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2014-2017 – Year 3


 Total enrollment: 283
o Includes Fall 2017 enrollment
o True Stop out – 4% - 10%
 Total completions: 111
o Current training pipeline - 70
 Total placement: 126
 Total retention: 94
 Total paid interns: 17
 During Year 3, the project was able to surpass the overall grant objectives for dual enrollment locations with the addition of
Wolverine to the Fall 2016 schedule.
 Those participants who have obtained employment and counted as such, all 100% have ‘retained’ their position for at least
3-months post hire. The remaining are still under the 90 day marker and retention is yet to be determined and/or have been
identified as belong to a different placement. Overall project holds an 88% retention rate once employment is
obtained/employer-based training is completed at least three- months post.
 Native American placements are at 50%. Of those placements, 100% have been retained with significant increase in wages.
 Trainees who obtained a Manufacturing job receive 20% more in salary 9-months post hire than trainees who obtain a job in
a different field.
 Average career placement wage at hire (m) was $13.01 increasing to $13.82 at 6-months post hire. Average career
placement wage at hire (o) was $11.15 increasing to $11.63 at 6-months post hire, not including the cost of benefits.
o The average increase in wage 12+ months post hire for new hire (m) is 42%
 Average wage at start for employer based training was $17.93 increasing to $18.49 six-month post training.
 Average wage at start for intern was $12.41. Lowest being $10 and highest being $14.30.
 While average increases have reduced in terms of percentage, it is important to note average starting wages have increased
overall. For example during Year 1 the average starting wage for employee training was $14.87, whereas now it is $17.93.
This equates to a pre-training average wage increase of 21%. Similarly, the average starting wage for interns was $10.00 in
Year 1, whereas now the average starting wage is $12.41, equating to a 24% increase. Lastly, the average starting wage for
new hire (m) was $12.50, whereas now the average starting wage is $13.01 (surpassing Year 1 increase at 6 months post
hire). In short, if we looked at Year 1 project average starting wage of $12.50 and Year 3 average wages at 12+ post hire of
$19.68, the overall project average increase in wages is at 57%.
 ANA asked the SEEDS project to present at the annual grantee meeting in November 2017. The presentation was a huge
success. Many other SEEDS/SEDS grants are turning to the program as a best practice program.


 ANA is requiring an additional report (ADR) starting in Year 4 and due December 30 th. While much of the data is similar to
semi-annual reports it does differ in several ways. For example, the ADR requires data on staff, i.e. Director, Career Specialist,
Driver, Trainer as well as NCMC and partnership organizations pertaining but not limited to;
o (1) Wages pre and post grant and/or profits pre/post grant
o (2) Career positions created, acquired, filled post grant
o (3) Most importantly actions being taken and expectations of sustainability of project after the grant. In short, ANA
wishes to know what is the plan.
 ANA has eliminated SEEDS grants and replaced these with SEDS grants. This does not affect our current grant.
o Previously it was the understanding of LTBB’s grant department that we could not reapply for a SEEDS grant without a
year cooling off period. Discussions occurred while at the grantee meeting and it might be possible to
extend/expand the current program under a SEDS grant without the 1 year cooling off period. We are currently
awaiting confirmation in writing from grantor.