and share information: your website is your front door,

and if people do not like it, they will not go in. Consider a presence in the “mobile app” world.


29

Many young people and those with limited resources have online access only through their smart phone.

• Emphasize training and education that explores how to be more “tech savvy.” Most employers are looking for workers online and expect them to be reachable and communicate online as well. Further, as noted throughout the report, technology is permeating every job cluster: digital literacy is becoming increasingly important.

• Participate in regional branding and career promotion and awareness strategies. • Continue to partner and collaborate across the regional labor market. • Advocate and promote yourselves, both from a policy standpoint but also to your core

customers, jobseekers and employers. • Work with other area talent partners to keep frontline staff apprised of regional data trends and

happenings. Develop tools and processes for translating knowledge and information about employment and job growth in the region to jobseekers and others who can benefit from the information.

• Use this data (in conjunction with employer input) to design education and training programs and investment strategies.

Additional research in future WIN research reports may include topics such as:

• Further research/deeper dive into growing jobs • Employment projections • Hard to serve populations • Long term unemployment

• Self-employment


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Data notes This report references Southeast Michigan as its own labor market area. For purposes of this report the region is comprised of 9 counties, and roughly covers 4 metropolitan statistical areas. These counties are: Genesee, Livingston, Macomb, Monroe, Oakland, Shiawassee, St. Clair, Washtenaw, and Wayne.

WIN and partner institutions access real-time job posting data, which is compiled from actual online postings to provide an approximation of employer demand. Postings are pulled from multiple online job boards, including Monster, CareerBuilder, LinkedIn, Craigslist, company websites and public agencies. They are systematically unduplicated, and then artificial intelligence is used to parse out the job titles, skills, education, experience required and other crucial information.

Though this method provides the most up-to-date information about employer demand, the data are imperfect. Off-line postings and unposted openings are excluded from the analysis. Additionally, some on-line postings exclude important information, such as educational requirements and salary. Real-time data represent online job advertisements at given points in time; they do not show actual employment or projections of future demand. Therefore, real-time data is best used to analyze trends and marketplace comparisons, and not make assertions about actual current or predicted job openings. WIN and partner institutions validate trends with employers, but not actual employment numbers.

Quarterly Workforce Indicators (QWI) are built upon wage records in the Unemployment Insurance (UI) system and information from state ES-202 data. The universe of QWI data is UI-covered earnings. UI coverage is broad, covering over 90% of total wage and salary civilian jobs.

When QWI private industry employment numbers are compared with other employment data, exclusions to UI coverage should be taken into account. Federal government employment is not generally included. Exempted employment varies slightly from state to state due to variations in state unemployment laws, but generally also excludes many farmers and agricultural employees, domestic workers, self-employed non-agricultural workers, members of the Armed Services, some state and local government employees as well as certain types of nonprofit employers and religious organizations (which are given a choice of coverage or non-coverage in a number of states).

County Business Patterns (CBP) is an annual series that provides subnational economic data by industry by the US Census Bureau. This series includes the number of establishments, employment during the week of March 12, first quarter payroll, and annual payroll. This data is useful for studying the economic activity of small areas; analyzing economic changes over time; and as a benchmark for other statistical series, surveys, and databases between economic censuses. Businesses use the data for analyzing market potential, measuring the effectiveness of sales and advertising programs, setting sales quotas, and developing budgets. Government agencies use the data for administration and planning.

ZIP Code Business Patterns data are available shortly after the release of County Business Patterns. It provides the number of establishments by employment-size classes by detailed industry in the U.S.


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INDUSTRY CLUSTER REPORTS Health care

Quick facts

• There were 259,400 health care professionals working in Southeast Michigan in 2012. • There were 29,760 new health care job postings in 2012. • The health care industry is the region’s top employer (in 2012 it accounted for 310,000 of the

region’s jobs). Following health care were retail trade (268,000 jobs), manufacturing (256,000 jobs), and professional-scientific-and technical services (252,000 jobs).

• Health care employment grew 9.2% between 2007-12, faster than the national average of 8.9%.33

• Some projections estimate that the health care industry could grow 7.7% (by 21,077 workers) in the next 5 years (2013-2017). This is slightly lower than the national projected industry growth rate of 8.7%.34

• Nearly 44% of health workers are aged 45-64, meaning that many workers in this field are approaching retirement. Currently, 23% of registered nurses are age 55+.35

• In 2012, 88% of health care workers were female and 12% were male. • In 2011 there were nearly 16,700 degree completions from Southeast Michigan institutions in

health-related fields. • The median earnings for health care occupations are $26.79/hour. 10th percentile=$18.78 90th

percentile=$38.02 • Registered nurses are consistently one of the top 3 occupations in demand for the region.

