The document provides information about the Healthcare Career Center (HC3) which aims to promote economic self-sufficiency for Detroit residents through healthcare career training programs. It details HC3's mission, partners including Detroit Workforce Development Department, Oakland University, Detroit Medical Center, and Warren Conner Development Coalition. HC3 targets the growing healthcare industry, capitalizes on existing workforce programs, and provides pathways from entry-level roles to higher-paying healthcare jobs through certificate programs for Nursing Assistants, Patient Care Associates, and Medical Assistants. The center oversees the enrollment and progress of participants, ensuring their success through coaching, skills assessments, and job placements.
The Health Employers Association of BC (HEABC) provides a broad range of services to member organizations.This talk will outline a number of the programs and services provided.Topics touched on will include collective bargaining, joint benefit trusts, health human resource planning and knowledge management. Time for questions from the audience will also be available.
Presented by: Michael McMillan, CEO HEABC
Behavioral Health Navigator Presentation by Emerson Evans 12-12-13Office of HIV Planning
Emerson Evans (AACO) presented on a SAMHSA-funded behavioral health navigator program on 12-12-13. This program in Philadelphia was discussed with the Philadelphia EMA Ryan White Part A Planning Council.
Improving NHS staff experience to improve NHS staff performance:
This session focused upon the impact staff engagement and experience has on organisational performance, specifically patient experience. The session was aimed at commissioners and policy makers, and outlined why staff experience is so important. It also offered examples from an organisation that has improved staff experience to great effect.
Sally Pezaro (Centre for Technology Enabled Health Research (CTEHR), University of Coventry) and Rhian Bishop (Staff Engagement Lead at Sheffield Teaching Hospitals Foundation Trust).
Prioritisation in Public Health: Overview of Health Economics ApproachesOlena Nizalova
Overview of Health Economics Approaches Towards Prioritization based on the developments from the NIHR School of Public Health Research project led by Professor David Hunter.
The result of the study revealed that there is significant difference understanding of the community, exposure and travel history which affect the quality perception and acceptance to tolerate quality health care service provision. Only 57.2% of the respondents were satisfied with quality of health care service provision. Waiting time is 0.072 negatively correlated with quality of health care service when P =<0.05. Besides this the study has drawn conclusions quality of health care is multifaceted and interlinked with different stakeholders, internal and external factors. The study shown ensuring quality of health care service is narrowing of the gap quality between the internal and external factors as well as strengthening health system and facility to increase community participation and ownership health care service provision through ensuring provider accountability and capacity building. Even though there is significant difference in health system complexity and technology quality is still remain same similarities
The Health Employers Association of BC (HEABC) provides a broad range of services to member organizations.This talk will outline a number of the programs and services provided.Topics touched on will include collective bargaining, joint benefit trusts, health human resource planning and knowledge management. Time for questions from the audience will also be available.
Presented by: Michael McMillan, CEO HEABC
Behavioral Health Navigator Presentation by Emerson Evans 12-12-13Office of HIV Planning
Emerson Evans (AACO) presented on a SAMHSA-funded behavioral health navigator program on 12-12-13. This program in Philadelphia was discussed with the Philadelphia EMA Ryan White Part A Planning Council.
Improving NHS staff experience to improve NHS staff performance:
This session focused upon the impact staff engagement and experience has on organisational performance, specifically patient experience. The session was aimed at commissioners and policy makers, and outlined why staff experience is so important. It also offered examples from an organisation that has improved staff experience to great effect.
Sally Pezaro (Centre for Technology Enabled Health Research (CTEHR), University of Coventry) and Rhian Bishop (Staff Engagement Lead at Sheffield Teaching Hospitals Foundation Trust).
Prioritisation in Public Health: Overview of Health Economics ApproachesOlena Nizalova
Overview of Health Economics Approaches Towards Prioritization based on the developments from the NIHR School of Public Health Research project led by Professor David Hunter.
