Business Re-engineering Plan

1. OVERALL SYSTEM FLOW MODEL 2.WITH BUSINESS SERVICES DEPARTMENTS

3. WITH BUSINESS SERVICES FLOW DETAIL 4. WITH JOB SEEKER DEPARTMENTS

CUSTOMER FLOW

3

5. WITH BOTH BUSINESS SERVICES AND JOB SEEKER FLOW DETAIL

CUSTOMER FLOW

Consulting Services 810 Pollux Drive Colorado Springs CO 80906 Phone: (719) 620-6970

ABRWB Career Center Business Process Re-engineering Report

Submitted To: ABRWB Workforce Board and Administrative Entity Submitted By: Danelle E. Young, DEY Consulting Services Date: 3-10-06

5

EXECUTIVE SUMMARY ............................................................................................................................ 6

BACKGROUND ............................................................................................................................................ 6 SUMMARY OF KEY RECOMMENDATIONS:................................................................................................... 6

FULL REPORT............................................................................................................................................. 8 BPR PROCESS............................................................................................................................................. 8 FULL REPORT CONTENT ............................................................................................................................. 9

Labor Exchange Model....................................................................................................................... 10 Workforce Center Operations and Services........................................................................................ 13

Stabilizing the Current Work Environment..................................................................................................... 14 Interim Recommendations ......................................................................................................................... 14 Long-Term Recommendations for RFP(s)................................................................................................. 15 Client files and Caseload Clean-up ............................................................................................................ 15

Shifting Center Services and Processes to the Labor Exchange Model........................................................... 17 Emphasis on Customer Services and Team Approach............................................................................... 18 Triage by Employability ............................................................................................................................ 18 Front End Services and Customer Flows ................................................................................................... 18

GENERAL CUSTOMER FLOW......................................................................................................... 19 RAPID ATTACHMENT CUSTOMER FLOW ................................................................................... 21 PROGRAM/BUSINESS SERVICES/RETENTION FLOW ............................................................... 23

Comprehensive Assessment, Intensive Services, Training and Education................................................. 24 Collaborative Employment Planning ......................................................................................................... 25 Specialized Case Management................................................................................................................... 26 Supportive Services Provided by the Center.............................................................................................. 26 Specialized Job Matching and Placement Staff ......................................................................................... 27 Account Management Frame-work for Business Services......................................................................... 28 Specialized Job Retention and Wage Progression ..................................................................................... 79H30

26HRETENTION PHILOSOPHY AND APPROACH .............................................................................. 80H30 27HMAINTAINING CRITICAL RELATIONSHIPS WITH EMPLOYERS ............................................ 81H31 28HSERVICE COORDINATION .............................................................................................................. 82H31 29HCOUNSELING AND PEER SUPPORT SERVICES .......................................................................... 83H31 30HEDUCATIONAL AND LEARNING PROGRAMS ............................................................................ 84H32 31HINCENTIVES AND SUPPORTS ........................................................................................................ 85H32

32HF/CBO Collaboration................................................................................................................................. 86H33 33HDecentralizing Select Services and/or Functions ............................................................................................ 87H34 34HWorking Smarter-Not-Harder Through Technology:...................................................................................... 88H35 35HAddressing Alachua and Bradford County Career Center specific issues ....................................................... 89H38

36HAE Management and Oversight .......................................................................................................... 90H40 37HAdopting a “War Room” Approach ................................................................................................................ 91H40

38HBoard Governance and Development ................................................................................................. 92H41 39HBoard Processes .............................................................................................................................................. 93H41 40HBoard Development ........................................................................................................................................ 94H42 41HCustomer Input................................................................................................................................................ 95H42 42HBoard/AE/One Stop Operator Architecture..................................................................................................... 96H43 43HDelineation of Authority ................................................................................................................................. 97H44 44HBoard and Center Staff Relationships ............................................................................................................. 98H46

45HPartnerships........................................................................................................................................ 99H48 46HMarket & customer driven choices ................................................................................................................. 100H48 47HOut-sourcing select Center Functions & Services ........................................................................................... 101H48 48HContracting vs. Collaboration ......................................................................................................................... 102H49 49HEntrepreneuring............................................................................................................................................... 103H49

6

Executive Summary Business Process Re-engineering (BPR) Findings

and Recommendations

Background The Alachua/Bradford Board and One-Stops have endured numerous budget cuts and program management Administrative Entity (AE) changes in the past several years. The Board has decided that this is an opportune time to re-evaluate its services and explore new service designs and processes. To do this, the Board has approved a contract with DEY Consulting Services to evaluate One-Stop services and make re-engineering recommendations that will hopefully yield performance improvement. The Board intends to translate these findings into one or more Requests for Proposals (RFP’s) to establish a new management and services delivery architecture which might possibly result in new and/or expanded future partnerships. The RFP awards are projected to be in place by July 1, 2006. The Board is also committed to exploring strategies for improving its marketing & branding strategies and has hired Fairman Consulting to assist them in this endeavor. Strategic planning, marketing, and branding are all interrelated with business process reengineering (BPR) and the work generated from both consulting services will be combined into one report format.

Summary of Key Recommendations:

Adopt a Labor Exchange model and concept that shows how to use an “industry-led” supply and demand approach to customer services.