What defines the Health Care Cluster?

• WIN’s health care cluster includes both practitioners and support occupations in the health care field. The health care cluster includes planning, managing, and providing therapeutic services, diagnostic services, health informatics, support services, and biotechnology research and development.-36

• WIN’s health care occupation cluster includes jobs related to health care support and practitioners. In 2012 there were approximately 29,800 online job postings for health care jobs. While demand for this cluster has grown, and online postings climbed 28.6% between 2007 and 2012, the ratio of postings to employment was the lowest of WIN’s targeted clusters at 11.2%.

33 Source: Burning Glass Labor Insights: Data acquired through burning glass labor insights references the time period 2007-2012 due to an absence of data for 2008 and 2009. Burning Glass does not allow access to these years as they consider that time period to be an economic and workforce anomaly. 34 Source: EMSI projection calculator. 35 Source: Economic Modeling Specialists, Inc. 36 Definition adapted from O-net health care cluster definition.


32

Intelligence gathered from employers point to stable but slow growth. They also inform us that many of their open job positions are not posted online.

• The number of health care establishments in Southeast Michigan grew by 5.6% to 12,400 businesses. Southeast Michigan firms account for nearly 57% of the health care businesses statewide. Source?

Health care in our region compared to other areas

• The location quotient for the health care industry in Southeast Michigan is 1.27. This means that there is a slightly higher concentration of the industry in the region than in other parts of the country. (An average concentration of the industry equals a location quotient of 1).

• While the concentration of the healthcare industry in Southeast Michigan is strong, it is still smaller than many comparable regions in the United States. This could change, however, as the growth in demand for talent, at 29% in 2012, exceeded other benchmarked regions with the exception of Atlanta.

Figure 1: The Southeast Michigan region’s health care jobs grew at a slightly higher rate than comparison regions. Comparison regions were chosen based on large, growing areas across the country.

Comment [T1]: Over what time period?


33

Healthcare demand regional comparison will be included as a map

5,354

6,805

5,654 5,469

2,777

5,704

6,699 6,215

8,216 7,774

8,128

4,675

8,005

9,372

6,978

5,612

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

Health care occupational demand


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Job opportunities in health care

• In 2012 Registered nurses (RNs) were by far the most prominent health care occupation in the region, accounting for more than 56,000 jobs.37 Next came home health aides (30,270 jobs), nursing aides/orderlies/attendants (28,590 jobs), and medical assistants (13,900 jobs).

• RNs also accounted for roughly 8,800 Southeast Michigan job postings in 2012. Nursing is a 24-hour profession that covers dozens of specialty areas, accounting for such demand in this field. It also requires substantial experience (often 5 years+) in key fields, making certain nursing specialties difficult to fill.

• Demand for registered nurses is about six times that of the next highest health care occupation. Between 2007-2012, the number of job postings for nurses climbed 35.6%, placing it on par with other similar regions, which, in many cases, saw their demand for this occupation decline.38

• Hiring indicators show how easy or difficult it is to recruit based off of regional supply and demand. Registered nurses have a hiring indicator of 37, and are harder to recruit than Licensed practical and licensed vocational nurses (69) and Nursing aides, orderlies, and attendants (93).39

• While not the largest in terms of total employment or demand, from 2008-2012, the fastest growing job in health care was medical transcriptionist, which climbed 42% to a total of 2,051 employed. Employment of home health aides and massage therapists also grew exceptionally. 40

37 Source: Economic Modeling Specialists, Inc. 38 Source: Burning Glass Labor Insights 39 Source: Economic Modeling Specialists, Inc. 40 Source: Economic Modeling Specialists, Inc.


