Contents Introduction to the National Awards Program 2001 National Award Winners Compass Award Oregon for Electronic Payroll Reporting Options Suite Pyramid Prize Wisconsin for Racine County Workforce Development Center Building a World Class Workforce Washington for Building a Better Workforce Through Integrated Communications AND Wisconsin for Resource Room Career Development Training Pyramid Prize - Honorable Mention Washington for Columbia Gorge Alternative High School Architect of Change Honorable Mention New Mexico for Bridge to Employment 2001 Nominations By Category Compass Award - California, Connecticut, Delaware, District of Columbia, Kentucky, Michigan, Minnesota, Montana, Nebraska, Pennsylvania, Texas, Utah, Washington, Wisconsin Pyramid Prize - Florida, Kansas, Nebraska, Pennsylvania, Texas Building a World Class Workforce - California, Iowa, New Hampshire, Texas Architect of Change - California, District of Columbia, Idaho, Indiana, Kentucky, Missouri, North Carolina, Oregon, Washington, Wisconsin

The 2001 National Customer Service Awards Dear Colleague: Congratulations to the winners of the 2001 National Customer Service Awards! Building a strong 21st century workforce in a customer centered, one-stop environment is both a challenge and an opportunity for America's Workforce Network. These winners have demonstrated their ability to take every opportunity to provide quality workforce services for customers, to be leaders in building relationships, to incorporate technology to enhance services, and to be champions for the workforce professionals in their organizations. These excellent models help connect people to better jobs, skilled employees, an improved quality of life, and help to ensure our nation's economic strength in the decades ahead. The selection of the award winners was based on the criteria in the "Call to Nominations" letter received by all States. The nominations were extensively reviewed by the Department of Labor, the National Association of State Workforce Agencies, employer and job seeker customers, and educators. I encourage you to read about the winners in this Catalogue of 2001 National Customer Service Awards. This is an outstanding resource for ideas and best practices. The full text of the award nominations and contact information also can be found on the Workforce ATM web site at http://www.WorkforceATM.org. Again, congratulations to the 2001 National Customer Service Award winners! Thank you for your commitment to building a world-class 21st century workforce. Sincerely, GRACE A. KILBANE Administrator Office of Workforce Security Go to top Introduction to the National Awards Program The National Customer Service Awards celebrate the products, projects, services, and programs that radiate service to workforce investment customers. including individuals, businesses, and internal customers. Award winners exemplify what is best about the One-Stop system: partners working together to provide the highest quality, continuously improved services. This year's catalogue presents an excellent opportunity to learn more about dozens of solutions that workforce development colleagues are implementing on behalf of customers. Nominators from almost 50 percent of State Workforce Agencies deserve special thanks for sharing at least one of their accomplishments so that others may learn from it. Whether at the annual awards ceremony or back home in offices across the country, take a moment to try these ideas for your system, center or program. Through shared goals and ideas, together workforce professionals across the country are better reaching, serving, and satisfying customers into the new millennium. Go to top About the Awards The awards program... Recognizes successful, innovative state and local achievements and the staff who provide the high quality services to customers Identifies state and local initiatives on which to model and develop national programs Publicizes outstanding state and local projects and activities that effectively respond to critical workforce security and development issues There is one potential winner in each of the following categories: 1. Pyramid Prize - Collaboration for Improved Customer Service Excellence in partnership is rewarded with the Pyramid Prize. The winner successfully integrates programs, funds, customers, and other resources. 2. Compass Award - Leading Tools and Technology This category showcases the most innovative use of a cutting-edge tool or technology. The results are improved customer access and increased satisfaction. 3. Building a World Class Workforce - Professional Development and Capacity Building This is a "people" award for the project that effectively builds workforce capacity. The winner demonstrates service quality and increased customer satisfaction. 4. The Architect of Change - Innovation in Customer Service This award gives national recognition to the most forward-thinking and customer-focused innovation in the workforce development system. It can be a new idea, a new method for service delivery, a technique for reaching a new market, or a new product. Each year, states are invited to submit their best projects for customer service awards. States can nominate up to four projects: one for each of the prize categories. Selecting the Winners A panel of customer judges makes final award selections. This year's panel included a job seeker representative, an employer, a partner from education, a member with extensive knowledge of Employment Service, and an organized labor representative. The panel uses specific evaluation criteria to ensure that the winning programs are truly exemplary. and demonstrate results in improved customer satisfaction. Recognizing the Winners The United States Employment Service presents winners with a $25,000 award along with a trophy. (Honorable mention recipients receive $5,000.) This money is designated to make the winning programs and staff even more successful. One advantage to this award money is that it provides winners with a streamlined funding source for improving or expanding their project. Past winners have used funds to take pilot projects statewide or share the knowledge with other Workforce Agencies across the country. In addition to receiving the awards, a plaque bearing the name of the award-winning agency and program is displayed at the U.S. Department of Labor in Washington, DC. This catalogue provides descriptions of the many projects nominated. Further details are available via the Workforce ATM at www.WorkforceATM.org or by contacting the submitting state directly. Go to top The 2001 National Award Winners Compass Award Winner - Oregon for Electronic Payroll Reporting Options Suite Description The challenge for any tax unit is to balance customer compliance with customer service. To meet the quarterly tax filing needs of their diverse employer base, Oregon implemented a suite of reporting options based on any given employer's situation. In addition to traditional paper filing, employers can select from the following electronic filing options: Particularly useful for larger employers in a PC environment, employers can file quarterly reports using a PC-based software program. Targeting smaller employers or those with Macintosh systems, businesses can elect to file via a secure Internet site. For businesses that have no payroll to report for a particular quarter, an electronic telephone reporting system has been established. The new systems eliminate frequent