Strategies to help stabilize Center operations including:

• Scheduling regular and more frequent all-staff meetings • Using a “War Room” approach to planning for and communicating about

impending crisis and/or changes • Choosing a preliminary BPR project • Establishing an Employee Council • Use Leadership Team as a strong middle management component • Coordinate staff leave through the Leadership Team • Close inactive cases • Train staff on using intake, assessment and employment planning form as

vital tools for getting job seekers employed as apposed to performance requirements

• Reduce the number of forms

7

Strategies for re-engineering Center services and operations including: • Using a center-wide team approach that blurs program funding lines • Expanding front end services to include a more expedited customer

focused flow and a Rapid Attachment approach to targeted Job Ready customers

• Triage job seeker using labor market employability criteria • Specialized orientation services based on job seeker needs • Specializing case management by staff skills and job seeker needs instead

of program funding source • Specialized job development, matching and placement services • Shifting comprehensive assessment function and it’s link to intensive

services, training and education to job development, matching and placement services staff

• Creating a sector account management approach with Business Services staff

• Developing specialized job retention and wage progression services • Maximizing F/CBO collaboration and services bartering • Decentralizing or developing satellite capacity for select Center services

and functions • Using technology to solve problems and work smarter-not-harder • Addressing specific issues of concern at 13th Street and Bradford Center

locations

AE Management & Oversight • Base Partnership contract decisions on market and customer-driven data • Adopt an entrepreneur approach, including charging for Center services

Board Governance and Development • Improve Board communication and conflict resolution processes • Clarify levels of authority at the Board, Committee, AE and One-Stop

Operator levels • Shift Board member recruitment and officer succession planning

responsibilities to a Board Committee • Add customer-focused strategies to the three Board Committee Plans • Increase opportunities for consumer input to the Board

Partnerships • Increase collaborations with faith and community Based organizations

(F/CBO’s)

8

Full Report Business Process Re-engineering (BPR) Findings

and Recommendations

BPR Process DEY Consulting Services has been charged with the following tasks:

• Evaluate current One-Stop services at both the Alachua and Bradford locations (Discovery Phase).

• Make recommendations for interim stabilization of One-Stop services and operations (Stabilization Phase).

• Make recommendations regarding services and processes that should be retained and/or re-engineered to improve services outcomes and performance (Re-engineering Planning Phase).

• Translate BPR findings and recommendations into a RFP Scope of Work (RFP Design Phase).

The Discovery Phase included the following processes: 1. Interviews with AE staff, Center staff, Center customers, Board members,

Chamber members, employers, elected officials, and representatives from other faith and community based organizations (F/CBO’s),

2. Observing Center services, 3. Mapping existing customer flow processes, 4. Reviewing Center files and documents, and 5. Brainstorming strategies for improving services with AE and Center staff.

The Stabilization Phase included:

1. Identifying strategies for stabilization of Center operations at both the 13th Street and Bradford Centers, and

2. Working with AE and Center staff to help implement interim improvement strategies.

The Re-engineering Planning Phase included:

1. Identifying strengths and challenges in the current One-Stop services, 2. Recommending business re-engineering processes and new customer service

designs that will improve agency performance, 3. Researching and recommending specific BPR best practices that will support

improved customer services, and 4. Creating a business model that will provide a construct for shifting to an industry-

led approach to workforce development. The RFP Design Phase will include:

1. Drafting a scope of BPR work and specifications for the Board’s use in designing an RFP.

9

A binder containing all of the detailed documentation from these BPR phases (e.g. minutes from meetings etc.) will be available after the Board approves the BPR report and RFP scope of Work. This approval will signify the completion of the above BPR tasks.

Full Report Content Traditionally, Center evaluations are based on program specific finding (e.g. WIA, TANF etc.). However, an emerging best practice is to review Centers by functions and operational processes across all programs. The consultant has found that this functional analysis approach is more productive and results in more creative and cost-effective recommendations. This Full Report organizes BPR recommendations and findings into the following functional categories:

Labor Exchange Model Concept

Workforce Center Operations and Services

AE Management and Oversight

Board Governance and Development

Partnerships

10

Labor Exchange Model Both Centers need to shift to an “industry-led” approach to customer services. However, this shift cannot be made successfully without developing a philosophical and operational framework for matching labor pool recruitment effectively with labor employment needs. A successful labor exchange model actively recruits a broad spectrum of low-to-high skill job seekers (labor pool) to meet the broad range of low-to-high skill jobs (labor market). The following graphic depicts this suggested model.

11

Cus

tom

er S

ervi

ce

Low Skill Intensive work-ready services

Moderate skills Moderate work-ready

Supports

Work Ready

High Skills/High Wages

Low Skills/Low Wages

Mid-Level Skills Moderate wages

Quality Job Seeker Screening Employer Outreach and Job Development Matching Labor Pool with Labor Needs Customized Training Employment Retention

12

To jump-start this industry-led shift, AE staff should host a one-day planning retreat with all Business Services staff (including Chamber staff), a representation of staff who work with current job seekers, and representatives from the 3 current Board committees to develop a reasonable action plan for implementing a labor exchange model in Alachua County and Bradford counties. This action plan should explore strategies for:

Assessing current labor market and economic development information to frame labor recruitment and development needs and strategies and make fact-based decisions on resource allocation. At a minimum, market information should include:

- Number of employers with open position who are and are not posting jobs with the Centers

- Types of jobs posted by employers - Employers with most increase and/or decrease in postings - Anticipated new jobs - Most and least active postings on OSMIS

Shifting Business Services into a sector-based high-to-low wage business account management model.

Shifting caseworkers to a sector-based high-to-low wage case management approach.

