HomeMy WebLinkAbout960290.tiff M; .
DEPARTMENT OF HUMAN RESOURCES
EMPLOYMENT SERVICES OF WELD COUNTY VI 1551 NORTH 17TH AVENUE
P.O.8OX 1805
_ GREELEY,COLORADO 80832
APPLICANT(303)353-3815
Willie
EMPLOYER(303)353.3800
COLORADO
January 12, 1996
Ms. Meg Porfido, Chairperson - i r, -'>
Colorado Workforce Coordinating Council :�
Office of the Governor c-r
1625 Broadway, Suite 1710 ' m a_z ,
Denver, Colorado 80202
RE: One-Stop Planning Grant Report 1 U? --1
Dear Ms. Porfido: C)
Attached is the Weld County One-Stop Planning Consortium Report.
We appreciated the opportunity to implement the one-stop planning process and provide input to the
overall effort.
If you have any questions regarding this Report, please telephone Ms. Linda L. Perez at 353-3800,
extension 3360.
— PrW/Ci .
- " );-9.-1:7a5)
nd L. Perez, Director Wi i i Argo, President
Employment Services of Weld County Economic Development Action Partnership J dp, Direc Dr. Richard/(-7/:/ /if
O , Dean -
Right to Read Aims Communi y College, Continuing Education
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Pat McGuire, Assist. Vice President of Academic Charlie McDonald, Union Delegate
Affairs, Aims Community College Local#510
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Judy . GriegoJ Director j1 Alvina Derrera, Senior Field Representative
Weld unty l5epartmmeenn—bf SSoc�¢I Services Rocky Mountain SER gc—Nancy Hill, gram Supervisor
Colorado Division of Vocational Rehabilitation
cc: Board of Weld County Commissioners H960290
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WELD COUNTY
3
ONE -STOP “,„;
PLANNING
1
CONSORTIUM
FINAL REPORT
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TABLE OF CONTENTS
Preface Page 1
Background Page 3
Vision Mission Page 4
Principles Page 4
Workforce Development System Page 5
Design Of A One-Stop Career System Page 8
1. Common Intake Process Page 8
2. Description of Core and Optional Services Page 8
3. Local Governance Structure Page 9
4. Electronic Based Information System Page 9
5. Time Line for Implementation Page 10
6. Specific Steps Necessary to Transition from Current
Structure to One-Stop Career Center Page 11
7. Measurable Performance Based Outcomes, Including
Customer Satisfaction Page 11
8. Case Management System for Eligible Customers Page 12
9. Plans for Introducing the Center to the Community
Establishing its Credibility to Employers and Residents Page 12
10. Personnel, Including the Description of
Duties/Responsibilities Page 13
11. Location of Center, Including Description of Space
And Approximate Rent Page 13
12. Time Line for Moving Programs if Collocation
is Planned Page 14
13. Estimate of Annual Operating Budget Page 14
14. Estimate of Cost Savings Due to Consolidation
of Services Page 14
15. Estimate of the Locally Defined Return
On Investment Page 15
Recommendations Page 15
1. Technology Needs Page 15
2. Specific Waivers Needed from Federal, State
Or Local Requirements Page 15
3. Rewards/Incentives Page 15
4. Other Information Essential to Establishing a
One-Stop Career Center System in Colorado Page 16
ii
PREFACE
The Weld County One-Stop Planning Consortium has completed the planning process for a One-Stop Career
Center System. The success of this process is attributed to the time, energy and resources committed by
Consortium members. The Weld County Consortium also wishes to extend its sincere appreciation to the
following groups who dedicated staff, resources and expertise in this endeavor: The H.B. 94-1005 Local
Planning Committee, the Northern Colorado Workforce Alliance, the Weld County Private Industry Council, the
Educational Opportunity Center, and the Weld Information and Referral Service.
Weld County's final report provides detailed data and conclusions resulting from the planning process. Some of
the conclusions and outcomes determined by the planning process may have universal appeal or applicability to
any one-stop career center system.
The key points identified during the Weld County planning process are as follows:
Local Governance Structure
The governance of employment and training programs should be kept at the local level. Local governance
ensures a system that is responsive to the job opportunities and trends of the local labor market as well as to the
needs of local employers.
Staff Training
An employment and training system staff training strategy should be developed at both the state and local levels.
