Building a Stronger Workforce Development System

1. Building a Stronger Workforce Development System Southeast Michigan Works Agency Council SEMCOG/MAC Talent Task Force Meeting March 17, 2011

2. Purpose To provide a behind the scenes look of a partnership formed to address regional solutions among six Michigan Works Agencies in Southeast Michigan

3. SEMWAC Organizations • Detroit Workforce Development Depart • Livingston County MWA • Macomb-St. Clair County MWA • Oakland County MWA • Southeast Michigan Community Alliance • Washtenaw County etcs • Detroit Regional Chamber

4. SEMWAC’s Mission “The Southeast Michigan Association Council brings MWAs and their business, economic and educational partners together to secure resources and collaborate on projects to successfully address critical workforce issues as a region.”

5. The Early Years • SEMWAC was first established about 15 years ago to identify opportunities for regional collaboration. • First SEMWAC meeting was convened by the Detroit Regional Chamber of Commerce and the Detroit Workforce Board. • First chair was Greg Handel from the Detroit Regional Chamber of Commerce. • SEMWAC members met informally on an as needed basis until 2007.

6. SEMWAC Facilitation • In 2007 SEMWAC hired a Consultant to conduct a needs assessment and develop a mission statement, goals and priorities. • The Consultant continues to plan and help facilitate SEMWAC meetings, and manage SEMWAC projects.

7. Role of SEMWAC Consultant • Keep SEMWAC focused on Regional Initiatives • Help manage SEMWAC initiatives • Research and apply for grants for SEMWAC • Provide coordination, logistical or tech support • Actively promote SEMWAC and the value of engaging in regional initiatives • Represent SEMWAC at Regional Workforce Development planning meetings

8. SEMWAC Needs Assessment Issues the Assessment Identified included: • Need to Improve Customer Service • Need to Balance Regional and Local Interests • Need to Clarify Role of SEMWAC • Need to Improve the Image of the Workforce Development System • Need to Champion the Region’s Economic Transformation

9. SEMWAC Goals • Define SEMWAC and set up an Operational Structure • Establish a “Corporate Appeal” • Be recognized as a leader/convener of regional initiatives • Coordinate outreach to all employers in the Region by business services reps • Provide Customer Service Training to all MWA staff • Develop region-wide communications that promote MWAs serving total workforce

10. Barriers to Regional Collaboration • Negative perceptions about the Workforce System • Southeast Michigan often does not behave like a Region • Policies and service delivery varies across the Region, and sometimes even within a Michigan Works! area • Individual MWAs have requirements they have to live by • Funding and other resources for regional activities are limited

11. Supports for Regional Collaboration • MWAs viewed as leaders in Workforce Development • By sharing Best Practices we can build on each other’s success • We can communicate our vision of Regionalism • We can bring our partners to the table • We can be a resource of good information • We can pursue grant funds as a region • MWAs and SEMWAC can be innovative problem solvers

12. Role of MWA Directors • Bring issues to the table • Advocate as a region, throughout the region, in Lansing and in Washington D.C. • Support regional initiatives • Build partnerships with Businesses, Educational Institutions and others • Align partners with Workforce Development System • Take responsibility for following through on agreements • Commit Resources to SEMWAC Initiatives (Staff, Time, $…) • Help find other resources

13. Funding SEMWAC Initiatives • SEMWAC has secured over $22 million in Grants • SEMWAC members have contributed over $350,000 towards SEMWAC activities and initiatives • SEMWAC has developed a MOU between the MWAs • Th MOU establishes joint processes that enable MWAs to support regional initiatives • MWA funding obligations are based on their percentage of total WIA allocations • In PY 2010 the region will receive a total of $59 Million in WIA Adult, Dislocated Worker and Youth funds.

14. Current SEMWAC Initiatives • 21st Century Workforce Initiative • Regional National Emergency Grant • Aging Worker Initiative (55+) • State Energy Sector Partnership

15. 21st Century Workforce Initiative • The 21st Century Workforce Initiative was created in August 2007 to bring workforce development partners together to work across regional and organizational boundaries to improve communication, collaboration and consistency of service delivery. • The initiative was originally funded by DELEG and a federal planning grant. SEMWAC members have continued to fund the 21st Century Workforce Initiative over the past three years.

16. 21st Century Steering Team • Includes representation from MWAs, education, economic development, nonprofits, government, etc… • Provides vision, direction and oversight • Helps align leadership and their respective organizations to common goals. • Results in staff support and involvement, increased collaboration, communication and consistency in WFD service delivery.

17. Rapid Response Workgroup • Developed a common approach to Rapid Response engagements throughout the region • Developed common materials to be used in all Rapid Response Orientations • Developed a Rapid Response Video shown at all Orientations • Working on Outreach Campaign to inform employers of Rapid Response services.

18. Career Transition Workgroup • Trained over 160 Case Managers in Jay Block’s value-based career transition process • Developed a common brand to, “Take Your Career in a New Direction…the Positive outcomes is you” • Developed flyer, banner and posters that reinforce brand and Jay Block practices and principles • Promoting more consistency in Case Management service delivery throughout the region • Developing customized LMI training for case workers, and an Internet-based job search tool for job seekers

19. Business Services Network • Facilitated participation of over 100 Business Services Reps in Business Solutions Professional Training. • Developed a common Business Services folder and brochure. • Developed a Business Service Directory website • Use Linked In and e-mail to share Job Orders and other Job Placement activities. • Developing customized LMI training for BSRs, case workers and job seekers.

20. National Emergency Grant • Meet with DELEG staff at regular SEMWAC meetings • Sponsored NEG training of front line staff • Share information on enrollments, expenditures and obligations to ensure full utilization of grant funds • First NEG region to spend and/or obligate all NEG funds

21. Aging Worker Initiative • SEMWAC decided to apply to USDOL;’s Request For Proposal as a region • Macomb/St. Clair MW took the lead on project • Received over $1 Million grant to pay for 30 part time Aging Worker Navigators, assessments and training • MOU outlines each MWA’s responsibilities • Also partner with Macomb Community College, Macomb County SBDTC, AARP and others • Regular reports and updates at SEMWAC meetings

22. State Energy Sector Partnership • SEMWAC responded to RFP as a region, with Macomb/St. Clair serving as fiscal agent • SEMWAC consultant took lead on writing grant • SEMWAC members recruited schools and employers to include in the proposal • Received $2 Million to train over 600 Incumbent and Dislocated Workers in Battery & Renewable Technologies • Enrolled over 40 Incumbent Workers in programs at WSU, MTU and HFCC in the Fall Semester • Developing plan for MWAs to recruit Dislocated Workers

23. Other SEMWAC Activities • Funding Regional Skills Alliances • Supporting ARRA and CBJT Grant Proposals • Partnering with SMC3 on large DOL Event • Providing Incumbent Worker Funds to the Michigan Academy for Green Mobility • Partnering with New Economy Initiative and others to identify opportunities for foundations to fund Workforce Development projects