1. Leadership for the Implementation of Veteran Services

2. By the end of this training individual’s with responsibilities for program monitoring and success of DVOP/LVER staff will be able to… o Understand and have knowledge of Title 38 U.S.C. chapter 41 requirements, specifically the statutory roles of the DVOP specialists and LVER Staff o Understand the training competencies DVOP specialists and LVER staff receive at NVTI and how these competencies crosswalk back to their duties & responsibilities. o Knowledge and understanding of the importance of integrating staff within the One-Stop Delivery system.

3. o Knowledge and understanding of priority of service in DOL funded programs. o Knowledge and understanding of program indicators and measurements, how to review and take action for overall program success. o Understand the manager/leaders role in evaluating employee behavior and strategies that lead to increased productivity. By the end of this training individual’s with responsibilities for program monitoring and success of DVOP/LVER staff will be able to…

4. ETA WIA DVA VETS STATE COUNTY PLES ONE STOP VETERANS

5. Understand the manager/leaders role in evaluating employee behavior and strategies that lead to increased productivity.

6. 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 ” “ “ ”

7. o Role of the LVER staff o Role of the DVOP specialists o Integration of the LVER/DVOP o Incentives awards for service to veterans o Weighted measures for intensive services o Priority of Service for veterans o Half – time LVER/DVOP o Change in funding formula

9. Organizational Chart LVER Secretary of Labor ES/One-Stop Director (DVET) Regional Administrator (RAVETS) DVOP Assistant Secretary for Veterans Employment and Training Services Assistant Director (ADVET) Program Assistant (VPA)

10. TAP Employment Workshops USERRA Veterans Preference Employment Rights Workforce Investment System Career One Stop Veteran Workforce Investment Program Homeless Veterans Homeless VeteransPrograms Transition Services

11. 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

12. GAO Report o DVOP Specialists expend a relatively low amount of their overall effort delivering intensive services: The GAO Report found that: o LVER staff expend a relatively low amount of their overall effort on employer outreach and job development; o Both DVOP and LVER appear their effort providing standard labor exchange services to veterans whose characteristics are very similar veterans served by Wagner-Peyser staff. to expend the majority of

13. DVOP Program Full or part-time Intensive services / Facilitating Placements Priority of service is given to: A. Special disabled veterans B. Other disabled veterans C. Other eligible veterans Section 4103A

14. Maximum emphasis in meeting the employment needs of veterans shall be placed on assisting economically or educationally disadvantaged veterans. In facilitating placement of a veteran under this program: Title 38 U.S.C. Chapter 41 Section 4103 A Help identify job opportunities that are appropriate for the veteran’s employment goals and, Help identify job opportunities that are appropriate for the veteran’s employment goals and, assist that veteran in developing a cover letter and resume that are targeted for those particular jobs. assist that veteran in developing a cover letter and resume that are targeted for those particular jobs.

15. DVOP Specialist Duties VPL 07-10 Consistent with WIA Section 134(d)(3)(C), the intensive services category now is clarified to include: Comprehensive assessment of education, skills, and abilities; In–depth interviewing and evaluation to identify employment barriers and appropriate employment goals; Group and individual career coaching; Short-term pre-vocational services that may include development of learning and communication skills, interviewing skills, personal maintenance skills, and professional conduct to prepare individuals for career goals; and Development of an individual employment plan that identifies employment goals, interim objectives, and appropriate services that will enable the Veteran to meet his or her employment goals.

16. DVOP VPL 07-10 (a) VR&E (b) HVRP, IVTP and VWIP grantees (c) VA Medical centers and Vet Centers (d) Homeless Shelters (e) Civic and service organizations (f) Community Stand Downs (g) Military Installations (h) WIA partners (i) State Vocational Rehabilitation Services Conduct outreach to locate veterans for intensive services such as:

17. Case Management services are: Case Management services are: Case Management Case Management VPL 07-10 Case management is a service delivery strategy Conduct an assessment Develop an employment plan Follow-up CM would always be considered Intensive services You can provide intensive services without providing case management

18. 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. ” ““ ”

19. How DVOP Differs from W-P Staff? Case Management Veteran Populations HomelessIncarcerated Wounded Warrior Economically disadvantaged Tier Levels based on initial assessments by WP staff

20. (b) Principle Duties (1) Conduct outreach to employers in the area to assist veterans in gaining employment, including conducting seminars for employers and, in conjunction with employers, conducting job search workshops and establishing job search groups; (2) Facilitate employment, training and placement services furnished to veterans. (e) Manager’s Report LVER Program Section 4104

21. LVER Duties/Employer Outreach VPL 07-10 LVER staff work with other service providers to promote the advantages of hiring Veterans to employers and employer groups. They market job seeking Veterans as individuals who have highly marketable skills and experience.

22. Coordination with unions, apprenticeship programs, and business organizations to promote employment and training programs for Veterans; Planning and participation in job and career fairs; LVER staff serve as an advocate for Veterans with business, industry, and other community-based organizations by participating in a variety of outreach activities such as: LVER Duties/Employer Outreach VPL 07-10

23. Promoting credentialing and licensing opportunities for Veterans. Informing Federal Contractors of their responsibility to recruit qualified Veterans; and LVER staff serve as an advocate for Veterans with business, industry, and other community-based organizations by participating in a variety of outreach activities such as: LVER Duties/Employer Outreach VPL 07-10

24. LVER Duties/Individualized Job Development VPL 07-10 Job development by LVER staff should include efforts to increase job opportunities for Veterans through direct employer contact Individualized job development should center on each Veteran’s needs, skills, abilities, goals, and physical abilities and limitations

25. LVER Duties/Individualized Job Development VPL 07-10 LVER staff should provide services such as the following to improve positive job development referrals: Job search assistance workshops for Veterans Individualized vocational guidance and labor market information Targeted referral to training and supportive services

26. LVER Duties LVER staff any time that a Veteran requires an intensive service and a DVOP specialist is not available to provide that service, the LVER should provide the intensive service. VPL 07-10 LVER staff may provide the full range of employment and training services available to Veterans, Transitioning Service Members, and other eligible persons. LVER staff may also conduct other employer outreach activities that support job development and the referral of Veterans to appropriate job openings.

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

28. 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.

29. 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

30. 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

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

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

33.  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.

34.   One-on-one meetings – the most common way to provide feedback to a direct report;   Skip-level sessions – are exactly what they sound like, your direct report meets with your manager about your leadership approaches.   Stop-start-continue evaluations – this is a structure that allows for direct reports to provide feedback regarding behaviors you should stop, start, and continue.

35.   360 degree evaluations – The goal of this evaluation is to have a select number of direct reports provide anonymous feedback. This electronic report will provide information on the leadership behavior areas needing more focus or skills and the leadership areas that need less focus or skills.   Cross-evaluations – are electronic feedback tools that gather information about your influencing or leadership behavior based on an anchored set of leadership behaviors. With this evaluation peers can provide information concerning your leadership behavior or the impact of your organizational level of influence.