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RETURN ON INVESTMENT AND BUSINESS VALUE ASSESSMENT

Employers need to see that a business value or return on investment results from training. Work-based learning programs must demonstrate that they can produce business results and that they are more effective than traditional training.

Fall River Project: Return on Investment for Bristol Community College
An academic dean at Bristol Community College, an educational partner in the Fall River, Massachusetts project site of Jobs to Careers, describes how the college has benefited in delivering work-based learning for frontline workers at SSTAR, an addiction treatment center:


RESOURCES

Business Value Assessment

Business Value Assessment of Work-based Learning
This report describes and assesses findings from research conducted by the Aspen Institute’s Workforce Strategies Initiative on how Temple University Hospital’s Episcopal Campus in Philadelphia, Pennsylvania benefited from a work-based learning program designed and delivered by the District 1199C Training and Upgrading Fund’s collaboration with the University of Medicine and Dentistry of New Jersey. 

Documenting Increased Revenue

SSTAR Excels: Investing in a Work-Based Learning Approach to Professional Development
SSTAR’s Experience with Work-Based Learning
The level of employee training directly affects the rate at which a health care employer can bill for its services. In this report and slide presentation, the Chief Operating Officer of SSTAR in Fall River, Massachusetts explains that this substance abuse treatment facility could bill reimbursement agencies at a higher level due to Jobs to Careers training for its staff.

Increased Productivity

The Intersection of State Regulations and Work-based Learning
Frontline health care workers who receive more education and training targeted to the critical competencies of their jobs are likely to be more productive. Moreover, the costs and time of training are reduced when those advancing on a career path know their employers’ procedures and practices. In Owensboro, Kentucky, surgical techs and other technicians trained to become RNs at Owensboro Medical Health Systems. However, they stayed in the same departments at the hospital, and this reduced the training and orientation time required for new departmental employees, which sometimes can be as long as 16 weeks. They were already familiar with the inner workings of the department and its staff, policies, and procedures. 

Return on Investment

Business Case Templates
Jobs to Careers projects adopted various measures of the impact of work-based learning on factors important to health care providers. These slides offer examples of metrics used to make the business case for investing in frontline workers. Virginia Mason Medical Center in Seattle, Washington uses measures of the costs of staff turnover. The Waianae Coast Community Health Center in Waianae, Hawaii uses measures of changes in productivity.

Philadelphia Project: Improving the quality of care
Frontline worker, participating in the Philadelphia project site of Jobs to Careers, describes improvements in the quality of care achieved through offering work-based learning to frontline behavioral health workers:

Business Case for Work-based Learning 

Understanding the business case for frontline worker investment
This diagram from the Jobs to Careers national evaluation team describes the business case for work-based learning in terms of the context of workforce programs (hospital characteristics, organizational culture) and the drivers of workforce programs (local unemployment rate, skill shortages, recruitment problems). It illustrates a variety of metrics, including recruitment, retention, productivity, and benefits to workers, are illustrated.
 

Staff Retention

Austin Project: Employer loyalty through work-based learning
Staff members of St. David's, a hospital involved in the Austin, Texas project site of Jobs to Careers, describes improvements in employee retention as a result of the work-based learning program, known locally as EXCEED:


 
Jobs to Careers: ROI for Work-based Learning
Larry Beck, former President of Good Samaritan Hospital, explains how the hospital has benefited from engaging frontline workers in work-based learning: