Outcome Goal 1.1 Increase Employment, Earnings, and
Assistance
Many
One-Stop Centers invite employers to attend job fairs and to interview job
applicants. Job fairs offer job applicants an opportunity to meet employers,
learn about companies, and explore job opportunities. PHOTO: Michael
Carpenter |
Overview
American workers must have quick and easy access to a broad array of
high quality and highly effective workforce development services to continue to
enjoy increased employment and earnings in the global economy of the 21st
Century. One-Stop Career Centers provide the focal point for meeting the
challenges of a global economy. Through the One-Stop Centers, communities can
build the local partnerships and organize the workforce development services
that enable adults to acquire the skills needed for jobs and career changes
that lead to high wages and for businesses to meet their ongoing recruitment
and human services needs.
Technology has dramatically increased the Departments ability to
offer services and products to customers in a broad range of formats and at
almost any time. National, State, and local automated workforce delivery
systems that support job matching, labor market information, resource
directories, and occupational and career information are online to enable
direct customer access or to assist staff in providing services, and are
available anywhere that personal computers can be found, such as
customers homes, businesses, and public libraries. To provide for the
special needs of persons with disabilities, the One-Stop Centers have improved
access to their facilities and services.
Serving the Public
The Employment and Training Administration (ETA) and the Veterans
Employment and Training Service (VETS), with support from the Womens
Bureau, the Center for Faith-Based and Community Initiatives and the Office of
Disability Employment Policy, operate a number of programs that provide the
information and skill-building opportunities that lead to increased employment
and earnings.
Adult and Dislocated Worker programs authorized under the Workforce
Investment Act (WIA) provide the workforce preparation, training, and support
services needed to increase the participants skills, employment
opportunities, and earnings.
Wagner-Peyser Act employment services include a range of labor exchange
services, such as access to resource rooms with the latest technology that job
seekers use to obtain employment; staff-assisted job search assistance and
counseling; job referral and placement; recruitment and screening services for
employers; and labor market and career information. Electronic information is
available to bring together job seekers and employers nationwide through the
CareerOneStop portal, which integrates Americas Job Bank, Americas
Career Information Network, Americas Service Locator, and a wide variety
of labor market and workforce development tools.
ETAs Office of Apprenticeship Training, Employer and Labor
Services works to increase the number of apprenticeship occupations, providing
opportunities for satisfying and rewarding careers in highly paid, skilled
occupations.
VETS programs target veterans requiring special assistance, such as
service-connected disabled veterans, and homeless, minority, or older veterans,
as well as younger veterans recently separated from active service.
The Womens Bureau seeks to ensure that issues current to women
are identified and supported in Departmental programs.
The Center for Faith-Based and Community Initiatives is designed to
help assure that the Workforce Investment Act system builds new partnerships
with small community and faith-based organizations. These institutions are
known and trusted entities in poor and disadvantaged communities and are
critical to achieving the WIA system goal of universal access to employment
services.
The Office of Disability Employment Policy works to ensure that
individuals with disabilities have full and complete access to all of the
services delivered through the One-Stop system.
Program Costs
FY 2002 program costs of $3.6 billion for Outcome Goal 1.1 support
ETAs adult training programs and employment services, in addition to the
employment services and training provided for veterans by the Veterans
Employment and Training Service. These costs are up from $3.2 billion in FY
2001, primarily due to increased services prompted by the declining
economy.
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DOL Challenges for the Future
A key Secretarial area of emphasis is re-orienting and improving the
effectiveness of the Departments job training programs to meet the needs
of the 21st Century workforce. The Department will increase collaboration
within the One-Stop framework, leveraging the full array of services available
from all partners, to enable all workers to secure employment with the
opportunity for increased earnings and career advancement. To more effectively
meet the needs of workers, the Department is focusing increasingly on engaging
the business community as both customer and partner to ensure strong economic
growth and good jobs with good wages for our citizens. The Department will seek
to ensure that the workforce investment system is demand-driven to meet
business needs for the right workers with the right skills at the right
time.
The Department and its partners also will take advantage of available
technology and address infrastructure and capacity needs, and seek new ways to
break down the barriers to integrated One-Stop service delivery. The Department
has increased its emphasis on performance accountability for all programs and
services. The collective goal is to provide high quality services and
information that best serve the nations job seekers and employers.
The economic impact of the September 11th terrorist attacks and the
continued fluctuations of the economy have had significant impacts on our
workers and businesses, and the Department continues to support strategies
designed to effectively meet the needs of both customer groups to promote
strong economic growth for businesses, individuals, and families for the coming
decade and beyond.
Increase Employment and Earnings for Adults
In Program Year 2001, of those registered under the WIA adult
program, 78% will be employed in the third quarter after program exit, with
increased average earnings of $3,361.
Results: The Department achieved its goal. The program achieved
a six-month retention rate of 78.9 percent and an earnings increase of
$3,555.
Program Description: The Workforce Investment Acts Adult
Program improves the quality of the workforce, reduces welfare dependence, and
enhances the productivity and competitiveness of the Nations economy. The
Department allocates adult employment and training funds by formula to the
States, which further distribute the funds to local Workforce Investment Areas.