The result of the study revealed that there is significant difference understanding of the community, exposure and travel history which affect the quality perception and acceptance to tolerate quality health care service provision. Only 57.2% of the respondents were satisfied with quality of health care service provision. Waiting time is 0.072 negatively correlated with quality of health care service when P =<0.05. Besides this the study has drawn conclusions quality of health care is multifaceted and interlinked with different stakeholders, internal and external factors. The study shown ensuring quality of health care service is narrowing of the gap quality between the internal and external factors as well as strengthening health system and facility to increase community participation and ownership health care service provision through ensuring provider accountability and capacity building. Even though there is significant difference in health system complexity and technology quality is still remain same similarities
Dr Geoff Waghorn is from the Queensland Center for Mental Health Research, Australia and spent 8 days based at Sainsbury Centre as part of an International Initiative for Mental Health Leadership event.
He presented an Australian perspective on IPS to a group of colleagues in London.
Originally uploaded on 28 May 2010.
What makes a difference to outcomes for people with intellectual disability l...Christine Bigby
Presentation of interim resaerch findings at NDS conference in May 2014. Points to the significance of practice leadership to staff practices in group homes.
Early Intervention: Improving Access to Mental Health by 2020 [Presentations]Sarah Amani
Most mental illnesses begin in adolescence or early adulthood – the vital time in life when we establish our independence. Mental illness can derail this process with long-lasting effects. We know that the earlier we can engage a young person in treatment the better their outcomes – but young people are the least likely to seek help from mental health services. This is not helped by the separation of services at age 18.
The good news is that we know that early intervention makes a difference in getting young people well and keeping them well. Early intervention teams have been established for psychosis in England for the last 12 years. Psychosis is a serious mental illness affecting 1-2% of the population, with about 500 new cases every year in the Oxford AHSN area.
Early intervention in psychosis is a specialist, community-based service providing medical, psychological and family-based treatments. It helps get young people back to work or education and keeps an eye out for any early signs of relapse so that they can be prevented. Early intervention teams are highly valued by young people and their families. They also save the health service money by keeping people well and getting them back to work.
The Early intervention in mental health network will make sure that this best practice is in place across the Oxford AHSN region with the highest standard of care provided everywhere. We also aim to spread this early intervention model across other conditions (such as eating disorders, personality disorder, autistic spectrum conditions) to help more young people.
World class research is being undertaken in Oxford AHSN and across England into early psychosis – both into the causes and to trial new treatments. We aim to make this research available to every patient being seen by our early intervention teams. We will also look to develop new innovations and technologies that could improve the experience of young people receiving mental healthcare.
Better outcomes, better value: integrating physical and mental health into clinical practice and commissioning
Tuesday 24 June 2014: 15 Hatfields, Chadwick Court, London
Parallel Session: Achieving High Quality, Financially Sustainable HealthcareNHSScotlandEvent2013
Achieving financially sustainable healthcare now and in the future is likely to mean changes to how and where people access services. This means that NHSScotland needs to consistently deliver high-quality care at a lower cost and against rising expectations and demand. This session investigates the current thinking and practice around the critical links between improving quality and delivering on efficiency. Professor Cam Donaldson, author of ‘Credit Crunch Healthcare’, challenges delegates on their thinking around ‘traditional’ delivery of efficiencies and how this can impact on improving quality. Sally Campbell from NHS North West England also describes the journey to delivering best value in HR services.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Evaluation of the Mother and Infant Health ProjectOlena Nizalova
This presentation is on the paper which exploits a unique opportunity to evaluate the impact of the quality change in the labor and delivery services brought about by the Mother and Infant Health Project in Ukraine. Employing program evaluation methods, we find that the administrative units participating in the Project have exhibited greater improvements in both maternal and infant health compared to the control ones. Among the infant health characteristics, the MIHP impact is most pronounced for infant mortality resulting from deviations in perinatal period. As for the maternal health, the MIHP is the most effective at combating anemia, blood circulation and urinary-genital system complications, and late toxicosis. The analysis suggests that the effects are due to early attendance of antenatal clinics, lower share of C-sections, and greater share of normal deliveries. Preliminary cost-effectiveness analysis shows enormous benefit per dollar spent on the project: the cost to benefit ratio is one to 97 taking into account both maternal and infant lives saved as well as cost savings due to the changes in labor and delivery practices.
