TEN15-03_AttachB.pdf

ETA Advisory File Text

U.S. Department of Labor Center for Faith-Based and Community Initiatives Faith-Based and Community Partnerships Bridging the Gap Bridging the GapBridging the Gap Meeting the Challenge of Universal Access Through February 2004 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Meeting the Challenge of Universal Access Through Faith-Based and Community Partnerships Bridging the Gap This project was supported by the U.S. Department of Labor under a contract with HMA Associates Inc. No. ES-13011-03-30. The views expressed herein are those of the authors and do not necessarily refl ect the offi cial position of the U.S. Department of Labor. U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI M essage from Secretary of Labor Elaine L. Chao In 2002 the U.S. Department of Labor through the Employment and Training Administration invested 17.5 million in building partnerships between faith-based and community organizations FBCOs and the Workforce Investment Act System WIA . Building relationships between grassroots organizations and the One-Stop Career Center system and helping grassroots organizations develop stronger programs makes a difference one life at a time. Though the WIA system offers many valuable services including access to information about local employment opportunities often those most in need of this help do not know where it is or how to use it. Working together FBCO and One-Stop Career Center leaders and staff can bridge this gap. In this report you will fi nd case studies of United Way of Brevard and Job Service North Dakota both of which received grants to assist with faith-based and community initiatives in 2002. These case studies provide valuable information and strategies for how the Workforce System can engage FBCOs to help needy people enter and thrive in the workforce. Thank you for your interest in these projects and for exploring how you can use this information to serve those in need in your communities. By capturing the compassion of grassroots faith-based and community organizations through partnerships we can more successfully fulfi ll our mission of improving employment opportunities for all our citizens. The indispensable and transforming work of faith-based and other charitable service groups must be encouraged. Government cannot be replaced by charities but it can and should welcome them as partners. We must heed the growing consensus across America that successful government social programs work in fruitful partnership with community-serving and faith-based organizations whether run by Methodists Muslims Mormons or good people of no faith at all. President George W. Bush 1 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI T able of contents Message from the Secretary of Labor Elaine L. Chao 1 Executive Summary 3 Model Programs 1. United Way of Brevard County Florida 6 Background for the Project 6 Project Start-Up 7 Prior Relationships 7 Project Planning 8 Description Of Project Services 9 Project Goals 9 Operations to Date 9 Key Project Components 10 Training And Technical Assistance 11 Outreach and Relationship Building Activities 12 Project Successes 13 Project Sustainability 14 Benefi ts Associated with the Project 15 2. Job Service North Dakota s share Network 19 Background for the Project 19 Project Start-Up 19 Prior Relationships 19 Project Planning 20 Description Of Project Services 20 Project Goals 20 Operations to Date 21 Key Project Components 21 Internet-Based Referral Tool 21 FBCO Partners 22 Outreach Training And Technical Assistance 23 Marketing 23 Project Successes 25 How Success is Measured Evaluated 25 Project Sustainability 26 Benefi ts Associated with the Project 26 Conclusion Meeting the Challenge of Universal Access 28 3. Appendix 29 I. United Way of Brevard Interviewees 30 II. United Way of Brevard Sub-grantees 30 III. United Way of Brevard Success Stories 32 IV. United Way of Brevard Training Technical Assistance 33 V. Job Service North Dakota Project SHARE Interviews 35 VI. Job Service North Dakota Project SHARE Marketing Matrix 35 VI - A Job Service North Dakota Project SHARE Baseline Data Comparison 38 VI - B Job Service North Dakota Project SHARE Key Data Measures 38 VI - C Job Service North Dakota Project SHARE Activities Measures 39 2 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI T able of contents E xecutive Summary Shortly after his inauguration in 2001 President George W. Bush established the White House Offi ce of Faith-Based and Community Initiatives as well as Centers for Faith-Based and Community Initiatives in different departments across the government. The mission of the Center for Faith-Based and Community Initiatives CFBCI at the U.S. Department of Labor is to empower FBCOs as those organizations help people enter succeed and thrive in the workforce. Each of the seven CFBCIs seek to create innovative public-private partnerships with grassroots faith-based and community organizations within the context of its mission and programs. The centers seek to create collaboration with those organizations that are providing valuable and life-changing services but that may not be partnering with government programs. In 2002 under the leadership of Secretary of Labor Elaine L. Chao and Assistant Secretary Emily DeRocco the Employment and Training Administration ETA demonstrated its commitment to creating new collaborations with faith-based and community organizations within the nation s workforce investment system. Using money designated by Congress to strengthen the One-Stop system ETA invested more than 17 million in grants to 12 states 20 grassroots organizations and nine intermediary organizations with mandates to sub-grant to grassroots groups. The fi rst objective of the 2002 investment was to create universal access to One-Stop services for individual clients of FBCOs who traditionally would not utilize such services. The second objective was to increase the number of FBCOs that are active and committed partners in the One-Stop system and thereby increase the network of resources for One-Stop customers. The third objective was to identify showcase and replicate instances of innovative involvement in the One-Stop system. 3 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI E xecutive Summary These objectives point to the same hypothesis the quality of relationships between non-profi t organizations and the One-Stop system translates into the quality of services for individual job-seekers. An individual facing multiple barriers to employment will be more successful if the One-Stop counselor or FBCO volunteer can make reliable referrals beyond their walls. This document describes different models that grantees used to create universal access to One-Stop services. Workforce Boards and One-Stop system leaders can use these models to further the goals of their local workforce system. While formal evaluation has not yet been conducted these grantees have demonstrated signifi cant preliminary successes in building partnerships and providing access to the One-Stop system to new customers. The fi rst model 1 uses FBCO locations as access points to the One-Stop Career Center system. United Way of Brevard County Florida an intermediary grantee worked closely with the Brevard Workforce Investment Board to establish 20 mini One-Stop Career Centers in local FBCOs. The mini One-Stops intentionally replicated to match the professional look and feel of the Brevard One-Stop Centers are in high-poverty areas beyond the geographic reach of existing One-Stop Career Centers. FBCOs that hosted the sites committed their own resources and volunteers in order to help individuals with basic job searches and also to make appropriate referrals to the One-Stop. In the second model Project SHARE Sharing How Awareness of Resources Empowers Job Service North Dakota JSND a state grantee created a resource sharing system that provides FBCO customers access to the One-Stop as well as other non-profi t organizations. Project SHARE established more than 400 new partnerships with FBCOs and 565 locations that would use the Project SHARE web-based network to make referrals to One-Stop services. JSND s consistent and relevant outreach and marketing strategies to FBCOs were crucial to the success of the resource sharing system. Using the web-based network customers could fi nd services in a simple manner One-Stop job counselors could make more informed referrals and FBCOs could more consistently refer clients to one another and the One-Stop system. 1 In addition to United Way of Brevard several other 2002 State and Intermediary grantees placed computers in FBCO locations in order to increase access to the One-Stop system. While only United Way of Brevard is discussed in this report the other grantees included Hope Network in Grand Rapids Michigan Intermediary Arizona Department of Economic Security State Virginia Employment Commission State Colorado Department of Labor State Team Pennsylvania State Workforce Investment Board State Florida Agency for Workforce Innovation State . More information about these grantees will be available in February 2004 on the Department of Labor website www.dol.gov cfbci. 