Integration Initiative

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Posted: 11/10/09

VETS Role in Integration (clarification from 4/28/09 posting)

Q: Can DVOP/LVER staff ask for the documentation that will be needed for the co-enrollment file once they put a veteran into intensive services and the system automatically co-enrolls them?

A: The DVOP will use a case management approach to provide intensive services, and develop a “Vet IEP” (new category in ServiceLink) that does not cause automatic co-enrollment. If the DVOP/LVER enters a qualifying Veteran into the system using a service category that automatically co-enrolls the Veteran, then the DVOP/LVER may collect the required documentation for that Veteran. However, under no circumstances, shall a DVOP/LVER be required to collect documentation for all Veterans co-enrolled.

VETS Role in Integration (clarification from 4/09/09 posting)

Q: Can DVOP/LVER staff be required to request, collect and assemble documentation for co-enrollment in WIA?

A: No. DVOP/LVER staff cannot be required to collect and assemble documentation for co-enrollment in WIA. However, if the DVOP/LVER staff are currently assisting a qualifying Veteran and enter the Veteran into the system using a category that automatically co-enrolls, then the DVOP/LVER may collect the required documentation for that Veteran.

Posted: 04/28/09

RES Concerns

Q: With the changes to the service definitions there are some concerns with RES. One main concern is that IEP triggers co-enrollment at the intensive level. Do we have to use the IEP service since it’s not a customized IEP, in most cases just entering the required statement? (b) If we don’t enter the service, can the statement just be documented in the enrollment notes? (c) With changes to RES won’t we want to track services in a separate manner (the current definition encompasses other activities)?

A: The IEP section in KANSASWORKS.com must be used to document completion of a written, customized employment plan matched to the claimant’s needs. The Social Security Act requires the claimant receive an assessment for eligibility for federally funded programs in general, but specifically, DOL funded programs. The required statement included as part of the IEP documents shows this requirement has been met; however, the required statement is not the only thing that should be done. For reporting purposes, we need to enter the service; but, the IEP does not have to be completed and recorded on the first visit. Once the UI claimant completes the assessment interview and orientation and that information is recorded in KANSASWORKS.com, the claimant is considered having reported for RES. Once the claimant has gathered the necessary documentation and completed the IEP, the IEP service can then be entered in the system.

Q: If we use the IEP service and it triggers co-enrollment how will we handle the issue of customers not having documentation (at minimum date of birth) in time to complete RES and therefore being denied UI?

A: Claimants identified by the Worker Profiling Reemployment System (WPRS) must receive certain core services. They must register for work and be provided an introduction to the Career Center. Profiled claimants also receive certain intensive services. They receive an assessment of skill level, aptitude, abilities, need for supportive service, and eligibility for other federally funded programs in general, and specifically, USDOL funded programs. Lastly, a written Individual Employment Plan (IEP) is developed to match the claimant’s needs. The IEP service, by definition, is a service that will trigger co-enrollment. However, customers need not be denied UI provided they complete the registration and the introduction to the Career Center. They may then return with required documentation to complete the rest of the steps. If the claimant is also determined eligible for WIA training services, they will be placed in the pending queue and may remain in the queue, as they do now, until all required paperwork and documentation are completed, reviewed and final approval is made.

VETS Role in Integration (clarification)

Q: Can DVOP/LVER staff ask for the documentation that will be needed for the co-enrollment file once they put a veteran into intensive serves and the system automatically co-enrolls them?

A: ANSWER RETRACTED. SEE 11/10/09 POSTING. The DVOP will use a case management approach to provide intensive services, and develop a “Vet IEP” (new category in ServiceLink) that does not cause automatic co-enrollment. If the DVOP refers the veteran for WIA training services, the staff receiving the referral, not the DVOP, should request the documentation for co-enrollment.

Posted: 04/09/09

VETS Role in Integration

Q: Can DVOP/LVER staff be required to request, collect and assemble documentation for co-enrollment in WIA?