Dr Geoff Waghorn is from the Queensland Center for Mental Health Research, Australia and spent 8 days based at Sainsbury Centre as part of an International Initiative for Mental Health Leadership event.
He presented an Australian perspective on IPS to a group of colleagues in London.
Originally uploaded on 28 May 2010.
What makes a difference to outcomes for people with intellectual disability l...Christine Bigby
Presentation of interim resaerch findings at NDS conference in May 2014. Points to the significance of practice leadership to staff practices in group homes.
Early Intervention: Improving Access to Mental Health by 2020 [Presentations]Sarah Amani
Most mental illnesses begin in adolescence or early adulthood – the vital time in life when we establish our independence. Mental illness can derail this process with long-lasting effects. We know that the earlier we can engage a young person in treatment the better their outcomes – but young people are the least likely to seek help from mental health services. This is not helped by the separation of services at age 18.
The good news is that we know that early intervention makes a difference in getting young people well and keeping them well. Early intervention teams have been established for psychosis in England for the last 12 years. Psychosis is a serious mental illness affecting 1-2% of the population, with about 500 new cases every year in the Oxford AHSN area.
Early intervention in psychosis is a specialist, community-based service providing medical, psychological and family-based treatments. It helps get young people back to work or education and keeps an eye out for any early signs of relapse so that they can be prevented. Early intervention teams are highly valued by young people and their families. They also save the health service money by keeping people well and getting them back to work.
The Early intervention in mental health network will make sure that this best practice is in place across the Oxford AHSN region with the highest standard of care provided everywhere. We also aim to spread this early intervention model across other conditions (such as eating disorders, personality disorder, autistic spectrum conditions) to help more young people.
World class research is being undertaken in Oxford AHSN and across England into early psychosis – both into the causes and to trial new treatments. We aim to make this research available to every patient being seen by our early intervention teams. We will also look to develop new innovations and technologies that could improve the experience of young people receiving mental healthcare.
Better outcomes, better value: integrating physical and mental health into clinical practice and commissioning
Tuesday 24 June 2014: 15 Hatfields, Chadwick Court, London
Parallel Session: Achieving High Quality, Financially Sustainable HealthcareNHSScotlandEvent2013
Achieving financially sustainable healthcare now and in the future is likely to mean changes to how and where people access services. This means that NHSScotland needs to consistently deliver high-quality care at a lower cost and against rising expectations and demand. This session investigates the current thinking and practice around the critical links between improving quality and delivering on efficiency. Professor Cam Donaldson, author of ‘Credit Crunch Healthcare’, challenges delegates on their thinking around ‘traditional’ delivery of efficiencies and how this can impact on improving quality. Sally Campbell from NHS North West England also describes the journey to delivering best value in HR services.
See more on the 2013 NHSScotland Event website http://www.nhsscotlandevent.com/resources/resources2013/resources
Evaluation of the Mother and Infant Health ProjectOlena Nizalova
This presentation is on the paper which exploits a unique opportunity to evaluate the impact of the quality change in the labor and delivery services brought about by the Mother and Infant Health Project in Ukraine. Employing program evaluation methods, we find that the administrative units participating in the Project have exhibited greater improvements in both maternal and infant health compared to the control ones. Among the infant health characteristics, the MIHP impact is most pronounced for infant mortality resulting from deviations in perinatal period. As for the maternal health, the MIHP is the most effective at combating anemia, blood circulation and urinary-genital system complications, and late toxicosis. The analysis suggests that the effects are due to early attendance of antenatal clinics, lower share of C-sections, and greater share of normal deliveries. Preliminary cost-effectiveness analysis shows enormous benefit per dollar spent on the project: the cost to benefit ratio is one to 97 taking into account both maternal and infant lives saved as well as cost savings due to the changes in labor and delivery practices.
