CTWS Integrated Plan FY2000-2004

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OPERATIONAL PLAN IV: INTEGRATION OF WORKFORCE AND SUPPORT SERVICES

FUNCTIONAL INTEGRATION QUESTIONS 6 - 9

Functional Integration

Guidelines Pages 46-47 6. Discuss the accessibility and coordination between and among access points in the local area. Include in your discussion:
a. How partners who are not co-located coordinate services with full service centers.
b. How partial service and specialized service centers coordinate with full service centers.
c. The accessibility of the full service, partial service, specialized service, and planned locations (e.g., toll-free numbers, automated systems, extended hours, ADA compliance).
d. How rural customers access the workforce development network in the local area.

All access points in the Central Texas Workforce Area, including partial and specialized service centers, are supported through technological connectivity. Central Texas Workforce System staff are connected and service coordination is supported through Central Texas' common:
- Wide Area Network,
- E-Mail System,
- Computer software,
- Internet Access,
- Telecommunications System including toll free numbers - single point of access, and
- Central Texas Workforce System Web Site, www.workforcelink.com, which supports remote access to Workforce Center services, 24 hour, seven day per week access to services and Workforce Center assistance.
Additionally, staff-sharing between Workforce Center sites, including partial and specialized service sites, and cross-program training of Workforce Center staff facilitate coordinated Central Texas Workforce System access and ensures uninterrupted services in offices with minimal staffing levels.
Also, access to self-help services in rural areas is supported through the Central Texas Workforce System Web Site featured on computer access sites described in Template III. Computer access sites include e-mail contact to local Workforce Centers staff and services.
All Workforce Center sites, including partial and specialized access points as well as the Central Texas Workforce System Web Site, are ADA compliant. Additionally, by December 31, 2000, Workforce Centers and satellite offices will be equipped with adaptive technology to better assist the Central Texas Workforce System's and partners' visually and hearing impaired customers.
Finally, the staff in specialized service sites are equipped with laptops with docking stations and modems to promote remote access to the Central Texas Workforce System technological access points. The Business Services Unit staff are also equipped with Personal Digital Assistants (Palm Pilots) to facilitate timely and accurate documentation of business customer for delayed, automated entry into Workforce System access points. Palm Pilots allow staff to quickly input data while at businesses' sites and download the data into the Workforce System network at a more convenient time.

Functional Integration

Guidelines Pages 46-47 7. Describe the Board's design for a functionally integrated workforce development area. Include in your discussion: a. Strategies to establish regional cooperation with neighboring local workforce development areas. b. A description of capacity building strategies for Board staff, Center staff, and subcontractors aimed at integration and the streamlining of service delivery. c. How communication is facilitated between and among Board staff, Center staff, and subcontractors to improve the delivery of workforce services. d. Examples of Center staff utilization that engenders and furthers the integration process. e. A discussion on how the Board will monitor the continuous improvement of eligible training and contracted service providers and ensure that such providers meet the employment needs of local employers and participants (e.g., through capacity-building activities).

