Board Packet

WIN BOARD MEETING AGENDA VT405, Schoolcraft VisTaTech Center (click for map)

18600 Haggerty Rd Livonia, MI 48152

Friday, June 22, 2012 10:00 a.m. to 12:00 p.m.

Coffee and light refreshments served

Sharon Miller Welcome and introductions (5 minutes)

Sharon Miller Approval of minutes (5 minutes)

Committee co-chairs Committee updates (1 hour 10 minutes)

• Policy • Employer strategies • Data • Sustainability • Communications

Lisa Katz Grant updates (20 minutes)

WIN staff Industry cluster updates (15 minutes)

• Information technology • Advanced manufacturing • Health care • Finding related materials

Greg Pitoniak Fiduciary report (5 minutes)

Sharon Miller Upcoming meetings • Friday, August 3 (location TBD)

• Friday, October 5 (location TBD)

Handouts/attachments: Minutes Policy document Employer intake model DRAFT Data SOW concept paper Letter of support request form JIAC summary WIF abstract/presentation slide IT cluster data, council roster Skilled trades task force description Fiduciary report

WIN BOARD MEETING

MINUTES Friday May 4, 2012

Cadillac Place Building Board Members/Alternates* Staff Present Others Present/Affiliation Bill Dunbar* Al Lecz Britany Affolter-Caine (Spark) Tom Crampton Rebecca Cohen Dan Casey (EDA of St. Clair

County) Sharon Miller Lisa Katz Stephen Cassin (Macomb County

Planning & Economic Development)

David Rose* Jonathan Younkman Ben Erulkar (Detroit Regional Chamber)

John Joy Loris Thomas Christine Roeder (MEDC) Greg Pitoniak Olga Stella (Detroit Economic

Development Council) Bill Sleight Janice Karcher (Genesee

Regional Chamber) Dave Corba Phil Stanton (Ann Arbor SPARK) James Robinson Tim Lake (Monroe IDC) George Swan Doug Smith (MEDC) Michelle Mueller Irene Spanos (Oakland County

Economic Development & Community Affairs

Marti Welsh Sridhar Kota (University of Michigan)

John Almstead

MEETING PRESIDER Bill Sleight

AGENDA Bill Sleight Welcome Committee Co-Chairs Committee updates Bill Sleight 21st Century Proposal Lisa Katz Updates Greg Pitoniak Fiduciary Report Bill Sleight Upcoming meetings Bill Sleight Welcome guests

RECORDED MINUTES

Committee updates • Employer Strategies

o Tom Crampton reported that his committee reviewed its charge, making slight modifications to it. Discussion of the committee centered on process for determining WIN initiatives versus what should be a local board’s initiative. The committee wants to establish employer clusters’/sectors’ priorities and protocols. The guiding principles and additional detail are included in the report included in the Board Packet.

o Lisa Katz expanded on this report, updating the board on current ideas to engage different cluster groups. She indicated that the Detroit Works project was convened by Economic Growth and ICIC including 8-10 new employers. Ms. Katz believes that employers would like WIN to convene an IT Council.

o Jonathan Younkman attended a sub-meeting with CIOs from around the state. They want to hear more about Shifting Code, and felt the MEDC and WIN’s IT approach was attractive. The employers asked for a regional IT Council as well as a Data Center.

o It was MOVED that WIN convene an IT TALENT Board/Group by June 1, 2012, to develop and implement an IT strategy for the region. Following discussion, the motion was amended to reflect that the IT Talent Board not replicate any current initiatives in place, and that it includes regional employers. The MOTION was SECONDED and PASSED with the suggestion that the model Lisa Katz presented be used.

• Data Group o Dave Corba reported that the Data Committee met. Since some members are not on the

executive board, he provided the committee an overview of the mission and goals of WIN noting especially that WIN aims to gather, analyze and disseminate information. Rebecca Cohen will provide regular reports for the committee. She will also convene a meeting of the Institutional Research directors of WIN member colleges.

o Mr. Corba discussed dissemination of information. o It was MOVED and SECONDED that WIN purchase a license to access Career Builder.

The MOTION PASSED. o Additional detail of the discussions of the Data Group can be found in the Board Packet.

• Communications o Greg Pitoniak reported on the Communications Committee meeting. The charge of the

committee was reviewed and approved. The e-news launch will be held at the Mackinac Policy Conference with an “On the Porch” announcement.

o The Editorial Board has a meeting scheduled. IMG and WIN both write an editorial regularly. Ms. Katz requested members forward articles or ideas for feature stories, news stories and announcements for the newsletter. She asked the Board that any Press Release coming from individual institutions which refer to WIN objectives also be forwarded to her.

o Lisa also asks that Board members forward their contact list including names of those who should receive newsletters and announcements regarding WIN.

