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South Carolina Sector Strategies 101 Training · Implementation Teams’ Roles Representatives...
Transcript of South Carolina Sector Strategies 101 Training · Implementation Teams’ Roles Representatives...
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South Carolina Sector Strategies 101 Training Wednesday, December 16, 2015
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Department of Employment and Workforce
Partners Overview
State’s Talent Pipeline Vision
Charge to the Teams
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Sector Strategies in a Nutshell
Regional, industry-focused approaches to building skilled workforces through alignment of public partners and industry
Integrated career pathways
Documented positive outcomes for employers and workers
Not “another program,” but transformative in nature
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Welcome!
Your Facilitators Today:
Gretchen Sullivan Senior Consultant
Silvia Middleton Senior Analyst
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Round Robin: Welcome!
Adult education
Community/human services
Economic development
K-12 education
Post-secondary education
Vocational rehabilitation
Workforce development
Others?
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SS 101: Session Objectives
Ensure all have a firm understanding of the basics of a sector strategy approach to workforce development, building a talent pipeline, and the vision for workforce development in South Carolina.
Describe, demonstrate, and discuss how the sectors approach will be developed throughout the state.
Begin process of developing regional knowledge, regional identity, and regional teams.
Achieve strong commitments among all partners to move forward collaboratively!
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Agenda
Introduction to sector strategies
Project goals, deliverables, and team roles
“Mini asset-mapping”
Regional self-assessments
Six-step process for developing sector strategies
Exploration of regional needs
Next steps
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Sector Strategies 101
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The Challenge and the Potential
Done well, sector-based service delivery is truly transformative.
Adopting sector strategies as a full service delivery framework is not a simple process.
The elements that embody success in sector strategies represent a culture change in the approach to workforce development…From “boardroom to mailroom,” and across all talent development partners.
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Context: Perfect timing!
Governor Haley’s Vision:
Workforce Development = Top Priority!
Legislature’s Proviso 117.127
70,000 current job openings
WIOA – Regional Planning
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Pickens
Oconee
Anderson Laurens
Union
Cherokee
Edgefield
Saluda
Newberry Fairfield
Chester
York
Richland
Aiken
Lexington
Orangeburg
Barnwell
Allendale
Calhoun
Clarendon
Sumter
Kershaw
Lee
Lancaster Chesterfield
Williamsburg
Dillon
Florence Horry
Marion
Georgetown
Berkeley
Dorchester
Hampton
Jasper
Charleston
Colleton
Abbeville
Beaufort
Bamberg
Marlboro
Darlington Upstate Pee Dee
South Coast
Central
Workforce Planning and Implementation Regions
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Begin with the end in mind
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Common vision … common goals!
13 © 2013 Maher & Maher
Educational Systems
Economic Development
Workforce System
Targeted Growth Sectors
The Talent Pipeline – workforce as an asset for regional prosperity
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Policy, Programs, and Investments Align to Sector Opportunities
Assessment
Case Management
K-12 Voc Tech Ed
Bridge Education
Post-Secondary
Training Education
K-12 Students & Other Youth
Dislocated Workers
Pre-apprentices / Apprentices Veterans
Career-Changers
Upskillers
Others
Integrated, Sector-Driven
Career Development Solutions
Quantify Sector-Based
Demand
Aggregate
Supply
Talent Pools
Business and Information Technology Services
Health Care
Construction
Transportation, Logistics, and
Wholesale Trade
Diversified Manufacturing
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Business and Information Technology Services
Health Care
Construction
Transportation, Logistics, and Wholesale Trade
Diversified Manufacturing
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Integrating Career Pathways
Education, training, and credential sequences that:
Align to skill needs of targeted sectors and are employer-driven
Articulate the full range of K-12, adult education, and post-secondary education assets: No “dead ends”
Embed “stackable” industry-recognized credentials
Make work a central context for learning
Accelerate educational and career advancement through assessment of prior learning, integrated “basic” education and technical training, and other strategies
Provide supports at transition points
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WIOA Key Elements Related to Sectors and Career Pathways
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WIOA significantly broadens allowable statewide activities to include sector and industry cluster strategies and career pathway programs.
Requires states to designate multi-WIB planning areas to collaborate in preparing Regional Plans, which supports development of sector strategies as the framework for service planning and delivery.