35


36

Top 10 Health Care Growth Occupations 2008-2012 2008 Jobs

2012 Jobs Change %

Change Medical Transcriptionists 1,443 2,051 608 42% Home Health Aides 23,803 30,270 6,467 27% Massage Therapists 4,540 5,619 1,079 24% Health Diagnosing and Treating Practitioners, All Other 1,649 1,897 248 15%

Psychiatric Technicians 526 598 72 14% Diagnostic Medical Sonographers 1,156 1,312 156 13% Audiologists 176 197 21 12% Healthcare Practitioners and Technical Workers, All Other 1,265 1,399 134 11%

Physician Assistants 1,937 2,136 199 10% Veterinary Technologists and Technicians 932 1,023 91 10%

Pharmacy aides, medical equipment preparers, and veterinary assistants and laboratory animal caretakers were among the most rapidly declining health professions in Southeast Michigan from 2008-2012.41

Top 10 Declining Health Care Occupations 2008 Jobs

2012 Jobs Change %

Change

41 Source: Economic Modeling Specialists, Inc.

Comment [T2]: Update to include all of 2012.


37

Pharmacy Aides 769 654 (115) (15%) Medical Equipment Preparers 699 637 (62) (9%) Veterinary Assistants and Laboratory Animal Caretakers 1,399 1,275 (124) (9%)

Speech-Language Pathologists 1,915 1,784 (131) (7%) Podiatrists 460 432 (28) (6%) Respiratory Therapy Technicians 445 433 (12) (3%) Obstetricians and Gynecologists 358 349 (9) (3%) Veterinarians 1,112 1,086 (26) (2%) Anesthesiologists 762 747 (15) (2%) Surgeons 747 737 (10) (1%)

Looking forward

• Between 2013-2017, the region is expected to add over 24,240 health workers. Based on volume of employment, the top anticipated areas of need are home health aides (6,120 added), registered nurses (4,647 added) and nursing aides, orderlies, and attendants (2,025 added).

• Fields like dentistry, podiatry, respiratory therapy, chiropractic, orthodontics, may decline very slightly or see minimal change in total employment in the next 5 years.

Health Care Occupation Projections 2013 Jobs

2017 Jobs Change % Change

Veterinary Technologists and Technicians 1,093 1,365 272 25%

Home Health Aides 32,481 39,027 6,546 20% Veterinarians 1,137 1,316 179 16% Massage Therapists 5,958 6,824 866 15% Psychiatric Technicians 619 697 78 13% Occupational Therapy Assistants 378 422 44 12% Occupational Therapy Aides 69 77 8 12% Physical Therapist Aides 529 589 60 11% Therapists, All Other 1,742 1,934 192 11% Diagnostic Medical Sonographers 1,355 1,504 149 11%

Occupation 10th Percentile Earnings

Median Earnings

90th Percentile Earnings

Physician Assistants (29-1071) $32.33 $43.90 $57.86 Registered Nurses (29-1111) $24.50 $32.12 $41.65 Medical and Clinical Laboratory Technologists (29-2011) $19.12 $26.42 $32.87 Medical and Clinical Laboratory Technicians (29-2012) $11.95 $15.38 $23.42 Licensed Practical and Licensed Vocational Nurses (29- $16.59 $21.93 $28.06

Comment [T3]: Not sure how this information was acquired. Assume through EMSI but for what years was this acquired? Do we need to change it, like we did the other data?


38

2061) Medical Records and Health Information Technicians (29-2071) $11.96 $17.03 $26.55

Health Technologists and Technicians, All Other (29-2799) $16.08 $20.82 $32.33 Nursing Aides, Orderlies, and Attendants (31-1012) $9.07 $12.23 $15.86

Health care educational requirements and skill needs • Health care occupational demand42 indicates the SE Michigan region has slightly less of a

requirement for Bachelor's degree than national results (68% of regional postings compared to 74% of national postings).

• Nursing on the regional and national level has a higher demand for bachelor degree nurses over associate degree now than last year (2%). Health care employers indicate this trend is likely to continue, with increasing pressure for bachelor degreed nurses.

