BC Vision -- The Plan

1. Battle Creek BC Vision Launch VisionandPlan May27, 2015 1

2. Battle Creek BC Vision BattleCreekisathrivingcommunityforpeopletolive,workand play,wherethereisequitableopportunityforallresidentstohave theincome,education,andresourcestheyneedtobesuccessful. 2

3. Battle Creek Overthelastyear,thousandsofBattleCreek’sresidents providedinputtotheplan 3 50meetings since May 2014 183 participating organizations 811 Participating in at least one meeting 1,195 Facebook members 2,500 Community survey participants 8,210 Conversations 30,009 Households canvassed

4. Battle Creek OverallRankingofPriorityAreas 4 1 – More Permanent Jobs 2 – Job Training 3 – College and Career Readiness 4 – Kindergarten Readiness 5 – Increase in Civic Pride

5. Battle Creek Participant’sRankingofIndicatorof“EconomicProgress” 5 What residents think is most important to show economic progress: -- More Jobs: 25% -- More Businesses: 25% -- More People Employed: 23% -- Higher Household Income: 13% -- Higher High School Graduation: 12% -- Other: 2%

6. Battle Creek SteeringCommitteeMembers(1of2) B.D. Alexander, Small Business Owner Urban League of Battle Creek Kara Beer, President Battle Creek Chamber of Commerce Karen Boyer, Vice President DENSO Manufacturing Michigan Marie Briganti, President and CEO Battle Creek Unlimited John Bryant, Chairman and CEO Kellogg Company Kathy-Sue Dunn, Commissioner Calhoun County Rebecca Fleury, City Manager City of Battle Creek Michael Finney, Senior Advisor, Economic Growth Office of Governor Rick Snyder John Gallagher, Board Member Battle Creek Unlimited Jim Hettinger Battle Creek Unlimited Dr. Linda Hicks, Superintendent Battle Creek Public Schools 6

7. Battle Creek SteeringCommitteeMembers(2of2) Brenda Hunt, President and CEO Battle Creek Community Foundation David Kemp, Youth leader Western Michigan University (alumnus) Christina Khim, Associate Director Burma Center Ron Kitchens, CEO Southwest Michigan First Ivan Lee, Pastor New Harvest Christian Center Karissa Lee, Youth leader Western Michigan University (student) La June Montgomery Tabron, President and CEO W.K. Kellogg Foundation Mark O’Connell, Interim President Kellogg Community College Deb Owens, Mayor City of Battle Creek Dr. Evon Walters, President Miller College Jorge Zeballos, Executive Director Center for Diversity and Inclusion 7

8. Battle Creek BC Vision ThePlan 8

9. Battle Creek BC Vision ThreeInterconnectedPillars Increase the number of permanent jobs and the number of Battle Creek residents with the skills and opportunities for employment JOBS TALENT Strengthen civic pride, unity, collaboration, trust and healthy lifestyles in Battle Creek CULTURE OF VITALITY Build the talent pipeline by increasing kindergarten readiness and college and career readiness 9

10. Battle Creek Culture of Vitality ThreePillarsandFivePriorities Jobs Talent Development Increase the number of permanent jobs Increase the number of BC residents connected to jobs Increase college and career readiness Increase kindergarten readiness Increase the civic pride, unity, collaboration, and trust among the residents of Battle Creek • Business Task Force • Small Business Task Force • Workforce Development Task Force • College and Career Readiness Task Force • Great Start Collaborative • Community planning groups 10

11. Battle Creek BC Vision Jobs 11

12. Battle Creek 12 Jobs: LargeBusiness Battle Creek’s large employers will work collaboratively to retain and attract businesses to increase the number of jobs and ensure a strong workforce is connected to these jobs. Ultimately, we want to see jobs for all our residents and strong talent for our employers. • Increase by at least 25% the number of newly created, better paying jobs in Battle Creek in the next three years vs. the previous average • Improve qualifications of local workforce and remove barriers that limit ability of everyone to participate in the workforce Impacts we seek Goal statement