The Weld County Consortium determined that the workforce system would be improved for all customers if cross
training of on-line staff were emphasized. Through a Tier System, as described in this report, customers would
access the system at various provider agencies with all agencies having the capability to make referrals to other
service providers. High quality services and staff cross training would result in less secondary referral needs for
customers and the availability of more direct services at all access points. Additionally, the One-Stop Career
Center staff would benefit from acquiring the knowledge and expertise regarding services and information
provided through other agencies by enabling them to adequately inform and refer customers who are seeking or
need additional services. A well developed staff training system would allow staff working at all access points of
the system to provide the same level and quality of services.
H.B. 93-1317 Health and Human Service Restructuring and H.B 94-1005 Local Planning Process
H.B.-93-1317 involves the Restructuring of Health and Human services. Some of the following principles of
House Bill 93-1317 are similar to the overall philosophies of the workforce restructuring discussion.
- Increased effectiveness, efficiency, and accountability
- Coordination with other reform efforts
- Direct(where feasible) local responsibility for service delivery
- Encouragement of a single entry process
- Services based on consumer needs-vs-funding sources
- Encouragement of local proposals for health and human services innovations
The H. B. 94-1005 Local Restructuring process deals with an assessment of the administration and delivery of
health and human service functions at the local level and gives responsibility of designating local planning areas
to local Boards of County Commissioners.
In Colorado, the Local Planning process was designed to provide local communities the opportunity to develop
plans, based on local assessments, which determine how human services will be delivered in their local areas.
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The Weld County 1005 Local Planning Committee began meeting in January of 1995. The Weld County One-
Stop Consortium participated in a collaborative planning process. In the Weld County 1005 Planning
Recommendations for the Interim Reports there are a number of goals and objectives which will be included in
the Weld County One-Stop Career Center System strategy. They are:
* Develop Formal Interagency Agreements-These agreements would address areas such as
confidentiality, roles and responsibilities, conflict resolution between agencies, and continuing the local
planning committee.
A county-wide referral form that contains basic information required by most service providers may be
developed. This would eliminate the need for customers to have to supply the same basic information at
numerous agencies.
* Implement Interagency Staff Development-This goal would address such areas as a county wide
interagency orientation process, the development of a human services leadership academy, the
formation of county wide interagency groups (i.e. case management) and training in arbitration and legal
restrictions/mandates.
Customer Satisfaction
The Weld County Consortium feels that an emphasis on customer satisfaction is necessary to ensure that the
quality and level of services provided meets and/or exceeds the customer's expectations. The feedback
mechanisms used to determine customer satisfaction should provide participating agencies with information
which can be utilized for continuous quality improvement of programs and activities.
Performance Measures
The Weld County Consortium looked at the importance of performance indicators not only for the One-Stop
Career Center, but for all of the stakeholders in the One-Stop Career System. The adoption of the types of
performance measures suggested in this report will help ensure continuity in the delivery of services and a
localized commitment to provide high quality services to all customers.
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BACKGROUND
In September 1994, Governor Roy Romer submitted a planning and development grant under the One-Stop
Career Center System Grant Program. Under the auspices of the Colorado Workforce Coordinating Council, the
grant identified Colorado's Vision for a Workforce Development System as one that:
- effectively assists the job seeker in identifying and evaluating his/her work skills, making improvements in those
skills, and establishing linkages to long-term employment opportunities providing fair wages and benefits.
- assists employers in identifying and evaluating their organization and employment needs, helps link them to resources
to meet those needs, and provides employers with qualified candidates for the employment opportunities that are
created.
- uses public funds effectively and efficiently in providing work force services to both types of direct customers.
- establishes a one-stop career center system that is a focal point for Colorado's entire work force development
system."
In July, 1995, the Weld County Consortium, comprised of principal
S . . stakeholders in the work force development system, formed to
respond to the Colorado Workforce Coordinating Council's
request for proposal. Weld County's proposal reflected the
. . organization of four task forces which were developed to define an
extensive fast track planning process for a one stop career
system. These task forces consisted of the Consumer Task
Force Technology Task Force, Performance Task Force, and
U , Delivery System Task Force. Other planning and information
methods utilized were consumer focus groups, surveys, and
system inventories. In addition to the above mentioned methods
of planning, the Consortium felt linkage with the Local 1005 Planning Group needed to occur. This linkage
resulted in a strong community effort which allowed for additional human service agency involvement and input
into the one-stop planning process.
Weld County has traditionally been committed to the concept of a one-stop service system for employment and
training programs as well as for strong employer involvement in the design and delivery of these programs.
While allowing Weld County the opportunity to provide input into the state's design for the future of workforce
development systems, the one-stop planning process also provided the local community an opportunity to review
the current design, mission, and guiding principles, and reaffirm the direction of the local employment and
training programs.
