DRAFT
Business Services Action Plan
for
The Napa-Lake
Workforce Investment Board
Business Services Team
DRAFT Page 2
TABLE OF CONTENTS
Part One: Executive Summary ... Page 3
Part Two: Mission, Vision, Values, and Goals of the Local System ... Page 4
Part Three: Description of the Business Services Plan ... Page 5
Section A: Description of the Planned Services to Business ... Page 6 Section B: Menu of Business Services ... Page 8 Section C: Description of How Businesses Will Be Chosen In Targeted Industries ... Page 10 Section D: Communication System Components ... Page 12 Section E: Roles and Responsibilities of Business Services Staff ... Page 13 Section F: Description of How Success Will Be Measured ... Page 17
Part Four: An Action Plan for Developing and Delivering
Business Services ... Page 18
Part Five: List of the Centers and Program Partners Participating
In the Business Advancement & Retention Team Initiative ... Page 20
Part Six: Signatures of Partners Who Created the Marketing Plan ... Page 20
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NLWIB Business Service Plan
EXECUTIVE SUMMARY
WHY
In the spring of 2013, the Napa-Lake Workforce Investment Board (NCWIB) charged its executive staff with the development of a plan for improving services to business customers. When implemented, the plan will enable the WIB, in partnership with the One-Stop Operator Consortium to provide local businesses with a single point of contact through which they can receive a full array of business services via the Business Advancement & Retention Team.
WHO
A team of workforce partner staff will create and implement the Business Services Plan. Team members include the State of California Employment Development Department, the Napa Workforce Investment Act staff, Napa County Welfare-to-Work staff, City of Napa Economic Development staff, Napa County Chambers of Commerce, Napa Valley College, and the EDD Employer Advisory Council.
WHAT
The purpose of this business service plan is to design, implement, and continuously improve the business services made available by the Napa-Lake Workforce Investment Board and delivered in partnership with One-Stop partner consortium. The plan includes the following:
1. A Vision, a mission, values and goal statements.
2. A description of services to offer businesses in the County and a plan for validating the list. 3. A menu of business services
4. A plan for determining how to prioritize services to address the needs of businesses in key industry sectors
5. A discussion of the Business Account Management System which will be developed and implemented in the planning process.
6. A description of the Business Advancement & Retention Team (BART) which will implement the plan.
7. A description of how the success of the plan will be measured.
8. A description of the contract/MOU documents that will be used to capture commitments.
Key Industry Clusters:
The targeted industries were chosen to align workforce services provided to local businesses with the high growth, high demand industries cited by the Employment Development Department’s Labor Market Information Division. The industry clusters are; Healthcare, Professional Services, and Hospitality/Tourism.
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WHEN – Summary of Plan Rollout
Action Items Date Due
Write Draft Plan July 2013
Present Plan to NLWIB September 2013
Revise Plan based on Board feedback October 2013
Complete details for plan & begin beta implementation October – November 2013
Develop training for staff October – December 2013
Train staff Ongoing
Full implementation of Business Service Plan December 2013 Evaluate results as a part continuous improvement and
share findings with the Board and make revisions to the plan as warranted
Mar 2014; June 2014; September 2014; December 2014
WHERE
Business services will be offered at the WorkforceNapa Business & Career Center, on-site at business locations, at educational institutions, at educational seminars and workshops directed to business, from a dedicated Web site, and at professional organizational meetings and events such as tradeshows and conventions. Business Service Coordinator(s) will work with secondary and post-secondary schools to recruit and train qualified applicants for the business customer.
Part Two: Business Vision, Mission, Values and Goals
Business Vision
The Napa-Lake Workforce Investment Board is committed to developing a skilled workforce to
stimulate economic growth throughout Napa County. It is further committed to providing a full range of business services through a streamlined business-focused, accountable and collaborative system.
Business Mission
The Business Services Team is an alliance of workforce development partners committed to serving business customers by providing solutions to business and workforce challenges. Driven by the needs of the business customer, the team collaborates to provide an array of comprehensive services in economic development, education, training and employment.
Values
To accomplish our goals and objectives, the NLWIB’s One-Stop system must strive to achieve business customer satisfaction by providing training, education and workforce services through integrated service delivery. This objective will be accomplished using four values: innovation, teamwork, collaboration, and continuous improvement.
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Goals
The goal for the business services plan is aligned with the goals of economic development: To partner with economic development to attract, retain and grow local businesses by connecting, developing, and growing skilled workers and providing other related business solutions.
