1. Business Partnerships 1

2. Topics Employment: Understanding the Landscape Who are Your Primary Customers? What Do Employers Need? Expanding Your Employer Base Adding Value to Business Building Sustainable Partnerships Customizing Your Approach Working Smarter…Not Harder 2

3. Employment Understanding the Landscape 3

4. National Snapshot According to the National Council on Disability: The Federal government operates a large number of programs designed to assist in the fostering of employment relationships. Despite considerable effort and investment, an employment rate for working-age Americans with disabilities of less than one-half that for the population as a whole. Data show lower incomes when people with disabilities do work and generally higher levels of poverty. 4

5. Understanding Barriers While we know there is a pool of talented workers with disabilities, many barriers exist. We need to relieve employers of the range of fears and misconceptions that surely have prevented, and may continue to prevent, all too many from taking full advantage of the productive potential of workers with disabilities. 5

6. Myths & Fears There is a lack of full understanding of why myths, fears, and stereotypes about people with disabilities continue to persist among employers. We must factor in these potential barriers when developing our outreach strategies. What myths and attitudinal barriers have you experienced and how have you addressed them? National Disability Policy: A Progress Report National Council on Disability January 15, 2008 http://www.ncd.gov/newsroom/publications/2008/pdf/RevisedPro gressReport.pdf http://www.ncd.gov/newsroom/publications/2008/pdf/RevisedPro gressReport.pdf 6

7. Business Partners Dual Customer Relationship 7

8. 8 The National VR-Business Network and the Institute on Rehabilitation Issues (IRI) on VR Business Partnerships What Can we Learn from this Model in Building Partnerships with Employers? Source: PowerPoint developed by Kathy West-Evans, Council of State Administrators of Vocational Rehabilitation (CSAVR), Director of Business Relations, http://www.rehabnetwork.org/busrel/http://www.rehabnetwork.org/busrel/

9. 9 Key Concepts Customer-Driven Networks Building and Sustaining a Business Partnership Network: “One Company” Approach

10. 10 Dual Customer Approach This term describes a customer service strategy that recognizes both INDIVIDUALS WITH DISABILITIES and EMPLOYERS or business as a customer. We are responsible for educating employers about the benefits of accommodations and assistive technology. This requires a dual customer approach in the delivery of services. 32nd IRI, "The VR-Business Network: Charting Your Course“ located at http://www.rcep6.org/IRI/tmpt/publications.htm#32 nd http://www.rcep6.org/IRI/tmpt/publications.htm#32 nd

11. Dual Customer Approach 11

12. National VR-Business Network Through this national network, there is a Point of Contact in each public VR state agency. Beyond this VR initiative, there may be many other priorities and projects of the public VR agency. Are you connected to these initiatives and can this be a potential “market” for your outreach efforts to employers? 12

13. What Do Employers Need? Putting your ear to the ground 13

14. 14 Understanding the Need Experts predict that by 2010 the American economy will support 168 million new jobs, yet there will only be 158 million workers to fill them. Add to this shortfall the increasing need for technology skills and the millions of seasoned workers—baby boomers—who are reaching retirement age. High unemployment continues to be a serious problem for the disability community. Only 32% of Americans with disabilities aged 18 to 64 are working, but two-thirds of the 68% who are unemployed would rather be working. Provided by the Stacy Kyle of the PA Business Leadership Network, www.pabyln.org www.pabyln.org

15. Employers’ Perspectives on the Basic Knowledge and Applied Skills of New Entrants to the 21st Century U.S. Workforce, The Conference Board The future U.S. workforce is here—and it is woefully ill-prepared for the demands of today’s (and tomorrow’s) workplace. Among the most important skills cited by employers: Professionalism/Work Ethic Oral and Written Communications Teamwork/Collaboration and Critical Thinking/Problem Solving http://www.conference-board.org/Publications/describe.cfm?id=121 15

16. Targeting High Growth Clusters, Labor Market Analysis It is important for you to understand the potential impact of the labor market: –Priority career clusters –Growing industry –Projected employment trends To begin your labor market analysis, it is helpful to review your State’s Labor Statistics website http://www.bls.gov/ro3/home.htm#data 16

17. The Bottom Line How can you address the bottom line of employers? The bottom line of economics The bottom line of procedures and process The bottom line of safety The bottom line of efficiency The bottom line of cost-effectiveness The bottom line of workplace community Many more… 17

18. What VALUE do you Offer an Employer? Help the business save or make money Expand the business Increase their customer base Solve a problem Use old things in a new way Improve the way things are being done now Respond to a problem in the community Capitalize on or respond to a trend What are your ideas? 18