4 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Model Program United Way of Brevard County Florida United Way of Brevard County Florida Background for the Project Project Start-Up Prior Relationships Project Planning Description Of Project Services Project Goals Operations to Date Key Project Components Training And Technical Assistance Outreach and Relationship Building Activities Project Successes Project Sustainability Benefi ts Associated with the Project 1 E xecutive Summary U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Background for the Project Upon receiving a 500 000 award as a 2002 Intermediary Grantee from the Employment and Training Administration United Way of Brevard County UWB brought together for the fi rst time small faith-based and community organizations with the Brevard Workforce Development Board and One-Stop system. In Brevard One-Stops have been identifi ed as Job Link Career Centers. Brevard County is 72 miles long and the Brevard Workforce Development Board BWDB wanted to increase access to services for many customers specifi cally in low-income and minority neighborhoods that have a high unemployment rate. The United Way of Brevard Intermediary Project established maintained and promoted twenty Brevard Job Link Mini-Career Centers at local FBCOs. These Mini-Career Centers consisted of computer workstations and trained personnel that could assist unemployed and underemployed people in the local community in cooperation with the existing full-service Job Link system. The conditions that contributed to the project s progress included The BWDB had a strategic plan that included goals of 1 increasing community awareness of the activities of the Board and the resources of the Job Link system and 2 increasing the number of people participating in the workforce. The BWDB had developed an excellent Internet resource for job seekers www.brevardjoblink.org that provided information about local job listings and available services. The UWB was a well-recognized community agent that could play an intermediary role supporting smaller non-profi ts in capacity building and had hired an individual familiar with diverse religious groups to take the lead. Funding cutbacks required a reduction in the number of Job Link offi ces and there was a growing focus on self-service assistance emphasizing the Job Link Web site. Local FBCOs wanted to try new routes to help meet their community needs. The program was in-line with the philosophy we had all along increasing access points however and wherever you can. Lisa Rice Director of Planning and Development Brevard Workforce Development Board Community members didn t have jobs. That was the problem. So when UWB came in it was a good match. Rev. Vivian Thomas Word of Life Centers It was defi nitely an opportune time. President Bush came up with the initiative and ministers were pushing to become more community-involved. Tomas Lares Associate Pastor Rapha Christian Center U NITED WAY OF BREVARD COUNTY FLORIDA 6 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI This environment combined with trust and clear communication among all the parties helped to establish a quality program that delighted organizational leaders and effectively served customers while meeting the Department of Labor s broad goals for the grant project. Project Start-Up Prior Relationships Though well respected by many parts of the community leaders in the Brevard Workforce Development Board knew that the Board did not have strong connections with some of the grassroots FBCOs that were serving some of the highest poverty neighborhoods. In the past the BWDB had issued a Request for Proposal RFP aimed at attracting FBCO applicants but only one organization submitted a responsive application. This response seemed disproportionate to the number of organizations doing work in the community. Based upon later interactions with FBCO leaders BWDB realized that many did not understand the RFP requirements and that it would take special outreach efforts to reach and encourage FBCO involvement. Just as BWDB and the Brevard Job Link centers did not know many of the local FBCOs local FBCOs often were not aware of the Brevard Job Link centers and therefore could not make referrals to the available services or to the Brevard Job Link Web site. Like in many communities local FBCOs in Brevard were trying to answer neighborhood needs through food pantries emergency housing and parenting classes. Many such organizations are in areas with high unemployment and few jobs. Most employment assistance relied on hearsay or church members that owned businesses and few FBCOs relied on or connected with Brevard Job Link Internet resources or its Job Link centers. Prior to the UWB grant the BWDB had established computer terminals in numerous educational institutions to increase customer use of Brevard Job Link centers and services. BWDB had set up computers with Internet access at 25 middle and high schools and four colleges. Local library computers also had a direct tie to the Brevard Job Link web site. However since none of the computer terminals were regularly staffed customers had to be self-suffi cient to use available resources. Additionally these computer terminals only served potential customers who were comfortable looking for help in educational institutions and libraries. While UWB had experience working and sub-granting to community-based organizations UWB did not have a close relationship with small local faith-based organizations and some may have looked at the UWB skeptically due to incidents at other United Way agencies. A major change occurred when the UWB hired a Project Manager who had previously served as a local newspaper reporter on faith-based issues and who had the trust of congregations and faith-based organizations throughout the area. 7 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Project Planning When the U.S. Department of Labor announced the Solicitation for Grant Applications for Intermediaries in April of 2002 United Way of Brevard convened an advisory board of representatives from the BWDB and the UWB as well as the Executive Director of a large church coalition and a consultant with extensive workforce development experience. Each member offered a different knowledge base and collectively contributed to the development of a successful proposal. An important part of developing the proposal was opening lines of communication between the different parties to ensure that everyone had the same understanding of key terms. This included defi ning workforce core services and how the Brevard Job Link system and the FBCOs would share responsibilities. When UWB came to the Board at fi rst there was miscommunication in the sense that we were not speaking in the same language or terms. The Board would talk about core services and the UWB would think of that as something else. We had to defi ne core services as each agency had a different opinion of what it meant. Lisa Rice Director of Planning and Development Brevard Workforce Development Board In the group planning sessions the UWB wanted to design a project in which the FBCOs offered computer- assisted connection to the Brevard Job Link system and direct customer assistance for core services. The BWDB was very concerned about the quality of the services delivered by these access points fearing that if poor services were offered it would refl ect poorly on the entire Brevard Job Link system. Ultimately the BWDB and United Way agreed to brand the new sites as Brevard Job Link Mini-Career Centers. UWB hired a contractor to ensure that the Brevard Job Link sites maintained the appropriate level of quality. After the grant award the UWB sent notices to FBCOs across the county encouraging them to apply using a simplifi ed application process. UWB selected twenty FBCOs that demonstrated an ability to impact economically challenged neighborhoods represented diversity in organizational status and structure and were committed to the purposes of the project and its success. U NITED WAY OF BREVARD COUNTY FLORIDA 8 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Description of Project Services Project Goals The specifi c goals of the United Way of Brevard s Intermediary Grant are to Increase the number of FBCO organizations participating in the Brevard Job Link One-Stop system Increase the number of service delivery points from which job seekers and employers can access the Brevard Job Link system Increase the number of individuals assisted by the Brevard Job Link system Expand the capacity of project sub-grantees to interact with the workforce system by the completion of the grant award and Assess customer satisfaction on accessibility and content of the Mini-Career Centers using a standardized tool. Operations to Date This project was funded fully by the U.S. Department of Labor s Employment and Training Administration for one year 500 000 and partially 100 000 for a second. Those involved knew they would need to be able to sustain services upon completion of the grant. The planners incorporated this into one of their project goals and have continually considered this issue while encouraging all project participants to do likewise. Following a competitive local RFP process formal contracts were signed between the FBCO sub-grantees operating the Mini-Career Centers and the UWB. The UWB agreed to provide a small resource library a workstation and computers with connections to the Brevard Job Link system to each FBCO operating a Mini-Career Center. UWB would maintain this equipment pay for a high-speed Internet link-up at each site and provide a monthly stipend. In the fi rst year 2002-2003 the UWB paid each sub-grantee 1 200 a month to cover operational costs for the Mini-Career Center. The sub-grantees were required to set aside at least 100 square feet of space in their facility to provide core workforce development services in their Mini-Career Centers. They agreed to maintain regular offi ce hours of at least 16 hours a week and specify a formal Point of Contact POC person for each Mini-Career Center operation. During hours of operation the individuals working at the Mini- Career Center would help customers access web-based job listings and use web-based tutorials in resume writing and employability skills. They used outreach efforts to inform individuals about the Mini-Career Centers and agreed to submit formal reports to the UWB on the number of customers assisted. The FBCOs participated in mandatory training sessions and used customer satisfaction forms for evaluation. 