• Sustainability o Michelle Mueller reported that the Sustainability Committee will function as a

committee of the whole with quarterly meetings. Areas of sustainability the committee will be considering are detailed in the committee report in the Board Packet. John Bierbusse and Ms. Mueller will continue leading the committee’s work.

• Policy

o John Almstead related the plans he and co-chair John Joy have made. They include policy issues regarding Talent Resources, Veterans Services, Real-time data, UI wage-data, and Innovation fund grant proposals.

o Mr. Almstead would like to know if the board believes these are the right issues to pursue and if there are other areas to address.

RECORDED MINUTES

• Requests for Letters of Support Washtenaw Community College:

o A letter of support was requested for a grant proposal being submitted by Washtenaw Community College for a TAA grant exploring health IT issues. They are including funding for WIN of up to $60,000 over a three-year period to support employer awareness, partner engagement, and other similar activities.

o Until the Sustainability Committee has a protocol and policy in place for grants WIN will support, the co-chairs indicated they had reviewed the request and recommended support.

o It was MOVED, SECONDED and APPROVED to support the request from Washtenaw Community College.

• Bill Sleight: 21st Century Proposal

o Bill Sleight and Greg Pitoniak presented the Proposal to the WIN Board to contribute $25,000 to cover activities for FY 2012 (through September 30, 2012) to the 21st Century Workforce Initiative. Details are in the Board Packet. This will also allow SEMCA to continue their funding of the initiative allowing for continuation of the current developments.

o It was acknowledged that there is overlap in the goals and work of the 21st Century Workforce Initiative and WIN, but the two are becoming more blended, and the funding stream from SEMCA will continue and become WINs funding.

o It was MOVED, SECONDED and APPROVED to support the request from the 21st Century Workforce Initiative.

o It was also requested that the WIN chairs should meet to prioritize requests for funding and support.

• Lisa Katz: Updates o Ms. Katz distributed a “To Do List” for Board Members o Ms. Katz has created a Google site for WIN board documents. All Board documents will be

available on site. • Greg Pitoniak: Fiduciary Reports

o Mr. Pitoniak reported that WIN is 75% into program year and has spent just 25% of the budget, attributed to the timing of the start-up. WIN is just now approaching a level of spending that is significant.

o A posting has been placed on the Michigan Talent Bank for a part-time administrative assistant to work 20-25 hours a week. They are asking for a 90-day commitment.

• Bill Sleight: Upcoming meetings o Minutes from previous board meetings were distributed with the Board Packet. A MOTION

was made to APPROVE them. The MOTION PASSED. • Bill Sleight: Welcome Guests

o Regional Economic Developers joined the meeting and a buffet lunch was served. Introductions were made, and Mr. Sleight reported that Dr. Sridhar Kota was unable to come. Mr. Sleight gave the guests an overview of WIN and discussion ensued regarding how WIN and the Regional Economic Developers could work more closely together.

o Mr. Sleight gave an overview of WIN to the guests. Ms. Katz provided examples of data being gathered.

o Doug Smith discussed economic development for the State of Michigan, indicating his view that business development plus community development plus talent will equal economic development. He notes the huge gap in needed experience, talent and skills of the available workforce in the region. However, service providers are now talking and working together creating a platform for collaboration. He also emphasized the importance of regionalism to effectively deliver services.

o The Economic Developers responded to the question “What do economic developers want?” Tools to address skills gaps long and short term Pipeline for future workers that fill skill needs How to reach workforce How to teach workforce Good forecasting and training solutions Realistic predictions of how long it will take to fill positions What is market salary for these workers What skills are available in incumbent workforce What skills do those currently on unemployment have How will K-12 help with workforce development Companies have difficulty communicating—or don’t know—what skills, degrees and

numbers of workers needed for future positions o Ms. Katz explained how WIN is acting to address those and other issues of regional

economic development. She asked the question “How can we work better with economic developers?” Having colleges and MWAs meeting will help align employer needs 21st Century network has contact with employers. Sharing information and

feedback. Sharing contacts and information. Work on transactional basis. MWAs and colleges partner one-on-one in timely

manner Pilot best practices Incentives that encourage collaborations. WIN outlines the metrics and results for

collaboration. Salesforce may be a tool that WIN partners might adopt. Economic developers are

already on that system; it would be helpful if workforce development also used it to encourage collaboration.

