SHAREIM106

SHARE Network Training Instructor’s Manual - DAY 1.
Table of Contents
Instructor’s Notes 4
Introduction 6
Module I – Overview 7
Recognizing a Common Goal.....................................................................7

Training Session Goals...............................................................................8
Working Towards a Common Goal..............................................................9
SHARE Network Background.....................................................................11
Module I Activity...........................................................................................18
Module I Review..........................................................................................20
Module II – SHARE Network Access Points 21
WIA Mission.................................................................................................21
Goals of Module II: SHARE Network Access Points...................................22
Benefits........................................................................................................23
Communities and Access............................................................................24
Ensuring Equal Treatment and Religious Liberty........................................26
Why FBCO’s................................................................................................29
Review Access Points Introduction.............................................................31
Defining Access Points................................................................................32
Definition of Access Points..........................................................................33
Why do Access Points Work?.....................................................................35
How is Success Measured?........................................................................36
What is the Cost v. Benefit?........................................................................37
Leadership is Essential...............................................................................39
Examples of Success..................................................................................40
Access Points Toolkit Overview...................................................................41
Access Points Essentials............................................................................42
Key Partner Roles & Responsibilities..........................................................43
Physical Requirements................................................................................45
One-Stop and FBCO Leaders.....................................................................47
Readiness Assessment...............................................................................49
SMART Goal-Setting...................................................................................51
SHARE Network Page 1
© February 2006
SHARE Network Training Instructor’s Manual - DAY 1.6
Measuring Success – Keep It Simple.........................................................53

Data Criteria................................................................................................54
The WIIFM Way...........................................................................................58
Common WIIFM Questions.........................................................................59
FBCO Culture..............................................................................................61
Patience.......................................................................................................63
Building Relationships.................................................................................64
Access Points Toolkit Review......................................................................66
Training and Project Plan Overview............................................................67
Project Plan – Select The One-Stops.........................................................68
Project Plan – Select The Trainers..............................................................69
Project Plan – Recruitment or Solicitation...................................................70
Procuring and Contracting with FBCOs......................................................71
Project Plan – Deployment..........................................................................74
Two Basic Training Groups – Operators and Leaders................................75
Project Plan – First Operator Training.........................................................75
Get Customers Online Fast.........................................................................76
Role Playing Customer Service Basics.......................................................76
Project Plan – Second Operator Training...................................................77
Measuring Outcomes..................................................................................78
Project Plan – Third Operator Training........................................................80
Project Plan – Celebration...........................................................................81
Project Plan – Leader Assessment.............................................................81
Project Plan – Leader Training....................................................................82
Project Plan – Ongoing Operator Training..................................................83
Monitoring....................................................................................................83
Evaluation....................................................................................................85
Training Review...........................................................................................86
Sample Access Points Project Plan............................................................88
Access Points Project Plan – Your State....................................................89
Module III – SHARE Network Resource Directory 92
Module III SHARE Network Resource Directory.........................................92

Module III Summary....................................................................................93
Workforce Development Partners...............................................................94
Two Ways to Access....................................................................................95
Locating the SHARE Network Resource Directory.....................................97
Your State’s SHARE Network Home Page.................................................98
Search by County........................................................................................99
County Search Results................................................................................100
Sorting Options............................................................................................101
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Site Tools.....................................................................................................102
Search by Location, Provider or Services...................................................103

Search Options............................................................................................104
Search Exercise..........................................................................................107
SHARE Network Parameters of Membership.............................................109
Member Login..............................................................................................112
My Virtual Office..........................................................................................112
My Virtual Office – Your Directory...............................................................114
My Virtual Office – Resources.....................................................................116
Additional Features.....................................................................................117
Referral Feature..........................................................................................118
Group Discussion: Benefits of SHARE Network Resource Directory.........122
Module III Activity........................................................................................123
Module III Review........................................................................................125
Sample SHARE Network Project Plan........................................................126
SHARE Network Project Plan – Your State................................................126
Module IV – Outreach 128
Summary.....................................................................................................130
Defining Outreach.......................................................................................131
Defining The Product...................................................................................133
Group Discussion: “Elevator Speech”.........................................................135
Target Audiences.........................................................................................136
Outreach Messages....................................................................................140
Benefits for Target Audiences......................................................................141
Target Message Content.............................................................................142
Tools for Outreach.......................................................................................145
Applying Effective SHARE Network Promotional Tools..............................148
Promotional Tools Applied...........................................................................149
Module IV Review.......................................................................................152
Sample Outreach Matrix..............................................................................153
Outreach Matrix – Your State......................................................................154
Training Summary 155
Course Objectives Review..........................................................................156

Action Items Review....................................................................................157
Agreement Review......................................................................................158
Closing.........................................................................................................159
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© February 2006
Instructor’s Notes
Icons:
Instructor’s Note:
The following icons are used throughout
You Will Need the Following Items: the Instructor’s Manual:
 Overhead projector or computer

and projector.
 Slides or PowerPoint presentation.
This indicates this is message for the
 Preprinted flip charts. Instructor only.
 2 sets of blank flip charts with sticky
backing for hanging on the wall.
 Team member’s manuals for all
Show Slide X
attendees.
This indicates which slide is to be
 Name tents.
displayed at this point in the training.
 Magic markers.
 Supplies for all ice breakers.
Flip Chart X
Setting Up the Classroom: This indicates that a flip chart is to be used
at this time. Instructions will be given
 If possible arrange the seating in a whether this is a preprinted flip chart or a
“U” shape with the top of the “U” blank chart to be filled out during the
towards the front of the classroom. training.
 Only set up enough chairs for the
number of team members that you
are expecting. Ask:
 Have the name tents at each chair This is a question to be asked of the class.
with magic markers at every other A suggested answer will be given in italics
chair. for each question.
 The projector should be in the
middle of the “U” towards the front
of the classroom.
Team Member’s Manual, page x
 Make sure the classroom is clean This indicates that there is information in
and tidy. the Team Member’s Manual relating to the
 Have the “Welcome” slide on when topic being discussed.
team members arrive.