In 1979, Weld County had the unique opportunity to create an employment and training system responsive to the
citizens of the county. The private sector was the catalyst for building partnerships which allowed for the
provision of a locally integrated work force development system. Utilizing a one-stop location for all of the major
employment and training programs, job seekers and employers alike were served through a single delivery
system.
Since 1979, numerous programs, including two major welfare reform efforts, were incorporated into this system
and have been delivered through Weld County's one stop system design.
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Employment Services of Weld County's one-stop design is a comprehensive, single, integrated delivery system
for major employment and training programs available to Weld County residents. These programs include:
• Job Training Partnership Act Programs (Title II-A, Title II-C, Title III, and Title II-A Older Worker Program);
• Wagner-Peyser- Job Services including Veteran Program, Migrant and Seasonal Farmworker, and
Unemployment Insurance registration for work;
• Job Opportunities and Basic Skills Program; and
• Employment First Food Stamp Job Search Program.
The Family Education Network Administration and the Area Agency on Aging are located in the same building as
Employment Services and this allows case managers to link with these two systems on behalf of customers who
may need assistance.
VISION/MISSION
The Weld County Consortium adopted the state vision of a One-Stop Career Center. In initial meetings of the
Consortium, the following was affirmed as the guiding vision for the planning process:
A one stop career center is the focal point for Colorado's entire work force system. It offers an array of
high quality basic and optional services to any Colorado job seeker or employer, regardless of the
customer's economic status. It serves its customers through a combination of public,private, and fee-
for-service sources. Driven by customer needs, rather than funding requirements, it integrates the work
force development needs of adults with the educational needs of children and youth. Finally, local one-
stop centers are linked through common principles and objectives, compatible governing structures,
appropriate technology, and productive human interactions.
PRINCIPLES
The Weld County vision was based on the following four broad outcome objectives or'guiding' principals of a
One-Stop Vision.
• An Integrated System offering as many employment and training services as feasible. The current Weld
County model offers the integration of the four major employment and training programs. Three additional
agencies occupy space at Employment Services: Educational Opportunity Center, The Greeley Dream
Team Talent Search Program, and the Older Worker Program. Out-stationing staff at other access points in
the work force development system to provide more integrated services may be a future discussion with
other local stakeholders in the system. This would include out-stationing of other agencies' staff at
Employment Services or Employment Services' staff providing services at other locations.
• A Customer Focused System which provides customer choice and is viewed as a place where customers
have a choice in how/where to get information, assessment, education and training, and a job placement
service within the Weld County area. An inventory of existing services and service agencies indicated that
there are a number of agencies providing similar services. While at first glance these may seem to be
duplicative in nature, it was determined that a number of agencies providing similar services gives
customers a choice in where to access needed services. The Consortium agreed that additional tools may
be used to provide information to customers on available services, indicate locations where services may be
accessed, as well as identifying some self-service options (see technology section). This may include the
development of information packages, better utilization of existing job lines, additional information on training
opportunities available, and how to access labor market data and customized services. Comprehensive
information regarding apprenticeship programs and other work opportunities will be made available to
customers.
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• A Performance Based System with specific outcomes established for serving customers including the use of
customer satisfaction assessments. The Weld County One-Stop Career System will be guided by a set of
clear and measurable core outcomes that have been defined by the Consortium. In addition, program and
performance measures have been identified for categorical programs.
• A Universal System enabling the customer to obtain information as well as receive basic or customized
services and programs which meet the customer's employment and training needs. The One Stop Career
Center will provide a common points of access to information and services that address the needs of all
individuals.
Weld County is fortunate in that, over twelve years ago, these same four principals were used to shape and
define the integrated, customer responsive, single delivery system that is currently operated by Employment
Services of Weld County. This system consolidated a number of diverse employment and training programs that
previously operated independently of each other. The Weld County One-Stop Planning Process focused on
reviewing the existing system to determine how services could be increased or improved, how stronger
partnerships could be created, and how consumers could be encouraged to provide input into the review of the
system.
WORKFORCE DEVELOPMENT SYSTEM
ierIn the Weld County Planning Model, there were four task forces identified which would
work on various planning areas. In the early stages of the planning process, it was
clear that the work force development system must effectively work together to allow
the one-stop career center or system to have a meaningful, non-duplicative role in
meeting customer needs. With this premise in mind, a tiered One-Stop System is
recommended. A descriptive design of this tiered system, along with the role of a
one-stop career center, is located below.