• Lisa Katz read Dr. Kota’s remarks in which he stated that it is hia belief that this region can be positioned as a regional hub for CNC training. The educational capacity is here, but nationally recognized certifications should be adopted.

Mr. Sleight adjourned the meeting.

June 2012

Policy Sub-Committee Goal: Improve institutional, local, state, and federal talent development policy through research, thought

leadership, and innovative practice.

Strategies:

1. Identify barriers of effective and efficient institutional practices 2. Build awareness around labor market policies and look for opportunities to improve policies. 3. Research exemplary practices in the field and opportunities to apply innovative practices. 4. Provide thought leadership and recommendations for new policies.

Workgroup members:

John Almstadt (Co-chair), Oakland County MWA

John Joy (Co-chair), Monroe County CC

Greg Pitoniak (SEMCA)

Rebecca Cohen (staff), WIN

Update:

WIN has started identifying issues that fall under “policy”. These include:

1. Talent resources. In 2009, NEI benchmarked the talent resources (state and federal) that come to

SE Michigan. WIN is updating this resource map for 2010-2011, enabling the region to evaluate

funding trends, communicate about resource needs, and discuss next steps.

2. Veterans services. Utilizing the 21st Century Taskforce, WIN convened a discussion on June 14, 2012

with front-line college and MWA staff about effective tracking and barriers to serving veterans.

Next steps including working with the state to bringing greater transparency to services available to

veterans.

3. Real-time data. WIN is working with national and state users of real-time data to gain an

understanding of best practices. WIN is providing leadership and recommendations about real-time

data tools, and building awareness about the data tools statewide.

4. UI wage data challenges. As a legislative issue, there is an opportunity to change how UI wage

record data is shared and recorded for state and federal data sources. WIN recommends tracking

national best practices, gaining further understanding of the nuances within Michigan for the status

quo, and developing communication materials to be used in building awareness around the issue.

5. Labor market intelligence trends communicated to policy makers. WIN is starting to develop data

products and “sound bites” that policy makers may find informative.

The policy subcommittee has not formally met. Further discussion by the full board about policy issues is

needed as input to the direction of this committee.

State of the Region’s Workforce Data Points – Draft for discussion

Data points Source

Labor supply

Age of the workforce EMSI

Educational attainment levels EMSI, Career builder (for specific occupations)

Experience levels (for different occupations) career builder

Skills/licensures/certifications attained BLS

Degrees awarded/anticipated Colleges IR departments/IPEDS

Labor shed (commuting w/ some demos) LED

Size of labor force BLS

Unemployment levels BLS

Employer demand

Top occupations Burning Glass

Job Growth State of Michigan

Projections/forecasts UM researchers, Kelly, or manpower, world futures society, Rob Stirton-schoolcraft going to start looking at projections. Newsletters from companies

Employment trends (jobs, churn) LEHD/State of Michigan

Establishments State of Michigan

Unemployment vs. job openings BLS/LEHD and Burning Glass

Labor pressure Career builder

Salary/wages ONET/Careerbuilder/Burning Glass

Skills Burning Glass

Regional Comparisons of: employment, wages, industries for occupations

Special issues

Long term unemployed characteristics

Veterans and transferable skills

Small businesses Dunn and Bradstreet/Your Economy

Potential Employer or Stakeholder

Request (to WIN) for

Assistance on a Workforce

Talent Issue

I

Evaluate nature of request

Level 1, 2 or 3

REFER TO LOCAL MWA/COLLEGE

No further WIN action

Input Assessment

• Does the system have the expertise? • Does the request relate to a targeted industry cluster – current or emerging? • Are there resources to support this effort available/accessible? • Does “someone” want us to do this? • Does this opportunity conflict with current clients or contracts? • Are there extenuating circumstances should be considered? • Is it important for us to respond to them?

WIN PROPOSED INTAKE

NOTIFICATION PROCESS

TC Notes 051712 ARL Notes 060412

Level 1 -- Single site, 25 jobs or less, “routine” in sophistication, not regional

in scope Level 2 – Large single or multiple sites within local region, more than 25 jobs,

may include “routine” or “unique” training demands, possible regional

scope

REFER TO LOCAL MWA/COLLEGE

WIN/MWA Collaborative Tracking

Level 3 – Large project/multiple sites/multiple employers, large

numbers of jobs, may include “routine” or “unique” training demands, possible

regional scope

Develop/Adopt MWA Tracking Tool

Level 1 – WIN referral only, no tracking Level 2 – WIN referral with follow-up & project tracking. Local MWA/College may request additional WIN engagement. Level 3 – WIN evaluates project to either lead or refer. Level 3 requests require Input Assessment & Scoring metrics

A

B

C

DRAFT Revised 06/04/12

A

DOES SCORING MEET

MINIMUM CRITERIA FOR A WIN PROJECT?