Here we examine why we all love Starbucks, and why some people don't love Starbucks. As a quality coffee retailer, Starbucks has taken the world by storm.
7 Day Services webinar - Workforce and delivering 7 day servicesNHS England
This webinar explores how use of enhanced roles can help Trusts in the delivery of seven day services, and aims to help trusts understand the practical issues associated with developing enhanced roles and implementing these into their organisations. During this session you will hear about:
* Workforce planning and the delivery of 7 day Services. Health Education England will provide an update regarding the national picture and provide insight into innovative workforce solutions which will support the delivery of 7 Day Services
* Practical examples from colleagues in acute trusts, where new roles have been utilised in delivering the 4 priority clinical standards
Key speakers:
Kevin Moore - Head of Workforce Transformation, Health Education England
Miss Fiona Kew - Consultant Gynaecologist, Modernising the Workforce: Physician's Associates – Sheffield Teaching Hospital
Darren McGuiness - Endoscopy Manager Royal Liverpool & Broadgreen NHS Trust. Seven Day Services in Endoscopy
Nicky Taggart - General Manager, Radiology and Imaging, Royal Liverpool & Broadgreen NHS Trust. Seven day services in Radiology
Why Form a Health Professions Training Program at Your Federally Qualified H...CHC Connecticut
Health Professions Students in FQHCs - Why Form a Health Professions Training Program at Your Federally Qualified Health Center?
This webinar will make a case for the benefits of having health professions students in your health center on both the financial and workforce infrastructure of a FQHC. Participants will be guided through the successes and challenges of hosting health professions students by highlighting model programs.
This webinar was present March 8, 2016 at 3:00 PM Eastern Time
Building the Case for Starting a Post-Graduate Residency Program for Family a...CHC Connecticut
Webinar held on September 12th 2017:
This webinar will focus on building the case for starting a post-graduate family or psychiatric NP residency program at your health center. This webinar will cover the history, benefits and logistics of the post-graduate Nurse Practitioner residency program, and is ideal for health centers that are interested in learning more about starting a program at their health center.
Exploring the Economics of Quality Improvement Education in Healthcare: An A...Daniel McLinden
What are the economics associated with a program intended to influence large scale organizational change in a healthcare setting? This work reports on the exploration of the economic linkages among the resources used and the benefits achieved from a training intervention. The training program is intended to develop quality improvement capability among training participants in a medical center. This economic evaluation involves the application of utility analysis to value the costs of the program and to estimate the benefit as the value of trained individual. Utility analysis was further enhanced by integrating the analysis within a dynamic system’s model. This extension provided a more precise understanding of the economics over time as training participants flow through a training intervention and then back into the workplace. Finally we explore the potential to quantify the linkage between interventions with learners and the impact of large scale change as a means for considering the value of the intervention.
Professor Kamlesh Khunti - Introduction to CLAHRC East MidlandsCLAHRC-NDL
Professor Kamlesh Khunti, Director of NIHR CLAHRC East Midlands - Introductory presentation given at CLAHRC East Midlands launch event, 14 February 2014, Loughborough.
The COVID-19 pandemic has created several challenges for our country’s health care infrastructure, and the community health center workforce is no exception. Join us as we describe strategies to get patients back into dental care. Along with these strategies, participants will learn how to recognize challenges in dental practices, as well as how to engage the interdisciplinary care team through role redesign and integration to increase access to comprehensive care.
