The Indiana Department of Workforce Development selected me to establish and direct marketing communications for Alliance for Strategic Growth—the workforce development arm serving 12 counties in Economic Growth Region 6 (EGR6). Working with state leadership and regional stakeholders, I provided strategic communications leadership for this comprehensive workforce development program during a critical economic period from 2007 to 2013.

As Regional Director of Marketing, I developed integrated communications strategies to support multiple workforce initiatives across the region. My responsibilities included establishing a cohesive marketing department, creating unified branding, implementing strategic communications across multiple channels, developing digital resources, and managing stakeholder relationships throughout eastern Indiana.

This project showcased my ability to establish and lead a marketing function within a complex government structure. Our regionally distributed team—based at WorkOne centers across 12 counties—collaborated effectively through coordinated communications systems. This regional structure required exceptional coordination, clear communication protocols, and effective project management to maintain consistent messaging while respecting local needs.

The large-scale initiative required aligning communications with both state workforce priorities and regional economic development goals while maintaining consistent messaging aligned with the core mission—connecting workforce development with Indiana’s economic priorities. The work demonstrates my ability to establish communications for complex, multi-stakeholder initiatives and develop strategic messaging that effectively communicates the impact of workforce programs to diverse audience segments including job seekers, employers, policymakers, and community partners.

Challenge

When appointed in 2007, Alliance for Strategic Growth faced several significant challenges:

• No established regional marketing function across the 12-county service area
• Limited public awareness of available workforce services during a period of economic uncertainty
• Disconnected communication between state agencies, educational institutions, and employers
• Need to implement the Workforce Innovation and Opportunity Act requirements while making programs accessible to citizens
• Upcoming economic recession that would dramatically increase demand for services

Strategic Approach

Foundation Building

I began by establishing the fundamental marketing infrastructure required for effective regional communications:

• Conducted comprehensive communications audit across all counties to identify gaps and opportunities
• Developed region-wide brand identity aligned with state workforce guidelines
• Created unified messaging framework adaptable to diverse program areas
• Established marketing governance structure with county-level input and regional coordination

Integrated Communications Development

With foundations in place, I implemented a multi-channel approach:

• Redesigned regional website architecture to improve navigation and resource accessibility
• Developed comprehensive collateral system with consistent branding but customizable content
• Implemented targeted outreach campaigns for key demographic groups including dislocated workers, youth, and veterans
• Established employer-focused communications to strengthen business relationships
• Created measurement frameworks to track communications effectiveness

Digital Transformation & Stakeholder Engagement

As economic conditions evolved, I expanded our approach:

• Initiated early social media strategies to reach younger job seekers
• Developed virtual event capabilities to extend program reach
• Created specialized communications for rapid response situations during major employer layoffs
• Established regular stakeholder communications with government agencies, economic development organizations, and educational institutions
• Implemented sophisticated analytics to optimize communications effectiveness

Results & Impact

The establishment of a comprehensive marketing function delivered significant outcomes:

• Increased Program Participation: Achieved 47% growth in workforce program enrollment between 2008-2010, exceeding state averages during recession
• Improved Public Awareness: Recognition of WorkOne services increased from 32% to 76% in regional surveys
• Strengthened Employer Engagement: Developed 35% more employer partnerships resulting in expanded job placement opportunities
• Effective Digital Transformation: Website engagement increased by 215% with improved resource utilization
• Enhanced Stakeholder Coordination: Established formal communication channels with 14 government agencies and 22 educational institutions
• Cost-Effective Outreach: Reduced per-participant recruitment costs by 28% through optimized marketing channels

Key Innovations

Several strategic initiatives proved particularly effective:

1. Sector-Based Communications: Developed industry-specific messaging for manufacturing, healthcare, and logistics sectors
2. Rural Outreach Program: Created mobile service unit marketing to reach underserved communities
3. Success Stories Campaign: Implemented testimonial program featuring successful placements and employer partnerships
4. Cross-Agency Coordination: Developed unified communications protocols across multiple government stakeholders
5. Crisis Response Communications: Established rapid response communications for major workforce disruptions

Conclusion

By establishing a professional marketing department for Region 6 of Indiana’s workforce development system, I transformed how citizens and employers engaged with critical employment services during a challenging economic period. The comprehensive approach to marketing, communications, and stakeholder engagement directly contributed to improved workforce outcomes across the 12-county region, demonstrating the strategic importance of unified communications in government service delivery.