Tier 1
This level is a tier of services with many access points. The majority of individuals in Colorado, as well as those
in Weld County, will be able to have their needs met at any of the access points. For the most part, consumers
would be self-directed and would have the ability to choose the access point that they are most familiar or
comfortable with. As a rule,job seekers would self-assess their employment needs and interests, as well as any
resulting training needs.
In developing recommendations for a One-Stop System under this planning process, Consortium members
identified the importance of collaboration between stakeholders, the need to improve and facilitate the flow and
availability of information between partnering agencies, and emphasize the need for staff training which would
ensure that customers receive consistent, accurate, and adequate information. Performance based outcomes
addressing this area are described later in this report.
Tier 2
Level 2 is also a tier of services but provides more specific information relating to stated or identified needs.
There are fewer access points in this tier, but if a customer has a specific need it would be met at an identified
access point. For example, if an individual is a job seeker or employer needing basic labor exchange services,
their needs can be met at Employment Services without requiring any additional agency involvement. Through
this suggested Tier of Services, however, an employer may have these same needs met by either UNC or Aims.
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Career assessments or vocational counseling would be available at most access points. Again, customers
would be able to get most or all of their needs met at any of the access points. Of course, if any one access
point is unable to meet a customers need, a referral would be made to the agency which would best serve the
customer.
Again, Consortium members agreed that this Tier of Services could be improved through staff training and cross
training.
Tier 3
Tier 3 provides services which are based on specific eligibility or specialized service requirements. Services
provided through these access points are related to the need for specific training, case management, or other
services based on eligibility.
One Stop Career Center
The one-stop career center is seen as a single location that would provide, at a minimum, Tier 1 and Tier 2
services. Depending on the location and model, the one-stop career center may provide some of the specialized
services identified in Tier 3.
In the Weld County Model, all tiers of services would be provided. Referrals for specific training needs would be
made to the appropriate access point.
Weld County is currently an integrated model of employment and-training services. By contractual arrangement
the following programs are integrated through the current Weld County One-Stop Career Center:
. Title II A Adult Program funded under the Job Training Partnership Act
. Title II C Youth Programs funded under the Job Training Partnership Act
. Title III Economic Dislocation and Worker Adjustment Assistance Program funded under the Job Training Partnership Act
. Wagner-Peyser Employment Service System contracted through the Colorado Department of Labor and Employment
. Job Opportunities and Basic Skills Program funded under the Family Support Act of 1988 and contracted through the Weld
County Department of Social Services
. Employment First Food Stamp Job Search Program funded under the Department of Agriculture and contracted through the
Department of Social Services
Through collaboration and coordination, the following programs provide for additional customer choice and
linkages within the employment and training system:
. Title II Older Worker Program under the Area Agency on Aging
. Educational Opportunity Center-education information and outreach for limited income and first generation college students
. School District 6 Greeley Dream Team Talent Search Program for outreach to school dropouts
. Colorado Division of Vocational Rehabilitation for persons with disabilities
. School to Work initiatives and planning projects with local school districts,employers,and Aims Community College
. Rocky Mountain SER
The following page indicates the flow of individuals in the Tier System as described above.
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DESIGN OF A ONE STOP CAREER SYSTEM
1. Common Intake Process
The concept of a common intake process is a basic discussion area for any One-Stop
Career Center System. Ideally, a customer would be able to enter the system and
receive services without having to complete duplicative applications and/or intake
forms for each agency that provides a specific service.
The Consumer Task Force completed a survey of the applications required to receive
services from the Job Training Partnership Act, Social Services, and Job Service.
The results of this survey indicated that there are duplicative items among these
applications.
X
The current application process used by Weld County Employment Services
eliminates the requirement to provide duplicative basic information for customers
registering for the Job Service and JTPA Programs.
2. Description of Core and Optional Services
The consortium determined that core services need to be defined for the One-Stop Career Center. In
defining core services, direction was taken from the proposed job training consolidation bills. Proposed core
or up-front services which will be available for all customers would include the following:
• Information on jobs and jobs in demand;
• Assessment of customer skills and skills required for jobs in demand(see discussion on assessment);
• Counseling;
• Labor market information;
• Information on education and training programs;
• Assessment of eligibility for programs(including eligibility for financial aid); and
• Referral to appropriate programs.
Employer Core services which can be accessed or provided on site based on local business needs will
include the following
. Labor Market Information
. Recruitment, testing, screening, and referral of qualified applicants for current job openings
. Analysis of applicant skill bank for future job openings
. Categorical Program eligibility as appropriate
There are currently at least two levels of assessment available in the Weld County One-Stop Career System.
