Introduction · Web viewCoordinated cross-partnership measures (i.e. quantifiable goals) have been developed around engaging and serving businesses… A regional structure is in place

IntegratedBusiness

Services

Self-Assessment

Description: a self-assessment to help states and regions drill down deep into how integrated their business services are, and where enhancements can be made.

Introduction

Most communities understand the importance of providing a more coordinated set of talent development solutions for their business. Yet so many still struggle with effectively integrating business services across workforce, education, and economic development. As a result, we’re still approaching businesses and their talent needs in silos and we’re still only reaching a small share of businesses. As states and local areas continue to address this challenge, we must ask ourselves: How can we, as talent development organizations, change what we do to effectively respond collaboratively to regional demand?

Directions:

1. Work as a team to complete the self-assessment prior to February 22nd’s Cohort Session. For each of the factors in the sections that follow, please select a rating from 1-5 that reflects your/your team’s perspective on where your region stands. Each team member may choose to complete the assessment individually and then convene to compare answers. Or, you may decide to complete it as a team together.

2. Please leave plenty of time to engage in an honest discussion about each indicator (bulleted statements on the left), and to provide thoughtful strategies for addressing challenges (the box on the right to write your notes).

3. Be ready to share your findings on February 22nd!

NOTE: if you are representing a state you might decide to take this assessment from the perspective of: are you providing the support/guidance needed for your local and regional areas to succeed in the following indicators.

4.

Integrated Business Services Self-Assessment

VISION Notes & Overall Rating (see key below)

® A state/regional vision exists for coordinated and aligned business engagement/services

® The vision is inclusive of all partners that play a role in the regional talent pipeline from economic development, education, and workforce development; to key system partners including (but not limited to) entities such as TANF, vocational rehabilitation and veteran’s services

® The notion of shared business client ownership and accountability is institutionalized across agencies/programs

① ② ③ ④ ⑤ Where/How could this be strengthened?

RATE: 4 EXPLAIN HERE:

The Connecticut Team consists of eight members representing business and industry, workforce system partners, education, and government. The team’s focus for the Integrated Business Services effort is to provide honest information and feedback on the state workforce system’s existing business services system – its organization and operations. Team members include: Lindy Lee Gold (Department of Economic and Community Development), Linda Guzzo (Capital Community College), Bridget Kemmling (Connecticut Department of Labor), Linda Ladas (Connecticut Department of Labor), Karen Quesnel (Connecticut Department of Labor), Linda Riquier (Quinebaug Valley Community College), Tracy Tremblay (Chamber of Commerce of Eastern Connecticut), and Mark Stankiewicz (Connecticut Department of Labor).

The Team’s broad charge is to engage with employers and workforce system stakeholders to promote strong employer-led industry partnerships, sector strategies and career pathways initiatives and support effective service strategies for the workforce system’s business customers. Its principle focus is on the need for coordination and integration of services and alignment of resources to create a systematic approach and “no one entry” for business customers of workforce system.

Connecticut likes traditions and has historically incorporated a single-employer focus to address a business customer. In most instances, a specific workforce system partner organization follows a “lead/referral” and subsequently “chases” the business.

If another workforce partner organization receives information on the same business, they will also “chase” the business down. The result could be a variety of telephone and electronic contacts to the business, with each partner offering “their specific” suite of programs. Only when there is a temporary common point of accountability created via federal/state grants does more than one workforce system partner or state agency collaborate to address the needs of a business. When each program works in isolation, the end result is a patchwork approach where businesses are asked the same questions over and over, others left out of conversation. (see slide #2)

Overall Ratings: Fill in the bubbles that best describe your level of partnership, 1 – 5. ❶ = “Not at all” | ❺ = “We’re high-flying”


DEMAND PLANNING Notes & Overall Rating (see key below)

® We have access to quality regionalized labor market information (LMI)

® We have a clear understanding of the region’s overall business and economic climate, including key industries, business lifecycles, workforce trends and needs

® Partners use shared LMI data as they approach and work with business—there is consensus among partners on key target industries, critical occupations, etc.

® Business intelligence (e.g. tracking business engagement activity) is managed across partners through a Customer Relationship Management (or related) system; and partners have access to this information.

® Business outreach representatives (across partners) share intelligence and coordinate and strategize follow-up. May include an organized business services team comprised of knowledgeable partners with ability to connect businesses to a full range of partner services (even those that may not be workforce-specific)


RATE: 3.5 EXPLAIN HERE:

Connecticut’s workforce development system partners have access to a myriad of state and regional workforce information, also known as labor market information (LMI). Staff from the Connecticut Department of Labor’s Office of Research is the state’s leading producer of information and statistics on the economy, workforce, occupations, and careers. The Office prepares a variety of print and electronic resources for assessing the state’s needs for skilled workers, for assisting in economic development initiatives. An Industry Sector Partnership catalog is available on the www.businessct.com Web site.

