Pursuing New Partnerships

1


Innovative Employment Models
2
Seven Case Studies

• Job Development Focus
• Professional Career Advising
• Matching Grant Incentives
• Resources, Education, Collaboration
• Hospitality Training
• Food Industry Education Training (FIET)
• Skills Training Project

3
Case Study Caritas of Austin

• Job Development Focus
• One staff member to focus on job development
• Works closely with rest of employment team
• Can be dedicated to one agency or as a resource
  to all agencies
• Most successful job developers have a background
  in human resources, staffing/recruiting, and/or
  business

4
Case Study Caritas of Austin
Pros Cons

• Difficult to track if a specific job lead results
  in successful placement
• Communication with employment specialists/case
  managers can be difficult
• Inconsistency in employer approach

• Time to focus on identifying job leads
• Specific skills that help in business
  communication
• Attention to follow-up and sustaining employer
  relationships

5
Case Study Catholic Charities of San Diego

• Professional Career Advising
• One staff member dedicated to career counseling,
  coaching, and/or job placement specifically for
  refugees with professional backgrounds
• Can be used as an incentive after first job is
  secured

6
Case Study Catholic Charities of San Diego
Pros Cons

• Limited resources available
• Expectations of job seeker
• Difficult to find entry-level jobs for all
  professions

• Personal attention towards each case
• Can pursue specific entry-level jobs that are an
  opening into a career
• Counseling available regarding recertification
  process

7
Case Study Jewish Vocational Services of Kansas
City

• Matching Grant Incentives
• Unused MG funds may help clients at the 120 and
  180 day marks
• Bonus structure provides motivation for early
  employment
• If bonuses are paid at the 120 and 180 day marks
  clients gain both work experience and cash

8
Case Study Jewish Vocational Services of Kansas
City
Matching Grant Incentives Employed One Month
After Enrollment

• First MG month starts from the day of enrollment
  and finishes on clients 60th day after arrival
• If employed during the first month
• Clients receive a 500 bonus
• Rent for following month (if not covered by RP)
• Clients will receive Cash Allowance until first
  pay check
• Clients receive bonus on the 120 day

9
Case Study Jewish Vocational Services of Kansas
City
Matching Grant Incentives Employed Two Months
After Enrollment

• If employed during the second month
• Clients receive a 250 bonus
• Rent for following month (if not covered by RP)
• Clients receive bonus on the 120 day

10
Case Study Jewish Vocational Services of Kansas
City
Matching Grant Incentives Employed Three Months
After Enrollment

• If employed during the third month
• Clients receive a 125 bonus
• Rent for following month (if not covered by RP)
• Clients receive bonus on the 120 day

11
Case Study Jewish Vocational Services of Kansas
City
Pros Cons

• Although the bonus structure motivates many,
  clients with unrealistic salary expectations may
  still be unwilling to accept a job before the
  120th day

• Many clients use bonuses for down payments on
  cars or recertification
• Bonus structure has created incentive in the
  Kansas City refugee program
• Flexibility of MG provides opportunity for
  practitioners

12
Case Study JFCS of Pittsburgh

• Resources, Education, and Collaboration
• Job development starts in the third month after
  arrival
• ESL and job readiness classes are the first
  priority
• Refugee community groups are leveraged
• Mentoring programs provide opportunities to build
  resources for future arrivals
• With employers, transparency has been the key.
  Stats are used a marketing tool

13
Case Study JFCS of Pittsburgh
Pros Cons

• Economy in Pittsburgh is strong but if it
  weakens, 120 day placement rates could suffer

• 180 Placement rate 100
• 180 Retention rate 100
• Other program rates, 88, 92, and 95
• Clients are better prepared to interview for jobs
  and enter the workforce successfully

14
Case Study LSSNEF- Jacksonville
Jacksonville Hospitality Training

• Pilot Stage Curriculum includes hands-on learning
  and English language training
• 6 week program 3 classes so far
• 32 out of 42 participants employed at the end of
  training

15
Jacksonville Hospitality Training
Case Study LSSNEF- Jacksonville
16
Case Study LSSNEF- Jacksonville
Pros Cons

• Supports the development of community within
  participants
• Builds confidence of participants
• Develops a routine schedule for newcomers
• Strengthens relationships within business
  community
• Centered on needs of participants
• Provides employment opportunities right away

• Funding
• -Inconsistent training schedule
• -Requires staff time to oversee but no funding
  for full-time position
• Entry-level hospitality positions are not a fit
  for every job seeker

17
Case Study LSSNEF- Jacksonville
First Graduating Class, March 2010
18
Case Study Caritas of Austin
Food Industry and Education Training (FIET)

• Created in January 2010
• 40 hours classroom instruction
• 1-2 week internship
• Leads to Texas Food Handlers Permit
• 4-5 students at a time, 50 students trained so
  far
• 70 employed after completing training

19
Case Study Caritas of Austin
Pros Cons

• Small class size
• Picture-based curriculum
• Increased competitiveness for job seekers
• Trainer used to own a restaurant

• Difficult for LEP non-Spanish speakers to get
  hired
• New hires tend to be from existing employees
  referrals
• Some participants dont take training seriously

20
Case Study Fargo, ND
Skills Training Project

• Started in 2002
• Collaboration with state refugee program and
  Lutheran Social Services
• 80 hours
• Specifically for LEP job seekers
• Focus on workplace vocabulary, safety, math, and
  8 hours of Achieve Global curriculum

21
Case Study Fargo, ND
Skills Training Program
22
Case Study Fargo, ND
Pros Cons

• Closely aligned with industry needs
• Participants tend to get hired AT graduation
• Business recognize value of training
• Increased competitiveness for job seekers who
  complete program

• Limited training dates
• Limited slots for participants
• Commitment to complete training
• Cost -- 1,600 can be paid for using TAP or MG
  training dollars

23
Top Ten Issues to Consider

1. Choose a training that is reflective of local
   employer needs so that trainees are competitive
   for available jobs.
2. Adapt training methods to the needs of training
   participants.
3. Find a partner who can offer on-site experience.
4. Identify ONE staff person who acts as liaison to
   training activities and community.
5. Convene at least one advisory meeting made up of
   stakeholders to introduce the idea, identify
   challenges, and leverage their resources and
   connections.

24
Top Ten Things to Consider

1. Do your research for a suitable training partner.
2. Use a pilot stage to test your idea and modify it
   based on your experience.
3. Provide simple supports for training like
   pencils, calendar, clothing and equipment.
4. Build in ESL component.
5. Recruit training participants after RP period to
   minimize disruptions. Do careful screening to
   ensure training matches needs and interests of
   participants.