A: ANSWER RETRACTED. SEE 11/10/09 POSTING. No. The Jobs for Veteran Grant, as amended by PL 107-288, sets forth guidance as to specific duties and responsibilities for Disabled Veterans Outreach Program staff (DVOP) and Local Veterans Employment Representatives (LVER). These duties and responsibilities are further clarified in VPL (Veterans Program Letter) 07-05. It is the policy of the USDOL/VETS (Veterans Employment and Training Service) and Commerce that DVOP/LVER staff cannot be required to conduct activities associated with co-enrollment in WIA since their primary duty is to serve veterans in need of intensive services. This includes requesting, collecting and assembling documentation to verify eligibility. DVOP staff should be familiar with basic WIA eligible guidelines to make appropriate referrals for WIA services. When assisting qualifying veterans with job seeking services, it is appropriate for the DVOP to help the veteran understand and gather documents typically required for employment (i.e. birth certificate, driver’s license/ID card, U.S. Military card, etc.).

Q. Many homeless veterans do not have personal documents. Is it allowable to refer a veteran to a DVOP for intensive services if the veteran does not have the required documentation for intensive services?

A. Yes. DVOP staff may not require documentation to serve an individual who self-attests to being a veteran. However, in the course of assisting the veteran with job seeking services, it is appropriate to help the veteran secure documents typically required for employment (i.e. birth certificate, driver’s license/ID card, U.S. Military card, etc.)

Posted: 12/22/08

Integration Web Page Update

The Integration Initiative Web page has been revised! At the top of the page the "Best Practices" link was changed to "Information Sharing." This is the section where Local Areas may share their integration information and resources with each other. Materials may be e-mailed to Christine Bohannon for posting. The current headings in the section are a starting point and do not restrict what Local Areas may post. If something needs to be posted that does not fall under an existing heading, one can be added or changed. Suggestions for improvement are welcome.

WIA Performance Measures

Q: What states/local areas have implemented integration and co-enrollment? When did those states/local areas implement integration and co-enrollment?

A: New York 7/06, Oklahoma 7/06, Louisiana 7/06, California 7/08, Indiana7/08, Oregon 10/08. Three more implementing in 1/09: New Mexico, Iowa and Kansas

Q: For those states/local areas, what were their WIA performance targets and actual performance levels on those targets prior to integration/co-enrollment and after implementation of integration/co-enrollment?

A: Common Measures performance outcomes include:

1. New York negotiated WIA performance standards reflecting a common customer pool and is exceeding all of the measures.

2. Oklahoma negotiated WIA performance standards reflecting a common customer pool and is exceeding all of the measures.

3. Northeast Indiana has been universally co-enrolling its customers since July 1, 2007. The 2007 WIA Performance Report shows:

· Average Earnings is higher with the co-enrolled pool than the WIA Adults and Dislocated Worker measure.

· The retention standard was slightly exceeded for both Adults/DW programs with co-enrollment.

· The entered employment standard was met in the Dislocated Worker program with the co-enrolled pool.

4. The California and Oregon launches just happened this year, so performance outcomes are yet unknown.

5. Performance outcomes are not yet available from Louisiana due to the devastation from Hurricane Katrina and change in Governor and Governor’s Cabinet.

For more details visit individual state Web sites.

Veterans Priority

Q: Under integration, which definition of priority of service to veterans will we use—the Wagner Peyser definition, which is more restrictive, or the WIA definition, which is more open?

A. Priority of service must be given to individuals who meet either the WIA definition or the Wagner-Peyser definition of veteran (or other covered persons) depending on the funding stream serving the individual:

For WIA services, priority must be given to veterans (and other covered persons) who served in the active U.S. military, naval, or air service for a period of less than or equal to 180 days, who were discharged or released from such service under conditions other than dishonorable, and who otherwise meet the eligibility requirements of the program. If an individual, who served less than or equal to 180 days is given priority and served by WIA as a veteran, comes to Wagner-Peyser Labor Exchange for services, priority will not be given for Wagner-Peyser services.
For Wagner-Peyser Labor Exchange and the Jobs for Veterans Act (JVA) services, priority must be given to veterans (and other covered persons) who served on active duty more than 180 days and were discharged or released with other than a dishonorable discharge.