© February 2006
Team Member’s Manual Activity

Preparing for Training:
 Gather the information on the This indicates that there is an activity to be

state’s website, including its URL completed in the Team Member’s Manual.
and how it is accessed from the
state’s general website. If possible
review the website for any Activity – x
modifications that as specific to the This indicates that an activity is to be done
state. during this part of the training. Details will
 Gather the information on this be given for each.
state’s policy and procedures for
adding members to its Resource
Directory. Homework
 If possible, get a list of the team This indicates a homework assignment is
members’ names before class and to be given. Details will be supplied.
familiarize yourself with them.
 Be prepared before the first team
member arrives and greet them as
15
they come into the room. Ask them
This indicates an estimate of the amount
to fill out the name tent. It is very
of time that this “block” should take to
important to set the proper tone for
complete.
the class and let them know that
you are ready and prepared.
Break (30 min) or Lunch Break

Terms: (60 min)
This indicates a good time to take breaks
You may need to substitute some of the and lunch breaks.
terminology used in the manual for state-
specific terminology, i.e., a state may have
a different name for their “One-Stops”.

© February 2006
Introduction
Welcome
Show Slide 1.1 Slide 1.1 : Welcome to SHARE Network

Training
20
Getting to Know You
Flip Chart 1.1 Flip Chart 1.1: Getting to Know You
Say:
Let’s go around the room and tell us your
name, position, # of years w/organization,
and favorite junk food.

© February 2006
Module I: Overview
15
Recognizing a Common Goal
Show Slide 1.2 Slide 1.2: Quotes
Say:
Let’s take a couple of minutes to read
through these quotes.
Ask:
Can anyone identify the source and/or
author of any of these quotes?
Team Member’s Manual, page 4
Slide 1.3: Quotes/Source
Show Slide 1.3
Ask:
Were the sources of any of these quotes
a surprise? How do you feel about them?
What can we learn from this exercise?
Say:
Most people in your state, regardless of
religious affiliation or cultural background
share many common values. One of
those values is the desire to serve those
in need, including helping people secure

© February 2006
employment.
After team members have made
guesses as to the origins of the quotes,
have them turn in their manuals and
match the quote with the author. After
they have completed the exercise
individually review as a group.
Training Session Goals
Say:
We have a busy several hours ahead of us
– but by the end of our time together, I
believe that you will feel that it is time well
spent.
I encourage you to keep your team

member’s manual handy. I refer to it often
throughout the session.
The state will be provided with this

instructor’s manual and copies of all of the
slides for reference and future use.

Flip Chart 1.2: Training Goals
Flip Chart 1.2
Say:
Let us review our training goals and
specifically how we will be measuring the
success of our time together:
 Each one of you will gain a solid

understanding of the elements of
© February 2006
the SHARE Network, and with

your teammates will develop a
plan to adapt and implement
SHARE network in your State;
and
 Each of you will understand the

components of a successful
Access Points and the steps for
implementation; and
 Each one of you will be able to

navigate your state’s SHARE
Network’s Resource Directory
website, and be committed to its
use; and
 Each one of you will gain a basic

understanding of outreach
principles as they apply to the
SHARE Network, and will be
able to apply them to your
potential customers and
partners.
Instructor’s Note
Allow time for team members to absorb
the goals.
Ask team members if they have any

questions and if they are clear on what
will be accomplished during the
session.
Flip Chart 1.3: Working Towards a Common

5 Goal
Working Towards a Common Goal
Flip Chart 1.3

© February 2006
Say:
To achieve our goals we need to make our
use of time as effective as possible,
therefore, I would like to implement a code
of conduct. These are very basic principles,
but they will help us to stay on track. They
are as follows:
1. Punctuality is rewarded: respect the
schedule and be on time.
2. Show others respect: Only one
person talks at a time.
3. Everyone’s participation is valued
and expected.
4. Housekeeping:
• Bathroom locations
• Lunch options
• No cell phones or pagers Flip Chart 1.4: Parking Lot
Flip Chart 1.4
Say:
If there are questions that come up that
need to be addressed outside of the
training, we will add them to the “Parking
Lot”. We will review the items on the
parking lot after class or at the end of
training.
Flip Chart 1.5 Flip Chart 1.5: Action Items
Say:
Any Action Items that arise will be added to
the “Action Item” list.
The training and work plan development

will run from 9:00 – 5:00 each day. There
will be breaks in the morning and afternoon
and a one hour lunch break each day.

© February 2006

© February 2006
30
SHARE Network Background
Team Member’s Manual

pages 6 – 8
Slide 1.4: SHARE Network Background

Show Slide 1.4
Say:
In order to more fully understand how
SHARE Network can have a positive
impact on your customer and partners, it’s
important to understand the background
and the history of this very unique program.
Presidential Initiative:
The roots of the SHARE Network began
when President George W. Bush created
the White House Office of Faith-Based and
Community Initiatives in January 2001.
The Office was tasked with leading a
“determined attack” on need by
strengthening and expanding the role of
faith-based and community organizations
in addressing the nation’s social problems
and promoting effective public/private
partnerships.
The Office was thereby mandated to

identify and eliminate improper Federal
barriers to the full participation of faith-
based and community-service programs in
the provision of social services provided by
Federal funding.

