Transcript An Overview of Utah’s Workforce Services System Mike Richardson

An Overview of Utah’s
Workforce Services System
Mike Richardson
Director, Office of Service Delivery Support
Utah Department of Workforce Services
What events prompted
consolidation?
Leadership from State Job Training Coordinating Council
(SJTCC)
Welfare reform (block grants, time limits, and emphasis on
“self- sufficiency”)
Pending workforce investment legislation (one-stop concept
of service delivery)
Duplication of services (legislative audit)
Decreasing funding (doing more with less)
Lower unemployment rates and an apparent labor shortage
Customer-centered business focus
Background
1990: SJTCC formed a coordinating committee
1992: Legislative Auditor General released his “Report on
Utah’s Employment and Training Systems”
1994: Governor’s Task Force on Workforce Services
convened
1997: Governor Mike Leavitt signed State Senate Bill
166, officially creating the Department of Workforce
Services (DWS)
Background (continued)
Welfare
Office of Family Support
Food Stamps
Child care assistance
State Office of Job Training
Job training
Career guidance
Turning Point
Tuition assistance
Department of
Workforce Services
Job Service
Department of Employment Security
Employer relations
Employer education
Office of Child Care
Child care accessibility and quality
The Department of Workforce Services is a
consolidation of five state and local agencies!
Customers
External customers include:
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Employers
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Looking for qualified applicants
Seeking other “Business Services” (labor market
information, layoff consultation, jobs.utah.gov, etc.)
Job Seekers
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Unemployed
Underemployed
Displaced homemakers
Dislocated workers
Public assistance recipients
Our primary goal is to provide exceptional
customer service to our employer and job seeker
customers!
Utah’s Workforce Services System
Implementation Steps
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Appointed State and Regional Councils on Workforce Services
(July 1997)
Developed vision and mission statements, and brand/logo for
the One-Stop workforce services system (July 1997)
Established service delivery system (April 1997 to July 2000)
Defined partnerships (July 1998 to June 1999)
Integrated service delivery (July 1997 to June 1999)
Enhanced management system (January 1999 to December
2000)
Building employment counseling operating system (January
2000 to October 2002)
1. State and Regional Councils on
Workforce Services
State Council on Workforce Services (which includes the
SJTCC) appointed by the Governor as 31 member board
with private sector majority and chair (April 1997)
Eight Regional Councils on Workforce Services, appointed
throughout the state by the executive director and local
elected officials, as 33 member, private sector led boards
(July 1997)
State Council (and Regional Councils) elect to make Utah
a single service delivery area with gubernatorial approval
(February 1998)
State Council certified by the Governor as the State
Workforce Investment Board (SWIB) (September 1999)
State Council (SWIB)
Responsibilities
Oversee the workforce development system in Utah
Write the Annual State Workforce Services Plan
Review regional workforce services plans
Oversight and technical assistance to the Regional Councils
Evaluate program performance and service quality
Develop program improvements and enhancements
Marketing and outreach
Annual report to the Governor and Legislature
Coordinate with public partners (e.g. Education, Rehab, etc.)
Undertake special assignments from the Governor and Legislature
Regional Councils’ (eight)
Responsibilities
Draft Annual Regional Workforce Services Plans
Determine locations and staffing of “one-stop” (or
Employment) Centers
Develop training priorities
Coordinate apprenticeship training
Coordinate with public partners (e.g. education,
economic development, rehabilitation, etc.)
Report annually to the State Council
2. Vision, mission, and brand
Vision…
“We will set national standard
of a high quality workforce
by being the employment
connecting point for
employers, job seekers, and
the community.”
Mission…
The mission of the Utah Department of Workforce
Services is to provide quality, accessible, and
comprehensive employment related and supportive
services responsive to the needs of employers, job
seekers, and the community.