Level 1 is a self-directed assessment in which the customer determines their current level of skills and
COMPARES that level with what is required in the local labor market. This self-directed assessment may
channel the customer into either Tier 1 or Tier 2 services where more intensive assessments may be
obtained. At the One-Stop Career Center, this 1st level of assessment would involve the review of the
individual's job skills, education, and work history as well as an initial determination for referral to additional
services, if needed, to assist the customer in reaching their employment objective. Basically this would entail
a job skill assessment and the determination of need for additional career guidance. Information regarding
opportunities at the local community college or other training programs would be provided at this time.
8
Level 2 is more intensive assessment and would be available to individuals who seek services from
categorical programs. This assessment level usually provides more extensive testing through such
instruments as the TABE, VPI, Kuder, WorkKeys, and GATB. Due to resource restrictions, these more
intensive assessments are only provided to program eligible individuals. For example, level 2 assessments
are utilized for JOBS, JTPA, and Vocational Rehabilitation customers in assisting them in making career
decisions. In Weld County, assessments may be provided by Weld County Employment Services,
Vocational Rehabilitation, Aims Community College, the University of Northern Colorado, Rocky Moutain
SER, or other service providers. Through the utilization of these different agencies for testing, customers
are provided a choice in where to access some or all of these assessment services. It is expected that
results of level 2 assessments would be utilized to provide guidance to customers regarding their training
options and future employment opportunities.
3. Local Governance Structure
Based on over 15 years of history with an integrated system, Weld County strongly encourages a local
governance structure for employment and training programs. A local governance structure ensures a strong
role for employers in the design and oversight of employment and training programs at the local level and a
system which is responsive to the needs of the private sector.
A quality workforce development system must be linked to the job opportunities and trends at the local level
where hiring decisions and training needs are more readily identified. Local employers are most
knowledgeable about the skills and occupations in demand at the local level. Employment and training
services must be designed to meet the expectations of the employers and job seekers at the local level.
4. Electronic Based Information System
The Technology Task Force spent much of its time looking at the
use of computers to facilitate the sharing of information between
programs and reviewing the possibility of a single application for
multiple programs. During this planning process, it was noted that
the access of information through the use of technology will only
serve a portion of the customers. Many current or near-future
customers may not have access to all services through computer
usage or the Internet.
_ U�(I�Illlfmml� Employers surveyed regarding the current and future use of
IIIIIIIIIIIIIIIIIIII� technology in recruitment indicated that: 94% do not have access to
Internet, 56% do not have E Mail, and 30% responded that they
would like to expand their method of recruitment by utilizing Internet.
However, for those customers and provider agencies who can access information through the use of
technology, technological capabilities can enhance the quality of services provided to all customers. The
major areas in which this can occur in the current system are as follows:
♦ America Job Bank -The accessibility of the America Job Bank will provide employers and job seekers
with additional options. It provides the customer the opportunity to access information through the
Internet without having to go directly to Job Service for assistance. Employers are able to enter their job
openings directly on the Internet and job seekers can search for openings through both job orders in the
Job Service System and job openings entered directly by employers. This option provides for additional
customer choice. Customers can also access the Job Service or the One-Stop Career Center for
additional or more intensive services.
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• Shared Data Bases and/or Single Application - Ideally, a shared or single data based computer system
which has common core data elements should be developed. Issues regarding the capability of existing
hardware and software, confidentiality, and the expense of converting to a new system were not
resolved. However, provider agencies agreed that easier access and non-duplicative methods could be
developed at the local level to improve customer service. One method would be to provide the customer
with copies of common, shared data elements which could then be taken to the next access point or to
the point of referral. This would at least save the customer from having to verbally repeat information on
shared data elements.
Weld County's computer system is connected to the Internet and has direct communication with the
Employment Security System and the Department of Human Resources system. Through this
application, data is entered into the computer system and instantaneously transferred to the appropriate
computer system. This system is adaptable to meet the requirements of the communication linkages
between existing employment and training programs statewide. This communication process provides a
one-stop shared information concept for some of the employment programs. This system transfers
client information between two data bases and eliminates the duplicative process' of intake, assessment,
paperwork, etc.
A single entry point application is currently available in the Weld County Employment and Training
System for Job Service, JTPA, JOBS, and Employment First Customers.
• Labor Market Information -Technology provides access to Labor Market Information and training
information through Home Pages, etc.
• Home Pages for Local Community Networks - Home Pages for local community networks are available
in a number of Colorado communities. Weld County will explore avenues to develop a community
information network. Once established, the"WeldNet"will be an online community information resource,
organized and maintained by different community organizations, including government and non-profit
agencies, for access by cities and local businesses. WeldNet will also provide access to the Internet.