© February 2006
To achieve this goal, the president created

parallel centers in ten federal departments
that operate social programs:
 Labor
 Education
 Health and Human Services
 Justice
 Housing and Urban Development;
 U.S. Agency for International
Development
 Veteran’s Affairs
 Small Business Administration
 Agriculture
 Commerce
Show Slide 1.5 Slide 1.5: Birth of SHARE Network
Say:
Department of Labor Grant:
Within the U.S. Department of Labor, the

Center for Faith-Based and Community
initiatives focuses on empowering faith-
based and community organizations that
help their neighbors enter, succeed and
thrive in the workforce.
In 2002, the U.S. Department of Labor

(USDOL) sent out a national grant
announcement for states and
intermediaries with three key objectives:
 To increase the number of faith-

based and community-based
organizations that are committed
and active partners in the One-
Stop Service Delivery System;
© February 2006
 To expand the access of faith-

based and community-based
organizations’ clients and
customers to the services
offered by the nation’s One-Stop
Career Centers; and
 To identify, document, showcase

and replicate successful
instances of faith-and
community-based involvement in
our system building.
Show Slide 1.6 Slide 1.6: North Dakota (SHARE Network)
Say:
There were two grantees whose models

are the basis for this training. We will
review them today.
North Dakota (SHARE Network):
Through a very competitive process, North

Dakota won a grant from the U.S.
Department of Labor. For this grant, Job
Service North Dakota (JSND) committed to
conduct a statewide outreach effort to
increase the participation of FBCOs in the
delivery of One-Stop Services by the WIA
partners.
The SHARE Network objectives were

specifically to:
 Educate FBCOs about the

workforce investment system;
 Broaden the services offered at

© February 2006
One-Stop Career Centers by

including additional services
offered by FBCOs and
supported by the expansion of
an Internet-based referral
system;
 Increase the number of FBCOs

partnering with the One-Stop
Delivery System;
 Increase awareness of the One-

Stop Delivery System among the
membership and customer of
FBCOs;
 Increase One-Stop Delivery

System partner awareness of
the services of FBOs and CBOs
and increase access to these
services by One-Stop
customers; and
 Increase the North Dakota

Workforce Development Council
knowledge of the work of
FBCOs.
Show Slide 1.7 Slide 1.7: North Dakota Success
Say:
JSND Successes:
In just one year’s time with tight budget
constraints, Job SHARE North Dakota was
able to:
 Add over 85 services for One-

Stop Career Center customers,
 Develop formalized partnerships

© February 2006
with over 560 service providers,
 Increase awareness of their

One-Stop Career Center
systems by over 100%,
 Gain the support of their

Workforce Investment Board,
 Fully integrate the SHARE

network into their on-going
service delivery system, and
 Win two National Awards.
Show Slide 1.8 Slide 1.8: Brevard County, FL (Access Points)
Say:
Brevard County, FL (Access Points):
In addition to the State grants, in 2002 DOL

offered grants to large non-profit
organizations who could work with a
network of smaller non-profit organizations.
United Way of Brevard County (UWB), on
Florida’s east central coast, was one of 9
Intermediaries selected. The charge: Build
the capacity of FBCOs to connect
effectively with the One-Stop Delivery
System.
United Way partnered with the Brevard

Workforce Development Board to create 20
“Mini-Job Links” in economically
challenged neighborhoods. Two were
located in CBOs, and 18 in FBOs.

© February 2006
The objectives of the UWB grant were

similar to some of the North Dakota project:
 Increase the number of FBCOs

participating in the Brevard Job
Link One-Stop System.
 Increase the number of service

delivery points from which job
seekers can access the Brevard
Job Link One-Stop System.
 Increase the total number of

individuals assisted by the
Brevard Job Link One-Stop
System. Slide 1.9: Brevard County, FL Success
 Increase the capacity of selected

FBCOs to sustain their
involvement in the Brevard Job
Link One-Stop System
Show Slide 1.9
Say:
The Brevard Mini-Job Links became known

as Access Points, and generated
impressive successes:
 95% increase in the number of
FBCOs participating in the One-
Stop system
 20 new direct and 23 indirect
Access Points to the One-Stop
System
 2,903 customers served in 12
months
 334 customers providing job
placement reports voluntarily
 12 FBCO Access Points
© February 2006
sustained meaningful
connections to the One-Stop
System after 2 years
 Brevard Workforce Development
Board moved from 14th to #1 in
Florida
 BWDB won $50,000 Kirkpatrick
Innovation Award
 Gained national recognition
 Helped BWDB meet key
performance challenges:
• Numbers served
• Customer satisfaction
• Reaching diverse populations
• Youth
Ask:
 Do these success sound good to

you?
 What did you learn from the ND

and the Brevard County, FL
projects that you can use?
Say:
Pay particular attention to their objectives,

because you will be able to use them this
week to develop your objectives.
The USDOL is working with your state to

adapt and apply the lessons learned from
JSND and UWB. The goal is to create
entirely sustainable projects. Your state is
one of nine states who agreed to
implement SHARE Network and participate
in this unique venture with USDOL.
While these two projects were different in

scope, by combining them, SHARE
Network will be able to reach individuals

© February 2006
who favor “high-tech” and those who favor

“high-touch”.
10
Module I Activity
Slide 1.10: Module I Activity

Show Slide 1.10
Ask:
Who can provide a definition of a faith-

based organization?
Answer:
 A group that is held together by

their common faith or belief
system. This could be a
congregation or a non-profit
organization.
Who can provide a definition of a

community-based organization?
Answer:
 A group that is held together by

their common need, cause or
neighborhood.

© February 2006
What is an example of a faith-based

organization in your community?
Answer:
 Catholic Charities, Lutheran

Social Services, Jewish
Community services, Local
Ministries or Church,
Synagogue, Mosque, etc.
What is an example of a community-

based organization in your community?
Answer:
 Food Bank, Gay/Lesbian

outreach center, Women’s
shelter, etc.
Have team member’s write the answers
in the space provided on page 9 of the
Team Member’s Manual.
Break (20 min)

© February 2006
10
Module I Review
Show Slide 1.11 Slide 1.11: Module I Review
Ask:
What were the two projects that were a

success?
Answer:
 North Dakota (SHARE Network)

and Brevard County, FL (Access
Points).
For each, list 3 successes that you

could see applying to your state?
Answer:
 (These will vary by team

member. Refer them to page 10
in their team member’s manual.)

© February 2006
Module II: Access Points
If your state does not use the term “One-
Stop”, replace it with the appropriate term as
needed.
WIA Mission
Show Slide 1.12 Slide 1.12: WIA Mission Statement
Say:
Access Points can be critical to fulfilling your
mission. Most of you know the WIA mission.
Take a minute now to write in your manual your
own organizational or personal mission
statement.
Allow time for class to write in their manuals.
Then ask for volunteers to share their own
mission statements.

