Ten Ways to Fail Performance Measures

2 Objective: To Focus on ways to effectively manage the existing performance measures in combination with the newly implemented common measures. Ten Ways to Fail Performance Measures

3 1. Ignore Your Own Staff 2. Spend the money on that new copier instead of a new database 3. Adopt the Motto: "Service Delivery: Where One Size Always Fits All“ 4. Keep telling yourself that it's "Entered Employment" and not "Placement“ 5. Always Forget to Follow-Up

4 Ten Ways to Fail Performance Measures 6. Chant "All Hail Wage Records" repeatedly 7. Continue to believe that a CDL is the only reportable Credential 8. Remember that diplomas are only awarded in May and June 9. Never shoot for the moon, always shoot for the stars 10. Bookmark YoungerYouthLoveSoftExits.com and follow it like a religion

5 PY 2001 & 2004 Exceeds/Meets/Fails Comparison

6 Ten Ways to Fail Performance Measures Actually the ten reasons are listed under the 3 categories: Failure to build staff capacity (3): Staff/Case managers Training providers /Demand Occupations Policy/decision makers

7 Ten Ways to Fail Performance Measures Data Management MIS (3): Failure to have adequate MIS/tracking systems. Rely solely on State Data Failure to manage outcomes in real time.

8 Ten Ways to Fail Performance Measures Service Delivery & Systems Design Flaws (4): Failure to modify service mix and systems design. Failure to adjust to economic climate Failure to conduct adequate follow-up Failure to monitor and adjust program outcomes

9 Failure to build staff capacity Staff/Case managers –Maintain Professional and trained staff –Keep Staff informed of Measures and outcomes –Establish staff performance goals –Coordinate/Collaborate with Partner Agencies

10 Failure to build staff capacity Training providers /Demand Occupations –Develop training for high growth/high demand occupations –Assess local areas to ensure that training is meeting the needs of employers

11 Failure to build staff capacity Policy/decision makers –Ensure that decision makers are kept well enough informed that decisions don’t negatively impact performance.

12 Data Management MIS Failure to have adequate MIS/tracking systems –Many states did not have adequate reporting systems –There was little collaboration between State and Local Area reporting systems –Systems were not user friendly nor Customer focused

13 Data Management MIS Rely solely on State Data –Many Local Areas had no systems and relied on the State to provide data –Local Areas had no focus on measures to effectively manage program –State’s primary focus on Federal Reports

14 Data Management MIS Failure to manage outcomes in real time. Agencies failed to measure real-time outcomes –Number job placements –Number of participants served –Volume of participant services and activities Agencies also failed establish proxy measures and alternative means to tracking ETA’s goals and lost focus on how to manage their programs on a day-by-day basis.

15 Service Delivery & Systems Design Failure to modify service mix and systems design. –Many States and local areas continued to operate programs in the JTPA mode. –Enacting the same policies and serving the same clients. –Proving the same training using same contracted training providers

16 Service Delivery & Systems Design Failure to adjust to economic climate –Local Areas did not make adjustment for changes in the economic client. As industries were diminishing, LWIAs continue training in diminishing occupational areas. –Local Areas also failed align training with demand occupations in the LWIA.

17 Service Delivery & Systems Design Failure to conduct adequate follow-up –Many performance failures were directly attributed to the lack of follow-up both via case manager and electronic tracking. –Youth measures and credential measures failed because of inadequate follow-up services.

18 Service Delivery & Systems Design Failure to monitor and adjust program outcomes –Many State and Local Areas failed to adjust to the WIA system of Service delivery. –Many programs operated under outdated contracts and boiler plates unrelated to existing performance goals

19 BEYOND ETA’s PERFORMANCE MEASURES: Develop and establish measures to assist with the day-to day operation of the One Stop. Measure: 1.One Stop daily/weekly or monthly Capacity 2.Quality referrals and placements 3.Employer contacts/job orders 4.Partner agency activity 5.Case Manager Activity

20 New Challenges Systems Integration Dual Enrollments & Shared Outcomes Partner Programs & Referral System Exit Literacy/Numeracy ETA’s Youth Vision “Out of School Youth”