INFORM BOD W/

RECOMMEND-ATIONS

BOD AGREE?

MAKE ALT. SERVICE RECOMMENDATION

TO CLIENT

YES, AGREE, STOP WORK

BOD CHOSES TO KEEP PROJECT

ALIVE

NO

YES, GO PROJECT BOD / EMPLOYER STRATEGY

COMMITTEE DIRECTS PROJECT MISSION,

GOALS, OBJECTIVES

PRELIMINARY COLLABORATIVE PROJECT

PROPOSAL CREATED BY WIN STAFF

MWA’S SMC3

COLLEGES OTHER

STAFF SUBMIT WRITTEN

PROPOSAL

EMPLOYEE STRATEGY

COMM. REVIEW/CON-

CURRENCE

BOD APPROVAL 48-72 HRS.

PREPARE CLIENT

RESPONSE

B

C

DRAFT

WIN PROPOSED INTAKE

NOTIFICATION PROCESS

TC/ARL Notes 051712

Created 06/04/12

Dear Community Partner:

WIN provides various types of support to different efforts that support

talent development in the 9-county Southeast Michigan region.

SCENARIO 1: Letter of support - A partner seeks a grant that generally

aligns with WIN’s goals/strategic plan and there will be a benefit for

the community however, there is no clear role for WIN. WIN co-chairs

will sign letters of support with support of board membership, either

at a regular meeting, or via e-mail polling of members. WIN requests

at least 1-2 weeks for consideration and review. Examples:

Promise Neighborhood

Community development grant

Entrepreneurship support without a clear talent-development aspect

SCENARIO 2: Letter of endorsement – A partner seeks a grant that is strongly aligned with WIN’s

goals/strategic plan, and WIN has been involved in concept development and/or thorough review. WIN

also may be involved in the delivery of some aspect of the project. Any specific commitment of time

and/or resources is identified in the letter of endorsement and in the proposal. Letters of endorsement

require signature of the WIN co-chairs. WIN requests 2 weeks for consideration and review. Examples:

Education/training grant

Economic development grant with a strong talent-related component

Community cluster/sector strategies

SCENARIO 3: Letter of partnership – A project is strongly aligned with WIN’s goals/strategic plan, and

WIN is a full partner in the design and delivery of the project. The partnership letter and the proposal

identify the specific commitments the partners are making to the project, including financial

commitments. Partnership agreements will be signed by the WIN co-chairs and need the support of the

full board. WIN requests 4-6 weeks to ensure careful thought and involvement in the development

process. Examples:

Education/training grant

Economic development grant with a strong talent-related component

Community cluster/sector strategies

It is WIN’s preference to endorse or partner in efforts that are clearly aligned with its mission and goals,

however, on occasion, we will provide letters of support for efforts that require demonstration of broad-

based community support. In all cases we ask that, in requesting letters for your grant effort, that you

give us as much time as possible for review and consideration. Without adequate time we cannot

guarantee that we will be able to extend a letter, as our board member and co-chairs may not have

ample opportunity to review.

1. Who is requesting a letter from WIN?

a. Contact individual’s name

b. Contact individual’s title

c. Organization

d. Phone number and e-mail

2. Are you requesting a letter of support/endorsement/partnership?

3. When is the response/letter due back to you?

4. What format do you require? (hard copy, .pdf or other electronic transmission)

5. What is the name of the agency or entity issuing the grant and for which the letter is

required? How should the letter be addressed? (please provide contact name and address)

6. What are the primary objectives of the granting agency in issuing this funding opportunity?

7. Please provide a link where we can learn more about the grant opportunity.

8. What other partners are involved in this grant opportunity?

9. How big of an “ask” are partners making for this effort (i.e., size of the grant request)?

10. Please share an abstract or description of the project that describes project scope and key

deliverables.

11. How does this effort align with WIN mission?

To create a comprehensive and cohesive workforce development system in Southeast

Michigan that provides employers with the talent they need for success.

12. How does this effort align with WIN’s goals?

o Labor market intelligence to allow for greater regional talent-system effectiveness

o Strengthen and sustain an employer-driven talent system

o Improve institutional, local, state, and federal talent development policy

11. What role can WIN play to support this effort? What contribution are you asking us to

make?

