1

Table of Contents

WIN BOARD MEETING MINUTES: JUNE 2015 3 ATTENDEES 3 MEETING PRESIDER 3 AGENDA 3

RECORDED MINUTES 4 WELCOME, INTRODUCTIONS, AND UPDATES 4 APPROVAL OF MINUTES 4 FIDUCIARY REPORT 4 GRANT UPDATES 4 REGIONAL PROSPERITY 4 COMMUNICATIONS 5 POLICY 5 DATA/RESEARCH COMMITTEE 5 MI BRIGHT FUTURE 5 UPCOMING MEETING: 5 ECONOMIC DEVELOPERS LUNCHEON 5

RESEARCH AGENDA: AUGUST 2015 UPDATE 6 ON-GOING RESEARCH/DATA PROJECTS 6 SPECIAL RESEARCH PROJECTS 8 CONSULTING/SUSTAINABILITY PROJECTS 10 OTHER DATA/RESEARCH INITIATIVES 11 WIN RESEARCH CONTACT: 11

DATA USERS LEARNING NETWORK: AUGUST UPDATE 2015 12 OVERVIEW: 12 UPDATE: 12 NEXT STEPS: 12 DATA USERS LEARNING NETWORK CONTACTS: 12

DEPARTMENT OF DEFENSE OFFICE OF ECONOMIC ADJUSTMENT GRANT UPDATE: AUGUST UPDATE 2015 13 OVERVIEW: 13 DEPARTMENT OF DEFENSE CONTACT: 13

ADVANCED MANUFACTURING: AUGUST UPDATE 2015 14 MAGMA 14 ADVANCE MICHIGAN 14

INNOSTATE: AUGUST 2015 UPDATE 15 1. EDA AND ETA REPORTS: 15 2. ETA PERFORMANCE AND ACTIVITY UPDATE 15 3. EDA PERFORMANCE AND ACTIVITY UPDATE 15 INFORMATION TECHNOLOGY CONTACT: 16

INFORMATION TECHNOLOGY: AUGUST UPDATE 2015 17

2

OPPORTUNITY DETROIT TECH COUNCIL 17 EXPERIENCE IT DETROIT 17 INFORMATION TECHNOLOGY CONTACT: 17

HEALTH CARE CLUSTER STRATEGY: AUGUST 2015 UPDATE 18 OBJECTIVE: 18 RECENT MAJOR MILESTONES: 18 NEXT STEPS: 18 WIN HEALTH CARE CLUSTER CONTACT: 18

YOUTH STRATEGIES: AUGUST 2015 UPDATE 19 RECENT MAJOR MILESTONES: 19 NEXT STEPS: 20 WIN YOUTH STRATEGIES CONTACT: 20

MI BRIGHT FUTURE: AUGUST 2015 UPDATE 21 OBJECTIVE: 21 RECENT MAJOR MILESTONES: 21 NEXT STEPS: 23 MI BRIGHT FUTURE CONTACTS: 23

POLICY COMMITTEE: AUGUST 2015 UPDATE 24 CAREER READINESS AND AWARENESS: 24 ES 202/UI WAGE DATA AVAILABILITY: 24 NEXT STEPS: 24 WIN POLICY CONTACT: 24

CAREER AND BUSINESS SERVICES: AUGUST UPDATE 2015 25 PROJECT OVERVIEW: 25 NEXT STEPS: 25 CAREER AND BUSINESS SERVICES CONTACT: 25

COMMUNICATIONS: AUGUST 2015 UPDATE 26 ANNOUNCEMENTS 26 WEBSITE 26 SOCIAL MEDIA 26 WIN NEWSLETTER & CRAIN’S TALENT REPORT 28 COMMUNICATIONS CONTACT: 28

ATTACHMENTS: BOARD UPDATE AUGUST 2015 29

3

WIN BOARD Meeting Minutes: June 2015

Friday, June 5th 2015 Schoolcraft College VistaTech Center

ATTENDEES

Board Members: Board Members (continued)

WIN Staff

Michelle Mueller (Washtenaw Community College)

Craig Coney (Genesee--- Shiawassee Michigan

Works! Agency)

Lisa Katz

Shamar Herron (Washtenaw County Michigan Works!

Agency)

Pamela Moore (Detroit Employment

Solutions Corporation)

Dorothy Brown

Tom Crampton (Mott Community College)

Colby Cesaro

Tammy Thomson (Schoolcraft College)

David Palmer

Denise McNeil (St. Clair County Community College)

Sarah Sebaly

Sharon Miller (Oakland Community College)

Bill Sleight (Livingston County Michigan Works!

Agency)

Greg Pitoniak (SEMCA)

John Bierbusse (Macomb---St. Clair Michigan Works!

Agency)

MEETING PRESIDER Tom Crampton, Mott Community College

AGENDA Welcome, Introductions, Agenda Review and Approval of Prev. Minutes Fiduciary Report and Budget Update Policy Grant updates Regional Prosperity Communications

4

Mackinac Policy Conference Update Upcoming meetings Economic Developers

RECORDED MINUTES Welcome, introductions, and Updates

Approval of minutes Greg Pitoniak motioned to approve the April minutes, Michelle Mueller seconded. All in favor. Minutes approved.

Fiduciary report InnoState – WIN should be reimbursed from the EDA shortly per conversation with Bill Warren.

Contract periods have now been added to the financial reports. When there is an excess of funds, it will be put into the WIN general fund. DoD --- $250,000 (conservative) – the team is working on getting feedback on the budget, and is projected to be approximately $1 million over 2 years. Tricia Walding will most likely become the Project Manager for this. Detroit Education Fund will help pay for a portion of MI Bright Future.

Sharon Miller motioned to approve the fiduciary report, John Bierbusse seconded. All in favor. Minutes approved.

Grant updates • DOD grant (Advance MI Defense Collaborative) –$7 million over 2 years. Macomb---St. Clair will

be the lead organization. The purpose is to support economic recovery, develop proactive responses to potential defense budget cuts, and ensuring ongoing investment and sustainability.

• Proposed Defense Transition Center – managed by Macomb St. Clair • Connected products (NEI, ASPEN, TARDEC) • Cyber ranges in SE Michigan – training workers in counter hacking, etc. • Detroit Regional Cyber Training Center (National Guard) • NSA designations

• WIN’s role in DoD grant: Project Management Career Pathways MI Bright Future Opportunity Detroit Tec Asset Mapping Social network analysis

Action Item: Lisa Katz to provide copy of proposal to the Board of Directors Regional Prosperity

• Monroe and Wayne County will continue to operate as a combined entity. • Region 10: will not be impacted by mergers • Region 6: Genesee---Shiawassee/Thumb Works consolidation; possibly St. Clair in 2 years –

5

October 1. Action Item: Reach out to Jackson College

Communications Extended an offer to a Communications Manager. She will be shared between WIN and LIFT.

Policy

• Career and college readiness platform will come out for review. This process will need to be developed around approval from institutions regarding policy issues.

• MEDC funding – the House roads bill proposed eliminating $200 million in funding from MEDC to fix roads. Support for IMCP, LIFT, and Composites funding would potentially be cut.

• Process of information sharing: o Email Board members with links to information about important information.

Data/Research Committee

• Modified shift shared analysis – comparing industry strengths • Colby presented the updated data dashboard, which is scheduled to be launched mid---to---

late summer. HIPO analysis --- Average of 9 hires per posting: 2 replacement hires per posting, 7 new hires per posting.

MI Bright Future

There was a Press Conference held during the Mackinac Policy Conference on MI Bright Future. The website has been launched for students, parents, employers, and educators can get information. St. Clair students will start using Career Cruising this summer. In the fall, Livingston, Oakland, and Macomb will begin their launch. WIN is in talks with Detroit Public Schools to get them connected to MI Bright Future.

Upcoming Meeting: August 7, 2015 – 9:00a.m. ---12:00p.m. at Schoolcraft College

Economic Developers Luncheon Irene Spanos – Oakland County | Justin Robinson – Detroit Regional Chamber| Tim Lake – Monroe County Economic Development |Mike Connors – Macomb County | Dan Casey – EDA St. Clair County

• MI Bright Future (partner launch w/Manufacturing Day on October 2 for high school students - Wayne, Oakland, Macomb)

o Add professional days to school calendars – have employers come in and talk to students

o Adopt---a---School program o Sponsorships for summer camps o Promoting

• Regional Prosperity Initiative o Region 10 – grant awarded to SEMCOG to update economic development plan o Region 6 – received numerous grants to support 1---69 corridor, joint traveling,

created regional contact database o Region 9 – roads, talent council, collaborations

4 M: MEDC, Michigan Works!, Macomb County Planning, Macomb Community College

6

Research Agenda: August 2015 Update

On-Going Research/Data Projects

1. Quarterly workforce reports a. Goal: Ongoing analysis of real-time and localized labor market data. b. Partners: WIN uses Burning Glass and EMSI data for analysis c. Update: Ongoing quarterly. Reports have undergone several updates over the past

year and will continue to evolve to meet the needs of WIN’s board and partners. WIN added location quotients and degree/certificate completions for each cluster in the Q1 2015 regional report and the Q2 2015 reports for each county. The reports will be released by mid-August. The team restructured the release schedule at the beginning of the year based on feedback from the board in February 2015. The Q1 & 3 reports for each county are now shorter and in a summary format with the WIN regional report in the longer format with added data. Q2 & 4 reports are longer form for each county. The WIN data team is considering revisiting the occupational clusters we use move forward with these reports. Revision is necessary as the occupational landscape of the region changes.

d. Alignment with WIN goals and Benefit to WIN partners: Aligns with WIN data accessibility goal.

e. Resources Needed and estimated timeline: Continued feedback required from partners to continue to update reports to fit the needs of WIN partners and the board.