Integration of services – Aligning services across multiple service delivery systems and partners through a unified plan, and locally/regionally-determined performance expectations for sector strategies
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WIOA Key Elements …continued
States and local areas encouraged to improve customer service and program management by integrating intake, case management, and reporting systems.
WIOA collapses intensive and core services into the single category of career services, thereby encouraging pursuit of Career Pathways.
Requires State Boards focus on continuous improvement of the One-Stop delivery system and develop One-Stop standards and a certification process.
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“World-Class” Sector Strategies:
Are Driven by Great Data
Are founded on a Regional Vision
Are Guided by Industry
Lead to Strategic Alignment
Transform how Services (jobseeker and employer) are Delivered
Are Measured, Improved, and Sustained
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“World-Class” Sector Strategies:
Are Driven by Great Data
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Rigorous data is used to select sectors, ID specific skills needs, level of demand, and education and training gaps and surpluses Data is validated by employers for the “real story” Data is leveraged and shared across partners
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“World-Class” Sector Strategies:
Are based on a Shared Regional Vision
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Across workforce, education, economic development Vision reflects the ‘real’ labor market region
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“World-Class” Sector Strategies:
Are Guided by Industry
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They set the agenda They validate real competency needs They are a partner--not just a customer--in designing programs They inve$t in the partnership
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“World-Class” Sector Strategies:
Lead to Strategic Alignment
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Education, training, curriculum aligned together, to target needs
No siloed programs: mapping/ designing of curricula, training, career pathways, support services performed together across orgs
Students/workers can move seamlessly between academic and career technical programs, to and from work, and to advanced credentials
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“World-Class” Sector Strategies:
Transform how Services (jobseeker and employer) are Delivered
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Sector approach is carried out in and through career centers:
• Jobseekers get good labor market intelligence, receive career development services aligned to key sectors
• Business services (outreach, hiring services, retention programs) changed to reflect target sector employment needs
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“World-Class” Sector Strategies:
Are Measured, Improved, and Sustained
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Outcomes assessed and partnership meets regularly to refine goals, strategies, services Partnership becomes the vehicle for soliciting ongoing workforce needs from industry partners Sustainable funding source(s) are secured
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System Level
From:
Programs and funding streams drive goals and strategies
Disparate plans, policies, and investments among partners
Siloed program administration
Board as functionary
Transactional, one-off employer engagement
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To:
• Regional workforce, economic, and education needs drive goals and strategies
• Partners’ plans, policies, and investments are aligned to shared targets
• Coordinated, customer-focused talent pipeline development
• Board as catalyst, convener, and champion
• Deep and sustained partnerships with groups of employers
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Service Delivery Level
From:
Business services are localized, single-agency, and focused on labor exchange
Training investments are individualized and not aligned to growth sectors
Credential attainment not connected to target sectors’ needs
Career Center organization and service delivery not tied to career opportunities and pathways in target sectors
Job placement as goal and service end point
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To:
• Business services are regionalized and coordinated/integrated among partners to deliver diverse solutions
• Training is driven by identified industry and employer needs
• Credential attainment aligned to identified industry needs and targets
• Sector focus reflected in Career Center organization, partnerships, customer flow, and service planning and delivery
• Long-term career development along clear pathways in targeted industry sectors
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Discussion
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Project Goals, Deliverables, and Team Roles
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SUMMARY: Overarching Goals of Sector Strategy Approach
Support the expansion of diverse regional partnerships to advance talent pipeline development for critical industry sectors
Support further development of integrated career pathways
Identify and align resources to support collaborative strategies
Align business and job seeker service delivery strategies to the “talent supply chain” vision
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Overall Project Objectives
Provide the state and its regions with a framework and implementation plans for meeting businesses’ needs for skilled workers and workers’ needs for good jobs = Build the talent pipeline!
• Create the sectors mentality and approach
• Marry sectors to career pathways development
• Begin unification of business service delivery
ALL within a regionalized context
• Realization throughout the system takes time – no time like the present to begin!
