1. 1 Partnerships and Collaboration: Building Interagency Teams Strategic Service Delivery Component Disability Employment Initiative

2. The following chart highlights the core elements associated with this service delivery component and includes the names of the states that will be implementing this approach: Access the following link to learn what each DEI project proposed in their statement of work around this component: http://dei-ideas.org/chapter2-1/page8a_pandc.cfmhttp://dei-ideas.org/chapter2-1/page8a_pandc.cfm

3. Strengthening & Sustaining Systems Collaboration Build an Interagency Committee 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. Serves as a means to communicate, problem-solve & ultimately work together to improve employment outcomes for people with disabilities.

4. Establishing Partner Groups – State Level Office of Workforce Investment/ Workforce Commission Vocational Rehabilitation Department of Labor Social Security Administration Department of Education Department of Transportation Housing and Urban Development State Medicaid Office Dept of Health & Human Services Governor’s Commission o People with Disabilities Advocacy Organizations Faith-based & Community - based Organizations Disability Program Navigators Disability Resource Coordinators Individuals with Disabilities

5. Establishing Partner Groups – Local Level 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 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

6. Building an Interagency Committee Work with leaders & allies from Workforce Investment, state/local WIBs, One-Stops, mandated partners and the disability community to align missions Provide evidence that there is a need to strengthen, improve, and/or change systems collaboration Invite a small, yet diverse group of stakeholders with varying perspectives, expertise & levels of experience to an initial brainstorming session Develop a brief proposal including a general mission & purpose of the group, member responsibilities & potential topics of discussion

7. Potential Objectives for Interagency Committees Accessibility of One-Stop Career Centers Interagency education & maximizing resources Streamlining interagency referral processes Coordinating job development approach to employers Educating employers on hiring people with disabilities & educating disability community on engaging with business Engaging youth with disabilities in employment Organizing events for National Disability Employment Awareness Month & National Disability Mentoring Day

8. Benefits of an Interagency Committee Allows open forum for direct communication Builds trust among partners Provides opportunity for education & training Encourages agencies to be a part of the solutions Provides forum to share successes & improved outcomes Increases accountability of agencies Provides assistance & feedback to better meet the needs of job seekers with disabilities

9. Possible Roadblocks to Interagency Collaboration Lack of relationship building & trust Lack of common interest & values Lack of purpose, mission & goals Lack of leadership Lack of communication; unclear about each other’s roles Lack of resources & time The fear of loss of position, power & resources Lack of an investment culture-we don't always think about the future (we are here & now focused, crisis oriented)

10. Questions to Consider Is creating an interagency committee something you feel your state/local area can benefit from? Do you think your state/local area would be receptive to building an interagency committee? Why or why not? Do you think an interagency committee is something that you can pursue in your role as State Lead or Navigator? What are some of the potential problems that you can foresee? What steps can you take, in leading up to building an interagency committee, to avoid those pitfalls?

11. References Virginia Commonwealth University - Worksupport.com (2005) Developing Collaborative Community Partnerships, Interagency Collaboration http://www.vcu.edu/rrtcweb/techlink/courses/InteragencyC/contents.htm 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