Sector Partnerships: Learning to Work Together


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Sector Partnerships: Learning To Work Together
Amy Rist, Baystate Health
Developing sector partnerships can be challenging, as
potential partners often have misconceptions about what
each can bring to the project. Sector partnerships require
open communication about what each partner can provide
and what they need. This workshop highlights an employer
lead partnership that has gained national recognition for
successfully training incumbent workers and recruiting
additional workers from the community into a health care
career ladder. Learn from an employer perspective what
it takes to make a partnership work and how you can best
reach out to engage employers to work with you.

Published in: Government & Nonprofit
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Sector Partnerships: Learning to Work Together

  1. 1. SECTOR PARTNERSHIPS:N LEARNING TO WORK TOGETHER CWC Sharing Skills –– Building ConnectionsMarch 10, 2010
  2. 2. The Presenters Amy M. Rist Workforce Planning Specialist & Project Coordinator WCTF GrantWorkforce Planning Specialist & Project Coordinator, WCTF Grant Baystate Health I tt CIvette Cruz Executive Director Puerto Rican Cultural Center Springfield MassPuerto Rican Cultural Center, Springfield, Mass. Rexene Picard E i DiExecutive Director FutureWorks, Career Center, Springfield, Mass.
  3. 3. AgendaAgenda An Employer-Led Partnership? About Baystate Health Our Partnership: A Brief History & Overview Perspectives from an EmployerPerspectives from an Employer Perspectives from a Community-Based OrganizationPerspectives from a Community Based Organization Perspectives from a Career Center Questions for the Panel
  4. 4. Our objectiveOur objective By the end of this presentation, you will have: An appreciation for why an employer decided to convene and lead a workforce development partnership An understanding of what employers DON’’T know about the workforce development system An understanding of how our employer-led grant project developed a partnership that provided learning and outcomes for all Most importantly, an understanding of how you can better educate and connect with employers and achieve the same outcomes.
  5. 5. An Employer Lead Partnership? Amy M. Rist, Workforce Planning Specialist & Project Coordinator WCTF GrantProject Coordinator, WCTF Grant Baystate Health
  6. 6. About Baystate HealthAbout Baystate Health 6 A Multi-institutional integrated health care system with over 10,000 employees serving a population of nearly one million in Western New England: Baystate Medical Center, Springfield, MA: a 653-bed, academic teaching hospital center; 6,500 employees; Western campus of Tufts Medical School.p Baystate Franklin Medical Center, Greenfield, MA: a 90- bed community medical center. Baystate Mary Lane Hospital Ware MA a 31 bedBaystate Mary Lane Hospital, Ware, MA: a 31-bed community hospital. Baystate Visiting Nurses Association & Hospice Baystate Medical Practices: 450 physicians & mid-level providers; 90 locations in Western Mass. Health New England, Springfield, MA: One of largestg , p g , g managed care organizations serving Western Mass. with 10,000 members.
  7. 7. Our 10 Year Destination GoalOur 10 Year Destination Goal B H l h’’ kf i ffi i dBaystate Health’’s workforce is sufficient, engaged, high performing and reflective of the communities we servewe serve Create a coordinated educational structure to develop employee and leadership talent to meet Diversity develop employee and leadership talent to meet critical current and future workforce needs Development (External) BH Workforce of the Future Development (Internal) Engagement & Retention Create/expand external partnerships, supporting a regional approach to address upcoming labor h t d d t i li f Engagement & Retention Compensation & Benefits shortages and ensure adequate pipeline for critical jobs
  8. 8. Hot off the Press!Hot off the Press! Baystate Health was just awarded Employer of the Year in the State of Massachusetts by Workforce Solutions Group for it’’s ……. (add detail from presentation tonight)
  9. 9. Our Partnership –– A Brief History Amy M. Rist, Workforce Planning Specialist & Project Coordinator WCTF GrantProject Coordinator, WCTF Grant Baystate Health