2. Data dashboard

a. Goal: A public dashboard of economic indicators focused on talent related issues for each local area and the region as a whole.

b. Partners: WIN, appropriate committees, data users group, community-based organizations, foundations, and web designers.

c. Update: The dashboard is still moving forward, slowly. The timeline keeps shifting because building a website and tool from the ground up presents lots of obstacles. The Data Users Group and Data/Research Committee are continuously engaged in this project. There will also be a public launch party for the WIN board, press, and other partners once the tool is ready.

d. Alignment with WIN goals and Benefit to WIN partners: Aligns with WIN’s data accessibility goal. WIN partners will have better and easy access to multiple data sources in one location.

e. Resources Needed and estimated timeline: As we move closer to launch, this project takes roughly 15% of the Research Director’s time and will take roughly 30% of the Junior Analyst’s time.

7

3. HI-PO analysis: Real-time data and employment (Hiring to Posting, Hi-Po) a. Goal: Better understand and utilize real-time labor market data for workforce and

talent planning. b. Partners: George Washington University, Committee for Economic Development c. Update: This project is now partially a partnership with graduate students in public

policy (GWU) though the Committee for Economic Development. These graduate students have partially updated the analysis and are employing WIN’s statistical model to find the connection between postings and hiring in the Detroit MSA for selection industries. As their project is complete, WIN is now taking over to fine-tune the analysis. See the handout following this update document in your packet.

d. Alignment with WIN goals and Benefit to WIN partners: Project aligns directly with WIN’s #1 goal of providing data to partners. This analysis would allow WIN to make more accurate and timely projections about occupations than currently available dated projection data.

e. Resources Needed and estimated timeline: This project was awarded a $100,000 grant by J.P. Morgan Chase’s New Skills at Work initiative for the July 2014 to June 2015 time period. WIN is in the process of applying for additional funds to continue this work with JPMorgan Chase’s support for another year. WIN is also applying with the Committee for Economic Development for funds to continue their partnership work. WIN’s research director spends about 15% of her time on this project; it will grow to 30% in coming months.

4. Labor Market/Labor Shed One-Pagers & Cluster briefing documents

a. Goal: To provide clear definitions and informational materials to the WIN board and job seekers about the WIN occupation clusters.

b. Partners: WIN Board, Oceanvue c. Update: WIN created a retail & hospitality brief for the Kellogg project and is starting

the other WIN clusters. Each document will have WIN branding but different color-schemes so that they are differentiable. WIN is also in the process of updating the labor market and labor shed documents for each county and RPI region. The WIN team will focus the summer and fall months of 2015 on the cluster briefing documents. These will be created for all WIN clusters in addition to those analyzed for other partners (TDL, Agriculture, Energy)

d. Alignment with WIN goals and Benefit to WIN partners: Project aligns with data accessibility goals.

e. Resources Needed and estimated timeline: Ongoing project, no hard deadlines set. 5. Data users group

a. Goal: Increase the use of new data tools (including real-time data) within WIN board organizations through building analysis skills and sharing best practices in a regional learning network setting.

b. Partners: WIN board organization employees and other partners in economic & talent development, specifically those that analyze labor market data and trends.

c. Update: Ongoing quarterly. Moving toward a model where part of each meeting is focused on discussion and another part is focused on training. For example, learning

8

how to calculate a new metric. Upcoming workshops will include reviewing the WIN dashboard online data tool and methods for sharing information among WIN board organizations.

d. Alignment with WIN goals and Benefit to WIN partners: Aligns with WIN goal of better connecting the talent system and making data accessible.

e. Resources Needed and estimated timeline: NA

6. Employer Surveys a. Goal: Semi-annual surveying of employers using 2 surveys, rotating every 6 months b. Partners: WIN talent partners, economic developers, employers strategies partners c. Update: In development, surveys will cover two separate themes: workforce

planning and needs, and employer hiring behavior. Project is on going. Awaiting results from the retail and hospitality survey in order to update the next iterations.

d. Alignment with WIN goals and Benefit to WIN partners: Aligns with WIN goal of providing data to partners and to help partners become more employer-driven.

e. Resources Needed and estimated timeline: WIN research director spends roughly 5% of her time on this project, more once results are in and edits need to be made. This project is ongoing.

Special Research Projects

7. Transportation Safety Workforce Analysis for UofM/ATLAS/MAGMA a. Goal: To define a green mobility/transportation safety cluster for MAGMA and

better understand the labor market needs, etc. related to this group of workers. b. Partners: UMTRI-ATLAS (UofM), MAGMA c. Update: WIN was awarded a small amount of funding from the University of

Michigan Transportation Institute (UMTRI) to help define the green mobility cluster and begin research on workforce and skills needs. WIN hired an intern to assist with this project (Meg Mulhall). She and Hector Acosta (WIN’s Research & Policy Junior Analyst) have moved this project forward by defining several occupation clusters related to transportation safety and producing a memo literature review of previous research focused on transportation safety occupations. Meg has been working diligently on the report that will align both with MAGMA and with UMTRI-ATLAS for public distribution. She presented the initial findings to the UofM team in July 2015. Once complete, the report will also be released under the WIN Working Smarter Series.

d. Alignment with WIN goals and Benefit to WIN partners: Project aligns with labor market information goals and WIN sustainability goals.

e. Resources Needed and estimated timeline: The report will be finalized in late September/early October 2015.

8. Eureka survey in preparation for conference

a. Goal: Survey employers, futurists, think tanks, etc. in the region about emerging and disrupting technologies or collaborations that will be “game-changing” for the region, state, and/or global economy – both in the creation and elimination of jobs. This could include enhanced battery technology or connected vehicles, or in the areas of healthcare, IT, or finance.

9

b. Partners: WIN, along with economic developers, chambers, and Crains Communication.

c. Update: The Eureka survey is complete! The data is now being analyzed and the WIN team has set an October 20th 2015 date for a morning event at the Chicago Federal Reserve Detroit Branch. The formal report will be released to the board prior to the event.

d. Alignment with WIN goals and Benefit to WIN partners: Aligns with WIN data goal. Data and understanding on technology changes and how that will affect a company’s workforce. Also aligns with WIN’s goal of helping partners become more employer-driven as the survey asks direct questions of employers about their expectations.

e. Resources Needed and estimated timeline: Project is underway. WIN’s research director will spend roughly 30% of her time displacing other projects for a short time period. WIN’s Research & Policy Junior Analyst will spend roughly 15% of his time on this project throughout the summer and fall.

9. Assessing the economic and fiscal benefits of the talent system (formerly ROI)

a. Goal: Put a dollar figure and explain the qualitative impact of the investments in the talent system, and the economic returns.

b. Partners: WIN will work with the Ross Community Consulting Club to frame the project and start assessing investments made into the talent system. WIN could potentially work with a local economist (Fulton and Grimes) or EMSI for a full assessment of economic returns. WIN will work with the community colleges and Christine Quinn to understand methodologies used in the past.

c. Update: WIN’s Research Director has worked with SEMWAC to organize a phased approach to the analysis. This approach includes:

i. Qualitative analysis and reports on the partnerships that exist between MWAs, CCs, and other partners across the state

ii. Work with MWAs and CCs to create common data definitions for data to be used in the subsequent phases

iii. Create a performance index for each MWA dashboard, ideally the same definition for entire WIN region

iv. Analyze the economic and fiscal benefits in a full-scale report. d. Alignment with WIN goals and Benefit to WIN partners: MWAs and the talent

system in general are often overlooked for much of the positive work they perform. Frequently, only the variables and data collected because of statute is shared. This report aims to share a deeper level understanding with the public of the benefits created by our talent system. We also hope to monetize several activities that have not yet been analyzed in dollar-figures.

e. Resources Needed and estimated timeline: This report has been put on hold until WIOA implementation and funding becomes clearer.

