*Members shall disclose any voting conflict as required under Florida Statute 112.2143 and abstainfrom discussion or voting on any business that would inure to his or her special private gain or loss.

CareerSource Suncoast EXECUTIVE COMMITTEE MEETING

Thursday, October 10, 2019 - 8:00 a.m. to 9:00 a.m. Location: 1112 Manatee Ave E, Bradenton FL 34208

AGENDA

Call to Order / Introductions – Christy Cardillo, Chair; Partner, Carr, Riggs & Ingram

Action Items – Christy Cardillo, Chair

• Approval of June 13, 2019 2019 Executive Committee Meeting Minutes

Strategic Plan Update – Larry Fairman, Fairman Consulting

• Review Board and Staff Strategic Planning Summaries• Discuss Research Plan and Next Steps

Public Comments/Closing Remarks – Christy Cardillo, Chair; Partner, Carr, Riggs & Ingram

Adjournment

Next Executive Committee Meeting is November 14, 2019 and will be a combined Executive and Board Meeting held at 3660 N. Washington Blvd, Sarasota, Room 210

CAREERSOURCE SUNCOAST COMBINED EXECUTIVE AND FINANCE & PERFORMANCE COMMITTEE MEETING

1112 Manatee Ave East, Bradenton, FL Thursday, June 13, 2019 – 8:00 a.m.

Absent Present Committee Members

P Adam Kendall, Vice President, Morgan Stanley P Christy Cardillo, CPA, Partner, Carr, Riggs & Ingram, LLC. P David Kraft, President, Vision Consulting Group P Rick Mosholder, Human Resource Director, Hoveround Corporation P Sharon Hillstrom, President/CEO, Bradenton Area Economic Development Corporation P Eric Troyer, CPA, Partner, Kerkering Barberio A Julie Brooks, Manatee Memorial Hospital A Peter Hayes, Tandem Construction

Staff Present, Ted Ehrlichman, Robin Dawson, Josh Matlock, Kathy Bouchard, Anthony Gagliano, Jen Zak, Chris Laney, Tracey Barta, Linda Benedict

I. Call to OrderChristy Cardillo, Chair, called the meeting to order at 8:00 am.

II. Action Items

Approval of March 14, 2019 Meeting Minutes Ms. Cardillo asked for a motion to approve the March 14, 2019 meeting minutes with correction to Sec 3, P2.

Motion: Adam Kendall Second: Sharon Hillstrom The motion passed unanimously.

Approval of 2019-2020 Budget Robin Dawson presented the 2019-2020 budget. The funding budgeted for 2019-2020 is $7,044,428, with $1,194,899 in reserve for PY 2020-2021 for a total funding of $8,239,327. The breakout for each program is as follows; Total personnel costs $3,953,598 Facility cost $903,044 Office Furn & Equip $91,949 Total operating cost $377,820 Total program services $1,718,017 For a total budget of $7,044,428 Ms. Dawson also included the budget packet a budget by allocation, budget allocated to program and administrative cost and a pie chart showing funds available by program, and a summary of funds available. Mr. Ehrlichman mentioned the funding received from non-traditional sources, or fee-for-service that comes from job fairs, fingerprinting services, and various grants that we have been awarded. Ms. Dawson reported the mobile unit has been transferred to DEO for the Florida Rebuild Program and is no longer a budget item. The administrative costs are 9.9%.

Chair Cardillo asked for a motion to approve the 2019-2020 budget and bring to the full board for approval.

Motion: Eric Troyer Second: Sharon Hillstrom

Executive Committee Meeting Minutes June 13, 2019

Page 2 of 2

The motion passed unanimously.

III. Staff Reports

Mr. Ehrlichman.Mr. Ehrlichman discussed the USDOL report regarding the findings in the Tampa and PinellasWorkforce Regions. This report is being viewed by all regions and each are responding to the reportby reviewing their current policies and CareerSource Florida will pilot a program to train localofficials.

Robin DawsonMs. Dawson reminded the members of the deadline of July 1, 2019 to fill the Form 1 statement offinancial interest.

