Ronnie Present working title of the study – Ready and Able: Addressing Labor Market Needs and Building Productive Careers for People with Disabilities through Collaborative Approaches. Study looked at six different types of partnerships and collaborations. These are the first 3.
Ronnie These are the other three.
Ronnie A key finding is that employers that employ people with disabilities view them as a valuable resource – as people with the skills to do the job. Because of this, employers see employees with disabilities as meeting their business and workforce needs. The third point is logical – success breeds success. Good experiences increase employer openness to hiring, retaining and accommodation. Businesses listen to other businesses. In several cases profiled, one business learned from another about how to access the population of people with disabilities. This gives the practice greater credibility. Two of the profiles are of organizations– disabilityworks in Illinois and the Oregon BLN -- that have focused on the business case in their efforts to facilitate partnerships.
Dan Connect single pt of contact to preferred provider model and give examples. Employers know the job - Disability organizations know how to train workers with disabilities.
Bob Expand on importance of soft skills
Ronnie As one would expect, in every case, there were people who stepped forward and played leadership roles. These leaders came from every sector – private, public, non-profit.
Ronnie There are examples of leaders in every profile – Lucy Baker, the BLN Director in Oregon, Karen McCulloh, the disabilityworks Executive Director in Chicago. Erin Riehle of Project SEARCH developed both the program and the licensing agreement that is now used in 40 replication sites in the U.S. and Europe. Time Check: 2:55
Ronnie Business-serving organizations, such as Chambers of Commerce, trade associations, and Business Leadership Networks, and employers themselves, must recognize how valuable people with disabilities are are members of the workforce. As we have shown, the greater the exposure, the greater the recognition.
National Research on Partnerships with Employers
National Research onPartnerships with Employers March 23, 2012 Facing the Future XX Doubletree Hotel Somerset, NJ
NTAR Leadership Center National Research Focused on employer-initiated and market-driven approaches to recruiting, hiring, accommodating, and retaining employees with disabilities. Prepared national study, entitled, Ready and Able: Addressing Labor Market Needs and Building Productive Careers for People with Disabilities - Models for Innovation. Conducted follow-up research on Braided Funding strategies that advance employer initiatives to include people with disabilities.Employer Partnerships, March 23, 2012 2
Researchers Robert Nicholas, Senior Visiting Fellow for Disability Research, Heldrich Center, Rutgers University Ronnie Kauder, Senior Practitioner-in-Residence, Heldrich Center, Rutgers University Daniel Baker, Associate Professor, Elizabeth M. Boggs Center on Developmental Disabilities, University of Medicine and Dentistry of New Jersey (UMDNJ)Employer Partnerships, March 23, 2012 3
Employer Initiatives Numerous innovative approaches for employer-driven initiatives to recruit, hire, and retain employees with disabilities. Recognition by employers of the “business case” = people with disabilities add value to the employer’s workforce and positively affect the “bottom line”. Partnerships with workforce intermediaries are key in successful employer-driven initiatives. Innovative collaborations with and between workforce-supplying organizations enable employers to recruit, hire, train, and support employees with disabilities.Employer Partnerships, March 23, 2012 4
In-Depth Research:Partnerships and CollaborationsCase study research looked at: Large national companies that organize local partnerships with service agencies, e.g. Walgreens, Lowe’s, Lockheed- Martin. Industry-specific (sector) initiatives that feature intermediaries coordinating multiple employers and multiple service agencies, e.g. JVS and the banking/finance industry. Staffing companies that coordinate outreach and disability services to provide multiple employer customers with qualified employees, e.g. GoodTemps, Manpower.Employer Partnerships, March 23, 2012 5
In-Depth Research:Partnerships and Collaborations National intermediary organizations that connect employers with students with disabilities in higher education, e.g. LimeConnect, Career Opportunities for Students with Disabilities (COSD), Emerging Leaders and the National Business and Disability Council. Local networks that assist multiple local employers to recruit, train, and retain employees with disabilities, e.g. New Bedford Chamber of Commerce, Project SEARCH, Start on Success. Local organizations that foster and promote partnerships between employers and service providers e.g. Chicago’s disabilityworks.Employer Partnerships, March 23, 2012 6
Ready & Able Finding 1:Employers Respond to the Business Case Employees with disabilities possess the skills needed for the job. Employers see employees with disabilities as meeting their business and workforce needs. Successful experiences with employees with disabilities increase employer openness to hiring, accommodation, and retention. Business-to-business marketing of best practices for employing people with disabilities is most powerful.Employer Partnerships, March 23, 2012 7
Ready & Able Finding 2:Innovative Collaborations Facilitate Hiring Employers do not want to have to maintain relationships with many varied workforce supplying organizations. Employers want a single point of contact to coordinate assistance and support they need to recruit and hire. Assistance and supports provided through the collaboration are based on employers’ needs and standards.Employer Partnerships, March 23, 2012 8