10

Consulting/Sustainability Projects 10. Federal Institutes (LIFT, IACMI, other NNMI partners)

a. Goal: Provide timely data reports and other materials to the NNMI partners (includes the WIN board) across the five-state partner region. WIN is also responsible for performing a competency-gap analysis and assisting with an asset map for the region. The data reports and other materials will inform light weighting-related training needs and assist with recruiting new workers in related fields. The competency-gap analysis will ensure alignment between employers and training providers. The asset map will be a tool for all partners and employers to understand where funding flows, programs, and training needs overlap and where there are gaps. WIN will also convene the data & research committee within the Workforce and Education Working Group.

b. Partners: WIN, LIFT (U of M, OSU, EWI), LMI offices in five partner states. Oak Ridge National Labs, other IAMCI partners.

c. Update: WIN has already worked closely with LIFT for some time and has begun work with IACMI. WIN team members will present workforce analysis at the IACMI ribbon-cutting in June in Knoxville at Oak Ridge National Labs. WIN is highlighted on the LIFT website’s workforce page here: http://lift.technology/

d. Alignment with WIN goals and Benefit to WIN partners: Aligns with WIN’s sustainability goal and data accessibility goals.

e. Resources Needed and estimated timeline: WIN has been awarded over $190,000 to assist with these efforts. $185,000 initially and an additional $7,000 recently. LIFT recently updated their contract with WIN to include an additional $220,000 in work for data & research. The composites institute (IACMI) awarded WIN $30,000 for short-term analysis and data. The agreement with IACMI is likely to continue. These projects take up 25% of the Research Director’s time, 15% of the Junior Analyst’s time, and 15% of an intern’s time.

11. State funds and programs focused on career: asset map for Business Leaders for Michigan

a. Goal: To map all state resources (budget and programs) focused on helping individuals in Michigan move toward a career.

b. Partners: Business Leaders for Michigan, Oceanvue, Research to Practice consultants, Citizens Research Council

c. Update: Business Leaders for Michigan (BLM) engaged WIN in fall 2014 about this project. With a budget of $37,000 the WIN team, with subcontracting work from Oceanvue, will map a Michigander’s life-cycle (with nuances added for Vets, those returning from prison, etc.) and identify all state programs and resources focused on career/education at each milestone. This project is nearing completion.

d. Alignment with WIN goals and Benefit to WIN partners: Project aligns with WIN’s sustainability, data sharing, and policy goals.

e. Resources Needed and estimated timeline: This project will be completed by mid-late July 2015. It will take roughly 30% of the Junior Analyst’s time and 10% of the Research Director’s time to complete.

11

Other Data/Research Initiatives • WIN’s Research Director presented in May 2015 at the EMSI regional data users conference

in Chicago. The presentation was a joint effort between Angela Ladetto at Detroit Regional Chamber and Colby Cesaro at WIN.

• WIN’s Executive Director and Research & Policy Junior Analyst traveled to Knoxville, TN to present workforce analysis at the Institute for Advanced Composites Materials Innovation (IACMI) kick-off meeting. Over 300 were in attendance at the meeting. WIN is the data & research contractor for this institute and the Research Director has been asked to serve on a workforce and talent advisory board for the organization.

• WIN’s Research Director was asked to present at the EMSI National Leadership Conference in Idaho in September 2015. She will present on using LMI to help with talent strategy and planning and current best practices for using real-time LMI.

WIN Research Contact:

Colby Cesaro Director, Research C: 734.646.4670 Colby.Cesaro@win-semich.org

12

Data Users Learning Network: August Update 2015

Overview: Within recent years, the community colleges and Michigan Works! agencies in Southeast Michigan have collaborated to acquire new labor market data and technology. These new tools provide information to better align training with employer demand. To maximize use of these tools, WIN has created a Data User’s Group Learning Network to explore and expand the use of real time data among the WIN board institutions. This group meets on a quarterly basis and includes individuals from southeast Michigan community colleges and Michigan Works! Agencies with responsibilities for analyzing labor market data (i.e. institutional researchers and Michigan Works! agency burning glass users).

Update: A data users learning network meeting was held July 9, 2015. Topics included data dashboard updates, hiring to posting analysis, and the Eureka Survey.

Next Steps: future meeting is in the planning stages for October 2015. Data Users Learning Network Contacts: Tricia Walding Project Manager, Research and Policy (c) 734-552-6710 Tricia.walding@win-semich.org Colby Cesaro Director, Research C: 734.646.4670 Colby.Cesaro@win-semich.org

13

Department of Defense Office of Economic Adjustment Grant Update: August Update 2015

Overview: WIN is in the final development of an application for the Department of Defense Office of Economic Adjustment for community planning assistance and economic diversification in response to reductions or cancellations in Department of Defense (DoD) acquisition spending. This grant will cover the Advance Michigan Region and will be submitted through Macomb/St. Clair Workforce Investment Board. Tentative projects include regional asset mapping and economic impact project, cluster strategy engagement pilot, several cyber training initiatives, and an automated vehicles/robotics component. Five iterations of the proposal have been submitted; with DOD OEA staff providing feedback to align the proposal with what they anticipate would be approved by their oversight committee. The final application has been submitted. DoD OEA has requested clarification regarding the non---profit/government entity status of Macomb St. Clair Workforce Development Board. Once this information is developed and sent to DOD OEA, we will be waiting to receive an official notification. Department of Defense Contact: Tricia Walding Project Manager, Research and Policy (c) 734-552-6710 Tricia.walding@win-semich.org

14

Advanced Manufacturing: August Update 2015

MAGMA The MAGMA Governing Board met on July 17, at Macomb Community College. Ann Weiss, an industry partner from Denso, resigned her seat on the board. Ms. Weiss made significant contributions to the board and was the only representative who worked in HR. The board discussed the direction of the organization and the need to fill four industry seats. A desire was expressed to fill those seats with HR representatives from new companies so that a strong focus on training to industry needs would be maintained moving forward. Several companies were identified and outreach will occur in the coming weeks.

WIN Board members are requested to provide MAGMA Governing Board nominations for industry contacts in HR that work in OEM and Tier 1 suppliers.

MAGMA remains without dedicated funding opportunities for training of existing workers. Requests have been made of the Governing Board members to identify internal training needs. Solid feedback has been a challenge. Training is currently being handled internally by each organization as it sees fit. The board is engaged in an on going discussion as to the value of investing in the review and certification of MAGMA based curriculum. Advance Michigan Twelve new communities were welcomed to the IMCP designation by the US Department of Commerce (DOC) on July 8th. Advance MI will play a lead role in welcoming the new communities by organizing a welcome reception at the annual IMCP summit on during the week of October 19th.

WIN staff is working with the Advance Michigan Governing Board and the US Economic Development Administration (EDA) to renew the IMCP designation for another two years. US EDA is expected to release renewal criteria this fall.

As of July 2015, the IMCP designation has helped secure over $22 million in funding for our region invested in at least four projects.

WIN Board Members are requested to notify David Palmer of any funding opportunities where the IMCP designation was invoked in the funding request.

Organizing for National Manufacturing Day (NMD) is a priority for the White House and US DOC. WIN staff are helping plan and organize events throughout the region.

Manufactures Association, the National Center for Manufacturing Sciences and the Michigan Manufacturing Technology Center. WIN Board Members are requested to send NMD organizing points of contact for your institutions to David Palmer and Lisa Gordon.

15

InnoState: August 2015 Update

1. EDA and ETA Reports:

• Second quarter 2015 program performance and financial reports were submitted to the EDA on August 3rd and the DOL reports are due on August 14th.

• Reimbursement has been received from the EDA and MEDC for the 3rd and 4th quarter of 2014. The Detroit Regional Chamber and the National Center of Manufacturing Sciences still need to justify some costs that were disallowed for that period.

• We are working on several EDA and DOL modification requests.

o Propose to EDA that we would like to shift $42,000 from DRC to SEMCA to cover additional administrative and program management costs.

o Notify EDA that DRC will be unable to spend approx. $90,000 of their EDA share (after shift in EDA funds to SEMCA), and that we would like to reduce our in-kind contribution obligation by the same amount.

o Notify EDA of changes in staffing at SEMCA/WIN and our 4 BANSEM partners, Macomb OU Inc., SPARK, TechTown and Automation Alley, including some changes in titles and rates.

o Propose to DOL that we would like to re-purpose approximately $40,000 in unspent training funds to cover additional project management costs needed to follow up on the status of Incumbent and Dislocated workers. This will not impact our required training goals.

2. ETA Performance and Activity Update

• InnoState is well on the way to meeting or exceeding all ETA Performance Requirements.

• To date, over 230 participants have Incumbent (200+) and Dislocated Worker (29) Training. Through June 30th, 23 Dislocated Workers have entered employment.

• Through June 30th $229,386 has been spent on Incumbent Worker Training at 6 Community Colleges (Macomb CC, Schoolcraft, Mott CC, SCCCC, OCC and Washtenaw Community College), and $85,000 has been spent on Dislocated Worker Training at St. Clair County Community College.

3. EDA Performance and Activity Update

• InnoState is well on the way to meeting or exceeding all grant deliverables. Recent activities include:

• NCMS completed adding resources to InnoState’s website, www.innostatemi.com. Partners provided information about specific resources and NCMS’s included sustainability and life cycle management tools for InnoState companies to access. InnoState companies have also provided company logos and additional information about their design and processing capabilities.

• The Detroit Regional Chamber Foundation (DRCF) and PMBC collaborated on a matchmaking

16

summit featuring the Paslin Company on June 18, 2015. With MMTC, the DRCF referred four applicants to PMBC. The Chamber and PMBC are planning a summit for next quarter focused on small business.