IV. Public Comment/Closing Remarks – Christy Cardillo, ChairThe next Executive Committee meeting is July 11, 2019 and will be held at the Bradenton CareerCenter, 1112 Manatee Ave E, Bradenton, FL

V. AdjournmentThere being no further business, Chair Cardillo adjourned the meeting at 9:23 a.m.

Respectfully submitted,

Ted Ehrlichman President & CEO

CareerSource Suncoast Staff Visioning September 19, 2019 Session Summary

Objective #1: Focus on Employers

Strategic Imperatives • Emphasize services for employers in target sectors

o Be transparent about the diversified levels of service• Develop job seekers to specifically meet employer needs

o Work with employers, industry sector groups, Chambers, EDOs to identifycurrent and future skill requirements and gaps

o Continue and expand co-location with select partners• Create an opt-in “certified” job seeker program

o Help develop work-ready skills programs via partners• Continue to expand fee-based services

o Screening, background checks, and more

How did we do? • Covey Seven Habits program• State of Jobs and State of Talent conferences• Tier One successes: SouthTech, PGT• Expanding partnerships, relationships• THRIVE is a big win• SHRA: We are “in” with HR executives/employers• Internships: We are teaching business how to implement them

What’s next? • Diversification in client base we serve• Tier One employers are not the only target• Sunset Career Academies (in-school youth)

o Invest in better ROI with out-of-school programs• THRIVE: continue to support, expand• Focus on core competencies (not necessarily new services)• Prioritize those services that are most in demand and provide an ROI

Objective #2: Expanding Regional Convening

Strategic Imperatives • Seek additional channels to provide regional leadership on workforce development

issueso More active communication and partnering strategieso Support and strengthen existing industry sector discussions around workforce

skills qualifications, and seek to start new discussions where needed in targetsectors

• Continue to convene partner discussions• Expand collaboration with regional organizations

o Continue to proactively reach out to Chambers, governments, EDOs• Develop activities/events to advance the conversation and position CareerSource as

the thought leader on workforce issueso Forums, summits, and other hosted/sponsored eventso Have senior staff and board leaders conduct more frequent sessions with

regional opinion leaders (one-on-one and in small groups)

How did we do? • SOJC and SOTC are huge successes, reaching thousands• Align for Talent has led us to convening opportunities (e.g. ELC)• We are “at the table” everywhere, including non-traditional venues• Increased number of staff, not just leaders, involved in community organizations• We have become better at convening by letting it happen organically• We are increasingly seen as experts and people are coming to us

o Media outlets see us that way (but not jobseekers)• Crosswalk is a convening tool... online agency-to-agency cross-referral platform

What’s next? • Continue to expand SOJC and SOTC• Orient the staff to the message

o Must know the five objectives… elevator speech with a focus on employers• Increase opportunities for community participation

o Being present allows us to listen and gather market intelligence• Leverage successful programs and communication vehicles (Align for Talent, Crosswalk)

for additional convening activities

Objective #3: Tell The Story

Strategic Imperatives • Be transparent about our differentiated services

o Continue tiered services to employers and jobseekerso Focus jobseekers on opportunities in target sectors

• Develop and implement a focused online and offline communications strategyo More aggressive outreach to employers, partners and the general publico Tell success stories of employers, jobseekers and partners even more prevalently

in the effort to communicate about CareerSource to all constituencies• Advocate to improve the State’s technology interface (Employ Florida)• Broadly distribute and communicate the availability of the regional workforce asset

map to employers, jobseekers and the mediao Develop a cooperative method with partners to enrich and update the asset map

How did we do? • We are telling “the” story not “our” story

o Less self-focused messages• We are getting wonderful feedback from diverse stakeholders• The trend is good… generating positive awareness• Overall perception: Mostly that we are good and improving

o Sometimes not perceived as thought leaders and “go to” resource• Align for Talent video is positive and powerful

o One senior executive said, “I get it now”• Total redesign of website (leveraging best practice: Video heavy, stories, different tone

of content) is a big win

What’s next? • Continue telling “the” story

o The message is about employers, then jobseekers• Work on improving perceptions• Improve quantity and quality of content• Create and aggregate smart content

o Stories: jobseekers, community, employerso CareerSource as convener/narrator of story

