Impact Mapping

1. Impact Mapping • Outlines the key business results for the agency/unit. • Offers the direct report and the leader opportunity to write two to four goals aligned with the agency goals that will be obtained in training. • The skills obtained during training are put into action and evaluated.

2. COMPETENCY Understand the training competencies DVOP specialists and LVER staff receive at NVTI and how these competencies crosswalk back to their duties & responsibilities.

3. LVER/DVOP Mandatory Training VPL 07-10 According to Title 38 USC, § 4102A, LVER and DVOP staff appointed from January 1, 2006 to October 12, 2010 are required to receive specialized training provided by NVTI by April 12, 2012. • Those hired on or after October 13, 2010 have 18 months to complete their specialized training.

4. Labor Employment Specialists

6. Successful Individualized Job Development The Client The Industry Specific Occupation Specific Companies Hiring Authority

7. Successful Individualized Job Development The Client The Industry Specific Occupation Specific Companies Hiring Authority

8. Definition of Case Management Case Management is the facilitation and coordination of services at the community level. The purpose of case management is to provide individuals with specific resources to take control of his/her life. It requires the case manager to focus on the long and short term goals an individual has and empower him/her to make educated decisions about their future.

9. What is a Barrier? Any issue perceived by the client that interferes with them getting and keeping a job.

10. Case Management Process Conduct an assessment interview Note taking Identify Barriers to Employment Note taking Goal Setting Create an IDP/Note taking Track and monitor an IDP Modify IDP/Note taking Bring cases to closure Note taking

11. Reviewing IDPs • Summary of the assessment information • State specific goals • State who is responsible • Dates for each step to be accomplished • Client’s and case manager’s signatures • Client should be given a copy • Review and update regularly • Can notes be deciphered

12. LVER and DVOP Utilization Problem or Not a Problem a. scheduled for resource room b. scheduled for portion of job search workshop each week c. set up to see and register each veteran that comes in door d. responsible to monitor veteran services at a one-stop e. responsible for case management of veterans

13. PR PROCESS 4 PHASES 1 – Research 2 – Goal Statements 3 – Strategy Development 4 – Evaluation

15. Competency Understand the training competencies DVOP specialists and LVER staff receive at NVTI and how these competencies crosswalk back to their duties & responsibilities.

16. COMPETENCY Knowledge and understanding of the importance of integrating staff within the One-Stop Delivery system.

17. STATE PLANS Chapter 41 -Section 4102 A (c) 2 Funds provided to States will be based upon an approved plan that describes: • The duties assigned to DVOP and LVER staff • The manner in which DVOPs and LVERs are integrated in the employment service delivery system

18. MAIN FOCUS OF PROGRAM LVER/DVOP Staff are dedicated to SERVING VETERAN CUSTOMERS

19. Program Narrative Section of State Plan: Section II, Part F • Explain the procedures taken by the state to ensure program integration and coordination regarding services to veterans Process to ensure that service providers and staff work together with DVOP and LVER staff to promote employment, training, and placement services for veterans

20. State Plan Request • F. Program Integration • The State Plan should describe: • the processes used to ensure that service providers and • partners work together with DVOP specialists and LVER staff to promote employment, training and placement services for veterans through the Workforce Investment Act and other DOL funded programs operated throughout the State. • the steps taken to ensure collaboration and integration of services to ensure optimum promotion of the One-Stop Career Center services and activities for veterans and other eligible persons seeking jobs or training opportunities.

21. State Plan Request • Specifically, the State Plan should describe: • How the grantee ensures that, beyond collocation, DVOP specialists and LVER staff and their functions are integrated into the delivery of services to veterans within One-Stop Career Centers, VA and state vocational rehabilitation centers, including the assignment of an DVOP specialist or other state agency staff to serve as a State ISC, and coordination with other appropriate locations where mediated labor exchange services are provided;

22. An Integrated Team Team Performance plans emphasis separate and distinct primary responsibilities State Plans demonstrate integration in One-Stop environment State Plans demonstrate how the two positions work together to serve Veterans targeted for specialized services Develop strategies to cross local office boundaries

23. INTEGRATION IDEAS • Cross Awareness Training of programs • Facilitating and participating in employer marketing services, employer job fairs, etc. • Negotiated One-Stop MOUs • NVTI training to all partners • Part of teams, staff meetings • VETS staff to give training • Location of VETS Rep staff

24. Leadership

25. Quote/Unquote “ “ ” ” Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It’s inevitable, if you’re honorable.

26. “ “ ” ” Trying to get everyone to like you is a sign of mediocrity; you’ll avoid the tough decisions, you’ll avoid confronting the people who need to be confronted, and you’ll avoid offering differential rewards based on differential performance because some people might get upset.

27. Herzberg Two-Factor Theory Factors that lead to employees dissatisfaction: Factors employees are willing to work harder for and are satisfying: • Company Policy • Work Conditions • Salary • Relationship with Peers • Personal Life • Lack of Security • Achievement • Recognition • The Work Itself • Responsibility • Advancement • Growth Hygiene Motivation

28. “ “ ” ” ~ Colin Powell ~ Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally “nicely” regardless of their contributions, you’ll simply ensure that the only people you’ll wind up angering are the most creative and productive people in the organization.

29. Leadership for the Implementation of Veteran Services