During year one of implementation, baseline data will be gathered for several goals. Specific and quantifiable goals are listed on the next page.
Specific Goals
Economic Development Goals Employment Goals Education/Training Goals
1. Build infrastructure that will assure that businesses receive needed services when they need them- BAP 2. Support targeted industries 3. Support entrepreneurial
activities
4. Support job training
5. Develop, connect & grow a skilled workforce
6. Modernize & expand small business
7. Support education-schools & workplace lifelong learning 8. Provide layoff aversion
consultation and services to business designed to
generate growth and vitality and prevent layoffs or business closure.
1. Help businesses hire & retain a “skilled” workforce 2. Help businesses understand
& apply state/federal workplace regulations & laws (OSHA, hiring law, unemployment, EEO, etc.) 3. Help businesses access
financial incentives (e.g., subsidies, tax credits, subsidized daycare 4. Provide research &
information (e.g., LMI) 5. Provide amenities for
businesses to use (e.g., office space, library) 6. Provide outplacement
information research & support to businesses
1. Help businesses by educating & training their employees [w/subsidized (OJT/customized) & non-subsidized options (tuition reimbursement, fee-for-service)] 2. Develop formal education opportunities (K-12 & post-secondary) to match business skill needs
Part Three: Description of the Business Services Plan
Description of Business Service Strategy
The purpose of this business services plan is to design, implement, and continuously improve the business services delivered by the NLWIB’s One-Stop delivery system. The description of the plan includes the following:
Section A: A description of business services that will be delivered.
Section B: A list of services currently being offered to businesses in Napa County; and a common
intake procedure for capturing potential future services through a needs assessment process.
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Section C: Businesses in three key industry clusters that will be targeted for new and additional
services.
Section D: A Business Account Management System that will be developed and implemented in the
planning process.
Section E: A description of the Business Advancement & Retention Team (BART) that will
implement the plan.
Section F: A description of how the success of the plan will be measured.
Section A: Description of the Planned Services to Business
Training Services Available to Business
The WIB Business Services Coordinator will work closely with the staff serving job seeker customers to keep them updated on the training needs and requests of their business customers. With this information, the job seeker staff can work with appropriate WIA eligible participants to ensure that they receive training services that will result in increased numbers of job applicants with high skilled credentials for businesses represented in the key industries. It is important to discuss training services outlined in the business plan because training enhances the labor force by narrowing the skills gap between what the employer needs and what the applicant or worker can provide. Training services should be viewed as an economic development activity. It is recommended that 80% of available training dollars should be committed to training in occupational areas represented by the four key industry clusters. The remaining 20% will be available for skill training in other growth industries including exploratory industries such as “green technology”. Training and prevocational services that impart “employability soft skills” are also a very important component of training for the business customer.
Title 1 of WIA requires the system to offer follow-up services for 12 months to both WIA registered adult and youth participants. Proposed reauthorization of WIA expands the incumbent/employed worker training options available to business. Incumbent/employed worker programs are especially valuable to rural & quasi-rural counties such as Napa, as an economic development tool. Incumbent/employed worker training is a sound method to help business retain and grow its workforce, thus preventing layoffs or closures. Other reasons that businesses value post-employment and incumbent/employed worker training is that workplace learning tends to be more relevant and often results in more changes in work practices than does classroom training. To that end the Napa-Lake Workforce Investment Board will develop post-employment strategies that include, but are not limited to, the provision of OJTs, adult and youth work experience as well as prevocational education and classroom training. These training options should result in high wage jobs in growth occupations and related to the targeted industry clusters. The NLWIB will look into auxiliary funding sources to augment WIA and Welfare-to-Work funding for the incumbent workforce including but not limited to: foundation funding and Employment Training Panel funding from the State of California.
To meet the workforce needs of business, ITA’s (career scholarships) for youth and adults should include a strong ABE/GED/ESL education for those persons who test below 12.9 on the short TABE. Further, the career scholarship plan for WIA and all other ETA funded training activities should include
DRAFT Page 7 obtaining a post-secondary credential from an approved training provider in one of the skill clusters most in demand by the four key industries.
