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Integrated Systems and ServicesGeneral Session 4
2
Workshop Outline
• Review of System Integration Project Basics• Guide to Doing it Right• Guide to Doing it Wrong• Making Integration Happen in Your State
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National System Integration Project
• Context• Challenges
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What Did the Project Accomplish?
• Integration Indicators• Integration Assessment Tool• Integration Assessment• Integration Mentor/Protégé Meeting• Integration Action Plans
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What Did We Look At?
• State Level Governance– Organization– Policy– Planning– Accountability Systems
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What Did We Look At?
• Local Integration Policy and Operational Management– Operations/Staff– Office Layout– Funding/ Cost Sharing– Marketing/Branding– Performance Measures
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What Did the Mentor States Do Right?
• Leadership• Perseverance• Integration for the Right Reasons• Improve Customer Service• Focus on Results
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What Do States Do Wrong?
• Integration as an initiative• Integration as a means of punishing someone• Integration as means of beating up partners• Integration as gaining control• Integration as a local activity only
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What Effects A States Ability to Integrate?
• Fear• Philosophy• Politics• politics• Personality
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Other Factors
• Status of Programs• Skills of Staff• Operating Systems• Training
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If You Build it…They Will Come
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If You Build It, They Will Come
• It starts with the Governor’s Vision
• It is supported by the State’s Workforce Investment Act and Wagner Peyser 2-Year Work Plan
• It is complimented by ETA’s initiatives
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The Fundamentals
• Set goals based on the Governor’s vision• Evaluate the structure and resources • Keep the customer at the center• Maximize the impact of each dollar • Move beyond co-location and the electronic
connection of existing services
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The Front Office
• Leadership fully supports the integration strategy
• Established policies, systems, and service designs based on the customers’ needs reducing duplication and maximizing the reach of resources
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The Playbook• Leadership
– Vision statement of workforce needs and priorities of core customers
– Key partners, stakeholders and frontline staff represented
– Operational framework supports coordination
• Policy
– Memorandums of Understanding
– Grantee policies, memoranda or directives
– Integration indicators established
– Tracking system includes integration indicators
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Taking the Field
• Use an integrated approach to provide services to job seekers and employers in a seamless service delivery system
• Indicators– Coordinating its services with other workforce agencies– Providing customers access to the full array of workforce
partner services in one place– Using an integrated approach to serve employers
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Practice
• Coordinated Service Delivery
Examples:– Funding/Cost-Sharing– Performance Measures
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Practice
• Access to Full Array of Services
Examples:– Operations/Staff– Office Layout
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Practice
• Integrated Employer Services
Examples:– Marketing/Branding– Integrated Customer Service
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Keeping Score
• Customer Satisfaction Data
• Real-Time Performance Management
• Quarterly and Annual Analysis
• Longitudinal Analysis
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Post Game Analysis
• Continuous Improvement Strategies
– Local Level
– State Level
22
Sports Talk
• Question and Answer Period