Implementation of Utahs Workforce Development System

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Implementation of Utahs Workforce Development
System

• Utah Department of Workforce Services
• Darin Brush
• Director of Customer Service [phone]

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Background

• 1990 State Job Training Coordination Council
  forms Coordination Committee
• 1994 Governor Mike Leavitt forms task force

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Background

• On March 21, 1997, Utah Governor Leavitt signed
  State Senate Bill 166 officially creating the
  Department of Workforce Services on July 1, 1997

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Background

• The Department of Workforce Services is a merger
  of five smaller state agencies

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Employment Security (Wagner-Peyser Funds)
State agency that helps employers find qualified
employees
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Job Training (JTPA Funds)
State agency that assists underemployed and
dislocated job seekers to acquire new vocational
skills and employment
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Turning Point (Perkins and State Funds)
State agency which helps single parents and
displaced homemakers with tuition payments for
college and other training services
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Family Support (TANF, Food Stamps and Medicaid
Funds)
State agency which administers all public
assistance programs including Welfare (TANF),
Food Stamps, and Medicaid
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Child Care (TANF and State Funds)
State agency that helps families be successful in
the workforce through quality child care support
systems (resource and referral services, employer
outreach initiatives, public education, and
subsidies)
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What Events Prompted the Merger?

• Leadership from SJTCC/Coordination Committee
• Welfare reform (block grants, time limits, self-
  sufficiency)
• Pending Workforce Investment legislation
  (One-stop concept of service delivery)
• Duplication of services (legislative audit)
• Decreased funding (doing more with less)
• Lower unemployment rates labor shortage
• Customer focus The need to serve external
  customers in a more seamless fashion

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Customers

• Direct Customers include
• Employers
• Looking for qualified applicants
• Seeking Business Assistance (Labor Market and UI
  Information, etc)
• Planning for Lay-off
• Job Seekers
• Unemployed Persons
• Displaced Homemakers
• Recent Graduates
• Dislocated Workers
• UI Claimants
• Public Assistance Recipients
• Underemployed Persons
• Our goal is to provide exceptional customer
  service to employers and job seekers

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Phases in Developing Utahs Workforce System
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Phases in Developing Utahs Workforce System
(cont.)
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Utahs Workforce Development SystemImplementation
StepsWith Approximate Time-Lines

• Appoint State and Regional Workforce Services
  Councils (April 1997)
• Develop the Vision and Mission Statements of the
  Workforce Development System (July 1997)
• Establish Service Delivery System (April 1997 to
  July 2000)
• Define Partnerships (July 1998 to June 1999)
• Integrate Service Delivery (July 1997 to June
  1999)
• Develop New Information Technology (July 1998 to
  April 2000)
• Enhance Management System (January 1999 to July
  2000)

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1. State and Regional Councils on Workforce
Services

• State Council on Workforce Services (includes
  SJTCC), appointed by the Governor as 31 member
  board in April 1997
• Eight regional Councils on Workforce Services
  appointed throughout the state by the executive
  director and LEOs as 33 member boards shortly
  thereafter
• State Council certified by the Governor as the
  SWIB in fall of 1999

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State Council (SWIB) Responsibilities

• State Workforce Services Plan
• Review Regional Plans
• Oversight and technical assistance to 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.)

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Regional Councils (8) Responsibilities

• Regional Workforce Services Plans
• Determine locations and staffing of one-stop
  (employment) centers
• Develop training priorities
• Coordinate apprenticeship training
• Coordinate with public partners (e.g. Education,
  Rehab, etc.)
• Report annually to the State Council

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2. Develop the Vision and Mission Statements of
the Workforce Development System

• Vision
• We will set national standards of a high quality
  workforce by being the employment connecting
  point for employers, job seekers, and the
  community

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2. Develop the Vision and Mission Statements of
the Workforce Development System

• 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.