  10. 10. The Springfield-Holyoke Workforce fDevelopment Initiative for Healthcare Partnership in the making since 2007 Received $25,000 Planning Grant from the State of Massachusetts Workforce Competitiveness Trust Fund For the first time, competing employers, education institutions, community organizations begin working towards a solution to common challenges in a positive way Extensive research compiled Employer Demand/Educational Supply defined Focus Groups with the community held to identify barriers Career Path leading to self-sufficiency driving force
  11. 11. The Funded Project ComponentsThe Funded Project Components Ti f J l 2008 J 30 20 0Timeframe: July 1, 2008 –– June 30, 2010 Two Major Components: Convene a Regional Workforce Development Partnership for Healthcare L d b R i l E l t B d f H d C tLed by Regional Employment Board of Hampden County Acute Care CNA Training Pilot Project Led by Baystate Medical Center EMPLOYER LEADLed by Baystate Medical Center EMPLOYER-LEAD Total Internal Employees Trained = 10 Total External Participants Trained = 45Total External Participants Trained 45 Total Backfill Positions Filled = 10 Job placements split between employer partners (70/30)p p p y p ( / ) New curriculum developed for ““Acute Care CNA”” or Patient Care Technician and sustained after the grant
  12. 12. The PartnershipThe Partnership Employers Education Providers One-Stop Career C Community- Based O i i Baystate Providers HCC Centers Organizations New North Citi ’’ C ilBaystate Medical Center MCDI Career Point Citizen’’s Council Puerto Rican Mercy Medical Center MCDI STCC FutureWorks Cultural Center Urban LeagueCenter STCC g of Springfield Additional Partners added since project inception include:Additional Partners added since project inception include: Valley Opportunity Council; Springfield Housing Authority; MLK Jr. Community Center; enLace; and more 13
  13. 13. The Career PathwayThe Career Pathway 18
  14. 14. Plan vs. Actual Pilot Project Outcomes INCUMBENTS 19 Pilot Project Outcomes - INCUMBENTS Measure Planned ActualMeasure Planned Actual Total # of participants completing training 10 10 # f ti i t i i kill d ti l 10 10# of participants gaining skill credential 10 10 Total # of participants with wage gain 10 10 3 9%Average wage increase anticipated 5% –– 15% 35.79% Number of job placements/new hires 10 10 Average wage at hire $12.00 $16.00 $12.10 $17.04 Total # of participants with promotion 10 10 Total # participants retaining employment 10 10 All participants began new positions in the week immediately following d f t i i (NO GAP!)end of training (NO GAP!) 3 Participants almost reached level of family self-sufficiency and have reduced their need for public benefits
  15. 15. Plan vs. Actual l d l 22 Pilot Project Outcomes - COMMUNITY Measure Planned Actual Total # of participants completing training 45 13* # of participants gaining skill credential 45 13* Total # of participants with wage gain 45 13* Average wage increase anticipated 35% 75% Number of job placements/new hires 45 10 Average wage at hire $12.00 $13.00 $14.00 $16.85 DIFFERENTIALS –– makes the difference and helps usN S a es e d e e ce a d e ps us make a BIG jump of wage gain 8 out of 13 placed so far came off unemployment8 out of 13 placed so far came off unemployment 7 still in active job search; 27 still in training
  16. 16. Th P hi P i fThe Partnership: Perspectives from an Employerp y Amy M. Rist, Workforce Planning Specialist & Project Coordinator WCTF GrantProject Coordinator, WCTF Grant Baystate Health
  17. 17. Learning as a Grant Lead Partner
  18. 18. L i f W ki ith O St 26 Learning from Working with One-Stops Employer Recruiters think One-Stops are Placement Agencies!!! A housekeeper in hospitality is not the same as a housekeeper in health care Educate your employers! Wait –– there is a career counselor and a business account representative? WIA what? Section 30 what? TABE? But I thought they graduated from high school?TABE? But I thought they graduated from high school? Unemployment completely separate?
  19. 19. L i f W ki ith O St 27 Learning from Working with One-Stops The struggle of the one-stop Very little funding to meet the needs of the community How do you learn all the jobs of every industry to coach your clients –– and still enter all your reporting in WIA? Not enough time for outreach to connect more with the community One side state takes money; one side Recovery gives money; and now I have to report in two different ways?y p y OSCC has .5 FTE for financial aid counseling!! Healthcare Industry is entirely complex with over 300Healthcare Industry is entirely complex with over 300 different skilled professions!
