Transcript ONE-STOPS Types of Relationships

Establishing an Interagency Action
Committee to Sustain Systems
Collaboration
DPN National TA and Training Provider
Collaboration is….
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A mutually beneficial relationship which involves people
from different sectors of the community joining together to
achieve a common goal.
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Involves joint planning and shared resources, funding &
accountability.
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Occurs through shared understanding of issues, open
communication, mutual trust & tolerance of differing
points of view.
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The most intensive level of partnership.
Collaboration is not …
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Co-location of two or more service
providers in the same office
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One person’s design or strategy
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Compromise or consensus
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Simply a one-way or two-way information exchange (nor
does it imply supervision)
Fostering Systems Collaboration
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Communication: Meet with leaders of local organizations
& listen for shared goals
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Building Trust: Invite persons with disabilities &
providers to One-Stop workshops, tours, orientations &
assistive technology demonstrations
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Participation: Represent One-Stop’s commitment to
collaboration by participating in other events, networking
groups & consumer advisory councils
Strengthening & Sustaining
Systems Collaboration
Build an Interagency Committee
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Representatives from the disability & workforce
communities, business sector & other community agencies
who come together to explore the most effective
employment services for people with disabilities.
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Serves as a means to communicate, problem-solve &
ultimately work together to improve employment
outcomes for people with disabilities.
Establishing Partner Groups –
State Level
Office of Workforce
Investment/ Workforce
Commission
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State Medicaid Office
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Department of Health and
Human Services
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Vocational Rehabilitation
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Department of Labor
Governor’s Commission on
People with Disabilities
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Social Security Administration
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Advocacy Organizations
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Department of Education
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Department of Transportation
Faith Based and Community
Based Organizations
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Disability Program
Navigators
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Individuals with Disabilities
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Housing and Urban
Development
Establishing Partner Groups –
Local Level
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Local Workforce Investment
Board (LWIB) Executive Staff
Representative from the
Business Sector
One-Stop Career Center
Director, Manager, WIA
Counselor & Business Service
Staff
Vocational Rehabilitation
Commission for the Blind &
Visually-Impaired
Commission for the Deaf &
Hard-of-Hearing
Department of Mental Health
Department of Mental
Retardation
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Independent Living Center(s)
Community Work Incentives
Coordinator (CWIC)
Adult Literacy Programs
Community Colleges - Offices
for Students with Disabilities
Veterans Counselors
Older Workers Programs
Employment Networks
Community-Based Providers
(Job Developers, Job Coaches,
Service Coordinators, etc)
TANF Counselors
Building an Interagency Committee
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Work with leaders & allies from the Office of Workforce
Investment, state/local WIBs, One-Stops, mandated partners
and the disability community to align missions
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Provide evidence that there is a need to strengthen,
improve, and/or change systems collaboration
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Invite a small, yet diverse group of stakeholders with
varying perspectives, expertise & levels of experience to an
initial brainstorming session
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Develop a brief proposal including a general mission &
purpose of the group, member responsibilities & potential
topics of discussion
Potential Objectives for Interagency
Committees
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Accessibility of One-Stop Career Centers
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Interagency education & maximizing resources
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Streamlining interagency referral processes
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Coordinating job development approach to employers
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Educating employers on hiring people with disabilities &
educating disability community on engaging with business
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Engaging youth with disabilities in employment
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Organizing events for National Disability Employment
Awareness Month & National Disability Mentoring Day
Benefits of an Interagency Committee
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Allows open forum for direct communication
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Builds trust among partners
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Provides opportunity for education & training
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Encourages agencies to be a part of the solutions
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Provides forum to share successes & improved outcomes
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Increases accountability of agencies
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Provides assistance & feedback to better meet the needs of
job seekers with disabilities
Possible Roadblocks to Collaboration
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Lack of relationship building & trust
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Lack of common interest & values
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Lack of purpose, mission & goals
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Lack of leadership
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Lack of communication; unclear about each other’s roles
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Lack of resources & time
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The fear of loss of position, power & resources
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Lack of an investment culture-we don't always think about
the future (we are here & now focused, crisis oriented)
DOL Indicators of Effective Collaboration
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Identification of existing local system assets, barriers, gaps, and
duplication that impact efforts to serve people with disabilities.
Intake criteria and procedures coordinated so that people with
disabilities can access appropriate services, regardless of point of
entry into the system.
Confidentiality restrictions and barriers adjusted to facilitate
cross-agency sharing of customer-level data.
Assessment and individual service goals/plans developed jointly
and/or shared with appropriate agencies.
Cross-agency participation in development of individual plans
for employment that also identify objective for a better
economic future.
Cross-agency system developed to share information on an
ongoing basis on individual customer needs and progress.
DOLETA June 2007
DOL Indicators of Effective Collaboration
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Service providers and agency staff are cross-trained to become
familiar with the scope of available services for people with
disabilities.
Strategies developed and implemented to increases cross-agency
referrals and/co-enrollments.
Enrollment of people with disabilities increases in the OneStops.
Co-location and benefits planning occur in the One-Stop.
Increase use of work incentives and Ticket.
Customer satisfaction measured for job seekers with disabilities
and results impact continuous improvement in the One-Stop,
interagency collaboration enhanced, and improve employment
and economic results.
DOLETA 2007
Questions to Consider
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Is creating an interagency committee something you feel
your state/local area can benefit from?
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Do you think your state/local area would be receptive to
building an interagency committee? Why or why not?
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Do you think an interagency committee is something that
you can pursue in your role as State Lead or Navigator?
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What are some of the potential problems that you can
foresee?
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What steps can you take, in leading up to building an
interagency committee, to avoid those pitfalls?
References
Virginia Commonwealth University - Worksupport.com (2005)
Developing Collaborative Community Partnerships,
Interagency Collaboration
http://www.vcu.edu/rrtcweb/techlink/courses/InteragencyC/contents.htm
Butterworth, J., Foley, S., & Metzel, D. (2001). Developing
interagency agreements: Four questions to consider. The
Institute Brief, 11 (1). Boston: Institute for Community
Inclusion, University of Massachusetts Boston.
Rick Dove, (1998) Collaboration: Are More Heads Better?
Paradigm Shift International