Low-Income Priority of Service

Q: What is the states interpretation of how low income priority is applied to customers being enrolled at the WIA intensive and training service level?

A: Attachment C of the Issues Addressed document, distributed 9/29/08, addresses Priority of Service in detail. Local Areas are encouraged to review their Local Policy in light of the attached guidance in Attachment C.

Q: Taking into consideration Dennis’ comments at the training session if we have low income priority in place in Local Area II, are we required to apply the priority system to customers being enrolled at the WIA intensive and training service level?

A: The federal requirement for Priority of Service applies to intensive as well as training.

Q: Would WIA-enrolled core service only customers be the only ones exempt from meeting low income priority?

A: The federal requirement for Priority of Service does not apply to Dislocated Workers or Adult core services. It is only required for Adult Intensive and Training services.

Posted: 08/06/08

Applying Common Measures Training

Remember to RSVP by August 12th for the two-day training session addressing questions about common measures and clarifying the State’s policies related to integration. Presented by Sandi Hastings and State Commerce staff. For more information, e-mail Cindy Nau.

Wagner-Peyser Services (related to 7/28/08 posting)

Q: Does the answer for Wagner-Peyser Services (posted 7/28/08) mean that Wagner-Peyser funded staff cannot perform intensive or training services?

A: The initial question and response addressed core services common to the Wagner-Peyser program and other partners in the One-Stop system. Intensive and training services are not traditionally common to all partners; however, Wagner-Peyser could potentially provide intensive and training services without being part of the mix of integrated services if they are allowable labor exchange activities. It is difficult to generalize without knowing the specific intensive or training service, but for certain Wagner-Peyser would not be able to provide training services to a co-enrolled client without first being an approved training provider under WIA and all that is associated with approved training.

Assistant Regional Directors

Q: Will Assistant Regional Directors remain under the direct supervision of Regional Directors, or could they fall under functional supervision of LWIB/WIA staff?

A: Assistant Regional Directors are to be a part of the functional management team* with functional duties lead by the One-Stop operator. All personnel functions will be supervised by the Regional Director, per State Civil Service requirements.

*Must perform management duties to avoid job reclassification.

Integration and Functional Management Policy Questions

Q: Page 11 states that the Service plans shall be tied to regional labor market data relative to local high-wage/high demand occupational needs. Everywhere else it just states high demand. Will areas need to tie together the high wage and high demand occupations?

A: Local areas may tie together high wage and high demand occupations if they so wish, but the focus is on high demand occupations. Impact on performance measures should be considered.

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Q: Page 12 states that a MOU will be negotiated between the operator and Department of Commerce. When will that take place? Would this then require new MOUs between operators and the boards or possible new contracts between the operators and boards?

A: Whenever changes occur in the duties and responsibilities of One-Stop partners and programs, MOUs need to be revised accordingly. WIA Policy #3-13-00 provides general guidance on this process, but in summary, changes brought about by integration should result in the updating of existing MOUs to reflect these changes. Policy #3-13-00 identifies specific duties and responsibilities that are covered in MOUs, which may be impacted by integration:

Memorandums of Understanding must be negotiated with each required One-Stop partner to address the following points:

Which services each partner will provide through the One-Stop system;
How the costs of the system will be allocated among the partners, and the specific method for determining proportionate responsibility;
How customers will be referred by the One-Stop operator to the appropriate partner;
Duration of the Memorandum of Understanding;
Procedures for amending the Memorandum of Understanding; and
Other provisions about the operation of the One-Stop system that the parties consider appropriate. For example, the parties may use the Memorandum of Understanding to address the coordination of equal opportunity responsibilities such as the handling of discrimination complaints or other grievances relating to the One-Stop system.

Copies of all new or modified Memorandums of Understanding must be submitted for review to Rae Anne Davis, Deputy Secretary of Workforce Services, Kansas Department of Commerce. A cover letter signed by the Chair of the Local Board and the Chair of the Chief Elected Officials must accompany the MOUs.

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Q: Page 12 states that the Functional Manager must be housed in a Certified One-Stop. Is that certified under previous policies?

