Integrated Systems and ServicesGeneral Session 4

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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

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Sports Talk

• Question and Answer Period