Sounds like the business services representatives have an easy route to state-specific LMI. Right? Not so fast! For novices or those not working with LMI on a consistent basis, it is extremely complex and difficult to understand. Simply, how does someone without previous LMI knowledge know what data/information is available? For more than a decade, the Office of Research has been at the forefront to assist workforce development system partners and other agencies with the proper understanding of, and access to LMI produced by the Office. As requested, staff from the Office of Research presents labor market information workshops for American Job Center staff, workforce development boards, business, government, education, and others. This trend continues today and will continue to play a pivotal role in the skill and knowledge improvement of the workforce system’s business service professionals. It is imperative that Connecticut stresses the importance of using the Office of Research data as it is the most current available through cross-training and constant communication. This is not an ownership and/or control issue, but rather the best use of current data and tools. (see slide #3)



ENGAGING WITH BUSINESSES & DELIVERING SOLUTIONS Notes & Overall Rating (see key below)

® Coordination planning across partners occurs regularly. Roles and responsibilities, as it relates to business engagement and follow up, are understood and embraced by all partners.

® Key business outreach representatives exist with skills in building and operating meaningful partnerships with businesses, both individually and in the context of multi-business industry partnerships (i.e. industry sector partnerships). Includes ability to work with businesses to effectively validate and dig deep on talent needs

® An understanding, from working with key businesses, the natural progression/mobility of workers in targeted industries/occupations (i.e. career ladders/lattices)

® Meaningful relationships with businesses and key target industries in order to build innovative business-focused programs/services including work-based learning, apprenticeships, and other recruitment, hiring, training, and transition services.

® Coordinated business engagement represents “the whole” when in front of business. Follow up regularly includes bringing in the partner/resources to address the solution.


RATE: 3.5 EXPLAIN HERE:

Many times business services representatives will go out on joint calls with partner staff members from the Jobs First for Employment Services (JFES), Subsidized Employment Program, Veterans Services, Bureau of Rehabilitation Services, On-the-Job (OJT) Training specialists, CT Department of Labor’s Apprentice Unit, and others. It is part of The East’s process for partner staff to contact the primary business services representative in a particular geographic region BEFORE contacting an employer directly. The business services representative will make an introduction, coordinate a joint visit, or encourage the partner staff to make the initial contact if no relationship already exists.

It is important to note that the business services representatives, through their extensive program knowledge, may refer a business to other service providers such as the state’s Department of Economic and Community Development, the Department of Labor’s Office of Apprenticeship Training, Community Colleges, other state agencies, and/or the Small Business Administration.

In the East, the motto is “Never leave anything on the table.”

The need for collaboration was never more evident in the establishment of the Eastern Connecticut Manufacturing Pipeline Initiative – a partnership with Electric Boat (EB) and the 68-member Eastern Advanced Manufacturing Alliance (EAMA). The objective of this partnership is to develop a skilled worker pipeline for Electric Boat, the Eastern Advanced Manufacturing Alliance (EAMA), and other regional businesses that have a need for skilled workers now and anticipate increased demand over the next decade.

Based on the hiring needs of Electric Boat, EAMA and other employers, the CT Department of Labor and the Eastern CT Workforce Investment Board partnered to apply for, and win, a $6 million grant from the US Department of Labor Workforce Innovation Fund.

CT residents who are unemployed or underemployed are eligible to apply for free manufacturing skills-based classroom trainings; over 5,800 people have applied on the portal so far. Applicants register on CTHires and must pass a series of Manufacturing



Skills Assessments conducted by Employment & Training Institute (ETI) staff. Candidates who do not meet the required assessment scores are offered remediation classes to refresh their knowledge and boost their scores.

No cost, intensive 5- to 10-week training classes are offered through Three Rivers Community College at Ella Grasso Technical High School, Quinebaug Valley Community College, and the Community College of Rhode Island (CCRI). Electric Boat and EAMA provided needs-based input to the community colleges in the development of the training program curriculum. Programs targeted include Machining, Welding, Carpentry, Painting, Pipefitting, Shipfitting, Sheetmetal, Electrician/Electronics Mechanic, and Design/Drafting as job demand requires. The value of the training is estimated to be as high as $13,000. (see slide #4)

Many of those who successfully complete the training programs are hired by Electric Boat, and others work with a team of Job Developers who help them gain employment with Eastern Advanced Manufacturing Alliance (EAMA) members and other employers. The program boasts a 90% placement rate.

Since the inception of the Eastern CT Manufacturing Pipeline Initiative, a task force of workforce system professionals, EB, EAMA, and others meet bi-monthly to discuss the progress of the Pipeline initiative and to identify areas in need of improvement, if necessary.

The East Region’s business engagement strategy is considered a successful “model” from which the state’s other regions could reference. In the East Region, it is expected that all partners work together, share information, and share business clients.



OUTREACH & COMMUNICATION Notes & Overall Rating (see key below)

® There is an adopted shared message for communicating to the business community the vision and strengths of the state’s/region’s integrated business services system.

® Services being presented to businesses—from across partners—are not siloed or menu-driven, but focus on delivering solutions to expressed business needs

® Messaging centers around concepts important to businesses including how these services will impact profitability and productivity.