• Build a process for content development and collection… make it part of team’s job

Objective #4: Develop Sustainable Revenue

Strategic Imperatives • Continue to maximize state & federal funding

o Provide mandated basic services cost-efficiently, including utilization ofadditional technology

o Improve self-navigation tools for basic service levels• Seek alternative revenue sources

o Philanthropic funding to develop jobseekers’ skillso EDO-type funding to develop the workforce in target industrieso Expand fee-for-service program offeringso Proactively pursue funding opportunities through external resources

(CareerEdge, Community Foundations, EDOs, United Way)o Aggressively approach grant opportunities

How did we do? • We have had some big wins with grants• There has been no net decline in revenue (even with funding shifts)• New money in THRIVE• Increased rent from clients/partners• Fee-for-service successes

o Ticket to Worko Girl Scoutso Herald Tribune Job Fairso Internships support

• Skills assessments for a fee: there is no demand• Funders call us now (GFCC, Barancik, etc.)

What’s next? • Seek more foundation money vs. sole focus on state and federal grants• When we have a grant expire and the program is aligned with mission and creating

positive impact, we will integrate it• Sunset fee-based services that have demonstrated a limited ROI• Possibly hire a dedicated representative to focus on developing prioritized services

Objective #5: Build The Team

Strategic Imperatives • Continue to raise the bar on staff skills and customer service levels with additional

training activities and programs focused on strategic employer sectors and targetjobseeker populations

• Develop staff to be the regional experts on workforce development best practices andstrategies such as sector strategies and career pathway work

• Continue to recruit and develop high-quality board members aligned with vision,mission and strategic goals

How did we do? • We are “deliberately developmental” in building the team• Everyone on the entire staff receives Seven Habits training• Employees have both OKRs and performance reviews• Professional development is encouraged• Employee development plans have cross-departmental support• Leadership sets culture… is not in the weeds• Partner expectations are rising as we perform better• There is solid continuity in board and executive committee

What’s next? • Continue to improve onboarding

o More than just orientation• Continue to Invest in training for managers• Our convening activities generate a desire to participate for potential board members

o We want board members who are creative and risk takers• Expand focus on board development, immersion, then support• Partners are part of team… maybe bring them in for orientation, and make sure they

know the elevator pitch• Succession planning must be ongoing

Project: Next steps • Executive Committee visioning session• Surveys• Opinion leader interviews• Focus groups

CareerSource Suncoast Board Visioning September 26, 2019 Session Summary

Objective #1: Focus on Employers

Strategic Imperatives • Emphasize services for employers in target sectors

o Be transparent about the diversified levels of service• Develop job seekers to specifically meet employer needs

o Work with employers, industry sector groups, Chambers, EDOs to identify current andfuture skill requirements and gaps

o Continue and expand co-location with select partners• Create an opt-in “certified” job seeker program

o Help develop work-ready skills programs via partners• Continue to expand fee-based services

o Screening, background checks, and more

How did we do? What should we keep doing? Anything we should not do? • Proudest of the positive shift in perception• We have a system to get the community trained• Highly connective• What’s working well?

o Targeting precise needso CareerSource is a model for businesso Deliberatively developmental approach to building the teamo Strategic team development

• Market awareness is improving• Less dependency on formulative funding• Get ahead of job need• Greater strategic focus on low-income segments• Open channels to increase awareness in smaller business (<100 employees)• Wider dissemination of information about CareerSource programs and services• Focus on high unemployment neighborhoods and focus on small business• Focus on Title One Schools• Leverage partnerships

o United Way has a plan• Staff should continue to get out of the building and into the community• Make process easier for everyone: Employers, seekers and general consumers• Better focus on case notes• Concentrate on looking for input from all sources