• In partnership with MEDC, DRC invited InnoState member companies to its 10th Matchmaking Summit in partnership

• DRCF has implemented the trade show plan for InnoState members to participate in 11 shows to meet new customers. DRCF has targeted shows featuring the sectors or processes listed below, giving InnoState members the greatest opportunity to expand their business.

• In the 2nd quarter, MMTC connected 14 InnoState member companies to 7 different business opportunities, and DRC and PMBC coordinated 15 distinct requests.

• MMTC conducted secondary market research on the transit industry, to help companies evaluate opportunities prior to meeting with Transit OEs and Tier 1 companies at APTA conference. As of June 30, 2015, MMTC have delivered this transit research to 5 companies. MMTC has also been preparing market research on the aerospace industry to be delivered to at least 13 InnoState members.

• NCMS continued to promote and offer case studies through HPC Experiment, a cloud platform

that offers InnoState companies AM&S tools at no cost. NCMS has also held multiple meetings with technology providers, including Altair, Torrent, ITAMCO and Oculus to provide technology offerings in the Michigan Grid Cell for InnoState cluster companies.

• NCMS continues to actively maintain the DoItInDigital website, which is the digital manufacturing’s news and information hub. The website is also being used to promote SME targeted events. NCMS highlighted the site to the attendees of our Grid Cell Launch event, which targeted SMM's in Michigan, Ohio, Illinois and Indiana. NCMS is working with Tata Technologies to offer discounted services through the Grid Cell for online software training.

• DRC and SEMCA /WIN staff convened a meeting with representatives from BANSEM. They agreed to identify additional firms that they work with that may be interested in joining the InnoState cluster, and to ID possible 7(j) companies for SBA grants.

Information Technology Contact: David Shevrin (c) 248-788-9511 Innostatemi@win-semich.org

17

Information Technology: August Update 2015

Opportunity Detroit Tech Council The next Tech Council meeting is scheduled for September 15, from 10am---12pm. Marketing Associates will host the meeting at their office in Downtown Detroit. There will be an opportunity for participants to network and discussions regarding helping IT companies leverage assistance offered by economic developers, Michigan Works! agencies and community colleges. There will also be discussion of opportunities to engage in MI Bright Future and defense industry projects.

Experience IT Detroit The second training cohort of ExpIT is underway. 45 students from around the WIN region are participating in this IT boot camp. 18 of the 45 students are from the City of Detroit. Students are participating in one of two tracks: .NET programming and Java software in test. The program was expanded from eight weeks to ten weeks this session to allow for 14 days of soft skill training and for class visits to partner employers. DESC has been a key partner in developing this program, utilizing dedicated staff to screen candidates, conduct soft skill training and assist in final interviews for placement. DESC has also been the primary funder of ExpIT, contributing $5500 per student to pay for instruction. Rock Ventures and NEI have also contributed $50,000 each toward the program. NEI dollars have supported the full tuition of three Detroit students, and have contributed $1000 to the other 13 students residing in the city. NEI dollars have also supported the development of marketing materials, a promotional video and will provide for personal interviews and professional headshots for each student.

The program is scheduled to end in September with a graduation celebration, followed by final employer interviews, job placement and student success tracking.

Information Technology Contact: David Palmer Director, Business Partnerships (c) 734-478-0736 David.Palmer@win-semich.org

18

Health Care Cluster Strategy: August 2015 Update

Objective: To investigate workforce demand and provide needed workforce solutions for the health care industry of Southeast Michigan through regular convening of the seven major health systems.

Value Proposition: WIN convenes HR executives of the seven major health systems, providing a connection to workforce information, input and verification. One work group has completed work for ICD---10 training under this council. A second work group is currently active, addressing a regional health care workforce database. Partners Involved: Beaumont Health (which now includes Oakwood Health system), Detroit Medical Center, Henry Ford Health System, McLaren Health, St. Johns Hospital, Trinity CHE Health, and University of Michigan Health System Health Care Talent Partners: WIN Health Care Talent Partners meet on a regular basis to discuss health care issues, including possible regional grant initiatives, health IT/medical billing and coding, and the efforts toward the regional health care workforce database. While all WIN board institutions have a representative invited to healthcare talent meetings, not all are active.

Recent Major Milestones:

1. Health care workforce database: With 4 remaining health systems still interested in the initiative, a few health systems indicated that they would be more likely to participate if this was a statewide project instead of regional. WIN has restarted communications with several state agencies to explore this possibility. WIN continues to seek funding to help support this project. A value proposition document has been developed and will be used to make the case for a statewide project. This project is being delayed until a statewide effort is made possible or funding for software is identified.

2. Provided a letter of support to the Volunteers of America for a Health and Human Services Healthcare Professions Opportunity Grant to connect WIN members to opportunities to assist with this initiative. This participation will include informing WIN members of opportunities to provide input during a planning period that will occur in the first 120 days of the grant, if awarded. Update: Volunteers of America are still waiting to hear about this opportunity. They are currently seeking Value of Service information to further support their case.

Next Steps:

1. Connect with state officials and other organizations that convene health care organizations across the state to explore the possibility of making initiative statewide.

2. Continue to pursue funding for the regional health care workforce database. 3. Convene the Health Care Talent Partners to discuss apprenticeships, the workforce database,

nurse compact licensure, and engaging other health employers.

WIN Health Care Cluster Contact: Tricia Walding Project Manager, Research and Policy/Health Care Sector Lead (734-552-6710) Tricia.walding@win-semich.org

19

Youth Strategies: August 2015 Update

Recent Major Milestones:

1. Outreach: Summer events centered on youth camps, college and career fairs and MAT2 recruitment. Facilitation events including workshops, presentations and resources on high demand occupational resources, post---secondary education programs and training. MAT2 recruitment through partnering agencies and community based organizations. Additional recruitment efforts focused on assisting Detroit Schools with CTE programs to reach and retain their students in conjunction with providing resources to counseling staff. Year---to---date connections:

• Students: 17,541 • Schools: 255 • Parents/Educators: 481 • External Partners: 311 • MAT2 Applications: 162

o Qualified Applicants: 69 o Hired: 13

2. Collaborations: • Participation in 2nd annual Pathways to Success Conference planning committee in

partnership with the City of Detroit’s Grow Detroit’s Young Talent’s summer employment culminating program for 1000 youth where students will receive skill---building activities, career exploration, financial literacy training and a college resource fair.

• Participation in National Manufacturing Day 2015 marketing and communications planning committee in partnership with regional CTE coordinators, community colleges, county municipalities, MI Works! agencies, business and industry members. Efforts to exceed 2014’s 42 tours, 30 participating companies and 1200 students to 66 tours, 45 companies and 2000 students along with an expansive regional drive to increase manufacturing day activities across southeastern Michigan.

Ask: WIN and our partner organizations would like to have National Manufacturing Day (NMD) organizing efforts coordinated across the region for Michigan Manufacturers Association with the hope of some integration of MMA members into our board member events. A request has also been made by the US Department of Commerce and the White House for IMCP regions to raise the profile and to aggregate local events via the National Manufacturing Day website: www.mfgday.com.

Board Members are requested to forward the primary contact for NMD activities to David Palmer and Lisa Gordon.

3. Establishment of MI Bright Future regional resource for students obtaining work based learning experiences as a central coordinator and project management team member.

20

4. Regularly convening St. Clair RESA, Macomb and Oakland ISD, Livingston ESA, Macomb/St.

Clair Workforce Development Boards, Macomb Community College, Henry Ford College, Oakland Community College, University of Phoenix, Detroit Regional Chamber and Detroit Public Schools for the implementation and deployment of career focused software platform focused on increasing employer engagement with K12 education.

Next Steps:

1. Finalize MAT2 recruitment and outreach strategy for the fall school year. 2. Identify MAT2 feeder schools, parent and employer engagement around high demand

career pathways and college preparation. 3. Deploy MI Bright Future program into pilot communities. 4. Integrate web---based high demand occupational and post---secondary exposure and

exploration resource currently on WIN site is undergoing redevelopment to join MI Bright Future site for increased accessibility by students, parents and K12 partners. Student survey will be realigned to integrate with MI Bright Future Project. Newly formulated marketing collateral, newsletters and customized career pathway brochures

WIN Youth Strategies Contact:

Lisa Gordon Career Liaison (c) 313.550.7181 Lgordon@win---semich.org

21

MI Bright Future: August 2015 Update

Objective: To address the long---term workforce needs in Michigan, especially in high---demand occupations, by supporting the development of an informed, educated, skilled and experienced talent pipeline. MI Bright Future envisions a robust engagement system between employers, schools, young people, and their primary influencers and supporters, with a focus on career--- related learning and experiences. Recent Major Milestones:

1. Website launch and registration --The MI Bright Future website (mibrightfuture.org) is live as of June and accepting registrations. Several partners sent recruitment emails designed by WIN to distribution lists. See the results of that outreach thus far below:

