Integrated Systems and Services General 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

3 National System Integration Project Context Challenges

4 What Did the Project Accomplish? Integration Indicators Integration Assessment Tool Integration Assessment Integration Mentor/Protégé Meeting Integration Action Plans

5 What Did We Look At? State Level Governance –Organization –Policy –Planning –Accountability Systems

6 What Did We Look At? Local Integration Policy and Operational Management –Operations/Staff –Office Layout –Funding/ Cost Sharing –Marketing/Branding –Performance Measures

7 What Did the Mentor States Do Right? Leadership Perseverance Integration for the Right Reasons Improve Customer Service Focus on Results

8 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

9 What Effects A States Ability to Integrate? Fear Philosophy Politics politics Personality

10 Other Factors Status of Programs Skills of Staff Operating Systems Training

11 If You Build it…They Will Come

12 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

13 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

14 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

15 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

16 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

17 Practice Coordinated Service Delivery Examples: –Funding/Cost-Sharing –Performance Measures

18 Practice Access to Full Array of Services Examples: –Operations/Staff –Office Layout

19 Practice Integrated Employer Services Examples: –Marketing/Branding –Integrated Customer Service

20 Keeping Score Customer Satisfaction Data Real-Time Performance Management Quarterly and Annual Analysis Longitudinal Analysis

21 Post Game Analysis Continuous Improvement Strategies –Local Level –State Level

22 Sports Talk Question and Answer Period