Presentation by Alan Dubovsky, Chief Patient Experience Officer, Cedars Sinai Medical Center, about their Patient Experience Program. Begins with a review of patient satisfaction scores, clinical performance initiatives, medical outcomes, ongoing research, academic programs, and national awards. Next is a timeline of activites, from building the PX Infrastructure, PX Improvement Projects, Launching PX Skill Building Programs and introducing PX Innovation. Includes details about the Primary functions of the office of Patient Experience:
The measurement, reporting, and analysis of all Patient Feedback and the coordination and implementation of all Patient Experience improvement efforts across the health system. The patient voice is captured through Solicited Feedback, Patient & Family Advisor Programs and Verbatim Feedback. Presentation finishes with a discussion about the Future Of Patient Feedback. Some of those areas: Using patient segmentation to group patients into distinct segments, Asking patients unique questions to understand their primary concerns, Asking planned admissions who helped set their expectations?
Asking new patients what was their prior perception compared to reality?
It’s no secret the U.S. health care system needs to change. The Affordable Care Act (ACA) introduced
a focus on new health care payment models, which placed clear economic incentives on providers
while also striving for better outcomes. Today, we see an emphasis on preventing hospital
readmissions, reducing emergency room visits and avoiding unnecessary health care utilization
while enhancing quality and the patient experience.
As a result, health care stakeholders are rethinking the way care is delivered, how data is used and
how people collaborate and communicate in more preventive, proactive ways. This means moving
from episodic, fee-for-service, disease treatment models toward value-based care delivery to
improve outcomes, better utilize resources and expand access to care. Improved population health
has become the Holy Grail of U.S. health care, with many early experiments and some promising
successes. We take a look at Banner Health, a pioneer in transforming their health delivery systems with Robert Groves, MD, Vice President, Health Management, Banner Health.
Key Principles and Approaches to Populaiton Health mManagement - HAS Session 21Health Catalyst
Population Health Management is in its early stages of maturity, suffering from inconsistent definitions and understanding, and is overhyped by vendors and ill-defined by the industry. And yet, many systems are moving forward in innovative pioneering ways to address this growing trend. In this session, you will hear from two very different, successful health systems: a physician-led group and a large integrated delivery system. They will share their best practices, learnings, and different approaches to population health management.
Key Principles and Approaches to Populaiton Health mManagement - HAS Session 21
HC3 Jan 08 Overview 11-7
1. HC3
Oct 2007 1
WELCOME TO THE
Collaborative Chair Maggie DeSantis
Executive Director Jametta Lilly
2. HC3
Oct 2007 2
The DWDD Mission
To promote the economic self-
sufficiency of Detroit residents and to
provide qualified workers to local
employers through the delivery of cost-
effective, high quality employment,
training, and education services in
partnership with businesses,
community-based organizations and
educational institutions.
3. HC3
Oct 2007 3
Healthcare Career Center Mission
To exceed customer expectations in
the delivery of healthcare career
education and placement.
4. HC3
Oct 2007 4
Targets Key Industry
• Healthcare identified by
US Department
of Labor and Michigan
Works Agency
as a high growth
industry (anticipated
local growth 17.4%)
• Of US Department of
Labor Bureau of Labor
Statistics fastest
growing occupations,
50% of them are in
healthcare
5. HC3
Oct 2007 5
Growth in Demand through 2012*
• Staff Nurse
16% or 14,040 jobs
• Physical Therapist
80% or 463 jobs
• Radiology
Technologist
69% or 519 jobs
6. HC3
Oct 2007 6
Growth in Demand through 2012*
(continued)
• Medical Technologist
54% or 672 jobs
• Respiratory Therapist
64% or 446 jobs
• Pharmacist
74% or 536 jobs
*Note: Though the positions listed are not in the initial HC3
curriculum, these jobs represent the overall industry need,
and the need for a well-developed pipeline, which HC3
provides.