customer frustration with the traditional paper process. The electronic options contain built-in error messages so the employer cannot make an inadvertent mistake. Since the reports are more accurate, staff save time calling employers or sending reports back to be corrected. The electronic systems automatically guide new employers through the reporting requirements so they are less likely to miss something. Payroll reporting is easier for customers with improved accuracy and processing time for Oregon Employment Department staff. The Compass Award judges found the results to be impressive and particularly liked the flexibility to the approach, which gives customers a choice of filing options. Project Basis Oregon has combined payroll reporting, meaning that an employer files one report that covers Unemployment Insurance, Withholding, Worker's Compensation, and two local transit taxes. In the past, all employers were squeezed into the same "box." All had to file reports on paper forms using special typewriter fonts, because an optical character reader, requiring special ink, read the forms. The tolerances of the optical character reader are measured in 1/32 of an inch, so many employer reports were rejected and had to be keyed by hand because employers often put data outside the readable fields or used the wrong font. The Wage Detail report allows only twenty employees per page, so larger employers had to either order many additional pages or file the wage portion of the report using their own computer. Unfortunately they still had to file withholding and other tax reports on paper. Operations The Department began with the PC-based software reporting application, since the PC is a very common employer tool. Customers indicated via survey that Windows is the most common operating environment. A prototype program was built using Visual Basic and an Access database, and then tested by agency partners and a group of volunteer customers. Based on customer feedback, enhancements include an automated e-mail button that pre-addresses the e-mail for customers and automatically attaches the report file. By 2001, both the web-based reporting and telephone "no payroll" reporting were developed. By using a touch-tone telephone, any employer can file a "no payroll report" 24 hours a day, seven days a week. The web-based reporting application is aimed at those employers who had few employees since the application does not track employees from one quarter to the next, as the PC application does. This option also works for employers using an operating system other than Windows. Any employer with access to the Internet can file the combined quarterly payroll report just by clicking on a single button to submit it. The PC and web-based electronic filing methods calculate the various taxes due, and combine those into a single sum due. The PC application allows large employers to use data from a separate payroll software product, giving them the capability to import all of their reporting data, including wages, withholding, workers' compensation hours, and any transit tax liability. Both allow employers to make copies of the reports for their own files. Results After four years of development, implementation, and marketing, the Oregon Employment Department has over 20 percent of its employers reporting electronically through the PC program. Over two years, usage has doubled: from 10,000 combined quarterly payroll reports in the first quarter of 1988 to over 20,000 reports filed per quarter in 2000. The telephone "no payroll" reporting option generated 2,300 reports in its first quarter of usage necessitating additional telephone lines to meet demand. Still in its infancy, customers filed 200 web-based reports during the first two weeks of operation. Contact Information Tom Fuller, Communications Manager, Oregon Employment Department, 875 Union Street NE, Salem, OR 97311, (503) 947-1301, Fax: (503) 947-1304, E-mail: thomas.e.fuller@state.or.us Go to top Pyramid Prize Winner - Wisconsin for Racine County Workforce Development Center Description Referred to by the judges as "truly impressive," Washington's Racine County Workforce Development Center re-invented employment services by integrating staff and resources to create a seamless and single employment and training system that provides customer focus and universal access and meets all funding source needs. The co-funded and co-staffed services include: Employment Resource Area: Contains touch screen computers with job listings, resume templates, printers, fax, copiers, telephones, and other resources. Career Development Area: Provides individual career counseling, computerized career assessment and exploration tools, and self assessment through specialized employer specific testing. Career Discovery Center: The "youth area" of the center, which provides educational and career planning as part of the regular school day, walk-in activities during non-school hours, and YOUTHNET. a website for teens to find employment and volunteer opportunities. Academic Improvement Area: Provides basic skills instruction through a computerized self-paced instructional curriculum, tutoring in apprenticeship testing, SAT and ACT test preparation, and many technical courses. Workforce Development Instruction: A variety of job search workshops are conducted daily. Plus, a local technical college offers "credit" courses in topics related to upgrading the skills of the workforce. As a result of extensive employer input, employers receive employee recruitment assistance, applicant/employee assessment, information/resources, labor market data, resources for business closing/downsizing, business planning, new employee training subsidies, employee training, business financing, and SBDC services. Project Basis Historically, the focus for the various organizations receiving employment and training funding was on their specific program operations, rather than on ease of access to service. In addition, due to the eligibility criteria for specific programs, many low-income individuals were enrolled in multiple programs requiring multiple appointments with minimal additional benefits. In the employer community, the complexity was maddening. to the point that unless they were required to list job openings, businesses steered clear of publicly funded employment programs. The planners of the Racine County Workforce Development Center recognized that neither job seekers nor employers can be effectively served without providing equally effective services to the other. To help maintain this focus, each planning meeting for the development of the center began with input from employers and interested residents. Operations The County spent $14.5 million renovating an old, vacant manufacturing warehouse within the city of Racine. To avoid confusion for customers, there is one entity, the Workforce Development Center, with no other organizations or programs identified. In addition to self-service and group activities, individuals in need of intensive assistance access this through Specialized Service Teams. To address employers' concerns, the Chamber of Commerce (RAMAC) and the Economic Development Corporation were recruited as partners to staff the Employer Services functional team. While these Employer Account Representatives are identified as Workforce Development Center staff, they are employed by outside organizations that enjoy excellent professional credibility within the employer community. Each