12. Is there a financial role for WIN to participate this effort?

In-kind/leveraged support (describe)

WIN is included in the budget (describe)

Below is a list of roles that WIN commonly plays and that could help WIN provide value to the effort if

funding is included. Several of these also may prove examples of in-kind support that WIN may be able

to provide:

Hourly value of staff time for

o Real-time and other labor market data analysis (and support for tool

subscriptions)

o meeting convening/facilitation (value depends on frequency and level of

involvement in this process, for example, aggregating meeting minutes, follow-

up deliverables from meetings)

o helping talent partners align around curriculum and funding investments

o talent-related asset mapping

o awareness and communication to WIN board members (MWAs, colleges) and

partners (universities, economic development, business accelerators)

o awareness and communication to employers (WIN industry councils/task

groups)

o inclusion of information about your effort in e-news

Travel and expenses

Direct/indirect costs TBD

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June 15, 2012 To: Jennifer Tebedo, MEDC From: Lisa Katz, Workforce Intelligence Network for Southeast Michigan Re: Request for MiMatch for the Jobs and Innovation Accelerator Challenge grant- July 9 The Workforce Intelligence Network for Southeast Michigan (WIN) is leading the development of a Southeast Michigan proposal for the above FFO. WIN would serve as the programmatic lead with SEMCA serving as the fiduciary.

Contact Information:

Workforce Intelligence Network for Southeast Michigan

SEMCA

Lisa Baragar Katz Executive Director Workforce Intelligence Network O: 313.744.2946 C: 248.762.4596 3022 W. Grand Blvd Detroit, MI 48202 lisa.katz@win-semich.org www.win-semich.org

Gregory E. Pitoniak, CEO Southeast Michigan Community Alliance (SEMCA) 25363 Eureka Road Taylor, MI 48180 PH: (734) 229-3500 FAX: (734) 229-3501 EMAIL: gregory.pitoniak@semca.org

OVERVIEW OF THE FIVE SCOPES OF WORK Proposal Title: Accelerating the Merger of the Knowledge Economy with the Manufacturing Economy in Southeast Michigan to Generate Jobs Across southeast Michigan, new ideas are being generated all the time. Investments in the knowledge economy are incubating new companies, and existing Michigan companies are creating new modeling and optimization technologies that are reinvigorating the design field from apparel to nanotubes. The regional “knowledge economy” and the manufacturing sector must merge their expertise and resources to grow. World-class universities generate new IP and spin out new, technology-based firms, few of which have experience or interest in manufacturing products. Understanding the value of proximity, they seek companies that specialize in manufacturing to make their ideas into products to take to the market. Since 2009, the MEDC has funded the MMTC to help “match” those developers with companies that can make their designs into products made in Michigan. EDA has funded the Connection Point program at the Detroit Regional Chamber to connect larger firms in multiple industries to Michigan small and medium-sized manufacturers. Michigan is home to an emerging cluster that is focused on creating knowledge-based product ideas and bringing those unique products to market - the Innovation Realization Cluster. It consists of companies that are dedicated to making new things, or of supporting other companies in doing so. This includes performing custom contract work like engineering, design, and manufacture of low-volume but high innovation products and solutions. Omega Plastics is just one of the southeast Michigan auto suppliers that today works with new, often small development partners to make tools and low-volume parts for consumer goods, medical devices, and more. Omega is an established, reputable manufacturer that has

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mobilized its capabilities to vet new opportunities and accelerate the design, production and marketing of new products. They not only use sophisticated digital tools to compare alternative designs and processes; they draw on a set of design and modeling firms, many of them relatively small and relatively new. There has arguably never been a better time for more companies to make the move from traditional tiered customer dependency to selling manufacturing as a service. By translating designs into new products, the emerging Innovation Realization Cluster unifies the value chain from concept to engineering to production to service. An unprecedented array of technologies now enables rapid evaluation of design options, permitting rapid launches and designed-in producibility.

1. EDA: The Detroit Chamber’s Connection Point (CP) will be the lead on the EDA section. CP will match prospective customer-supplier partners. This is intended to expand the market and expand job growth. This component will also be a pilot for playing a strong programmatic role by using the project as a regional/cluster based pilot for Pure Michigan Business Connect. It will build on Connection Point’s success at engaging global companies and matching them to Michigan companies.

2. NIST-MEP: MMTC will be the lead on the NIST portion and focus on working with companies that are either already in this cluster or who want to be a part of it. This will include working with the firms to assess their current status as well as to provide targeted technical assistance.