The One-Stop Centers in each area deliver adult services that fall into three
tiers:
- Core services, such as resume writing assistance, labor market
information, and job search strategy workshops, are available to all adults;
- Intensive services, such as career assessment, are targeted primarily
to unemployed individuals who are not able to find a job without staff
assistance; and
- Training services for individuals who need to acquire new skills in
order to find and retain a job.
During Program Year 2001, the One-Stop Centers provided Workforce
Investment Act services to approximately 388,775 adults, an increase of 56
percent from the number served in Program Year 2000.
Analysis of Results: The Department exceeded the Program Year
2001 performance targets, which DOL developed through negotiations with the
State agencies. The results reflect performance reported by 53 States and
jurisdictions for the fourth quarter of Program Year 2001, ending June 30,
2002.
The results for Program Year 2001 represent a slight improvement in
retention from Program Year 2000 when 78 percent of workers reported employment
in the third quarter following participation. However, average wage gains
decreased by $129 from the previous year. In its preliminary analysis of
Program Year 2001 performance, the Department has not determined any major
trends among State performance that would account for this decline in earnings
from Program Year 2000. A factor that may have contributed to the decline is
the mix of WIA registrants in Program Year 2000 with many participants from its
predecessor program who had little or no wages before entering the program.
With all adults eligible for services under the Workforce Investment Act, the
Program Year 2001 registrants presumably included more participants with higher
earnings before their entry into the program, and increasing average earnings
gains therefore presented a greater challenge. Early in 2003, the Department
will have more extensive information on WIA registrants that will permit
further analysis. Another factor that may have contributed to this decline is
the softening of the labor market with increases in unemployment and pressure
on wages.
States and local areas use the Unemployment Insurance wage record
reporting system as the performance reporting data source for employment,
retention, and earnings measures. The Department considers this source
reliable, and has undertaken a data validation of WIA performance measures in
order to further assure that the data effectively support the problem analysis,
management decision-making, and continuous improvement elements of State and
Federal oversight.
Strategies: In addition to the issuance of guidance addressing
issues uncovered in Readiness Reviews conducted in Program Year
2001, such as eligibility determination policies, low participation of eligible
providers, and inconsistencies with registration for adults, the Department
works in partnership with States and localities to assure that they have
specific help in areas where it is needed and continuous, up-to-date
information on what works, as follows:
- Beginning late in 2002, the Department has undertaken special
technical assistance focused upon States and localities experiencing
difficulties in achieving their negotiated performance standards. The
Department is in the process of identifying State and local needs for
assistance based upon Program Year 2001 performance.
- The Department will begin to develop approaches intended to address
the workforce needs of persons of limited English speaking ability that will
focus on first assessing and identifying their needs for workforce preparation,
and then developing techniques to meet these needs through training and other
interventions attuned to their language needs. This will result in broader
program participation and should contribute to increased outcomes.
- The Department will continue showcasing the best programs. A
principal vehicle for doing so will be a national Workforce
Innovation conference which showcases projects with technological
innovations that have improved employment and training services for adults and
other customers of the Workforce Investment System.
- The Department will focus its efforts more on the needs of business
for skilled workers and create a demand- based workforce investment
system. The Department has a job training initiative aimed toward high-growth
industries, and a project to develop partnerships that will meet business needs
and provide good job opportunities for workforce system registrants.
Audits and Program Evaluations: In a September 2002 report,
Workforce Investment Act Performance Outcomes Reporting Oversight, the
Office of Inspector General raised concerns about whether the third party data
reported by States for WIA performance were accurate and supportable. The
Department generally agreed with the concerns raised by the Office of Inspector
General and indicated that it believed that the concerns would be addressed
with the deployment of a data validity and verification policy and tools that
have been under development and are scheduled to be deployed in 2003. See
Appendix 3 for more information.
Goal Assessment and Future Plans: The Department continues to
focus on the core performance measures for workforce programs and to emphasize
high levels of achievement for programs under the Workforce Investment Act
through negotiations with the States.
(Goal 1.1B FY 2001 Annual Performance
Plan)
Improve Registered Apprenticeship
Strengthen the registered apprenticeship system to meet the training
needs of business and workers in the 21st Century. In Fiscal Year 2002:
- Increase the number of new apprenticeship programs over the
established baseline by 10%;
- Increase the number of new businesses involved in apprenticeship
over the established baseline by 10%;
- Increase the number of new apprentices over the established
baseline by 10%; and
- Increase the number of new programs in new and emerging
industries at a minimum, Information Technology, Health Care and Social
Services over the established baseline by 10%.
Results: The goal was achieved. The indicators reflect the
following increases over the baseline: a 75 percent increase in new
apprenticeship programs; a 99 percent increase in new businesses involved in
apprenticeship; a 64 percent increase in new apprentices; and a 23 percent
increase in programs in new and emerging industries.
Program Description: Registered apprenticeship combines
on-the-job training and related classroom instruction to enable workers to
learn the practical and theoretical aspects of a highly skilled occupation.
