Raise the Bar 2023 Impact Report

Impact Report

Dear Friends,

It continues to be a tremendous honor to lead Raise the Bar ® (RTB) during this exceptional time of growth and program acceleration.

In 2023, our dedication to preparing Hancock County’s talent pipeline reached new heights as we expanded our reach to support more individuals than ever before. While our commitment to equipping our youngest talent within local school districts remained a primary focus, we also took intentional steps to address the needs of Hancock County’s unemployed, underemployed, and employed adults.

By broadening our focus to include individuals at various stages of their careers, we have taken a significant stride toward fulfilling our mission of advancing workforce excellence along the cradle-to-career continuum. This evolution reflects our commitment to empowering all individuals to achieve their full potential in the workforce.

We also expanded our strategies to impact employers across industries and sectors. All employers are essential to Hancock County’s economic vitality, and we want to help these workplaces offer the highest standard of operation and culture to their employees. We have taken numerous steps throughout 2023 to empower workplace leadership to evolve their practices for employee recruitment and retention.

As we continue to navigate the dynamic landscape of workforce development, I am filled with gratitude for the unwavering support of our community partners, volunteers, and supporters like you. Your dedication and collaboration have been instrumental in enabling us to make a meaningful difference.

Looking ahead, I am excited about the opportunities that lie ahead for RTB as we continue to innovate, collaborate, and empower individuals to thrive in their professional endeavors. Together, we will continue to build a brighter future for our community by investing in the talent and potential of every individual we serve.

Thank you for your ongoing support, dedication, and belief in the mission of Raise the Bar.® It is through our collective efforts that we can truly make a difference and create lasting change in Hancock County and beyond.

Sincerely,

Tricia Valasek

STAFF

Tricia Valasek, MA, MPH Executive Director

We connect stakeholders to advance workforce excellence.

Evolving the paradigms of workplace opportunity to build a community where employment and career advancement are accessible and attainable.

Mission Vision Expectations

Our Expectations of Workforce Excellence

• Highest standard of performance, productivity, and professionalism

• Talent empowered and equipped with skills to excel in roles

• Effective processes, leadership, and continuous improvement

• Positive work culture and perception of employment

Ashley Stepec-Bibler, BS Workforce Program Specialist

BOARD OF DIRECTORS

Randy Galbraith, Board Chair Director, Hancock County Job and Family Services

JJ Preston, Board Treasurer SVP, Findlay Market Manager Waterford Bank

Ken Lee, Board Secretary Plant Manager, Findlay South Advanced Drainage Systems

Dr. Katherine Fell President, University of Findlay

Pam Hamlin Director, Millstream Career Center

Krista Miller Assistant Superintendent, Findlay City Schools

Christina Muryn Mayor, City of Findlay

Eric Proctor

Chief People Officer, Blanchard Valley Health System

Dan Sheaffer Director, Findlay Hancock County Economic Development

Dr. Dione Somerville President, Owens Community College

Priority Investment Areas

Workforce Pathways

Employee recruitment and retention requires commitment to a process of inclusion and continuous people development. We advocate for Hancock County’s employers to build their talent using all workforce pathways, spanning direct-toemployment, apprenticeships, college, internal candidates, military experience, certifications, and other avenues. Additionally, we encourage employers to provide clear guidance on position expectations and required expertise to empower individuals to pursue their desired profession through efficient, affordable training. We aim for Hancock County’s employers to access a skilled and diverse workforce.

STRATEGIES:

• High School Graduation

• Apprenticeships

• Industry-Recognized Credentials

• Job Analysis

• Employee Recruitment and Retention

EMPLOYEE DEVELOPMENT AND ONBOARDING

Facilitated a multi-phased job analysis to improve recruitment and retention. The process provided Hancock County’s social service agencies with the 9 duties, 49 tasks, 20 knowledge points, 23 skills, and 22 worker behaviors required of the case manager position.

EMPLOYEE UPSKILLING

$200,000 TechCred Funding

Empowered Hancock County employers to leverage over $200,000 in TechCred funding to enhance the technical skills of current employees.