© February 2006
10
Goals of Module II: SHARE Network Access

Points
Show Slide 1.13 Slide 1.13: Access Points Goals
Say:
Our mission today is to educate, encourage and
equip you to fulfill your mission by developing
and implementing SHARE Network Access
Points in faith-based and community
organizations in your state. The goal is to
expand the capacity of the One-Stop Service
Delivery System to provide core and, assisted
core job search services in targeted
communities.
Say:
We will review these objectives again at the end
of our training, to measure the success of our
time together.

© February 2006
10
Benefits Slide 1.14: Leveraging Success
Show Slide 1.14
Say:
The SHARE Network represents your State’s

opportunity to leverage the success of these two
successful pilots, to improve outcomes in your
everyday work.
 Educate FBCO’s about the
workforce investment system;
 Broaden the services offered
through the One-Stop Delivery
System by including those offered
by FBCO’s;
 Deepen your reach toward
“universal access” to the One-Stop
Delivery System by gaining traction
in underserved communities
 Improve customer access to and
participation in the One-Stop
Delivery System;
 Increase the number of FBCO’s
partnering with the One-Stop
Delivery System;
 Increase awareness of the One-
Stop Delivery System among the
members and customers of FBCO’s,
including employers;
 Increase One-Stop Delivery System
partner awareness of the services of
FBCO’s and increase access to
these services by One-Stop
customers; and
 Increase effective knowledge
transfer between the State’s
workforce development system
leadership, frontline staff and
FBCO’s.
© February 2006
10
Communities and Access

Say:
Slide 1.15: Community and Access
One of the things we learned in the

demonstration projects was that the same words
can have several different meanings. So let’s
consider some of the meanings of the words,
“community” and “access.”
Ask:
How do you define “Community” and “Access”?
Show Slide 1.15
Have the team members write an example of
a hard to reach community and an example
of a FBCO that is serving that community in
the Team Member’s Manual.
Lead the team members to conclude the

following definitions:
 “Community” is any group of people
connected by geography, ethnicity,
culture, language, AND/OR affinity.
 “Access” is a means of entry and an
opportunity to use. We are all familiar
with the context of ensuring access to
Americans with Disabilities. But
accessibility has other contexts as

© February 2006
well: for example, people who lack

both transportation and computers
can’t access core services, even if the
One Stop is only 15 miles away.
Lunch Break (60 min)
15
Ice Breaker – 1st Job
Say:
Let’s go around the room and tell us what was
your first paid job, along with “the good, the bad,
and the ugly” of it.
Instructor’s Note
Let all the team members tell about their first
job, then ask the question and let anyone
answer. Help them remember how
frightening and difficult it was to get that first
job when they didn’t have the knowledge and
resources that they have today.
Ask:
How did you feel when you were trying to get

that first job?
Check Up
Ask:
What is one thing that really stuck with you from

© February 2006
this morning?
25
Ensuring Equal Treatment and Religious

Liberty

Slide 1.16: Equal Opportunity for Faith-Based
and Community Organizations
Say:
Before we move on, let’s discuss how to ensure
the equal treatment and religious liberty of faith-
based and community organizations that
operate as SHARE Network Access Points and
the customers they serve. In your Team
Member’s Manual you will find a the contents of
a PowerPoint slide presentation that is
available for your use.
Show Slide 1.16
Say:
First off, when selecting organizations to serve
as an Access Point, you must use selection
criteria which are neutral towards religion.
Faith-based and community organizations
should have a “level playing field” in which they
Slide 1.17: Protecting Religious Liberty
can compete but not be favored or disfavored
on the basis of their religious affiliation or lack
thereof.
Show Slide 1.17

© February 2006
Say:
If a faith-based organization is selected to be a
SHARE Network Access Point, they may
continue to carry out their religious activities,
keep religious signs or symbols in their facility,
select their own board members, including
clergy, and otherwise govern themselves on a
religious basis, and offer voluntary religious
activities to Access Point customers. However,
organizations must be trained to understand
both how to properly use USDOL funds and
how to appropriately respect the religious
liberty of their customers.
Show Slide 1.18
Say: Slide 1.18: Religion-Related Rules for Access

Access Point staff must ensure that no Points in FBCO
inherently religious activities (e.g. religious
worship, instruction, or proselytizing) are paid
for or supported with USDOL financial
assistance.
Access Point staff must ensure that no
inherently religious activities (e.g., prayer,
religious worship, bibles or bible study,
instruction, or proselytizing) are held at the
SHARE Network Access Point’s space during
its hours of operation. The simple rule to
remember is that inherently religious activities
must be separate in time or space from
government funded or financially supported
services. Inherently religious activities offered
by a faith-based organization running a SHARE
Network Access Point must be purely voluntary
for Access Point customers.
It is important to note that, faith-based

organizations, as well as community-based
organizations operating Access Points, must do
basic things to respect the religious liberty of
their customers.

© February 2006
Slide 1.19: Protecting Religious Liberty

Show Slide 1.19
Prospective or active Access Point customers

must not be treated differently because of their
religion or religious beliefs (or lack thereof),
must be permitted to freely express their views
and exercise their right to religious freedom,
and must be provided reasonable
accommodation for their religious beliefs.
Prospective or active Access Point customers
visiting a faith-based access point must be
informed that participation in inherently
religious activities is voluntary and that a
decision to participate or not would in no way
affect the quality of the services they received
from the Access Point.
In order to ensure compliance with these

guidelines, the United Way of Brevard both
trained Access Point staff in the proper use of
USDOL financial assistance and included a
“non-sectarian use of funds” clause in their sub-
award contracts.
Show Slide 1.20
Say:
Protecting the religious liberty of faith-based

and community organizations and the
individuals they serve is a critical part of Slide 1.20: Access Point Training Resources
operating a successful Access Point. Additional
information about the USDOL equal treatment
regulations can be found in your Appendix, at
www.dol.gov/cfbci/legalguidance.htm. The
language used in these documents may be
appropriate for use in any contracts or
Memoranda of Understanding that you design.
You may also calling the USDOL Center for
Faith-Based and Community Initiatives at 202-
693-6450.
© February 2006
We will discuss how you will train all SHARE

Network Access Point staff on the USDOL
equal treatment regulations in a later module.
10
Why FBCO’s
Say:
Let us leave FBCO Access Points aside for a

minute, and talk about what’s traditionally called
satellites in the One-Stop System.
Ask:
Who can describe some traditional One-Stop

satellites?
Slide 1.21: Benefits of Partnering with FBCOs

Show Slide 1.21
Say:
Satellites are important in the One-Stop system

but FBCO Access Points offer some extra
advantages.
 Positive publicity for the One-Stop
system.
 Help customers who would never
go to their local One-Stop Career
Center.
 More neighborhood locations.
 One-on-one specialized assistance. Slide 1.22: Mission on Purpose
 Increase assistance to customers.
 Relationships among community
partners.
 Referrals to One-Stop system.

