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Nchsd Fall 2010 Conference Efforts To Re Brand Public Employment Services
 

Nchsd Fall 2010 Conference Efforts To Re Brand Public Employment Services

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    Nchsd Fall 2010 Conference Efforts To Re Brand Public Employment Services Nchsd Fall 2010 Conference Efforts To Re Brand Public Employment Services Presentation Transcript

    • Efforts to “Re-Brand” Public Employment Services How Can MIGs Promote a New Business Model? Dara Johnson, Arizona MIG Julie Cook, Indiana MIG September 2010
    • State Environment-Arizona
      • Partners disagree on…
        • whether or not employer engagement is necessary
        • the message for business
          • Right thing to do
          • Workforce diversity
      • No collaboration, but turf protection
      • Businesses don’t want to be bothered/bombarded with calls
      • Not a MIG priority
    • Infrastructure Catalyst
      • TBTL national media buy
      • Fulfillment strategies or “response network”
      • EmployAbility Rally, October 2010
      • Broaden scope beyond TBTL campaign
    • New Infrastructure: Untapped Arizona “Your Resource for an Inclusive Workforce”
      • Partnering together to meet workforce needs
      • Single, primary, go-to resource for businesses
      • Person-to-person contact (Concierge)
    • Development Process: Orientation March-July 2010
      • Stakeholder meeting invitation lists
      • TBTL campaign and coordinated response strategies
      • Resource identification (currently available)
        • Access to job seekers
        • Access to information/technical assistance
      • Developed shared guiding principles
    • Guiding Principles: Process
      • What is the most efficient way possible to get businesses access to job seekers or information?
        • What is the process with the least amount of steps for the businesses to get what they need?
      • What process is sustainable?
      • What process would build capacity and accountability?
    • Guiding Principles: Points of Contact
      • Who would be the best points of contact for businesses?
      • Do the points of contact have the capacity to respond in a reasonable timeframe and track outcomes?
      • What points of contacts are sustainable?
    • Stakeholders and Partners
      • Job seekers and workers with disabilities
      • Public Service Systems
        • DDD
        • Behavioral Health
        • Aging
        • VR
        • One-Stops
    • Stakeholders and Partners
      • Planning and Advocacy Agencies
        • DD Planning Council
        • State Rehabilitation Council
        • Council on Aging
        • UCEDD
      • Employment Networks/Providers
      • Business resources (i.e. online infrastructure)
    • “ Core” Partners: Representation
      • Public and private sector employment support
      • Business perspective
      • Various disability people groups
      • Points of contact
      • Active participants from the beginning
    • “ Core” Partners: Roles
      • Primary advisors and decision makers
      • Participants on working groups
      • Corporate/business partner relationship building
    • Development Process: Short Term Goals August-October 2010
      • Brand resource network
      • Confirm network partners and protocol
      • Website development
      • Local media buy
      • Outcome development
      • Corporate sponsorship toolkit
    • Job Lead Network VR Jobing.COM LINKAGES DDD One Stop Veterans RBHA ENs Primary Point of Contact
    • Job Lead Network: Process
      • Primary POC (VR) sends job order to network POC
      • Network POC sends to internal manager(s)
      • A. Internal manager identifies targeted job seekers; or
      • B. Sends partial job order to internal network and targets job seekers
      • Internal manager sends job order to direct support personnel
      • Internal manager conducts follow up for outcomes and sends to Primary POC
    • Job Lead Network: Protocol
      • Share the job lead with job seekers that coincide with employment goals and qualifications
      • Follow specific instructions on how to apply for the job. Do not contact the business directly unless otherwise instructed to do so.
      • Track and complete the outcome information requested including how many job seekers applied, interviewed or were hired
    • Information and Technical Assistance Network Accommodations Business Perspective Employee Retention Hiring and Legal Issues Pacific ADA Center State ADA Office LINKAGES Mature Worker Initiative SRC Job Accommodation Network AZ Technology Access Project Association of Rehab Professionals WIPA AWDPA
    • Development Process: Long Term Goals October 2010-December 2011
      • New resources
      • Corporate partnerships
      • Marketing strategies
      • Sustainability plans
      • Business Leadership Network
    • Sustainability Strategies
      • VR to serve as Primary POC and facilitate stakeholder meetings
      • Corporate sponsorship for website hosting and maintenance
    • Challenges
      • Distrust among partners
        • VR role as Primary POC and sustainer