Objective #2: Expanding Regional Convening

Strategic Imperatives • Seek additional channels to provide regional leadership on workforce development issues

o More active communication and partnering strategieso Support and strengthen existing industry sector discussions around workforce skills

qualifications, and seek to start new discussions where needed in target sectors• Continue to convene partner discussions• Expand collaboration with regional organizations

o Continue to proactively reach out to Chambers, governments, EDOs• Develop activities/events to advance the conversation and position CareerSource as

the thought leader on workforce issueso Forums, summits, and other hosted/sponsored eventso Have senior staff and board leaders conduct more frequent sessions with

regional opinion leaders (one-on-one and in small groups)

How did we do? What should we keep doing? Anything we should not do? • State of Talent Conference is an amazing event• SOTC needs more participation, more partners and more marketing• Focus on C-suite to attend: Market to them• What’s the follow-up? How does it relate to our community and everyday jobs?

o Relate global perspective to local application• Timing of event matters… conflicting with other events

o Be mindful of other scheduled events• What’s the overall goal: begin with end in mind• Talk about big picture workforce• What do we actually do?• Follow-on process using social media to continue the conversation between the annual events• Clarify goal of the event• Multiple goals are okay• Get the theme from partners• Have presenters answer “What’s in it for you?”• More intervention with at-risk youth• Partnership with Technical Colleges

Objective #3: Tell The Story

Strategic Imperatives

• Be transparent about our differentiated serviceso Continue tiered services to employers and jobseekerso Focus jobseekers on opportunities in target sectors

• Develop and implement a focused online and offline communications strategyo More aggressive outreach to employers, partners and the general publico Tell success stories of employers, jobseekers and partners even more prevalently

in the effort to communicate about CareerSource to all constituencies• Advocate to improve the State’s technology interface (Employ Florida)• Broadly distribute and communicate the availability of the regional workforce asset

map to employers, jobseekers and the mediao Develop a cooperative method with partners to enrich and update the asset map

How did we do? What should we keep doing? Anything we should not do? • More stories: Both employers and job seekers• More explanation of services• Tell the story on employee retention• Focus on careers, not jobs• Use digital media to reach smaller employers

Objective #4: Develop Sustainable Revenue

Strategic Imperatives

• Continue to maximize state & federal fundingo Provide mandated basic services cost-efficiently, including utilization of additional

technologyo Improve self-navigation tools for basic service levels

• Seek alternative revenue sourceso Philanthropic funding to develop jobseekers’ skillso EDO-type funding to develop the workforce in target industrieso Expand fee-for-service program offeringso Proactively pursue funding opportunities through external resources

(CareerEdge, Community Foundations, EDOs, United Way)o Aggressively approach grant opportunities

How did we do? What should we keep doing? Anything we should not do? • Fee-based services have developed• Business development and new grants led to $800k in new revenue• Sustainable because it’s a new model• Anticipate the flood of jobseekers when the market shifts• Demand-driven in reverse proportion to economy… so how do we plan?• Expand Crosswalk to manage peak demand

Objective #5: Build The Team

Strategic Imperatives

• Continue to raise the bar on staff skills and customer service levels with additional trainingactivities and programs focused on strategic employer sectors and target jobseekerpopulations

• Develop staff to be the regional experts on workforce development best practices andstrategies such as sector strategies and career pathway work

• Continue to recruit and develop high-quality board members aligned with vision, mission andstrategic goals

How did we do? What should we keep doing? Anything we should not do? • Board members should be robust… diverse industries represented• Position as a leader and expert at state level• Focus on individuals for board who are Innovative and thought leaders• Dynamic change and growth in our staff• Deliberatively developmental approach to building the team• Strategic team development• Open and collaborative• Highly competent staff… be a model for other regions• All of this makes it easy to commit to service on the board• We have seen a vast cultural improvement… cultivating trust• Opportunity: Offer board members a “Journey mapping: A day in the life” of staff members.• Learn to maximize customer experience• Better metrics/surveys around performance to help leverage board and other resources during

peak periods• Add dashboards for employee performance for board review• Share Internal employee surveys with board members• Reinforce hierarchal relationship of board to staff• Board support of CEO is critical• Understand how board members support staff