A: For Integration, a One-Stop is considered certified under Policy #3-06-00—State Certification for One-Stop Workforce Centers. At this time, the State is aware of five certified One-Stops: Great Bend, Topeka, Wyandotte County, Wichita and Pittsburg.

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Q: Page 13 states that performance will be negotiated with LWIBs. When will this take place?

A: Performance has already been negotiated and finalized for PY08. While the state has no plans to renegotiate its goals, this does not prevent the local area from requesting a renegotiation. If a local area determines that they wish to renegotiate performance, they must include the methodology used to determine their proposed new levels. WIA regulation, Section 666.130, speaks to what conditions a State may identify as justification for renegotiated performance levels. This includes data sources used, calculations used and factors such as changes in the economic conditions in the area, changes in the demographics of participants served or changes in the mix of services that are provided. Guidance from DOL has not been provided for PY09 performance. Once that is received, the State will notify the local areas of pending negotiations.

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Q: Page 13 states that LWIB contracts will be modified to reflect new performance accountability responsibilities. When will this happen?

A: We are all still held accountable to the measures that were negotiated for PY08. Since programs were negotiated separately and will now be integrated, the State anticipates there will be changes in performance accountability responsibilities at the local level. However, it will be up to the local board to determine what, if any, changes will be made to who will be responsible for performance and update contracts accordingly. The State will be available for guidance if requested.

Posted: 07/28/08

Wagner-Peyser Services (updated)

The response to the Wagner-Peyser Services question posted on 7/15/08 has been altered as follows:

Q: Must Wagner-Peyser services be provided by State-merit staff?

A: Yes, but that is not all they may do. Wagner-Peyser funded staff may provide services that are common to all programs (core services). Additionally, non-Wagner-Peyser funded staff may perform traditional Wagner-Peyser/labor exchange services under core services. Questions about specific services should be directed to Cindy Nau.

Posted: 07/15/08

~~Wagner-Peyser Services (updated)~~

~~The response to the Wagner-Peyser Services question posted on 7/11/08 has been altered as follows:~~

~~Q: Must Wagner-Peyser services be provided by State-merit staff?~~

A: Labor exchange services provided under the WIA Act, including services to veterans, are to be provided by State-merit staff in accordance with Wagner-Peyser Section 7(a) & (b). However, these are not the only activities that State-merit staff may perform. Other activities may be performed provided the cost of these activities are allocated. For example, WIA funding may be used to pay State-merit staff to perform WIA enrollment activities (see "Cost Allocation" below--posted 7/11/08).

Priority of Service

Q: How should we expect integration to impact priority of service with respect to receipt of intensive and training services funded with WIA Title 1 adult funds?

A: Integration will have little, if any, impact on programs that enroll participants under WIA Title I. Under the Job for Veterans Act, for programs with existing targeting provisions, veterans' priority must be applied by assessing whether that targeting provision is mandatory or regulatory. For example, the Workforce Investment Act mandates that if a local area's funds are limited, priority is given to recipients of public assistance and other low-income individuals. For programs with mandatory priorities such as this, State Policy #2-01-04 (Jobs for Veterans Act Program) states the veterans' priority will be applied as follows: an individual who meets both the veterans' and the mandatory priorities of the other program will be given the highest preference for the program; non-veterans that meet the program's mandatory priority should receive preference over eligible veterans that don't meet the program's priority provisions; and if both eligible veterans and non-veterans fall outside the mandatory priorities, the eligible veteran will be given preference. If a program's priority is regulatory or optional, the veteran will receive priority over non-veterans.

Posted: 07/11/08

Conflicting Policies

A good example of issues to be worked through during integration planning occurred recently. A local workforce center was closed by the WIA Operator, due to inclement weather, but the closure was not communicated to Commerce in a timely manner. Because an inclement weather declaration was not made, State employees could not be paid. Currently, Commerce can make that determination for all counties outside of Shawnee. It simply requires Commerce notifying the Governor’s office and a few others in state government. Commerce is willing to follow the operator’s lead on closing due to weather (unless some unforeseen circumstance arise), but they do need to be notified prior to sending staff home.

