The mission is to increase employment opportunities, income earning potential, health care, and technology availability for low-income community members. Lack of professional training, appropriate education infrastructure, and affordable services creates and sustains low income areas because of a fundamental conflict of interest based on the need to derive profit from people that have little, if any money. Lack of profit for education and training sustains poverty from generation to generation for inner city communities. Past activities involve research and professional review by board members to establish the mature business plan summary that describe present and future activities. Present activities involve identification of volunteers and donors. Underemployed people in low-income inner city areas represent an untapped resource like minerals that lie under the ground. The exception is that resources must be expended to prevent homelessness and starvation in the underemployed community. Human beings require support infrastructure. That means low income communities represent a drain on the national economy until human resource potential has been adequately developed to create a self sustaining support infrastructure within the inner city that is independent of external influence. Visualization of a solution requires migration of a concept from a different intellectual realm. As an example, Credit Unions allow one group of members to invest savings for income while another group of members can borrow money and provide income for investors through interest payments. Using this same model allows one group of people to train underemployed to provide services like health care or technology (volunteers, employees, donors, and members equivalent to the investment side), while another group of people utilize low cost services made available through training (members equivalent to the borrowing side). Collapse of the housing market created unemployment for construction, lenders, real estate, transportation, and numerous other trades that require little formal education, which have been the opportunities for the low-income inner city population. This situation has been made much worse by contraction of the M3 Òbroad moneyÓ supply, with a drop of almost $50bn in July 2008 (greatest drop since modern records began). That combination of events created an unemployment glut that will impact multiple generations if a solution is not found. There is little, if any conventional funding and conventional planning necessary to make changes to transition displaced workers into professions with sufficient demand to improve long term employment. Health care costs are doubling each decade. The baby boomer population began retiring in 2007, which is reducing the income of people that are creating the increasing demand for health care. Average income declined during 2007 and 2008. This combination of events created a glut of uninsured that need lower cost health care solutions and increasing employment opportunities. Conventional schools derive profit by providing training for professions that have no possibility of employment, like the ones described above. This situation is best served by charitable non-profit private enterprise that has no responsibility to support the financial needs of owners. The charitable non-profit business model eliminates this kind conflict of interest so that services can be planned by use of census statistics, Department of Labor projections, and information provided by community leaders. People cannot be owned like minerals, so profit from developing human resource development in low-income areas cannot be obtained before or after development is complete. This means conventional human resource development systems will not work, like colleges and like universities. This also means health care, technology, and related profit motivated industries are not likely to flourish in these areas until changes occur. Little, if any, educational, health-care, and technology research has been devoted to satisfying and/or planning to satisfy needs for low-income community members. Human resource development planning begins with identification of demand industries, which include low cost or no-cost training, low cost health care, low cost or no-cost child care, and low cost Information Technology support. The second phase is to identify mission essential resource requirements Ð this includes identification of the management team, job descriptions, qualified employees or volunteers, facilities, training material, certification testing, students, employers, and funding sources (donations, grants, scholarships, membership fees, tuition, ...). The third phase is to secure resource commitments and/or employer commitments utilizing qualified employees and volunteers to conduct training with graduates to assist training where possible. The fourth phase is to place graduates with an employer to transition into the workforce. The final phase is to conduct periodic review to obtain feedback to identify areas for improvement from students, instructors, and employers, and to make necessary changes. Support will improve the success rate. This includes industry partnerships, low income scholarship opportunities for students, low cost (or free) child care for single head head of household families, counseling to identify/correct personality traits that could interfere with transition into the workforce, and more advanced training opportunities for graduates that desire to improve earning potential. Startup and sustainment are necessary to achieve and maintain consistent success. The initial startup plan is to solicit resources (grants, donations, commitments, membership fees, É) while establishing community contacts in multiple cities. This began March 2009 in preparation for events taking place in 2010. Service will be provided for members remitting a small fee.

About Us
 
 
Official PayPal Seal
We're listed in Ventura web design services section of California web design services directory at Finders - US web design directory