22

Registered company list: Aflac, All State Fastener, Altair Engineering Inc., BioPro, Breckers Cutting Tools, BTM Corporation, Cateraid Inc., Ceratizit, Champion Automotive, Core Group Studio, Dana Corp., Dentsu Aegis Network, Detroit Police Department, Durr Systems Inc., Express Employment Professionals, Howell Chamber of Commerce, Huron Automatic Screw, Integrated Living, Jay & Kay MFG. LLC, JC Penney, Magna, Manpower, Mapal Inc., Michigan Production Machining, MNP Corporation, Motor City Meatball Kitchen, Olympia Group, Panagon System Inc., Precision Stamping Co. Inc., PTI Engineered Plastics, PTM Corporation, Redall Industries, REX Performance, Sejasmi, Signal 88 Security of Detroit, St. Clair Packaging, Tarpon Automation, The Office Pub & Cookery, Total Security Solutions, US Army, Waltonen Engineering, Wirtz Manufacturing, Witco

2. Employer Advisory Council - The employer advisory council met a second time on June 23rd. Companies on the council include: DTE, CVS Health, TechShop, Stout Systems, Future Tool, Doshi Solutions, Engineering Society of Detroit, PTI Engineered Plastics, Toyota, Beaumont, Certus Plus, Michigan Schools and Governments Credit Union, SHRM representatives, Alpha USA, and St. Joe’s Health

a. Companies expressed great interest in creating profiles for MI Bright Future. Larger companies need to determine how to manage the program effectively within their organization (who updates work---based learning activities, who answers questions from students, how often the profile is updated, etc.)

b. WIN now offers individual planning sessions for companies to discuss management of the profile internally.

c. The next Employer Advisory Council meeting will take place in late August

3. Detroit Public Schools--- The MI Bright Future partners have been meeting with Detroit Public Schools and other stakeholders to explore implementation of MI Bright Future in Detroit.

a. We submitted a memo for the DPS emergency manager as to the value of Career Cruising and MI Bright Future to encourage buy---in and a more centralized way to secure the technology for the system.

b. The head of Career & Tech Ed for DPS has agreed to reach out to the schools she has identified to invite them to participate in a pilot. She will share our memo

with them about the project as she reaches out. c. We are working to finalize partnership with the Future Project in rolling

out this innovative approach in the identified schools for on---site staff support throughout implementation (see below).

4. The Future Project The Future Project is a national campaign empowering young people to live lives of purpose by identifying their passions and channeling them into bold action. WIN was connected to the project through a meeting with Rock Ventures about MI Bright Future.

a. This innovative program embeds “Dream Directors” into high schools full---time to engage students in school and learning, increasing retention rates and

b. There is agreement that Career Cruising and MI Bright Future are comprehensive

23

tools for the Dream Directors to use in working with students. The Future Project is currently working to finalize some of their central coordinating/lead staffing decisions in the city.

c. Detroit is ideal for an implementation of this innovative approach based on current Career Cruising usage.

5. Grants--- WIN applied for support from DTE in the amount of $57,750, due July 31.

Next steps: 1. Continued employer recruitment and outreach. 2. Increase activity in communications and media around MI Bright Future 3. Define implementation process and schools for Detroit deployment 4. Community Foundation Grant application 5. Form Student Advisory Council for this effort 6. Meetings:

a. Workgroup calls--- August 19 b. Community Advisory Council--- August 20 c. Employer Advisory Council--- August 25

MI Bright Future Contacts:

Sarah Sebaly Strategic Pathways Manager (c) 734-934-4510 Sarah.sebaly@win-semich.org

Lisa Gordon Career Liaison (c) 313.550.7181 Lgordon@win---semich.org

24

Policy Committee: August 2015 Update

Career Readiness and Awareness: A menu of career readiness and awareness policy options were developed, vetted through policy town hall meetings and approved by the WIN board. Career readiness and awareness policy platform action items, resources and product deliverables have been identified and are available in this packet. WIN will be introducing this to the Moving Career Pathways Forward Committee in order to seek alignment. A user--- friendly version of the platform will be developed for distribution. WIN is also attempting to secure a seat on the Sense of Place Council, as many of the topics WIN addresses are also addressed through this Council and work groups. ES 202/UI Wage data Availability: At the request of the policy workgroup, WIN will start an ES 202 workgroup to discuss and align efforts to gain access to unemployment insurance data in order to allow proper evaluation of programs and services. If you or a representative would like to participate, please contact Tricia Walding at 734---552---6710.

Next steps: 1. Developed a WIN Career and College Readiness Policy Platform document that is more

appealing, can be customized to audience and is user---friendly. 2. Acquire a seat on or reach out to the Moving Career Pathways forward Committee

and/or the State Sense of Place Council to reach out for synergy and additional support/alignment. Reach out to state legislators to educate regarding this platform.

3. Start an ES 202 Workgroup to discuss and address availability of ES 202 data. 4. WIN is working with Senator Gary Peters office to set up a Roundtable conversation within

the next 2---3 months. WIN Policy Contact: Tricia Walding Project Manager, Research and Policy (c) (734-552-6710) Tricia.walding@win-semich.org

25

Career and Business Services: August Update 2015

Project Overview: The Business and Career Services Learning Networks bring together front---line staff of Southeast Michigan community colleges and Michigan Works! agencies who have responsibilities for working with area employers to establish talent needs (business services) and who provide resources to jobseekers to help maximize their ability to acquire a position (Career Services).

Next Steps: A business services learning network meeting is scheduled for September 16, 2015 titled “Using Labor Market Information to Engage Industry Partners.” This event is in partnership with Henry Ford College and Center for Regional Economic Competitiveness. Additional 2015 meetings are currently under development including events pertaining to the Eureka survey and occupational clusters.

Career and Business Services Contact: Tricia Walding Project Manager, Research and Policy (c) (734-552-6710) Tricia.walding@win-semich.org

26

Communications: August 2015 Update

Announcements

In June 2015, WIN welcomed Lindsay White as the Communications Manager. Lindsay previously worked for the National Kidney Foundation of Michigan for over 4 years, managing the organization’s communications and marketing strategy for its grants and community outreach. She brings this experience to WIN, where she will develop and implement new communications-related outreach and help to raise more awareness for WIN and its many initiatives!

Website

The WIN website, www.win-semich.org, has a vast amount of information about WIN and its many clusters. The website shares labor market data, quarterly reports, highlights of current board members, relevant industry news and events, and more. Since early June, the WIN website has had nearly 2,000 unique visitors, with almost 2,500 sessions (this number reflects multiple sessions from users). This shows that a majority of the visitors to the WIN website are unique visitors, rather than returning visitors. The WIN website also ‘houses’ various other sites for the following initiatives/projects: MAGMA, Opportunity Detroit Tech, and MI Bright Future. The visitor trends for these sites reflect the same trends as the main WIN page in smaller numbers.

Social Media Overview of Content on Social Media Outlets: The content that is currently shared through our network of Facebook pages is primarily industry news, some partner news, relevant events, job news, etc.

Facebook: o WIN (@WorkforceIntelligenceNetwork)

WIN’s Facebook page has steadily grown over the last few months and currently has 491 likes. The posts shared from May 1, 2015 to August 1, 2015 directly reached nearly 4,400 Facebook users, and were clicked on by 180 users.

27

The general trend on the WIN Facebook page is a steady and consistent growth of our fan base. This chart shows the growth since May 2015.

o Opportunity Detroit Tech (@OpportunityDetroitTech)

WIN’s Opportunity Detroit Facebook page continues to grow and currently has 95 likes. The posts shared on this page from May 1, 2015 to August 1, 2015 directly reached 825 Facebook users and were clicked on by 37 users. This page represents a collaborative body that envisions the greater Detroit region as a place where an improve technology ecosystem can create community and economic success.

o MAGMA (@MichiganAcademyForGreenMobilityAlliance) WIN’s MAGMA page is active but is not large enough to have analytics at this

time. The page currently has 16 likes. o IT in the D

The IT in the D Facebook page currently has 336 likes. Also known as ExperienceIT, this page represents a nonprofit collaboration between leading information technology organizations committed to facilitating growth of the IT workforce.

Twitter: o WIN (@WINSemich)

The WIN Twitter page currently has 350 followers. This page is currently utilized to forward Facebook posts from the WIN Facebook Page to the Twitter feed.

o MAGMA (@GreenAllianceMI) The WIN MAGMA Twitter page currently has 93 followers. This page is

maintained independently from the MAGMA Facebook page, but it typically shares the same exact content.

LinkedIn: o WIN

The WIN LinkedIn Page currently has 100 followers. All content is pulled from WIN’s Facebook page.

o MAGMA The MAGMA LinkedIn page currently has 83 members. All posts are the

same as the Facebook posts. o Experience IT

The Experience IT LinkedIn page currently has 182 members. All content is the same as the IT in the D Facebook page.

28

OTHER: WIN maintains a number of other social media outlets for our family of initiatives, and supports social media efforts on behalf of our partners by providing content when possible.

Coming Soon for WIN network of Social Media Outlets:

o More varied, diverse content o Unique content based on what users of each page are interacting with o Visual content including graphs, info graphics, and more o Strategic hash tags and conversation engagement opportunities

WIN Newsletter & Crain’s Talent Report WIN Newsletter (monthly)

o The WIN newsletter is distributed once a month, and features 4 stories with unique content that share industry and partner news that is relevant to our stakeholders and readers. The newsletter also features various stories and articles discussing job growth, trends, research, and more that have been in the news in recent weeks. The newsletter is currently distributed to over 1,700 individuals. On average, about 16% of recipients open the newsletter, which are over 270 recipients.