19. Affiliating with Business Organizations Questions to consider: What business organizations exist in your area? What services do they provide? Can you join? Can you provide continuing education? Can you include your information in their literature, publications, websites, etc.? What business organizations exist and how have you affiliated with them to outreach to employers? 19

20. In Their Own Words: Employer Perspectives on Youth with Disabilities in the Workplace The following items are a few that these employers suggest for practitioners: To recruit companies for work experiences, market the competent service of the professional or organization representing youth with disabilities and the potential benefits to the company. Avoid charitable appeals based on disability. In Their Own Words: Employer Perspectives on Youth with Disabilities in the Workplace, National Center on Secondary Education and Transition 2004, http://www.ncset.org/publications/essentialtools/ownwords/default.asp http://www.ncset.org/publications/essentialtools/ownwords/default.asp 20

21. In Their Own Words: Employer Perspectives on Youth with Disabilities in the Workplace Get to know the industries and companies in your area; careful screening and matching are not possible without this knowledge. Seek out and cultivate internal champions who can advance the concept and the value of such work experiences within companies. 21

22. In Their Own Words: Employer Perspectives on Youth with Disabilities in the Workplace Be ready to provide both formal and informal disability awareness training, tailored to the needs and circumstances of the company. In the long run, it is important to continue to seek out and listen to the voices of employers. With improved focus on the employer’s needs, there is good reason to expect improved adult employment outcomes for youth with disabilities. 22

23. Listening to What Employers Need To forge successful partnerships with business, it is important to connect with and understand their “world”. How do you connect with the pulse of business in your state to fully understand the needs of employers, prior to designing your approach? 23

24. Expanding Your Employer Base Capacity Building Efforts Source: Beyond Traditional Job Development, Denise Bissonnette, http://www.diversityworld.com/Denise_Bissonnette/index.htm http://www.diversityworld.com/Denise_Bissonnette/index.htm 24

25. Twelve Ideas for Expanding Your Employer Base 1.Start with People you Know 2.Keep up with National, State & Local News –Industry trends, upcoming meetings/events, changes in local organizations and companies, business leaders 25

26. Twelve Ideas for Expanding Your Employer Base 3.Read Business Journals, Magazines and Other Newspapers –Local business news, new products and services, Chamber of Commerce news, new businesses 4.Attend Meetings where People get Together on a Regular Basis for a Common Purpose –Chamber of Commerce, community organizations, professional associations, volunteer groups 26

27. Twelve Ideas for Expanding Your Employer Base 5.Attend special state, city, town and neighborhood events –Public hearings, city council meetings, community development meetings 6.Join local, state and national organizations –Identify networking opportunities (e.g. Retail Merchant’s Association, Educational Councils, Independent Insurance Agents) 27

28. Twelve Ideas for Expanding Your Employer Base 7.Make Presentations to Clubs, Meetings, Conferences or Classes –Who is in need of a luncheon speaker? 8.Attend Job Fairs and Conferences 9.Sponsor Training or Educational Events for Employers 10.Hold Special Events Involving Employers with the Program and Participants –Award banquets, job shadowing days 28

29. Twelve Ideas for Expanding Your Employer Base 11.Initiate and/or maintain contact with employers through mass and targeted mailings –Promotional brochures, flyers, invitations, articles, newsletters, surveys. 12.Learn about Local businesses by using directories, journals and other written and/or electronic resources –Library, service clubs, chambers, universities 29

30. Expanding your Employer Base What strategies have you used to expand your employer base? What challenges have you experienced? 30

31. Adding Value to Business From an employer’s perspective 31

32. Refining our Approach: An Employer’s Perspective Our approach can make or break future opportunities for individuals with disabilities to gain employment with those businesses that we contact. Language is key! Eliminate the use of the field’s jargon. Focus our materials on the benefits to employers. 32

33. 33 Adding Value to Business We will watch 20 minutes of the video streaming entitled “Adding Value to Business” presented by Erin Riehle, Project SEARCH, Children’s Hospital of Cincinnati to: We will hear how we are perceived by business and why we should provide quality services. Source: Training & Technical Assistance for Providers funded by Office of Disability Employment Policy, US Department of Labor, located at http://www.t-tap.org/. To view Erin’s presentation and supporting materials, click on http://www.t- tap.org/training/onlineseminars/riehle/riehleseminar.htm.http://www.t-tap.org/http://www.t- tap.org/training/onlineseminars/riehle/riehleseminar.htm

34. 34 Adding Value to Business What are they key points made in the video that impact your approach with employers?