• Regardless of degree type, most postings (77%) are seeking experience levels of 1-4 years. • The top 15 emerging skills in all health care jobs for 201243 include (in order of demand):

o Histotechnology o Communicable Disease o Legal Compliance o Hospice Care o Electroencephalography (eeg) o Structured Methods o Questionnaires o Caregiving o Patient Safety o Procurement o Health Education o Icd-9-Cm Coding o Administrative Functions o Nursing Home o Health Screening

Affordable Health Care act Impact: While there have been speculations that the Affordable Care Act will stunt job growth in the healthcare industry, the act provides more people with healthcare, and may bring an influx of patients to health facilities, which may need to employ more healthcare professionals to attend to patients.44

Electronic Health Record Changes:

42 Collected from Burning Glass. 43 Emerging skills are skills found in 2012 job postings, but not in 2007 postings. Data source: Burning Glass. 44 Source: Wanted Analytics: http://www.wantedanalytics.com/insight/2012/07/07/will-the-affordable-care-act-impact-healthcare-jobs/

http://www.wantedanalytics.com/insight/2012/07/07/will-the-affordable-care-act-impact-healthcare-jobs/

http://www.wantedanalytics.com/insight/2012/07/07/will-the-affordable-care-act-impact-healthcare-jobs/


39

Under the American Recovery and Reinvestment Act of 2009, the federal government, through the Department of Health and Human Services, established incentive programs under Medicare and Medicaid for eligible professionals and hospitals to switch to an Electronic Health Records (EHR) system. The program set requirements to be phased-in from 2010 and 2011 to switch over all medical records from paper to electronic format, The EHR changes are causing related skills to emerge in healthcare skills trends, including Icd-9-Cm Coding and electronic medical records experience.

Still need to organize this information: Should we include this information?:

College completions – update to 2012 if possible (Selected programs in all regional colleges)

SE MI career and technical education enrollment in health care

Comment [R4]: Insert as map of demand-what is this chart referring to-I assume RN’s??

http://www.ehow.com/list_7504067_ehr-requirements.html


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Region 2005 Jobs 2012 Jobs % Change

● WIN 226,390 259,403 14.6%

● Houston MSA 183,181 234,080 27.8%

● Chicago MSA 354,656 404,490 14.1%

● Boston MSA 233,436 270,145 15.7%

● Philadelphia MSA 263,716 292,452 10.9%

● LA MSA 417,897 474,061 13.4%

● Atlanta 150,660 179,338 19.0%

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Recommendations and next steps Changing demographics and rapidly developing technology means that the skills of today are likely to shift dramatically over time. We need an educational and training system that is flexible and responsive to those changes. New systems should transform teaching and learning around growing talent. Talent is economic development, and priority should be to prepare, attract, and retain that talent. The region can do that in several ways:

What government can do:

• Find ways to work with talent partners, including community colleges and workforce development agencies, to help build capacity and effectiveness within these systems, rather than duplicating or disengaging.

• At the federal level, move forward the conversation of adequate resources for workforce development and education, including Pell Grants, workforce development training dollars (and discretionary dollars, which can support innovative activities.)

• Support policies that help make the talent system more valuable to companies, for example, funding for incumbent worker training, unnecessary paperwork and reporting requirements.

• Provide better, more transparent, and less burdensome access to employment history information. Michigan is behind many states in this regards, and this prevents access to important analytical tools that could better inform policy and practice.

• Accelerate efforts to link the K-12 longitudinal data tracking system with the state workforce tracking system. Engage talent partners in the design of this process, and make the data easily accessible for analysis. Make state workforce data accessible and analyzable—current technology changes have made this process even more difficult.

• Make it easier for young people to participate in Career & Technical Education opportunities by removing “nice-but-not-necessary” education requirements that students face today.

• Support broader integration of real-time data into labor market information systems: make both the tools (and the techniques for using them) accessible to all.

• Continue to review and implement exemplary practices of your peers, especially when it comes to developing or redesigning data systems intended to help talent partners better serve their customers.

• Align collaborative/economic development regions with talent regions so that these stakeholders can better collaborate: the talent regions are based on data and represent true economic areas.

What employers can do:

• Engage with talent partners (educators, workforce development agencies, etc.) to help shed light on changing dynamics and trends in your industry. Share data, help identify trends, etc.

• Help spread the good news about growing jobs and quality of life in Southeast Michigan.

2

• Provide input into the development of new (and revision of existing) education and training programs.

• Consider partnering with other firms that are developing experiential programs for workers and students. (Part of the solution to a talent gap you face may come from someone from another industry who just needs some practice in yours.)

• Consider offering apprenticeships, where students and workers gain long-term exposure to your industry as they continue their education.

• Consider raising career awareness among young people and their influencers by offering internships and job shadowing. Urge your company to consider adopting a school, providing ongoing opportunities for young people to learn about your industry job needs on an ongoing basis.

• Design work experiences that accommodate younger workers simultaneously participating in a higher education learning programs.