Collaborating with business as well as faith and community based organizations (F/CBO’s) to develop job retention and advancement resources/supports including on-site training, job mentoring and apprenticeships.

Using training funds to leverage business resources that create on-site pre-employment and post-employment training and career ladder opportunities that address specific business sector needs.

Piloting the SHANDS project of exploring how to take on some of their HR functions. The results and findings of this project should be analyzed before expanding the model to other businesses (e.g. Dollar General, Sysco and Wal-Mart in Alachua and Eclipse Engineering in Gainesville). .

Identifying other entrepreneur opportunities for charging for Center services. Exploring School-to-Career strategies with community education institutes to

retain and hire students – especially in moderate and high wage jobs. Note: Many of these strategies will be further discussed in later sections of this report.

13

Workforce Center Operations and Services Adopting a labor exchange model requires re-engineering of some Center services. This section of the report will describe service delivery findings and recommendations that will help the centers shift to an industry-led approach at the operations level. Findings and recommendations will be covered in the following areas:

Stabilizing the current work environment Shifting focus to a Labor exchange model at all services levels including using

a team approach, triaging job seekers by employability, front end services, specialized orientations, comprehensive assessment, specialized case management, sector account management in Business Services, specialized job retention and wage progression services, leveraging training and supportive services funding, and F/CBO collaboration

Decentralizing select services and/or functions Working smarter-not-harder through technology Addressing 13th Street and Bradford Center specific issues

14

Stabilizing the Current Work Environment Staff at both locations are to be commended for how hard they are working under very difficult circumstances. The Consultant has likened the working environment to that of Delta Airlines, where employees have been subjected to numerous and/or continuous budget cuts, watched their colleagues and friends lose their jobs, and those who are left are wondering when it will be their turn next. Budget cuts have been sustained without any inclusion of staff input to determine the most responsible ways to take the cuts, and staff moral and sense of team are low. These environmental concerns are more prevalent at the 13th Street Center than at the Bradford location. Santa Fe Community College’s recent decision to not pursue a contract renewal has unfortunately further exacerbated the work environment by increasing staff uncertainty about their jobs and placing them in a “use-it-or-lose-it” predicament regarding their leave. The consultant’s meetings with Center management and staff indicate that staff are ripe for interventions that empower them to stop feeling like a victim to this negative work environment. Staff are willing to work with the AE to shift the emphasis to customer services and understand that this means starting with improving customer services to each other.

Interim Recommendations While managing a positive work environment in the future should be added to the RFP Scope of Work, the following section deals with suggested environmental strategies for the interim phase.

Schedule regular all-staff meetings (management and line staff together). Given the current roller coaster climate (staff are up one day and down the next), all-staff meetings may need to be weekly for a while until things settle down and staff can become accustom to and trust the interim changes.

Use the “War Room” strategy whenever a crisis happens or a major change is anticipated (e.g. the phones) to prepare staff and reinforce a team approach to problem solving.

Try 15-minute morning briefings – scheduled 1st thing in the morning to go over the day’s events and to encourage cross-program communications. Include something to boost morale.

Choose one item for staff to tackle from the list of issues and recommendations that were generated by the AE staff retreat and consultant’s recent staff work sessions. This issue should become a staff project and can help improve morale, sense of empowerment, and customer services. This issue and process will be the first step towards staff taking charge of their work environment. Note: The consultant has done preliminary work on this item with staff at both locations, and recommendations for priority issues will be covered in the respective Center sections later in this report.

Establish an Employee Council to take on staff morale issues. Council staff representatives should be elected by their peers. The Council will be responsible for surveying staff to identify key morale issues, prioritizing strategies for addressing issues, recommending strategies to management, facilitating implementation of strategies, tracking morale improvement

15

progress, and interfacing with the Center’s management team on an on-going basis.

Work with the Leadership Team to develop and implement a staff supervision policy that sets customer services and team work as performance standards.

Increase Leadership Team meetings – weekly at first and then shifting to bi-monthly as things become routine.

Add “coordination staff schedules and leave requests” as a standing agenda item to the Leadership Team meetings. Final staffing schedule and coverage decisions should be made by the interim “Boss” if there are disagreements during discussion with the Leadership Team. This should address the problems created with Sante Fe staff being in a “use-it-or-lose-it” predicament regarding their leave.

Long-Term Recommendations for RFP(s) Creating and maintaining a positive work and learning environment should be

a requirement in the RFP(s). The RFP should also include staff development specifications and bidders

should be able to articulate how staff development fits into a larger continuous learning and/or quality management model.

Client files and Caseload Clean-up Staff report high caseloads. A block of staff time should be set aside to re-evaluate the status of all cases – especially FSET and TANF. In a cursory review of case files, the consultant found several cases that were inactive. Carrying inactive cases negatively affects performance statistics as well as staff morale (an over-inflated sense of “too much work to do”). Cases that have been inactive past the required time limit, but certainly more than 90 days, should have letters sent to them inviting them to contact their case worker within 7 days and if no contact is made their case should be closed. Once inactive cases have been closed, a second review of active cases should be done before transitioning cases to the new RFP awardees. The consultant did not do a complete review of client files because of the accelerated BPR timeframe and because the AE has performed detailed reviews in their role as Quality Assurance (QA) monitor. However, the following general observations are offered:

Intake and assessment forms are not consistently completed and many employment plans do not address intake/assessment information and are somewhat generic. This is understandable given the stress that staff have faced. But it can also be symptomatic of staff viewing forms as a performance end-product (e.g. “must have all forms completed by a given timeframe”), instead of forms being a vital performance process (e.g. a thorough intake and assessment leads to a more individualized employment plan, and a more individualized employment plan increases the likelihood that the customer will get a job etc.). Staff need training on how to strategically use forms as ongoing assessment and case tracking tools.