Crain’s Detroit Business Talent Report (weekly) o The same 4 features that are included in WIN’s newsletter are distributed individually once

a week through Crain’s Detroit Business’ Talent Report. This report reaches over 2,000 business and industry professionals. The stories were recently moved from the Crain’s website to the WIN website, which will help drive traffic to the WIN page. Currently, this outreach also directs readers to WIN’s Facebook page. In the most recent months, between 6% and 8% of readers clicked on the WIN Facebook page link.

Communications Contact: Lindsay White Communications Manager (c): 313-319-5538 Lindsay.white@win-semich.org

29

Attachments: Board Update August 2015

WIN/Innostate Financial Status Summary Report

Fund Contract Period WIN Programs

Projected Income/

Total Grant Award

Budgeted SEMCA

AdministrationBudgeted WIN Administration

Budgeted Program Costs

Total Grant Revenue Received

Total Grant Expenses

Balance Available from

Revenue Received

Balance Available from Grant Award

10/1/10-12/31/14 1/1/15-6/30/15 10/1/10-6/30/15 10/1/10-12/31/14 1/1/15-6/30/15 10/1/10-6/30/15 As of 6/30/15 As of 6/30/15

406 1/1/15-12/31/15 Investing in Manufacturing 20,700 1,000 - 19,700 21,698.00 - 21,698.00 21,698.00 4,500.00 26,198.00 (4,500.00) (5,498.00)

407 12/1/14-11/30/15 Career Jumpstart 79,500 3,975 75,525 51,644.61 33,358.59 85,003.20 51,644.61 51,341.29 102,985.90 (17,982.70) 28,158.71

408 1/1/15-12/31/15 Experience IT 125,000 3,333 4,750 116,917 5,000.00 120,000.00 125,000.00 1,626.73 4,185.45 5,812.18 119,187.82 119,187.82

409 9/1/13-8/31/15 Region 9 Data 68,000 1,781 57,219 9,000 68,000.00 - 68,000.00 36,628.03 25,009.18 61,637.21 6,362.79 6,362.79

415 4/1/11-3/31/15 New Economy Initiative* 1,439,045 75,000 892,390 532,610 1,416,154.75 - 1,416,154.75 1,406,780.04 32,265.02 1,439,045.06 (22,890.31) -

415 5/1/15-11/30/15 New Economy Initiative 200,000 10,000 190,000 - - - 128,070.54 128,070.54 (128,070.54) 71,929.46

418 1/1/15-12/31/15 Washtenaw Community College 30,400 1,520 28,880 30,400.00 - 30,400.00 1,232.13 7,555.50 8,787.63 21,612.37 21,612.37

419 1/1/15-12/31/15 WIN Membership 150,000 7,500 7,500 135,000 196,133.00 74,000.00 270,133.00 112,209.65 81,968.85 194,178.50 75,954.50 68,031.15

431 2/21/14-7/31/16 LIFT 319,833 9,458 177,375 133,000 - 102,992.49 102,992.49 67,617.78 103,265.16 170,882.94 (67,890.45) 148,950.06

432 1/1/15-9/30/15 Region 9 Talent** 46,000 2,211 34,905 8,884 23,217.00 22,783.00 46,000.00 22,310.63 9,021.67 31,332.30 14,667.70 14,667.70

433 1/1/15-9/30/15 CHASE** 100,000 5,000 95,000 100,000.00 - 100,000.00 1,546.42 46,941.21 48,487.63 51,512.37 51,512.37

434 10/1/14-9/30/16 EDA/MEDC/EDGE-IMCP 150,000 5,625 144,375 - 50,000.00 50,000.00 27,795.82 56,552.39 84,348.21 (34,348.21) 65,651.79

435 4/1/15-6/30/16 Macomb NEG 69,975 3,500 66,475 - 11,663.00 11,663.00 6,489.95 21,923.96 28,413.91 (16,750.91) 41,561.09

436 12/1/14-7/31/15 Business Leaders of MI** 44,500 2,225 42,275 19,750.00 - 19,750.00 - 15,594.96 15,594.96 4,155.04 28,905.04

437 1/1/15-9/30/15 ATLAS 13,000 650 12,350 - - - - 10,043.13 10,043.13 (10,043.13) 2,956.87

438 1/23/15-3/31/15 Corporation for a Skilled WF** 20,000 1,000 19,000 - 19,000.00 19,000.00 - 5,975.00 5,975.00 13,025.00 14,025.00

439 4/1/15-6/30/15 IACMI Composites 32,844 1,564 25,920 5,360 - - - - 3,853.60 3,853.60 (3,853.60) 28,990.40

455 1/1/15-12/31/15 General Fund 6,000 300 5,700 6,145.99 1,154.21 7,300.20 1,386.20 3,059.89 4,446.09 2,854.11 1,553.91

Grand Total 2,914,797 135,642 1,879,639 960,471 1,938,143.35 434,951.29 2,373,094.64 1,758,965.99 611,126.80 2,370,092.79 3,001.85 708,558.53 *EDA Match is being funded from NEI funds. $85,845.25 paid from NEI and has been deducted from the 1,500,000 amount listed above.

**These funds can be closed and any remaining balance as of 9/30/15 wil be moved to the WIN general fund.

New WIN Programs Grant Award

MI-Bright Future 65,000

DOD Grant 1,500,000

Grand Total 1,565,000

WIN Multi-Program Financial Status Summary Report

Grants in Process

Grant Revenue Received Expenses Incurred

Through 6/30/15

1

WIN/Innostate Financial Status Summary Report

Fund Innostate Programs Grant Award

Budgeted SEMCA

AdministrationBudgeted WIN Administration

Budgeted Program Costs

Total Grant Revenue Received

Total Grant Expenses

Balance Available from

Revenue Received

Balance Available from Grant Award

10/1/10-12/31/14 1/1/15-6/30/15 10/1/10-6/30/15 10/1/10-12/31/14 1/1/15-6/30/15 10/1/10-6/30/15 As of 6/30/15 As of 6/30/15

411 10/1/12-9/30/15 Department of Energy 450,000 2,250 42,750 405,000 26,250.00 7,500.00 33,750.00 26,840.18 5,193.05 32,033.23 1,716.77 417,966.77

412 10/1/12-3/31/16 EDA Matching Funds 100,329 - 100,329 85,845.25 - 85,845.25 85,845.25 11,965.93 97,811.18 (11,965.93) 2,517.82

413 10/1/12-3/31/16 EDA Grant 1,025,000 47,245 68,014 909,741 239,807.85 118,702.78 358,510.63 367,352.44 40,432.18 407,784.62 (49,273.99) 617,215.38

413 10/1/12-3/31/16 MEDC 500,000 29,528 42,509 427,963 133,655.62 26,694.42 160,350.04 246,626.33 29,319.96 275,946.29 (115,596.25) 224,053.71

414 10/1/12-9/30/15 Department of Labor 400,000 20,000 20,000 360,000 86,290.43 261,791.71 348,082.14 161,134.28 195,903.62 357,037.90 (8,955.76) 42,962.10

416 10/1/12-9/30/15 Small Business Administration 167,000 835 15,865 150,300 2,449.36 1,490.00 3,939.36 3,388.36 827.30 4,215.66 (276.30) 162,784.34

Grand Total 2,192,329 97,608 246,717 1,848,004 548,048.51 408,678.91 956,727.42 864,346.66 278,448.99 1,142,795.65 (186,068.23) 1,049,533.35

Note: EDA Match is being funded from NEI funds.

Grant Revenue Received Expenses Incurred

Through 6/30/15Innostate Financial Status Summary Report

2

1

Hiring and Job Posting Trends 2nd phase research findings for Metro Detroit

Colby Spencer-Cesaro, Research Director for WIN

Analysis Overview/Project Update During fall 2013, the WIN team gathered data from Burning Glass Technologies and the Bureau of Labor Statistics and attempted to find a connection between online job postings and net employment change. If such a connection indeed existed the team would then try to identify an approach to use online job postings for workforce planning. The analysis proved fruitful and showed that in the state of Michigan from 2010 through 2013 each online job posting resulted in half of a new job. Or, put more simply, each new job in the state had an associated two online job postings. The graphic analysis was also compelling highlighting how both employment changes and job postings moved in similar patterns. These findings emphasized that there is a true connection between online job postings and employment/hiring and the need for more research to identify a method for utilizing postings in a strategic manner.

The 2nd phase of this research is by no means complete but the initial findings shed additional light on the connection between postings and hiring. During this phase the WIN team focused efforts on hiring data rather that aggregate employment changes. While this nuance may seem trivial, hiring data allowed the team to identify churn in the economy versus true new job creation. One road block to continuing the analysis was that Burning Glass had a large retroactive system update that shifted their de-deduplication model and changed posting levels for all past data. This update rendered the data collected by WIN unusable and the team had to start from the beginning to re-gather all posting data for the project.

