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Strategies for High Performance in Integrated Employment Dr. Debra Martin Luecking

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Presentation on theme: "Strategies for High Performance in Integrated Employment Dr. Debra Martin Luecking"— Presentation transcript:

1 Strategies for High Performance in Integrated Employment Dr. Debra Martin Luecking

2 Catch The Wave!!!

3 “You are what you repeatedly do. Excellence is not an event – it’s a habit” Aristotle

4 Change the Pattern if we are to catch the wave

5

6 High Performance Improvement Framework in Integrated Employment

7 High Performance Strategies in Integrated Employment Vision -Leadership -Strategic goals and operating policies Culture “shift” -Belief that “Everyone can work regardless of Disability & ---Economic Conditions” -Flexible and respect for innovation -Action- and results-bias to integrated employment Structure -Defined process for implementing integrated employment services -Alignment of administrative & programmatic processes -Financing and contracting methods

8 High Performance Strategies Resources -Training and technical assistance - Partner collaboration Customer Relations -Job seeker Career Discovery through work-based experiences -Employer and job seeker needs are dually matched and supported Employment performance measurement, quality assurance, and program oversight

9 “Coming together is a beginning, staying together is progress, and working together is success” Henry Ford

10 High Performance in Integrated Employment Performance Strategy: RESOURCES Goodwill Industries of Monocacy Valley, Inc.

11 Performance Strategy: RESOURCES Partner Collaboration – Collaboration with key resource partners as needed by job seekers Goodwill Industries of Monocacy Valley, Inc.

12 Goodwill Industries of Monocacy Valley, Inc. Partner Collaboration DDA – Leadership staff participating on multiple committees to offer input/suggestions in relation to effective practices in integrated employment Organizational Change forum Employment First Regulation Committee Data Collection Committee

13 Goodwill Industries of Monocacy Valley, Inc. Partner Collaboration DORS Utilizing DORS funding to pay for job development services for DDA funded individuals Participating in Transition Pilot/MSTC project in Carroll County – students being exposed to work before leaving school services Goodwill’s Case Manager is now a certified Benefits Counselor Recently redesigned Employee Development Services (EDS) training program to focus on specific work related skills development and job search skills

14 Goodwill Industries of Monocacy Valley, Inc. Partner Collaboration Schools 2012: Received grant from private foundation in Frederick County to provide career exploration services to students while still in school 29 students have completed a 5 week life skill/job readiness course, completed career assessments and have been linked to internships and/or paid employment before leaving school services Leadership staff participates in annual Transition Fair Committee to connect with 10 th, 11 th 12 th grade students and their families

15 Goodwill Industries of Monocacy Valley, Inc. Partner Collaboration Case Management Staff Identify individual needs of job seekers starting at intake and throughout year to link them to appropriate resources provided by other community nonprofits Communicate with Service Coordinators and DORS counselors regularly Communicate with individual job seekers and their families regularly

16 Performance Strategy: STRUCTURE System Realignment - Realignment of administrative and programmatic systems consistent with the new vision Goodwill Industries of Monocacy Valley, Inc.

17 Goodwill Industries of Monocacy Valley, Inc. System Realignment 2010 Stopped accepting new referrals for Sheltered Workshop program Tried to move existing and new job seekers into community employment with existing structure No job placements

18 Goodwill Industries of Monocacy Valley, Inc. System Realignment 2011 Adopted ACRE Discovery & Assessment process as pre- employment service delivery model Created Business Developer position and hired from within the agency Developed “Hot List” process which included the use of a Marketing Script and Positive Personal Profile 4 people placed into jobs

19 Goodwill Industries of Monocacy Valley, Inc. System Realignment 2012 Restructured department into teams of staff that serve all job seekers, regardless of barrier to employment Hired new Business Developer with a business background Began utilizing volunteer opportunities at community sites for discovery/assessment 8 people placed into 10 jobs

20 Goodwill Industries of Monocacy Valley, Inc. System Realignment 2013 Developing Performance Management Plan Developing Staff Training Plan Working on communication structure 14 people placed into 16 jobs YTD Planned 2014 Implement plans Move to Community Learning Model for service delivery

21 Presented by: Laura Tieman and Kevin Walker Organizational Change – Lessons Learned

22 Background 350 individuals in rural area No public transportation Traditional service provider 3 Years ago -11 individuals in integrated employment through “old school” system ***Meeting with Rich Luecking***

23 Performance Strategy: Vision Employment Transformation 3 Year Goal = 70 placements Year 1 = 15 placements Year 2 = 28 placements Year 3 = 30 placements Total = 73 placements

24 Current Status Fiscal Year 2013 – 2014 Goals: 30 placements (6/14) & 100 employed (12/14) 15 YTD placements 65 individuals employed Job retention rate = 82% Average hours worked per week = 16 Average hourly wage = $8.14 Average employment = 2 years 4 months No more sheltered work as of December 2013!

25 Lesson Learned : Invest in Quality Job Development Staff Recruit and hired experienced/specialized employment staff with sales, marketing, business experience and skills sets Invest in training and technical assistance Provide employment staff with the resources and capacity to effectively do their job Performance Strategy: Structure

26 Lesson Learned: Importance of Good Processes Exploration and Discovery Staff must have positive attitude, believe the job seeker can work and fully understand the job seekers conditions to be successful Task is not to find the dream job, it is to identify the ideal conditions of employment 30 Day Action Planning Meetings More involvement job seeker has in search, greater their investment in finding the ideal job match Important to keep all team members participating in the process.

27 Lesson Learned: Importance of Networking 75% of jobs come from referrals People do business with people they KNOW, LIKE, & TRUST Get involved and stay involved! Performance Strategy: Resources

28 Performance Strategy: Cultural Shift Lesson Learned: Training all Staff on Employment 1st We are all career counselors! We are all responsible for supporting individuals in their jobs Employment is an outcome for everyone who wants to work Encourage individuals to still explore their areas of interest if they are not yet interested in employment Continue to have on-going discussions about employment Train staff on the Employment Process

29 Performance Strategy: Cultural Sh ift Lesson Learned: Adopt a Holistic Approach Employment is everyone’s job responsibility Staff have vested interest and want to share in the success Staff “on-site job supports” is determined by the individual’s employment team – who is the best person for that individual?

30 Performance Strategy: Cultural Shift Lesson Learned: Staff Roles Must Change From “Caregiver” to “Supporter” Understanding and meeting employer expectations Flexibility with schedules to get people to/from work

31 Performance Strategy: Cultural Shift Lesson Learned: Educate families and job see kers Get families & job seeker’s support network involved in the job search Connect them with other families Address fears of being victimized Discuss loss of benefit concerns Address concerns of failing on the job

32 Performance Strategy: Customer Relations Lesson Learned: Importance of Sharing Success Stories Eddie – Archetype Frameless Glass Eddie

33 Performance Strategy: Customer Relations Lesson Learned: Sharing Employer Perspective Paul Webber, Owner Archetype Frameless Glass “He's never missed a day of work and he's never been late.” "It's a great way of getting something while giving something back at the same time.”

34 Performance Strategy: Customer Relations Lesson Learned: Recognition of Success 2 Years of Service

35 Performance Strategy: Vision Lesson Learned: Importance of Leadership Success begins with strong leadership Education and buy-in Resources Strategic Planning Goal Setting

36 High Performance in Integrated Employment and Organizational Change Lessons Learned


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