Registered apprenticeships are career-training programs based in an industry
that determines the skills its employees will need and trains them to achieve
the relevant knowledge. Joint employer and labor groups, individual employers,
and/or employer associations voluntarily sponsor the programs. Completion of a
registered apprenticeship program provides a certification of skills that are
recognized throughout the country. Registered apprenticeship programs offer
access to career opportunities in highly paid, relevant, specialized
occupations; alleviate skilled worker shortages in businesses; and ensure the
competitiveness of the Nations workplaces.
The Department manages the National Registered Apprenticeship System,
approving training programs and registering apprentices in 23 States. DOL
delegates the management authority through Federal-State partnerships with
State Apprenticeship Councils/Agencies in 28 States, Puerto Rico, and the
Virgin Islands.
Analysis of Results: While the goal targets percentages of
increase, the numerical increase in the indicators offers a better perspective
on the significant growth experienced in the Apprenticeship program during the
fiscal year. End of Fiscal Year data reflects the following increases: 2,952
new programs or a 75 percent increase over the 1,685 baseline; 5,883 new
businesses or a 99 percent increase over the 2,953 baseline; 129,388 new
apprentices or a 64 percent increase over the 78,770 baseline; and 326 new
programs in new and emerging industries or a 23 percent increase over the
baseline of 266.
Strategies: Throughout FY 2002, the Department featured the
apprenticeship model as a viable option to meet employers needs for an
increasingly skilled and technically competent workforce, while continuing to
promote enrollment in apprenticeship training to a variety of workers
interested in acquiring or upgrading their skills. For example:
- DOL provided technical assistance on initiating apprenticeship
programs to businesses, industry, and labor organizations in collaboration with
the National Association of State and Territorial Apprenticeship Directors and
State Apprenticeship Councils (NASTAD). Information distributed at the
Departments 21st Century Workforce Summit also spurred activities,
including new apprenticeship programs, to solve looming challenges, such as
structural changes affecting the workforce and the economy, labor and skill
shortages, demographic changes in the workforce, and technological innovations
in the workplace.
- DOL sponsored nationwide forums and conferences, such as the
Advancing Apprenticeship into the 21st Century Forums in partnership with
NASTAD, the Apprenticeship Marketing Outreach Project, and the Department of
Transportation/Federal Highway Administration Forums. These sessions offered
insights into the current needs of businesses and workers. Equally important,
employers participating across industries proved receptive to exploring
non-traditional ways of meeting their needs for skilled workers. The Department
will apply the insights to developing new models and strategies during FY 2003
that will strengthen and expand registered apprenticeship in key businesses and
industries.
- DOL also targeted over $12 million in Workforce Development
Investment Project funds to introduce apprenticeships into industries such as
health care, quality childcare, information technology, transportation, energy,
research and evaluation services, and aerospace. For example, CompTia, the
Computing Technology Industry Association, is utilizing a grant from DOL to
design, develop and test apprenticeship in 11 occupations involving 19
companies in the information technology field.
Goal Assessment and Future Plans: During FY 2003, DOL will
introduce two new indicators that will measure the number of apprentices who
graduate and the wage gain projections of entry and graduating apprentices, to
ensure a balanced focus on enhancing the programs benefits to both the
business community and the apprentices.
(Goal 1.1C FY 2002 Annual Performance
Plan)
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Photo:
National Geographic, Mark Theissen photographer |
Christine turned a fear of fire as a child into a focused interest
which became an occupational pursuit. Christine worked with the Boise National
Forest on a fire rehabilitation crew and later as a Senior Firefighter for the
Lower Snake River District (LSRD) of the Bureau of Land Management. While
working for LSRD, Christine was selected for the Joint Fire Apprentice Program.
The apprenticeship program afforded her the opportunity to work in a variety of
fire positions including engines, fire investigations, training, forest fire
prevention, dispatch, and the use of helicopters in fighting fires. She has
gained extensive fire knowledge through her academy experience, permitting her
to work in positions of increasing responsibility. Christine is currently
working on the development of training software for Homeland Security, training
personnel to use the Incident Command System. |
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Increase Job Seekers Entry into Employment
In Program Year 2001, 76% of job seekers registered by the
Wagner-Peyser Act funding stream will have unsubsidized jobs six months after
initial entry into employment (Six Month Retention Rate).
Results: The goal was not measured. The Employment Service will
not begin collecting employment retention outcome data until Program Year 2002,
due to delays in implementing the new Labor Exchange Performance Measurement
System.
Program Description: Wagner-Peyser funded labor exchange
services assist job seekers in finding employment and employers in finding
qualified workers. Delivered through the One-Stop systems of the States, the
public labor exchange provides universal access to core employment services
(e.g., career guidance, job search assistance, job referrals, workforce
information, re-employment services, etc.) in three distinct modalities:
self-service, facilitated self-help, and staff-assisted services. The goal of
the public labor exchange is to assist job seekers with immediate transition to
a new, better, or the next job. Local Workforce Investment Board policies allow
for flexible delivery structures, permitting job seekers to obtain services
onsite at a comprehensive career center or affiliated site, or electronically.
In addition, employer-focused strategies to increase employment outcomes for
business are an integral focus of States public employment services.