Inconsistent charting can also be a symptom that there are too many forms!!! After the Board approves BPR recommendations, the consultant recommends designating a staff workgroup that is charged with the task of reviewing all forms against the following necessity test criteria:

16

- Is the actual form required by statute or regulation? - If the form itself isn’t required but the content is, what content can be

removed and still have the form meet requirements? - Is the actual form or its content required by program policy? If so, is it

a good policy or does it need to be changed? - Where is the same information collected/reported more than once and

can information be rolled forward or cross referenced? - What forms can be combined and consolidated? - How customer friendly are forms that the jobseeker is asked to fill out

themselves? - What information is essential to implement BPR recommendations and

currently isn’t collected? How can this information be blended into combined and consolidated forms instead of developing additional stand-alone forms?

It is absolutely essential that the necessity test be done honestly to check assumptions (e.g. we do this because it’s required). When the consultant has facilitated similar reviews, more than 1/3 of the forms were based on false assumptions, tradition or old perceptions about what works. Once the review is completed, the workgroup should make client form recommendations to center management including:

- what forms to keep and what forms to toss, - what forms to revise, combine and/or consolidate, and - what the revised, combined and/or consolidated forms should look

like.

New client forms should be “tweaked” after a 6 month period of piloting, and the Center should continue to be vigilant about form utility whenever a new program, service or customer flow process is added or changed.

17

Shifting Center Services and Processes to the Labor Exchange Model The shift to an industry-led approach is made first by the Board in its role of setting program policy and direction. But the critical work is at the Center operations level. The following section of this report deals with Center operations BPR recommendations in the following areas:

Emphasis on Customer Services and Team Approach Triage by Employability Front End Services & Customer Flows Comprehensive Assessment, Intensive Services, Training and Education Collaborative Employment Planning Specialized Case Management Supportive Services Provided by the Center Specialized Job Matching and Placement Staff Sector-Based Account Management for Business Services Specialized Job Retention and Wage Progression Services F/CBO Collaboration

18

Emphasis on Customer Services and Team Approach A successful Labor Exchange Model is dependent upon a team approach to job development, matching, placement, retention & wage progression. The present individual program “silos” that exist need to be pulled down and to the extent possible made seamless to the customer. Services can be made more seamless by:

Training staff on the Labor Exchange Model and action plan developed after the one-day planning retreat recommended earlier.

Developing a Center-wide mission, values and goals that supersede individual partner contractor missions and goals.

Training staff on customer services. Team-building with staff. Adding customer services and team responsibilities to staff’s job descriptions

and performance requirements. Adding customer services and team performance requirements to partner

contracts.

Triage by Employability The 13th Street Center staff are commended for their recent efforts to re-institute triage in their front end services and to enhance staff coverage in the resource room. Both Centers need to formalize their triage policy and practice to make it based on labor market concepts of customer “job readiness”. All new customers should be triaged using the following employability factors:

Work Ready - Persons with no barriers should be further screened to determine how self-reliant they are for using computers-based job search and are accordingly directed to the resource area or provided computer support.

Moderately Employable - Job seekers with some employment barriers are further evaluated to determine what supportive services and training they might need and are quickly connected with either services they are eligible for (if they are WIA or TANF) or linked with other community agencies if they are not eligible.

Not Work Ready - Finally, those customers who face multiple barriers to employment should also be further evaluated to determine what supportive services they might need and quickly connected with either service they are eligible for or linked with other community agencies if they are not eligible.

The triage form and process needs to be revised to reflect the above described triage categories, and staff need to be trained in these triage techniques.

Front End Services and Customer Flows Customer flow is managed through a series of anticipated triage questions & staff decisions/actions to ensure swifter & more effective services on demand. The following assumptions and front end BPR processes should be considered before adopting actual changes to customer flow:

There needs to be an overall communal sense of urgency, increased cadence, and commitment to customer service.

All staff need to buy off on the premise that they work for the Center first and their program second. For example, there shouldn’t be more than four (4) job

19

seekers in line at the entry area at any given time. If there are more than four (4) persons, staff – regardless of their of their job title -- should come forward and offer to help direct traffic, etc.

During high traffic times, all staff are to help job seekers use the computers in the resource room – bringing back the former atmosphere of a vital job-seeking area.

ALL job-seeking customers are handled the same way using the series of triage questions & traffic directions.

General customer phone calls should be diverted to a staff person who is not staffing the front desk or the resource room.

All customers are assessed to determine if they are viable Up-Front Diversion Customers. Up-Front Diversion recipients are limited to a one time payment not to exceed $1,000.00 per family. Support services such as transportation and child care are also available if the family meets all eligibility requirements. Diversion assistance can include shelter, utility payments, car repairs or other immediate needs. If the customer is a viable Up-front Diversion candidate, they are referred for Up-front Diversion services.

Orientation services should be based on the customer’s employability: - Work Ready orientation should be minimal (e.g. pamphlets

and forms) - Moderately Employable - Job seekers with some

employment barriers should be further screened to determine whether scheduling them for a formal in-depth orientation will actually help them, or whether it’s merely an easy way for staff to help them meet participation requirements. Some job seekers will benefit from more in-depth orientation services and others will be discouraged or put-off -- wasting everyone’s time.