of the 4,000 employers in the county is assigned a WDC Account Representative. Results Over 1,000 individuals each week are provided a variety of services at the center, and over 8,000 per week access job orders via Internet access. A recent survey indicated that 91 percent of job-seeking customers rated their experience at the center as positive. During 2000, over 9,600 job orders were listed. Over 120 employers utilized the WDC to conduct interviews, and over 600 employers attended the 18 different employer seminars. Currently 78 employers utilize the WDC as their only means of obtaining applicants for positions within their company. A recent employer survey indicated that 88 percent of employers were aware of the WDC, 56 percent had utilized the services, and 92 percent of these employers were very satisfied with the services received. Contact Information Brian Solomon, Customer Services Section Chief, Wisconsin Department of Workforce Development, 201 East Washington Ave, Rm. G200, Madison, WI, 53702, (608) 267-7514, Fax: (608) 267-0330, E-mail: solombr@dwd.state.wi.us Go to top Building a World Class Workforce Winner - Washington for Building a Better Workforce Through Integrated Communications Description Washington's Employment Security Department realized that to reengineer both its business and culture and to become a true learning organization, it needed to better manage internal communications. Over a period of several years, the department pioneered an integrated communications approach to give users greater control over the information they receive and better ways to interact with others. By linking e-mail, a daily electronic newsletter, an agency Intranet and the wider world of the Internet, the department has vastly improved its internal communications, empowering staff and making it much easier for the organization to change. Project Basis The department initially identified a paradox of too much and too little information. There was a plethora of information, yet many employees did not seem to get the needed information to do their job. Communicating to management was like trying to blow upward on a feather, while decisions from on high fell like a lead ball. The department verified the problem using employee surveys then set out to improve and measure communications by providing electronic desktop access for each employee and building a system of electronic products and linkage. Operations Washington's communications system includes: Electronic Daily Newsletter: The ESD Morning News is a single page electronic newsletter with four, one-paragraph news stories distributed daily to all staff via e-mail and available on the department's Intranet. Launched initially to provide concise, timely news bites, it now provides hyperlinks to more in-depth and longer articles and a means for staff to quickly contact appropriate staff and managers via e-mail. (A subscription service is currently being implemented to keep staff from being inundated by e-mail.) All articles are archived and easily searched by key words to serve as a business research tool for staff. Intranet Website: InsideESD allows staff to search for employee telephone numbers and e-mail addresses, receive and send department business forms, and order supplies. Staff can obtain information on training, unemployment insurance policies and laws, job openings and communication materials. They can easily obtain required forms and information on travel, time reporting, and personnel changes. Electronic Forum: The ESD Town Hall, accessible from the Intranet, provides a forum for staff discussion of department issues through open discussion and a question-of-the-week. Each week, 1,000 users post and view responses to the question-of-the-week. Recent subjects include the state employees strike, excessive smoke breaks by staff, and the concept of a four-day week to save energy. The site provides staff with a forum to discuss sometimes controversial workplace issues and gives managers insight into what staff are really thinking. Video Newsletter: The In-Focus monthly video newsletter is approximately 15 minutes long with opening news briefs and three to four in-depth segments. It adds a human dimension to department communication and allows staff to see projects and people in locations throughout the state. Initially available on videotape, the department is currently implementing video stream technology so staff can conveniently view the video from their desktop. Results In a staff survey, more than 60 percent gave the Intranet (InsideESD) and the Morning News the highest satisfaction ratings with overall satisfaction at nearly 100 percent. Staff listed the electronic newsletter as the most significant source of information about the agency, easily beating out supervisors, staff meetings and the rumor mill (the latter by a 2-1 margin). Ninety-four percent of staff said they read the Morning News on a near-daily basis and nearly half visited the Intranet that often. During the 12 months that followed the survey, monthly user sessions on the Intranet have doubled from 20,000 to 40,000. That reflects an average of nearly twice per working day for each employee. Contact Information Michael P. Wilson, Communications Director, Washington Employment Security Department, PO Box 9046, Olympia, WA 98507-9046, (360) 902-9317, Fax: (360) 902-9315, E-mail: mwilson@esd.wa.gov Go to top Building a World Class Workforce Winner - Wisconsin for Resource Room Career Development Training Description All 79 Wisconsin Job Centers have two things in common: a resource area and the need to provide high quality career information to job seekers and customers. To meet these needs, the Wisconsin Department of Workforce Development's Division of Workforce Solutions (DWD/DWS) identified competencies for paraprofessional-level career development and resource room providers. These competencies were used to develop and implement a training curriculum for staff. The training helped prepare staff working in Job Centers and Resource Rooms to better serve customers. The judges were impressed by a curriculum that was both customer and career focused and by the 400 staff who have improved their skills and become even more interested in career development. Project Basis Surveys identified a lack of staff expertise and training in career development, assessment, and resource room materials. With more and more customers coming into centers asking for a wider variety of services, staff preparation on these subject areas was paramount to effective customer service. At the same time, the National Occupational Information Coordinating Council (NOICC) was developing their Career Development Facilitator (CDF) training curriculum. However, it proved nearly impossible to allow staff to take the 120-hour training program while providing continuous service to customers. In a unique collaboration, the University of Wisconsin - Madison's Center on Education and Work (CEW) and the DWD's Division of Workforce Solutions worked to condense the most critical pieces of this training into a three-day course, which is offered to all local employment and training partners. Operations The training was developed based on survey data. Because of the nature of the course content and its interactive environment, class size is limited to 40 individuals. The curriculum covers: Resource Center Basics: An introduction to career centers; technologies and skills needed for a resource