  20. 20. Example –– Technologists/TechniciansExample Technologists/Technicians 29 2000 Health Technologists and Technicians29-2000 Health Technologists and Technicians 29-2010 Clinical Laboratory Technologists and Technicians 29-2011 Medical and Clinical Laboratory Technologists 29-2012 Medical and Clinical Laboratory Technicians 29-2030 Diagnostic Related Technologists and Technicians29 2030 Diagnostic Related Technologists and Technicians 29-2031 Cardiovascular Technologists and Technicians 29-2032 Diagnostic Medical Sonographers 29-2033 Nuclear Medicine Technologists 29-2034 Radiologic Technologists 29-2035 Magnetic Resonance Imaging Technologists29 2035 Magnetic Resonance Imaging Technologists 29-2040 Emergency Medical Technicians and Paramedics 29-2041 Emergency Medical Technicians and Paramedics 29-2050 Health Practitioner Support Technologists and Technicians 29-2051 Dietetic Technicians 29-2052 Pharmacy Technicians 29-2053 Psychiatric Technicians 29-2054 Respiratory Therapy Technicians 29-2055 Surgical Technologists 29-2056 Veterinary Technologists and Techniciansy g 29-2057 Ophthalmic Medical Technicians 29-2060 Licensed Practical and Licensed Vocational Nurses 29-2061 Licensed Practical and Licensed Vocational Nurses 29-2070 Medical Records and Health Information Technicians 29 2071 M di l R d d H lth I f ti T h i i29-2071 Medical Records and Health Information Technicians 29-2090 Miscellaneous Health Technologists and Technicians 29-2091 Orthotists and Prosthetists 29-2099 Health Technologists and Technicians, All Other
  21. 21. Suggestions for the Future - OSCCSuggestions for the Future OSCC Include funding for OSCC’’s in grant budget Better understand structure, financial makeup, services, p, provided, key contributors, etc. when writing the grant Clearly identify CURRENT CBO partners and thoseClearly identify CURRENT CBO partners and those CBO partners to connect the OSCC to Pl f d ti l i th ifi JOB thPlan for educational session on the specific JOB the participants are trained for BEFORE recruitment and h b ioutreach begins Understand capacity of OSCC for case management
  22. 22. L i f W ki ith CBO’’ 30 Learning from Working with CBO’’s No two CBO’’s are alike! Even LESS capacity through funding and resources Crime in the community impacts their ability to truly connect with their clients –– constant struggle One CBO strong in coaching/job preparation where one strong with healthcare prevention……where can we collaborate? Why didn’’t you pick my candidate?y y p y No single point of contact for project coordinator to work with due to funding, organizational and otherg, g changes
  23. 23. Suggestions for the Future - CBOSuggestions for the Future CBO CBO’’s also benefit from education on healthcare jobs –– they are the direct contact for our community Better prepare clients with interview training, how to dress, finding the right training/career path, g g g/ p Keep with them! Support them through their training Yo ma ha e access to ser ices that co ld help like freeYou may have access to services that could help like free healthcare for physicals to enter training programs, housing etchousing, etc. Make case management a partnership with the OSCC and the training provider –– demand itthe training provider –– demand it
  24. 24. Ti H C i h E lTips on How to Connect with Employers in Healthcare
  25. 25. I b t E l N d 33 Incumbent Employer Needs Hospitals WANT to invest in their entry-level workforce We receive a longer-term commitment, retention rate and overall engagement Their success encourages others to embark on their educational goals What the challenge is: Most WIA funding is not available for incumbentMost WIA funding is not available for incumbent employees UNLESS a special amendment is filed Tuition Reimbursement for most employers only providesTuition Reimbursement for most employers only provides payment for FOR-CREDIT programs
  26. 26. How to Help Your Client get Employed 34 in Healthcare Educate! Know all you need to know about the professions, requirements, etc. of the jobs Coach your clients to be sure it is a good fit Identify the RIGHT healthcare training programs that lead to job placementthat lead to job placement Track your outcomes by collaborating with employersemployers
  27. 27. Th P hi P i fThe Partnership: Perspectives from a Community-Based Organization Ivette Cruz, Executive Director y g Puerto Rican Cultural Center, Inc.
  28. 28. Our MissionOur Mission To advocate and provide a forum for educational leadership and economiceducational, leadership and economic development programs and enable access to benefits from available resources to the Puerto Rican and other Spanish speakingp p g communities and promote cultural awarenessawareness.