• Explore how your jobs might accommodate parenting schedules: running a 9-3 shift may allow some moms to work and make it home in time for the kids.

• Take steps to make your office can be more friendly to older workers (e.g., flex and part-time schedules, physical accommodations, training to update skills, etc.).

• Make sure your HR departments are on the same pages as your technical work divisions: For example, while a Chief Information Officer may say that a college degree is not required, is the HR department still screening candidates out based on this credential? While certain job characteristics may be desirable, they may not be essential, and you could be missing very capable candidates.

• Offer on the job training. (Your area Michigan Works! Agency and community college could help!)

• Get to know your workforce development agency (MWA) and community college better. MWAs offer an array of services to employers—they are not just unemployment agencies. And colleges are capable of offering custom training services at very competitive rates.

• Take workforce development planning seriously. WIN can help link you to partners who are doing it well or with tools and resources that can help.

What educational institutions can do

• Work more closely with talent partners and industry to ensure that practical learning and work-experience opportunities for young people align with real industry demand.

• Engage young people and their influencers more directly in conversations about work and careers. Share data and information about what is really happening in the economy: WIN data can help dispel common myths about jobs in our economy.

• Encourage more young people (and their parents) to explore Career & Technical Education, including manufacturing.

• Discuss with students the wide range of pathways to work, not just college. Teach SKILLS, not just to degrees.

3

• Take steps to make sure that students understand the connection between education and careers (work with businesses to promote job experiences and awareness, work with the local MWA or community college to bring career counselors into the academic setting). Research shows that the better students understand this connection, the more likely they are to stay in and continue with their education.

• Engage in regional cluster strategy initiatives: once again, WIN can help! • Partner with area community colleges, Michigan Works! Agencies, community organizations,

and others, to help students understand the partners who can help them make important career choices and navigate their changing careers.

What jobseekers can do:

• Get to know your Michigan Works! Agency better. It is not just an unemployment agency: it can connect you to tools, resources, job-search assistance, career exploration, etc., that can make a difference in career exploration.

• Become familiar with your community college: even the most experienced and skilled of workers utilize the resources of this important institutions to update and upgrade their skills.

• Understand that no career pathway is linear: you may spend time in your life working, going back to school, working and going to school, not working and being an intern, etc. Stay connected to the job market and upgrade your skills no matter what, and you will have better long-term career success.

• Do your homework when exploring a new job: television shows and news stories may give you some interesting ideas about work and learning that are not supported by our regional economy.

What talent partners can do:

• Share information in this report. • Help develop career pathway information to help students and jobseekers understand critical

elements of the talent system. • Partner with area schools and employers to help broker career awareness and exploration. • Assist companies with succession planning and knowledge transfer of older workers. • Modernize how you present yourselves and share information: your website is your front door,

and if people do not like it, they will not go in. Consider a presence in the “mobile app” world. Many young people and those with limited resources have online access only through their smart phone.

• Emphasize training and education that explores how to be more “tech savvy.” Most employers are looking for workers online and expect them to be reachable and communicate online as well. Further, as noted throughout the report, technology is permeating every job cluster: digital literacy is becoming increasingly important.

• Participate in regional branding and career promotion and awareness strategies. • Continue to partner and collaborate across the regional labor market.

4

• Advocate and promote yourselves, both from a policy standpoint but also to your core customers, jobseekers and employers.

• Work with other area talent partners to keep frontline staff apprised of regional data trends and happenings. Develop tools and processes for translating knowledge and information about employment and job growth in the region to jobseekers and others who can benefit from the information.

• Use this data (in conjunction with employer input) to design education and training programs and investment strategies.

Additional research in future WIN research reports may include topics such as:

• Further research/deeper dive into growing jobs • Employment projections • Hard to serve populations • Long term unemployment

• Self-employment

I N T E G R A T E D P R O J E C T & O B J E C T I V E S InnoState will start with a set of 112 identified Innovation Realization

firms: companies with a track record or strong interest in doing

manufacturing for customers who are new product developers.

Continuing to expand the list of known companies, InnoState will convene

them as an explicit cluster, and explore their connections to product

developers and modeling/ optimization tool providers. Next InnoState will

draw more companies out of traditional manufacturing by illustrating the

payoff to Cluster participation, including access to research on dozens of

niche markets; new modeling tools to evaluate designs; structured

opportunities with customers in new industries; and help training CNC

operators and programmers. Finally, InnoState will evaluate the leaders

and managers of interested Michigan manufacturers, and then provide

assistance services to prepare them for the more complex, but more

rewarding, role of making new products rather than old parts.

