As workforce systems look ahead to the year in front of them, many regions are asking how to better align opportunity, stability, and long-term career growth. For Workforce Partnership in Kansas, that question is being answered through intentional collaboration and system-level design that centers both people and employers.
Serving as the Workforce Development Board on the Kansas side of the Kansas City region, Workforce Partnership connects individuals and businesses across urban, suburban, and rural communities. Under the leadership of Executive Director Keely Schneider, the organization focuses on building workforce systems that are coordinated, responsive, and grounded in economic mobility.
One of the most significant efforts underway reflects this approach at scale.
Workforce Partnership currently leads a 13-member consortium called the Returning Citizen Consortium (RCC) that has been working over the past year within a collective impact model to transform how the State of Kansas supports justice-involved individuals returning to Kansas communities. The RCC brings together local workforce development boards, the Kansas Department of Corrections, business leaders, community organizations, and educational institutions in a coordinated effort that leverages collective expertise and resources. Included in RCC's members are individual community leaders with the lived experience of incarceration, to ensure our work was grounded in the realities facing justice-involved individuals both pre- and post-release.–––––
This groundbreaking public-private partnership addresses two urgent challenges simultaneously: critical workforce shortages across multiple industries and the release of approximately 3,500 individuals from state correctional facilities each year without adequate support to succeed. Funded by a Ewing Marion Kauffman Foundation planning grant, the RCC has developed new innovations to drive increases in employment, retention and wage rates among those with criminal backgrounds, along with substantial decreases in recidivism. Recently, the RCC applied for a $20 million follow-on implementation grant from the Kauffman Foundation to help make these innovations a reality across the State of Kansas over the next 5 years.
The RCC's planning efforts resulted in the creation of three transformative innovations:
1 - The Mind-Life-Work Ready Credential - a comprehensive credentialing system that establishes clear, measurable standards across three essential dimensions: Mind Ready focuses on emotional resilience and trauma recovery; life Ready ensures stability in housing, transportation, financial management, and family reconnection; and Work Ready prepares individuals for employment success through skill development, technical training, and industry-recognized certifications.
2 - The Employer Certification - recognizes and supports Kansas businesses with trauma-informed workplaces where credentialed justice-involved individuals can thrive. Certified employers demonstrate commitment through fair-chance hiring policies, structured onboarding and mentorship programs, flexible scheduling for reentry requirements, and clear advancement pathways.
3 - The Transition Support System - a coordinated network to ensure credentialed individuals have access to housing, healthcare, and transportation resources needed for successful community reintegration, including immediate practical needs before employment begins and during the early weeks of a new job before receiving the first paycheck.
By establishing clear standards, certification processes, and support systems, the RCC strives to create pathways to economic self-sufficiency and community belonging for returning citizens while providing Kansas employers with access to trained, motivated talent. Workforce Partnership is incredibly proud of the planning work that has been accomplished thus far and is confident it can make a significant impact on the lives of formerly incarcerated individuals, as well as an impact on employers’ talent pipeline.
Workforce Partnership is also taking proactive steps to prepare for future funding shifts. As training costs increase and temporary COVID-era funding sources begin to wind down, the organization is adjusting its service delivery approach, transitioning from three comprehensive centers to one primary center supported by partner-based and satellite locations. By co-locating services, the system is intentionally integrating supports and sharing space with partners. This model allows multiple services to exist under one roof, helping reduce transportation barriers and making it easier for job seekers to access the resources they need. This forward-looking approach reflects a focus on sustainability, coordination, and pathways that support mobility and long-term success.
Workforce Partnership joined Midwest Urban Strategies to expand professional development opportunities for staff and to engage in shared learning with peers across the Midwest. Access to JobsEQ has already strengthened the organization’s ability to support employers through real-time labor market analysis, and Keely is eager to deepen engagement through MUS Learning Labs and future convenings.
As this year unfolds, Workforce Partnership’s work illustrates what is possible when workforce systems are built with intention, trust, and collaboration. By aligning partners around shared goals, the organization is helping communities move forward with clarity, purpose, and opportunity.