Analysis of Results: During Program Year 2001, State Workforce
Agencies worked towards full implementation of a comprehensive performance
accountability system implemented for the Employment Service that included new
performance measures, revised reporting procedures, and the establishment of
levels of performance. Implementation of the new performance measure of
employment retention at six monthsone of the four new labor exchange
measureswill provide consistency with the Workforce Investment Act
performance measurement system.
In Program Year 2001, the Department also implemented a pilot with
eight States to evaluate prospectively the impact of the new labor exchange
outcome measures. Using wage record data matched with registrant information
from Program Years 1999 and 2000, pilot data point to Statewide retention rates
ranging between 65 and 75 percent for job seekers.
Strategies: Retention at six months is a completely new
performance measure for the Labor Exchange and will provide useful management
data on the efficacy of One-Stop employment services in meeting the needs of
customers seeking long-term employment. The primary methodology to promote
retention as an outcome for the public labor exchange is to ensure that
individuals with the right skills and qualifications are referred to employers
who list jobs. Therefore, strategies for this goal are focused on helping
business clearly articulate the skills, competencies, and hiring criteria for
their jobs and helping job seekers to identify their skills and competencies
and to help them take advantage of the broader services in the One-Stop
setting.
In PY 2001, ETA sponsored training for a variety of groups in the use
and application of the Occupational Information Network (O*NET) tools,
including a new version of O*NET OnLine designed to help users provide career
counseling and accept and fill job orders by better describing the tasks,
skills and education. As a result of the training and outreach activities,
public and private organizations have integrated O*NET into their career
counseling and labor market Internet pages.
As part of ETAs strategy to improve the quality and use of
workforce information, the Agencys investment in labor market information
research and development focuses on four interrelated areas: use of standards
and data collection; a set of State-delivered core products and services for
customers; pursuit of ongoing research and development of new products; and
building the capacity of the workforce system to deliver workforce information
through One-Stop systems. In addition, States in PY 2001 received investments
totaling $38 million for workforce information core products and services as
part of the Departments strategy to increase positive employment outcomes
for both employers and job seekers. To facilitate the sharing of States
workforce information practices and the latest workforce information products,
DOL, in consultation with partners, began development of a web-based strategy
for publishing and maintaining core products information for use by State
Workforce Agencies nationwide. These efforts support a more effective labor
exchange process.
ETA created the Business Relations Group in PY 2001 to coordinate a
broad-based outreach strategy to educate businesses about the value of the
public workforce system in meeting their human resource needs. A key activity
has been Partnerships for Jobs, the intent of which is to broker a
more effective connection between business and the workforce development system
leading to strategies to help business meet their short- and long-term
workforce needs.
Goal Assessment and Future Plans: The Department, in
collaboration with the Office of Management and Budget, is developing common
performance measures for all employment and training programs. The purpose of
this initiative is to develop common performance measures that address the goal
of getting a job, job retention, and improved earnings for participants, and
the costs of all affected programs. In FY 2003, the Department will begin the
process of revising definitions of existing measures and reporting requirements
consistent with existing laws so that the common measures may be implemented in
Program Year 2004.
(Goal 1.1C FY 2001 Annual Performance
Plan)
Job Listings with the Employment Service
In Program Year 2001, increase by 10 percent the total number of job
openings listed with the public employment service, including both those listed
with State Workforce Agencies (SWAs) and those listed directly with
Americas Job Bank (AJB) via the Internet.
Results: The goal was not achieved. The combined number of job
openings listed with State Workforce Agencies (7.2 million) and Americas
Job Bank (4.6 million) decreased by 5.0 percent from Program Year 2000.
Program Description: As part of providing labor exchange,
recruitment, and other technical services to employers, the public employment
service publishes job openings. Employers can advertise their job openings with
State Workforce Agencies (SWAs), job seekers can research these
opportunities, and staff can screen and refer suitable candidates to these jobs
at the request of the employer.
Americas Job Bank (AJB), an Internet-based labor exchange system,
complements the services provided by the public employment services offices in
the States. Job seekers can search for a job in AJBs online listing of
openings and post a resume to an online database free of charge. Employers who
register to use the service can search the resume database for potential
candidates in addition to being able to post their job openings on the site.
The site provides both employers and job seekers a scout feature,
offering users the ability to save searches based on search criteria they
choose, have the system automatically run those searches again at user-defined
intervals, and then e-mail them the search results. Most jobs listed with the
SWAs are subsequently posted on Americas Job Bank. (Jobs posted on
AJB from SWA listings are excluded from the AJB count in the table
below.)
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CATEGORY |
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PROGRAM YEAR 1999 |
|
PROGRAM YEAR 2000 |
|
PROGRAM YEAR 2001 |
|
PERCENT CHANGE |
State Workforce Agency |
|
6,969,557 |
7,207,701 |
+3% |
|
|
|
|
|
AJB |
|
5,425,638 |
4,592,068 |
-15% |
|
|
|
|
|
Total Job Openings |
10,233,161 |
12,395,195 |
11,799,769 |
-5% |
|
|
|
|
|
|
|
|
|
*The PY 2000 number of total job openings listed represents an
increase of 21% over PY 1999. The data for PY 1999 and PY 2000 have been
adjusted since the publication of DOLs FY 2000 and 2001 Annual Reports to
reflect final data. |
Analysis of Results: Results reported for this measure reflect
the downturn in the economy throughout Program Year 2001 and the economic
impact of the terrorist attacks on employment. The unemployment rate of 4.5
percent at the start of Program Year 2001 climbed to 5.8 percent by December
2001, inching up to 5.9 percent by the close of Program Year 2001.