7. HC3
Oct 2007 7
Capitalizes on Current Program –
One Stop Career System
• Accessible /
convenient to
customers
• Offers variety of
employability
resources
• Conducts vocational
assessments
• Universal, seamless,
holistic and
customer-driven
services
8. HC3
Oct 2007 8
Targets Regional Expertise –
Coalition Members
Workforce Development Specialists
– Partnership for Economic
Independence
Educational / Training institution –
Oakland University
Healthcare System – Detroit Medical
Center
Community Development
Organization Warren Conner
Development Coalition
HC3 Executive Director
Jametta Lilly
9. HC3
Oct 2007 9
Warren Conner Development
Coalition
• Parent corporation to:
– Rebuilding Communities, Inc.
– Eastside LAND, Inc.
– Youth on the Edge of Greatness,
Inc.
– Partnership for Economic
Independence, Inc. (PEI)
• Created PEI as workforce
development agency (1993)
10. HC3
Oct 2007 10
Warren Conner Development
Coalition
• Established in 1984 to act as
catalyst to improve quality of life in
Detroit
• Governed by residential, business
and institutional sector leaders
• Sponsor of variety of local initiatives
focused on workforce and youth
development, commercial
revitalization and neighborhood /
resident capacity building
11. HC3
Oct 2007 11
Partnership for Economic
Independence, Inc.
1. Comprehensive,
accomplished grassroots
workforce and economic
development agency
2. Servicing Eastside
residents and businesses
for nearly 15 years
12. HC3
Oct 2007 12
Partnership for Economic
Independence, Inc.
1. Experience working with
hard-to-serve populations
and Sector Initiatives
2. Worked with over 1500
residents – overall
placement 74%,
customized training grads
100%
3. Training programs licensed
by DLEG
13. HC3
Oct 2007 13
Detroit Medical Center
• Comprehensive,
integrated medical
system:
– 87,000 admissions
annually
– 900,000 outpatient
visits annually
More than 2,000
licensed beds,
2,600 physicians,
12,000
employees
14. HC3
Oct 2007 14
Detroit Medical Center
• Leading regional healthcare system
• Academic affiliations and teaching institution
• Largest non-governmental employer in City of
Detroit
• State’s largest provider of uncompensated care
15. HC3
Oct 2007 15
Oakland University
• Nationally recognized
comprehensive public
university offering high
quality, personal
education
• Offerings include
certificate and degree
programs along
healthcare career path
continuum
16. HC3
Oct 2007 16
Oakland University
• All academic programs
accredited by NCACS
• School of Nursing:
– annual enrollment of 700
students
– 90% retention rate
– placement rate within 6
months of graduation of
over 90%
17. HC3
Oct 2007 17
Process Overview
• Customer eligibility
assessed by One Stop as
to aptitude / interest in
healthcare career
• Referral to Healthcare
Career Center
• Workforce Development /
Academic Advisors
conduct Healthcare
Career Center intake
interview
18. HC3
Oct 2007 18
Process Overview
• Career Coach and
Customer develop
Individualized
Employment / Self-
Sufficiency Plan
• Barriers to training
and employment
addressed
19. HC3
Oct 2007 19
Process Overview (continued)
• Customer completes
Healthcare Success course
• Customer begins selected
coursework
• Ongoing coaching sessions
• Customer experiences
ongoing exposure to
healthcare environment
through clinical rotations /
internships, employer class
presentations
20. HC3
Oct 2007 20
Process Overview
• Coursework and Center
staff continually
emphasize key
employability skills
(customer service,
dependability,
teamwork)
• Referrals to work /
study programs or
employment
opportunities
27. HC3
Oct 2007 27
Ensuring Success
• Healthcare
Success course
further assesses
readiness for
coursework
• Ongoing
progress reviews
and coaching
sessions
28. HC3
Ensuring Success
• Cross-functional staff
team approach
(workforce
development,
university, employer)
• Continual
enhancement of
center performance
through collaboration
with DWDD
Oct 2007 28
29. HC3
Oct 2007 29
Initial Job Training Programs
• Nursing Assistant
• Patient Care
Associate
• Medical Assistant
• Practical Nurse
31. HC3
Oct 2007 31
Initial Operation
• Client service:
1. 300 customers enrolled in first year
2. 270 minimum complete training activities
3. Assist minimum of 207 to obtain certification in
healthcare industry
• Systematic client tracking (Kid Smart TBD)
• Center leadership – Executive Director manages
day-to-day
• Oversight by Management Committee - led by
WCDC
• Centrally located 18,000 square foot physical
plant at 455 W. Fort St.
