6th Annual National Transitional Jobs Conference

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• 6th Annual National Transitional Jobs Conference
• Strengthening Communities
• Building the Workforce of the Future
• Transitional Jobs Work
• BREAKOUT SESSION Lessons Learned Feedback from
  Transitional Jobs Programs

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Elements of TJP Program

• PAID Transitional Work Experience is the ONLY
  design element common to all TJ programs.
• Often but not always in non-profit or government
  agencies.
• Case Management and Career Advising
• Training
• Worksite and Job Development
• Retention and Advancement Services
• Financial/Social Support
• Data Management and Client Tracking
• Employer Relations

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Who are the Key Stakeholders?

• Elected officials
• Agency administrators
• Potential vendors
• Training providers and/or community colleges
• Community faith-based organizations
• Foundation community
• Employers

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Why Choose TJP?

• Transitional Jobs Programs provide
• On the job, employment specific training
• Career counseling and supportive services
• Additional Hard and Soft Skills Training
• Unsubsidized Employment is the desired outcome
• Participants learn to work by working
• TJPs work well for individuals who have been
  unsuccessful in finding or retaining work
• Meets required participation requirements (i.e.,
  TANF, FSET)
• Can assist to meet performance measures (i.e.,
  WIA)

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How TJPs Differ from Other Employment Programs

• More sheltered environment
• Offer temporary, subsidized employment
• Work with clients longer to address barriers to
  employment
• Have higher placement and retention rates for
  individuals with significant barriers to
  employment
• Provide access to supportive services

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Critical Customers

• All well designed programs serve
• Employers
• Individuals with Barriers to Employment
• The Public Benefits System Making Referrals to
  the Program
• When designed strategically, programs should also
  serve and seek leadership and support from
• Small Businesses and Small Business Associations
  (SBAs)
• Chambers of Commerce
• Local Community
• Workforce Investment Boards

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Managing Internal Politics

• Utilize national best practices and experts to
  justify program cost
• Involve and keep public officials and
  administrators informed
• Leverage other funds and resources
• Develop successful collaborations and
  partnerships with key stakeholders

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Managing External Politics

• Solicit feedback and support of community and
  faith-based organizations
• Include employers and other key stakeholders in
  program planning and implementation
• Respond to needs of employers and key stakeholders

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Program Financing

• Self Financed Programs (Contracts and Social
  Enterprise projects)
• Federal and State Grants via TANF, FSET,
  Corrections, etc.
• Foundation Support
• WIA Funds
• Grant Diversion for TANF clients
• Federal Housing Community Development Programs
• Federal Transportation Programs
• Placement Fees

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Designing a TJP

• Determine target populations
• Define model (individual, community-building,
  social micro-enterprise, work crews)
• Conduct focus groups with providers and potential
  customers

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Designing a TJP (continued)

• Make key program decisions
• Eligibility criteria
• Referral process
• Type level of support services
• Length of transitional employment placements
• Training curriculum
• Performance measures
• Budget

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Selecting Target Populations

• Individuals with significant barriers to
  employment
• Individuals with limited work experience and
  skills
• TANF Recipients
• Homeless Individuals
• Formerly incarcerated Individuals
• Low-income Youth
• Individuals with Disabilities
• Refugees
• Individuals with Limited English Proficiency
• Youth Transitioning out of Foster Care
• Parents Attempting to Regain Custody of Children

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Selecting Program Models Individual
Placements

• Program Places participants in subsidized
  employment in community-based non profit and
  government organizations
• Best Practice Models
• Georgia GoodWorks
• Transitional Work Corporation
• Washington State

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Selecting Program Models Social Enterprises

• Organization operates a business where placements
  are made that generates revenues that fund the
  program
• Best Practice Models
• Delancey Street Foundation
• Project HOMEs Back Home Café and Our Daily
  Threads Thrift Shop
• The Enterprising Kitchen

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Selecting Program Models Work Crews

• Organization manages work teams that provide
  contracted services
• Best Practice Models
• CEO
• DOE Fund
• ACE, SoHo and TriBeCa Partnerships

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Roles of the TJP Planning or Advisory Committee

• Advocacy and Marketing
• Technical Assistance
• Fund Development
• Education and Training
• Develop Strategic Linkages
• Community Employer Engagement

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Case Management

• Case loads should not exceed 35 to 1
• Should have face to face contact with clients at
  least weekly
• Site visits should occur at least every other
  week
• Client progress should be tracked with work
  partner at each site visit
• All Clients should have an individualized plan
  addressing their employment goals and barriers
• All clients contacts MUST be documented
• Staff should be provided with additional tools on
  barrier removal and the local service delivery
  system.
• Must balance enforcing rules with providing
  participants the opportunity to learn from
  mistakes and experiences
• Program rules must be enforced fairly and
  consistently

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Career Advising

• Low caseloads are critical
• Participant contact is the key to success
• Career Advisors serve as
• Part time supervisors
• Part time case managers
• Part time career counselors
• May split transitional and retention career
  advising duties

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Transitional Work Sites

• Recommendations
• Develop a wide variety of transitional work
  experiences
• Assess all work sites before use and annually
• Maintain work site agreements for all sites
• Match participant interests and career goals to
  transitional job
• Provide participants with more notice regarding
  transition from transitional job to unsubsidized
  employment
• Ensure Work Sites treat participants as they
  would full-time employees and provide real work
  experience
• Develop rapid response mechanism for working with
  problem work sites
• Ensure work site partners
• Are limited in number of clients they serve
• Have ongoing communications with Career Advisors
• Attend Work Partner Training at least quarterly