The WorkforceNapa Business & Center can more readily provide businesses with better skilled job applicants by providing GED services and post-secondary education and training in occupations within key industries. Opportunities for employer worker training services can also assist businesses in the key industries to upgrade their existing workforce. Post employment training may include classroom
training. New hire training may include adult work experience and On the Job Training (OJT). Customized training programs, specific to a particular trade or company, will be provided with businesses that demonstrate a commitment to hire and/or are willing to share costs.
Educational Seminars for Business
Low cost or no cost educational seminars will be an important business service offered by the Napa-Lake Workforce Investment Board and its partners. After needs assessments of multiple businesses are conducted and analyzed, business seminars and workshops will be planned. These activities shall be produced in a professional manner in order to address the goal of “branding” the workforce service system. This type of business education and training are cost effective methods of providing business services. For example, the WorkforceNapa Business & Career Center collaborates with the Small Business Development Center to offer workshops on “How to Write a Usable Business Plan” or “Writing Job Descriptions that Increase Productivity.” Short workshops on topics such as “How Business Can Profit from Customer Service Training," could be offered on a monthly basis at the WorkforceNapa Business & Career Centers or taken to Chamber of Commerce and professional organizations’ meetings or special events. Outreach will be made with Napa Chambers of Commerce and the university extension service to increase the capacity to provide business seminars.
We believe that a very important niche for the Napa-Lake Workforce Investment Board is to serve both the business and the job seeker. The job seekers whose education and work experience classify him/her as a “professional” are under-represented in our local system. We will encourage all businesses to list all of their professional positions on the NLWIB endorsed job posting system the WFN Virtual One-Stop System. We intend to show businesses that professional staffing needs can be met through our system. A WIB Business Service Coordinator will contact all post-secondary institutions and promote the benefits of using the Virtual One-Stop with students, faculty and administrative personnel. All post-secondary contacts and high school counselors and teachers will be invited to bring their students to the WorkforceNapa Business & Career Centers. We will contact each school’s career planning and
placement center and student employment office to provide a variety of services. Representatives from each placement center will be trained to use the Virtual One-Stop effectively. Business Service
Representatives will also provide information about the training services that students may use.
Students will be assisted with resume writing at our resume workshops and they will be invited to attend a job seeker workshop especially designed for the graduating student who will be seeking professional employment.
Business Service Coordinator(s) will also select specific business and professional organizations in which to become members. Organizations representing the three key clusters will be emphasized. This will give additional opportunities for staff to market business services of the WorkforceNapa Business & Career Center while they network with other organization members. Networking with other members of
DRAFT Page 8 professional organizations affords numerous opportunities to provide business with business resources and to solicit job orders and identify potential applicants for professional positions.
To ensure continuous improvement and facilitate the “single point of contact” service, business customer feedback will be shared with all staff, including staff that work with job seekers, to determine when and if change to the system design needs to be made. This will be done via leadership follow-up, email communication, staff meetings, changes to system operation manuals and staff training.
It will be the role of all staff to understand and promote “system services” to business every time a contact is made. The team will create a directory of business services that all one stop business and employment center staff will have at their desk. This directory will be a detailed outline of services for employers. All partner staff will receive extensive training on the content of the directory and its proper use.
Rapid Response Services for Businesses
Our Rapid Response Program provides a pro-active, business-focused, and flexible strategy designed to respond to layoffs and plant closures by quickly coordinating services and providing immediate aid to companies and their affected workers. For the business, the services can help minimize the disruptions on companies, affected workers, and communities that are associated with job loss. Customized services are provided onsite to the affected workers bringing the unemployment and re-employment resources necessary to transition from laid off to employment as quickly as possible resulting in lower
unemployment costs to the employer. Trade-related layoffs and plant closures provides additional services to workers. The Rapid Response Coordinator ensures that the TAA requirements are provided to eligible workers by conducting a thorough evaluation of the layoff/closure.
Rapid Response can also work with business to upgrade workers’ skills so the company can remain competitive, access capital to assist businesses expand and grow, utilize work-share benefits for the employees which allows shorter hours and compensation for the lost hours through partial
unemployment benefits, and connect business to resources and services that can help business grow and succeed. Outreach to businesses will provide active business engagement that will allow for business needs assessment.
Section B: Directory of Business Services
In phase one of the implementation of the business services plan, partners will work together to identify business services offered through the organization completing the Directory of Business Services Matrix. This matrix will serve as a resource and marketing tool for the Business Services Team and used as a training tool for staff and partners.