- Not Work Ready - These customers who face multiple barriers to employment will benefit from in-depth orientations services.

The resource room is staffed with: • resource support staff (help with use of

computers in general and specific on-line tools e.g. resume writing etc), and

• A “floating” Job Placement Specialist (JPS) who is trained and skilled in job development, matching and placement. All JPS staff will have responsibility to help staff the resource room using a rotation schedule.

All Work Ready customers are screened by the “floating” JPS person for job skills and work history before they are checked for job matching and given referrals.

All customers who are given job referrals are encouraged to contact JPS staff to let them know if they got a job, or to come back to the resource room for more referrals. They are also given additional program services pamphlets about information to consider for future needs (e.g. WIA, Welfare Transition, FSET, Child Support Assistance, Child Care etc.).

GENERAL CUSTOMER FLOW

Greeter 1st stage customer flow (Self-Directed Job Search) - Customers who walks in the front door are met by a

“Greeter”, signed in & are asked a series of basic

20

triage/traffic direction questions (e.g. “How can I help you?”, “Do you have an appointment?”, “Do you need information or a form?”, “Do you need to drop something off, if so for whom?”, “Are you looking for a job?”, “Are you registered in OSMIS & feel comfortable working on a computer on your own?” “Are you registered in OSMIS & need help updating your registration?” etc.).

- Simple information & form requests, appointments, information drop-offs etc. are handled by the Greeter or by other back-up staff as needed.

- Registered job seekers who indicate that they feel comfortable working on a computer are escorted to the resource computer area. These computer-savvy job seekers are encouraged to work on their own and signal resource room staff if they need assistance. They are also asked to let a resource room staff person know if they find jobs they are interested in so that they can be linked with the “floating” JPS person for job verification and screening once they are ready for job matching.

Resource Room 2nd stage customer flow (Assisted Job Search)

- Customers who are not registered or who indicate that they need registration update assistance are introduced to a resource room support staff person, who then escorts them to the resource room and asks another series of questions (e.g. “Are you registered? No -- I’ll help you complete your registration”, “Are you registered? Yes -- I’ll help you update your registration” etc.). They are also asked questions about their status (e.g. referred by DCF, here because of unemployment insurance, here for veteran’s services, etc.).

- Customers needing registration help are provided assistance using the registration process as an assessment opportunity.

- All new registrations are reviewed against a checklist to ensure completeness and accuracy of all customers’ registrations.

- Customers are then triaged using a job ready questionnaire to determine job readiness (Work Ready, Moderately Work Ready and Not Work Ready).

- Work Ready customers are checked for job matches and linked with the “floating” JPS person if there are matches.

Resource Room 3rd stage Customer Flow

- Work Ready customers with no job matches are referred to the Rapid Attachment Team (see Rapid Attachment Section).

- Moderately Work Ready customers are asked additional triage questions by resource room staff to determine whether they would benefit from Rapid Attachment services, or other services.

21

- Moderately Work Ready customers who would benefit from Rapid Attachment services are referred to the Rapid Attachment Team.

- Moderately Work Ready who would not benefit from Rapid Attachment services and all Not Work Ready customers are then screened to determine whether they meet WIA and/or Welfare Transition basic eligibility requirements. If they do, they are referred by setting up an appointment, and sent off with an appointment card and Center services information pamphlets.

- If they are not, they are referred to the appropriate community or faith based agency for assistance.

RAPID ATTACHMENT CUSTOMER FLOW A Rapid Attachment (RA) Team should be developed that specializes in working with Work Ready job seekers. The RA Team should consist of a RA Assessment Specialist and a RA Job Placement Specialist both of whom are skilled and trained in getting customers quickly and appropriately employed. An expedited schedule of activities should be developed with the sole objective of matching the job seeker’s work history, skills and employment goals with the right job as quickly as possible.

The following is a prototype for an expedited schedule and daily customer flow:

1st Day: - The RA Assessment Specialist reviews the customer’s registration in

the OSMIS system for completeness using this check to further screen for employability. The customer is given a brief explanation of essential Center services and requirements, and completes only essential additional application and assessment forms.

- The RA Assessment Specialist helps the customer with intake forms using it as an opportunity to draw out and clarify critical intake and assessment information. The assessment specialist works with the customer to develop an initial employment plan.

- The customer is assessed to determine whether there is a need for child care, transportation or other supportive services needs. Limited supportive services are available to customers determined eligible but who have yet to be registered for Workforce Investment Act (WIA) services or enrolled as a Welfare Transition Program (WTP) participant.

- The RA customer is also given a referral to child support. - Finally, the assessment specialist introduces the customer to the

resource room and provides staff supported job search. - The RA Assessment Specialist schedules an appointment for the

customer with the RA Team (both assessment and placement staff) for the following day.

- The customer is assigned to a case manager ONLY if there is a need. If there is a need, an appointment is also scheduled for the next day with the assigned case manager.

2nd Day:

22

- The customer meets with the RA Team to determine whether further assessment and/or testing are needed. The initial employment plan is expanded or modified depending on the results of this joint session.