Strategies: ETA created the Business Relations Group in Program
Year 2001 to coordinate an agency wide effort to better serve Americas
workers by meeting the needs of business. The Department initiated a broad
based outreach strategy to educate businesses about the value of the public
workforce system in meeting their human resource needs, including services
available through One-Stop systems locally and AJB. For example, the Business
Relations Group brokers more effective connections between large, nation-wide
businesses and the decentralized public workforce system; develops strategies
to connect businesses of all sizes with the system through work with industry
and human resource associations; develops strategies to meet the workforce
needs of high-growth industries; and generally builds the capacity of the
workforce system to meet the needs of business.
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The redesign of AJB and its integration into the new CareerOneStop
portal will make the site more intuitive and user-friendly. Business focus
groups identified many of the new features and changes to the system. It will
incorporate features that have now become industry standards to aid in the
business customers ability to easily navigate the site. The site will
also feature a new interface to allow businesses to more easily post large
numbers of jobs into AJB via a file transfer process and a new job order
writing tool to assist employers in preparing better job descriptions to
attract more and better qualified applicants.
Goal Assessment and Future Plans: ETA will revise this goal for Program
Year 2003 using a methodology that can measure continuous improvement relative
to increased listings of job openings and that is adjusted to reflect changes
in the economy.
(Goal 1.1D FY 2001 Annual Performance
Plan)
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Photo: Shawn Moore |
This CVS/pharmacy Regional Learning Center
was the first public-private partnership that combines the One-Stop Career
Center goal of placing people in rewarding jobs with the CVS corporations
commitment to training its employees. The Center is co-located with the
District of Columbias Employment Services One-Stop Career
Center. |
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Homeless Veterans
Thirty-four percent of veteran job-seekers registering for public
labor exchange services will be employed in the first or second quarter
following registration.
Results: The goal was achieved. During the first three quarters
of FY 2002, 42.84 percent of veterans assisted by the public labor exchange
entered employment. Fourth quarter data are not available.
Program Description: The Departments Veterans
Employment and Training Service (VETS) is responsible for maximizing employment
and training services to Americas veterans by ensuring priority of
service to veterans in Wagner-Peyser funded programs throughout the public
labor exchange.
The Department funds State Disabled Veterans Outreach Program
(DVOP) specialists and Local Veterans Employment Representatives (LVERs).
DVOP staff provide a variety of specialized services through the public labor
exchange, including career coaching, vocational guidance, assessment, job
search and job development services, referral to training, and other supportive
activities for those veterans requiring special assistance. LVERs ensure that
veterans receive services on a priority basis in local employment service
offices, train local office staff, facilitate job search and Transition
Assistance Program workshops, and conduct outreach to employers and community
groups on veterans issues.
Analysis of Results: Fourth quarter FY 2002 data were not
captured due to a transition in the fourth quarter to a new performance
reporting system. Data for the first three quarters of FY 2002 were collected
under previous reporting procedures that required follow-up contacts with
veterans registered with the public labor exchange. Based on these three
quarters of data, 835,870 veterans were registered with the public labor
exchange nationally and 358,119 veterans or 42.84 percent of those registered
entered employment.
The recently implemented Labor Exchange Performance Measurement System
includes new performance measures and an improved system of obtaining outcome
information based on unemployment insurance wage record data. Studies in
selected States have indicated that the previous reporting
proceduresbased on follow up contacts with job seekerssignificantly
understated the outcomes of the public labor exchange compared to data
available from the unemployment insurance records.
Strategies: Our top human capital management priority is working
with our State partners to achieve full staffing in DVOP and LVER positions to
ensure the adequacy of veterans job placement capabilities. VETS is also
implementing a self-assessment process for staff at the State and Regional
levels that should yield efficiencies and increase workforce productivity.
In another initiative consistent with the Presidents Management
Agenda, the Department will assess managing future State grants for
veterans employment services as a performance-based system. This approach
is similar to the one adopted recently by the Departments Employment and
Training Administration in addressing employment efforts on behalf of older
workers. As contrasted with the current system of fixed grants, funds will be
provided to the States on a more flexible basis, considering such factors as
job outlook and individual States performance in placing veterans in
employment.
DOL implemented a national outreach program that promotes employment,
licensing, and certification opportunities for veterans. Through a series of
pilot programs, VETS is assessing civilian job opportunities where military
training can be transferred to jobs in the civilian economy requiring a
credential. Where pilot projects are successful and the employer or
organization hosting the project realizes a benefit, continuation of the
project will depend upon funding from another source. A VETS project currently
underway at the Florida Community College in Jacksonville trains systems
administrators separating from the Navy in computer network security.
LVER staff are assisting transitioning service personnel to identify
the credentials and training needed for jobs requiring licenses and or
certifications in a variety of industries that will be available upon their
separation from the military service.