      • How do we ensure that job leads will only be disseminated to job seekers with disabilities?
      • Will outcomes be tracked and reported by partners?
      • Network POCs and internal management processes
      • Shift from individual customer to Business customer
    • Lessons Learned
      • Reiterate how this system benefits both the businesses and the partners
        • Not an effort to steal your business contacts
      • Continue to identify new resources/partners and invite them to participate
        • Review role and function of the stakeholder group at each meeting
      • Keep all partners in the loop through email communication, even those who don’t attend the meetings
    • Lessons Learned
      • Try not to create new resources in the development process, save that for long term strategies
      • If you have decisions for people to make, they will come
      • Capture the input of partners and reintroduce when appropriate
    • Key “Take Aways”
      • Relationship building is integral to the development and implementation of the network….it will take time
      • Try to establish a core group of partners (representative of the group) who can serve in an advisory and/or workgroup capacity
      • Don’t be discouraged with a slow development process; the process itself will facilitate the development of new collaborative strategies
      • It’s new and there will be bumps in the road
    • State Environment-Indiana
      • Low expectations for work outcomes among providers, employers and consumers
      • Providers approaching businesses with a “charity” mentality
      • Providers unable to approach businesses from a business perspective
      • Fiscal environment- reduction in services essential for successful long term employment
    • Infrastructure Catalyst
      • Became a MIG priority in 2008
      • Hiring of national business consultant to begin business outreach
      • TBTL national and local launch
      • Federal Contractor Compliance mandates
      • Large scale immediate hiring need
    • New Infrastructure
      • Development of Corporate Development Unit (CDU)
      • Creation of Single Point of Contact (SPOC) for TBTL and for businesses
      • ‘ Middle man’ for providers and businesses to set up an effective partnership
      • Provider coalitions
      • Modeling the dual customer approach
    • Development of Infrastructure
      • Leadership Council workgroup develops for “Engaging Business”
      • Development of fulfillment strategy for TBTL
      • Creation of Resource Guide with menu of services
      • Developed provider expectations for SPOC and coalitions
      • Created Coalition Think Group to work through coalition issues
      • Acting as facilitators in emerging coalitions
    • Key Partners
      • Employment Services Providers
      • Business Partners
      • Trade Groups
      • Industry/Sector Groups
      • Business Leadership Network
      • Department of Labor
      • Vocational Rehabilitation
    • Short Term Goals
      • Create CDU marketing strategy
      • Create job portal with DirectEmployers
      • Develop Indiana specific website to
        • Inform employers about available services
        • Offer online training and resources for providers and counselors
        • Repository for webinars, newsletters, etc.
    • Long Term Goals
      • Improve long term tracking through job portal
      • Increase accessibility of state workforce agency job engine
      • Evaluate job placement outcomes
      • Finalize policy and procedures to guide new businesses and providers through the partnership process
      • Sustainability
    • Sustainability Planning
      • VR will continue to house and support CDU
      • Fee for Service and tiered priced package of services offered to businesses
      • Groom outstanding Job Developers around state to take lead in business development
      • Develop cost and benefit sharing agreements between providers.
    • Challenges
      • Adequately addressing fiscal challenges of collaborations.
      • Inconsistency of process-each business is different
      • Building trust between provider agencies
      • Manual tracking processes
      • Effective communications system
      • Changing attitudes about work
    • Lessons Learned-Business
      • Business does not wait-start making preparations NOW
      • Networking and relationship building with business associations is key
      • Build relationships with businesses
        • Learn the culture
        • Learn the need
      • Dual Customer Approach
      • Single Point of Contact
    • Lessons Learned-Providers
      • Building coalitions and trust takes time- Start NOW
      • Developing an effective communications strategy is essential
      • Increase expectations of providers and job seekers
      • Candidate screening is a must
      • Utilize Ticket to Work reimbursement for additional follow along services
    • Remember…
      • Business approach- The business and the consumer are clients, meeting BOTH of their needs is a priority and a win-win.
      • Build Trust- Between providers and with businesses.
      • Change mentality towards work- Individuals can work competitively
      • Start now