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.

1. SECTOR PARTNERSHIPS:N
LEARNING TO WORK TOGETHER
CWC Sharing Skills –– Building ConnectionsMarch 10, 2010

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. 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. 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. An Employer Lead Partnership?
Amy M. Rist, Workforce Planning Specialist &
Project Coordinator WCTF GrantProject Coordinator, WCTF Grant
Baystate Health

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. 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. 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. Our Partnership –– A Brief History
Amy M. Rist, Workforce Planning Specialist &
Project Coordinator WCTF GrantProject Coordinator, WCTF Grant
Baystate Health

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. 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. 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. The Career PathwayThe Career Pathway
18

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. 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. 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. Learning as a Grant Lead Partner

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. 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. 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. 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. 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. 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. Ti H C i h E lTips on How to Connect with Employers
in Healthcare

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Career Center Connections
Rexene Picard, Executive Director
FutureWorks Career Center

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. 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. 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. 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. 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. 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. 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. Thank you.
Please feel free to take this time to
ask questions of the panel.
Don’’t forget to fill out your
evaluations!