Goals Assessment and Future Plans: Under the new Labor Exchange
Performance Measurement System, each State will negotiate performance goals for
FY 2003. FY 2003 will be a transition year, as States gain experience under the
new measurement system by establishing and refining the new data collection
system and building core performance information regarding services to
veterans. The new measures closely mirror those prepared by the U.S. Employment
Service, and more complete data available from State Unemployment Insurance
wage records have permitted the Department to set significantly higher and more
realistic performance targets beginning in FY 2003.
(Goal 1.1D FY 2002 Annual Performance
Plan)
Homeless Veterans Obtain Unsubsidized Employment
Increase the employment and retention rate of homeless veterans
enrolled in Homeless Veterans Reintegration Projects (HVRP)
- At least 54% of veterans enrolled in HVRP enter employment
- Establish baseline for retention rate.
Result: The goal was not achieved since one of the two
indicators was not met. The FY 2002 entered employment rate was 54 percent,
achieving the 54 percent target. The second indicator, establishing a baseline
for retention, was not achieved.
Program Description: The Homeless Veterans Reintegration
Project funds employment, training, and other support services (e.g., medical
treatment, counseling, transportation) to enable homeless veterans to
reintegrate successfully into the workforce. Organizations receiving grants
under this program typically provide job search, counseling, placement
assistance, remedial education, classroom and on-the-job training, and
supportive services such as transportation and transitional housing
often in concert with HUD, VA, and other service providers. Grantees are also
strongly encouraged to collaborate with rehabilitation agencies for such
services as drug and alcohol counseling. During FY 2002, 14,100 of the
Nations 250,000-275,000 homeless veterans received assistance from the
Homeless Veterans Reintegration Project.
Analysis of Results: During the past year, the Department
improved the entered employment rate from 53 percent to 54 percent for
participants in the Homeless Veterans Reintegration Project by
reinforcing the rate of entered employment as the primary focus for service
providers, while continuing to assist participants to overcome the multiple
problems that prevent them from securing and retaining employment. The
programs services now target training to match available jobs. In
addition, the Department has developed closer relationships with associated
Federal, State, and local community based organizations to leverage resources
to provide expanded and seamless services to homeless veterans.
Once on the job, homeless veterans are contacted periodically to ensure their
successful transition from homelessness to gainful employment, in line with a
continuum of care philosophy. Such follow-up visits support self-esteem
a significant factor in the reintegration of a homeless veteran into the
workforce and improve job retention.
The Department has not received participant retention reports from all
grantees for FY 2001. When these reports are submitted, a baseline for
retention will be established.
Strategies: The Department expanded its technical assistance
efforts to current service providers, with emphasis on first-time grantees to:
(1) assist them in accessing Federal, State, and local community resources; (2)
improve reporting systems at the local level; (3) establish a task force
composed of experienced grantees; and (4) emphasize longer term follow up
services, job retention, wage enhancement, and improved quality and
applicability of training. In addition, the Department identified potential
service providers/grantees, including faith-based and community organizations.
DOL also assisted grantees by orienting them to the problems of homeless
veterans, including substance abuse, mental and physical disabilities.
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Living in a homeless shelter, Gordon, an
Army veteran, was a drug user still battling his addiction, when he saw an
advertisement by the Philadelphia Veterans Multi-Service and Education Center
for free computer training. Gordon applied and was accepted. At the Center, he
was fortunate to find advocates in its directors and computer training
coordinator who encouraged him to pursue his interest in further education at
the Community College of Philadelphia. After graduating and gaining valuable
job experience in some of the shelters he had previously lived in as a
resident, he found a job as a Placement Specialist/Job Developer in the
Philadelphia Veterans Center from which he had graduated. Gordon says he is
proof of how things change if you apply yourself, but most of all just
dont quit! |
Photo: Michael Carpenter |
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Goals Assessment and Future Plans: In FY 2003, the goal targets
an increase to 56 percent of veterans enrolled in the Homeless Veteran
Reintegration Project entering employment. The retention baseline will be
established when all FY 2001 retention reports are received from our
grantees.
Planning for the immediate future targets two key areas of
emphasis:
Capacity Building. VETS, in a capacity building effort to
improve a grantees ability to serve the employment and training needs of
Homeless Veterans, is initiating changes in the Grant solicitation process. A
greater emphasis will be placed on grants from applicants that view
homelessness as a community-based effort and on work with other federal, State
and local community resources in serving this population.
Stricter grant funding. VETS has placed tighter constraints on
the use of HVRP funds to ensure that grantees use these funds for employment
and training services and solicit other funding sources (e.g., HUD to provide
for housing, HHS to meet emergency medical needs, and DVA to serve counseling
and treatment medical care) to meet other program delivery requirements.
Goals Assessment and Future Plans: In FY 2003, the goal targets
an increase to 56 percent of veteran enrolled in the Homeless Veteran
Reintegration Project entering employment. The retention baseline will be
established when all FY 2001 retention reports are received from our grantees.
(Goal 1.1E FY 2002 Annual Performance Plan)
Increase Employment for Persons with Disabilities
Implement 12 demonstration programs through grants designed to
develop and test strategies and techniques that need to be implemented in order
for One-Stop Centers and WIA youth programs to effectively serve persons with
significant disabilities.