35. Building Sustainable Partnerships What is the impact of your behavior? 35

36. 36 Building Strong & Sustainable Partnerships with Employers Depends on… Trust Reliability Deliverability Responsiveness Consistency Quality Sustainability Flexibility 32nd IRI, "The VR-Business Network: Charting Your Course“ located at http://www.rcep6.org/IRI/tmpt/publications.htm#32 ndhttp://www.rcep6.org/IRI/tmpt/publications.htm#32 nd

37. 37 Building Partnerships with Businesses: Person-to-Person TRUST –Respect for each business partnership –Shares information with trusted colleagues as needed RESPONSIVENESS –Timely response to partners, business, and individuals with disabilities –Respects sense of urgency for requests

38. 38 Building Partnerships with Businesses: Person-to-Person DELIVERABILITY –Delivers what is promised –Accurately defines services for customers within capacity to deliver CONSISTENCY –Maintains comparable level of deliverability with all customers –Ensures quality and consistency in services to business

39. 39 Building Partnerships with Businesses: Person-to-Person QUALITY –Ensures services meet or exceed expressed needs and standards of customer SUSTAINABILITY –Ensures staff are prepared to meet changing needs of dual customer –Ensures smooth & seamless transition if contact changes –Ensures the framework to build effective networks is strong

40. 40 Council for Corporate & School Partnerships: Checklist for Partnering The following steps provide a road map for creating, implementing, sustaining and evaluating partnerships between schools, community partners and businesses. The recommendations are designed to help leaders respond to the many opportunities – and challenges – that arise through long-term relationships. Source: A HOW-TO GUIDE FOR SCHOOL-BUSINESS PARTNERSHIPS, Council for Corporate & School Partnerships (http://www.corpschoolpartners.org/guide.shtml)http://www.corpschoolpartners.org/guide.shtml

41. Highlights of the Checklist for Partnering PRELIMINARY PLANNING –Determine how a partnership could enhance the student experience. –Identify potential partners. LAYING THE FOUNDATION –Develop an understanding of each partner’s desired level of involvement. –Assess the impact of the partnership on students. –Ensure that students and members of the community are engaged. –Collaborate with partner to identify partnership activities. 41

42. 42 Highlights of the Checklist for Partnering IMPLEMENTATION –Ensure that activities provide an opportunity for students, teachers, and business employees to interact with each other and the community. SUSTAINING THE PARTNERSHIP –Secure explicit support and concurrence for the partnership at all levels of the school and business. –Communicate regularly about intended and actual outcomes. –Ensure both partners are publicly and privately recognized. EVALUATION

43. Customizing Your Approach Targeting your audience 43

44. Targeting your Audience within Businesses Personnel Management Diversity Staff Risk Management Department EEO Initiative Health & Safety Office Training & Development Area Many others… What audiences have you targeted? 44

45. Be Clear on Your Purpose What is that you hope to achieve? What is your motivation? –Short-Term –Long-Term 45

46. Communicating with Employers Be clear on your deliverables –Demonstrate the value of your information State your interest and purpose up front Produce and share clear and concise materials and documents Offer a menu of options, cover the basics, and let the employer direct you to his/her needs/interests. Build on the employers’ ideas. 46

47. Communicating with Employers Keep your descriptions simple. Focus on the benefits rather than the features of your program. Speak the employer’s language –No lingo! 47

48. Defining your Service Options Information sharing –Written and/or electronic media Self paced training opportunities –Web based Length of training –Once and done –Realistic length of training module Capability of offering professional certification credits Other options you have defined? 48

49. Defining your Methods of Delivery What is the timeliest means to deliver your message? –In Person Meetings –Webinars –Teleconferencing –Other What methods of delivery have you attempted and how has it worked? What is the length of your program? How often, if ever, is it repeated? 49

50. Determining your Modes of Communication How do you plan to contact employers with your outreach materials? How might this vary, depending upon your targeted audience? –Telephone –Written Materials –Electronic Communication –Website Advertisements –Other What modes of communication have you used and how has it worked for you? 50

51. Designing your Outreach Materials What is it that you have to offer employers that they may value? Create your outreach materials to reflect these “values” –Be clear and concise –Introduce your organization –Describe your purpose –Define your deliverables 51

52. Recap of Topics Employment: Understanding the Landscape Who are Your Primary Customers? What Do Employers Need? Expanding Your Employer Base Adding Value to Business Building Sustainable Partnerships Customizing Your Approach Working Smarter…Not Harder 52