Directory of Business Services
ACFRC
AmCyn Family
Resource Center ETP
Employment Training
Program SS's Senior Services
AS Adult School LABOR Labor Unions SSA
Social Security Administration
DRAFT Page 9 CC's Community Colleges NCOE
Napa County Office of
Ed WFN
Business & Career Center
CHMBR Chamber of Commerce OTM WIA Youth Prg WIB WIB Staff
ED Economic Development PVT Private Partners WtW Welfare-to-Work
EDD
Employment Development
Department REHAB Voc Rehabilitation
Recruiting & Hiring
Job Posting
Prescreening of Qualified Applicants Application Distribution
Advertising for Mass Hiring Job Specific Assessment Job Fairs
Job Matching
Workplace Skills Assessments On-site or interviewing
Summer Youth Employment Programs
Research & Information
Legal Review of Employment Applications Wage Surveys
Job Descriptions ADA Requirements Labor Market Information Job Modifications Assessments Community/County Profiles
Employee Health Insurance Options/Kid Care
Employer Amenities
Private Interview Space Conference facilities Business reference library
High-tech computers w/business software applications
Internet Access
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Assistive Technology equipment for individuals with special needs
IHUB
Retention Services
Interview Debriefing Incentives
Conflict resolution/Problem solving services Follow-up Placement Services
Job Coaches
Workkeys Assessment System
Financial Incentives
Fidelity Bonding Program
Business Tax Credits and Savings Job Accommodation Reimbursements
Employed Worker Training Program
Training Services
Customized training programs Educational Programs
* Occupational Health & Safety * Supervisory & Management * Industrial
* Workplace Skills Training On-the-Job Training Programs Work Experience Programs
Downsizing or Layoff Services
Rapid Response: WARN/Non-WARN Layoff Aversion Services
Customized team of service providers
Initially, the menu of services the partners offer to local businesses does not change; however, the delivery of these services is expanded. Specifically, each partner will continue to provide their own program services while explaining the other One-Stop business services that are available.
In phase two, the partners will conduct individual needs assessment data to determine what other services businesses in key industries want and need. This data will be supplemented with the findings that have already been collected during the previous Industry Sector initiative through the Napa-Lake Workforce Investment Board and assessments conducted by our Partner agencies. Based on the information gathered, new services will be created to respond to the most critical needs of those
DRAFT Page 11 industries that have high demand jobs in critical skill shortage occupations as well as other industries deemed critical to the local economy.
Section C: Description of How Businesses Will Be Chosen In Targeted Industries
Businesses in three key industry clusters will be targeted for additional services and new outreach based on the findings of the Industry focus groups. In addition, businesses in other industries that have jobs that match the skill sets of the existing pool of job seekers will also be targeted for job development. Some programs (e.g., the veterans program) will also develop jobs for individual job seekers that might not fit in the following targeted industry clusters; healthcare, professional services and
hospitality/tourism.
A Business Account Management System (see Section D) built on the private sector model will be instituted to ensure service to three categories of business customers:
1. Current customers (businesses who have had at least one service in the past 12 months) will be targeted to retain and/or expand their relationship with the One-Stop system.
2. Dormant customers (businesses that used at least one One-Stop service 12-24 months ago) will be targeted for reactivation of their relationship with the One-Stop system.
3. Customers who have never worked with the One-Stop system will be targeted for the initiation of at least one business service in the next twelve months.
Currently, each partner tracks outreach to businesses, but there is no way to describe how the partners’ services combined have added value to the companies in the local communities. Working together (see Section E) partners will begin to capture data that will give the Board a comprehensive understanding of the full impact of the One-Stop’s services for businesses.
Partners will meet to share their lists of customers (current and past) to develop a master list of
businesses with a history of a relationship with one or more One-Stop partner. The business team will then assign each partner the responsibility of maintaining contact with a subset of the total list of current and dormant customers. Each business services representative will then contact businesses in these two categories to encourage continued use of the One-Stop services while explaining the expanded lists of service options.