WIN had the opportunity to work closely with the Council for Economic Development (CED) and a group of graduate students at The George Washington University (GWU) completing their end of program capstone project. The partnership with CED and GWU allowed WIN to expand upon the 1st phase of research in several ways. First, the students were able to update the Burning Glass data in WIN’s database as it had been retroactively updated by the company since WIN’s initial analysis. Second, the students focused their efforts on the three counties surrounding metro Detroit and gathered information for individual industries as well as the economy as a whole and focused their efforts not on job growth by on hiring specifically. Finally, the GWU students were able to take the WIN econometric model and put it into play. With WIN’s guidance the GWU students created several economic models that teased out the connection between postings and hiring while holding other factors constant.

The following summary is a review of the 2nd phase analysis.

Hypothesis The 2nd phase analysis has several associated hypotheses.

1. By looking more closely at the Detroit region, the findings from the state-level analysis in phase 1 will prove not to carry over but instead will show increased hiring/employment activity in relation to postings, or more hires per posting. WIN projects that because the labor market in the metro Detroit area is more active more fluctuation will occur in hiring, and in the relationship between hiring and postings, than was found in the state-level analysis.

2. Postings and hiring will follow reserve trends with postings increasing when hires decline and postings dropping as hiring increases. This follows general logic that postings must precede hires.

2

3. Each industry analyzed will follow a different trend with retail experiencing the most construction experiencing the highest number of hires per posting (due to low posting trends) and retail experiencing the least hires per posting (due to high posting trends) and professional services having nearly equal hires and postings.

Scope The scope of this phase looks at the tri-county area surrounding the City of Detroit, Macomb, Oakland, and Wayne counties. This summary focuses on all postings and hires in aggregate and several select industries. The variables focused on during this phase include: total hires per job posting, total new hires per posting, net new jobs per posting, and churn per posting. The data used for this analysis is monthly and ranges from January 2010 to June 2014.

Phase 2 Preliminary Findings 1. On average, from January 2010 to June 2014, each online job posting was associated with nine total hires

in the metro Detroit economy. Two of those hires represent replacement jobs or recalled hires1 and seven are new hires2. There is, on average each month, a one to one relationship for postings to net new jobs in metro Detroit in this time period. Subtracting net new jobs from total hires provides the number of hires that represent churn or turnover in the labor market. The data from metro Detroit indicate that eight hires per posting are churn-related. Churn or turnover, are individuals who are not increasing total employment statistics but rather those who are already employed and moving from one job to another in a given time-period.

2. The median values for the five metrics analyzed are not far from the average. This is a good sign. When the median values are close to or equal to the average the data has a relatively normal distribution. This makes analysis simpler without as much need for manipulation to make inferences.

3. The data range is broad. The maximum numbers of hires per posting, new hires per postings, and churn per posting are quite high at 30, 25, and 31, respectively. At its highest, net new jobs per posting in a given month was 16. The only data point without an “outlier” worthy maximum is replacement/recalls hires per posting with its maximum value of six. This is the most stable of the variables as its minimum and maximum are both only a few values away from each other. Minimums are less drastic for all of the metrics. As net employment change in a given month may be positive or negative as the economy shifts, the minimum for net employment change per posting is negative six. Churn per posting has a minimum of negative 0.4, but rounds to zero. During the analysis time-frame, there were a minimum of four hires per posting in a given month, with three of those being new hires. Even at minimum levels, hiring activity is still strong in the Detroit area.

Jan/2010-June/2014 HIPO Stats Average Max Min Median Hires per Posting 9 30 4 8 Replacement/Recall Hires per Posting 2 6 1 1 New Hires per Posting 7 25 3 6 Net Employment change per Posting 1 16 (6) 0 Churn per Posting 8 31 (0) 7

Data: Burning Glass Technologies, Local Employment Dynamics/Census Analysis: Workforce Intelligence Network

1 Recalled hires are individuals who return to an employer they have previously worked for in the same year. 2 New hires are individuals who are hired by an employer for which they have not worked for in the past four quarters.

3

4. The graph above highlights several findings: a. As the Detroit economy moved out of the recession, postings and new hires3 have both been an

upward trend. During 2010, the trend had no business cycle but instead was a strong linear increase. Hires had the strongest slope in 2010, but postings increased in a strong linear fashion as well.

b. After 2010, postings and hires moved in an expected business cycle. As hiring increased, postings declined, then postings increased and hiring would decline but soon peak up again. Following the dates in the graphic it is easy to see the seasonal nature of hiring and postings.

c. Hiring peaks in Q4/Q1 of 2012/2013 and 2014/2014 reach similar levels each year topping out at close to 80,000 total hires. While the previous peaks had each increased, the two most recent (given the data available) were did not increase but instead mimicked a stable, steady-state hiring cycle. Postings followed a similar pattern during that time and had less of an upward trend.

3 New hires are used as the benchmark rather than recalls/replacement hires. We do this for two reasons. One, recall/replacement hires is a more stable variable with little fluctuation. As it does not have a pattern it will not likely show much of the relationship between hiring and posting. Also, replacements and recalls are only focused on individuals who have worked for their employer before in a given year while new hires captures all new hires, even employees who may have worked for that same employer in years past.

-

5,000

10,000

15,000

20,000

25,000

30,000

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

1/1/

2010

3/1/

2010

5/1/

2010

7/1/

2010

9/1/

2010

11/1

/201

0

1/1/

2011

3/1/

2011

5/1/

2011

7/1/

2011

9/1/

2011

11/1

/201

1

1/1/

2012

3/1/

2012

5/1/

2012

7/1/

2012

9/1/

2012

11/1

/201

2

1/1/

2013

3/1/

2013

5/1/

2013

7/1/

2013

9/1/

2013

11/1

/201

3

1/1/

2014

3/1/

2014

5/1/

2014

Post

ings

New

Hir

es

Months

New Hires versus Postings: Wayne, Oakland, Macomb Counties

Hires-New Lagged one month Postings

3 per. Mov. Avg. (Hires-New Lagged one month) 3 per. Mov. Avg. (Postings)

4

Preliminary Conclusions and Observations

The findings from this portion of phase 2 in the research bring us to several conclusions. 1. With each posting, on average, bringing in so many hires but only one net new job, churn is

one of the most important factors to understand in the Detroit market. The labor force has been stagnant for several years and it follows that employers are going to recycle through many workers rather than increase total employment because they have fewer options of new workers.

2. If churn is represented as eight individuals per posting, in a given month on average, this means that individuals in the labor force are shifting jobs and employers rapidly. Hopefully, these shifts provide upward mobility to many workers. However, the WIN team believes that churn is likely more common in certain industries more than others. This metric will be further analyzed at the industry level.

3. The hiring market is stagnating. The graph on the previous page shows a telling visual of this fact. Hiring is following a standard business cycle but in the two most recent years of data hiring peaks at the same levels. In a growing economy, each peak is slightly higher than the last even though the data follows an annual business cycle. Similar to conclusion number one above, the level-labor force is going to cause employers to cycle through workers year over year as newer individuals are not joining the ranks of workers. A labor market with no growth is a negative sign for the overall economy. More data is needed to further explore this trend.

Next Steps

The data needs more in-depth analysis and phase 2 of this project is continuing. The WIN team is analyzing different industries to better capture the industry by industry nuance in hiring and posting behavior to continue to identify details in the relationship between posting, hiring, and employment change. Also, the team is working closely to fine tune with econometric model that will hopefully we able to help get the team closer to a “causal” answer to the research questions. Finally, as more hiring data becomes available from Local Employment Dynamics (the source lags release of data by about one year), the team will continue to update this analysis.

***This phase of the HIPO project is graciously sponsored by JPMorgan Chase & Co.***

To get involved or sponsor WIN’s research please contact WIN’s Research Director, Colby Spencer Cesaro at Colby.Cesaro@win-semich.org. For more data resources, please see the WIN website at http://www.win-semich.org/.

Career and College Readiness and Awareness Policy Platform-July 17, 2015

In June 2014, WIN created and published a research report titled Issue Brief: The Career Readiness Gap-Challenges of Career Readiness and Awareness in Southeast Michigan as a result of previous workforce research trends and a recurrence of the topic from numerous WIN partners. To view the full report, visit http://www.win-semich.org/policy/.

The report revealed that Southeast Michigan’s economy is showing signs of recovery after unprecedented economic upheaval. However, the long-term sustainability of that recovery is under threat due to inadequate pipelines of students and workers participating in many of the region’s most in-demand careers. Southeast Michigan’s talent development systems should be supported by effective state and federal policies to enable practices that yield a robust and skilled talent pool for employers.

In its current state, the region has:

• Students and jobseekers who are not aware of and/or prepared for career opportunities, or do not know where to go for additional education or training.

• Educational and training programs are not currently aligned with employer needs. • Employers are often not actively engaged in preparing the workforce of the future. • Policymakers who do not know if programs and policies are working, and current policies and

strategies emphasize educational attainment but lack the ability to reasonably prepare individuals for the workforce.