QUALITY TRAINERS AND INSTRUCTORS

Financially sponsored 12 Owens Community College instructors with obtaining 8 distinct Industry 4.0 credentials using funds from the Ohio Manufacturers’ Association.

Hancock County case managers participate in The Ohio State University’s DACUM process

Career and Industry Exposure

Transformation requires exposure to people and ideas. That’s why we’re committed to cultivating meaningful interactions between individuals and workplaces. Our efforts begin as early as kindergarten, sparking conversations and igniting curiosity. Through ongoing support into adolescence and adulthood, we guide individuals on a journey of exploration and immersion, encouraging discovery of passions and potential career paths. Ultimately, we aim to expand horizons and highlight the wide range of opportunity right here in Hancock County.

STRATEGIES:

• Career Expo Series

• Career Interest and Aptitude Assessments

• Career Courses

• Literacy + Manufacturing

• Summer Educator Experience

• Hancock County Business Advisory Council

• On the Rise Newsletter

Hancock County K-12 educators at City Apparel + Merch for Summer Educator Experience

Students visit FASTSIGNS for Career Expo Series: A/V and Communications

CAREER CONVERSATIONS

Sparked reading and encouraged career conversations by providing a book and Millstream Career Center studentproduced video to all 827 students and 39 third grade classrooms in the city/ county.

Hosted 65 K-12 teachers at 32 employer locations to learn about workplace trends, cultures, expectations, and opportunities.

WORKPLACE IMMERSION

Arranged for 117 high school students to explore 19 local workplaces and engage with 7 higher education providers.

2,055 COMPLETED ASSESSMENTS

APTITUDES AND CAREER PATHS

Supported 2,055 students with completing a career interest and/or aptitude assessment.

COMMUNICATION BRIDGE

Created On the Rise, a monthly newsletter distributed to 1,500 individuals that highlights youth workforce preparation in schools and workplace trends to connect education and employers.

EXPERIENCE AND ENGAGEMENT DESIGNER

Assisted 32 employers and educators with the design and adoption of the K-12 Career Engagement and Immersion Continuum, helping the Hancock County Business Advisory Council earn a 3-star rating with the Ohio Department of Education and Workforce.

Hancock County high schooler learning about sonography during Career Expo Series: Healthcare

Employability Skill Development

We support Hancock County’s workers and residents with employment and career progression by focusing on employability skill development. Employability skills can improve work productivity, decrease skills gaps, and increase employment rates. By equipping youth and adults with core transferrable skills, we aim for Hancock County to be the place where people become the best version of themselves and find financial stability.

STRATEGIES:

• FranklinCovey’s Leader in Me and 7 Habits of Highly Effective People®

• Student-led Action Teams

• Community Leadership Summit

• WorkAdvance

NATIONAL RECOGNITION OF LOCAL EFFORT

Earned a spotlight in both a FranklinCoveyproduced video and podcast, showcasing Hancock County’s multi-layered approach to thousands of viewers.

EXEMPLARY LEADERSHIP

Awarded students for demonstrating strong leadership skills in the classroom and community, partnering with Hancock Youth Leadership in award ceremonies to help younger youth aspire to greater leadership roles as they age.

SCALABLE AND REPLICABLE STRATEGIES

Spotlighted 18 Hancock County schools, workplaces, and community service organizations known for effective leadership development strategies during the inaugural Community Leadership Summit, welcoming a sold-out crowd of 150 attendees and 2 nationally recognized keynote speakers.

WORKPLACE READINESS

Supported almost 8,000 preschool-12th grade students with honing transferrable skills through the Leader in Me/7 Habits of Highly Effective People®. Five school districts implement Leader in Me to positively shape student leadership, goal setting and achievement, growth mindsets, and life readiness.

WorkAdvance graduate with instructors from Owens Community College and the Financial Opportunity Center

Stakeholder Engagement

We partner with employers, education providers, social services, and policymakers to collectively identify and understand workforce challenges as well as co-envision solutions that build essential trust and support. Through our consistent, intentional partnerships at the local and state levels, we:

• more efficiently change Hancock County’s workforce-related system

• reduce duplication of efforts

• appropriately steward and leverage resources

• implement productive, meaningful solutions.