The Central Texas Workforce Area promotes regional cooperation with other Workforce Areas by promoting and demonstrating locally developed information, products and services. The Central Texas Workforce Centers are often visited by other Workforce Areas both within the state and nationally. Central Texas Workforce System staff have also provided technical assistance and discussed best practices at Texas Workforce Commission conferences and training forums. Additionally, in May and July 2000, the Central Texas Workforce System presented best practice workshops and hosted a vendor's booth at the National Association of Workforce Boards and at the JettCon 2000 conferences.
Since the Killeen Workforce Center's acknowledgement by the Council for Excellence in Government (JettCon 2000 Award) and due to an increase in request for technical assistance, the Central Texas Workforce System has begun marketing and contracting for fee for service assistance including: web Site design and hosting, Workforce Center facilities design, grant/proposal review, and local Workforce System access and training on the Central Texas "Taking Care of Business" business customer management database.
Regional cooperation with other Workforce Areas in Texas is also being pursued through application for U.S. Department of Labor for funding to support a Regional Business Consortia. The application, submitted by Central Texas, includes the West Central Texas and Texoma Workforce Areas as joint partners in the promotion and support of an electronic, cross-workforce area, Virtual Regional Business Consortia.
Regional cooperation is also accomplished through cross-workforce area training and coordinating/sharing trainers and technical assistance provided across national Workforce experts. While many examples could be identified, the most recent example of trainer sharing is the training provided by Greg Newton and Associates - Newton's initial visit was co-sponsored and hosted by Central Texas and Tarrant County Workforce Boards. The Austin Travis County Workforce Board sponsored a return visit by other members of Newton's; the Board allowed other Workforce Areas to send staff for a minimal fee.
Communication between and integration of Central Texas Workforce System staff is encouraged by use of a common, standardized personnel performance appraisal system, travel policy, and dress code for contractors, TWC staff, and Board with Child Care staff being included beginning July 1, 2000. Additionally, to further encourage a system approach to integration and communication, training for Workforce System staff, including Board staff, Center staff, and subcontractors, is selected based on staff capacity building needs. The Central Texas training needs assessment is driven by workforce system changes in legislation and/or service delivery and design. However, opportunities for capacity building are also identified through personnel evaluations, customer focus group and satisfaction data, and workforce system staff and partner input.
Central Texas' systemic approach to Human Resource functions including training has resulted in functional integration of staff with similar customer groups. For example, Wagner Peyser Employment Services, Workforce Investment Act core services, and public assistance programs' job search requirements are all provided through Central Texas Workforce Centers' Career Central computer and information technology labs. Additionally, case management services are provided through integrated case management for public assistance customers eligible for and/or required to participate in TANF Choices, Food Stamp Employment and Training, and Welfare to Work; the system ensures that a customer co-enrolled in more than one public assistance program is supported by one case manager who supports that the customer's and programs' requirements and expectations are addressed. Finally, as stated in Question #6, integration and staff development is promoted through staff-sharing between Workforce Center sites, including partial and specialized service sites, and cross-program training of Workforce Center staff facilitate coordinated Central Texas Workforce System access and ensures uninterrupted services in offices with minimal staffing levels.

Functional Integration

Guidelines Pages 46-47 8. Describe how the Board evaluates the services and the effectiveness of those services available throughout the local area. Include in your discussion:
a. How the evaluation of services offered through contracted funds is coordinated with evaluations of other non-contracted services (e.g., Skills Development Funds, Smart Jobs, etc.) in the local area.
b. How the Board utilizes the information obtained from the evaluations to expand and improve the existing network to include all available services in the local area.
Evaluation of services to employers is discussed in Question 19.
Evaluation of services to job seekers is discussed in Question 37.
Customer satisfaction is discussed in Questions 54 & 55.

The Board Planning and Evaluation Committee monitors and provides policy guidance and planning structure to staff and subcontractor(s). Planning sessions with the Board Planning and Evaluation Committee focus on discussions and policy guidance in reference to coordination criteria, goals and objectives for workforce system programs, procedures for identifying and selecting customers (especially hard-to-serve), goals and awareness of training in nontraditional fields of work, selection of program activities (services provided to customers), and linkages established with various businesses, educational agencies, social service agencies, and training institutions. Additionally, the Planning/Evaluation Committee is responsible for coordinating timely responses to independent, state and federal monitoring reports. The Committee also submits recommendations to the Board and/or CEO's for further discussion and approval. Financial and programmatic reports are s ubmitted to the full Board and CEO's on a monthly basis.
Additionally, through competitive procurement, the Central Texas Workforce Board contracts with an independent monitor to evaluate all programs both fiscally and programmatically. Monitoring contract(s) include provisions to assess requirements reflected in all workforce programs/regulations including but not limited to Personal Responsibility/Work First legislation, the Workforce Investment Act, Workforce Investment Act Final Regulations, TWC Financial Management Manual, TWC Final Rules, TWC Monitoring Guide, Local Policies and Procedures, and any other applicable legislation/regulation for the Central Texas Workforce Development Area. Further, subcontractors of the Central Texas Workforce Area are required to have policies and procedures in place for handling daily management and/or monitoring issues of all Workforce programs for which the subcontractor is responsible. The Central Texas contract for independent monitoring also includes review of subcontractor services as provided under the contracted statement of work.
The Central Texas monitoring contract requires review of all funds and program requirements administered through the Central Texas Workforce Board and its contractors. Categories of review include compliance, program performance, and managerial monitoring. Results and recommendations of and responses to all monitoring reviews are presented and addressed through the Central Texas Workforce Board's Planning and Evaluation Committee as described above. Specific monitoring requirements are documented in the Central Texas Workforce Board's Monitoring Policy.
Non-contracted services, for example Skills Development Funds and Smart Jobs, are monitored, to the extent possible, through reports received by the Central Texas Workforce Board by Board members. Board member representation from both local community colleges on the Central Texas Workforce Board supports coordination of Skills Development Fund projects activities as well as a review of services and customized training opportunities resulting from the project award.
Specific monitoring of non-contracted services is not feasible at this time since workforce-related grant awards are made without any input from or review by the Central Texas Workforce Board. However, the Central Texas Workforce Board does encourage and promote sharing of plans, proposals, and coordinated application for joint workforce-related projects with all partners including, but not limited to, community colleges, independent school districts, universities, and local businesses.
Information received regarding non-contracted workforce programs and projects are generally received in the form of Central Texas Workforce Board business meeting reports and annual plan distribution. Additional data is gathered from program experts identified through the Texas Education Agency, the Higher Education Coordinating Board, Texas Department of Human Services and the Texas Workforce Commission. All data are analyzed and used in developing and refining the internal and external assessment that drives the Central Texas Workforce Integrated Strategic and Operational Plan.