3. DOE: National Center for Manufacturing Sciences (NCMS) will use its Predictive Innovation Center (PIC) which will be located at GE’s Advanced Manufacturing & Software Technology Center (AMSTC) in Van Buren Twp. This center will offer advanced digital manufacturing tools to small and medium sized manufacturers in the region, allowing SMEs to utilize these cutting edge technologies at less cost and investment than bringing them in house. This includes a particular focus on carbon fiber and low cost composites.

4. ETA: WIN will work with the regions’ colleges, universities and workforce boards to assess the current training and education needs as well as to map the current resources. A particular focus will be on engineers, technicians and designers.

5. SBA: Lead efforts to assure the inclusion of minority owned firms in the sector. LIST OF PARTNERS

1. Workforce Intelligence Network for Southeast Michigan 2. SEMCA (Workforce Investment Board) 3. Michigan Manufacturing Technology Center (NIST-MEP center) 4. Detroit Regional Chamber (Connection Point) 5. National Center for Manufacturing Science 6. Society of Manufacturing Engineers 7. Automation Alley 8. TechTown 9. Ann Arbor SPARK 10. Macomb OU Inc.

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“Labor market participants—individuals, educators, and employers—and policymakers at all levels of government need good data to make informed choices about, for example, career paths, training programs, hiring, and public investments. At present, however, labor market participants and policymakers do not have the [tools] they need.” Andrew Reamer, “Putting America To Work.” Brookings Institution.10/10

ABSTRACT WORKFORCE INNOVATIONS FUND APPLICATION

Applicant name: Southeast Michigan Community Alliance Applicant category: Consortium of WIBs Lead applicant city/state

Taylor, Michigan

Areas served: 9 counties in Southeast Michigan (Genesee, Livingston, Macomb, Monroe, Oakland, Shiawassee, St. Clair, Washtenaw, Wayne) and encompassing the cities of Detroit and Flint.

Project name: Workforce Intelligence: Data- and Employer-Driven Talent Strategies in Southeast Michigan

Funding level requested:

$5,282,707 technical costs $ 717,293 evaluation costs $6,000,000

Project type: B Description of proposed project Since 2001, Southeast Michigan has lost over 500,000 jobs as the result of extensive economic

turmoil. As the economy slowly but surely recovers, real-time tools and technologies can help

regional talent-stakeholders align their efforts and resources to accelerate more positive

outcomes for employers and jobseekers.

WIN is a consortium of 7 MWAs in strategic partnership with 8 community colleges

(providers of WIA-eligible training) to ensure that employers have the talent they need for

success. To achieve its mission, WIN leverages information, resource coordination, and policy

solutions. Efforts are supported by a community of 10 philanthropic organizations—the New

Economy Initiative—that funded WIN as part of a

mission to transform Southeast Michigan’s economy.

Unanimously endorsed by the 15-member WIN

board, the Workforce Innovations Fund proposal will

allow partners to enhance workforce system

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alignment and efficiency, taking a data – and employer-driven approach centered on real-time

tools and technologies. The effort includes application of:

• Real-time labor market information (derived from daily analysis of job postings and

resumes placed into public and private, online labor exchanges) to reconfigure available

education, training, and related investments.

• Algorithm and other logic-driven functionality that can analyze available real-time labor

market information to create better matches between employers and jobseekers, provide

clarity around career pathways, and highlight individual and community skills gaps.

The theory of change is that if people and institutions have better information and better ways

to process and apply that information, they can make better decisions about education and

training offerings, job matching, career coaching, and institutional investment. This leads to

overall improvement in system efficiency and effectiveness and better outcomes for employers

and jobseekers.

To operationalize this theory of change, Southeast Michigan’s MWA consortium members will

invest in a suite of real-time tools and technologies that will be made available to all WIN

partners, both the MWAs and colleges. Relevant staff throughout the region then will be

trained and work with technical assistance providers to develop common processes, protocols,

train-the-trainer methods, and other approaches to ensure wide-scale adoption and integration

of the resources. A common commitment to communications and benchmarking will keep

Education and training is connected to real-time employer needs

Talent system is better at connecting people to

jobs

Talent system is more aligned, integrated, and

efficient

Better information and application of information through real-time tools and technologies

Better outcomes for employers & jobseekers (hiring, retention, time/cost savings, etc.)

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partners on track and support continuous improvement. At the same time, WIN will work

strategically with economic development partners to ensure employers learn about the

system’s new capacity to meet their needs and the unique Return On Investment it can offer

them when it comes to addressing their talent needs.

WIN partners have identified more than $8.1 million in leveraged resources, including

$6.2 million in WIA training dollars, to ensure the success of this effort and a positive

demonstration of outcomes.