In addition, each partner will continue to respond to inquiries from businesses. While the community colleges will be responsible for responding to training needs, staff will share the responsibility for outreach to new businesses in key industries. Business services staff will dedicate approximately 80% of their work week to working with existing business customers and 20% of the work week to working with new businesses. It is anticipated that staff will be able to contact three new businesses per week or 156 new businesses a year with current staffing levels. Thus, it will be necessary to choose to contact businesses in the chosen industry sectors that will most likely result in a win-win situation. To
accomplish this objective, business services staff will use five criteria to determine which businesses to target:
1. The Business Market/Job Seeker Market Connection
Job seekers’ preferences for jobs, types of businesses, and locations of businesses Availability of job seekers who are appropriate for target employers
DRAFT Page 12 Retention of previous job seekers hired
Satisfaction of job seekers with employers who have hired them
2. The Buying Capacity of the Business
Many entry-level jobs
Wide variety of jobs available Quality of jobs available is high Frequent appropriate job openings
Hire in bulk quantity; multiple-hires at the same time
3. The Need to Meet Performance Standards
Wage levels
Probability of retention Placement requirements
4. Demonstration of and Capacity to Support the One-Stop
Membership on Workforce Investment Board or closely connected with members on Workforce Investment Board
History of involvement with employment and training programs Willingness to refer other employers to you
Preference for hiring your types of job seekers Past buying behavior
Willingness to enter into on-the-job training agreements Use of tax credits
5. The One-Stop’s Capacity to Serve the Targeted Businesses
Types of job seekers available or that can be recruited Staff’s familiarity with that type of business
Past record with those types of businesses
NLWIB’s interest in servicing those types of businesses
System’s ability to provide business services as well as job development/job listing services System’s capacity to offer key services (e.g., human resource services, literacy services,
training assessment services, incumbent worker training services)
Section D:
Communication System Components: How Business Customer
Information Will Be Shared
A communication system for all partners will be designed to reduce unnecessary duplication of business contacts. This system as described below will build on monthly meetings, online and hard copy
information systems.
1. CalJOBs Skill Match Registration Job Orders Sort by counties
DRAFT Page 13 Enhanced Business Records that:
Eliminates duplication
Sorts by O-NET business clusters Lists all new businesses
Includes a “When, Where and How” service delivery plan Includes a Business Services Plan for each business customer
Provides reports or queries by region, of who was contacted (Excel spreadsheet and Toolbox)
Section E: Roles and Responsibilities of Business Services Staff
Business Service Representatives have these nine responsibilities that may be shared by all partners or may be assigned to specific partners:
Business Service Team Key Responsibilities All Partners Some Partners
Providing an initial point of contact (IPOC) for local businesses.
Assessment of needs to develop customized packages of services.
Creating the package of services in a single business services proposal
Coordinating service delivery by linking businesses to all appropriate services/resources.
Defining ways the system can provide services to exceed businesses’ expectations
Helping companies with similar problems get together to create joint solutions.
Building long-term relationships with key businesses in key industry clusters
Gathering business customers’ complaints and suggestions for service improvement and sharing the feedback with system staff that can make appropriate changes. Once changes are made, business outreach consultants are responsible for letting businesses know that their input has been used to improve services.
Providing direct program services
Maintaining frequent contact with key employers to meet emerging and changing needs. The goal is to ensure repeat usage by getting businesses to use multiple One-Stop services frequently over a long period of time. Providing timely labor market information.
Promoting all of the system’s business services to local businesses
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Know what local labor market information means for business
Understand each of the major industry clusters
Understand the local business’ problems and offer solutions
Know which businesses are hiring and which businesses are downsizing
Key Characteristics of Business Services Representatives
Individuals who are chosen to perform the business services function will have an understanding of what services the other partners provide, as well as have the following skill sets:
Demonstrated knowledge of the key industries in the region A basic understanding of sales or marketing
Ability to meet the business customer in a positive and professional manner Demonstrated ability to work in a “team” setting
A willingness to learn to work as a business consultant
Experience in problem solving, conducting research and making referrals on behalf of business Experience in extrapolating and presenting labor market information and other economic
development data.
Initial Point of Contact Model (IPOC)
Based on national studies, it has been determined that businesses have expressed an interest in having an individual serve as the coordinator of all services they receive from One-Stop partners. To meet this need, members of the One-Stop Business Services Team will work together to provide a coordinator of services for those who want it.
Responsibilities of Coordinator of Services (IPOC)
1. Complete needs assessment for system
2. Engage appropriate partners based on customer needs to develop “business plan” 3. Deliver plan/proposal to businesses
4. Coordinate services delivered
5. Follow-up for satisfaction & determine additional needs
6. Maintain relationship & make additional contacts (example types of contact; email, brochures, phone call)
7. Provide information about other services-community or national-websites
8. Help partners determine best way to make contact for additional services that are requested 9. Enter data into database
DRAFT Page 15 Business services staff will shift their focus from selling a product (e.g., job seekers) when meeting with businesses to conducting needs assessments to determine their most pressing business needs. Working together they will help businesses find solutions to their business challenges. This change in outreach will ensure that the One-Stop system shifts from an emphasis on the supply side of services to an emphasis on the demand side of services. The IPOC standardized procedures include the following:
1. All partners continue to respond to inquiries & offer to conduct a needs assessment
2. Business services staff will conduct outreach to assess new business customers’ needs, market the One-Stop system and provide job development.