- The RA Employment Specialist becomes the primary contact person for RA participants – working with the case manager if one has been assigned -- to manage the employment plan and is responsible for job development, matching and placement. The RA Employment Placement Specialist will:

conduct a thorough review of the customers file make employment referral leads in the customer’s specific field

of interest that are Center listings, as well as a list of websites offering related employment positions

search for specific leads that might not be listed in the system refer to F/CBO’s for supportive services as needed

3rd-5th Days: - The RA Employment Placement Specialist continues working with the

customer, documenting all of the employment search activity and communicating with the RA Assessment Specialist (and case manager if one is assigned) about the participant’s progress in their employment search efforts. Based on the customer’s specific needs and the number of employment leads provided on day 2, the RA Employment Placement Specialist may schedule additional follow up appointments or referrals for the customer to address the following:

additional assistance with creating a resume, writing cover letters, or other employment related correspondence,

further assessment using a number of assessment tools (Prove it Assessments, etc),

assistance in establishing an email account, assistance on how to apply for employment over the internet –

“online applications”, assistance with internet employment searches and researching

companies online, and assistance in preparing for interviews – practicing interviewing

skills, professional appearance, and self confidence. 5th Day:

- After the customer has been participating in Rapid Attachment activities for 5 working days, the RA Team will schedule a joint staffing with the customer to discuss progress and challenges regarding the employability plan. Plan modifications and new referrals may be made to address challenges to getting the customer quickly and appropriately employed.

6th-12th Days:

- The RA Employment Placement Specialist continues working with the customer, documenting all employment search activities and communicating with the RA Assessment Specialist (and case manager if one is assigned) about the participant’s progress in their employment search efforts.

- If the customer has not found employment in 12 days, a second case staffing is scheduled. A case manager is assigned if there isn’t one already, and is invited to the staffing. This staffing is attended by the

23

customer, the RA Team and the case manager to conduct a thorough review of the customer’s job search efforts and to shift the primary assignment of the case to either a Center program such as WIA or WTP (if they are eligible) or referred to an appropriate F/CBO.

PROGRAM/BUSINESS SERVICES/RETENTION FLOW Front End customers who are already determined eligible for FSET or WTP and are not appropriate for Self-Directed Job Search or Rapid Attachment are referred directly to their respective program. Self-Directed Job Search and Rapid Attachment customers who did not find a job are referred to the Comprehensive Assessment staff for WIA eligibility determination. If eligible, they are referred to WIA, if they are not, they are referred to F/CBO’s for needed services. Eligible WIA customers who have been triaged as Moderately Employable are then given a comprehensive assessment to determine what intensive services, training or education services will enhance their employability. AE Q/A staff verify status and referral and then the customer is referred. Select WTP and FSET customers who are triaged as Moderately Employable are also referred for comprehensive assessment to determine what intensive services, training or education services will enhance their employability. AE Q/A staff verify status and referral and customer is referred. These targeted participants are considered co-enrolled. Intensive services, training or education service providers are asked as a condition of their collaboration agreement, to track customer progress and notify the Center before the customer completes their assigned services. The case worker then schedules a staffing with the participant and the job placement specialist to begin working together on the job development, matching and eventual placement process. If the participant fails their services assignment, the case worker schedules a joint staffing with the employment specialist and a new employment plan is developed which modifies intensive services, training, education services and F/CBO referrals as appropriate. While the revised EP content may differ, the customer flow reverts back to the beginning of this paragraph. Eligible WIA and WTP customers who have been triaged as Not Work Ready are referred to F/CBO’s for intensive services. WIA, FSET and WTP case management staff work with customers who are triaged as Moderately Employable using F/CBO and other supportive services to support the customer’s goal of becoming work ready and to reinforce WIA training and education services if co-enrolled. As soon as the WIA, FSET or WTP Moderately Employable customer begins demonstrating progress, the case worker schedules a staffing with the participant and the job placement specialist to begin working together on the job development, matching and eventual placement process.

24

Once the WIA, FSET or WTP Moderately Employable customer is determined to be Work Ready, they are given job referrals. If there are postings in the OSMIS system that are appropriate, they are given these referrals, if there aren’t appropriate postings, the employment placement specialist works with business services staff to develop appropriate placement options. If successfully placed, another joint staffing is held and they are linked up with Retention staff. Employed customers are tracked and provided retention services as needed, depending on eligibility. If an employed customer needs retention services that they are not eligible for or that are beyond the scope of Center staff, they are linked with F/CBO’s and employer services. The employment specialist works closely with business services staff to keep communications open with the employer to monitor the success of the placement. If either customer (the employer and/or the new employee) indicates that there is a risk, the job placement specialist, case worker and business services staff work with the employer to stabilize the placement. If a newly employed customer loses their job, a joint staffing is scheduled with their case worker and employment specialist and a revised employment plan is developed. While the revised EP content may differ, the customer flow is the same as described earlier (e.g. search the OSMIS system for postings that are appropriate, given these referrals, if there aren’t appropriate postings, the employment placement specialist works with business services staff to develop appropriate placement options etc.). WIA and WTP customers who were triaged as Not Work Ready but who continued to receive Center services are monitored by case workers. Once they begin demonstrating progress and become Moderately Employable, the case worker schedules a staffing with the participant and the job placement specialist to begin working together on the job development, matching and eventual placement process. The customer flow is then the same as described above. WIA and WTP customers who were triaged as Not Work Ready and did not receive Center services are monitored by the F/CBO’s where they are receiving services. F/CBO’s are asked as a condition of their collaboration agreement, to notify the Center once they begin demonstrating progress and become Moderately Employable. A joint staffing with the participant, the job placement specialist and the F/CBO if appropriate, is scheduled to begin working together on the job development, matching and eventual placement process. The customer flow is then the same as described above.