Description of proposed evaluation strategy Since the project represents a systemic/structural change that is intended to lead to improved

outcomes for employers and jobseekers, the quasi-experimental evaluation design includes

extensive quantitative and qualitative data collection and analysis to document these changes

and assess their utility and value from the perspective of multiple stakeholders.

Effectiveness of systems change will be assessed through interviews, surveys, and focus

groups of participants, employers, project leaders, MWA and college representatives and

others. MIS data analysis will provide quantitative insight into cost efficiencies, resource

leveraging, and alignment of WIA funds. To ensure full adherence to the model, evaluators will

use a fidelity scale to determine the rigor of implementation: this approach also will help other

communities closely replicate the Southeast Michigan model.

Effectiveness of services to jobseekers will entail analysis of comparison groups before

and after model implementation. Evaluators will use propensity score matching to identify a

comparison group that is as similar to the treatment group as possible (eliminates selection bias

and strengthens internal study validity). Outcomes of interest include eight measures, ranging

from hiring and retention rates to wages and speed of hire.

Public Contact Information: www.win-semich.org

LOGIC MODEL

Workforce Intelligence: Data- and Employer-Driven Talent Strategies in Southeast Michigan

IT Council

June 19, 2012

IT Council Meeting Attendees

•Ryan Hoyle, Galaxy Solutions •Jennifer Rademacher, Fat Head •Jane Montecello, HP •Andy Fry, Marketing Associations •Bill Wager, SRT Solutions •Carl Bentley, Strategic Staffing Solutions •Greg Garret, CGS Advisors •Jeff Hu, Quicken Laons •Rael Mussell, Credit Acceptance Association •Mike Monan, Tech Reprieve •Gary Baker, Society of Manufacturing Engineers •Lisa Katz, Jonathan Younkman, Rebecca Cohen, Lauren Frohlich, Workforce Intelligence Network (WIN)

WIN’s goals for this meeting

• Identify short-term vs. long-term goals and priorities for council action

• Understand desired level of participation/engagement in these priorities

• Identify leaders around key areas of work

• Understand who else needs to be at the table

• Get direction around managing any public aspects of this effort

What you said…

Concerns about thriving

73% say it is a challenge finding qualified talent in SE MI (9 of 11) respondents

Top IT hiring challenges (challenge/very much a challenge)

• Availability of the “right” talent (91%, 10/11)

• General perception of SE MI as a place to live/work/play (58%, 6/11), plus things like public transportation, safety, etc. (low to mid 50%)

• Jobseeker career awareness was a midlevel concern

Top worker challenges (challenge/very much a challenge)

Availability of the “right” talent (91%, 10/11)

• Technical expertise (82%, 9/11)

• Right problem solving/analytical skills (73%, 8/11)

• Experience (73%, 8/11)

Potential Solutions (valuable/very valuable)

• Brand and promote region as an IT hub (100% 11/11)

• Strategic efforts to attract and retain talent (91%,

10/11)

• Align training system with industry demand (skills), including customizing curriculum. (81%, 9/11)

• Increase IT industry in SE MI. (81%, 9/11)

• Expand IT industry pipeline through K-12 partners. (81%, 9/11)

Stakeholder roles

Most important role for council

1. Awareness, marketing, branding (7)

2. Effective collaboration with real results (2)

Most important role for regional partners

1. Awareness, marketing, branding (6)

2. Career pipelines from early on (3)

3. Quality of life (1)

(Plus, find resources for success)

Most important role for companies

1. Raise awareness of industry opportunities (4)

2. Internships, experience (3)

3. Training , talent development (2)

What are some things we could take on as an IT

Council?

Potential Solutions (valuable/very valuable)

• Brand and promote region as an IT hub (100% 11/11)

• Strategic efforts to attract and retain talent (91%,

10/11)

Branding strategy should • Clarify what we are talking about in the region (industry vs. the city) what are the

REGIONAL strengths? (showcase in industry publication?, “grit”) – Embrace the fact that we are the automotive capitol of the world – Communicate what we already have via an asset map

• Define IT/Innovation – brand from the companies (network, density of jobs, entrepreneurial capacity, prevalence of start-ups) – Many different roles: software developers, product developers, network administrators, etc. – Emphasize creativity, innovation, new buzzwords for transferable skill sets

• Showcase talent through individuals – people with national reputations, engage public notables (authors, governor, CEOs)

• Include conferences, two distinct types: – Executive IT leadership (like SAE) – invite only, high-level and targeted – Targeted around Infrastructure, software development, etc. with a larger audience (like CodeMash

Conference)--big speakers, bring people to the region and show them unique Michigan aspects

