Bridging the Gap and Maximizing Resources with Partner Programs for Positive Program Outcomes

1. Bridging the Gap and Maximizing Resources with Partner Programs for Positive Program Outcomes Presented by Mershal Noble and Danielle McNeil

2. Purpose To provide local Trade Adjustment Assistance (TAA) Coordinators, Wagner-Peyser (WP) Staff, Workforce Investment Act (WIA) Case Managers and other partners with information relative to providing seamless service delivery for trade-affected workers who are participating in multiple partner programs.

3. Objective To provide a better understanding of how to serve eligible trade-affected workers utilizing other partner program services. This seamless approach promotes consistency, efficiency, accountability and transparency.

4. Background As outlined under the Trade Act of 1974 (as amended) TAA services were limited to training, job search, relocation allowances, health coverage tax credit, trade readjustment allowances and wage subsidy for older workers. Specifically, rapid response, core and intensive services including supportive services were excluded.

5. Background (cont’d) The Trade Act of 2002 specifically outlined the provisions to ensure workers receive rapid response, core and intensive services from partner programs (Wagner-Peyser (WP) and Workforce Investment Act (WIA)) when a petition has been filed.

6. Background (cont’d) Effective February 12, 2011, the United States Department of Labor issued guidance instructing Cooperative Workforce Agencies to begin using merit staff personnel to carry-out the duties and responsibilities associated with the Trade Act program. Also, during this same time period, the Trade and Globalization Adjustment Assistance Act (TGAAA) expired.

7. Background (cont’d) This amendment allows for more flexibility to be extended to eligible workers, including the provision of core and intensive services (i.e. initial and comprehensive assessments). It also allows case management services using TAA dollars for certain groups of workers.

8. Current Guidance Under the TAA Extension Act signed by President Obama on October 21, 2011, this program will provide for case management services utilizing TAA funds not to exceed a certain percentage of administrative dollars beginning December 20, 2011.

9. Current Guidance (cont’d) The agreement between the US Secretary of Labor and the States requires that services be provided to eligible trade-affected individuals. If TAA funds are lacking, the agreement requires those partner programs for which the worker qualifies be used to provide additional services based on the partner program’s allowable services.

10. Creating Successful Partnerships The merit staffing requirement under the Trade Act Program created an atmosphere for successful partnerships to develop and thrive. With the local TAA Coordinators serving both WP and TAA, full partnership is essential. Secondary partnerships may also be created for those eligible trade-affected workers who qualify for other programs and services, such as WIA. Therefore, it is more likely that an eligible trade-affected worker will be enrolled in multiple programs and jointly managed.

11. Program Coordination Coordination and alignment with WP, WIA, TAA, UI and other One-Stop Career Center partner programs are encouraged by the USDOL Employment and Training Administration (ETA). This provides for spending strategies to be aligned with the use of other federal and state resources to ensure the most efficient and effective use of all funding.

12. An Integrated Approach We recognize the importance of creating a more integrated approach using TAA program funding along with other partner program resources. As we incorporate an integrated system of program services and funding, a more comprehensive delivery process evolves.

13. Where Do We Begin? In order to implement the integration of workforce services, we must appropriately identify each program and match eligibility criteria, collect and record data for tracking purposes, provide allowable activities and services, execute staff functions and optimally utilize allowable funding.

14. Where Do We Begin? (cont’d) A side-by-side comparison of common program partnerships, specifically with the labor exchange program, will allow proper leveraging of funds. This will maximize resources with other partner programs for positive program outcomes and lead to successful monitoring and data validation.

15. Partner Program Services

16. Wagner-Peyser/TAA Service Codes

17. WP & TAA Service Codes

18. WP & TAA Service Codes

19. WP & TAA Service Codes

20. Wagner-Peyser/ Local TAA Coordinator Responsibilities Local TAA Coordinators have the same opportunities as Wagner-Peyser staff to serve the universal customer population. • RWBs may identify specific staff to perform duties allowable based on state and federal rules & regulations. • Staff may provide job referrals, job developments, conduct workshops and activities and performing business services functions. • Staff may utilize and provide any core, intensive and other applicable codes that may not be funded with WP funds but capture the services provided by other partner programs.

21. Recording Service Codes Recording services provides a workforce services anthology about the customer. It captures relevant timelines, clarifies customer specific information and creates a service history for the customer.

22. Case Management Practices As history will tell us, WP staff typically do not provide case management. However, any creditable services provided and recorded requires some level of case management. Effective case management creates positive outcomes.

23. Case Management vs. Common Measures As we continue to bridge the gap, we must ensure staff are applying effective case management practices that would provide for positive program outcomes. WP, TAA and WIA are tracked in Employ Florida Marketplace (EFM) and in this context, enjoy a symbiotic relationship.

24. Case Management vs. Common Measures(cont’d) Under the WP program, it is possible for self services to commence or extend participation after all services have been closed by a partner program. Also, it is possible for a partner program staff assisted service through TAA, WP or WIA to commence or extend participation.

25. Case Management vs. Common Measures(cont’d) Where do common measures play a significant role? When the participant does not receive a service funded by a program or partner program for 90 consecutive calendar days they systemically exit the program. This may result in negative performance outcomes if not properly monitored.

26. Common Measures vs. Program Measures The three common partner programs (WP, TAA and WIA) have the following federal performance measures identified: • Entered Employment (WP, TAA and WIA) • Entered Employment Base (WP) • Entered Employment Rate Base (WP) • Employment Retention at Six months (WP) • Employment Retention (TAA and WIA) • Employment Retention at Six months rate (WP) • Wage Gain/Increase (TAA and WIA)

27. Positive Outcome Results A positive program outcome allows the individual cohorts to meet established goals based on identified performance measures. A positive outcome directly relates to individual program funding based on a collection of data. Data collection may consist of the following:

28. Positive Outcomes (cont’d) • Number of Individuals Served • Number of Participants Enrolled • Estimated Number of workers to be enrolled during a fiscal year • Estimate of funds needed during a fiscal year • Meeting performance measure goals • Funding expenditures

29. POSITIVE OUTCOMES (cont’d) As we continue to bridge gaps and provide services through multiple programs, we maximize resources for positive program outcomes. This can become yet another manner in which Florida demonstrates leadership through a well integrated workforce services strategy.

30. Program Contacts Mershal Noble, State Trade Act Coordinator (850) 921-3317 Mershal.Noble@deo.myflorida.com Danielle McNeil Wagner-Peyser Program Consultant (850) 245-7498 Danielle.McNeil@deo.myflorida.com