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Worksite Job Development

• Job Developers should develop worksites
  appropriate to participant base
• Program should control its own worksite
  development and job match functions
• Employer Issues with Ex-Offenders
• Bonding
• Background Checks
• Staff Training

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Retention and Advancement

• Client contact critical to retention and program
  performance
• Low caseloads key to success
• Incentives toward continued contact
• Training
• Fiscal incentives
• Career Counseling/support
• Should include opportunities for continued
  education and skill development
• Performance goals should match National
  Performance Standards

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Work Supports

• Child Care
• Transportation
• Clothing (work and personal)
• Retention Incentives/Bonuses
• Medical Assistance
• EITC
• Additional Training
• Linkages to Other Services (mental health,
  substance abuse, domestic violence)
• Coordination of Supportive Services

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Provide Ongoing Support to Vendors

• Provide technical assistance regarding topics
  such as
• Screening assessment
• Case management follow-up
• Worksite development management
• Outcome monitoring tracking
• Training professional development curriculum
  for staff participants

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Provide Ongoing Support to Vendors (continued)

• Meet w/ program staff and partners on regular
  basis re- client and operational issues
• Ensure communications with agency staff results
  in problem resolution
• Facilitate case conferences when needed
• Facilitate interaction between vendor(s) and
  advisory committee

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Staff Training

• Train program referral staff
• Program overview
• Eligibility criteria
• Referral process
• Data collection
• Reporting/communication process
• Staff MUST understand the program and what makes
  an effective referral before initiating referrals
  to program

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Program Administration

• Types of Providers
• Government Agencies
• Independent Organizations
• Finance and Payroll
• Data Administration
• Communication with Collaborating Programs and
  Funders

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Business Partnerships

• Options for Building Business Partnerships
• Coordination between training programs to ensure
  appropriate levels of contact with employers
• Customized Training For Employers and/or
  Industries
• Linkages with Business Associations
• Economic Development through the creation of
  self-employment and other opportunities
• Enhanced partnerships with small businesses

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Small Business Development

• Key Feature Program intrinsically linked to
  small businesses as part of SBA package of
  services
• Strategy Includes
• SBA serves as a partner in the operations
• Development of linkages to small businesses and
  Small Business Associations
• Increase necessary employee base for small
  businesses
• Ensure skill development opportunities for
  participants
• Develop long term relationships between
  participants and employers
• Develop capacity for participant self-employment
  and increased economic development

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Economic Development

• Identify growth areas both sectorally and
  geographically
• Focus employment training and job development on
  high growth components of the economy
• Provide opportunities for new business development

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Role of Employers Within Partnership

• Employers and Programs have the potential for a
  mutually beneficial relationship
• Programs should provide a clear, valuable
  service to employers
• Pre-screened and trained staff
• Human resources support throughout employment
• Additional supports to encourage retention
• Employers should provide a service to the
  program
• Act as transitional and permanent worksites
• Offer an opportunity for training and growth
• Provide supervision to participants
• Become part of the larger network of individuals
  participants can utilize when advancing

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Employer Relations

• Symbiotic Relationship - Provide a Valuable
  Service to Employers in exchange for transitional
  placements
• Offer valid information regarding candidates
• Clients are pre-screened and pre-qualified
• Additional HR Support Backfilling of positions
  when necessary
• Delivering on Promises

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Benefits to Employers

• Tax Credits
• Potential Assistance in Paying Wages for
  Employees
• Additional Human Resources Assistance
• Decreased administrative expenses (recruiting,
  screening, advertising)

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Program Assessment is Critical

• Develop PMs and assess program based upon them to
  determine
• Effectiveness of the existing program compared to
  other programs both locally and nationally
• Cost effectiveness of the existing program
• Any aspects of the program design that should be
  modified, if the program is to continue and/or
  expand (serving additional clients and/or
  targeting additional client populations

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Continuous Quality Improvement

• Develop program benchmarks before implementation
  of program
• Pilot initial program model when feasible
• Collect data and continuously monitor performance
  against benchmarks
• Solicit feedback and evaluate customer
  satisfaction throughout the program
• Implement program changes and/or enhancements as
  needed throughout the program

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New Program Recommendations

• Pilot program when feasible
• Create a planning committee composed of key
  stakeholders and partners
• Utilize technical assistance resources
• Target multiple populations
• Work closely with Unions
• Involve Foundation Community to seek support for
  the model and funding
• Partner with other programs and agencies (public
  agencies, Housing Authority, Community Colleges,
  etc.)

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Transitional Jobs Programs Work!

• Transitional Employment Programs create an
  environment for individuals to become
  self-sufficient and enhance their roles as
  tax-paying citizens, spouses, parents, partners
  and community leaders.

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Contact Information

• Sandra A. Bizzell
• Executive Officer Human Services Workforce
  Planning
• Cuyahoga County Department of Workforce
  Development
• 1275 Ontario Street, First Floor
• Cleveland, OH 44113
• 216.698.2509 (phone)
• 216.443.5950 (fax)
• cnsab_at_cuyahogacounty.us (email)