Results: The Department exceeded the goal. Sixteen demonstration
programs for One-Stop Centers and WIA Youth programs were implemented.
Additionally, 22 demonstration programs in other areas related to employment of
adults and youth with disabilities were implemented.
Program Description: DOL established the Office of Disability
Employment Policy (ODEP) to provide leadership to increase employment
opportunities for adults and youth with disabilities. The new organization
supports the Presidents New Freedom Initiative, with the objective of
positively impacting employment opportunities for the millions of adults and
youth with disabilities. The employment rate for persons with a severe
disability in 1997 was 31.4 percent, and 82 percent for persons with a
non-severe disability, according to the U.S. Census Bureau. This low employment
rate for people with disabilities clearly presents the magnitude of the
challenges the new organization faces.
ODEP undertakes pilot projects to assess promising practices and
effective workforce development strategies for people with disabilities. The
goal is to obtain meaningful employment, training, and employment supports.
ODEPs current efforts focus primarily on selecting, initiating, and
evaluating pilot projects. Each pilot project should lead to immediate service
impacts at participating sites. The results should generate data useful to make
fact-based decisions in the workforce development system. Once a practice is
employed, it should have the capability of success if it is generalized for
replication in the broader workforce development system.
Analysis of Results: The 38 pilot projects initiated in
September 2002 vary from two to five years in length. Baseline results for
people with disabilities receiving services at pilot project sites will be
available for reporting in the FY 2003 Annual Report. Outcome results, in terms
of people with disabilities receiving services at pilot project sites as they
move into the mainstream workforce development system, will be available for
reporting in the FY 2005 Annual Report. At locations where individual pilot
projects are initiated, baseline data for placement and retention rates will be
established as a basis for measuring the impact at the pilot location on
increased rates of employment and retention for people with disabilities.
Strategies: Pilot projects undertaken in FY 2002-2005 target the
development of models to enhance the capacity of the workforce development
system to provide services to people with disabilities. Partnerships with
government agencies engaged in employment, training, and employment support
programs provide the vehicle for implementation of the promising practices and
policies proven effective on a pilot basis.
Goals Assessment and Future Plans: In FY 2003 the Department will
initiate 42 new pilot projects targeted at providing employment, training, and
employment support services to adults and youth with disabilities, and will
establish baselines to measure the results of the pilots in improving entry and
retention in employment for the pilot participants. During development of the
Departments 2003-2008 Strategic Plan, DOL will establish targets for the
employment and wage gains anticipated nationwide as the result of the adoption
of the successful practices identified through the pilot projects.
(Goal 1.1F FY 2002 Annual Performance Plan)
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Tim is a 29 year-old man with
developmental disabilities whose previous work experience had been limited to
part-time jobs in fast food restaurants. Tim sought out the help of the Career
Place, the one-stop career center near Boston that is a national demonstration
site for DOLs Customized Employment Grant Program. Barbara, the
Career Places disability specialist first connected with Carol, a job
developer from East Middlesex Industries (EMI), a non-profit community-based
organization that works with the developmentally disabled. Barbara and Carol
saw an opportunity to build on Tims work experience. Together, they
helped Tim develop a career action plan, craft a new resume, and hone his
interview skills. Thanks to the partnership between the Career Place and
EMI, Valley Services, a major food service company, hired Tim. He has embarked
on a rewarding career, one that provides a competitive salary, full benefits
and the independence Tim was seeking. |
Photo: DOL |
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Goals Assessment and Future Plans: In FY 2003 the Department
will initiate 42 new pilot projects targeted at providing employment, training,
and employment support services to adults and youth with disabilities, and will
establish baselines to measure the results of the pilots in improving entry and
retention in employment for the pilot participants. During development of the
Departments 2003-2008 Strategic Plan, DOL will establish targets for the
employment and wage gains anticipated nationwide as the result of the adoption
of the successful practices identified through the pilot projects.
(Goal 1.1F FY 2002 Annual Performance Plan)
The Workforce Investment Act Improve Participant Customer
Satisfaction Scores
In Program Year 2001, participants will be satisfied with services
received from workforce investment activities as evidenced by a rating of 69 or
higher on the American Customer Satisfaction Index (ACSI).
Results: This goal was achieved. The participant satisfaction
score was 76.3 at the end of the fourth quarter of Program Year 2001.
Program Description: The Workforce Investment Act (WIA)
envisions a workforce system that is customer-focused, business-led, and
community-centered. The Adult, Dislocated Worker, and Youth programs delivered
through One-Stop Career Centers provide individuals with access to career
support and assist them in finding jobs. Establishing customer satisfaction
benchmarks for job seekers who receive services from these programs assists
States to develop continuous improvement strategies.
Analysis of Results: In order to gauge the participants
satisfaction with the services they receive, the Department requires States to
use the American Customer Satisfaction Index. Because the Index is used widely
across the private and public sectors, it allows not only assessments of
internal performance, but also comparisons with other organizations outside of
the workforce system.