Comprehensive Assessment, Intensive Services, Training and Education Currently, comprehensive assessment is linked to access training and education support – with comprehensive assessment serving a quasi “managed care” function to carefully dole out limited resources. Priority for receipt of training/education services is given to individuals participating in the Welfare Transition Program (WTP) and the Welfare Investment Act (WIA). This includes individuals who have been unable to obtain/retain employment due to lack of a GED, high school diploma, certificate or bachelor degree needed to obtain employment and earn a living wage. If funding is limited, priority for receipt of intensive services is

25

given to low income individuals who are: disabled, veterans, older workers, unemployed, underemployed and other low income individuals. If funding for dislocated workers is insufficient to serve eligible customers, those affected dislocated workers will be made eligible under the Adult WIA program. Customers will receive training/education services according to the above established priority system. To summarize, intensive services, training and education are all in high demand but are limited by limited resources. The consultant recommends the following to maximize this funding:

Shifting the comprehensive assessment functions, capacity and authority to JPS staff to insure that training and education assessment build on other employability assessments and that referrals for services are directly linked to addressing barriers to employment and building on customer strengths and aptitude.

Using intensive services, training and education resources should be explored through funding partnerships with F/CBO’s, educational institutions, and training providers to maximize everyone’s funding.

Collaborative Employment Planning The Employment Plan is one of staff’s greatest tools and is the critical guide

for the customer to find employment. A well thought out Employment Plan can make the difference in a customer’s success or failure in obtaining employment and should consist of:

Short-term employment and long-term employment plans that fit with life goals,

Participant strengths that can help them reach those goals, Strategies for addressing barriers to employment, Plan of action undertaken by the participant to reach their goals, Employment supports and other supportive services that will be

provided by the case manager or employment placement specialist, and

Tentative dates for each work activity in which the participant is likely to become engaged and when those activities should be complete.

The Employment Plan should be updated FREQUENTLY. Employment plans may be updated in person, by mail, or by telephone. The purpose of updating the employment plan is to see what progress the participant is making, to identify and resolve additional needs he or she may have, and to remind him or her of where the family is in terms of the time limits. The following are co-case management activities that might solicit making changes to the Employment Plan:

- on-going case manager and employment placement specialist feedback, and

- case consultation using e-mail alerts, phone calls and case comments in the file, monthly progress reports, case conferences by phone

In addition to the on-going activities described above, formal case staffings (face-to-face) should be conducted with the participant to review the Employment Plan using the following bench-marks:

- The customer couldn’t find a job after 30 days

26

- High clock (16 months) & high risk cases - Prior to a change in placement an/or activity assignment - Newly employed customers - Discovery of new barriers (e.g. domestic violence, substance abuse

mental health issues etc.)

Specialized Case Management Center services are usually organized by funding and program categories which in some circumstances require case managers to duplicate efforts. For example, some job seekers in the WTP, WIA, FSET programs face similar barriers to employment (low self esteem, poor work history, poor conflict resolution skills etc.). Using the Labor Exchange Model, these program case workers should primarily be working with only two categories of job seekers – moderate skill/moderately employable and low skill/not work ready. The consultant recommends considering the following different approach:

Shifting case management services to specialized caseload assignments where staff are assigned cases based on the job seekers employability triage level and staff’s skills in working with them.

Depending on labor market information, consider further specialization by market sectors (e.g. fast food employers in Bradford).

Re-aligning case assignment -- Caseloads sizes would vary depending on the degree of employment barriers and the availability of F/CBO resources. For example, staff could actually handle higher case loads of Not Currently Employable customers if the bulk of the work with these individuals is being done through F/CBO’s (e.g. substance abuse treatment, domestic violence interventions etc,) – freeing up staff time to devote targeted services to the Moderately Employable customer.

Encouraging case workers to help each other depending on customer needs. For example, one staff member may be very knowledgeable about domestic violence and could serve as a “consultant” to other case managers.

Bringing in Employment Placement Specialists earlier in the Employment Plan development and tracking process.

Emphasizing job retention services for FSET customers – particularly Able Bodied Adults Without Dependents (ABAWD’s) who are likely to get a job but struggle to keep it.

Staff would need to be evaluated to determine staff specialization skills, knowledge and interest. Staff would also need training to implement specialized case management services as well as on-going training to keep skills current and relevant.

Supportive Services Provided by the Center WIA Registrants and WTP Participants can receive a full array of supportive services such as transportation and child care if:

they are eligible are actively participating in ABRWB funded services became employed as a result of ABRWB funded services and are within the

allowable timeframe for receiving follow up services.

27

Follow up transitional services are provided to qualified WIA customers for up to one year following the completion of a skill program or placement in unsubsidized employment. WTP customers may receive transitional services for up to two years following program exit. Transitional child care (TCC) is provided to former WTP participants who are employed and lost their cash eligibility due to earned income, who opt not to receive increased child support payments or whose Welfare Transition time limit has expired. This also includes customers who accepted Up-Front Diversion Services. Child care for transitional education and training is provided in addition to TCC to assist former WTP participants who are employed or actively seeking employment while attending school or training. Other supportive services include:

• Transportation including mileage, gas cards or vouchers, taxi fare, and bus passes.

• Eye care to correct vision problems. Elective surgery or cosmetic products such as sunglasses are prohibited unless determined to be necessary as a result of a documented medical condition.

• Dental care to correct deficiencies which impact employment prospects. Elective cosmetic treatments such as braces are prohibited.

• Clothing, footwear, hair care, and personal appearance/hygiene products for adequate presentation at job interviews or work.