9 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Many sub-grantees used part of the 1 200 monthly stipends to pay their POC staff person others used the money to compensate the organization for the fair market value of committed space. Most sites also increased the availability of staff and services on site by using volunteers. These volunteers were often members of local congregations or customers who had received help at the Mini-Career Center. The volunteers taught classes offered services such as transportation and childcare or helped with outreach and publicity activities. Each sub-grantee was required to have at least one partner organization that would refer customers to the Mini-Career Centers. Sub-grantees were also required to encourage their partners to take part in various training sessions. The FBCO could not use grant funds for any inherently religious activities e.g. religious instruction or evangelization . An FBCO did not need to have 501 c 3 non-profi t status to participate congregations could participate directly as Mini-Career Centers. However all but two of the sub-grantees already had established themselves as 501 c 3 non-profi t entities. With the reduced second year funding in 2003-2004 the UWB was able to offer 350 in monthly stipends to the sub-grantees plus computer maintenance and a high speed Internet link. Most sites paid the remaining share of salary for their POC out of their own funds. Sub-grantees that were not able to commit to continuing operations fully entered into a Memorandum of Understanding with the UWB that allowed them to retain their computer workstations and related materials to help unemployed underemployed people in their communities in return for providing quarterly reports on the number of customers served. These sites are still receiving technical assistance as part of the UWB s 2003-2004 project. Key Project Components UWB staff in collaboration with the BWDB made several major decisions early in the process that were essential to the project s success. First UWB felt it important to assign liaisons to the FBCO sub-grantees to ensure open lines of communication. The UWB Project Manager served as the contact between all the key members involved in the project the UWB the BWDB Brevard Job Link staff and the FBCO sub-grantees. A contracted Brevard Job Link staff person served as the connection between the FBCO sub-grantees and Brevard Job Link staff and services. Second the project principals maintained a sense of fl exibility and were willing to adapt project components as necessary. Early in the project UWB staff made site visits to assess each of the 20 newly-selected sub-grantees and found many of their tracking systems and accounting procedures incompatible with project requirements. Also many FBCO staff had little knowledge of the One-Stop system or even the meaning of workforce development and some were unfamiliar with how to use a computer or the Internet. The decision was made to offer more training and individualized technical assistance to ensure that each U NITED WAY OF BREVARD COUNTY FLORIDA 10 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI sub-grantee was well prepared to provide quality services. Capacity building an inherent part of UWB s original project design quickly proved indispensable in order to use FBCOs to connect potential clients with workforce development resources. For a list of training topics used by UWB please see Appendix IV. One thing I appreciate the most is the valuable training we ve received. It s been such a good experience. They just made it so pleasant. They were patient fi rm easy to talk to and ask questions. Tomas Lares Associate Pastor Rapha Christian Center A third key decision was using BWDB staff to train sub-grantees about how to use One-Stop resources and provide job search assistance. The UWB contracted with the BWDB for a part-time experienced One-Stop Career Coach and trainer for the position. This contractor did mandatory group training facilitated fi rst-name relationships between FBCOs and One-Stop staff made on-site visits and encouraged sub-grantees to contact her directly with questions about how to help their customers. Many FBCO sub-grantees felt this was a major factor in the project s success. Despite this position being cut back to quarter time in the second year the fi rst year s training and technical assistance provided the basic skills and information needed to continue to run the project smoothly for the second year. Training and Technical Assistance UWB provided its FBCO sub-grantees with training and technical assistance in several areas including client services accounting computer usage One-Stop collaboration and resource development. Specifi c sessions offered to the FBCO sub-grantee staff included how to talk to job-seekers using Brevard Job Link s web-based resources writing a resume and connecting to the on-line community social services network. Trainings were offered at various locations and times throughout the county which helped to maximize attendance. An accountant was hired to offer instruction in accounting and UWB purchased that the software QuickBooks that was installed on the computers at the Mini-Career Centers . Where small organizations can really fail is in their accounting so the project brought in an accountant. We thought it very important to protect the stewardship of the funds. Pete Kaiser General Manager Brevard Job Link A major effort focused on familiarizing Mini-Career Center staff with the One-Stop system and training them how to offer core workforce development services. This encompassed nine hours of classroom instruction and three hours of job shadowing with a One-Stop Career Coach. The job shadowing gave them hands-on experience and a personal contact at a Brevard Job Link offi ce. This individual also acted as their referral contact for customers needing assistance with the full-service Brevard Job Link. 11 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Besides needing instruction on the One-Stop system the sub-grantees had little understanding of the function of the BWDB. BWDB developed a training course to provide the sub-grantees with information on the Board its role in meeting the needs of local employers and its federal and state requirements. They didn t know about the Board what we do our mission. That was an eye- opener for the FBCOs. Lisa Rice Director of Planning and Development Brevard Workforce Development Board Technical assistance was provided to help the FBCO sub-grantees effectively use computer technology including the BWDB Web site. The UWB contracted with the BWDB for a technician to ensure the computers installed at the Mini-Career Centers communicated properly with the Brevard Job Link system. The Mini-Career Centers also offered Typing Tutor software on all of their computers to enable their customers to practice their typing skills whenever these machines were not otherwise in use. UWB contracted with a resource development specialist to conduct training and technical assistance in grant writing. Targeted toward helping the FBCOs achieve self-sustainability this training yielded at least one foundation grant and several creative funding approaches including a series of fund-raising hip-hop rap concerts. Outreach and Relationship Building Activities Much of the customer outreach for the Mini-Career Centers relied on the FBCOs existing relationships with members of the community as well as an informational brochure and word of mouth. In order to facilitate the usage of the Mini-Career Centers the Mini-Career Center locations and offi ce hours were posted on the Brevard Job Link Web site. Brevard Job Link staff often referred welfare-to-work participants to the Mini- Career Centers in their neighborhoods. Staff and the project trainer in particular continually passed along information concerning job opportunities or job fairs to the sub-grantees. Conversely FBCO sub-grantees built direct relationships with Brevard Job Link staff improving quality of service for customers. To further support the sub-grantees the UWB offered opportunities for them to meet and communicate as a group. The UWB held lunches and encouraged networking during training sessions. These efforts yielded relationships and information that according FBCO sub-grantees helped them deliver their services better. The FBCO sub-grantees established referral and assistance connections and jointly designed and fi nanced a brochure about their services. U NITED WAY OF BREVARD COUNTY FLORIDA 12 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Project Successes The UWB project to expand the number and diversity of access points to the workforce development system achieved all of its goals and accomplished even more than the project leaders had originally planned. UWB s success includes the following Increase the number of FBCO organizations participating in the Brevard Job Link One-Stop system and the number of service points to the Brevard Job Link system Twenty FBCOs began the project with 20 partner organizations. 2 Only three of these 40 organizations had pre-existing relationships with the Brevard Job Link system. Increase the number of people served by the Brevard Job Link system Figures from December 2002 the fi rst full month of operation through December 2003 show an unduplicated count of 2 487 customers receiving core job search services at the Mini-Career Centers. 204 customers voluntarily reported job placements between December 2002 and September 2003 placement reports for October-December 2003 were not available at publication . Lisa Rice the Planning and Development Director for the BWDB suspects the actual number of job placements from the Mini-Career Centers is undercounted since core services customers traditionally do not report their successes. Expand the capacity of project sub-grantees to interact with the workforce system by the completion of the grant award UWB project staff provided training and technical assistance to the Mini Career Centers and their partner agencies which helped them assist unemployed and underemployed persons track the number of people served and the number of customers reporting placement and measure customer satisfaction. The BWDB expects that many of these FBCOs will be ready to apply to be contractors when the 2One sub-grantee dropped out of the project because they were unable or unwilling to fulfill the reporting requirements. 13 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI next opportunity for direct contracting with the One-Stop system comes along. Now we have a database of people who might be good contractors. We know the services of these organizations that we didn t have a relationship with before. Lisa Rice Director of Planning and Development Brevard Workforce Development Board Assess customer satisfaction on accessibility and content of the Mini-Career Centers using a standardized tool The Mini-Career Center staff distributed and collected customer satisfaction surveys modeled on those used by the Brevard Job Link as part of its contract performance measures. There was only one instance of a negative customer report out of 449 customer reports collected. For highlights from customer satisfaction surveys please see Appendix III. Project Sustainability Maintaining the effort once federal funding expired was always a concern for this project. As their brand is on the Mini-Career Centers the BWDB wants to make sure the services continue to be delivered in a quality manner. The parties want the relationships established between the Brevard Job Link system and the FBCOs to continue as services have improved substantially. As stated previously UWB received continuation funding for a second year at 20 percent of the initial grant. The consequent reductions in sub-grantee funding presented a preview of the long-term sustainability of the Access Points project. The following are brief descriptions of the sustainability perspectives offered by key project participants FBCO Sub-Grantees By the second year of