© February 2006
Show Slide 1.22
Say:
Many faith-based and community organizations

are strong on vision and mission, and they act
as influential leaders their communities,
whether they be urban, rural, minority, and/ or
immigrant communities.
Studies* indicate that many people in these

urban minority and immigrant communities
avoid institutional settings where services are
traditionally offered. Transportation may be a
problem. If they lack education or literacy skills,
or have had troubles with “the system,” they
may even avoid schools and libraries in their
own communities.
But when their neighbors at the community

center, local church, synagogue, mosque,
temple reach out with services, they respond
positively. Time after time, these job seekers
have reported on their customer satisfaction
forms that they felt greatly encouraged, Slide 1.23: FBCO In Kind Services
empowered and motivated in their job search
efforts after visiting an FBCO Access Point,
such as the Access Points in UWB.
Show Slide 1.23
Another benefit of FBCO Access Points is the

vast array of auxiliary services they can provide
for job seekers. Directly, or in partnership with
neighboring FBCO’s, Access Points such as
those at the United Way of Brevard have
provided customers with emergency,
transitional and often unique in-kind services.

© February 2006
The “studies” mentioned above refer to

the two studies listed below:
Fenton, C.S. c. 1985. Race, Health and Welfare -

Afro-Caribbean and South Asian People in Central
Bristol: health and social services. Bristol:
Department of Sociology, University of Bristol.
Flaskerud, Jacquelyn 1986. "The Effects of

Culture-Compatible Intervention on the
Utilization of Mental Health Services by
Minority Clients," Community Mental Health
Journal, 22(2):127-141.
10
Review Access Points Introduction
Say:
Please take a minute to answer the review
questions in your manual.
Show Slide 1.24 Slide 1.24: Review Access Points Intro
Ask:
 Who would like to give an example of
how SHARE Network Access Points
clearly support the President’s initiative?
 How about the WIA Mission

Statement?
 Your own mission statement?

© February 2006
 Who remembers the simplest

criterion for ensuring Equal
Treatment of customers in an Access
Point located in a faith-based
organization?
Defining Access Points
Show Slide 1.25 Slide 1.25: Defining Access Points
Say:
In this module we’re going to review the

essential parts and pieces of successful Access
Points, and help you identify specific ways you
can assemble the SHARE Network Access
Point team and other components to fulfill your
mission. You’ll discover why Access Points are
so beneficial to your One-Stop, partners,
customers, and staff. And you’ll learn some key
players, facts and figures about how Access
Points work.
At the end of this module, you will be able to:

 Describe a SHARE Network Access
Point to both partners and
customers;
 Describe the benefits of SHARE

Network Access Points to key
players and customers; and
© February 2006
 Explain why some attempts to

“partner” with FBCO’s have failed, by
overlooking a simple but critical
marketing principle.
10
Definition of Access Points
Show Slides 1.26 – 1.28 Slide 1.26: What is an Access Point?
Ask:
Has anyone here visited an FBCO Access Point

or similar model?
Say:
A SHARE Network Access Point is about 100

square feet of air conditioned space containing
an Internet-accessible computer with
comfortable seating for a trained operator and a
customer, located in a faith-based or community Slides 1.27 and 1.28: What Does it Look Like?
organization serving a targeted community. It
features trained staff or volunteers who provide
personalized job search assistance using
existing resources, and make referrals to the
nearest One-Stop Career Center. Because of its
accessible location and setting, an Access Point
reaches people who might not otherwise
engage the One-Stop Delivery System.

© February 2006
Slide 1.29: What Does It Do?

Show Slide 1.29
Say:
Your SHARE Network Access Points will

function as extensions of your One-Stop
centers, reaching customers who might not
ordinarily engage the services of the One-Stop
System. Access Points have a designated Point
of Contact or POC – trained by you - who
provides core and assisted core job search
services. As you know, “core services” mean
the customer helps himself or herself to your
online job search system through a computer.
Assisted core services means someone helps
the customer use your online job search
services, complete a resume, etc. Your POC
refers customers to the One-Stop for additional
services, and reports data as needed.
Access Points also conduct community

outreach on behalf of the One-Stop and
connect their partner organizations to the One-
Stop.
By the time you go home Friday, you are going

to have a plan in place to create an outstanding
SHARE Network Access Point and reap all its

© February 2006
benefits for you and your customers!
After you ask the question allow the
class to have a brief discussion about
their experiences with Access Points.
10
Why Do Access Points Work?
Show Slide 1.30 Slide 1.30: Key Partners and Roles
Say:
SHARE Network Access Points work because

they are a partnership with the state established
One-Stop system and there are clear-cut roles
that give everyone involved a simple, relatively
inexpensive way to fulfill their mission.
The key partners are the One-Stop, the State

and/or local Workforce Board, an optional
Intermediary, and of course, FBCOs serving the
targeted communities.
The One-Stop is responsible for training the

