40709 Briefing to Senate

1
UI and ES Expediting Reemployment
Concepts and Experiences from Other States
WDC Quarterly Meeting Dillingham
One-Stop Honolulu, Hawaii May 12, 2009
4/07/09 Briefing to Senate House Committees on
Labor
2
Evolution of UI and ES Services

• 1980s and 90s--automation and self-service used
  extensively to decrease cost of services.
• Disconnect created UIESClient
• Less personal interaction and accountability
• Unclear communications and expectations
• Lack of truly customized solutions
• Less opportunity for clients to upgrade skills

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CURRENT PLACEMENT PROCESS IN HAWAII
DLIR - UI

• HIRENET HAWAII
• Post resume
• Choose skills
• Client voluntarily logs on to access job postings

Claimant
HireNet access either in person or at home
4
The Hawaii Experience (2008)

• Hawaii claim average13.9 weeks
• Nationwide average14.9 weeks
• Exhaust rate Hawaii 31.2 (10th)
• Exhaust rate nationwide 41.5
• Hawaii has a high UI benefit545
• In general, a UI claimant may take up to 2x as
  long to find a job compared to a non-UI claimant

5
Funding for New UI/ES Programs

• Addresses the disjoints in the system
• Incorporates success factors from DOL grants
• ARRA 250,000 for reemployment services
• Criteria for UI and ES integration
• technological upgrades to share data
• more intensive in-person servicing

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Goals in Reemployment Services

• Increase early in-person UI intervention
• Provide job orders as early as possible
• Provide subsidized-wage training
• Federal answer to 1
• Reemployment Assessment Grants

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REA Grants 2005-2008

• 19 states received total of 18m/year
• Two Best-Practice REA States
• Maine
• 1.3 million population
• Rural and isolated areas
• Tourism the primary industry
• New York
• North-central region, towns/rural areas
• Used surrounding counties as control

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Key Design Elements

• UI and ES collaborate/joint decision-making
• In-person contact with claimants early and
  frequentlyclear communication
• Multiple assessments in first month
• Co-enrollment in ES and WIA
• Feedback for continuous improvement
• Tiered approach hardest to place get most
  assistance

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PLACEMENT USING REA
Early and Often contact (in person)
DLIR - UI
Claimant

• Multiple in-person contact
• Assessments and counseling
• Training needs and evaluation
• Claimant compliance

10
REA Outcomes

• Reemployment improvement attributed to REA
  40-60
• Reduction in claim weeks 2.0 - 2.5 average
• Increased UI/ES collaboration and customer
  satisfaction
• Total of 2 million Trust Fund (costs recouped)

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REA Lessons Learned

• (New York) REOS in placemost responsible for
  success of the grant
• UI and ES must take joint responsibility
• Ensure early contact and IT alignment
• Make successful experiences a statewide mandate
• In-process measures important (i.e. 95 of new
  filers seen within first 2 weeks)

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• Several states have programs to
• decrease UI claim duration through OJT training
  (Georgia and Oregon)
• increase services-without REA (Georgia)
• create job orders through strategic use of UI
  data (New York)

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NYS Job Order Development

• Predictive modeling identifies most likely job
  orders before they exist (staffing pattern)
• NYS RS identifies most likely occupations to
  enter the UI system
• ES uses information to develop most likely
  businesses that will employ job seekers
• Resources are focused in these areas and yield
  most cost-effective placement

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A PLAN INTEGRATING UI-ES AND RS BASED ON A
BLEND OF BEST PRACTICES
Early and often in-person contact
R S Predictive model of UI data
DLIR - UI
Job orders for 70
Claimant

• Assessments
• Training need and evaluation
• Claimant compliance

• ID occupations to target for job orders

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NYS Lessons Learned

• Larger companies generate more job orders than
  smaller ones
• Targeting allows ES to better match claimants and
  hiring companies sooner
• Complements HireNet-type system
• Most data in UI/ES system or is public
• Useful in Green Jobs development
• No ROI yet but does save money

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How Information Might Be Used

• Use for ARRA/Green Jobs Initiatives
• Match declining occupations with new training
  opportunities in areas growing
• WDC/LWIB planning
• More strategicprovides flexibility
• Develop ETF programs for training in new
  companies
• Prepare for upturn in economy

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What Works? System Solutions

• Integrate UI and ES data systems
• Develop a collaborative culture between UI and
  ESshared responsibility, decision-making
• Implement in-process measures throughout the
  UI/ES system and continuously improve
• Offer a subsidized training option to improve
  incumbent worker upward mobility
• Improve predictive data to develop strategic job
  development and reduce UI claims duration

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Client Solutions

• Provide clear work search expectations
• Reinforce consequences of not complying
• Clarify an acceptable wage
• Communicate with claimants strategically
• play recordings during call center hold times
• reinforce requirements in mailings
• ensure UI directives are easily understood
• reinforce joint role of UI and ES
• include information in UI and ES waiting areas