Eventually, economic development, employment and training, and human service providers will have
established "home pages" on WeldNet to provide electronic information to the public. WeldNet is
currently in the process of developing the organizational structure, securing a commercial server, and
exploring funding sources.
5. Time Line for Implementation
Weld County currently has a system which meets the criteria
of a One-Stop Career Center. During this planning process,
there were a number of areas identified which would enhance ■.■■.■.
current systems. Some of the enhancement areas are
dependent upon legislation and policy from the federal level as ■.■■...
well as policy and direction from the state level. ■..■...
At the local level, the Consortium agreed that the One-Stop ■.■■■..
Career System and the One-Stop Career Center would be
enhanced through the following: �.■...r
• Staff training;
• The development of consistent information available at all levels of the work force development system;
• More consistent use of electronic bulletin boards and job lines;
• Local employer and community input into the design, operation, and governance of the One-Stop Career
System;
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• Marketing/Information campaign for existing systems; and
• Marketing of information regarding the types of services and the various access points.
6. Specific Steps Necessary to Transition from Current Structure to One-Stop Career Center
Weld County currently has a one-stop career center for the delivery of the major employment and training
programs. If new legislation is passed, or if the state sets policy direction which is non conducive to the
current structure, Weld County would convene a local planning group, with strong private sector
involvement, to address any needed changes to the current system.
7. Measurable Performance Based Outcomes, Including Customer Satisfaction
Measurable performance based outcomes are an integral part of a high
performance system. This was also a recognizable factor in the Local
Planning Committee for 1005. As standards for the Weld County model
were articulated, it was recommended that, when possible,
measurements be taken from the 1005 work to avoid duplication. After
much discussion, five core standards were developed. The five core
standards are designed to enhance a One Stop Career System. These
standards cross agency/funding source restrictions and foster improved
services for the customers of many agencies who would be involved in a
work force development system.
• Functional/Service Standards
Consortium members will increase their ability to communicate the needs of consumers/agencies
between agencies and consumers without duplication and breakdown.
• Process/Output Indicators
Reduce the number of times an individual must provide basic information about themselves when
seeking/applying for services.
• Progress Indicators
Consortium members will work together more effectively to help facilitate the flow of information. The
progress of this indicator will be measured by the number of interagency agreements which are in place
by July 1996.
• Customer Satisfaction Measures
All individuals accessing the One-Stop Career System will be asked to complete a customer satisfaction
survey. The data obtained from the survey tool will be used in a formative way and will be aligned based
upon the services provided.
• Outcome Measures
Reduce the number of times an individual needs to access the system to obtain requested
information/services.
In addition to the performance outcomes identified to globally enhance a One-Stop System or Center, there
exist specific performance standards relating to funding sources. Employment Services of Weld County is a
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strong proponent for program and funding source performance standards. Performance standards are a
good benchmark for determining if goals and objectives are being met and if a system is meeting its
objectives. Therefore, in addition to the overall standards described above, the following standards have
been identified for specific programs.
• Job Training Partnership Act Program
" Adult Follow-Up Employment Rate ' Adult Follow-up Earnings Adult Welfare Follow-Up Earnings
* Adult Welfare Follow-Up Employment Rate * EDWAA Wage at Placement EDWAA Entered Employment
* Youth Entered Employment Rate * Youth Employment Enhancement Rate
• Job Service
* Veteran Placement Standards,total,disabled and special disabled,Vietnam Era including Obtained Employment, Federal
Contractor Placements,Counseling, Placed in Training and Reportable(based on equitable services in comparison to overall
clients served)
* Migrant and Seasonal Farm worker Program-Referral to Jobs, provided a service,referred to supportive services,counseled,
and job development (based on equitable services in comparison to overall clients served)
• Overall Job Service Performance
" Comparison of Weld County Performance to the State
♦ Jobs Opportunities and Basic Skills Program
Locally defined performance measures include entered employment placement rate,participation percentage for AFDC-UP,
comparison of rates to the 10 largest counties,quality of files and quality of program activities
• Employment First Food Stamp Job Search Program
State and local standards used to measure performance include employment and the number of clients in GED.
8. Case Management System for Eligible Customers
Case Management is a client-centered, goal oriented process of assessing and assisting the customer
throughout the service delivery system. This is done by arranging and following a group of services or
activities designed to facilitate the obtainment of decision making and goal planning skills, the
identification of intervention needs, the evaluation of other needs, and the placement of the client.
