the business solutions professional approach: connecting extension to workforce and economic...

The Business Solutions Professional Approach: Connecting Extension to Workforce and Economic

Development

Presentation to members of the North Central Regional Center for

Rural Development

Words to remember• “Let no visit or encounter with a

business be wasted”

• Every visit or encounter presents an opportunity to discover the business’ needs and to connect with the appropriate resources

Objectives of the Session

• Identify outcomes of applying the BSP approach in Michigan

• Identify the primary elements of the Business Solutions Professional Approach

• Consider ways in which university extension professionals could apply and diffuse the BSP approach in their work

Key definitions• Workforce development – any and all

publicly supported organizations that provide services and resources to job seekers, dislocated workers and businesses.

• Economic development – local or regional efforts that focus on attracting & retaining businesses and supporting business’ growth and development

Outcomes in Michigan• Stronger integration and connectedness of workforce

development, economic development, p/s education, business services, state and local government, and EXTENSION

• More jobs saved and created than using traditional, silo-based approaches

• Creation of a vibrant, robust, and dynamic network of 550+ practitioners

• Transactional interventions often lead to strategic community development initiatives

Elements of the BSP Approach

• Business relationships

• Asset Knowledge

• Partnerships

• Networks

• Structured intervention method

Driven by Business Demands

Demand = any condition or need which hinders a business’s ability to

compete.

Elements of the BSP Approach

Structured Intervention

Method

Business relationships

Partnerships

Assets

Networks

Assets• Services and resources available to

businesses – at little or no cost – to help them survive & thrive; e.g.– SBTDC– Manufacturing Extension Partnerships– Local non-profits, community colleges, etc.

• Businesses have very little knowledge of the depth and breadth of assets available to them and how to access them

Business relationships• Developing a reputation within the

business community as a capable provider of a wide array of services beyond those that your agency provides

• Building trust with businesses so that they will share what they want and need to survive, stabilize or grow

• Demonstrating effectiveness through successful interventions

Effective Networks• Building relationships that generate information

on developments within the business community• Building relationships that provide information on

other assets and ideas that may be of use to business and community

• Sharing information that stimulates greater knowledge and understanding of what is available and contributes to a realization that the whole is greater than the sum of its parts

Partnerships• Practitioners and organizations that one works

with on a regular basis to help businesses and communities to succeed

• Requires intentionality & regular communication to build and maintain

• Partnerships are needed because all assets needed to help a business do not reside in one location – nor does any one person always have all the necessary answers

• Partners give the BSP Network its POWER

5. FOLLOW UP – satisfying the customer

4. IMPLEMENTATION – making it happen

3. SOLUTION DESIGN - solutions

2. FACT FINDING – discovery

1. ENTRY – building rapport

Follow the intervention method

Value of BSP intervention method

Requires defining the business needs before attempting a solution. Informs your client about how you work

Requires engaging the business stakeholders.  Allows you to anticipate what will occur at each stage Enables you to involve your partners throughout the process

TRIGGER EVENT

Trigger may be:

• a “lead” which requires additional

information before deciding what to do: • a rumor • an observation• insider non official information on a business

The BSP Process Pre Entry

Entry

ENTRY: getting startedHow can I build a relationship with this business ?

If requested by the employer or referred by a partner, the door is opened to you but you still must prepare for the first meeting.

What do you want to know about a business prior to your first meeting? Who and what are your sources?

The BSP Process Stage 1

Fact Finding

FACT FINDINGWhat does this “business” need?

What is the current business situation?• Ask questions• Make statements• Invite discussion

What does it mean? What are the problems / opportunities facing the business?

• Review the “facts”• Analyze the information

What assets may help the business?

The BSP Process Stage 2

Solution Design

The BSP Process Stage 3

SOLUTION DESIGNHow can the “business” needs be met?

What are the options?• Discuss findings with “business”• Consider options

What is the best solution at this time?• Develop proposal• Discuss proposal with “business”• Develop the plan – who does what, when, where

Who leads or coordinates the implementation?

Implementation

IMPLEMENTHow do we carryout the solution?

How are efforts coordinated between partners and employer?

• Coordinate partner efforts• Prepare the “business”

What is the monitoring process?• Monitor• Problem resolution process

The BSP Process Stage 4

Follow Up

FOLLOW UPHow are things?

What happened?• Check results with “business.”• Assess satisfaction

What can I do to build a relationship with this business?

• Inquire about future needs• Exit

The BSP Process Stage 5

Who participated?• Workforce development business

services -- 273• Workforce development career services –

89• Economic development – 83 (includes 4

MSUE)• Education business services – 58• Education career services –10• Other – 29

The Michigan diffusion process• Agencies within the “collective system” were not

integrated or connected• Recognition that the “collective system” was

being sub-optimized• More effective integration and connectedness

had to be championed • The champion had to have access to resources

and ability to facilitate diffusion• In Michigan, that was through the workforce

development system

The Michigan diffusion process• A statewide effort – training centrally

located• Statewide and regional cohorts• Initially participants were recruited• After 1st cohort, waiting list was the norm• Not a mandated change• Fully funded by the state

Extension as a champion• Presence of an existing regional and statewide

structure and framework• Existence of a network of professionals in the

field who have standing in their communities• Are able to lead and connect with workforce &

economic development agencies and professionals

• Consistent with land-grant mission• Optimizes what extension staff provide

QUESTIONS

Presenters

• Michael Polzin– polzinm@msu.edu– 517- 432-1288

• Donna Winthrop– winthro3@msu.edu– 517- 353-4464