Functional Integration

Guidelines Pages 46-47 9. Discuss how the Board ensures that State Rapid Response activities are coordinated with the workforce investment activities performed in the Centers.

The Central Texas Workforce Board ensures provision of Rapid Response Services through the Central Texas Workforce Center contractor. The Workforce Center staff is responsible for providing expeditious response for company closures in the Central Texas Workforce Area. Further, the contractor staff collaborates with the Texas Workforce Commission for services to employers planning a layoff of 50 employees or more. In the 50 or more layoff cases, the Central Texas Workforce Board, the Workforce Center contractor, and the Texas Workforce Commission staff contacts the local employer to establish the needs of the employer as well as the employee and plan coordinated services accordingly. Affected employees may select from the following service menu:
- Career planning,
- Job Search,
- Resume Writing Skills,
- Job Interview Skills,
- Financial Planning,
- Assessment Services,
- Access to Career Center Services,
- Counseling, and
- Information for Retraining Programs.
State Rapid Response activities are provided by the same Workforce Center staff and partners who provide Central Texas Workforce Center services. The service integration approach ensures Rapid Response activities are coordinated with the workforce investment activities performed in the Centers.

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OPERATIONAL PLAN IV: INTEGRATION OF WORKFORCE AND SUPPORT SERVICES FUNCTIONAL INTEGRATION QUESTIONS 6 - 9
Functional Integration
Guidelines Pages 46-47	6. Discuss the accessibility and coordination between and among access points in the local area. Include in your discussion: a. How partners who are not co-located coordinate services with full service centers. b. How partial service and specialized service centers coordinate with full service centers. c. The accessibility of the full service, partial service, specialized service, and planned locations (e.g., toll-free numbers, automated systems, extended hours, ADA compliance). d. How rural customers access the workforce development network in the local area.
All access points in the Central Texas Workforce Area, including partial and specialized service centers, are supported through technological connectivity. Central Texas Workforce System staff are connected and service coordination is supported through Central Texas' common: - Wide Area Network, - E-Mail System, - Computer software, - Internet Access, - Telecommunications System including toll free numbers - single point of access, and - Central Texas Workforce System Web Site, www.workforcelink.com, which supports remote access to Workforce Center services, 24 hour, seven day per week access to services and Workforce Center assistance. Additionally, staff-sharing between Workforce Center sites, including partial and specialized service sites, and cross-program training of Workforce Center staff facilitate coordinated Central Texas Workforce System access and ensures uninterrupted services in offices with minimal staffing levels. Also, access to self-help services in rural areas is supported through the Central Texas Workforce System Web Site featured on computer access sites described in Template III. Computer access sites include e-mail contact to local Workforce Centers staff and services. All Workforce Center sites, including partial and specialized access points as well as the Central Texas Workforce System Web Site, are ADA compliant. Additionally, by December 31, 2000, Workforce Centers and satellite offices will be equipped with adaptive technology to better assist the Central Texas Workforce System's and partners' visually and hearing impaired customers. Finally, the staff in specialized service sites are equipped with laptops with docking stations and modems to promote remote access to the Central Texas Workforce System technological access points. The Business Services Unit staff are also equipped with Personal Digital Assistants (Palm Pilots) to facilitate timely and accurate documentation of business customer for delayed, automated entry into Workforce System access points. Palm Pilots allow staff to quickly input data while at businesses' sites and download the data into the Workforce System network at a more convenient time.