3. While responding to inquiries from existing customers and/or establishing a relationship with new business customers, business services staff will promote all of the system’s services and make service referrals as necessary
4. Enter information about the contact and/or services provided to business customers into a shared database. The data entered will adhere to all confidentiality restrictions.
5. Each partner agrees to contact a specific number of new – non-active businesses to grow market penetration
6. If a coordinator needs assistance in delivering services, the Business Services Team member that provides the service will:
Align their service with coordinator & set schedule for delivery Provide the service within agreed upon schedule
Will keep the coordinator informed about progress Enter activities into the shared database
Work with coordinator &/or other team members on continuous improvement services for specific business & process/relationships among partners
Shared Database for Business Services:
Partners will use a shared database (see Section D) to track work performed for business customers. The database protocols will include:
Email will be the primary means to communicate within the Business Services Team. Meeting notifications, hiring and recruitment information, One-Stop activities, and general
communications will be delivered to the entire team.
Determine need to use an additional database (e.g., access) as a primary source for tracking and reporting out all business contact information.
Community College business representatives will participate as partners in the system in the following ways:
Share how the community colleges work with local businesses to provide services – teaching them how to promote the Community College services
Share business contact and service information (aggregate number of companies work with; list of kinds of training provided (not company specific); identification of type of customer (new, current, dormant)
DRAFT Page 16
Share system marketing materials with businesses visited; make referrals to partners using list for reference
With every contact ask business if there is anything else the business team can do for their business.
Recruitment Services
The Business Resource Coordinator will provide job order services to business customers. They will: Continue to respond to job listing requests for input to CalJOBs
Promote the system’s other services, such as Job Fairs, Career Center posting, Partners Network Ask businesses if they would like additional services and/or a needs assessment
Make referrals to other services as appropriate
One-Stop Business Services Liaison
Coordinated outreach to businesses requires the collaboration of partners and can only be accomplished if someone is assigned as a coordinator for the system. The person in this position will spend 20-30 hours a week doing the following:
Coordinate the development (with involvement of partners) of a Business Account Management System, keep updated and make changes as needed
Creating reports of progress and tracking results (performance measures) Sharing reports/progress with WIB, partner agencies, and the community Coordinating the continuous improvement of the process
Coordinating the exchange of information among partners delivering services Scheduling meetings, creating the agendas, and conducting the meetings Keeping a shared calendar of visits to businesses by all partners
Coordinating marketing outreach to businesses for the system- including an electronic newsletter Specifically, the Liaison will:
Prepare monthly activity reports with aggregate data related to the following (not necessarily an inclusive list): industry, occupations of company, services offered, customer satisfaction, business outcomes, identification of themes of what businesses want/need
Use monthly activity reports to discuss targets, what was learned, what is working/not working in relationship, what needs to be done differently
The team members will also be instrumental in recommending new services or changes to the business services menu in order to meet continuous improvement goals. All members of the team will meet once a month to coordinate contacts, discuss problems and issues, brainstorm about services, and discuss new businesses. All business services staff will enter data in Employment Database within 24 hours of the delivery of a service.
DRAFT Page 17 In order to create a “demand-driven” business workforce development system, it is important for all staff to understand the challenges that face businesses in this decade. The first challenge for developing and improving the economy of the region is to have a knowledgeable, educated workforce. Close
collaboration between workforce development, economic development and the education partners in this region will be required to meet the future employment needs of businesses in this region.
The Napa County Workforce Investment Board can best respond to the most pressing workforce issues by:
Establishing training goals that include high skilled, “in demand” occupations that businesses need;
Linking Individual Training Accounts (ITAs) and on-the-job training opportunities to create career ladders in high skilled demand occupations;
Focusing on post-employment training to help workers build new technology skills;
Developing long-term relationships with the job seekers so they can achieve life-long education goals that support the needs of business.