13. Battle Creek • National Defense Opportunities • Aviation • Food and Agriculture • Logistics • Manufacturing • Account management system with employers • Case management with employees • Create cross-sector partnerships • Develop government officials engagement strategy • Create citizen-advocacy strategy Attract new businesses that leverage Battle Creek’s core competencies Develop qualified workforce and remove barriers to employment Strengthen community advocacy capabilities 13 Jobs: LargeBusiness Strategies

14. Battle Creek 14 Jobs: SmallBusiness Battle Creek will be home to a thriving small business economy characterized by an increasing number of successful small businesses and growth in jobs • Grow payrolls of small businesses • Hire more local employees • Increase number of entrepreneurs with successful new businesses • Grow number of successful women and minority-owned businesses / reduced gap in the rates of ownership and success among these target populations • Increase networks, training, and support services Impacts we seek Goal statement

15. Battle Creek • Create single point of contact and collaborate to streamline regulations • Implement training in multiple languages • Explore shared goal with small and large businesses • Evaluate local procurement incentives • Provide educational support Create a single point of contact in government services to meet business needs Increase large company procurement from small businesses 15 Jobs: SmallBusiness Pursue regional, state, and federal programs to accelerate progress Create public / private partnerships to build an equitable, cohesive entrepreneurial ecosystem • Map current ecosystem • Support partnership development • Accelerate work of organizations like the Center for Entrepreneurship • Leverage existing economic development programs and resources Strategies

16. Battle Creek 16 Jobs: WorkforceDevelopment All Battle Creek residents – regardless of race, gender, or socio-economic background – have equitable opportunities to gain the required skills for permanent jobs that provide both access and visibility into career advancement as well as lead to family economic security • Increase number of people in the Battle Creek workforce who are qualified for jobs with advancement potential • Increase employer investment in Battle Creek workforce and employer efforts to remove barriers to employment • Increase equal access to resources and infrastructure to secure family-sustaining employment for all subpopulations of the Battle Creek workforce • Increase family economic security Impacts we seek Goal statement

17. Battle Creek Increase awareness of job openings Increase access to infrastructure supports (e.g., transportation, childcare) Partner with employers to remove barriers to employment • Confirm need for single landing page • Benchmark job search websites • Conduct targeted outreach • Identify largest gaps • Research infrastructure support models • Support employers to implement models • Evaluate costs / benefits of shifting hiring practices • Identify employers to champion effort 17 Integrate employment supports within one physical location Create formal employer, funder, education and service provider partnerships • Engage stakeholders • Research best practices for wrap- around support model • Conduct research on current job openings and skill gaps • Develop shared vision for talent pipeline • Develop models for cost-sharing and on-going collaboration Strategies Jobs: WorkforceDevelopment

18. Battle Creek BC Vision TalentDevelopment 18

19. Battle Creek 19 TalentDevelopment: KindergartenReadiness Every child in Calhoun County will have a great start: they will be safe, healthy, prepared, and eager to succeed in school and life • Increased quality in existing and future early childhood programs and services (including equitable practices & policies and reflective of our diverse community) • Increased number of early learning and childcare slots that are reflective of our diverse community • Increased number of effective referrals across sectors • Increased number of family-focused policies and practices across sectors • Increased number of children entering kindergarten physically, socially, emotionally & academically ready to succeed Impacts we seek Goal statement

20. Battle Creek Promote a county-wide, shared definition of kindergarten readiness Recognize and adopt early childhood education as workforce development strategy Increase quality of early learning experiences through the coordination, alignment & implementation of PD/training & coaching • Research and create readiness definition • Support community readiness to implement identified strategies • Implement identified strategies • Strengthen existing and develop new partnerships with employers • Share research on importance of early childhood education • Co-develop and implement cross- sector training for identified shifts in policies and practices • Identify quality improvement needs • Develop strategies based on data • Implement identified strategies 20 Increase coordination & alignment of policies, services & supports that impact families with children Increase access to quality and culturally appropriate early learning & child care opportunities • Create partnerships, review and shift policies • Engage in BC Pulse Action Learning to support data-driven decision making • Support effective implementation • Identify gaps in access to 2nd & 3rd shift care • Gather data, develop data- driven strategies • Implement identified strategies Strategies TalentDevelopment: KindergartenReadiness