In reviewing current systems, it was determined that the level and intensity of case management services
is largely based on the funding source. For example, JTPA Case Managers may have a very detailed
case process in which the Case Manager may spend a considerable amount of time delivering case
management services, however, Employment First Case Managers generally spend a limited amount of
time in case management services for their clients. Based on existing resources, it is doubtful that a
common case management approach, based on the above definition, can be delivered to every customer
who enters the One-Stop Career Center.
Current use of resources provides a level of services that helps ensure customer success as well as an
efficient and effective system to customers who require more intensive levels of service.
9. Plans for Introducing the Center to the Community Establishing its Credibility to Employers and
Residents
A local and statewide strategy should be implemented to introduce the One Stop Career Center System.
A statewide marketing strategy should address the Governor's goals and expectations for the Colorado
Workforce Development System.
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A local marketing strategy would include a marketing plan to be developed and finalized by One-Stop
Planning Consortium members and the Weld County Private Industry Council. The Weld County Private
Industry Council has a marketing plan currently in place. This plan would be revisited and updated to
include the changes of the one stop career center design.
10. Personnel, Including the Description of Duties/Responsibilities
Of the four major employment and training programs identified previously,
Employment Services of Weld County has found that each contains similar job
duties and responsibilities. The current job descriptions are used by
Employment Services.
Client Service Technicians (customer service representatives) registration,
application, referrals,job orders, labor market information, etc. l
Case Manager-JTPA(all titles), JOBS, Employment First
SIMMS
Assessment/Training Specialists-JTPA, JOBS, Employment First
Administrative Support, Director, administrative assistant, shared personnel and fiscal staff with other
human service programs
11. Location of Center, Including Description of Space and Approximate Rent
Employment Services of Weld County would serve as the One-Stop Center for Weld County.
Employment Services currently delivers the main employment and training services as described
previously. Employment Services is located at 1551 North 17th Avenue in Greeley, Colorado. A satellite
office is located on 330 Park Avenue, Fort Lupton, Colorado. The majority of core services are provided
at both locations. Specialized outreach occurs in local schools, and other human service agencies
throughout Weld County. Other human services agencies such as Social Services, Vocational
Rehabilitation, and drug and alcohol are within three miles of Employment Services.
Employment Services utilizes a job line that customers can call to review jobs available through the basic
labor exchange function of the Job Service Program. This service provides job seekers an additional
opportunity in their efforts to find employment without relying solely on the job match system.
As an enhancement to the One-Stop Career System and the Center itself, an increased effort will be
made by other stakeholders in the system to provide access and information to other existing job lines.
These efforts will include:
• An inventory to be made available to customers at Tier 1 or Tier 2 points of access for all job line
numbers which will include Employment Services, UNC, and Aims Community College.
• Staff training and capacity building for all stakeholders to provide information on accessing America's
Job Bank.
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12. Time Line for Moving Programs, if Collocation is Planned
Weld County is currently an integrated model of employment and training services by contractual
arrangement as described on page 6.
Through collaboration and coordination, the programs described on page 6 provide for additional
customer choice and linkages within the employment and training system:
13. Estimate of Annual Operating Budget
The current annual operating budget is determined by the number of FTE or PE equivalents provided by
each of the funding sources of Job Service,
Employment First Food Stamp Job Search Program,
and the JOBS Program. Operating costs are allocated
based on a cost allocation plan.
The staffing patterns for the JTPA program are
based on funding levels. It should be noted that the
amount and level of services provided for
customers is based on the amount of resources
available. Additional resources need to be
identified which would address the universal appeal
and level of high quality services to be available to
customers.
Resources need to be made available to the One Stop Career Center system to provide the access and
expansion of the use of technology in providing information. More in-depth core services and labor
market information will be available to a greater number of customers as the access to technology and
development of technology continues. Self help/self service for One-Stop customers will increase access
to information. The extent to which customers use this information to help themselves depend upon the
customer's knowledge and sophistication in the use of electronic technology.
Increased resources will also be needed if more intensive case-managed services or assessments are
options available for any individual needing or desiring more assistance. Currently, these intensive
services are restricted to eligible, categorical clients.
14. Estimate of Cost Savings Due to Consolidation of Services
Historically, the largest cost savings have resulted from the elimination of duplicative personnel and
operating costs. For example, one receptionist serves all programs. Administrative cost savings result
from central management, contracting, MIS, as well as the fiscal and personnel departments. Savings
are also realized in the areas of operating expenses such as rent, telephones, supplies, etc.
Savings have also resulted from a single date entry system for JTPA and Job Services. Duplicative data
entry requirements have been eliminated.