center; creative resource acquisition techniques; and interactive group exercises on resource room needs. Career Development: Definitions; models; structural and developmental theories; and adult development issues. Ethical/Legal Issues: ADA, EEO, DWD, and ethics. Applied Helping Skills: Basic helping; reflection of content and feeling; non-verbal attending and observation skills; empowerment; and self-esteem. Career and Labor Market Information (presentation by a regional labor market analyst): What LMI is; how to use LMI; labor force issues; occupational issues; O*Net; trends and wages; and using the LMI website. Assessment / Appraisal in Action: The whole person; overview of, selecting, and using assessment instruments; major issues; and standardized testing procedure. Assisting Clients in the Career Decision-Making Process: Goal setting; decision-making cycles; risk taking; action planning; and portfolios. Working with Hard-to-Place and Diverse Populations: Multicultural issues and awareness; disability issues; specific populations; and working with persons with criminal pasts. Training is announced electronically (via the DWD Homepage) along with e-mail and direct mailings to all Job Centers and partner agencies. Training is provided at no cost to the centers or attendees and is paid for out of a department new initiatives budget. Results Over the past two years, 10 three-day training sessions have trained over 400 workers. Trainees have indicated that this has been among the best training they have attended, and both staff and management indicate that workers are better prepared to serve customers. Contact Information Brian Solomon, Customer Services Section Chief, Wisconsin Department of Workforce Development, 201 East Washington Ave, Rm. G200, Madison, WI, 53702, (608) 267-7514, Fax: (608) 267-0330, E-mail: solombr@dwd.state.wi.us Go to top Architect of Change Honorable Mention - New Mexico for Bridge to Employment Description New Mexico's Bridge to Employment was initiated by the Los Alamos National Laboratory (LANL) to assist welfare recipients with work experience, job search, and short-term training needs. The program provides opportunities for welfare recipients in Northern New Mexico and facilitates their transition off welfare by helping them to develop knowledge, skills, and abilities that will enable them to obtain and retain jobs. During a six-month training program, participants received on-the-job training in basic entry-level positions, work readiness training, basic education, and occupation specific training. Participants also received re-employment assistance through job leads and job search guidance. Judges thought the almost 100 percent success rate was very impressive. Los Alamos National Laboratory's "Bridge to Employment" staff have prepared a guide for businesses, agencies, corporations, and national laboratories that wish to implement a successful Welfare-to-Work program. Project Basis After analyzing their organization, LANL management recognized the need for workforce-building programs specifically designed for company needs and went to employees for suggestions. The need to give back to the community was the driving force behind the effort. It is important that the permanent workforce welcomes the welfare participants and accepts them as part of the team. An introduction to the new job should include the assignment of a work site supervisor to mentor the new trainee, an orientation to the work site, clearly communicated expectations, and the tools to do the job. It is essential that a full-time staff program coordinator and work site supervisors are available to help the participants make their dreams become reality. The Welfare-to-Work program should provide strong support to the participant trainees and the work site supervisors. Personal issues that may impede the continuation of training include domestic abuse, childcare issues, and transportation problems. Participants may require strong support during the transition process, which may take years after they have graduated from the program. An ongoing evaluation of the program is necessary in order to gauge its success and identify changes to meet the needs of participants. Feedback has been obtained through observation, one-on-one and group oral discussions with participants and supervisors, progress reports, counseling sessions, test results, and written questionnaires. Operations Key employer benefits identified by LANL are as follows: Participation signals a corporate willingness to strengthen American families and communities. The program provides higher retention, lower turnover, and trained ready-to-work employees with measurable skills. It gives employers an opportunity to learn more about the applicants than other job seekers who are not screened by an outside organization. Positive bottom-line results are achieved by hiring motivated, hard-working new employees. The program provides a framework for partnering with the private sector to hire trainees. It leads to increased diversity in the workplace. The program results in increased productivity of existing employees and boosts internal morale. By shrinking community dependence on public assistance, social costs are reduced and the local economy is improved. In the Bridge program, participants spend approximately 20 percent of their time in classrooms and 80 percent in on-the-job training. Course work includes computer software, life skills, basic skills, general employment, safety and security awareness, and job-specific training. Results Fifty-six participants have completed the program. All have entered employment and retained jobs with an average wage of $10.00 per hour. Contact Information Gayle Lewis, Public Information Officer, New Mexico Department of Labor, 401 Broadway NE, Albuquerque, NM 87102, (505) 841-8450, Fax: (505) 841-8491, E-mail: grlewis@state.nm.us Go to top Pyramid Prize Honorable Mention - Washington for Columbia Gorge Alternative High School Description To combat high school dropout rates in their local community, WorkSource Columbia Gorge, one of Washington's one-stop systems, implemented a successful alternative high school model and integrated it into its employment and training strategy. Educational programs are supplemented with a full array of career development opportunities offered through the one-stop system. Located in three WorkSource centers, programs are designed to provide at-risk students the opportunity to continue their education in a non-traditional school setting while meeting graduation requirements. In addition to academics, students are introduced to employment and career possibilities. As students complete credits and work toward diplomas or GED certificates, application to the real world becomes evident. The judges were most impressed with the effort and accomplishments of this innovative program. Project Basis Originating in 1992, the Columbia Gorge Individualized Learning Resources Network (ILRN) program seeks to reduce local dropout rates, which were as high as 30 percent. The intent was to offer an alternative to traditional instruction and strengthen important links to employment and training services. Operations ILRN is a contractual agreement between WorkSource Columbia Gorge and the Goldendale, White Salmon, Lyle, and Stevenson school districts. ILRN provides off-campus alternative high school (grades 9-12) for youth who have either dropped out of school or are at risk of dropping