Local areas will want to consider these types of issues as well as other conflicting personnel policies as they develop their integration plans. In the inclement weather policy example, some boards have a policy stating they will follow the State’s policy for office closings. If your local area discovers a conflict, please submit it to Cindy Nau and the State Integration team will help resolve the barrier.

Co-Enrollment

Attachment D of TEGL 17-05 addresses many of the co-enrollment questions that have arisen in the local areas. Click here for more information.

Position Descriptions

Jeff Montague is working with Sandi Hastings to determine the best way to handle the incorporation of functional duties into State position descriptions.

Training Expenditure Policy

Q: If we move away from training to skill development will it be hard to meet the 35% training expenditure requirement?

A: No. This goal will actually be easier to meet since more people will be enrolled in training.

Integration Plans

The KANSASWORKS State Board approved the Integration Policy at its June 25 meeting. Attachment A of that policy provides a list of details that should be in local integration plans. Click here to view the policy and attachments.

Local Plan Modifications

Q: Will local plans need to be modified?

A: It is not necessary to modify Local WIA/Wagner-Peyser Plans. Instead, submit an addendum to the plan. Full implementation of integration is scheduled to occur by June 2009, which should coincide with the submittal date for modifications of Local WIA/Wagner-Peyser plans.

~~Wagner-Peyser Services~~

~~Q: Must Wagner-Peyser services be provided by State-merit staff?~~

A: WIA regulations state that labor exchange services provided under the Act, including services to veterans, be provided by State-merit staff. However, it does not say these are the only activities that State-merit staff may perform nor that only State-merit staff may perform these duties. For example, WIA funding may be used to pay State-merit staff to perform WIA enrollment activities.

VETS Services

Q: Must State-merit Veteran staff provide services to Vets?

A: Full time grant (JVA) funded staff (DVOP/LVER) can only provide employment assistance to veterans. Veterans Program Letter 07-05 page 2 part V, d states “When charging time to the JVA only duties consistent with the appropriate roles and responsibilities for services to veterans may be charged by DVOP Specialist and LVER staff.”

Title 38 as amended by P.L. 107-288 defines the responsibilities of DVOP/LVER staff to best serve veteran clients effectively and efficiently. VETS policy is that DVOP Specialists and LVER staff are intended to serve eligible veterans, not the universal One-Stop Center customer.

Priority of service to veterans is a requirement of Wagner-Peyser as it is for all other ETA funded programs described in TEGL 05-03. Therefore service to veterans is not just the responsibility of the LVER and DVOP but is a total office responsibility. LVER staff and DVOP Specialists are able to integrate, but not able to participate on the Welcome Function team.

WIA Performance Measures

Q: If a center is staffed by a full-time employee funded entirely by WIA and all customers served at that center are now in the WIA participant count, how does one differentiate between a WIA participant/service count and a customer that is in the WIA performance measure? At what point do they enter the WIA performance measures?

A: Customers become a performance participant when they are determined eligible and receive any service funded by WIA beyond the self-service/informational services. These self-services could be outreach, intake and orientation; initial assessment (NOT comprehensive); job search and placement assistance; LMI; information on the performance and program cost of providers; local area performance information; information on supportive services that may be available; information on filing for unemployment insurance; assistance in establishing financial aid eligibility; workforce information services. These could also be considered staff assisted services AFTER they’ve been determined eligible. The services mentioned are not all inclusive. Contact Cindy Nau for further information on services considered to be self-service.

Q: What group of WIA participants is required to have contact within 90 days or be soft exited from the system? Who gets intensive career management services?

A: Any participant (WIA/LE/TAA) will be exited after 90 days of no service. The service may be either staff-assisted or self-service. If a WIA participant is receiving ONLY case management (contact every 90 days), assuming no other services (staff or self) are provided within 90 days of last service, that participant will be exited. Click here to view a list of services beginning and ending participation.

Cost Allocation

Q: Due to the crossover of services by Wagner-Peyser and WIA funded staff is there a preferred method of cost allocation under integration?

