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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) - PowerPoint PPT Presentation
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An Overview of Utah’s Workforce Services System
Mike RichardsonDirector, 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)
The Department of Workforce Services is a consolidation of five state and local agencies!
Child care accessibility and quality
Employer education
Office of Child Care
Employer relations
Job Service
Department of Employment Security
Tuition assistance
Career guidance
Turning Point
Job training
Child care assistance
State Office of Job Training
Food Stamps
Welfare
Office of Family Support
Department ofWorkforce Services
Customers
External customers include: Employers
Looking for qualified applicants Seeking other “Business Services” (labor market
information, layoff consultation, jobs.utah.gov, etc.) Job Seekers
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
1) Appointed State and Regional Councils on Workforce Services (July 1997)
2) Developed vision and mission statements, and brand/logo for the One-Stop workforce services system (July 1997)
3) Established service delivery system (April 1997 to July 2000) 4) Defined partnerships (July 1998 to June 1999)5) Integrated service delivery (July 1997 to June 1999)6) Enhanced management system (January 1999 to December
2000)7) 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 servicesEconomies of scale reduce staff from 1,868 to 1,777
N orth RegionCentral RegionM ountainland RegionEastern RegionW estern RegionBox E lder
CacheR ich
T ooele
J uab
M illar d
Beaver
I r on
W ash ingt on
D agget tS ummit
W eber
D avis
S alt Lake
U t ah
W asat ch
D uchesne U int ah
Car b on
S anpet e
E mer y Gr and
S evier
Piut e W ayne
Gar fi eld S an J uan
K ane
M or gan
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 BrokeringStatewide HelpdeskStatewide Procedures and Policy on InternetStatewide Resource and Referral on Internet
4. Partnerships
Identify partners Education Vocational rehabilitation Economic development Human services Advocacy Groups
Formalize relationships 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 adultWIA dislocated workerWIA youthEmployment serviceAdult educationWelfare-to-workTrade adjustment assistanceNAFTA 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 CentersIntegrated Service
Delivery
No-Stop Services Core Services IntensiveServices
Training andEducationServices
jobs.utah.gov Unemployment Insurance Job connection areas Resume services America's Job Bank
Job connection services Job fairs Job boards Job referrals Labor market information Outreach services
Business services Initial assessment Testing Workshops Referrals to other
community/partnrerservices
Employment planning Comprehensive
assessment Supportive services e.g.
TANF, Food Stamps,child care, medcal,etc.
Pre-vocational services Pell Grant applications
Individual trainingaccounts
Short-term vocationaltraining
Work-site learning College/university tuition
services
$ EMPLOYMENT
25.63%
46.19%
0.20%
2.85%
5.38%
9.02%
1.67%
0.75%
4.24%
0.57%3.19%
0.31%
Medicaid
UMAP
Child Care
Food Stamp Admin
TANF
Refugee
State Funded Prg
Food Stamp E&T
Wagner/Peyser
WIA
TAA/NAFTA
UI
RMTS Strikes (SFY2002 YTD Average)
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 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, Windows-based, 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 changeIntegration of organizational culturesAligning program requirements (definitions and eligibility)Organize state operations functionallyDisparate performance measuresFederal funding silosLack 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
1. Governor and legislative Leadership
2. Unique cultural development
3. Private sector/board leadership
4. Agency and constituency buy-in
What does the future hold?
Expanded online services at jobs.utah.govReauthorization of TANF and child careFederal department collaborationHelping people help themselvesDoing more with lessContinuous improvementeREP (electronic Resource and Eligibility Product)