the project most of the sub-grantees were already fi nancing part of the salary of the Point of Contact from their own funds. Several have stated their commitment to go to great lengths to keep their Mini-Career Centers functioning by applying for grants using donations hosting special event fund-raisers or even asking local businesses for support. As noted by Rob Rains President of UWB The Access Point project is institutionalized. If the POC were to leave they would fi nd someone else to keep the Mini-Career Center operating . . . This is not a situation where the federal money goes away and nothing is left. For the FBCOs involved it s part of their mission. They would support it anyway. Sub-grantee principals such as Joe Robinson Executive Director of the North Brevard Charities Sharing Center echoed this opinion. When the funding was cut this year our POC said he would donate his time so his salary could go back to keep the operation going. Our Board said no to that offer and told him they would make up the difference in loss of his salary from the grant cut Robinson said. U NITED WAY OF BREVARD COUNTY FLORIDA 14 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Other FBCOs with Mini-Career Centers made similar commitments to sustainability. The church is committed to keeping Maria the POC . She s too valuable to lose. The program is working with the planned youth center to get a grant to buy computers so we can set up a similar service in our new youth center. We re going to do our mission no matter where it funding comes from. We ll fi nd the way. Tomas Lares Associate Pastor Rapha Christian Center UWB To keep Mini-Career Centers operating some on-going costs need to be covered particularly in light of the economically challenged FBCOs who provide the access points in their communities. UWB is seeking other grant opportunities in support of the project and is committed to partnering with BWDB to maintain and upgrade the Mini-Career Center computers and make a fi nancial contribution to cover Internet connection expenses. UWB also paid half of the salary of the Project Manager during the second program year and contributed approximately 60 hours of technical assistance training and administrative support. One-Stop Staff Even beyond the grant period the Brevard Job Link staff says they will continue assisting the FBCOs wherever they can including responding to e-mail and telephone questions and as part of their normal workload taking customer referrals. The relationships between the FBCOs and the One-Stop Career built slowly and steadily throughout the project are now considered too valuable to let slide. BWDB The Board is considering placing the Mini-Career Center computers on their regular list of equipment which would cover replacement and upgrades every three years. Final decisions are pending concerning BWDB s investment in sustaining the sub-grantees as formal Mini-Career Centers. Benefi ts Associated with the UWB Access Points Project The benefi ts received by those involved in the UWB Access Points Project are numerous and varied. They include Positive Publicity for the One-Stop System BWDB and Brevard Job Link personnel strongly feel this project has served to enhance their community image. The faith-based project helps us break urban legend. People will not use the One-Stop because they heard someone say they had a bad experience there. The Access Points program lets the good word about the Job Link spread into the community. Pete Kaiser General Manager Brevard Job Link 15 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Help Customers Who Would Not Go To The Full-Service Offi ce The Mini-Career Centers offer highly personalized assistance to customers accessing the on-line resources in a way that is not available at the full One-Stop Center where there is one staff member attending to numerous people using computers. The vast majority of adults don t want to be seen not knowing what to do. All of our self-service stuff is great but if you struggle with the issue of not knowing what to do you don t come here. Mini Career Centers are someone to help folks get over that threshold. Mini Career Centers do that for us make customers feel comfortable. Cynthia Conboy Career Coach Community Trainer Brevard Job Link Offer More Neighborhood Locations Customers of the Mini-Career Centers usually have no transportation to a Brevard Job Link full-service offi ce. Having more sites affi liated with the One-Stop provides customers with additional options for receiving services. It s very convenient to come to the Mini Career Center because I m already coming to church so I can look for a job at the same place. Other church members say the same thing. Customer Rapha Christian Center Lugo Break Through Service Barriers Customers with service barriers are able to receive one-on-one and specialized assistance at the Mini Career Centers where they might feel uncomfortable at the full-service Brevard Job Link. This includes those who have limited English profi ciency. The Access Points program caused a dynamic to occur for the Spanish community to access services. There are a lot of Spanish churches in the area. We have written letters to these saying if someone speaks Spanish they can come to our Mini Career Center for help. Tomas Lares Associate Pastor Rapha Christian Center Increase Assistance Available to Customers Prior to the grants most of the organizations hosting Mini-Career Centers were already offering services to meet community needs such as tutoring and childcare. As a direct result of the Access Points project sub- grantees added supportive services based upon their new knowledge of community needs. These services also became a resource to which Brevard Job Link Career Counselors could make referrals. U NITED WAY OF BREVARD COUNTY FLORIDA 16 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI For example Christian Fellowship a Mini-Career Center site found many of its customers had no idea how to fi ll out an application or interview for a job. They set up the Removing Employment Barriers for Applicants REBA program that offers employability skills transportation to interviews and other assistance to help individuals secure and keep a job. This sub-grantee established an outreach program to four sites where a formal curriculum teaches teens to consider job options and learn what it takes to fi nd employment. In another example North Brevard Charities Sharing Center and Confi dence GAP worked with partner agencies to make bicycles available to customers who had no car and no driver s license. Additionally the BWDB was grateful to develop a new partner with a Spanish-oriented community resource the Rapha Christian Center who hosted a bilingual Mini-Career Center. For a complete listing of the services added by sub-grantees please see Appendix II. Build Relationships Among Community Partners Those organizations engaged in the project are grateful for the opportunities provided and the relationships built. The power of collaboration in the community is incredible. We benefi t because we accomplish our mission and see the people benefi t. Tomas Lares Associate Pastor Rapha Christian Center Provide Referrals For the One-Stop System The Mini-Career Centers screen and offer customers core services. They refer knowledgeable customers to the One-Stop for additional intensive or training assistance or more detailed information about a job listing on the Brevard Job Link Web site. The Mini Career Center customer gets personalized service when he goes to the Job Link because he has a direct connection with a Career Coach. This happens because the Mini Career Centers have a good relationship and a point of contact with the Job Link offi ces. Lisa Rice Director of Planning and Development Brevard Workforce Development Board When referrals from the Mini-Career Centers come in the customer already has some preliminary things done the background information on the customer is already collected. This allows the Job Link career coach to form a quick relationship with the customer. The customer also comes in with the name of a One-Stop staff person so that makes the relationship between them happen quicker faster. . . Informed consumers are much easier to serve Lisa Rice Director of Planning and Development Brevard Workforce Development Board 17 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Model Program Job Service North Dakota s Share Network Job Service North Dakota s Share Network Background for the Project Project Start-Up Prior Relationships Project Planning Description Of Project Services Project Goals Operations to Date Key Project Components Internet-Based Referral Tool FBCO Partners Outreach Training And Technical Assistance Marketing Project Successes How Success is Measured Evaluated Project Sustainability Benefi ts Associated with the Project Conclusion Meeting the Challenge of Universal Access 2 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Background for the Project In 2002 the U. S. Department of Labor s Employment and Training Administration awarded twelve state grants for the Faith-Based and Community Initiatives targeted at 1 increasing the number of active and committed faith-based and community partners and 2 ensuring universal access to One-Stop services for traditionally underserved populations. In North Dakota One-Stops are referred to as Job Service Centers. The senior management team of Job Service North Dakota JSND the state workforce agency saw this grant as an opportunity to create solutions to two major challenges. First many North Dakota citizens did not have information to access the services they needed in order to fi nd and retain employment. Second the state lacked a system that could connect the service providers to one another as well as to the Job Service Centers. Since service providers and Job Service Center staff were not fully aware of each other they were unable to effi ciently refer their customers to locations that could best provide the services needed. The senior management team determined that with additional funding with a grant they could create greater access to the state s Job Service Centers and partner with FBCOs to increase the number and range of services available to their customers. After receiving a 500 000 state grant for Faith-Based and Community Initiatives in June 2002 JSND developed a strategy that effectively addressed their access challenges while maximizing the full benefi ts of partnership with North Dakota s FBCOs. They named this effort Project SHARE Sharing How Awareness of Resources Empowers . Project SHARE met