• Connect employers to site selection for IT • Look at incentives? (not this group’s purview, MEDC provides information) • Link office space for startups or incoming firms; companies and professional groups • Clarify the networks – wiki – etc. (technology, markets, languages, etc. )

– Include social networking components – interactive community – Develop a directory of different groups/initiatives tied to IT

Potential Solutions (valuable/very valuable)

• Align training system with industry demand (skills), including customizing curriculum. (81%, 9/11)

• Increase IT industry in SE MI. (81%, 9/11)

• Expand IT industry pipeline through K-12 partners. (81%, 9/11)

Talent development efforts should • Direct non college grads into IT field (not about a degree or

certification—it’s about aptitude and drive) • Address aspiring and retooling IT professionals • Encourage constant retooling • Support placement -- need employers to say they will hire if

we go through the talent training programs • Talk about .net, drupal, PMs, etc., not IT (be specific, not

general) • Have a database of solutions, portal • Consider investment in younger generation– jobs,

internships, and schools (Train the Trainer initiative) • Continue to pursue training grants (i.e. Shifting Code)

IT Council Next Steps • Council leadership—let WIN know if you are interested in co-chairing the

council. • WIN will continue to convene and facilitate the meetings around the

region. • Additional members desired around the table include the auto industry,

health care, start-up companies, venture capitalists. • Engage PR firms, wait on a press release. • Look into the Pure Michigan matching grant ($500K) and other marketing

opportunities • Develop committee structure

– Talent Development – Marketing/Branding

• Strategize about potential partnerships • Goals for next meeting (in 1 month)

– Define the council’s mission – Form committees – Agree on a calendar for the rest of the year

Lisa Katz

Lisa.Katz@WIN-SEMICH.ORG

IT Employers

Founders circle, planning team

First Name

Last Name Title Company Industry Core or End User

Company Size

Paul Czarnik Chief Technology Officer Compuware IT Core Large Bill Wagner Co-founder SRT Solutions IT Core Small Ryan Hoyle VP, Global Recruiting GalaxE Solutions IT Core Large Jeff Hu VP, Data Operation Quicken Loans Banking/Finance End User Large Mike Monan President Techreprieve IT Core Small Andrew Frey Chief Technology Officer Marketing Associates Marketing/Advertising End User Medium Kimberly Bankston Human Resources Director GE Multiple End User Large Steve Eller Bosch Automotive End User Large Andre Arbelaez Director, Business

Development T-Systerms North America

Communications End User Large

Carl Bently Senior Vice President Strategic Staffing Solutions

Staffing End User Large

Greggory Garrett CEO & President CGS Advisors Consulting End User Small Gary Baker Chief Information Officer SME Non-profit Association End User Medium Jane Montecillo Director, US Public Sector

Delivery & Quality HP IT Core Large

John Neary Chief Administrative Officer Credit Acceptance Banking/Finance End User Large Jennifer Rademach

er Director, Technology Fathead Consumer Goods End User Medium

Blair Hankins Vice President, Engineering Barracuda Networks IT Core Large

June 6, 2012

Ms. Dawn Ross Det 1 AFRL/PKDB, Bldg 167 2310 8th St. Wright Patterson AFB, OH 45433-7801 Dear Ms. Ross: We are writing this letter to express the Workforce Intelligence Network’s support of the Additive Manufacturing Innovation Institute proposal led by the University of Michigan. WIN is a non-profit organization that includes eight community colleges and seven workforce development boards in Southeast Michigan. Our mission is to create a comprehensive and cohesive workforce development system in Southeast Michigan that provides employers with the talent they need for success. This comprises a range of activities, including developing curriculum and providing training and education in advanced and innovative technologies in multiple disciplines.

WIN sees the tremendous potential of additive manufacturing in transforming how we design, manufacture and service products in the manufacturing sector. We also see great value in the Institute’s focus on industrially relevant manufacturing technologies. WIN believes that the institute will prove the region a unique opportunity to help guide and leverage research, gain insight into the future of additive manufacturing, and to contribute to development of curriculum for use in Technical High School Programs and for education and training in Community Colleges.

The initiatives outlined in this proposal directly address identified gaps between fundamental research and product development and the education and training required to commercialize technology and develop a skilled workforce for additive manufacturing production. This alignment creates an excellent translational path for accelerating Institute work into the additive manufacturing sector, to drive innovation.

We strongly support this proposal and look forward to building upon our relationships with the University of Michigan.

Sincerely,

William Sleight Sharon E. Miller Director Vice Chancellor External Affairs Livingston County Michigan Works! Oakland Community College