Point of Contact to provide job search services,
and is responsible for ensuring the POC has
good connections to the One-Stop.
The Workforce Board oversees the project,

educates FBCOs about the workforce
development mission, and leverages success
© February 2006
for mutual benefit.
Should you choose to use an Intermediary

organization, they will be tasked with building
the organizational capacity of the targeted
FBCOs by training them in topics such as MOU
compliance, Board or resource development –
issues related to improving the sustainability of
their Access Points. We’ll discuss
Intermediaries in more depth a little later.
10
How is Success Measured?
Show Slide 1.31 Slide 1.31: How is Success Measured?
Say:
You can measure an Access Point’s success

through the usual tracking systems. We’ll cover
that more in depth in a later module. But,
remember not to compare apples and oranges!
An Access Point is specifically designed to

provide core and assisted core services to
customers with substantial barriers to
employment.
Access Points have measured success in these

numbers:
 Customers receiving services
 Customers completing a Master
Application and/or resume
 Customers referred to an employer
listing
© February 2006
 Customers reporting satisfaction

 Customers showing improvement in
their job search skills
 In-kind services provided to
customers
 Referrals to the One-Stop for
additional services
 Referrals to other service providers
for additional services.
Specific SHARE Network Access Point

measurement instruments are provided later in
this training.
15
What is the Cost v. Benefit?
Show Slide 1.32 Slide 1.32: What Does it Cost?
Say:
You may have heard that the Access Points

pilot cost $500,000. But don’t worry! Your
SHARE Network Access Points will cost much,
much less and will give you a substantial return
on investment.
Taking the lessons learned in the pilot, the

SHARE Network improved the cost efficiencies
of Access Points in several ways:
 Outreach is targeted at FBCOs who

are willing and able, with a little help
and training, to invest their own
resources in connecting people to
One-Stop services.

© February 2006
 Some FBCOs in the target

communities may already have
sufficient technology to establish
SHARE Network Access Points.
 Those lacking strong technology but
otherwise well qualified may be
targeted for small, capacity-building
financial partnerships reimbursing
them for high-speed Internet access
and/or computer maintenance and
repair. In some cases, such as the
Cumberland, New Jersey model,
Internet access was underwritten by
technology companies such as
Verizon.
FBCOs that demonstrate success at operating

SHARE Network Access Points on this basis,
may later be considered for performance-based
financial partnerships in their area of specialty,
thereby expanding, enhancing or improving
targeted contractual service in the One-Stop
Service Delivery System.
For example, the FBCO that runs a successful

SHARE Network Access Point serving
customers with Limited English Proficiency
(LEP) might compete to be contractor for case-
management or other services for LEP
populations through the One-Stop Career
Center
Slide 1.33: Return On Investment

Show Slide 1.33
Say:
Your actual estimated costs are all in-kind. They

will vary according to the technological capacity
of the FBCOs with whom you partner.
Generally, the less technologically sophisticated
the FBCO, the more investment you’ll need to
make in its Access Point.

© February 2006
But remember: The hard-to-reach customer will

be reluctant to engage an Access Point
perceived as too institutional or academic. Such
customers are more likely to be comfortable in a
setting that reflects the surrounding community.
Leadership is Essential
Show Slide 1.34 Slide 1.34: “If Momma ain’t happy…”
Ask:
Who can complete this sentence: “If Momma

ain’t happy…?”
Say:
If the leaders of your workforce board and One-

Stop are not committed to the SHARE Network,
“ain’t nobody committed.” The successful
SHARE Network Access Point will have buy-in
from the executive and volunteer leadership of
all the key partners, as well as solid support
from the frontline staff at the One-Stop and the
Access Point. It will have a strong support base
of volunteers who can help job seekers with
things like rides to interviews, and mentoring.
To successfully implement the training, both the

© February 2006
Access Point’s leadership and the leadership of

its local One-Stop and WIB, must be willing and
able to invest personal time and staff time in
training and technical assistance.
Break (30 min)
Examples of Success
Show Slide 1.35 Slide 1.35: Rapha Christian Center

– Melbourne, FL
Say:
One example of a successful Access Point is

Rapha Christian Center in Melbourne, Florida. A
sub grantee of the United Way of Brevard
project, Rapha was a small, non-
denominational Hispanic church with a vision in
search of a mission. The pastor responded to
UWB’s outreach, and assembled a leadership
team within his church to attend trainings,
create and operate the Rapha Mini-Career
Resource Center, or Rapha Mini-Job Link.
Trained by UWB for organizational growth and

by Brevard Job Links (One-Stops) for jobseeker
services, Rapha conducted extensive outreach
to Brevard’s burgeoning Hispanic population
and within a year became known as the focal
point of Hispanic human services. Rapha then
created the Rapha Youth Mini-Career Resource
© February 2006
Center, the only site within the county dedicated

exclusively to assisting youth with WIA core
services and One-Stop referrals.
Today Rapha assists youth and adult customers

with job searches, basic career counseling, life
skills, family management classes, counseling,
GED and ESOL classes. During the hurricanes
of 2004 that devastated Brevard County and
other parts of Florida, Rapha played a critically
important role in serving the Hispanic
community – even though their building was
also severely damaged.
Access Points Toolkit Overview
Show Slide 1.36 Slide 1.36: Overview of Toolkit
Say:
Now we are going to equip you with specific

information and tools to plan YOUR own
SHARE Network Access Points. It’s going to
include some important discussion about
matching the right people with the right jobs in
your SHARE Network. At the end of this
section, you will be able to name your key
partners and their roles, describe your path to
implementation, and know the do’s and don’ts
of effective outreach to FBCOs.

© February 2006
Access Points Essentials
Show Slide 1.37 Slide 1.37: Access Points Essentials
Say:
Every SHARE Network Access Point must have

the following elements:
 Computer workstation and library
 High-speed Internet access
 Operator trained by the One-Stop
(including job shadowing with a
career coach)
 First-name basis relationship with
One-Stop frontline staff
 Extreme networking opportunities
 Capacity-building training/TA
An experienced SHARE Network Access Point

will also need:

© February 2006
 Monthly stipend/performance
incentives
 Chance to become a contracted
service provider
You can see a typical Access Point organization

chart on page 57 in the appendix of your Team
Member’s Manual.
15
Key Partner Roles & Responsibilities
Say:
The single most critical role for the State is to

assign the right lead staff person to work with
the key partners in each region.
Likewise, the single most critical role for the

One-Stop is to select the right workforce
professional to serve as liaison between
SHARE Network Access Points, the One-Stop,
and the regional workforce board, and
intermediary if applicable.
When this training was developed, we felt

challenged to demonstrate why it is so
important to assign the right person to lead your
SNAP (SHARE Network Access Point) project.
Then we realized, “Hey, we’ve got a roomful of
workforce professionals here. Let’s ask THEM!”

