Leadership for the Implementation of Veteran Services

By the end of this training individual’s with responsibilities for program monitoring and success of DVOP/LVER staff will… o Gain knowledge of Title 38 U.S.C. 41 requirements, specifically the roles of JVSG staff o Understand training competencies DV/LV’s receive at NVTI how these crosswalk to their duties and responsibilities o Knowledge and understanding of the importance of integrating staff within the AJC o Knowledge and understanding of priority of service in DOL funded programs. o Understanding of program measurements o Understand the manager/leaders role in evaluating employee behavior and strategies for increased productivity.

Serving our Veterans

ETA WIA DVA VETS STATE COUNTY PLES ONE STOP VETERANS

Understand the manager/leaders role in regards to JVSG staff.

The most dangerous leadership myth is that leaders are born -- that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. - Warren G. Bennis

o Role of the LVER staff o Role of the DVOP specialists o Integration of the LVER/DVOP o Incentives awards o Weighted measures o Priority of Service o Half – time LVER/DVOP o Funding formula o Mandatory training o Staff training testing

Organizational Chart LVER Secretary of Labor AJC Director (DVET) Regional Administrator (RAVETS) DVOP Assistant Secretary for Veterans Employment and Training Services Assistant Director (ADVET) Program Assistant (VPA)

DOL Employment Workshops USERRA Veterans Preference Employment Rights Workforce Investment System American Job Centers Transition Services

Congress and VETS It is difficult to demonstrate the benefit of JVSG if the veterans served and services provided are similar to Wagner-Peyser. Congress has questioned how JVSG differs from other DOL programs, especially Wagner-Peyser State Grants

Disabled Veterans Outreach Program Roles and Responsibilities 4103A / VPL 3-14

Title 38 U.S.C. Chapter 41 Full or part-time Role is Intensive Services/Facilitating Placements: A. Special disabled veterans B. Other disabled veterans C. Other eligible veterans Section 4103 A Maximum emphasis in meeting the employment needs of veterans shall be placed on assisting economically or educationally disadvantaged veterans.

E FFECTS OF R EFOCUSING A CROSS P ROGRAMS JVSG will serve fewer veterans and provide higher rates of intensive services Wagner-Peyser/WIA’s workload of veteran clients will increase with fewer referrals to JVSG Veterans will receive priority of service

Statutorily-Mandated Responsibilities conduct EO & JD in the local community, on behalf of all AJC veterans provide intensive services to veterans with SBE* are not to provide direct services to participants are not to provide services to any other population. DVOP SpecialistsLVER Staff *or other populations as specified by the Secretary

DVOP Specialist Duties VPL Consistent with WIA Section 134(d)(3)(C), the intensive services category now is clarified to include: Comprehensive and specialized assessment Develop an individual employment plan Short-term pre-vocational services Individual counseling / career planning Group Counseling

1. Special disabled or disabled veteran (38 USC 4211) 2. Homeless (Homeless Assistance Act 42 USC 11302(a)) 3. Recently-separated currently long term unemployed (27 consecutive weeks within the last 12 months) 4. Offender released in the last 12 months (WIA section 101(27)) 5. Lacking a high school diploma or equivalent 6. Low-income (as defined by WIA sec. 101 (25)(B) S IGNIFICANT B ARRIER TO E MPLOYMENT VPL 03-14

A DDITIONAL P OPULATIONS DVOP specialists may also provide services to the following populations: As specified by the Secretary Veterans, ages As specified in the FY 2014 Omnibus Appropriation Transitioning service members in need of intensive services Wounded Warriors in military treatment facilities and their family caregivers.

19 Total Veteran population (~21.2 million) Veterans seeking AJC Services (1.3 million participants) Veterans with SBE (417,000 participants) DVOP Specialists (328,000 participants) Serving Veterans at American Job Centers

CM Components: Case Management Case Management Case management is a service delivery strategy  Conduct an assessment  Develop a plan  Follow-up

LVER Utilization Title 38 U.S.C. Chapter 41 Section 4104 (b)

(1) Outreach to employers: o conduct seminars for employers o in conjunction with employers, conduct job search workshops and establish job search groups; (2) Facilitate employment, training and placement services furnished to veterans. LVER Utilization Title 38 U.S.C. Chapter 41 Section 4104 (b) and and (e) Reporting

LVER Utilization VPL 03-14

LVER Duties/Employer Outreach VPL Planning & participating in job & career fairs Planning & participating in job & career fairs Conducting employer outreach Conducting employer outreach

LVER Duties/Employer Outreach VPL In conjunction with employers, conducting job searches & workshops, & establishing job search groups

LVER Duties/Employer Outreach VPL Coordinating with unions, apprenticeship programs & businesses or business organizations to promote and secure employment and training programs for veterans

LVER Duties/Employer Outreach VPL Informing Federal Contractors of the process to recruit qualified veterans. Promoting credentialing and licensing opportunities for veterans

LVER Duties/Employer Outreach VPL Coordinating and participating with other business outreach efforts

Most state workforce administrators surveyed reported that the new legislation has improved both the quality of services to veterans and their employment outcomes. They credited the availability of case management for much of the improvement in employment. “ ”

Preference for hiring: Qualified service-connected disabled veterans Qualified eligible veterans Qualified eligible persons

No individual can be a half-time DVOP and a half time LVER. Notification to Secretary if Non-Veteran employed as LVER or DVOP for 6 months or more.

Other Critical Observations DVOP Specialists do not devote the majority of their time to delivering intensive services LVER specialists do not devote the majority of their time to employer outreach

Other Critical Observations DVOP Specialists and LVER staff tend to devote the majority of their time to: Delivering standard labor exchange services that are similar to the services delivered by Wagner-Peyser staff Serving veterans whose reported characteristics are similar to those of the veterans served by Wagner-Peyser staff

 NEED FOR DISTINCTION  SPECIALIZATION OF ROLES  OTHER STAFF RESPONSIBLE FOR SERVICES TO VETERANS

You will judge yourself by your intentions, whereas others will judge you by your behavior. “ ”

 The Open Self – Information about yourself that you and others know.  The Blind Self – Information about yourself that you don’t know but that others do know.  The Hidden Self – Information about yourself that you know but others don’t.  The Unknown Self – Information about yourself that neither you nor others know.

 One-on-one meetings  Skip-level sessions  Stop-start-continue evaluations  360 degree evaluations  Cross-evaluations