STRATEGIES:

• Regional Advanced Manufacturing Partnership

• Hancock County Health and Human Services Workgroup

• Hancock County K-12 Business Advisory Council

• Ohio Manufacturers’ Association

• Northwest Ohio Node for Broadband/5G Workforce at the University of Findlay

• Center for Civic Engagement

• Center to Advance Manufacturing

• Findlay-Hancock County Alliance

• Ohio Industry Sector Partnerships and the Office of Workforce Transformation

• Northwest Ohio TechPrep

Youth Connections

Meaningful Missions: Connecting Young Leaders for a Cause

Within a Findlay City elementary building, the atmosphere feels charged, electrified with excitement as students await their action team assignments. The children anxiously move about in their seats as they wait for their teacher to hand out individualized cards. Under a silver scratch-off sticker on each card is a student’s action team name. As the teacher distributes each student’s personalized card, the kids squeal and get a little rowdier. Their enthusiasm peaks and all at once the kids start feverishly removing the scratch-off label. Cheers erupt and kids proudly share their action team assignment with classmates, smiling ear to ear.

Across town at Liberty-Benton Schools, the Leader in Me Lighthouse students lead a building-wide assembly. Standing in front of hundreds of their peers, the Lighthouse students present their PowerPoint announcing action team options for the school year. After the assembly, students return to their classroom to select their top five options. Finally, after weeks of patiently waiting for teachers to equally distribute students, every student learns the team to which they have been assigned.

It is through these action teams that students hone essential employability skills (e.g., collaboration, communication, reliability, accountability, etc.). These action teams entwine with the community’s long-term investment in FranklinCovey’s Leader in Me.

Growing from two Findlay City buildings pre-2016 to 17 buildings in five districts serving nearly 8,000 PreK12 students in 2023, the Leader in Me provides an evidence-based way to nurture life-long transferrable skills. Since 2016, RTB has supported districts with technical assistance and funding for Leader in Me implementation. This year RTB received funds from the Findlay-Hancock County Community Foundation to expand support for action team activities.

Although action teams occur during school hours, intentionally to include every student (regardless of demographic, home life, etc.), their activities allow

individuals to serve a bigger purpose. These teams enable students to thoughtfully connect with their peers, the broader community, and local philanthropy—all desirable attributes of Hancock County’s residents. Examples of action teams include:

• Literacy and reading

• Military appreciation

• Public outreach

• Kindness club

• Building and grounds

• Donation squad

Students, especially those in high school, use their action team efforts to communicate leadership responsibilities on job, college, scholarship, and apprenticeship applications. The students are so proud of their engagement on the action teams that they purposely share this “club” along with their other traditional high school activities and accomplishments during senior night announcements.

For schools that continue to invest in action teams, their students can serve on perhaps as many as 13 leadership teams before graduating high school. That means 13 years of connecting with first responders and the elderly through notes of gratitude, 13 years of connecting with veterans and the Armed Forces through powerful annual celebrations, 13 years of connecting with area nonprofits to raise money and secure invaluable items of need, 13 years of connecting with peers to unlock talent, and 13 years of connecting employability skillsets to create a stronger Hancock County.

Liberty-Benton High School action team leaders attend Raise the Bar’s® Community Leadership Summit in March 2023

FRANKLINCOVEY’S

2016

2023

Adult Connections

A Journey of Empowerment and Personal Connections

It was a season of professional change that brought two Hancock County residents together on a path of improving lives through employment and coaching.

Wilson (Wil) Schroeder fulfilled his last 25 years (of a 39-year career) at a Findlay manufacturing facility, advancing over time from staff engineer to plant general manager. He always felt his operations-centric mindset could help organizations solve problems and prosper. While not ready to retire, he wanted to continue using his expertise to serve a purpose beyond the business setting.

Jen Galbraith, too, spent time in manufacturing, although in a different capacity: human resources. She spent over a decade helping employees maneuver through onboarding, professional development, and performance review processes. Through these responsibilities, though, Jen continuously noted the complex struggles employees faced in and out of the workplace. She recognized that her professional position limited her ability to help people overcome their challenges.