out. The program is conducted at WorkSource Centers in three rural locations. Flexible schedules and individualized instruction improve attendance rates for pregnant or parenting youth, home-schooled students, dropouts, working youth, and students with past disciplinary problems. Special Education referrals are also common. Approximately 55 percent of the alternative high school students also attend local high schools for at least one class per day. The alternative schools are not an easy out; the self-paced environment allows highly motivated students to excel while requiring competency-based learning. When a student enters the program, he or she is immediately assessed in core areas in order to identify specific needs. Learning and management software called PLATO is used to supplement the curriculum, which is designed by experienced instructors and approved by the school districts. Standardized tests are used to mark student progress. Computer-assisted learning is the primary instructional method. Each of the three centers has a computer lab with state-of-the-art software. ILRN maintains student interest by providing small classes, individualized curriculum, computer-assisted instruction, and personal tutoring. ILRN teachers work closely with students to increase competency in the areas of oral and written communication problem-solving skills, self-management capacity, and a cooperative working style, skills identified by the business world as crucial to career success. While specific offerings vary from site to site, the overall emphasis in each center relates to employment and training. Links to employment are readily available for all students through the one-stop system. Computer resources include Washington's Internet-based job-matching system, skill assessments, and labor market information. Experienced staff train job seekers in the most efficient and current methods of seeking work. Results Enrollment has grown from approximately 80 students at the three sites in 1994 to 216 during the 2000-01 school year, demonstrating the confidence that the school system has in the program. The excessive dropout rate of 30 percent when the programs began has been reduced to single digits. While cause and effect cannot be attributed solely to the alternative school programs, school district superintendents cite the alternative high schools as a determining factor. A significant number of ILRN students have taken advantage of one-stop activities. During the 2000-01 school year, 95 have received Career Development Training, attended local community college classes at WorkSource, or entered Workforce Investment Act Training. Approximately 90 have either retained or obtained employment. Contact Information Thomas G. Kennedy, WorkSource Administrator, Washington Employment Security Department, WorkSource Columbia Gorge, PO Box 2169, White Salmon, WA 98672, (509) 493-5001, Fax: (509) 493-5000, E-mail: tkennedy@esd.wa.gov Go to top 2001 Nominations by Category NOMINATIONS FOR THE COMPASS AWARD California for Taxpayer Service Centers Three major agencies administer California's major tax programs. Traditionally, these agencies each have had individual public service facilities strategically placed throughout the state to serve the local taxpayer. In a given locale, offices may be a few miles apart. In a few instances, one or more agencies were located in the same building but in separate distinct parts of the building. Depending on the nature of the services and products offered, business owners and their representatives may have been required to interact with all three of the major tax agencies to meet their tax reporting and payment obligations. Such interaction meant having to travel from one office to another, sometimes through traffic congestion. Sometimes the agencies needed to communicate with one another about a taxpayer's issue. This meant telephone calls, e-mail and sometimes traditional mail to resolve the issue, which in turn meant a slower response for the taxpayer. In 1995 the agencies sought the opportunity to come together under one roof to provide easier access for customers and to more efficiently utilize space. These Taxpayer Service Centers (TSCs) have a common lobby with open counters for each agency in the lobby, similar in concept to a food court in a major shopping mall. This arrangement makes it easier for taxpayers to accomplish their business with the tax agencies without having to travel from location to location for different taxes. It also facilitates easier interaction between the tax agencies when a taxpayer has a problem common to more than one agency. Additionally, the previously separately maintained spaces for restrooms, lunch/break rooms and conference/training rooms are now reduced to commonly shared space in the TSC facilities. The continuing cost to each agency is approximately the same as it would have been had individual location leases been signed. Customers have unanimously reported that the TSC is a great improvement over the previous separate locations of the tax agencies. For more information, contact Bob Affleck, Deputy Director, Tax Branch, California Employment Development Department, 722 Capitol Mall, MIC 90, Sacramento, CA 95824, (916) 653-3158, Fax: (916) 653-5760, E-mail: BAffleck@edd.ca.gov. Go to top Connecticut for Job and Career ConneCTion The Connecticut Job & Career ConneCTion (JCC), a product of the Department of Labor's Office of Research, is making it easier for job seekers, students, and others to make informed job and career decisions by putting a host of occupation-oriented information at their fingertips. Located on the Agency's home page or at www.ctjobandcareer.org, the Connecticut Job & Career ConneCTion is the most comprehensive source of local information on jobs and careers available in Connecticut. It is also a valuable resource for teachers, counselors, and job developers. The Connecticut Job & Career ConneCTion's uniqueness lies in its seamless integration of occupation and career information obtained from the Office of Research's surveys of Connecticut businesses and other relevant sources. Users can also view career videos that show real life working conditions for more than 200 occupations. The Connecticut Education & Training Inventory provides users with the most extensive information on the variety of education and training offerings in the state. The ConneCTion accesses the department's Job Bank Unit to provide information on more than 25,000 jobs in Connecticut. Users can also search an extensive listing of over 140,000 potential employers in Connecticut, including contact information and a link to a detailed map showing the employer's location. The Job Seeker Resources section provides the tools needed to communicate with potential employers. Guidance in resume and cover letter writing, preparing for an interview, salary negotiation, and the art of networking are offered. Users can search for local services, including childcare, transportation, health care, and housing information and can display the location of the service on a map to show its proximity to the user's home or workplace. The Connecticut Job & Career ConneCTion also includes articles on relevant topics and links to other valuable sites on the Internet. The design of the Connecticut Job & Career ConneCTion was based on extensive input from educators, career developers, students, and job seekers. The system is being utilized extensively in public