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Deliverables
Various meetings, virtual and on-site, to assist in building the state’s workforce development system framework and processes
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Statewide introductory webinar
Sector Strategies 101 Orientation Seminar: Delivered once in person and then customized and adapted for web presentation
Data report to recommend statewide target sectors, and subsequent on-the-ground validation
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Deliverables …continued
Regional data reports to identify regional target sectors, and subsequent validation by regional teams at the Institute
Regional Institute for all regions to attend and plan
Develop ongoing website to support sectors approach
Review and provide feedback on plans begun at Institute
Prepare final report with accomplishments, findings, and recommendations for moving forward
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Full Team Structure
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Statewide Leadership Team, Co-chaired by:
• Dept. of Commerce Secretary
• Dept. of Education Superintendent
• Dept. of Employment & Workforce Executive Director
• SC Technical College System President
Interdisciplinary, Public/Private Regional Planning and Implementation
Teams
Project Management/Facilitation:
Maher & Maher
Project Convener:
SC Department of Employment and Workforce
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Statewide Leadership Team Co-chairs
The Leadership Team is co-chaired by the SC Departments of Commerce,
Education, Employment & Workforce, and the SC State Technical College
System.
The Leadership Team is comprised of key executives and staff of the agencies
involved in the state’s workforce development
system; other public and educational stakeholder
representatives from the state, regional, and local
Levels; and business and industry representatives,
including and especially those from likely target
sectors.
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Statewide Leadership Team Roles
Become fully oriented to the Team process
Adopt Project Vision and Mission Statements as part of the Team Charter
Support and guide the work of the project and Regional Teams
Provide leadership, guidance, access to information, and timely feedback
Promote sector strategy concepts and processes throughout workforce and related systems
Build consensus on the statewide target industry sectors
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Statewide Leadership Team Roles
Build consensus on the statewide target industry sectors
Champion an integrated statewide workforce development plan and its implementation
Identify critical issues to be explored during the SS Institute
Promote the SS Institute, ensuring appropriate participation
Receive, review, and refine the Team Facilitator’s recommendations
Work collaboratively to ensure full implementation post-project
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Regional Workforce Planning and Implementation Teams
All WIOA “core” partners (WIOA, Wagner-Peyser, Adult Education, Vocational Rehabilitation)
Local WDB Chairs/Members Local WDB Directors Career Center leaders Business Services Teams K-12 representatives Community & Technical Education Dept. of Social Services Community/technical college
representatives 4-year educational institutions Regional economic development
Alliance representatives
Local elected officials Community-based organizations General purpose business
organizations Likely target industry organizations Other key stakeholders
NOTE: We typically do not engage
private industry employers until the public partner teams are prepared and ready.
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Regional Workforce Planning and Implementation Teams’ Roles
Representatives attend Sector Strategies 101
Participate in a self-assessment exercise designed to help determine each region’s readiness to undertake a sector strategy approach
Participate in asset-mapping exercise
Attend the Regional Institute and be responsible for planning activities there and afterward
Advocate for and lead the development of sector strategies and integrated services in each region
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Maher & Maher - Project Facilitators
Partner with the Co-Chairs, Leadership Team, and
Regional Teams to ensure project success
Provide ongoing support to the overall project team
Provide ongoing subject matter expertise to the project
Provide full project management services
Develop materials for and facilitate project events and meetings
Facilitate regional teams from SS Institute forward
Prepare data reports to identify statewide and regional sectors
Develop, populate, and deploy the project website
Prepare recommendations to enhance and ensure the transformation
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Project Progress to Date
Formed Leadership Team and approved Charter
Developed and delivered statewide orientation webinar
TODAY: Sector Strategies 101 training session
Partnered with State on data process and analysis
Leadership Team tentatively validated statewide target sectors
Working on data analysis for regional industry sector target recommendations
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Discussion
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Time for a break! 10:40-11:00 AM
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Building Sector Strategies and Partnerships: “Mini Asset-Mapping”
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Getting to know your partners…
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Exercise Guidance
Identify key assets that exist in the region
• Partnerships, business engagement innovations, knowledge, targeted activities/programs, joint planning, etc.
Discuss and identify main elements and potential for scaling
• Partners, geography, desired outcomes, etc.
Record and prepare to report out
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First Breakout and Report Out
See Handouts: 1. Introduction to Mini-Asset Mapping
2. Asset Identification Matrix
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Hungry?
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Regional Self-Assessments
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Self-Assessment Areas
Current and shared data
Shared regional vision
Industry-driven
Strategic alignment
Transformed service delivery
Continuous improvement and sustainability
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Regional Review Assignments
Upstate – Part 2: Founded on a Regional Vision
Central – Part 3: Guided by Industry
Pee Dee – Part 4: Strategic Alignment
South Coast – Part 5: Transform How Services (jobseeker and employer) are Delivered
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Report-Outs
Key observations?