the challenge of creating equal access and communicating the availability of that access through a two-part solution 1 the development of a web-based referral system and 2 an outreach and marketing effort that sought to educate citizens and expand the Job Service Centers. Project Start-Up Prior Relationships Due to its rural make-up North Dakota has only one workforce investment service delivery area. Like other states with large rural areas coordinating service delivery over long distances is diffi cult due to the State s limited budget isolation of individual communities and the vast distances between locations from which the workforce system can be accessed. J OB SERVICE NORTH DAKOTA S SHARE NETWORK 19 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Prior to the beginning of Project SHARE JSND had only three formal partnerships with FBCOs most relationships with FBCOs were informal. At the local Job Service Centers case managers referred clients to FBCOs because they knew them personally or because another case manager had recommended a group s services. While some FBCOs certainly made referrals to the Job Service Centers it was an informal process based on personal relationships between the FBCO and the local Job Service Center case manager. The interactions between FBCOs across the state and the Job Service Centers were limited because there were no formal referral mechanisms in place. In addition the Job Service Centers did not have a consistent resource guide with current information available. As a result the individual case manager was responsible for investigating as time allowed additional resources available to their clients. Project Planning JSND established the Project SHARE team immediately after the grant was awarded. The team consisted of four local outreach coordinators as well as state-level staff. Shortly thereafter consultants with extensive knowledge and dedication to FBCO outreach facilitated a week-long Strategic and Implementation Planning Session. The session included representatives from the four customer service areas the two central offi ce coordinators the Director of Labor Market Information and Workforce Programs and selected staff from Labor Market Information. A major outcome of the session was a plan for the year that included two phases implementation education outreach and expansion and transition. Following approval of the plan the team administered a survey to 3 168 FBCO organizations Job Service Center leadership and staff and workforce development council members to determine their familiarity with the services available at the Job Service Centers and their use of the Job Service North Dakota Web site. This survey yielded 725 responses that were used to establish benchmarks for the program. Description of Project Services Project Goals The objectives of the grant were to 1. Educate FBCOs about the workforce investment system 2. Broaden the services offered at Job Service Centers by including additional services offered by FBCOs 3. Increase the number of FBCOs partnering with the Job Service Centers 4. Increase awareness of the Job Service Centers among the membership and customers of FBCOs and 5. Increase Job Service Center staff awareness of the services of FBCOs and access to these services by job seekers and others. J OB SERVICE NORTH DAKOTA S SHARE NETWORK 20 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Operations to Date Project SHARE became a team effort led by JSND Executive Director Maren L. Daley. The project team included four outreach coordinators one from each quadrant of the state and two part-time central offi ce coordinators. These dedicated coordinators were the cornerstones of the project s success. The project SHARE team executed the plan in two phases. Phase One Implementation included strategic project direction project planning and project implementation statewide. These activities continued throughout the life of the grant. Phase Two Transition included the integration of the grant-funded positions into the culture of JSND staff and partners. This occurred during the last four months of the grant. During Phase One the team developed a web-based electronic referral system called SHARE network that connects Job Service Centers with service providers that help customers obtain retain or advance in employment. The referral system is simple and allows users to locate available services and refer themselves or clients to services. The referral system provides consistent access to Job Service Center services for staff and citizens of North Dakota. After the SHARE Network was in place the team pursued the development of relationships with FBCOs to ensure that the SHARE Network would be fully utilized and populated with service providers. To achieve this they created a coordinated outreach program that included creating promotional materials and presentations geared toward specifi c audiences and key stakeholders. In Phase Two the team provided a second round of training near the end of the grant period to transition Project SHARE into daily work activities of JSND staff. JSND staff including administrative and central offi ce personnel participated in the three-hour training session. The session included 1 a briefi ng on the history of Project SHARE including its goal and mission 2 training on the SHARE Network referral site and 3 training on the critical role each JSND staff person would play in marketing the system. Since that training referrals through the SHARE Network have increased very signifi cantly. Key Project Components Internet-Based Referral Tool Project SHARE created universal access to services through the development of a web-based electronic referral system called SHARE Network. This network connects users with Job Service Centers and all partner service providers that help customers obtain retain or advance in employment. The SHARE Network is located at www SHARENetworkND.com 21 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI The SHARE Network was designed to be easy to use. Through common-sense navigation users can quickly locate available services and refer themselves or their customers to service providers. For example if a job seeker needs assistance with transportation childcare and clothing a caseworker or the individual in need can search the Web site for those specifi c services. They can organize their search by service county or specifi c service provider. The site displays a listing of organizations that provide all or any combination of those services. The individual can print a referral the address of the provider hours of operation services offered and contact information. The customer can also print a map of the provider s location. This list is kept current by an automated system that e-mails providers monthly and automatically updates changes to locations hours etc. on the Project SHARE website. FBCO Partners The power of the Project SHARE web-based referral was in the many service providers more than 565 distinct locations that became partners and listed their services on the Web site. Partners signed a simple one-page agreement with JSND and the Job Service Centers. In the agreement the FBCO partners agreed to establish a cooperative agreement with JSND and the Job Service Center to provide coordinated and expanded services for mutual customers. The FBCO partner and the Job Service Center partner agreed to the following basic guidelines Present service options and programs to each other s staff on an on-going basis Share services eligibility and operating procedures that may affect the referral process for both service providers and customers Promote each other s programs and services to better serve customers Inform each other of progress with mutual customers accessing services if approved by the customer with a release of information Utilize FBO CBO Referral Card 3 when recommending services to better meet the needs of our customers and to track effectiveness of the activities in this partnership and Share information via the Internet to better serve the community. Organizations participated only if they were able to take on new customers. Some smaller congregations and organizations not in the position to provide services to additional individuals chose not to become partners. Participating organizations understand that the more they market and maintain the SHARE Network the more people will benefi t from it. When organizations join the SHARE Network it is their responsibility to keep their information current. J OB SERVICE NORTH DAKOTA S SHARE NETWORK 3 The FBO CBO Referral Card was ultimately replaced by on-line referrals from the Project SHARE Web site. 22 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Outreach Training and Technical Assistance Project SHARE implemented an extensive and targeted marketing and outreach initiative to engage North Dakota FBCOs and Job Service Center staff in the SHARE Network. The key players in this campaign were the JSND staff outreach coordinators whose fi rst goal was to increase the number of partners listed on the Project SHARE site. Their second goal was to increase the general usage of the Project SHARE site and the Job Service Centers by the service providers and the customers universal access . The Project SHARE team was trained in the fi ner points of marketing selling and public speaking. In Phase Two JSND delivered marketing and technical training to all of its employees to encourage promotion of the SHARE Network and available services to customers and potential partners. JSND coordinated a targeted comprehensive outreach program in every sector of the state. Outreach included the use of brochures fl yers and other promotional materials at JSND speaking engagements and other marketing opportunities. Marketing Project SHARE developed an extensive marketing effort including Development of a brand name and logo for the project. For marketing purposes the project was named Project SHARE Sharing How Awareness of Resources Empowers. For branding purposes the Job Service North Dakota logo was temporarily enhanced with the words Project SHARE beneath it to create an identity for the project that would help build and not compete with the JSND brand. Identifi cation of key messages for target markets. The team identifi ed primary target markets and created key messages to ensure 1 effi cient use of resources and 2 that these markets are educated on the expansion components of the projects. JSND developed a marketing matrix to identify the key messages that would be most successful for the target audiences. This matrix allowed the