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3. Establish Service Delivery System A. One Stop
Centers

• Reduces number of facilities from 104 to 53
  (includes satellite and outreach facilities)
• Employment Center Design
• One-stop Blueprint
• Integrates staff and minimizes duplication of
  services
• Economies of scale reduce staff from 1,868 to
  1,777

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3. Establish Service Delivery System B. UI
Claims Center

• More Calls
• More Initial Claims
• High Degree of Customer Satisfaction
• Less cost
• Less people needed to take claims

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3. Establish Service Delivery System C.
Eligibility Service Centers

• Ongoing program eligibility conducted in phone
  center environment in regions
• Consistency in service throughout the region
• Common training
• Common work processes
• Improved customer service and accuracy

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4. Define Partnerships

• Identify Partners
• Vocational Rehabilitation
• Education
• Human Services
• Advocacy Groups
• Formalize Relationships
• Memoranda of Understanding (MOU)
• Local Partnership Agreements
• Work Together

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5. Integrate Service Delivery

• Develop a service delivery plan (Strategic Five
  Year State Workforce Investment Plan) that
  integrates and meets requirements for the
  Wagner-Peyser and Workforce Investment Acts
• Utahs plan is available at www.dws.state.ut.us
• Write curriculum consistent with the service
  delivery plan and provide training to all
  employment counselors, supervisors, managers, and
  administrators

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6. Develop New Information Technology

• UWORKS
• Information available at www.dws.state.ut.us
• Data Warehouse

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DWS Business Need

• Development of an automated computer system that
  supports the Department of Workforce Services
  (DWS) consolidation of employment related
  services
• Integration of disparate and redundant computer
  systems that are remnants of the former service
  delivery system
• Design of computer system that supports the key
  principles of the Workforce Investment Act

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DWS Business Solution

• Utahs Workforce System - UWORKS
• Industry Standards / Tools
• Source Code Availability
• Centrally Managed Data
• Expandable
• Economical to Maintain
• Accessible to Anyone with Internet Access and
  Proper Security using Industry Standard Tools

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Project Time LineTask
Due Date

• System Requirements 9/99 - 1/00
• Development 1/00 - 3/00
• Testing 3/00 5/00
• Transition to Production May 30, 2000
• Post Production Support 6/00 7/00

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7. Enhance Management System

• Had clear vision and mission developed needed to
  operationalize the mission and vision
• System would integrate key management elements
• Leadership
• Strategic and business planning
• Customer focus
• Information gathering and analysis
• Human resource development and management
• Key business processes
• Performance measurement and outcomes

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Establish Strategic Direction

• Establish a business planning process that
• Is guided by a well-defined strategic direction
• Is driven by customer-defined requirements within
  the parameters of available funding
• Integrates business planning with council
  planning and federal workforce planning
• Allocates resources to services and to
  organization sub-units

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Identify Key Business Processes

• Key Business Processes
• Those processes which produce the most critical
  results for our external and internal customers
  and which, if not accomplished successfully,
  would mean failure to our organizations mission.
  They include both operational and support
  processes
• Key Operational Processes
• Processes that produce critical products and
  services for our external customers
• The many services provided by DWS were distilled
  and aligned into five key operational processes
• Key Support Processes
• Processes which provide critical products,
  services, and resources for internal customers to
  expedite the organizations key operational
  processes
• The many support processes were distilled and
  aligned into six key support processes

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Focus On Performance Measurement

• Examines outcome measures as much as possible,
  rather than merely outputs
• Allows a close examining of process measures so
  employees can focus on system improvements
• Provides the basis for examining how well our
  human resources support our service delivery

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Challenges

• Managing Change
• Integration of Organizational Cultures
• Aligning Program Requirements (definitions and
  eligibility)
• Lack of Information Technology to support the new
  service delivery approach
• Learning and understanding wider array of programs

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Secrets to Success

• Governor and Legislative Leadership
• Cultural Development
• Private Sector Involvement
• Agency and Constituency Buy-In

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Thank You

• What other questions do you have?