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15. Estimate of the Locally Defined Return on Investment
The Weld County Consortium feels that Return on Investment calculations are
critical to a One-Stop Career System. Return on Investment formulas should be
developed for specific programs and measurement calculations should include the
increased wages realized, increase in taxes paid, and the reduction of welfare, food
stamp, and Unemployment Insurance costs. The Consortium also feels that is it
important to evaluate and measure intangibles relating to participants of the one stop
system. These intangibles should include such areas as the individual pride of
accomplishment, improved self esteem, the effect on children who see parents going
to work, the family's improved standard of living, etc. Additional areas to include in
Return on Investment measures should include the average cost per individual
contact, the average cost per individual entering training and the average cost per
individual entering employment.
Recommendations
1. Technology Needs
The current computer system in Weld County allows for the transfer of data from the Job Link into the
JTPA system and the Employment Security System. It is feasible that information can also be transferred
to the Social Service System for JOBS and Employment First Clients. The appropriate state agencies
should be encouraged to use this type of technology and not duplicate existing computer systems.
The Colorado Workforce Coordinating Council and the Governor's Office can make it a priority to
compete for federal and other funds that assist local communities in developing local information
networks that may be accessed throughout Colorado via numerous Internet access points.
2. Specific Waivers Needed from Federal.State or Local Requirements
The employment and training system would benefit from common eligibility criteria, definitions, and less
reporting requirements.
3. Rewards/Incentives
Rewards and incentives should be based upon the accomplishment of established performance
measures as they relate to specific programs, and the incentives should build on measures of continuous
improvement. Rewards should be based upon the funding or resources available for each specific
program. The reward/incentive formula should stipulate that incentive funds be used for improving
services to individuals. Areas for which incentive funds should be used include supportive services (ie.
child care, transportation assistance, counseling, etc), and reinvestment in training opportunities for
individuals and other associated costs which directly benefit individuals accessing the one stop career
center. Incentive funds could also be used for continuous improvement of programs or staff training
efforts. The reward/incentive policy should include provisions for increasing the number of
programs/agencies who participate in the One-Stop Center. Sanctions should be developed and
established for programs not meeting established standards.
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4. Other information Essential to Establishing a One-Stop Career Center System in Colorado
The Weld County Consortium determined that it is important that the One-Stop Career Center System
consider the following points:
• That it is important that a One-Stop Career Center System be marketed in such a way as to
ensure employers that their work force concerns would be resolved. Employers should be able
to articulate their concerns on the needed work force skill levels, training needs, and work ethic.
Job candidates who lack basic reading, math, or writing skills continue to be a major concern for
employers, and the One-Stop Career System needs to address these concerns.
• It is important that the structure of a One-Stop Career Center System does not increase the
demand for services without the provision of adequate resources to meet that demand.
• An evaluation of a One-Stop Career Center System's results should how it assists individuals in
entering the workforce rather than on compliance issues
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Weld County Employment Services wishes to thank the following individuals who
served on the One-Stop Planning Consortium for the Weld County One-Stop
Planning Grant:
Bill Argo EDAP Charles McDonald Union Delegate
David Cessna University of Northern Colorado Pat McGuire Aims Community College
Alvina Derrera Rocky Mountain SER Linda Perez Weld County Employment Services
Judy Griego Weld County Social Services Walt Speckman Weld County Human Services
Nancy Hill Colorado Division of Vocational Dick Wood Aims Community College
Rehabilitation
Judy Knapp Right to Read
We also wish to express our deep appreciation to the following community leaders who
contributed a great deal of valuable time and effort to the planning endeavors of the One-
Stop Planning Consortium:
Joe Andrade Rocky Mountain SER Ted Long Weld County Employment Services
Sue Bjorland Western Staff Services Bob Lynch University of Northern Colorado
Melicia Boer Rocky Mountain SER Shirley Medberry Aims Community College
Lyle Butler Chamber of Commerce Bruce Messinger School District Six
Pat Fay Aims Community College Jim Miller Weld BOCES
Marie Gallegos Weld County Employment Services Roberta Miller W.C. Private Industry Council
Jody Gerst School District Six Richard Rowe Weld County Social Services
Tedi Guerrero Weld County Employment Services Robert Paulson Weld County Employment Services
Jim Harrington Weld County Employment Services Jamie Schneider Educational Opportunity Center
Melanie Hernandez Weld Information and Referral Service Dana Shedd University of Northern Colorado
Charlotte Jimenez Educational Opportunity Center Ruth Slomer Aims Community College
Dora Lara Weld County Employment Services Diana Van DerPloeg Aims Community College
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