© February 2006
Ask:
So, why is it critical and how do you pick ‘em?
Answer:
 The key partners and the customers

need to trust the people skills,
workforce knowledge, diligence and
cross-cultural competence of the
SHARE Network leaders, to give it
their full and continuing support
Show Slide 1.38
Say:
Keep those qualities in mind as you develop

Slide 1.38: State/Regional WFB Leadership
your strategies for SNAP implementation. Now Responsibilities
let’s look at the organizational responsibilities of
the key partners:
The State Workforce Agency is responsible for

overseeing the entire SHARE Network including
the Resource Directory and Access Points. The
SWA will either be responsible for the following
items or will delegate these responsibilities to
the Local Workforce Board:
 choosing the target communities you
want to impact
 making sure that outreach to FBCOs
follows proven practices (such as
WIIFM)
 selecting or procuring the FBCOs
who will host your new SHARE
Network Access Points
© February 2006
 formalizing the partnership - if there

are specified financial values, such
as providing ISP or stipends, a
contract is necessary. Otherwise, it’s
OK to use a Memorandum of
Understanding. If you are
implementing multiple SNAP sites,
it’s most cost-efficient to create
uniform templates for contracting or
MOUs as well as for documentation.
 ensuring the SHARE Network
Access Points project meets all
federal and state requirements,
including those related to the Equal
Treatment regulations.
10
Physical Requirements
Show Slide 1.39 Slide 1.39: Physical Requirements
Say:
The State or regional WIB is also responsible

either for providing the selected FBCO with
computers, Internet, maintenance/repair; or for
specifying in the selection process that only
FBCOs with these capacities are eligible.
Break up into small groups to answer the

questions in the Team Members manual and
© February 2006
then have each group share with the class.
Ask:
What are some considerations in defining your

target FBCOs? How does this impact your
SHARE Network?
Answers:
 Self-limits the size of the eligible

FBCOs.
 Larger FBCOs reach different

targets than smaller ones.
 Some target communities especially

LEPs, may lack access to larger
FBCOs.
While it is not always the case, what is an

example of a target population for which smaller
FBCOs with fewer resources might make better
SNAPs?
Answers:
 May have best access to target

communities, such as Hispanic,
Asian or other ethic groups.
 Leaders are often bi-vocational

which increases jobseeker trust in
them, and the likelihood for
employer networking.
 Because they are smaller, they can

focus all their in-kind and volunteer

© February 2006
efforts toward the SNAP as their

primary social mission.
15
One-Stop and FBCO Leaders
Show Slide 1.40 Slide 1.40: One-Stop Leaders
Say:
Your One-Stop leader is essential to the

success of your SHARE Network Access Points.
He or she will be responsible for ensuring that
One-Stop staff is informed and supportive of
Access Points within their service area.
Specifically, the One-Stop leader will assign
staff to:
 Develop and deliver a program of

training and technical assistance to
© February 2006
equip FBCO SNAPs to serve their

jobseeker customers using your
virtual One-Stop tools and the
SHARE Network Resource Directory.
We’ll review the contents of that
training in a later module.
The One-Stop leader is also the one for:
 Ensuring strong working relationship

between One-Stop frontline staff and
Access Point operators
 Ensuring continuously updated

information to Access Points about
changes in the job market, job fairs,
employer openings, etc.
 Providing technical assistance to

Access Point operators as needed to
ensure quality customer service.
 Capturing Access Point data to

increase the One-Stop’s
performance on key measures. As
you know, assisted core services
help jobseekers identify opportunities
and apply for employment.
Slide 1.41: FBCO Leaders

Show Slide 1.41
Say:
The FBCO leaders hosting SHARE Network

Access Points are required to:
 Provide at least 100 square feet of
air conditioned office space in the
targeted community, with reasonable
insurance coverage, reliable
© February 2006
electricity, and available high-speed

ISP
 Ensure timely access to the
premises during deployment
 Appoint an operator to serve as point
of contact for customers and One-
Stop
 Assign the operator to participate in
training
 Ensure public access to assisted
core services at specified hours each
week
 Provide publicity for the Access Point
services
 Ensure non-religious use and non-
discrimination
 Be responsible for timely submission
of required data and evidences such
as sign-in sheets, customer
satisfaction forms
 Ensure contract or MOA compliance.
15
Readiness Assessment
Say:
It’s always important to start a new

endeavor with a clear picture of where you
are, compared to where you want to be.
What I’d like us to do now is for each person to

concentrate on completing the Readiness
Assessment. This should take you about 10
© February 2006
minutes, and there’s no grade and no way to

fail! This is just to give you an idea of where
you are now, so we can compare it to where
you want to be – and make sure we’re firing the
right stuff at your target.
Instructor’s Note
When you sense they are near completion of
the worksheet wrap them up. Lead
discussion.
Readiness Assessment - Continued
Say:
When you complete the assessment, add up

your score at the bottom of the page.
Ask:
How did everybody do on the assessment

scores?
Say:
Later in the training we will be looking at the

marketing aspects of getting ready, including
identifying the customers and targeting the right
© February 2006
FBCOs.
30
SMART Goal-Setting
Say:
Here comes the most challenging but most

rewarding worksheet of the day.
Ask:
Has anyone here heard about SMART goal-

setting?
Show Slide 1.42 Slide 1.42: SMART Goals
Say:
© February 2006
SMART is an acronym that stands for Simple,

Measurable, Attainable, Realistic and Time-
bound. Much of the success of the SHARE
Network models you are learning here this week
is due to the conscious or unconscious use of
SMART goal-setting.
For example, the SHARE Network Resource

Directory tracked the number of people
accessing the online directory for information,
but did not try to track how many people
received jobs as a result of that information.
That’s because the primary outcome of the
SHARE Network is to increase and improve
universal access to the One-Stop System.
Increasing job placement rates is a reasonable

result of increasing universal access, but a
SMART line cannot be drawn between the
directory and a particular job placement.
Say:
Let’s break up into groups of 3 or 4 and take 10

minutes to come up with 1 SMART objective for
your SHARE Network Access Points. We will be
sharing them with the rest of the group and
critiquing them to see if they meet the SMART
requirements. Write the objective in your team
member’s manual.

