arras, inc. cwla conference june 2002 workshop e-4 shaping a new future for our programs

Arras, Inc. CWLA CONFERENCE June 2002

WORKSHOP E-4

SHAPING A

NEW FUTURE

FOR OUR PROGRAMS


Today’s Topics:Our Workforce • Who’s working for you?• Who’s out there?• The public, private sector picture• A new look for the future• The new workforce project


Graying of the American Workforce

• Too few people to replace the “boomer” generation of 76+ million

• More people leaving the workforce earlier

• More people unwilling to work ever-longer hours for large organizations


“Boomer” General Characteristics

As a cohort compared to previous generations, they are generally:

• Living longer and healthier lives• Greater affluence with more options for

work, learning and leisure• Better educated and more

knowledgeable• Higher expectations


“Traditional” Retirement

LearnWorkLeisure

Childhood Adulthood Late Adult


Third Half of Life: A New Definition of Aging

“As life expectancies have steadily grown over the past century, these individuals now can expect to live an additional 30 years, years that are added to the middle of one’s life, not to the end.”

from Jack and Phoebe Ballard, Turning Points: Create Your Path Through Uncertainty and Change (2002) and Beating the Age Game: Redefining Retirement (1994).


New Trends in the Boomers’ “Third Age”

Motivated to:

• Use their knowledge, skills, assets productively

• Have better balance between work, learning and leisure

• Find meaning and passion-give back (Returnment™)

LearnWorkLeisure

Childhood Adulthood Late Adult


Six Key Values of Boomers

• A sense of belonging• Giving something back• Taking risks• Entitlement• Expectations of a good life• Experimentation

from James Gambone, ReFirement: A Boomer’s Guide to Life After 50 (2000)


Boomers Giving BackAARP/ RoperASW Survey (2001)*

• 6 in 10 wished they had a more socially meaningful life“Financially stable and having reached a comfortable level of well-being, we realize we have a responsibility that goes beyond our own life and our own family, and we seek meaning by helping other people.”

• 8 in 10 wished they could do good deeds for other people“This is how we felt when we were younger, and we haven’t lost our commitment to social responsibility.”

*National telephone survey of 2118 Americans aged 18+, and an additional 1071 Americans post September 11.Boomers here means “leading edge” boomers aged 45-54.


Returnment™

Returnment (ri tėrn΄ mәnt), n. 1 the act of giving back or returning in some small way what the world has given you 2 as an alternative to retirement.


Work As Service

“The purpose of life is to serve and to show compassion and the will to help others. Only then have we ourselves become true human beings.”

Albert Schweitzer


Meaning and Purpose

“Having a meaning and purpose in our lives is our number one need. If we don’t have any sense of meaning, if we can’t point to any purpose beyond our narrowly defined self-interest, all the power and prestige in the world will still leave us hollow and incomplete.”

Ralph Ahlberg


Workforce Comparisons

• Private Sector

• Public Sector

• Non-Profit Sector


Private Sector

• Pros– Fast moving– Higher salaries– Career advancement – Good training– Flexibility

• Cons– Social conscious– Stability– Location


Public Sector• Pros

– Benefits– Stability

• Cons– Slow moving– Bureaucratic– Non Creative

• Neutral– Salary


Non Profit Sector

• Pros– Personal fulfillment– Numerous Opportunities

• Cons– Salaries– Promotional opportunities– Training/Development– Certification requirements


Using

Partnership

to Create

Options

The

Model


Step 1: Choosing Your Partners• Trust Building

• Establish Your Goals

• Establish Your Values

• There are Four Primary Components to the New

Step 2: Laying the Groundwork• Formalize the “Partnership Team”• Meet with Important Players• Establish Formal Agreements


Step 3: Starting Out

• Mutual Investment

• Parallel Systems

• New Systems


Morrison CenterChild & Family Services

Sec. 501(c)(3)Jay C. Bloom, President/CEO

ArrasSec. 509(c)(3)

Sec. 509(c)(3) Supp. OrgService Organization

Performs HR & Financialfunctions for two member

organizations & selected others

Barb Hutsell, Executive Director

Janus Youth ProgramsSec. 501(c)(3)Dennis Morrow,

Executive Director

17 millionoperating budget

1.9 millionoperating budget

9 million operating budget

Children’s Campus at Edgefield

Counterpoint Day & Residential Svcs.Eastwind Community & Family Ctr.Edgefield Children’s ServicesMESD’s Arata Creek School

Children’s Land TrustSec. 501(c)(3)Dennis Morrow,

Executive Director

Purpose is to develop land & property for children’s services

Youth EmploymentInstitute


Step 4: The Challenges

• You Want To Do What?