Innovative Collaborations Facilitate Hiring Partner organizations organize and coordinate supports and provide technical assistance on workforce and disability- specific issues. Employers’ location and hiring patterns are partially influenced by the effectiveness of public-sector partners.Employer Partnerships, March 23, 2012 9
Ready & Able Finding 3: CollaborationsEnsure that Workers are Qualified andProductive Internships and mentorships facilitate permanent hiring. Training in occupation-specific and “soft” skills. Provision of needed supports and accommodations to assist employees to be successful once on the job.Employer Partnerships, March 23, 2012 10
Ready & Able Finding 4: SuccessfulCollaborations Nurture and RewardLeadership Leaders are willing to develop, coordinate, nurture, and manage the collaboration. Leaders have the ability to motivate, inspire, and connect employer leaders. Leaders act day in and day out as champions to make things happen.Employer Partnerships, March 23, 2012 11
A Story of Mutual Success Expanded employment opportunities for people with disabilities. An underutilized source of valuable employees for employers. Opportunities for public and non-profit organizations to be trusted, reliable partners that deliver results for both people with disabilities and employers.Employer Partnerships, March 23, 2012 12
Why Research on Braided Funding? There are many programs, services, and public categorical funding streams that support individuals with disabilities to become and remain employed. Frequently, individuals with disabilities need services and supports from multiple programs or systems to achieve their employment goals. A significant challenge for community partnerships is their ability to braid resources from multiple sources to respond to the employer’s workforce needs, HR processes, and training requirements.Employer Partnerships, March 23, 2012 13
Braided FundingBraided funding, for the purposes of our research, was definedto mean the access to and coordination of multiple sources offunding to provide services and supports needed by people withdisabilities to obtain and retain a job.In braided funding strategies, funding streams remain visible andare used in common to produce greater strength, efficiency, and/or effectiveness.Employer Partnerships, March 23, 2012 14
Profiles of SuccessThis study profiled four employer-responsive models that have incommon the following factors: The presence of an employer (or group of employers) that wants to recruit and hire employees with disabilities. A partnership between the employer(s) and one or more community organizations that provide valuable supports and services to hire and retain employees with disabilities. The use of braided funding strategies that are essential to making the partnership and the model work.Employer Partnerships, March 23, 2012 15
The Profiles Lowe’s distribution Center in Pittston, PA. Lowe’s established a partnership with the Arc of Luzerne County. The Arc assisted Lowe’s in recruiting two local service provider agency partners and serves as the single point of contact. Project SEARCH in Cincinnati and replication sites in New Hampshire, Georgia and Washington. Start on Success in Pittsburgh and Baltimore. Eastern Connecticut Workforce Investment BoardEmployer Partnerships, March 23, 2012 16
Summary of Findings Braiding funding strategies from multiple programs allow the provision of better service to people with disabilities to meet employer needs. Different braiding strategies can be used, even with the same program models. A key element in success is to have a single point of contact who will coordinate all services for employers.Employer Partnerships, March 23, 2012 17
Summary of Findings Local workforce systems can effectively coordinate resources to support employer efforts to include people with disabilities in their recruitment strategies. Funding for follow-along supports for job retention is an issue beyond an initial period on the job. This particularly affects people with intellectual and developmental disabilities.Employer Partnerships, March 23, 2012 18
Implications for the Future Employer-driven initiatives represent new and rich opportunities for increased community employment for people with disabilities. There are successful models that can be replicated in many communities, with many different braided funding strategies. Disability service and workforce development organizations should: – Foster collaborative relationships among workforce-supplying organizations that make it easier for employers or employer organizations to work with publicly funded programs. – Adopt a single point of contact approach to dealing with employers – Be creative in braiding funds from various sources Employer Partnerships, March 23, 2012 19
Implications for the Future For business-serving organizations and employers: – Recognize that people with disabilities are a valuable resource to meet employer needs for reliable skilled employees. – Look to engage in partnerships with responsive workforce development, disability service organizations, and other agencies to recruit, hire, train, retain, and support employees with disabilities.Employer Partnerships, March 23, 2012 20
NTAR Leadership Center Contacts Kathy Krepcio, John J. Heldrich Center for Workforce Development, Rutgers University firstname.lastname@example.org or 732-932-4100, ext. 6306 Ronnie Kauder, Senior Practitioner-in-Residence, John J. Heldrich Center for Workforce Development, email@example.com Robert Nicholas, Senior Visiting Fellow for Disability Research, John J. Heldrich Center for Workforce Development, firstname.lastname@example.orgEmployer Partnerships, March 23, 2012 21