3. Service Delivery System:
One-Stop Employment Centers
Reduced number of
facilities from 104 to 42
(includes satellite,
eligibility, and outreach
facilities)
Integrated staff and
minimized duplication of
services
Economies of scale reduce
staff from 1,868 to 1,777
Cache
Box Elder
Rich
Weber
Morgan
Davis
Tooele
North Region
Central Region
Mountainland Region
Eastern Region
Western Region
Salt Lake
Wasatch
Duchesne
Utah
Juab
Sanpete
Sevier
Iron
Washington
Uintah
Carbon
Millard
Beaver
Daggett
Summit
Piute
Emery
Grand
Wayne
Garfield
Kane
San Juan
3. Service Delivery: Unemployment
Insurance Claims Center
Centralized Unemployment
Insurance for the state into
the Unemployment
Insurance Claims Center
(UICC), a call center
located in Salt Lake City
3. Service Delivery:
Eligibility Technology Support
Imaged Case Files
Data Brokering
Statewide Helpdesk
Statewide Procedures
and Policy on Internet
Statewide Resource and
Referral on Internet
4. Partnerships
Identify partners
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Education
Vocational rehabilitation
Economic development
Human services
Advocacy Groups
Formalize relationships
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Memoranda of Understanding (MOUs)
Regional Councils develop local
partnership agreements based on the
MOUs
Work together
5. Integration
Developed a service delivery plan (Strategic Five
Year State Workforce Investment Plan) that
integrates and meets requirements for the
Wagner-Peyser and Workforce Investment Acts
Wrote curriculum consistent with the Utah
service delivery model and provided training to
all employment counselors, supervisors,
managers, and administrators
DWS contains most Workforce
Investment Act (WIA) programs
WIA adult
WIA dislocated worker
WIA youth
Employment service
Adult education
Welfare-to-work
Trade adjustment
assistance
NAFTA transitional
adjustment assistance
Unemployment insurance
Migrant and seasonal
farmworker programs
Youth opportunity grants
Temporary Assistance for
Needy Families (TANF)
USDA Food Stamp
Employment and Training
Programs
One-Stop Centers
Integrated Service
Delivery
$
No-Stop Services
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jobs.utah.gov
Unemployment Insurance
Job connection areas
Resume services
America's Job Bank
EMPLOYMENT
Core Services
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Job connection services
Job fairs
Job boards
Job referrals
Labor market information
Outreach services
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Intensive
Services
Business services
Initial assessment
Testing
Workshops
Referrals to other
community/partnrer
services
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Employment planning
Comprehensive
assessment
Supportive services e.g.
TANF, Food Stamps,
child care, medcal,etc.
Pre-vocational services
Pell Grant applications
Training and
Education
Services
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Individual training
accounts
Short-term vocational
training
Work-site learning
College/university tuition
services
RMTS Strikes
(SFY2002 YTD Average)
0.75%
1.67%
0.31%
0.57%
3.19%
4.24%
Medicaid
UMAP
9.02%
Child Care
5.38%
Food Stamp Admin
2.85%
TANF
0.20%
25.63%
Refugee
State Funded Prg
Food Stamp E&T
Wagner/Peyser
WIA
46.19%
TAA/NAFTA
UI
6. Enhanced Management System
Identify key business processes
with the SWIB
Determine key outcome
indicators (measures) of
performance that impact key
business processes
Measure indicators of
performance and give regular
feedback to SWIB and
management teams for
continuous improvement
DWS has established a business
planning process
It is guided by the SWIB’s vision and direction
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Has a well-defined strategic direction
Is driven by the customer-defined requirements with the
parameters of available funding
Integrates business planning with State and Regional
Council planning and the WIA Unified Plan
Allocates resources to services and the organization’s
sub-units
Focuses on performance measurement
7. UWORKS
DWS inherited several proprietary database management
programs
Our internal customers required a simpler, Windowsbased, Web built case management operating system that
reflects our integrated service delivery system
UWORKS has been under construction for three years and
in three phases, the last of which will come up in October
2002
jobs.utah.gov is the culmination of UWORKS and the
portal to online workforce services
Challenges
Managing change
Integration of organizational
cultures
Aligning program requirements
(definitions and eligibility)
Organize state operations
functionally
Disparate performance measures
Federal funding silos
Lack of information technology
to support the new service
delivery approach
Success!
Legislative audit completed in August 2000
Reviewed original goals of the consolidation
Results indicate:
 Customer service has improved and continues to
improve (annual surveys)
 Duplication reduced
 Management positions decreased (Reduction of 118
FTE’s realized)
 Number of facilities had decreased
Barriers to further integration
Inconsistent Definitions
Funding Issues
Performance Standards
Eligible Training Provider requirements
Fair Share Concept
Flexibility
Secrets to success
Governor and legislative
Leadership
2. Unique cultural
development
3. Private sector/board
leadership
4. Agency and constituency
buy-in
1.
What does the future hold?
Expanded online services at
jobs.utah.gov
Reauthorization of TANF
and child care
Federal department
collaboration
Helping people help
themselves
Doing more with less
Continuous improvement
eREP (electronic Resource
and Eligibility Product)
Thank You!
What other questions
might you have?
Mike Richardson
(801) 526-4377
[email protected]