M E A S U R I N G S U C C E S S Success will be measured in the increase in the proportion of cluster

members’ sales that come from making new products. Over the three

years of the project, Cluster members are forecast to realize at least $20

million in new orders. That will translate into 240 additional direct and

indirect jobs and $9.6 million in additional payroll. Taxes on those

additional earnings will exceed $2.4 million, including $1.9 million in

additional federal receipts, thus paying back the federal investment from

the grant. Most important, it will add a qualitatively new capacity in the

region’s economy to translate innovation into products for export to the

nation and world.

I N N O VAT I O N R E A L I Z AT I O N : BUILDING AND SUPPORTING AN ADVANCED CONTRACT MANUFACTURING INNOVATION CLUSTER IN SOUTHEAST MICHIGAN

InnoState seeks to supplement the region’s

traditional parts-making economy with a fast-

growing community of firms pursuing a

different business model. InnoState is

comprised of regional organizations well-

positioned to support the cluster’s development

and growth, including the Workforce

Intelligence Network (WIN), Detroit Regional

Chamber, the Michigan Manufacturing

Technology Center (MMTC) and the National

Center for Manufacturing Sciences (NCMS).

F I V E S C O P E S O F W O R K EDA funds will support convening and adding to the Cluster, identifying its members’ capabilities, developing plans and follow-up actions to enhance those capabilities, and structured opportunities for qualified Cluster firms to quote work with new customers. This work will be done by WIN, the Detroit Regional Chamber and the MMTC.

Employment and Training funds will address talent shortfalls in the Cluster by challenging the region’s community colleges to rapidly train or otherwise connect Cluster firms to qualified CNC operators, programmers, technicians, and engineers that are in low supply. This work will be led by WIN.

Small Business Administration funds will increase the weight of startup and minority-owned companies in the Cluster, through business incubation and capital access assistance. This work will be led by the Detroit Regional Chamber, and will include BANSEM and the Michigan Economic Development Corporation.

Department of Energy funds will provide Cluster members – both design houses and manufacturers – with access to digital modeling tools to optimize designs, particularly in cases in which reducing weight through increased use of advanced composite materials is critical to customer applications. This work will be led by NCMS and include General Electric. NIST/MEP will fund the delivery of customized market research, marketing, and sales training and mentoring to18-36 cluster members to help them identify and prioritize prospective markets and customers, win quotes with those customers, and launch new-design products fast. This work will be led by the MMTC.

T H E W O R K F O R C E I N T E L L I G E N C E N E T W O R K ( W I N ) WIN is a southeast Michigan collaborative effort between eight community colleges, seven

workforce boards and economic development partners to create a comprehensive and cohesive

workforce development system in Southeast Michigan that provides employers with the talent they

need for success. WIN’s goals are to (1) provide current and actionable labor market intelligence to

allow for greater regional talent system effectiveness; (2) strengthen and sustain an employer-

driven talent system that serves as a resource hub and connection point for regional businesses,

industries, and other stakeholders. (3) Improve institutional, local, state, and federal talent

development policy through research, thought leadership, and innovative practice. WIN covers a 9-

county area in Southeast Michigan, including Genesee, Livingston, Macomb, Monroe, Oakland,

Shiawassee, St. Clair, Washtenaw, and Wayne Counties. WIN is funded through a grant from the

New Economy Initiative.

D E T R O I T R E G I O N A L C H A M B E R With over 20,000 members and affiliates, which employ over three-quarters of a million workers,

the Detroit Regional Chamber is one of the largest chambers of commerce in the country. The

Chamber’s mission of powering the economy for Southeast Michigan is supported by a focus on

four key pillars: economic development, regional collaboration, education reform and membership

value. Working with the Michigan Economic Development Corporation and other stakeholders, the

Chamber’s economic development programs made more than $200 million in bid opportunities

available to Michigan suppliers. The Chamber’s involvement with InnoState will continue this work

uncovering and developing procurement and research and development opportunities that

diversify the customer bases of Michigan companies.

T H E M I C H I G A N M A N U F A C T U R I N G T E C H N O L O G Y C E N T E R ( M M T C ) MMTC is an affiliate of the NIST Hollings Manufacturing Extension Partnership (MEP) program.