Policy Town Hall Meetings

In an effort to better understand the career readiness situation and develop solutions, WIN embarked on a series of Career and College Readiness and Awareness Policy Town Hall meetings. Eight meetings were conducted, engaging over 300 subject matter experts, including representatives from Wayne RESA, Macomb and Oakland CTE, MODAC Deans, foundations, career services professionals, and Livingston school board representatives. Goals of these meetings included:

• To engage education, policy, and training leaders from the Southeast Michigan Region to discuss the challenges students and jobseekers face when entering the job market.

• To elevate discussion of the career readiness gap among key stakeholders. • To elicit ideas and input and develop a variety of solutions to fill the career readiness gap. The

groups should brainstorm ideas then discuss pros/cons of the ideas. Solutions should be prioritized by the end of the meeting.

A menu of over 80 career readiness and awareness policy options were developed and a survey of WIN board members and other stakeholders was conducted to prioritize action items to determine the highest priority and easiest to implement platform items. The priorities were further reviewed by the WIN Policy Committee. The five priorities determined by this survey were then approved by the WIN board.

WIN Policy Platform Priorities, Action Items and Deliverables

Priority 1:

Support a single-online, state-funded career exploration and navigation resource with integrated curriculum components for each grade level.

o Details/Background: • Michigan is currently experiencing an increase in job demand. An increase in supply is

needed, but a lack of awareness and career readiness plagues students and job applicants in the region. High school students must meet state and federal requirements for education, leaving little time for career awareness and preparation. The student-to-counselor ratio in the region is 700 students to every one counselor.1

• Currently each intermediate school district has their own process for determining funding and use of career awareness/exploration systems, making it difficult to achieve economies of scale and share and adopt common exemplary practices related to education development and career planning.

• By sharing a single, online database of employers and career coaches, the cost to schools to participate in this form of career development is greatly reduced. The wider the deployment, the lower the price tag for participating schools due to the pricing structure of the specific tool used. Individual pricing is based on population within a region (higher population equals a higher price tag), but agreeing to share a single database essentially reduces the time and effort put forth by an online tool vendor (a single deployment as opposed to individual county deployments), causing the total price to decrease.

o Action Items/Solutions • Conduct an in-depth comparison of technology tools available and recommend a single

software solution. Include the MI Bright Future project as an option. • Hold discussions with appropriate stakeholders to gain insight and understanding of

current status of career exploration and navigation resources and current projects underway.

• MI Bright Future addresses the need for a single-online, state-funded career exploration and navigation resource effectively in a number of ways. Explore and educate stakeholder regarding the MI Bright Future program as a possible state-wide program.

• Successfully pilot programs to be used in order to prove effectiveness and efficiency of suggested tool.

• Research similar career exploration and navigation initiatives across the state and engage all similar initiatives to create a cohesive plan.

o Resources needed: • Meeting and facilitation resources for convening of school districts and employers to

create consensus regarding a software solution. • Staff resources needed to conduct comparisons, gain situational insight, and conduct

pilot programs.

1 http://www.nacacnet.org/issues-action/legislativenews/documents/studentcounselorratios.pdf

• Statewide software tool funding. o Products/Deliverables:

• Implementation of a single-online, state-funded career exploration and navigation resource with integrated curriculum components for each grade level.

• Development of standards of use for career resources.

Priority 2:

Use data and other information to educate students, parents, counselors, teachers and other influencers on top-demand career opportunities (jobs available, salaries, etc.) and related education/training available to prepare for them.

o Details/Background: • Career information currently available to students from the State of Michigan and the

Federal government is based on labor market information, leading students to make decisions with dated information. Additional real-time data is available and could be used to supplement publicly available information.

• There is a shortfall in the number of individuals completing degrees or certifications relative to the employer demand for workers with various levels of education. Online job postings between January 2013 and May 2014 in Michigan showed a need for nearly 47,000 engineering and design workers with bachelor degrees, but only 5,000 degrees were awarded in the state in these areas of study. Similar trends are present in the other industries tracked; with IT postings for bachelor degrees exceeding 72,000, with only 1,800 graduates attaining this degree. In health care, almost 31,000 postings indicated a requirement for a graduate degree, but degree attainment for this level of education was below 5,000 completions. Students need better data to make more educated college and career decisions.

• Career Jumpstart Career Liaison activities reach counselors and teachers, but reach is limited. Liaisons are assigned to large geographical regions which require more attention than they are able to give.

• With the implementation of a single-online, state-funded career exploration and navigation resource, career opportunity information can be integrated to reach all students, with data also available to teachers, counselors, and parents throughout the state. This would be a direct route to these audiences and would require little effort or additional staff time.

o Action Items/Solutions • Participate in professional development days that currently take place within schools. • Create a repository that counselors and educators could draw on to educate others. • Create a series of events recognized by the schools as professional development to

which they could send relevant individuals in order to share information and network • Gather information regarding opportunities to distribute top demand career

opportunity data and related education/ available training, including education conferences and professional development days. Develop a calendar of opportunities to connect. Attend pre-existing event to distribute information.

o Resources needed: • Staff resources and design assistance to develop top demand career opportunity data

and publications. • Staff resources to distribute information.

o Products/Deliverables: • Create partnerships to share high-demand job information targeted towards job

seekers. Established method of delivery. • Integration of top-demand career opportunities and related education/training available

to prepare into the single, online career navigation tool. • Develop a report regarding current/recent laws and the ways these laws have affected

career and college readiness and awareness. • Conduct an environmental scan of all workforce data available including sources and

best methods of use. • Hold informational meetings with community members and organizations, develop

champions for the cause and create community engagement.

Priority 3:

Create career and technical education (CTE) pathways into four-year education programs.

o Details/Background: • Critical pathways that give students experience, like Career & Technical Education, are

often perceived as “alternative track,” not for the college bound. While these programs give students critical exposure to real-world career opportunities and skills, the programs are often undervalued, overlooked and avoided because they are not perceived as aligning sufficiently with the focus on college readiness.

• Both CTE programs and four year education programs can improve processes to be more deliberate about development of articulation agreements to include career and technical education.

• Example: A number of CTE IT programs have dual enrollment credit and students in these courses can get college credit that articulates with an identified course of study.

o Action Items/Solutions • Hold stakeholder discussions to encourage and help facilitate the process of identifying

articulation and aligning CTE programs with college programs. Identify the roadblocks that are stopping this progress. Explore methods of aligning the 16 career pathways recognized by career and tech education with postsecondary programs.

• Analysis of current articulation, dual enrollment, and other programs that help transition a student from a CTE program to college.

o Resources needed: • Staff time to facilitate and plan discussions • Staff time to analyze current CTE to college transfer. • Staff time for career pathways development.

o Products/Deliverables: • CTE pathways into four-year education programs identified

• A thorough revisiting of current or new articulation agreements, dual enrollment, and increase in transferred college credits that can be used by CTE students.

Priority 4:

Identify the priority of education and shift the focus from only college readiness to both career and college readiness

o Details/Background: • In other parts of the country, states have mission statements regarding preparing the

workforce, not just post-secondary enrollment. • During WIN policy town hall meetings, several stakeholders indicated that their ability to

train students for a career has disintegrated due to their job performance being measured by the number of students going to college.

o Action Items/Solutions: • Gain a better understanding of how various stakeholders view the mission of education.

Encourage all stakeholders to make sure career readiness is part of that mission. This may include researching, speaking with representatives to understand interpretations, and sharing viewpoints provided through the WIN policy town hall meetings with the Michigan Department of Education, MCAN, community colleges, four year institutions, and K-12.

• National scan of mission statements and other items in place to focus education on both career and college readiness. Work with stakeholder partners including MCAN to define language/definition

that acknowledges the definition in the way that we see it. Create an MOU for stakeholders to formally agree that career awareness is also relevant to college. College and career readiness are equally important.

o Resources needed: • Staff time and meeting resources to conduct national scan, meet with stakeholders, and

develop MOU. o Products/Deliverables:

• Memorandum of Understanding among stakeholders regarding the priority of education.

Priority 5:

Encourage the state to use real-time data to develop the CTE program rank list in order to keep the programs that are funded more relevant to current job needs. Recommend that the rank list be ranked according to local need.

o Details/Background: • The state ranking of Career and Technical Education (CTE) programs is based on

employment opportunity data, median wage data, and program completer placements in related careers or postsecondary education.

• State-approved wage-earning CTE programs were ranked according to three factors: Projected job openings, median wages, and related placement. These three factors are weighted equally to determine program rank.

• The current State Rank List was developed in 2010-2011. The rankings required the use of consistent matching of labor market statistics and education data.

• More current, real-time data is available to make this rank list more relevant to employer needs.

• The CTE rank list is produced and administered at the state level, leading to a lack of ability to leverage regional assets and strengths.

o Action Items/Solutions • Develop a proposed revised method of determining CTE rank list with stakeholder input. • Conduct a national scan of CTE rank list methods. • Meet with state-level officials to describe methods currently used to determine CTE

rank list and discuss possible use of real-time data and potential for regional rankings. o Resources needed:

• Staff resources to convene regional stakeholders to develop revised method of CTE Rank List development.

• Staff resources to conduct national scan. o Products/Deliverables:

• Updated state process of determining CTE rank list in operation.