outreach coordinators to 1 present a consistent and focused statewide message and 2 ultimately secure Memoranda of Understanding with 80 percent of the organizations to which they spoke. Participating in the development of this matrix also helped the outreach coordinators respond to questions from interested parties. See Marketing Matrix in Appendix VI. The primary markets where strategic attention was placed included o CBO leadership o Multi-denominational FBO leadership o FBCO staff o JSND leadership and staff 23 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI o Job Service Center leadership and staff o Mandatory partners leadership and staff o State-wide denominational FBO leadership o North Dakota Workforce Development Council Tools for outreach coordinators. JSND developed supplemental materials for the outreach coordinators to use in educating target audiences and securing signed Memoranda of Understanding. Tools to increase the effectiveness of the Project SHARE coordinators in outreach and tracking efforts included o PowerPoint presentations o On-site visit assessment form o Referral cards and instructions for use by FBCOs o Referral cards and instructions for use by Job Service North Dakota and the Job Service Centers o Two specifi c booklets for FBO and CBO leadership that enhanced the message of the PowerPoint presentations relating to The Workforce Investment System Job Service Centers Job Seeker Services at Job Service Centers What Project SHARE Can Do For You The Five Critical Roles of FBCOs Internet Resources and The Project SHARE Coordinator s Contact Information. o Project SHARE Response for FBCOs to identify areas of interest after a briefi ng o Solicitation of interest to be on the youth provider list o Federal Bonding fl yer and Work Opportunities Tax Credit brochure required by grant o Project SHARE Partnership Agreement o Project SHARE Wants You to Know That Job Service North Dakota Helps People With fl yer with list of offi ce locations and services o Job Service North Dakota Intranet capability for tracking measurable objectives and activities plus the ability to communicate with new partners on Project SHARE progress and new services via an electronic notifi cation list. Promotional materials. JSND Outreach Coordinators and Job Service Centers also distributed materials such as bookmarks posters etc. that helped FBCO locations display information about the Project SHARE Web site and JSND. Measures of success. To document the success of the project JSND selected three critical indicators and measured progress at specifi ed intervals during the implementation phase. These indicators included baseline data comparisons key data measures and activities. See Appendices VI A-C. J OB SERVICE NORTH DAKOTA S SHARE NETWORK 24 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Project Successes There are now over 400 formal partners in the network offering services from 565 locations throughout the state. Each of these partners is linked to the Project SHARE system and has their information available on the Web site. Consequently Project SHARE website users and Job Service Center customers can now access 114 services an increase from the 27 that were previously available to them . Since the project began the Project SHARE Web site has been used to make 2 555 referrals between agencies. In addition there was a 100 percent increase in awareness of the Job Service Centers among the membership and clients of FBCOs. Other successes included More than 600 partners subscribe to an opt-in e-mail notifi cation system to receive on-going workforce-related information Eighty percent of targeted organizations joined as members of SHARE Network Ninety-four percent awareness of the project among JSND staff prior to their formal training on how to use the referral system generating enthusiasm and action on the SHARE Network More than 400 requests from customers seeking information on additional services provided by JSND s Job Service Centers and Positive support and free publicity from local media. How Success is Measured Evaluated Three critical elements provided indicators of success 1 Baseline data comparison. JSND conducted a survey with target audiences that measured pre- and post-target market awareness and focused on the education component of the campaign. For detailed information regarding baseline data comparison please refer to Appendix VI-A. 2 Key data measures. JSND tracked key indicators of progress during the implementation phase. These measures served not only to communicate immediate successes but also to determine the effectiveness of marketing and outreach efforts. For detailed information regarding key data measures please refer to Appendix VI-B. 3 Activities. JSND collected activities measures. While they did not provide critical measures of success for the project they did provide solid indicators regarding the effort and receptiveness of the target markets to the project. For detailed information regarding activities measures please refer to Appendix V1-C. 4 4 Because the state did not train One-Stop managers in the Project SHARE system until September 2003 once it was populated with the 400 new partners information about whether or not there was a positive impact on WIA performance that can be attributed to Project SHARE is still unknown. 25 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Project Sustainability The SHARE Network was built with long-term affordability in mind. Because each partner maintains its own network database of services the only on-going costs are technology-related averaging approximately 5 000 per year per partner . Benefi ts Associated with the Project The SHARE Network has provided JSND staff FBCOs and job seekers with a readily available database of services to help North Dakotans obtain retain or advance in employment. The SHARE Network has signifi cantly reduced barriers to employment. Only months after launching the SHARE Network the lives of workers job seekers and those who serve them are already improving. The following are just a few examples of the impact the SHARE Network is having. Universal Access to Services Project SHARE has been a much needed service in Bismarck. I use it consistently with my economically challenged women who are pursuing an education at Bismarck State College. Having updated information of programs available and who to contact for supportive services has made my job easier. It also provides opportunities for networking building partnerships and avoiding duplication of services. Melba Millard Coordinator Phoenix Equity Program Bismarck State College. As a coordinator at the Community Violence Intervention Center it is vital that our staff collaborate and develop partnerships with other organizations to best serve the needs of our mutual clients. Project SHARE is assisting us in making referrals and fostering collaboration with other agencies when advocating for victims of violence. The Web site is user-friendly and very accessible to our staff and clients. I consider this to be an asset that will keep our community linked in providing services such as housing economic assistance career counseling childcare and many more necessary services. DiAnna K. Willis-Wanschaffe Abuse Rape Crisis Program Coordinator Community Violence Intervention Center. I believe Project SHARE will benefi t North Dakotans as well as service providers. The SHARE Network offers an easily accessible and straightforward way for community and faith-based organizations to connect their clients with the additional services they may need. It s a tool that helps agencies ensure their clients diverse needs are met. Amy Dobler Director of Communications and Marketing Lutheran Social Services of North Dakota. Helping people is the objective of many organizations but no one organization can do it all. To know what kind of help is available from other sources and how to access that help is information we welcome. Project SHARE will serve to improve our understanding of community services and enhance the cooperation of the various providers. The Rev. Arland V. Dwelle Senior Pastor Evangel Temple. J OB SERVICE NORTH DAKOTA S SHARE NETWORK 26 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Strengthening the One-Stop System SHARE Network makes my job easier. Since I don t have all the answers I can use the SHARE Network to point job seekers to services they need. For example budgeting or mental health assistance. As a case manager it makes me feel good to be able to help job seekers get the help they need before during and after they fi nd employment. SHARE Network is an excellent place to start looking for services. Naomi Jundt- Belohlavek Customer Service Specialist Job Service North Dakota. Project SHARE has not only helped job seekers but it has helped employers. By using SHARE Network employers can access information about a large variety of services and share that information with employees who are struggling with issues like depression or substance abuse. The other great result that has come from Project SHARE has been the increased number of partnerships all across the state. Michelle Jenks Customer Service Consultant Job Service North Dakota. Many customers need more than just a job. They may need transportation assistance utility assistance and clothing assistance before they feel like they can go out and fi nd a job. By using SHARE Network Job Service North Dakota staff can identify service providers who can help meet all of a customers needs. Wayne Brostrom Director of Customer Service Area II Job Service North Dakota. Summary Project SHARE directly helped North Dakota s citizens by removing the barriers to sustainable employment. It vastly expanded North Dakota s One-Stop system and through aggressive marketing and outreach Project SHARE also enhanced One-Stop relationships with other state and local agencies and FBCOs. 