The Red and Green Report Wagner-Peyser Measures Welcome to the Training Introduction Ask Questions I will present brief background information on the Red and Green Report, define each measure, describe the calculation, and tell you where the data comes from for the calculation. I will also discuss performance for your region and strategies for improvement on each measure. We will then move into the computer lab for hands on reinforcement to ensure that we understand where to go for the data/reports. If you have any questions, please don’t hesitate to stop me.

Purpose To present brief background information on the Red and Green Report, define each W-P measure, describe the calculation, and tell you where the data comes from for the calculation. To provide specific information related to performance for Region 21 and strategies for improvement on each measure.

Red and Green Report Workforce Florida (WFI) established the Red and Green report to track performance on a short–term basis Allows for comparisons, incentives, bonus payments and corrective actions Shows regional rankings for 17 items covering WIA, Wagner-Peyser and TANF I think we all have heard of the Red and Green Report. Today, we hope to make the facts surrounding the RG Report just a little bit clearer. The federal Workforce Investment Act of 1998 required states to track and evaluate the effectiveness of federally funded workforce training programs by several defined WIA measures. These measures are longitudinal and track performance over time and can’t be evaluated on a short-term basis. As a result, the State Workforce Board, WFI, implemented the Red and Green Report to track short-term measures. Performance outcomes are displayed in quartiles, with the top 25% being highlighted in green and the bottom 25% shown in red. For this reason, the report became known as the Red and Green Report. The USDOL negotiates with each state on the Federal WIA goals, then WFI established short-term regional goals for the WIA program, as well as Wagner-Peyser and the Welfare Transition Program.

Red and Green Report Performance outcomes displayed in quartiles Top 25%, green Bottom 25%, red The Red and Green report captures a short-tem picture of each region’s performance in the broad categories of employment rates, wage rates, welfare return rates, and customer service. Data is available within 30 to 45 days following the end of the quarter. In this report, green is used to designate top quartile performance, and red is used to designate low quartile performance or failure to meet the local goal. If a region has met their local goal they are not designated as red, even though their performance might rank in the lowest quartile. A region could also fail to meet their performance standard and not be red, if they are not in the bottom quartile.

This is the same information that you just saw in the Red and Green report in a different format. This is the year end Indicator Report. It is broken down to show what was used in the numerator and denominator, the local goal, and the region’s actual performance. The rankings are also indicated by red or green. As you can see on the last screen for WP Return Rate, only four regions are highlighted in red because the others met or exceeded their goal.

Wagner-Peyser (WP) Performance Measures Entered Employment Rate Entered Employment Wage Rate New Hire Involvement Rate Employer Involvement Rate Customer Satisfaction

Where Can I Find the Data for Wagner-Peyser Measures? One-Stop Management Information System (OSMIS) Reports Productivity Inquiry by MIS Number (J455)

Wagner-Peyser Entered Employment Rate Total number of entered employments divided by the total number of individuals registered; Statewide Standard is 35% Calculation (MIS 062 + 081) Based on the number of job seekers placed as a result of a job referral, those who obtained employment after the receipt of a “prerequisite service” and those that went to work after having received a “reportable service” Divided by: The total number of job seekers served by WP (MIS 035) Calculation Individuals Obtained Employment (077) + Individuals Placed (078) + Entered Employments (081) Divided by: Individuals Registered this Program Year (035) DATA FOR THIS MEASURE IS UNDER STATEWIDE REVIEW. THE ONLY WAY TO GET AN OE OR EE IS AS THE RESULT OF A SERVICE ENTERED INTO THE SYSTEM. OSMIS ACTUALLY SPELL OUT NEXT TO THE SERVICE WHETHER THE SERVICE WILL LEAD TO AN OE OR EE OR BOTH. A SERVICE MAY NOT LEAD TO AN OE OR EE. EXAMPLE: THE ONLY WAY TO GET A PLACEMENT IS AS THE RESULT OF A JOB REFERRAL.