libraries, local One-Stop centers, and Workforce Development Boards. In its first full month live on the Web, it recorded more than 12,000 visitor sessions by over 3,200 unique visitors. For more information, contact Roger Therrien, Director of Research, Connecticut Department of Labor, Office of Research, 200 Folly Brook Boulevard, Wethersfield, CT 06109, 860-263-6255, Fax: 860-263-6263, E-mail: roger.therrien@po.state.ct.us. Go to top Delaware for Virtual Career Network Delaware's Virtual Career Network (VCNet) is a comprehensive and fully integrated Delaware-specific one-stop delivery network that uses the latest client-server and Internet technologies for service integration. Using a citizen-centric approach to service quality, the system provides job seekers with automated self-intake and automated self-assessment, thus allowing them to control this function. VCNet increases access to information for customers via VCNet Internet. Access to America's Job Bank, OOLMI Consumer Reports, Department of Labor services and resources are seamless for the consumer. VCNet improves efficiencies for Customer Relation Management using multiple concurrent eligibility determination and automated provision of funds that are available to qualified clients. Its automated Case Management Workflow assigns worker responsibility and provides consistent service delivery. It prevents clients from "falling between the cracks." VCNet empowers the worker to be a facilitator and coordinator of all services required to meet the needs of diverse job seekers who require a continuum of services to ensure success. VCNet's Time Saving Automation requires that clients complete one application, one time only, for entry into the DOL service delivery systems thus eliminating redundant collection of information. DOL staff no longer need to spend their time collecting information for each of the training programs, assigning eligibility determinations to another worker, or limiting their capacity to serve the client based upon their inability to view the whole spectrum of available DOL training programs. Case managers are able to facilitate placement in the most appropriate training program. For more information, contact Robert J. Clarkin, Employment and Training Administrator, Delaware Department of Labor, Division of Employment and Training, 4425 North Market Street, Wilmington, DE 19802, (302) 761-8117, Fax: (302) 761-6617, E-mail: RClarkin@state.de.us. Go to top District of Columbia for WtW and WOTC Tax Credit Programs In April 2001, the DC Department of Employment Services (DOES) spearheaded an e-mail promotional campaign to increase private-sector awareness of the WtW and WOTC programs. The agency developed an electronic message and e-mailed it first to hundreds of area employers and then sent it to thousands. At the click of a computer mouse, DOES increased its ability to reach more businesses in less time while reducing costly mailings and reliance on customers to make walk-in visits to the office. Employers can simply read the 35-second "motionmail" message, download two federal tax credit tax forms, and forward the completed forms to the Internal Revenue Service when they hire a new employee. "Motionmail" can reach an unlimited number of people more effectively, efficiently, and in less time. It increases opportunities to get target groups hired, while also benefiting the employer by simplifying the process to fill out and submit forms. In the past, employer customers expressed that they were not aware of these programs, thus did not take advantage of its benefits. Staff were frustrated that they could not reach employers with the information, since they relied on face-to-face contact with walk-ins into the office. A team of internal and external customers determined that the primary target audiences to receive the Employer Tax Credit e-mail were chief executive officers (CEOs), chief financial officers, chief operating officers, and human resources executives. The secondary audience included internal and external accounting and office personnel in area companies. The agency used a multi-media contractor to develop and implement the "motionmail" e-mail message. A targeted e-mail list with 161 names was sent with a simple cover letter from Mayor Anthony A. Williams and logo-icon eCard attachment not to exceed 500K. For the first four weeks of operation, 62 percent or 95 people who were sent the message viewed the DOES "motionmail." Of this group, 33 percent or 31 viewers took action. Twenty-eight unique visitors downloaded Form 8850, 10 unique visitors downloaded form 9061, and 24 visitors forwarded the message to other colleagues. For more information, contact Gregory P. Irish, Director, DC Department of Employment Services, 77 P Street, N.E., Room 3007, Washington, DC 20002, (202) 671-9000, Fax: (202) 673-6976, E-mail: gregory.irish@dc.gov. Go to top Kentucky for Local Website Design In Kentucky, it was recognized that a single state website was inadequate. The local website project was undertaken to provide local information to customers free of the confines of time and space imposed currently by office locations and hours of operation. The project was developed within the existing budget of the Department for Employment Services by a group of local office staff with little formal computer training. It has been refined and enhanced through feedback and input from a wide array of customers, both internal and external. It can be easily replicated and maintained by local office staff, thus assuring that the focus remains at the local level and that there is local flexibility. All Workforce Investment Act partners can be accessed through the sites, thus making each a "Virtual One-Stop Center." Each local website provides easy access to Employment Services agencies, organizations and service providers to free customers from the need to conduct exhaustive searches elsewhere. While the dissemination of information is the primary service provided, there are many self-service components available to job seekers and employers. For example, employers can post their job openings online, sign up for seminars, or print mandatory state and federal posters. Job seekers can assess their skills and abilities, polish their resumes and submit them to state and national talent banks. A sample website can be viewed at www.louisville.desky.org. Extensive research has gone into identifying and providing links to all local agencies, community-based organizations, education providers, media outlets, childcare providers, transportation providers, and others. Efforts to ensure accessibility have been extensive, including test runs using the JAWS screen reader program, and work towards getting "Bobby approved." The website and all internal links are translated into nine common world languages to increase accessibility to those with limited or no English. One interesting feature is the "Virtual Workshop Center" which provides on-line workshops, an interest and ability assessment and the opportunity to do skills tests in spelling, math and grammar. Through June 2001, the sites have received 18,758 "unique" (first time) visits and 25,169 total visits, demonstrating that there are a considerable number of repeat customers. For more information, contact Pam Keibler, Assistant Field Office Manager, Kentucky Department for Employment Services, 600 West Cedar Street, Louisville, KY 40204, (502) 595-4617, Fax: (502) 595-4623, E-mail: Pam.Keibler@mail.state.ky.us. Go