Economic Development Services
The Business Advancement & Retention Team members will take an active role in economic development activities throughout the region. The Employment and Training Administration (ETA) training dollars can be a viable incentive for businesses in the key industry clusters to locate or expand in this region. Identifying key industries in Local Workforce Area is an important first step in being an active and productive partner within the economic development community. The importance of analyzing the key industry clusters underscores the impact that partnering can have on area economic development. By partnering with education and the economic development community, the workforce system can use its resources to provide education and training in the high skill occupations most needed by key industries. Enhanced occupational skills result in greater production and increased profitability for business. That in turn generates business growth and more jobs which can result in a positive economic impact in the local Workforce Area.
Community and business networking are important components of this business plan. Business
Services staff will be encouraged to identify appropriate organizations where they can represent the One-Stop system on a regular basis. It is also important for business services team members and the
WorkforceNapa Business and Career Center staff to participate in economic development and educational organization activities that can foster long-term relationships.
Section F: Description of How Success Will Be Measured
During the first year of implementation, baseline data will be collected to analyze the success of the outreach strategy. The data collected will include:
The number of new business contacts in targeted industries as a percentage of the total outreach to businesses
DRAFT Page 18 The number of targeted businesses that are targeted for job development for Veteran and WIA
participants (i.e., clerical, construction, hospitality)
The number of Individual Training Accounts that are awarded for training in demand occupations (percent of total dollars and/or percent of total number of participants)
As a part of our action plan we need summarized reports that will be necessary to track our business services performance. As a result, a Business Account Management System will be developed to
generate reports to measure performance as necessary. Therefore, that has been added to our Action Plan (see Part Four). The planning team recognizes that a standardized reporting form that can be tallied needs to be designed and provided for each staff member who works in the account management system. Our Business Account Management System will allow performance to be measured in the following areas:
Increased Market Penetration regarding business customers (incremental increases yearly)
Note: Many factors influence-funding, economy etc.
Increased partner collaboration and communication through Business Services Team participation
Increased business-focused services while enhancing program performance of our job-seeker customer. (Dedicated staff, high quality sales pieces, web site, and business seminars)
Baseline data will be collected throughout the first year of this plan. Performance goals will be incorporated and adjusted accordingly on a continual basis. The WIB will receive a summary of the status of these goals each quarter. An annual report will be available to the public at the end of the program year. Results will also be published in the newsletter sent to business and the media.
Quality performance will also be evaluated on a continuous basis. Performance surveys including quality questions at the time of follow-up will also be used to provide feedback for monitoring and services provision adjustments.
Listed below are the specific measures by which performance will be measured:
Outcome Measures (what’s in it for business community)
1. Increase the number of services to businesses
2. Increase the number of businesses contacted (targeted industries)
3. Implement a local customer service satisfaction survey (e.g., timelines of service) 4. Track the number of services each business uses
5. Increased awareness of business services
6. Establish a plan to provide ongoing quarterly communications to businesses
Process Measures (measures that determine success of the One-Stop partnership)
1. Maintain the number of current customers (keep more) 2. Increase the number of new customers
DRAFT Page 19 4. Increase the number of referrals to partners
5. Increase the number of referrals to community resources 6. Increase the number of referrals to info (websites) 7. Increase the number of participating partners
8. Increase in the number of inquiries/how heard about us
9. Maintain communication with current businesses on a quarterly basis, at a minimum.
A critical component of the business planning process is to ensure that team members are marketing a common message to the business community; that the strategy is based upon the vision, mission, values and goals of this plan. The focus is for the business services staff to learn how to build positive, long-term relationships with the business customer selling benefits not features
Part Four: An Action Plan for Developing and Delivering Business
Services
Making the Shift to Business Services: Seeking the Appropriate Balance::: What We Need to Do Differently to Make the Shift
Shift staff emphasis to business services
Increase staff information sharing
Explore placement services expansion including standardized assessment and job matching systems
Follow up with businesses within 24 hours of initial contact
Update and improve directories, information folder to distribute to businesses
Develop a feature article for the local Business Journal highlighting different business services
Develop post-employment and incumbent-worker training services
Collaborate with partners for grant opportunities that enhance services to business
Increase the One Stop system’s role in regional economic development
Join and actively participate in additional professional organizations in the region
Actively encourage all staff to “network” to increase “brand recognition” of the One Stop system WorkforceNapa and America’s Job Center.