THE ONLY WAY TO GET AN OE OR EE IS AS THE RESULT OF A SERVICE ENTERED INTO THE SYSTEM. OSMIS ACTUALLY SPELL OUT NEXT TO THE SERVICE WHETHER THE SERVICE WILL LEAD TO AN OE OR EE OR BOTH. A SERVICE MAY NOT LEAD TO AN OE OR EE. EXAMPLE: Referred to training, Enrolled in Training & Completed Training

Strategies for Improving the WP Entered Employment Rate For every registration, there should be a service Ensure all IWEB and INET registrations have services entered (J330) Work automated New Hire Reports (Referred and Probable Placement Reports) (Placements) Actively pursue recruiting agreements (exclusive hiring arrangements with employers) and mass recruitments Screen applicants prior to referrals

Wagner-Peyser Entered Employment Wage Rate Average WP hourly wage rate at placement based on job orders filled, expressed as a percentage of the regionally adjusted LLSIL (Statewide Standard for PY 2004-05 is 86%) Calculation The average WP program hourly wage rate at entry into employment (MIS 173) Divided by: The regionally adjusted LLSIL for a family of 3 (Lower Living Standard Income Level provided by AWI/Labor Market Statistics) Calculation Average Wage at Placement (MIS 173) Regionally adjusted LLSIL for a family of 3 The factors for the Average Wage at Placement is the total number of individuals placed on job orders and the wage on the job order. For example: Order A=        5 individuals placed at 7.50 an hour (5 X 7.50=37.50) Order B=        7 individuals placed at 8.00 an hour (7 X 8.00=56.00) Order C=        4 individuals placed at 9.00 an hour (4 X 9.00=45.00) Summary: $37.50 + $56.00 + $45.00=       $138.50 Divided by 16 job seekers/individuals=$8.66 an hour AVERAGE WAGE AT PLACEMENT for the reporting period.

Strategies for Improving the Entered Employment Wage Rate List a separate job order for each unique job title Provide LMI prevailing wage information to employers to avoid “0” wage rates. Target employers who pay higher wages Verify starting wage when closing job orders

Wagner-Peyser New Hire Involvement Rate The total number of WP entered employments expressed as a percentage of the total new hires reported by the DOR monthly New Hire Report (Standard = 14%) Calculation Total # of WP entered employments (MIS 062 + 081) Divided by: Total new hires reported by Department of Revenue (MIS #180) Total number of WP entered employments (MIS 077 + 078 + 081) Total new hires reported by DOR (MIS 180)

Strategies for Improving the New Hire Involvement Rate Ensure a service is provided to every job seeker Work the Management Reports Job Develop (JD) Coordinate with other programs, such as WIA WT, and FSET.

Wagner-Peyser Employer Involvement Rate Total number of “unique” employers submitting job orders divided by the number of employers reporting new hires via the DOR New Hire Report (Standard = 25%) Calculation Total number of employers receiving WP services (submitting a job order) (MIS 017) Divided By: Total number of employers reporting new hires in the Department of Revenue monthly New Hire Report (MIS #016) Total number of WP entered employments (MIS 077 + 078 + 081) Total new hires reported by DOR (MIS 180)

Strategies for Improving the Employer Involvement Rate Market New Employers Unique telephone numbers for employers Develop new partnerships

Wagner-Peyser Customer Satisfaction (Employers) The score is based on a monthly telephone survey. The score is based on employer ratings for the three federally mandated questions regarding overall satisfaction of services provided reported on a scale of 0-100 (Statewide Standard is 73.0) Calculation Each question is rated on a score of 1-10. The responses are weighted using a formula based on the American Customer Satisfaction Index (ACSI). Divided by: Employers selected from WP Data Base; Calculation Total employer rating of three federally mandated questions regarding overall satisfaction and reported on a scale of 0-100 Number of employers responding to the monthly telephone survey (like on a scale of “1-10”).

Wagner-Peyser Customer Satisfaction (Individuals) Based on a monthly telephone survey, the average participant rating for the three federally mandated questions regarding overall satisfaction reported on a scale of 1-100. (Statewide Standard for WP for this PY is 80.0) Calculation Each question is rated on a score of 1-10. The responses are weighted using a formula based on the American Customer Satisfaction Index (ACSI). Number of participants responding in the monthly telephone survey Divided by: Individuals selected from OSMIS Job Seeker Registrations Calculation Total participant rating of three federally mandated questions regarding overall satisfaction and reported on a scale of 0-100 Number of participants responding to the monthly telephone survey

Strategies for Improving Wagner- Peyser Customer Satisfaction Ensure that job orders are updated regularly and are professionally written Educate customers AWI web site, RWB web site, Other useful web sites Promote Self Service and facilitated self help Ensure customers are served timely and treated with courtesy and respect Refer qualified job seekers to employers. Consider consequences of Apply Direct vs.OSS Screening

Questions or Additional Information AWI Website http://www.floridajobs.org OSMIS Homepage Wagner-Peyser Reports https://osmis.state.fl.us/Osmis/WelcomePage.jsp