MMTC’s focus is on business development, cost reduction, and quality improvement in

manufacturing companies with fewer than 500 employees, with an emphasis on those with 20-249

– large enough to need effective, repeatable processes but too small to be served by the for-profit

consulting sector. Each year, MMTC helps 200-300 Michigan manufacturers through training,

consulting, and management mentoring. The MMTC is funded by NIST and the MEDC.

T H E N A T I O N A L C E N T E R F O R M A N U F A C T U R I N G S C I E N C E S ( N C M S ) NCMS fuels innovative solutions for manufacturers. A nonprofit, member-based consortium, the

organization’s objective is to drive innovation in manufacturing through collaboration and

advanced technologies. NCMS stands shoulder to shoulder with North American companies who

are in the business of making things. They believe that manufacturing is still a valuable sector in

which to invest, and is essential to the economic success of the U.S. NCMS has identified digital

manufacturing , the intensified application of manufacturing intelligence using advanced data

analytics and modeling & simulation, as one of the key innovations that will drive North American

manufacturing competitiveness in the 21st century. To this end, they have recently launched a

series of centers to democratize access to these game-changing tools for small and medium sized

manufacturers, revitalizing the way America builds.

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INNOVATIONREALIZATION: New Product Contract Manufacturing Firms

Southeast Michigan

CLUSTER DESCRIPTION PROJECT OBJECTIVES & PLAN REGIONAL COLLABORATION CHALLENGES A new Advanced Manufacturing business model spanning traditional contract manufacturing and engineering services. Encompasses the full spectrum of manufacturing and engineering specialties, capabilities and expertise of the automotive industry. Made up of businesses interested in making new products or providing new manufacturing processes, and supporting companies that advance innovation in manufacturing.

3-YEAR CLUSTER VALUE

• At least $20M in new product orders for the region

• 240 additional direct and indirect jobs

• $9.6M additional payroll

• New capacity for regional economy

• Innovation Technology transfer opportunities into commercial products

• Supplement regional part-making economy with a growing cluster of firms pursuing innovative business models

• Explore cluster connections to product developers and modeling/optimization tool providers

• Draw additional participation from traditional manufacturers

• Provide access to research on niche markets

• Support state-of-the art modeling and simulation to optimize design and manufacturing

• Structure opportunities with new customers in new industries

• Coordinate training and skill development for incumbent workers

ACTIVITY HIGHLIGHTS • Technical Assistance

- Reduced price assistance to improve new product launches

- Training for modeling and simulation tools

• Marketing Assistance - Aggressively advocate new capabilities to

Michigan and global manufactures - “Speed dating” opportunities with

corporate purchasing teams

• Training & Certification - Affordable training to achieve certifications

required by prospective customers - Mentoring to improve company marketing

and sales

PROJECTED OUTCOMES • Over 200 Prospective Customer Contacts

• 140 Participants; 116 Credentials issued

• 104 enter unsubsidized employment

• Regionally-aligned Advanced CNC

training

• 6 informational programs for 7j firms, 4 firms enter cluster to quote on contracts

• Cluster firms enter a large OEM’s preferred supply chain

• 18+ firms receive market research

Partnership & Talent: Address skilled labor shortages through recruitment & credential

Mapping & Process: Prepare the cluster to enter new markets

Modeling & Process: Access to modeling and simulation to optimize design and processes

Develop & Incubate: Vetting and matching future cluster members

Provide opportunities and connections

Clarify the cluster contract business model in the context of existing operations Drive adoption of advanced modeling and simulation to optimize design and processes Identify and develop business capabilities and obtain commitments to join the cluster

CONTACT INFORMATION Workforce Intelligence Network Lisa Katz, Executive Director [email protected] Detroit Regional Chamber Ben Erulkar, Senior VP Economic Development [email protected] Michigan Manufacturing Technology Center Edith Wiarda, Director of Research Services [email protected] National Center for Manufacturing Sciences Jon Riley, VP Digital Manufacturing [email protected] New Economy Initiative/WIN/MMTC Martha Welsh, Business Consultant [email protected]

InnoState JIAC GrantNominations of New Product Contract Manufacturing CompaniesPlease send this completed form to [email protected]

Nominated by:Name

Organization Phone

Company Name Contact Title Phone

Title:

Email:

Email Address City Zipcode


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