to top Michigan for One-Stop Management Information System Designed to assist One-Stop partners in providing seamless service delivery, the Michigan One-Stop Management Information System (OSMIS) is a centralized database that facilitates the collection and sharing of participant information among the state's 25 workforce investment board (WIB) areas. The system provides WIB staff with direct access to a record of customers' past and present participation in Wagner Peyser, Workforce Investment Act (WIA) Title I, Adult Education, Trade Adjustment Assistance/North American Free Trade Agreement (TAA/NAFTA), and Welfare-related programs. The Internet-based OSMIS allows WIB staff to coordinate and manage services provided to customers across program areas and to collaboratively establish and maintain individuals' employment plans and service strategies. The sharing of participant records across programs alleviates the burden of duplicate data entry, streamlining the registration and case management processes. In addition, supportive data collected by the system help the WIBs meet planning and performance requirements. The system is Internet based and is available to staff via password access from any computer with on-line capabilities. Firewalls, access rights, and login procedures ensure the security of data collected and maintained on the system. Currently 8,100 staff have access to the OSMIS to varying degrees. Employers can also register to gain access to job seekers. The OSMIS is integrated with the State's welfare department (Michigan Family Independence Agency) and the agency responsible for enforcing child support judgments (Friend of the Court). As a result, cash and non-cash recipients and non-custodial parents are now electronically referred to one-stop service centers directly through the OSMIS. Also unique to the OSMIS is the inclusion of its self-service component, an on-line resume system and job bank (Michigan Talent Bank). Both are Internet services directly available to job seekers and employers 24 hours a day. The Talent Bank is also directly linked to the staff-assisted functions of the system for added convenience. Over 700,000 participant records have been entered into the system. The on-line referral process has significantly reduced the need for paper, and as a result 200,000 hard copy referral and activity forms have been eliminated from use. To date 416,115 resumes exist on the system for review by more than 34,000 active employers with registered access to OSMIS. There are currently more than 26,000 jobs available. For more information, contact Tom Kirksey, Director, Workforce Training Division, Michigan Department of Career Development, 201 N. Washington Square, 5th Floor, Lansing, MI 48913, (517) 335-5878, Fax: (517) 373-7794, E-mail: kirkseyt@state.mi.us. Go to top Minnesota for Mobile Career Development Van The State of Minnesota has taken the lead in a Mobile Career Development Van Project under a U.S. Department of Labor grant that will provide access to services for populations traditionally cut off from these services: inner-city youth, rural populations, Native American reservations, and others not likely to access One-Stop services. Services are delivered via a large semi-trailer truck with an expandable interior, capable of initially supporting up to 12 workstations, with plans for the next van to contain 24 workstations. The workstations contain the latest in personal computer software, are fully networked, have Internet access powered by a satellite dish, and are capable of transmitting and receiving signals of at least DSL or fractional T-1 speeds. The van is totally self-contained and very flexible because it can be set up practically overnight in a rural area, an inner city school parking lot, or wherever workforce services are needed. The concept for this project came about as the result of a number of meetings held between the State of Minnesota, Department of Economic Security and the U.S. Department of Labor. The original idea was for the development of a mobile platform which would provide normal workforce development services, including access to publicly operated Internet tools, (e.g., America's Job Bank) and privately operated sites, (e.g., Monster Board) to assist dislocated workers and others in finding jobs, writing and posting resumes, and conducting active job placement activities. Based on needs identified by customers, this vehicle can alternately be used as a classroom, a WorkForce Center, a disaster command center, or a temporary office, all without any major modification or change. As a mobile computer-training center, it affords those without access to basic computer and job search services the opportunity to utilize these services. This very exciting and innovative concept shows limitless possibilities to serve customers in retraining, finding and retaining jobs, career development, small business formation, and successful futures for many persons previously not able to be served. For more information, contact Al St. Martin, Deputy Commissioner, Minnesota Department of Economic Security, 390 North Robert Street, Saint Paul, MN 55101, (651) 297-4566, Fax: (651) 296-0994, E-mail: stmartin@ngwmail.des.state.mn.us. Go to top Montana for MISTICS (Integrated system) The Montana Department of Labor and Industry took an aging Benefits system, analyzed its business-processing needs, conducted cost studies, and made the decision to design a new UI benefits system. MISTICS (Montana Integrated System for Improved Customer Service) links claims taking and processing, imaging, workflow, and web-based reporting and fully integrates other Montana workforce systems. Trade Readjustment Act (TRA), Disaster Unemployment Assistance (DUA), Combined Wage Claim (CWC), and Extended Benefits (EB) claims processing all transition seamlessly. MISTICS provides on-line claims processing and queries. It increases access to claimant and employer information, which improves productivity, saves time and money, and increases Montana's ability to serve claimants and employers faster. One great feature is the imaging option. All incoming and outgoing documents are bar-coded for easy classification. Claims processors can simultaneously pull up a document from different computer workstations, allowing users to work together to complete a process faster. This eliminates the need for "dummy" or duplicate paper files between units and telephone call centers. A claims processor can search for and view all incoming and outgoing documents from their desktop. Customers no longer have to wait for a call back while someone looks for a paper file. When decisions are made or documents are either sent or arrive, work objects are electronically sent to a worker alerting them of tasks to complete claims processing. Rules imbedded in the bar code direct document routing when they arrive and are scanned back into the imaging system. The central part of the system is an Oracle-based client/server operating system and web-based reporting. MISTICS is programmed with future enhancements in mind. Electronic Fund Transfer and Internet claims taking are at the top of the list. The integration of MISTICS imaging, workflow, web-based reporting, and outside agency interfaces has changed the way the Montana Unemployment Insurance Division provides service to claimants and employers. The UI Division will realize approximately $26,000 in savings per year with the switch to