Functional Integration
Guidelines Pages 46-47	7. Describe the Board's design for a functionally integrated workforce development area. Include in your discussion: a. Strategies to establish regional cooperation with neighboring local workforce development areas. b. A description of capacity building strategies for Board staff, Center staff, and subcontractors aimed at integration and the streamlining of service delivery. c. How communication is facilitated between and among Board staff, Center staff, and subcontractors to improve the delivery of workforce services. d. Examples of Center staff utilization that engenders and furthers the integration process. e. A discussion on how the Board will monitor the continuous improvement of eligible training and contracted service providers and ensure that such providers meet the employment needs of local employers and participants (e.g., through capacity-building activities).
The Central Texas Workforce Area promotes regional cooperation with other Workforce Areas by promoting and demonstrating locally developed information, products and services. The Central Texas Workforce Centers are often visited by other Workforce Areas both within the state and nationally. Central Texas Workforce System staff have also provided technical assistance and discussed best practices at Texas Workforce Commission conferences and training forums. Additionally, in May and July 2000, the Central Texas Workforce System presented best practice workshops and hosted a vendor's booth at the National Association of Workforce Boards and at the JettCon 2000 conferences. Since the Killeen Workforce Center's acknowledgement by the Council for Excellence in Government (JettCon 2000 Award) and due to an increase in request for technical assistance, the Central Texas Workforce System has begun marketing and contracting for fee for service assistance including: web Site design and hosting, Workforce Center facilities design, grant/proposal review, and local Workforce System access and training on the Central Texas "Taking Care of Business" business customer management database. Regional cooperation with other Workforce Areas in Texas is also being pursued through application for U.S. Department of Labor for funding to support a Regional Business Consortia. The application, submitted by Central Texas, includes the West Central Texas and Texoma Workforce Areas as joint partners in the promotion and support of an electronic, cross-workforce area, Virtual Regional Business Consortia. Regional cooperation is also accomplished through cross-workforce area training and coordinating/sharing trainers and technical assistance provided across national Workforce experts. While many examples could be identified, the most recent example of trainer sharing is the training provided by Greg Newton and Associates - Newton's initial visit was co-sponsored and hosted by Central Texas and Tarrant County Workforce Boards. The Austin Travis County Workforce Board sponsored a return visit by other members of Newton's; the Board allowed other Workforce Areas to send staff for a minimal fee. Communication between and integration of Central Texas Workforce System staff is encouraged by use of a common, standardized personnel performance appraisal system, travel policy, and dress code for contractors, TWC staff, and Board with Child Care staff being included beginning July 1, 2000. Additionally, to further encourage a system approach to integration and communication, training for Workforce System staff, including Board staff, Center staff, and subcontractors, is selected based on staff capacity building needs. The Central Texas training needs assessment is driven by workforce system changes in legislation and/or service delivery and design. However, opportunities for capacity building are also identified through personnel evaluations, customer focus group and satisfaction data, and workforce system staff and partner input. Central Texas' systemic approach to Human Resource functions including training has resulted in functional integration of staff with similar customer groups. For example, Wagner Peyser Employment Services, Workforce Investment Act core services, and public assistance programs' job search requirements are all provided through Central Texas Workforce Centers' Career Central computer and information technology labs. Additionally, case management services are provided through integrated case management for public assistance customers eligible for and/or required to participate in TANF Choices, Food Stamp Employment and Training, and Welfare to Work; the system ensures that a customer co-enrolled in more than one public assistance program is supported by one case manager who supports that the customer's and programs' requirements and expectations are addressed. Finally, as stated in Question #6, integration and staff development is promoted through staff-sharing between Workforce Center sites, including partial and specialized service sites, and cross-program training of Workforce Center staff facilitate coordinated Central Texas Workforce System access and ensures uninterrupted services in offices with minimal staffing levels.