21. Battle Creek 21 TalentDevelopment: CollegeandCareerReadiness All students—regardless of race, gender, or socio-economic background— are successful in pursuing careers and life paths that lead to their economic stability • Increased high school graduation rates, proficiency on MI Merit Exams, and post-secondary matriculation rates • Students in Battle Creek have equitable outcomes related to college and career readiness across race, gender, and socio-economic background • All Battle Creek area students are exposed to college and career opportunities in school; all students have access to programs and curriculum that promote a college and career-bound culture • All Battle Creek students and families have the necessary counseling and support to understand the cost of education and identify affordable opportunities Impacts we seek Goal statement

22. Battle Creek • Area school districts to work with post-secondary training programs, higher education, and employers to define and/or develop clear pathways for youth to pursue • Enhance and align opportunities such as mentorship and internships, training and guidance • Put in place and/or accelerate a process to rapidly improve student outcomes for our cities most vulnerable students • Explore the benefits, risks, and costs of a school district merger (e.g., determine if likely to improve student outcomes and achievement, stabilize enrollment , improve efficiency) Explore a merger between Battle Creek and Lakeview Public School Districts Create an equitable culture of academic and career pathways for students Pursue rapid acceleration of transformation efforts in Battle Creek and Lakeview Public School Districts 22 TalentDevelopment: CollegeandCareerReadiness Strategies

23. Battle Creek BC Vision CultureofVitality 23

24. Battle Creek 24 CultureofVitality Increase the civic pride, unity, collaboration, trust, and healthy lifestyles among the diverse community members that live, work, and play in Battle Creek • Increased percentage of residents who express civic pride in Battle Creek, reflected through their active engagement with the life of the community and local politics • Increased reflection of unity in Battle Creek through community leadership that is fully representative of our diversity and decreases in inequity between different groups in our community • Increased collaboration among community organizations to achieve positive change in Battle Creek • Increased trust in Battle Creek leadership Impacts we seek Goal statement

25. Battle Creek • Encourage a positive narrative that gives that “Pure Michigan” campaign feeling to residents • Promote cultural and historical assets • Create billboards and storefronts showcasing diversity and school achievements / activities • Develop family-friendly green spaces Create a positive media campaign for Battle Creek Promote Battle Creek’s cultural and historical assets Create visual cues to trigger pride in the community 25 • Plan music nights and events • Start a youth “hang out” spot downtown • Neighborhood Planning Councils host more cleanups, projects, picnics, etc. • Provide conflict resolution resources for residents • Reach out to volunteer programs, collect information on what they need • Encourage employers to engage employees in volunteer service • Conduct research on strategies to incentivize people to live in Battle Creek • Explore free WiFi for the entire city Invest in events that bring the community together and attract visitors Strengthen volunteer programs which help those in need Incentivize “living where you work” Strategies CultureofVitality

26. Battle Creek BC Vision The Way Forward 26

27. Battle Creek TheFirst100BusinessDays 27  Solidify composition of the Steering Committee and Task Forces  Set aspirational metrics to measure progress  Develop 1-3 year action plans to implement strategies  Identify and report quick wins  Identify resources needed (human and financial)  Ensure equity is embedded in priority area strategies  In October 2015, the community will come together to assess progress made in the first 100 business days. 27

28. Battle Creek CalltoAction • Get involved with a working group • Volunteer in the community • Make change in a neighborhood to improve jobs, talent or culture of vitality • Stay informed about BC Vision via Facebook and Twitter • Be a champion for Battle Creek and for BC Vision by sharing your pride and optimism for change – say something positive about Battle Creek every day! 28

29. Battle Creek BC Vision Closing 29

BC Vision -- The Plan

BC Vision -- The Plan

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