The Program Year 2001 participant customer satisfaction score was 76.3,
which is slightly less than the score of 76.9 achieved in 2000. This compares
favorably to recent customer satisfaction scores for major U.S. companies such
as Target, 77; Wal-Mart Stores, 75; Bank of America, 68; or the Allstate
Corporation, 76. The Department has begun examining the customer satisfaction
scores for Program Year 2001 in relation to the prior year to assist States to
develop improvement plans and to adopt other possible corrective actions.
Strategies: Throughout 2000 and 2001, DOL and nine States
collaborated on a project to improve the measurement of customer satisfaction,
particularly at the local level, to support enhancements in customer services
and program planning. The nine participating States received direct technical
assistance regarding the measurement of customer satisfaction and the use of
this information for program improvement and, following the training, assisted
DOL to develop a Customer Satisfaction Handbook. This Handbook, now available
to all States and the One-Stop system, provides survey examples, report
formats, and technical guidance on the development and use of such materials.
In addition to assisting States to measure customers satisfaction with
the services of One-Stop Centers, the Handbook is general enough for use across
all DOL employment and training programs.
Through conferences, teleconferences, and face-to-face discussions, DOL
works with the States to enhance the collection and use of WIA customer
satisfaction data to improve performance and delivery of services to customers,
to develop measures beyond those required by the Workforce Investment Act, and
to help front-line staff become customer-focused.
Goal Assessment and Future Plans: The Department encourages States and
localities to continue to measure customer satisfaction, consistent with WIA
provisions, as an important strategy for improving program operations, but has
not included this goal in the Annual Performance Plans beyond Program Year
2001, as DOL focuses more directly on the core program outcomes
placement, retention, and earnings. The use of customer satisfaction measures
will be re-examined in the process of reauthorizing the Workforce Investment
Act and implementing the Office of Management and Budgets common
performance measures for Federal job training and employment programs.
(Goal 1.1G FY 2001 Annual Performance
Plan)
The Workforce Investment Act Improve Employer Customer
Satisfaction Scores
In Program Year 2001, employers will be satisfied with services
received from workforce investment activities as evidenced by a rating of 66 or
higher on the American Customer Satisfaction Index.
Results: This goal was achieved. The employer satisfaction
rating was 74.2 at the end of the fourth quarter of Program Year 2001.
Program Description: The Workforce Investment Act envisions a
workforce system that is business-led, customer-focused, and
community-centered. Employers satisfaction with services received from
and offered by One-Stop Career Centers is integral to providing individuals
with access to career support and assistance in finding jobs. One Stop Career
Centers offer career support and job search assistance to individuals, and
recruitment and job preparation services to help employers meet their human
resource needs. Establishing customer satisfaction benchmarks for employers
that receive services from these programs assists States to develop continuous
improvement strategies.
Analysis of Results: To gauge the satisfaction of participants
with the services they receive, the Department requires States to use the
American Customer Satisfaction Index. Because the Index is widely used across
the private and public sectors, it allows not only assessments of internal
performance, but also comparisons with other organizations outside of the
workforce system.
At 74.2, the Program Year 2001 rating for employers satisfaction
reflected improvement over the 71.3 rating achieved in Program Year 2000. The
score of 74.2 compares favorably to recent customer satisfaction scores for
major U.S. companies such as the Wachovia Corporation, 72; Lowes
Companies, Inc., 75; or Southwest Airlines Corporation, 74. More than forty
States had customer satisfaction scores that exceeded 70. The Department has
begun examining the customer satisfaction scores for Program Year 2001 in
relation to the prior year to assist States to develop improvement plans and to
adopt other possible corrective actions.
Strategies: Serving the business customer has become an
important focus across DOL programs. Accurate measurement of employers
satisfaction with the services received through One-Stops enables DOL to assess
the progress of the Departments programs in meeting the expectations of
our business customers. Throughout 2000 and 2001, DOL provided direct technical
assistance regarding customer satisfaction to nine States that used the
training to assist DOL to develop the Customer Satisfaction Handbook. This
Handbook, now available to all States and the One-Stop system, provides survey
examples, report formats, and technical guidance on the development and use of
such materials. In addition to assisting States to measure customer
satisfaction, the Handbook is general enough for use across all DOL employment
and training programs.
The Department created a Business Relations Group to improve employer
satisfaction with program services by forming business partnerships to identify
the needs of high growth businesses, develop strategies to meet these needs,
and strengthen outreach and connection to the business community. Through
conferences, teleconferences, and face-to-face discussions, the Department
works with the States to enhance the collection and use of customer
satisfaction data to improve performance and delivery of services to customers,
to develop measures beyond those required by the Workforce Investment Act, and
to help front-line staff become customer-focused.
Goal Assessment and Future Plans: The Department encourages
States and localities to continue to measure customer satisfaction, consistent
with WIA provisions, as an important strategy for improving program operations,
but has not included this goal in the Annual Performance Plans beyond Program
Year 2001, as DOL focuses more directly on the core program outcomes
placement, retention, and earnings. The use of customer satisfaction measures
will be re-examined in the process of reauthorizing the Workforce Investment
Act and implementing the Office of Management and Budgets common
performance measures for federal job training and employment programs.
(Goal 1.1H FY 2001 Annual Performance Plan)
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