Functional Integration
Guidelines Pages 46-47	8. Describe how the Board evaluates the services and the effectiveness of those services available throughout the local area. Include in your discussion: a. How the evaluation of services offered through contracted funds is coordinated with evaluations of other non-contracted services (e.g., Skills Development Funds, Smart Jobs, etc.) in the local area. b. How the Board utilizes the information obtained from the evaluations to expand and improve the existing network to include all available services in the local area. Evaluation of services to employers is discussed in Question 19. Evaluation of services to job seekers is discussed in Question 37. Customer satisfaction is discussed in Questions 54 & 55.
The Board Planning and Evaluation Committee monitors and provides policy guidance and planning structure to staff and subcontractor(s). Planning sessions with the Board Planning and Evaluation Committee focus on discussions and policy guidance in reference to coordination criteria, goals and objectives for workforce system programs, procedures for identifying and selecting customers (especially hard-to-serve), goals and awareness of training in nontraditional fields of work, selection of program activities (services provided to customers), and linkages established with various businesses, educational agencies, social service agencies, and training institutions. Additionally, the Planning/Evaluation Committee is responsible for coordinating timely responses to independent, state and federal monitoring reports. The Committee also submits recommendations to the Board and/or CEO's for further discussion and approval. Financial and programmatic reports are s ubmitted to the full Board and CEO's on a monthly basis. Additionally, through competitive procurement, the Central Texas Workforce Board contracts with an independent monitor to evaluate all programs both fiscally and programmatically. Monitoring contract(s) include provisions to assess requirements reflected in all workforce programs/regulations including but not limited to Personal Responsibility/Work First legislation, the Workforce Investment Act, Workforce Investment Act Final Regulations, TWC Financial Management Manual, TWC Final Rules, TWC Monitoring Guide, Local Policies and Procedures, and any other applicable legislation/regulation for the Central Texas Workforce Development Area. Further, subcontractors of the Central Texas Workforce Area are required to have policies and procedures in place for handling daily management and/or monitoring issues of all Workforce programs for which the subcontractor is responsible. The Central Texas contract for independent monitoring also includes review of subcontractor services as provided under the contracted statement of work. The Central Texas monitoring contract requires review of all funds and program requirements administered through the Central Texas Workforce Board and its contractors. Categories of review include compliance, program performance, and managerial monitoring. Results and recommendations of and responses to all monitoring reviews are presented and addressed through the Central Texas Workforce Board's Planning and Evaluation Committee as described above. Specific monitoring requirements are documented in the Central Texas Workforce Board's Monitoring Policy. Non-contracted services, for example Skills Development Funds and Smart Jobs, are monitored, to the extent possible, through reports received by the Central Texas Workforce Board by Board members. Board member representation from both local community colleges on the Central Texas Workforce Board supports coordination of Skills Development Fund projects activities as well as a review of services and customized training opportunities resulting from the project award. Specific monitoring of non-contracted services is not feasible at this time since workforce-related grant awards are made without any input from or review by the Central Texas Workforce Board. However, the Central Texas Workforce Board does encourage and promote sharing of plans, proposals, and coordinated application for joint workforce-related projects with all partners including, but not limited to, community colleges, independent school districts, universities, and local businesses. Information received regarding non-contracted workforce programs and projects are generally received in the form of Central Texas Workforce Board business meeting reports and annual plan distribution. Additional data is gathered from program experts identified through the Texas Education Agency, the Higher Education Coordinating Board, Texas Department of Human Services and the Texas Workforce Commission. All data are analyzed and used in developing and refining the internal and external assessment that drives the Central Texas Workforce Integrated Strategic and Operational Plan.

Functional Integration
Guidelines Pages 46-47	9. Discuss how the Board ensures that State Rapid Response activities are coordinated with the workforce investment activities performed in the Centers.
The Central Texas Workforce Board ensures provision of Rapid Response Services through the Central Texas Workforce Center contractor. The Workforce Center staff is responsible for providing expeditious response for company closures in the Central Texas Workforce Area. Further, the contractor staff collaborates with the Texas Workforce Commission for services to employers planning a layoff of 50 employees or more. In the 50 or more layoff cases, the Central Texas Workforce Board, the Workforce Center contractor, and the Texas Workforce Commission staff contacts the local employer to establish the needs of the employer as well as the employee and plan coordinated services accordingly. Affected employees may select from the following service menu: - Career planning, - Job Search, - Resume Writing Skills, - Job Interview Skills, - Financial Planning, - Assessment Services, - Access to Career Center Services, - Counseling, and - Information for Retraining Programs. State Rapid Response activities are provided by the same Workforce Center staff and partners who provide Central Texas Workforce Center services. The service integration approach ensures Rapid Response activities are coordinated with the workforce investment activities performed in the Centers.