FCE: Creating Team

Creating an Effective FCE Team Structure

Including Workforce Development Board Internal Teams 
and External Partners
    • Effective Implementation
    Effective implementation requires buy in from all three levels of the organization (high-level leadership, supervisors/managers, and line staff) to work. Communicate why you are making the change and its importance, including developing an understanding of why the change is important, the approach, internal team structure, the partners, and the plan for working with the partners
    Understand Impacts
    Understand the impacts of implementing FCE within the various WDB organizational levels
    • Develop an understanding of the changes to roles, responsibilities, activities, and approaches at each level, and how to work together
    • Maricopa has developed training for each level and has identified WDB examples to go along with the existing family-centered coaching wording
    Identify Initial Team

    Identify FCE initial team members that recognize the need for change and are excited to develop and use new solutions

     

    • You may want to recruit a team member or two from early education and human service programs that have experience working with whole family success
    • Staff that have been FCE initial team members in the pilot sites have quickly become highly engaged and recognize they are able to more meaningfully help job seekers. However, there are many of the staff that struggle with the change. This toolkit has individual stories of how this change helped families thrive. Developing and communicating early success stories in your location can help create buy-in from additional WDB staff

     

    All Three Levels
    Get the FCE initial team members and some additional “early adopters” from all three levels of the WDB involved with designing and implementing the changes to help with the adoption of the changes. External partners should do the same
    • Mid-level managers must be concerned with program compliance and meeting the department’s goals/numbers, and getting their guidance and support to develop the program to meet these concerns is critical
    • Leadership must have the vision and express the importance and approach to the other levels. They must also remove barriers stopping the work
    • Line staff must understand the FCE approach/processes, their part, and why the work is important, and they must buy in, or the program won't work on a day-to-day basis. In addition, they will need to change how they interact with job seekers, so an understanding of why that change is needed to enhance the outcomes they care about is important
    Points of Contact
    Having points of contact (and a back-up) identified to work with the FCE team from within each WDB team and for each partner is helpful. Identify team members with a reputation of being collaborative and helpful, the ones that are called to answer questions about their programs. It is important for the points of contact to have the time to meet with the job seekers in a timely manner, and for them to work with the FCE team members to help the job seeker easily navigate between programs (the job seekers want and need warm hand offs between team members). El Paso’s recommendation is for the points of contact to have hours set aside to support the job seekers – the time could be set calendar times or they may be scheduled so they can put aside what they are working on when a job seeker shows up
    One Umbrella
    A structure that has worked well in some locations is having multiple partners under one umbrella at a center or consolidating services under one program leader at the WDB
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