Impressions among the regional group?
Major opportunities?
Potential areas for focus moving forward?
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Break – 2:15-2:30 PM
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Six-Step Process for Developing Sector Strategies
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© 2015 Maher & Maher, Growth Transitions Inc.
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Gather Workforce Data / Intelligence
OBJECTIVES:
Understand the regional economy and industry staffing structure;
Develop insights into the current workforce
Achieve consensus on targets across disciplines
Collaborate on data analysis and decision making, to:
• Collect and analyze industry data and LMI
• Identify Regional Economies, Target Industries and Occupations
© 2015 Maher & Maher, Growth Transitions Inc.
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Consensus-Based Decision Support Model TM
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Form Leadership Team and Data Team sub-
group
Conduct Data Analysis to identify
potential targets
Leadership Team accepts/rejects/refines findings of Data Team
Data Team presents findings and rationale to Leadership Team
Data Team applies selection criteria to data to select top statewide targets
Data Team defines target industry
selection criteria
Target Industry Selection: Consensus-Based Decision Support Model TM
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Form Sector Partnership: Draft a “Future Vision”
• Commit to develop the sector partnership
• Ensure full understanding of framework
• Approach to engage industry employers
• Plan for developing the full sector partnership, strategy and career pathways
I. Convene public sector partners
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Form Sector Partnership: Adopt a “Shared Vision”
• Create a shared vision for a sector talent supply pipeline
• Validate data & define the “As-Is” condition
• Perform SWOT – define gap from the “As-Is” to “Future Vision”
II. Convene Full Partnership
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Assess Talent Needs
• Drill down into occupational and skill gaps, training, and credential needs
• Inventory education and training programs
• Develop Education and Training Gap Analysis
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Develop Strategies and Align Resources
Integrate/Develop Career Pathways
Innovative career services for dislocated workers
Increased work-based learning
Accelerated skills training
Industry-recognized credentials
Integrated role for Registered Apprenticeship/Job Corps
OBJECTIVE:
• Identify training resources and investments to actualize Career Pathways
© 2015 Maher & Maher, Growth Transitions Inc.
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Operationalize
• Align business services to target sectors on a regional basis
OBJECTIVE:
• Transform sector strategies into actual customer - centered service delivery.
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Operationalize
Align enhanced job seeker services to career pathways • Reengineer customer
flow
• Determine changes needed in One Stop organization and partner relationships in light of sector approach and new customer flow
OBJECTIVE: • Transform sector
strategies into actual customer - centered service delivery.
© 2015 Maher & Maher, Growth Transitions Inc.
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Business Engagement
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Traditional Model Sector Partnership
Relationship Industry as Customer Industry as Partner
Needs Identified Within
A one-to-one relationship A full sector or industry
Engagement looks like
Workforce system offers (program) solution…employers asked to participate
Industry designs program with system
Needs Addressed Thru services via one agency WF system, other partners collaborate to create sector-based solutions
Success Measured by
Placements for one employer one time
Placements + employer value received (and engagement over time)
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Assess, Adjust, Improve, and Sustain
Set goals outside of formal WIOA standards, and
• Assess value received by industry employers
• Assess customer flow and jobseeker/student outcomes
Solicit recommendations for adjustments and improvements
Formulate “Can-Be” changes
Implement changes
• Continue to involve full partnership team in this management loop!
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Discussion
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Regional Needs in Context of Project Steps
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Questions to Explore
How do people feel in terms of what they’ve heard, done and are expected to do?
What are your information and other needs?
How best can we support you moving forward?
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Next Steps
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Regional Leaders/Single Point of Contact (SPOC)
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Next Steps
Self-assessment process and asset identification organized by SPOC and facilitated by Maher staff virtually
Distribution of Regional Data Analyses
Website development
Sector Strategy Institute
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Beyond a Website – A Knowledge Engine
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Fully-featured, Content Management System (CMS) • Database, audio/video content, information, possible
discussion threads, more.
• Built by Maher, transferred and licensed to State
Working together, we will: • Design and wireframe the site
• Devise the information and feature
sets you need
Develop, populate and deploy • Transfer to your server
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Beyond a Website – A Knowledge Engine.
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Closing Q & A
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Contact us:
3535 Route 66 Neptune, NJ 07753 Phone: 732-918-8000 Fax: 732-918-9059
www.mahernet.com
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