WorkAdvance Launches

WorkAdvance was merely a diagrammed flowchart when Wil and Jen individually responded to Raise the Bar’s® (RTB) request for assistance with launching a new program. The program, funded by the Ohio Manufacturers’ Association’s (OMA) $23M Good Jobs Challenge federal grant, sought to train and place a community’s underserved in good manufacturing careers. Due to RTB’s ongoing OMA endorsement, Hancock County became one of 15 regions statewide to commence WorkAdvance.

It was mid-summer 2023 when Wil and Jen met for the first time. They quickly bonded over their prior manufacturing experiences and hopes of making a difference in the community. Wil became tasked with number-driven responsibilities: recruiting manufacturers to hire WorkAdvance graduates as well as recruiting program participants. Jen, employed by the local Financial Opportunity Center

Jen

(FOC), was assigned the “people” tasks: screening participants for enrollment, coordinating all two-week trainings, and serving as each participant’s career coach.

Validation of Program’s Importance

After months of intense collaboration to expand participant reach and to design top-notch training, the colleagues began experiencing the fruits of their labor. They witnessed, through personal conversations and three emotional graduation ceremonies, that they were a core part of participants’ progress.

“WorkAdvance seems to be a therapeutic model,” recalls Jen. The intentional program design changes mindsets and dispositions. Within just the first two weeks of assistance, participants began radiating pride and confidence.

“Participants start WorkAdvance closed, but appreciative,” shares Wil. “By the end, they are open to possibilities and proud of their accomplishments,” continues Wil. Jen echoes, “The program gives them validation of ‘I hear you,’ which seems to adjust how they view themselves.”

Jen shares a photo of the purple and red-spotted dragonfly art piece that one program graduate created for her. The graduate gifted Jen the dragonfly while working together on job placement. Jen couldn’t help but note how the participant was “glowing” with a renewed sense of self belief. The dragonfly, it turns out, symbolizes growth and a new outlook on life.

Wil Schroeder and

Galbraith lead WorkAdvance Findlay

WorkAdvance Elements

30 hours of employability skills development (including 7 Habits of Highly Effective People®)

20 hours of math refresher

30 hours of foundational manufacturing training

Career aptitude and workplace values assessment

365 days of career coaching and financial literacy support

COMPLETION INCENTIVE

A chromebook, one-year subscription to an online learning platform, and up to $500 in work apparel and equipment

Building Relationships Changes Perspectives

Wil reminisces two moments where he recognized how he played a small part in participant growth. The first scene he describes is the November 2023 WorkAdvance graduation at Owens Community College-Findlay campus. Surrounded by RTB, program instructors, local manufacturers, and loved ones, the graduate starts tearing up and having trouble forming the words to express his gratitude. It turns out that the graduate has never been celebrated for an accomplishment like he was that Friday afternoon. He worked hard to put his life on track, but it seemed until WorkAdvance that his persistence to be a different man had gone unnoticed. He spoke on behalf of his community that WorkAdvance can be a “game changer.” He has since gained employment with a Findlay manufacturer.

Wil also fondly remembers sitting multiple evenings with participants at City Mission to conduct math study tables. Wil noticed that math was more challenging given the years it had been since participants learned to complete long division and manipulate fractions. One participant, though, showed up each night and pushed and pushed. Wil reflects on getting an overwhelming sense that the participant recognized “that people care about him and his success.” Like the November graduate, this program completer also became employed at a Findlay manufacturer.

To Wil and Jen, WorkAdvance quickly evolved from a training program to a means of human and community connection. As Wil says, it “has become a people experience.” He continues, “We are helping to turn people around, which in turn helps the community.” Jen adds, “This program has opened my eyes to how many in our community are underserved but deserving.”

As Jen’s responsibilities grow to provide one-on-one career coaching and job placement assistance to each graduate, she sees how vital it is for someone like herself to serve as the connector of community resources, employers, and job seekers. Her innate ability to arrange for social services, refine interviewing skills, offer a listening ear, and tirelessly work to place graduates in Hancock County’s “good jobs” does not go unnoticed. She’s formed life-long relationships with her clients and their success has become her success.

“I have a little part of that [success],” says Jen with indescribable pride and passion.

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