A: There is no preferred method of allocating shared costs in a One-Stop. It depends on who the partners are, what resources they bring to the table and what services the partner entities agree upon. There are several good models however for the Board to consider and they can be found in the One-Stop Financial Management Guide, Section I.

While it is true the cost allocation depends on the nature of the MOU developed by the partner entities, the following are services, in general, that may be provided with Wagner-Peyser funding.

SEC. 7. (a) Ninety percent of the sums allotted to each State pursuant to section 6 may be used--

(1) for job search and placement services to job seekers including counseling, testing, occupational and labor market information, assessment, and referral to employers;
(2) for appropriate recruitment services and special technical services for employers; and
(3) for any of the following activities:

(A) evaluation of programs;
(B) developing linkages between services funded under this Act and related Federal or State legislation, including the provision of labor exchange services at educational sites;
(C) providing services for workers who have received notice of permanent layoff or impending layoff, or workers in occupations which are experiencing limited demand due to technological change, impact of imports, or plant closures;
(D) developing and providing labor market and occupational information;
(E) developing a management information system and compiling and analyzing reports there from; and
(F) administering the work test for the State unemployment compensation system and providing job finding and placement services for unemployment insurance claimants.

(b) Ten percent of the sums allotted to each State pursuant to section 6 shall be reserved for use in accordance with this subsection by the Governor of each such State to provide--

(1) performance incentives for public employment service offices and programs, consistent with performance standards established by the Secretary, taking into account direct or indirect placements (including those resulting from self-directed job search or group job search activities assisted by such offices or programs), wages on entered employment, retention, and other appropriate factors;
(2) services for groups with special needs, carried out pursuant to joint agreements between the employment service and the appropriate local workforce investment board and chief elected official or officials or other public agencies or private nonprofit organizations; and
(3) the extra costs of exemplary models for delivering services of the types described in subsection (a).

Questions about specific activities and whether they are allowable under Wagner-Peyser may be sent Cindy Nau.

Posted: 05/30/08

The State Integration Team met and reviewed the list of barriers presented by local integration teams from their May 19-20 training session. Click here to view the list including team assignments.

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About Integration

A functional service delivery system will be designed by local area teams with guidance from the KANSASWORKS State Board.

Design of the local plans is a joint effort. The State Board will develop service integration policies that will be used by the local area workforce investment boards to build their new service integration strategies. Each local area will have:

There will be a State Integration team that will develop policies, provide training and facilitate changes that are needed for the integration to work
A Local Area Implementation team that will be responsible for implementing integration and will work with the State Integration team to address barriers that could derail integration plans. This team will be comprised of three to four local area management staff (including the Commerce assistant regional director)
A Local Integration team will be responsible for developing and designing the local service integration plan including protocols, procedures, etc. This team will have management and frontline staff members
Training will be provided for the local areas (generic and customized) to assist with the design and implementation of the service integration effort

What Is Service Integration?

Simply stated, service integration is the elimination of Wagner Peyser and WIA program silos to allow staff to provide seamless services for business and job seeker customers. The goals are to:

Reduce administrative costs associated with duplicative programs that provide similar services with unnecessary duplicative administrative overhead costs.
Deploy staff more flexibly to provide services that result in outcomes that match the needs of the business community.
Increase the number of services (and the quality of the services) offered to both customer groups.
Help businesses recruit skilled workers to fill job vacancies in local communities by increasing the number of job candidates that receive training services to help them build and/or enhance demand-driven skills.

What Stays the Same?

Commerce staffing levels are not changed as a result of service integration.

Service integration is not an attempt to reduce the size of the workforce in the local offices. In fact, the Secretary has guaranteed that Commerce staff will not be laid off because of this initiative.

Due to funding rescissions, Local Workforce Investment Boards may have to reduce the WIA workforce, but the reductions are tied to a reduction in funding, not do to the impending service integration effort.

Labor exchange services and WIA services will continue to be offered in all workforce centers.

The basic menu of services will be offered in all local areas.

What Changes?