32. HC3
Funding Sources
Via DWDD Current:
– WIA – Adult
– WIA – Dislocated
Worker
• Center staff and
management
committee to
investigate and
pursue other funding
sources and
programmatic needs
Oct 2007 32
33. HC3
Metrics and
Performance
Measures
• Transparent outcome
philosophy
• Primary measures of
success are employment
and employment retention
• Focus on continuous
improvement
• Implement performance
payment reportingOct 2007 33
34. HC3
Direct Involvement of
Healthcare Sector Employers
• Brings “to the table”
the employers who
are the secondary
customers of
process
• Ensures focus on
strong graduates
with key
employability
qualities
Oct 2007 34
35. HC3
Direct Involvement of
Healthcare Sector Employers
• Keeps Center
advised on new
trends and
workforce
demands
• Facilitates tapping
employer
resources for
continual refining
of curriculum and
clinical experience
Oct 2007 35
39. HC3
Oct 2007 39
Preliminary Data
33
4
20
15
0
5
10
15
20
25
30
35
Distributions of Referrals to HC3
by DWDD One Stop Locations
(Year to Date)
455 W. Fort St. 33
9301 Michigan Ave. 4
5555 Conner 20
707 W. Milw aukee 15
Number of Refferals
Distribution of Referrals to HC3
By DWDD One Stop Location
40. HC3
4
9 9
31
18
1
2
0
0
5
10
15
20
25
30
35
Age Demographics of Partcipants Reffered to HC3
(Year toDate)
Age: 18- 21
Age: 22-25
Age: 26-30
Age: 31-40
Age: 41-50
Age: 51-54
Age: 55-62
Age: >62
Age Demographics of Participants to Referred to
HC3 YTD
42. HC3
Healthcare Career Center
“Success” is the Gateway Course
to All HC3 Courses
100% of Participants are Enrolled in 40
Hours of Success Coursework and
Healthcare Job shadowing
Nov 2007 42
44. HC3
Percentage of HC3 Participants by Marital Status
Year to Date
60%
14%
11%
11%
1% 3%
Single Married Separated (not divorced) Divorced Living w / Partner Widow ed
45. HC3
Percentage of HC3 Participants by
Racial/Ethnic Background
Year to Date
97%
1% 1%
1%
0%
0%
0%
African American Caucasian Latino/ Hispanic Multi Racial Middle Eastern Native American Asian/ Pacific Islander
46. HC3
Dependent Status of HC3 Participants
Year to Date
22%
71%
7%
No Dependents Dependent Children 18 or younger Dependent Relatives (Other)
47. HC3
26
16
72
8
0
8
11
3
0
23
4
10
2 1
0
10
20
30
40
50
60
70
80
Barriers Among HC3 Participants Identitlifed at Intake
Employment 26
Employment Related 16
Skill Development 72
Food 8
Clothing 0
Housing (homeless/transitional hsg) 8
Hsg.Related (utilities, repairs) 11
Child Care 3
Adult Care 0
Occurrences
Barriers Among HC3 Participants Identified at Intake
48. HC3
HC3 Particpant Support Services Referrals
Year to Date
34%
33%
26%
7%
Coaching/ Case Management Career Planning Services HC3 Vocational Training Pending HC3 Training
HCE Participant Support Services Referrals
YTD
49. HC3
49
HC3 Uniting
Employers and
Graduates!
For More Information
Contact
Jametta Lilly
Executive Director
Detroit Healthcare Career Center
455 W. Fort St. 4th Floor
Detroit, MI 48226
313 309-3415