® There is a consolidated brand and it is embraced by all partners serving businesses

① ② ③ ④ ⑤ Where/How could this be strengthened? R A TE : 3 E X P L A I N H E R E :

Connecticut has made significant strides to develop a state/regional vision for coordinated and aligned business engagement/services. The long-term objective is to adopt a shared message for communicating to the business community. We anticipate these efforts will continue to reduce the amount of “siloed and menu-driven” services being presented to businesses. The workforce development system needs to identify a “common/consolidated brand” by which each member of the statewide integrated team (business services representatives) identifies themselves.

Connecticut’s Business Engagement Steering Committee consists of workforce system partners (CTDOL, Vocational Rehabilitation, Adult Education, workforce development boards, economic development, and the state’s community colleges and university system) has been developed. The goal of this collaboration is to enhance and align the services offered to Connecticut businesses through an integrated business services team in order to help Connecticut businesses grow and thrive. It is anticipated that strong relationships will be built across agencies which will help to standardize Business Services knowledge and competencies across relevant organizations and improves linkages to resources and information. (see slide #5)

Connecticut’s first Interagency Business Engagement Training was held in June of 2017 and included collaboration with the Massachusetts Department of Labor Rapid Response/Business Services team to mentor Connecticut in its efforts to strengthen its relationships with their WIOA partners. This training was provided to front-line Business Services staff across all agencies to educate the stakeholders on the programs and services available to business. The second Statewide Interagency training is scheduled for the summer of 2018 and will include a “deeper dive” into the development of industry sector partnerships and the emerging needs of business.

Connecticut developed and published an Interagency Employer Resource Guide and Employer Reference Card which offer road maps to the many programs, services and incentives available to business. These products are available in print and electronic format and provide an important marketing and training tool for the business services professionals.



SUSTAINABILITY & CONTINUOUS IMPROVEMENT Notes & Overall Rating (see key below)

® Coordinated cross-partnership measures (i.e. quantifiable goals) have been developed around engaging and serving businesses…

® A regional structure is in place (e.g. cross-partner committees, teams) to guide, implement and sustain this work.

® An effective staffing structure exists to support industry sector partnerships (i.e. regional strategic business engagement) and the day-to-day business outreach operations. And information flows across and between these.

® Cross-agency training is in place to ensure all partners are aware of the solutions inherent in these approaches


R A TE : 3 E X P L A I N H E R E :

Team Connecticut does not believe the concept of Integrated Business Services will significantly change over the next 10 to 20 years. The most crucial change will be the responsibility of the workforce development system partners to gain knowledge of the new and emerging occupations, and the skills and abilities in demand for jobs of the future. This will enable the workforce system partners to become major players in an individual’s workforce transition.

Business development is most effective when approached with a clear vision, an eye for long-term stability and growth, and a strong plan of execution. It begins with a shift from placements to training on skills in high demand. Businesses become the entity that communicates and dictates common skills needs to the workforce development system instead of the workforce system designing programs for the business community. (see slide #6)

As the Committee moves forward, it will continue to support an aligned, coordinated approach that conveys strength of system, focuses on regional integrated business services, the reduction of silos and the improved service delivery to businesses. Improved communication among the partners will promote collaboration and “braid” together each partner’s resources to create new solutions to ever-changing business challenges and work toward the ultimate goal of multiple partners aligning their business services and functioning as one team.

Securing consistent, continuous leadership is critical to the sustainability of Connecticut’s integrated business outreach efforts. Team Connecticut understands the lack of business services leadership hinders this process. Other than the front-line business services professionals (agencies, partners), there is no formal day-to-day administration of the outreach activities and efforts.



After completing the Integrated Business Services Self-Assessment, complete the following action plan as a team. This plan will be a living document that will change as your partnership progresses. Cohort teams will be asked to report out on these at the end of the 2018 cohort.

Integrated Business Services Vision

To provide Connecticut’s businesses with “real time” solutions through the integrated services of the workforce development system partners.

What are our top 3 strategies? How will we get there? How long will this take? Who’s responsible? How will we know we’re successful?

High level of integration with workforce development system partners

Cross-training Monthly meetings

(regional)

More than six months Workforce development system Partners

one shared vision, strategy, goals, and performance objectives

be viewed as business and process experts in core areas of service

“Branding” of Connecticut’s Business Services

Partner collaboration Agency/partner

leadership commitment

More than six months Agencies, partners, leadership

consistency of informational/marketing products implementation of “common” language

Common products, definitions used by Business Services Staff

Guidance from USDOL Partner collaboration Cross-training

Less than six months USDOL, partners consistent, efficient delivery of services

Identification of Integrated Business Services Initiative leadership

understanding the importance to sustainability

More than six months Agencies, partners, leadership

sustainability curb resistance to change encourage partnerships push/kick-start efforts

Single case management system Sharing of data Partner collaboration More than six months Partners Less duplication of outreach

Improved collaboration, partnership

Identification of targeted industries

LMI data (expansions) More than six months Partners Expansion of business Business use of financial, training assistance


DOL/ETA INTEGRATED BUSINESS SERVICES TA COHORT: COHORT TEAM ACTION PLAN

Documents

Introduction · Web viewCoordinated cross-partnership measures (i.e. quantifiable goals) have been developed around engaging and serving businesses… A regional structure is in place