An integrated functional service delivery system has two major components:

Functional work units
Functional management structure

There will be will be a minimum of three functions performed in each local office area by teams:

Welcome team will greet the customer, determine best fit services for each job candidate and provide resource room services – assessment, skill development and job search strategies
Skill development/career development team will help individuals assess their skills, match their skills to demand occupations and develop marketable skills
The business services team will help businesses fill job vacancies and address their workforce challenges

In the larger offices three functional work units will provide services to customers. Each work unit will be comprised of staff operating as a team to deliver services to customers. The teams are comprised of staff that formerly provided Wagner Peyser and WIA services. In the new model, team members perform the same work – regardless of which program pays their salaries. In fact, service integration requires the elimination of WIA/Wagner-Peyser service delivery distinctions. Smaller offices might not have separate work units, but staff will work together to provide the functional responsibilities.

Each office will have a functional manager and the larger offices may also have functional supervisors. Functional managers/supervisors can be paid with either Wagner-Peyser or WIA program funds. Functional managers oversee the daily operations of the office and they will report to the one-stop operator. Functional supervisors are responsible for the day-to-day supervision of all team members in their work teams.

If a functional manager/supervisor is not a Wagner-Peyser staff person, the Wagner Peyser team members will also have a Commerce manager/supervisor assigned to perform all personnel functions, per State Civil Service requirements.

Commerce will write policies to govern the functional service delivery system to protect the rights of the Commerce staff. Commerce will also write policies to set guidelines for deploying TAA and Veterans staff in an integrated service delivery model. Commerce will ensure that the state merit system will be maintained within the integrated service delivery system.

New customer flow will be designed to serve both customer groups more efficiently. The new customer flow will require staff to fulfill their job duties with new service delivery strategies (e.g., business services staff may place job candidates, initial assessments might include the administration of skill assessments). In addition, the new customer flow will require continual collaboration between the three teams of workers to ensure the application of a demand-driven service delivery strategy.

The customer flow in each local area will be designed to meet the requirements established by the State Workforce Investment Board (e.g., skill certification, skill verification, training tied to demand-driven occupations).

Per the local integration plan, some staff may be asked to perform new job duties. For example, in many states, staff who have worked with job seekers may work with business customers to develop recruitment and retention strategies and to place qualified candidates in job vacancies.

Why Is Service Integration Necessary?

Several external forces continue to pose challenges for the state’s economic vitality and the Kansas workforce system’s ability to provide just-in-time solutions. Five of the most significant issues are:

Reduced revenues as a result of federal discretionary spending cuts resulting in changes in one-stop operations and staffing
Global business competition
An increase in businesses’ need for highly-skilled workers
An increase in non-English speaking citizens seeking employment
A decrease in the literacy rate in Kansas – especially among those under the age of 25

14% of Kansans over the age of 25 do NOT have a high school diploma, and approximately 8% of the population over 25 "do not speak English well." Because Kansas is an agricultural state, there are still employment opportunities for individuals who do not have a high school diploma or do not speak English well. However, because we continue to have about 7,000 Kansans leave the public school system each year without a high school diploma (these are individuals under the age of 25) AND because the number of unskilled job opportunities continues to decrease, the Kansas' literacy rate is decreasing, not improving! --Dianne Glass, Adult Education Director at KBOR

Based on these forces, the future Kansas workforce challenges are:

Providing better and more relevant career information to Kansans by utilizing technology and other media methods
Streamlining and enhancing service delivery to help businesses find qualified workers
Building an adequate supply of skilled workers by engaging all populations (e.g., non-English speaking immigrants, individuals with disabilities, older workers, ex-offenders)
Creating better alignment between K-12 education, adult basic education and workforce services
Engaging workers in lifelong learning

National Vision Driving Service Integration Efforts

Shift emphasis from supply-driven (job-seeker focused) services to demand-driven (employer-focused) services
Prepare job seekers and workers – today and in the future to help businesses become and remain competitive in the global economy
Implement common measures policies and service integration recommendations to reduce duplication of services and increase the number of job seekers that are prepared for demand occupations in local areas (e.g., more individuals enrolled in pre-vocational training, more individual training accounts)
Implement major changes in the system to address the challenges of key businesses in local communities (e.g., integration of service delivery systems, focus on key industries and industry clusters)

What Is A Demand-Driven System?