• Family or personal mental health or substance abuse counseling. • Domestic abuse counseling. • Housing assistance to stabilize the household including security deposits, rent,

mortgage payments, and utilities. Consultation regarding credit counseling is required.

• Vehicle repair, replacement and acquisition (see “Vehicle Repair, Replacement and Acquisition Limitations” below).

• Driver and vehicle licensing and personal liability insurance. • Specialized assistance not otherwise specifically listed herein required to

participate in One Stop services or to accept or retain employment. The consultant agrees that all of these supportive services are excellent best practices, but recommends that they be re-evaluated to determine if any of these services are available through other faith or community based organizations (F/CBO’s). Similar to intensive services, training and education -- supportive services are an opportunity to leverage other resources and maximize everyone’s limited budgets.

Specialized Job Matching and Placement Staff Job matching and placement staff are the true “glue” that links the case worker and Employment Placement Specialist who work primarily with the job seeker to Business Services staff who work primarily with the employer. They facilitate the labor exchange activities that ensure that market supply meets market demand. The following activities should be included in job matching and placement:

28

Shifting the emphasis of the deliverable from being “placement” to “successful filling of a position”.

Teaming with Business Services staff to ensure that the job seeker supply matches the business market demands. This includes job seeker recruitment to match job listings that cannot be filled be filled with current Center labor pool as well as job development to match registered job seekers needs.

Teaming with case workers earlier in the Employment Plan development and tracking process to forecast employment needs. Job seekers need to be evaluated to determine whether a job needs to be actually developed vs. placement in an existing posting.

Developing strategies and identifying tools for screening job seeker aptitude (e.g. APCS questionnaire, JSKS Job Search Knowledge Scale, interest profiles etc.).

Developing strategies and identifying tools for certifying job seeker skills (e.g. “ProveIT, TWI Transition-to-Work inventory for transferable skill testing etc.).

Developing strategies and identifying tools for assessing job seeker job survival and success skills (e.g. JSSS Job Survival & Success Scale).

Assuming responsibility and authority (resources allocation) for conducting comprehensive assessments to ensure that intensive services, training and education referrals are directly linked to the labor exchange concept and complement other assessment testing efforts.

Using initial lower wage placements as a step ladder to create opportunities for increases in wages and career paths in the future.

Exploring School-to-Career strategies with community education institutes to retain and hire students – especially in moderate and high wage jobs.

Obtaining staff training to learn how to harness the resources of the Internet to find jobs. Using free-to-low-cost on-line services help staff deliver more job search assistance services for less cost. With the Internet having such a monumental impact on the employment process, insuring that staff are fully skilled in using the Internet to help their customers find jobs is an example of working smarter-not-harder.

Account Management Frame-work for Business Services Most of the high performance Workforce Centers understand that the employer is now the focal point of workforce development services. Without employer commitment and willingness to post their jobs, the Centers cannot help the job seeker. Business Services staff should know how to reach employers, and educate and motivate them to use Center services and resources including:

Shifting Business Services into a sector-based business account management model where staff have sector relationships and knowledge about all high-to-low wage opportunities.

Outreaching to business and inventorying their needs (which could be cross-business or sector specific) including:

- H R services - Customized job training - Outplacement services - Special business events (e.g. event sponsorships) - New recruitment opportunity (e.g. hiring well-educated “Baby

Boomer” alumni) - Assistance with ADA requirements

29

- Community relations and “feel good” opportunities - Harnessing businesses needs for tax write-offs to help Center with re-

engineering implementation (e.g. technology, decentralization, marketing etc.)

Outreaching to local and state government and inventorying their labor needs. Outreaching to educational institutions and inventorying their labor needs. Teaming with Employment Placement Specialist to develop jobs that match

unusual job seeker needs and career wage progression opportunities for placed customers

Networking with every resource in the community (including Board members!) to find employment opportunities (newspaper, internet, employment agencies etc.).

Developing a Rapid Response capacity to act quickly on providing displaced workers with the tools and access to jobs they need to find new employment. A Rapid Response capacity demonstrates the centers commitment to its employers and workers - a valuable public relations tool. Major corporate layoffs are a shock to any area’s economy, and the center can turn this adversity into opportunity to provide better services to both customers.

Designing Employer-Based Job Training Programs using Center training dollars to leverage employer and/or industry based job training resources – maximizing limited public funding and taking advantage of economies of scale. Training could include on-site pre-employment and post-employment training and career ladder opportunities that address specific business sector needs.

Linking with economic development and funding development. The current center budget and resources are tied to working almost exclusively with Low Wage/Low Skill customers – leaving little for expanding labor exchange service to meet the market demands for Moderate and High Skill/Wage workers. The Board needs to expand both it’s membership and activities to include strategic outreach to economic development efforts in both counties with the eventual goal of becoming a “player” in economic development and to leverage finding and resources to develop a viable market supply of Moderate and High Skill/Wage workers.

Developing a Project Management approach to working with new employers who are moving to the 2-county area (e.g. Dollar General, Sysco and Walmart in Alachua and Eclipse Engineering in Gainesville). A project lead should be designated – sensitive to prior business relationships and sector accounts – and a project management framework should be used to ensure that the business customer’s needs are met on time and within budget or other expectations. There are numerous project management products and tools available, but the following components are essential:

- Establishing a clear understanding about what the customer wants and needs

- Assessing the environment and climate aspects that this will affect the project

- Estimating the project time from beginning to end - Effective scheduling (Gantt charts etc.) - Stakeholder management - Risk reduction and contingency plans - Clarification of roles, assignments and deliverables - Communication strategies