27 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI C onclusion Meeting the Challenge of Universal Access While the results and effects of these projects are still emerging both United Way of Brevard s Mini-Career Centers and Job Service North Dakota s Project SHARE clearly have made enormous progress in meeting the objectives of the key players expanding customer access to services and expanding the number of active and committed partners within the One-Stop system. The U.S. Department of Labor s Employment and Training Administration and Center for Faith-Based and Community Initiatives encourage local Workforce Board leaders to examine how these practices can help your system bridge the gap and meet the challenge of universal access. M EETING THE CHALLENGE OF UNIVERSAL ACCESS 28 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Appendix Appendix I. United Way of Brevard Interviewees II. United Way of Brevard Sub-grantees III. United Way of Brevard Success Stories IV. United Way of Brevard Training Technical Assistance V. Job Service North Dakota Project SHARE Interviews VI. Job Service North Dakota Project SHARE Marketing Matrix VI - A Job Service North Dakota Project SHARE Baseline Data Comparison VI - B Job Service North Dakota Project SHARE Key Data Measures VI - C Job Service North Dakota Project SHARE Activities Measures 3 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Appendix I United Way of Brevard Interviewees November 13-14 2003 Bell James J.P. Enterprising Group Titusville Carter Lasheka Customer Word of Life Centers Titusville Conboy Cynthia Community Trainer Career Coach Brevard Job Link Elkins Rita Project Manager United Way of Brevard County Fields Ron Reverend Church of God in Christ Melbourne Gibbs Chyrell Lead Career Coach Brevard Job Link Kaiser Pete General Manager Brevard Job Link LaBoy Javier Pastor Rapha Christian Center Melbourne Lares Tomas Associate Pastor Rapha Christian Center Nance Mary Point of Contact Church of God in Christ Melbourne Pascal Holly Assistant Director Cocoa Care International Patrick Customer Confi dence GAP North Brevard Charities Sharing Center Rains Rob President United Way of Brevard Cocoa Respess Don Employment Project Coordinator Confi dence GAP North Brevard Charities Sharing Center Rice Lisa Director Planning and Development Brevard Workforce Development Board Riebolt Jim Operations Manager Brevard Job Link Robinson Joe Executive Director North Brevard Charities Sharing Center Rodriguez Maria Coordinator Rapha Christian Center Mini Career Center Melbourne Thomas Vivian Reverend Word of Life Centers Titusville A ppendix Appendix II United Way of Brevard Sub-grantees and Partner Agencies Subcontractor Point of Contact Type Other volunteers Match services were initiated under this UW DOL project Continuing in Year Two Sub-Grantee Partner Agency Agape Community Church Volunteer Various other residents no numbers available estimate 2 at any given time Shelter substance abuse treatment resume preparation transportation Yes non-funded Light of the Lord Jackie s House Brevard Humanity Center Staff 3 Food clothing transportation resume preparation Yes Accepted in the Beloved Living Water Ministries Christian Fellowship COGIC Staff Entire congregation approximately 100 Resume preparation basic computer use GED adult literacy employability training interview skills life skills training transportation child care out-of-school youth program Yes Boys Girls Club of Brevard 30 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI 31 Cocoa Care International Staff 1 Clothing business attire transportation resume preparation GED anger management Yes Community Fellowship Church ComeUnity Inc. Staff 1 Resume preparation Unsure non-funded Booker T. Washington Neighborhood Association First United Methodist Church of Titusville Staff 2 Food clothing health assessment resume preparation transportation No First Christian Church of Titusville Freedom Outpost Ministries Volunteer 2 Transitional living ex-offender program substance abuse treatment employability training offi ce skills training Adult Basic Education basic computer clothing food transportation Yes The Mission Gloria Dei Episcopal Church Volunteer 2 Resume preparation food emergency utilities parenting anger management GED Yes non-funded Links of Hope House of Prayer International Staff 2 Tutoring resume preparation Yes non-funded Iglesia Discipulos de Cristo de Palm Bay Iglesia Cristiana Jehovah Rapha renamed Rapha Christian Center Staff 2 ESOL GED resume preparation INS information health training parenting anger management youth employability Yes Links of Hope and Yellow Umbrella Macedonia Missionary Baptist Church Staff 1 GED parenting youth employability training resume preparation Yes non-funded Divine Creations Training Resource Center Merritt Island Wesleyan renamed Victory Life Wesleyan Staff 1 Job search skills resume preparation Yes A Door of Hope Ministries Mount Moriah AME Staff 0 Resume preparation Yes non-funded Faith Temple Christian Center North Brevard Charities Sharing Center Staff 2 Employability assessment and training interview training life skills training resume preparation mentoring Yes Confi dence Gap Restoration Temple Staff 1 dropped out January 2003 No New Life Prison Ministries of Florida Inc. Resurrection Ranch Volunteers 4 Job search skills resume preparation typing skills life skills employability skills training ex-offender help transitional living shelter. Yes Suntree Association of Churches Scott Chapel United Methodist Church Volunteer 1 Job search skills resume preparation youth life skills employability training Yes non-funded St. John Missionary Baptist Church Inc. Sharpes Church of God Volunteer 1 Job search skills resume preparation youth tutoring employability training Yes Guardian Angel Community Development Corporation True Pentecostal Greater Blessed Assurance Volunteer 3 Shelter food clothing resume preparation life skills employability skills Yes non-funded Pentecostal Church of the Living God Word of Life Centers Volunteer 5 Food clothing job search skills basic computer use typing skills resume preparation transportation Yes JB Enterprising Group Inc. U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Appendix III United Way of Brevard Success Stories The BWDB Planning and Development Director visited a Job Club while at one of the One-Stop offi ces. She heard someone say I came here because I found out about these services from my church. When asked if he might have come to the Job Link offi ce on his own he said Maybe not as quickly as I did because I got the referral from my church person. He also said when he got there he knew exactly what to ask for the Job Club. One Mini Career Center customer is a young woman who now has a career plan thanks to the help she received at the Word of Life Center. She said she might have come to the conclusion that she wanted to attend college to become a CPA on her own but it was the one-on-one help from the Center that really made the difference. Additionally the partner organization for this Mini Career Center an establishment that helps budding entrepreneurs has caused her to think about starting her own business in the future. She now volunteers at the Mini Career Center to help others. One customer had recently moved from California with an extensive background in construction but little documentation to prove it. His biggest obstacle was not having a driver s license. The POC at the Confi dence GAP North Brevard Charities Sharing Center Mini Career Center helped him to realistically consider his local job options and to write a letter to the court system in California. The customer feels hope for the future. Don the POC believes in me. Makes me feel good about myself. I m real impatient and I ve learned patience from him. He tells me the more skills I get the more valuable I will be. Now I ve got to think about the future. Customer Confi dence GAP North Brevard Charities Sharing Center. One customer an ex-offender had been in prison for 10 years and was having diffi culty fi nding employment. The POC used his connections to get this customer a job at an air conditioning fi rm. After six months the fi rm was so pleased with the employee that his superiors were talking about sending him to technical school for training and advancement. Don Respess Employment Project Coordinator Confi dence GAP North Brevard Charities Sharing Center. Another client of the same program had been in prison for three years and he also could not fi nd a job. The sponsoring organization for this Mini Career Center hired him as a day laborer. His temporary employer was so impressed with his ability and work ethic that he endeavored to create a permanent position for this customer. Executive Director North Brevard Charities Sharing Center. A 14-year-old customer had been suspended from school before hooking up with the Mini Career Center. Now he was determined to return to school and focus on his future which might include college and a career in computer engineering. When asked where he might be if the Center had not intervened he responded Probably I d be in juvenile detention right now. 32 A ppendix U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI 33 Quotes from United Way of Brevard Customer Satisfaction Forms Question What was the one thing you learned in today s visit that you will use in your career plans Nothing beats a failure but another try. Somebody cares I can give employers this phone number for me. My interview time ran past Ms. Brown s work hours yet she encouraged me to stay until we completed our search. He helped me to see that all is not hopeless. To help others and myself with strength and weakness areas. Do not wear bedroom shoes to an interview Appendix IV United Way of Brevard Training and Technical Assistance United Way of Brevard Training Topics Accounting practices for faith-based and community non-profi ts Case management protocols Community resources for human services Contract negotiation and compliance Developing effective program designs for grant applications Developing outcome measures Documentation Ensuring appropriate church-state relationships Field trip to One-Stop Centers How to connect to resources available through the One-Stop system Internet-based workforce development tools Introduction to online One-Stop resources Invoicing for reimbursement Job shadowing with a One-Stop career coach Privacy issues in human services Prospecting for grants Publicity and outreach techniques Reading and understanding the language and formats in a competitive RFP Reporting and job placements Sustainability planning Training resources available in the community Use of QuickBooks software copies of this software are distributed What s a WIB and Why Should We Care Writing successful grants Youth resources of the One-Stop system U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Individualized Technical Assistance Topics Accounting Applying for and receiving 501 c 3 status Computer technology customized Contract monitoring Establishing WIA eligibility for core and training services Federal grant management Federal procurement practices Financial reporting Grant closeout procedures How to become service providers for the Brevard Job Link system negotiating contracts with the BWDB Improving