A demand-driven system is a workforce system that builds services to help the local business community thrive. All services for both customer groups are based on the needs of the local business community. The goal is to use the workforce development system, the economic development system and the education system to build the wealth of local communities. Labor Secretary Elaine Chao listed helping employers access the publicly funded workforce development system as the number one WIA reauthorization goal.

The related facts are:

The one-stop system needs to be a first-chance system and an economic development tool.
Local systems need to become "employment opportunity scouts" - connecting with businesses to find jobs for workers before the workers walk into the one-stops.
95% of employers have never heard of the One-Stop system.
U.S. Chamber of Commerce members have ranked workforce development as a primary concern for the last five years.
Businesses state that the one-stop system must know the needs of employers and must send qualified applicants for job openings to be considered a credible placement agency. Specifically, businesses encourage one-stop system staff to behave like private sector placement agencies by visiting companies and talking to multiple staff about the jobs that need to be filled.

What Is A Skills-Based System?

Skills-based systems are workforce development systems that focus on preparing workers with the skills that they need to be competitive in the local labor market. Specifically, skills-based systems:

Design services based on demand data
Create new customer flow that supports skill assessment and skill enhancement with training services – pre-employment and incumbent worker training
Develop and upgrade common demand skills – not just occupations
Have WIA-WP staff identify and assess skills for all workers or at least workers who qualify for jobs in demand occupations
Assess and refer based on skill verification
Offer skill certification and credentialing

What is the U.S. Department of Labor’s Position on Service Integration?

U.S. DOL is a strong proponent of service integration. In fact, service integration is one of the six principles of the WIA reauthorization bill:

Integrated, customer-focused services
Greater responsiveness to employers
An increase in state flexibility
Improvement in program performance
Individualized opportunities for training - pre-employment and post-employment
Improvement of youth programs

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Q&A's

Can integration begin before all the barriers have been eliminated?

Integration will be phased in over time to allow for ongoing elimination of barriers. For example, phase one implementation may include assigning staff to new teams. Reconfiguration of the office may occur, however, in a later phase of the process due to staff and funding constraints.

Who is responsible for reducing barriers?

Each barrier will be addressed in one of three ways based on the issue:

Handled at the local level
Handled by Commerce
Handled as a joint effort by Commerce and local staff

What’s the difference between the three teams?

The State Integration team is comprised of Commerce staff at the state level responsible for working with the local areas to eliminate integration barriers and to facilitate the transition.

The Local Implementation team is responsible for implementing integration and is comprised of three to four local area management staff (including the Commerce assistant regional director).

The Local Integration team is responsible for developing and designing the local plan including protocols, procedures, etc. It is comprised of the Commerce assistant regional director, local management and front-line staff—it is conceivable that all members of the Implementation team would also serve on this team.

Does integration require common systems across the areas?

Some systems will be used in common across the areas. For example KANSASWORKS.com will be used statewide to enter participant data; however local areas may choose to supplement this system with their own system as well.

How do job duties impact reclassification for Commerce staff?

Job duties will need to be developed that do not trigger reclassification of Commerce employees. These new job descriptions (functional job descriptions) are not meant to replace the existing job descriptions, but are to be used as supplemental descriptions that drive daily work activities.

With integration, will I continue to be a state employee if I am functionally supervised by a non-state employee?

State employees will remain employees of the state and will still formally report to a state supervisor. However, daily activities will be directed by the functional supervisor. The formal and functional supervisors will collaborate on preparing annual reviews. Local area plans will more clearly define protocol on personnel functions.

What is the timeline for implementing integration?

Integration will begin being implemented on October 1, 2008 with full implementation by June 2009.

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Information Sharing

Description of Skills-Based & Demand-Driven Systems and Strategy to Attain

No files available at this time.

Organizational Charts & Functional Management Structure

No files available at this time.

Customer Flow Charts

Welcome Process Flow Chart (Area II)

Business Services Flow Chart (Area II)

Job Descriptions