Supporting Staff Development and Retention with a New BBBS Learning Center

1. Supporting Staff Development and Retention with a New BBBS Learning Center

2. In March the BBBS Learning Center will change! From Pathlore To *SumTotalResults on Demand *Photo of site out of the box, not yet branded

3. How does this support our focus on Program Impact & Resource Development? • TheBBBSLearning Center is the home of all leadership, staff and board development planning and learning activities. The new system will improvemanager oversight of the development process for their staff, be easier to use than the previous system and will offer more flexibility. • Staff development leads to staff retention. This is essential especially for top talent during times of uncertainty. • Well-trained managers and staff are essential to makinglonger, stronger matches, ensuring child well-being, and enabling resource development • Key training and development opportunities for 2009 include: • The new Program Certification process for program managers and staff. Certification provides a roadmap for getting new program staff and managers up to speed in their jobs quickly and effectively • New training opportunities for Fund Development staff and access to external training • Orientation and transition guidance for new CEOs – new modules available in 2009 through the Learning center • Boards will be equipped with training and resources through the learning center as well as through Agency Connection.

4. Who should prepare for the change? • All leaders, staff and board who currently have a record or transcript in the BBBS Learning Center should prepare for conversion • All program staff and managers should create an employee profile, if they don’t already have one, so they can pursue certification • Fund Development staff, other staff and board who do not have a profile should create one to enable them to take advantage of all the Learning Center has to offer in 2009 and beyond.

5. What are the benefits? • One place to assess competencies, plan for development of knowledge and skills and track development progress • System is easier to navigate, register for and launch online courses • New dashboard and reporting capabilities for managers – can be done on an individual, group or agency level. • Courses can be assigned and oversight of completion can be tracked by management • Individual competency development activities such as a stretch assignment, reading a book or doing a project can be assigned and tracked for developmental purposes. • Gaps in competencies across an agency or a function can be identified and targeted for group development. • Staff or board members, who may move to another BBBS agency, can retain their record of development activities in the system. • Ability to register staff, groups of people or board members for courses

6. Prepare for successful conversion *Note – dates are subject to change depending on receipt of information from agencies

7. What happens if you don’t prepare? • The old system goes away • Staff who have not been made aware of the change will have difficulty signing into the new Learning Center or registering for necessary training. • A high volume of Help calls will limit our ability to assist you in a timely manner

8. Next Steps • Print the Conversion Planning Guide and assign someone to manage the timeline. • Review information about program certification if you are not already familiar with it. • Print off and provide a copy of the Conversion Readiness brochure for each staff member. It will remind them of the steps they need to take and the timeline for conversion.

9. Appendix

10. About SumTotal Systems • Named market share leader in LearningManagement Systems 2008 report by Bersin & Associates. • 45% larger than the next nearest competitor • 800+ employees to support customer base. • Financially sound • Publicly traded company • $120 Million+ in annual revenue • Provides integrated talent and learning management systems

11. How we chose this system • Began investigation of options in 2007 • Apr 2008 – sent RFPs to 7 vendors • Narrowed to two vendors based on high level criteria • Hands on testing in ‘sandbox’ by review team • Top 2 reviewed by NLC HR Committee • Checked references from other companies using the system