© February 2006
Instructor’s Note
When each group is presenting their objective,

ask them to explain how it complies with each of
the SMART objective criteria. Refer back to the
slide if needed.
Measuring Success - Keep It Simple
Say:
Now let’s say a word about the measurement

issue.
Past successes with FBCO partnerships have Slide 1.43: Measuring Success: Keep it
suggested an inverse relationship between Simple
measurement and service. It looks like this:
Show Slide 1.43
Say:
The more paperwork or measurement you

require from your SHARE Network Access
© February 2006
Points and their customers, the more time they

must spend filling out forms – and the less likely
they’ll be to retain the very customers who most
need their help getting into the One-Stop
system.
The more sophisticated they are in collecting

and reporting large amounts of customer data,
the more customers think they resemble a
government institution, which they generally
distrust. Thus, the higher your demands for
customer data, the lower your customer counts
will be at SHARE Network Access Points. This
does not mean that you should not create goals
and empower the SNAP to achieve them – but
they should be SMART goals.
15
Data Criteria
Show Slide 1.44 Slide 1.44: Data Criteria
Say:
So before setting data collection goal for your

SNAP project, ask yourself these questions:
 Will this data improve our State

performance?
 Can this data be collected

electronically?
© February 2006
 Will it take less than 15 minutes to

collect all this data before the
customer can begin a job search?
 If data is similar to One-Stop, can it

be passed electronically or in paper
to One-Stop so same questions do
not need to be asked again?
If you can answer “yes” to these three

questions, great. Just strive for the simplest
possible collection method. If not, think about
the WIIFM Principle: Will the hard-to-serve
customer – who may require multiple visits
before finding a job – perceive enough benefit
from his/her first visit to justify the paperwork?
Or, is there a risk they are so put off by it, that
they won’t complete their job search within the
system?
Homework
Say:
Now let’s get back to that SMART goals

worksheet. Given the caveats of measurement
versus service, you have a homework
assignment to write down the SMART goals for
our SNAP projects. We will be using this later in
the training. We completed the first one in our
small group exercise a few minutes ago. You
need to come up with four other SMART goals.
This would be a good opportunity to work with
others in the class. The assignment is due on
© February 2006
Friday morning.
Slide 1.46: Day 1 Closing

15
Day 1 Closing
Show Slide 1.46
Say:
We have accomplished a lot today. Making sure
we have a solid foundation is essential to
understanding how to implement SHARE
Network. While I am sure that many of you are
wondering where all of this is going, I assure
you that the light will go on as we move through
the week.
Let’s review what we have covered today.
 We traced the origins of the SHARE

Network from the federal faith-based
and community-based initiative to the
successful pilots in North Dakota and
Brevard County, Florida.
 We defined the appearance and

function of a SHARE Network Access
Point.
 We identified the essential

partnerships and their respective
roles in ensuring SHARE Network
success.
Tomorrow we will be covering the following:
 Methods and user-friendly tools for

ensuring your SHARE Network’s
success
 Step-by-step implementation of a
© February 2006
successful SHARE Network Access

Points project
 The lifelong value of something called

the WIIFM Principle.
We will be starting promptly at 9:00 tomorrow

morning. Get a good nights rest as we will be
hitting the ground running.
Realize that many students many be a
little overwhelmed at this point or may
wonder when you will be getting to the
“meat” of the training. Be very
reassuring at this point.

© February 2006

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SHARE Network Training Instructor’s Manual - DAY 1.

Recognizing a Common Goal.....................................................................7

Module II – SHARE Network Access Points 21

Measuring Success – Keep It Simple.........................................................53

Module III – SHARE Network Resource Directory 92

Module III SHARE Network Resource Directory.........................................92

Search by Location, Provider or Services...................................................103

Module IV – Outreach 128

Training Summary 155

Course Objectives Review..........................................................................156

SHARE Network Page 4

 Overhead projector or computer

SHARE Network Page 5

Team Member’s Manual Activity

 Gather the information on the This indicates that there is an activity to be

Break (30 min) or Lunch Break

SHARE Network Page 6

Show Slide 1.1 Slide 1.1 : Welcome to SHARE Network

Getting to Know You

Flip Chart 1.1 Flip Chart 1.1: Getting to Know You

SHARE Network Page 7

Recognizing a Common Goal

Show Slide 1.2 Slide 1.2: Quotes

Team Member’s Manual, page 4

Team Member’s Manual Activity

Slide 1.3: Quotes/Source

Show Slide 1.3

SHARE Network Page 8

Training Session Goals

I encourage you to keep your team

The state will be provided with this

Team Member’s Manual, page 5

Flip Chart 1.2

 Each one of you will gain a solid

the SHARE Network, and with

 Each of you will understand the

 Each one of you will be able to

 Each one of you will gain a basic

Ask team members if they have any

Flip Chart 1.3: Working Towards a Common

Working Towards a Common Goal

Flip Chart 1.3

Flip Chart 1.4

Flip Chart 1.5 Flip Chart 1.5: Action Items

The training and work plan development

SHARE Network Page 11

SHARE Network Page 12

SHARE Network Background

Team Member’s Manual

Slide 1.4: SHARE Network Background

The Office was thereby mandated to

SHARE Network Page 13

To achieve this goal, the president created

Show Slide 1.5 Slide 1.5: Birth of SHARE Network

Department of Labor Grant:

Within the U.S. Department of Labor, the

In 2002, the U.S. Department of Labor

 To increase the number of faith-

 To expand the access of faith-

 To identify, document, showcase

Show Slide 1.6 Slide 1.6: North Dakota (SHARE Network)

There were two grantees whose models

North Dakota (SHARE Network):

Through a very competitive process, North