Establish procedures for tracking and measuring customer satisfaction and other customer goals
Utilize the menu of services to promote to businesses at every contact
Develop and provide sales and marketing training for all partner staff
Develop a quarterly newsletter for business that can be emailed
Develop a series of marketing pieces that Business Service Representatives can use to market qualified job applicants
Organize short workshops on relevant business topics to businesses in the region
Access training for staff on government regulations and human resources that impact businesses
Prepare bulleted list about partner services to be used in telephone conversations
Significantly enhance and increase marketing
Respond to request for business services in coordinated manner
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Due Date Action Item
Business Services Team Members develop the framework of the Business Advancement & Retention Team (BART)
Business Team meets to identify available business services and completes the Business Services Matrix.
List of targeted industries (Healthcare, Professional Services, &
Hospitality/Tourism) by NAICS code in descending order by occupation for each of the industries.
Create master list of current businesses and business that are not currently being served in the targeted industries
Business team meets to assign new businesses for outreach Business plan to the WIB Board and the state
Develop protocols and procedures to pilot pre-contact, contact, and follow-up strategies
Meet to review and revise protocols for final versions for training
Create and update marketing materials to be used by business services staff Create database for use by business services staff
Train staff to do new business services procedures and learn what partners do Develop toolbox of resources for business services staff (economic development tools, education tools, workforce development tools, account management tools, and marketing tools)
DRAFT Page 21
Part Five: List of the Centers and Program Partners participating in the
Business Advancement and Retention Team (BART).
Eight partners will be participating in the planning for the local Business Services Plan. They are: 1. California Employment Development Department
2. Napa Valley College
3. Department of Human Services, Self-Sufficiency Division 4. Department of Human Services, Employment Services Division 5. City of Napa Economic Development
6. Napa Valley Adult Education Program
7. American Canyon Family Resource Center-Sparkpoint 8. United Way of the Bay Area
Part Six: Signatures of Partners Who Created the Business Services Plan
_________________________________________ California Employment Development Department _________________________________________ Napa Valley College
_________________________________________
Department of Health & Human Services, Self-Sufficiency Division _________________________________________
Department of Health & Human Services, Employment Services Division
_________________________________________ City of Napa Economic Development
_________________________________________ Napa Valley Adult Education Program
_________________________________________ American Canyon Family Resource Center-Sparkpoint _________________________________________ United Way of the Bay Area
DRAFT Page 22
Pre-Contact Protocol for New Business
Activity Information Gathered Use infoUSA information to access
company information
Review the following information:
1. Industry 2. Products/services 3. Number of employees 4. Company earnings 5. Contact information 6. Website
7. Type of business (e.g., private/federal contractor)
If available, go to website Read annual report and review profit and loss Go into Employment Database to
view recent activity
Read case notes
If have had contact with a partner in the past 24 months, call partner to determine status of work and gather additional information about what might be most important to company (e.g., other problems that business talked about)
Protocol for Business that Contacts System for Service
Activity Steps in Process
Business calls to request specific service
1. Provide service as appropriate or make referral to partner who can provide the service
If provide service 2. Go into the Employer Database to determine if it is an existing customer, and if company has a
coordinator of services If business has a coordinator of
services, ask if business wants to have the coordinator call to talk about additional services could provide
If yes, tell customer you will have the coordinator get back to him/her within 48 hours
Call/email coordinator with message
If no, send follow-up letter and information about additional services
Enter service information into Employer Database If business is an existing customer
that does not have a coordinator of services
Ask if business wants to learn more about other business One-Stop services and/or ask if have any other needs/problems to solve
If yes, use protocol established to determine who to assign to business for follow-up and tell customer name of individual who will get back to him/her within 48 hours to establish next steps
DRAFT Page 23
someone over the phone, complete a questionnaire and then talk to someone or want to meet with someone to discuss needs
Call/email individual who will contact business with information
If no, send follow-up letter and information about additional services but do not assign a coordinator of services
Enter activities into Employer Database If business has coordinator of
services and you provide service
1. Enter information about services into the Employer Database
2. Call/email coordinator of services to explain service and delivery plans
Business coordinator follows up with customer
Coordinator calls/emails business to see if they received appropriate services, and to offer additional services after service is provided.
Procedures for Job Order Control Staff
Business Services staff takes a job order
Enter the information into the Virtual One-Stop system
Follow-up at 7-15-30 day intervals to determine job order status and determine additional needs
Ask if business wants additional services follow steps listed in table above