  29. 29. Our ProgramsOur Programs English for Speakers of Other Languages (ESOL ) General Equivalency Diploma (GED) English & Spanish Spanish for Professionals Windows of Opportunity ––Youth Development Program Domestic Violence & Child Abuse Advocacy Program Sexual Health & Health Awareness Program Law Enforcement Community Participation Program Latinos in School/ Exito Escolar/ Latino Employment Assistance Program (LEAP)
  30. 30. The Partnership’’s Impact on Our Organizationp p g Close assessment of needs and connection to opportunities Before the Grant After the Grant •• Concentrated on participant requested service (ESOL, GED, •• Assessment of household needs •• Development and( , , Employment) •• No connection among services Development and implementation of Advancement Plan •• All about career •• Minimum focus on career pathways •• No follow up on economic All about career pathways •• Follow up and support system to improveNo follow up on economic health progress system to improve economic health
  31. 31. Additional Impacts at PRCCAdditional Impacts at PRCC New Comprehensive Intake Process Close assessment of needs and connections to opportunities Strategic design of services to appropriately match participant’’s needs Connection to more grants to come and be added to this list
  32. 32. Innovation in systems design and service delivery New Database tracks outcomes for all clients, from intake to job placement and beyond. Includes: Demographics Income Verification Release of Information & Grievances Procedures Checklist for Intake InterviewChecklist for Intake Interview
  33. 33. Preview of Database in DevelopmentPreview of Database in Development Release of Info/Grievances Procedure Income Verification Release of Info/Grievances Procedure Checklist for Intake Interview Demographics
  34. 34. Impact of Participant’’s HouseholdImpact of Participant s Household Increased economic health Reach self-sustaining wage Increased opportunity for educational attainment Tuition reimbursement available at both hospitalsTuition reimbursement available at both hospitals Increased opportunities for community involvement d i i ibilitand civic responsibility Increased opportunity to reach ”” The American Dream””
  35. 35. Local Community & Regional ImpactLocal Community & Regional Impact Knowledgeable, skilled and able workforce Economic Developmentp Revamped tax structure and economy S i l hSocial change
  36. 36. Why the Partnership WorksWhy the Partnership Works Quality & effectiveness of the partnership Focus on purpose Problems and opportunities arep p pp mutually understood Working principles based on value and practice-Working principles based on value and practice- determine what impact the partnership can achieve All ti ll l d diff t t thAll parties are equally valued, different strengths & needs are recognized High degree of trust and honesty
  37. 37. Career Center Connections Rexene Picard, Executive Director FutureWorks Career Center
  38. 38. FutureWorks Mission StatementFutureWorks Mission Statement Our mission is to exceed the expectations of all customers (staff, members, jobseekers, employers, and community) by providing the best available career services to bring jobseekers and employers together in fostering economic growth and development for the community.
  39. 39. FutureWorks ServicesFutureWorks Services Labor Exchange/ Job Postings Job Related Workshopsp Basic Computer Skills C C li & S t R f lCareer Counseling & Support Referrals Training & Education Referrals Access to Resource Room Staff and Computers, Phones and Fax Machines
  40. 40. Our CustomersOur Customers Career Center Job Seeker Customers Represent The Entire Community Job Skills Range From Professional To Entry-level Diverse Customer Base Including Ethnicity & Languageg y g g Newly Trained WIA And Experienced Candidates Dedicated Employer Representativep y p
  41. 41. Employer Services OfferedEmployer Services Offered Affordable & No Cost Employer Services Single Account Manager Contact Multiple Recruitment Tools Job Postings GETAJOB.CC Job Fairs On-site Direct Recruitments Career Center Staff Referrals
  42. 42. Outcomes of the Partnership for FWOutcomes of the Partnership for FW More jobseeker access to career ladder opportunities through employer-customized referral process Strengthened partnership with #1 growing industryg p p g g y Increased staff expertise in health care C t ib ti t l t lContribution to placement goals Career center on regional partnership for sector Targeted healthcare recruitment events resulting in job placement at higher ratesj p g Health Care VP on FW Board
  43. 43. Additional Outcomes for FWAdditional Outcomes for FW New or strengthened connections to CBO’’s through grant referral process 40 45 WCTF Grant Referral Source 35% of grant applicants new li FW 20 25 30 35 clients to FW through CBO connections 5 10 15 20 connections 0 5
  44. 44. Outcomes that Strengthen Connection to Employers More effective screening of applicant pool for healthcare Reduces flooding of applications to HR from non- qualified clients Targets clients to apply for positions with best opportunity for job placement New knowledge identified those suited or not suited for healthcare Increased interaction with clients prior to application
  45. 45. Thank you. Please feel free to take this time to ask questions of the panel. Don’’t forget to fill out your evaluations!