fi scal and reporting practices Individual assistance on grant writing Individual training and technical assistance plan with needs identifi ed by the FBCO access point and UWB staff Internet communications Introductions to key community leaders Invoicing Marketing and advertising plans to increase awareness of Mini One-Stop services Nonprofi t board development Outcomes accountability Program design Program performance Project expectations individualized meeting and review with each FBCO access point Reimbursement Social marketing Strategic planning for sustainability 34 A ppendix U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Appendix V Job Service North Dakota Project SHARE Interviewees Brostrom Wayne Director of Customer Service Area II Job Service North Dakota Dobler Amy Director of Communications and Marketing Lutheran Social Services of North Dakota Dwell Rev. Arland V. Senior Pastor Evangel Temple Jenks Michelle Customer Service Consultant Job Service North Dakota Jundt-Belohlavek Naomi Customer Service Specialist Job Service North Dakota Millard Melba Coordinator Phoenix Equity Program Bismarck State College. Willis-Wanschaffe DiAnna K. Abuse Rape Crisis Program Coordinator Community Violence Intervention Center Appendix VI Job Service North Dakota Project SHARE Marketing Matrix Development of a marketing matrix is unique to each outreach endeavor. Through a facilitated session project participants must Analyze the environment and receptivity to the project Determine who is a target audience member and why Identify the needs of the target audience and how the project will meet those needs Determine what message will most effectively reach the target audience based on their needs Decide what printed materials must look like in comparison to other materials currently received by target audience the messages to be shared and a graphic theme most likely to catch the targeted audience s eye Determine if promotional items will be effective in engaging target audience in the project and Ensure that marketing matrix fi ts within project scope and budget. 35 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI SHARE Network Marketing Matrix 1 Targeted Audience What s In It For Me Targeted Message Printed Material Promotional Item FBO Leader Leader statewide denominational Leader multi- denominational More time to concentrate on spiritual needs of members SHARE Network will take care of the physical needs of your members so you have more time for their spiritual needs 4-color Burning Bush packet FBO role in One- Stop fl yer 4-color bookmark FBO Members Congregation Resource where I can get help on my own SHARE Network provides access to community resources that can meet your needs and help you help yourself 2-color One-Stop self-suffi ciency brochure 4-color Burning Bush poster personalized with coordinator contact information FBO Elder Deacon Board Need to meet spiritual and physical needs of the congregation SHARE Network provides a means to care for physical needs so leader can concentrate on spiritual needs 4-color Burning Bush packet 4-color bookmark SHARE Network Marketing Matrix 2 Targeted Audience WIIFM Targeted Message Printed Material Promotional Item CBO Leader Provide greater services without increasing the budget SHARE Network provides a means to share resources to provide more services to meet your customers needs 4-color CBO packet 2-color mission vision brochure 2-color strip calendar CBO Supervisory staff Front-line staff Need to meet clients need when they walk in the door SHARE Network provides access to more community services and is easy to use 4-color CBO packets Front-line-referral card 2-color strip calendar CBO Clients Customers Need help getting keeping or landing a better job SHARE Network helps you help yourself through improved employment One-Stop brochure Referral card SHARE Network Marketing Matrix 3 Targeted Audience WIIFM Targeted Message Printed Material Promotional Item Mandatory Partners Leadership Need to coordinate services for clients on tight budget SHARE Network can meet the needs of your clients affordably One-Stop brochure Mandatory Partners Role in One-Stop fl yer 4-color CBO poster 2-color strip calendar 36 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI Mandatory Partners Supervisory staff Need to coordinate and provide consistent service SHARE Network provides a means for your staff to meet clients needs with a consistent approach One-Stop brochure Mandatory Partners Role in One-Stop fl yer 4-color CBO poster 2-color strip calendar Mandatory Partners Front-line staff Need to meet client demands SHARE Network provides access to more community services and is easy to use Mandatory Partners Role in One-Stop fl yer Referral card 2-color strip calendar Workforce Board Director Need to meet WIA mandates SHARE Network is a virtual One-Stop that meets the mandates of WIA and the needs of ND citizens 4-color Burning Bush packet 4-color CBO packet Mandatory Partners Role in One-Stop fl yer 2-color strip calendar Workforce Board Members Need to work together to meet WIA mandates on limited resources SHARE Network is a virtual One-Stop that meets the mandates of WIA and the needs of ND citizens affordably 4-color Burning Bush packet 4-color CBO packet Mandatory Partners Role in One-Stop fl yer 2-color strip calendar SHARE Network Marketing Matrix 4 Targeted Audience WIIFM Targeted Message Printed Material Promotional Item One-Stop Leadership Need to do more with less SHARE Network will save your staff time and improve consistency in services to clients 4-color Burning Bush packet 4-color CBO packet One-Stop brochure FBO poster CBO poster Strip calendar One-Stop Staff Need to provide comprehensive and consistent services effi ciently SHARE Network is easy to use and has a comprehensive list of services that will meet your clients needs Referral card 2-color strip calendar One-Stop Clients Customers Need to get keep or get a better job SHARE Network helps you help yourself to better employment One-Stop brochure Stakeholders JSND-Senior Management Team Need to ensure customers needs are met without additional work burden on staff SHARE Network is easy to use and has comprehensive list of services that will meet your clients needs All printed materials Personalized goal FBO poster Stakeholders U.S. Department of Labor Need to ensure grant dollars are used effectively with opportunity for replication SHARE Network is meeting goals objectives and is a replicable system U.S. DOL quarterly reports Provide samples of all year-end reports Stakeholders Elected Offi cials Meet the needs of North Dakota citizens affordably SHARE Network is an affordable solution to listing comprehensive services available in the community Good economic development tool Four-color CBO packet Four-color CBO poster if appropriate Stakeholders Other state agencies Assess mission of the agency 37 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI The survey measured pre- and post-target market awareness and focused on the education component of the campaign. The survey was mailed to the broadest target markets within the parameters of this project including the following groups o CBO leadership o Multi-denominational FBO leadership o FBCO staff o JSND leadership and staff o Job Service Center leadership and staff o Mandatory partners leadership and staff o State-wide denominational FBO leadership o North Dakota Workforce Development Council The project team members analyzed the responses. JSND administered the same survey at the end of the project to document successful improvement in awareness categories. Appendix VI-B Job Service North Dakota Project SHARE Key Data Measures While the baseline survey instrument captured awareness levels at the beginning and the end of the project JSND used data measures to track key indicators of progress during the implementation phase. These measures served not only to communicate immediate successes but also to measure the effectiveness of marketing and outreach efforts. In order to determine that key stakeholders needs were met JSND analyzed the mission vision objectives and goals for each stakeholder to ensure that the data elements would meet stakeholder needs. These elements were categorized into a reporting timetable monthly quarterly or at the beginning and end of the project based upon the specifi c management needs of the project. Team members also identifi ed the data collection methodology electronically hand tallies or source documents and how the information was to be tabulated and disseminated. Appendix VI-A Job Service North Dakota Project SHARE Baseline Data Comparison 38 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI The critical data elements identifi ed to capture the success of the project included Pre- and post-awareness survey results Number of signed partnership agreements Number of new FBCO service options Number of new FBCO service providers Number of referrals between One-Stop offi ces and FBO CBOs Number of hits on Project SHARE website for FBO CBOs Number of hits on Agency website www.jobsnd.com Number of FBO CBO participants in One-Stop workshops Number of requests to be on FBO CBO electronic notifi cation list Appendix VI-C Job Service North Dakota Project SHARE Activities Measures In addition to the baseline survey information that measured the success of the education component of the campaign and the key data measures that measured both education and expansion JSND also collected activities measures. While activities measured do not necessarily provide critical measures of success for the project they do provide solid indicators regarding the receptivity of the target markets to the project. Many of the activities were not considered as key data measures because the data are not pure and do not provide a viable measurement of outcomes for the project. Activities that were tracked on a monthly basis included o Number of hits on Project SHARE website accessed through www.jobsnd.com o Number of requests for FBCO informational materials o Number of requests to be on FBCO information notifi cation list o Number of requests for additional information follow-up resulting from outreach o Number of new FBO CBOs using One-Stop facilities o Number of presentations to target markets 39 U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI U.S. Department of Labor Center for Faith-Based and Community Initiatives CFBCI United States Department of Labor Center for Faith-Based and Community Initiatives200 Constitution Avenue N.W.Washington DC 20210 202 693-6450 e-mail contact-cfbci dol.govwww.dol.gov cfbci