• What’s A MEWA Anyway?

• You Took Away My Vision Benefit!!!


Step 5: The Rewards

• Decreased Administrative Overhead• Increased Opportunity for Staff Development• Increased Overall Employee Benefit Package• Improved Contracting Success• Expanded Community Opportunity• New Partners


Step 6: The Ongoing Work

• Value Added

• Maintaining the Relationships

• Bracing for Ongoing Change

• Charting the Future


The Eight I’s of Successful Partnerships• Individual Excellence: Partners are strong in their own right.• Interdependence: Partners have complementary assets and skills.• Importance: The relationship fits major strategic objectives of the

partners, so they care about making it work.• Investments: Partners invest in each other.• Information: Partners share information required to make the

relationship work.• Institutionalization: The relationship is give an formal status.• Integration: Partners develop linkages and shared ways of operating. • Integrity: Partners behave toward each other in honorable ways that

justify and enhance mutual trust.

Rosabeth Kanter

‘Collaborative Advantage”Harvard Business Review 1994


Arras New Workforce Initiative

• Workforce Initiative– Workforce Recruitment

– Workplace Redesign

– Lifework Learning Center

– Model Evaluation and Replication


Workplace Redesign• New models of employment that support the

changing workforce, such as flex-time, part-time shifts, job-sharing, and project and time-limited /seasonal work

• Flexible compensation and benefit offerings to meet the needs of a diverse workforce with possible different needs

• Training programs, i.e. orientation, supervisory and management skills, diversity awareness, that prepares the current organizational culture to welcome and effectively integrate the new workforce


Workplace Redesign(cont.)

• Legislative and regulatory changes that permit the use of non-credentialed/non-licensed workers under appropriate supervision.

• Alternative treatment protocols such as intergenerational treatment or specialized treatment models based on diversity of clients and staff.


Workforce Recruitment

• Comprehensive, outreach innovative recruitment strategies designed to attract the experienced worker/volunteer.– Comprehensive advertising, recruitment,

communication programs that reaches target workforce and educates them about flexible and meaningful employment/volunteer opportunities in the non-profit human services sector.


Workforce Recruitment(cont.)

– Linkages with area corporations, employee groups, retirement associations, civic clubs, and volunteer organizations to market employment and volunteer opportunities to target workforce.

– New media technology to screen, assess, and match interested employees with employment and volunteer opportunities


Lifework Learning Center

• A comprehensive training and education center that builds organizational employee competency and capacity through skill-building courses in traditional classroom settings and through distance learning channels.


Lifework Learning Center(cont.)

• Training programs assure that workers, incumbent and new, older and young, inexperienced and experienced, continue to add value to the organization, and build an ethic of lifelong learning into the organizations.


Lifework Learning CenterStrategies

• Linkages with local community colleges to establish credited coursework and degree. tracks as well as distance learning channels.

• Eight week new employee training (internship) program.

• Training/professional development courses for supervisors to assure high quality supervision/coaching of staff.


Lifeworks Learning CenterStrategies (cont.)

• On-going training in the core competencies needed in the delivery of service to children, youth and families using national standards and best practices models (North American Certification Projects).

• Team-building strategies including mentors and support groups for the new workforce.

• Leadership development training programs to develop future organizational leaders.

• Expanded use of distance learning technology.


Model Evaluation and Replication

• Track impact of model and disseminate results.– Advisory Council of target workforce from the

community to stimulate creativity and inclusiveness throughout the project; evaluate project impact.

– Track impact using the following indicators:– Rate of turnover– Employee satisfaction– Average length of employment/service– Length of vacancies– Diversity of employees– Rate of employment of Lifework Learning Center

arras, inc. cwla conference june 2002 workshop e-4 shaping a new future for our programs

Documents

cwla conference

life expectancies

half of life

sense of meaning

servicethe purpose of

new trends

new future

boomers guide