imaging. For more information, contact Joanne Loughney-Finstad, Chief of Program Support Services, Montana Department of Labor and Industry, Unemployment Insurance Division, 1327 Lockey, Helena, MT 59604, (406) 444-2747, Fax: (406) 444-9038, E-mail: jloughney@state.mt.us. Go to top Nebraska for UIConnect UIConnect is Nebraska's newest service for unemployment insurance tax reporting. It is an Internet application that allows employers to register for a new unemployment insurance account, file quarterly unemployment insurance reports and maintain important account information. It is available at www.uiconnect.state.ne.us. Electronic registration allows a new employer to complete the application form and submit it online. A return e-mail is automatically sent to the employer confirming that the application was received. The application is reviewed and processed manually and the employer is informed of the results. The program has built-in edits that improve the likelihood that all necessary information will be included. Electronic tax and wage reporting via the Internet is UIConnect's premier service. Employers use a password to login and file any tax report or wage report for any quarter. current or delinquent. The employer enters each employee's social security number, name and quarterly wages. The reports are automatically completed. including calculating excess wages, tax due, interest and penalties due. and submitted electronically. In subsequent quarters, employee social security numbers and names can be pre-loaded so that the employer only has to enter quarterly wages. The reports are transmitted in an encrypted state, and data is maintained securely. Employers can verify basic account information such as name, address, contact person, and telephone number. If these are current, the user can make adjustments and submit the changes electronically. They will very soon be able to review and make corrections to reports previously filed. Customer involvement was extensive during development and testing, and uncovered data that conflicted with assumptions. Before embarking on this project, staff expected that a means for electronic payment would be just as important to employers as electronic reporting. They also discovered that payment was less important to employers than expected. Based on these factors, they decided to meet the reporting need first and bring along additional options as they could be developed. Forty percent of the 210-member pilot employer group filed electronically and 97 percent are planning to use it again. Of the non-users, 80 percent indicated that they are likely to use this method in the future. For more information, contact Gary Zook, Unemployment Insurance Tax Administrator, Nebraska Workforce Development, 550 South 16th Street, Lincoln, NE 68528, (402) 471-9839, Fax: (402) 471-9994, E-mail: gzook@dol.state.ne.us. Go to top Pennsylvania for Initial Internet Claims Pennsylvania Department of Labor customers may file initial applications for unemployment compensation (UC) benefits over the Internet in two ways: via a downloadable form that may be mailed or faxed to the appropriate UC Service Center or directly on-line to the Department mainframe without staff re-keying information. Customers with access to an Internet-connected computer who choose these options may file for UC benefits 24 hours a day, seven days a week. Applications are also submitted over the telephone at six UC Service Centers and, until the statewide conversion to UC Service Centers is complete, in person at Job Centers. The Department launched these new Internet applications earlier this year in response to seasonally high workloads and telephone technology breakdowns. Utilizing the Benefit Accuracy Measurement Unit's quarterly survey, the Department found that 40 percent of Pennsylvania's UC claimants have computers connected to the Internet and that 20 percent would be interested in filing for benefits over the Internet. Unlike most other states' Internet systems, Pennsylvania's does not require staff to re-enter data into a mainframe application. To ensure confidentiality of the information, customer-entered UC data is transferred via SSL (Secure Sockets Layer) technology to a secure server and then to a servicer outside of the agency firewall. The data is then pulled to a server inside the firewall and transferred to the agency mainframe where, after inspection by UC staff, it is processed directly into the existing legacy mainframe system. Currently 16 percent of all UC claims are filed through the Internet, ahead of the initial projection of five percent for the first year. Through the first half of this year, over 27,000 Internet interactive applications have been filed, freeing up 10 minutes per claim or over 4,500 staff hours to devote to other customer concerns. For more information, contact Pete Cope, Director, Pennsylvania Department of Labor and Industry, Labor and Industry Building, 7th and Forester Streets, Harrisburg, PA 17121, (717) 787-3537, Fax: (717) 772-0344, E-mail: pcope@state.pa.us. Go to top Texas for SOCRATES Regional Planning Software The Texas Workforce Commission's SOCRATES system was designed to help local program planners understand the dynamics of their regional labor markets, which industries and occupations dominate, where growth is occurring, and what kinds of skills might be needed to fill those jobs. Located at socrates.cdr.state.tx.us, SOCRATES is an Internet-based regional labor market planning software product that provides the organized process, analytical tools, and detailed labor market data necessary to draft a labor market plan or determine and document educational program needs. Staff in the Career Development Resources department blended the FOXPRO database engine with ASP web pages to create an Internet tool that is based on a "shopping cart" approach to selecting and documents the selection criterion for targeted industries and occupations. The FOXPRO engine incorporated the ALMIS database files and other CDR-customized files to build a detailed data foundation. Among various features is an interactive shift-share module, an industry evaluation model, an interactive industry-occupation matrix, an employer contact inquiry feature and a detailed occupational profile built around the new O*NET database. SOCRATES provides a logical approach to analyzing a regional economy, assigning priorities, and determining areas where limited public education and workforce development resources might be most effectively invested. The final customized regional narrative report generated by working through the SOCRATES process not only includes lists of target industries and occupations but also provides detailed documentation and justification of each step of the targeting process. The software planning tool, which went live on the Internet late last year, produces output reports directly tied to crafting a Board strategic plan. demonstrating a high degree of integration between the labor market information community and workforce program staff. In addition, the Texas Higher Education Coordinating Board funded fifteen full-day, in-service workshops to acquaint the occupational deans and directors of the community and technical colleges with SOCRATES. linking the LWDB planning process with program approvals in higher education. The package allows users to perform multiple labor market data analysis, formerly reserved for more sophisticated economists, using simple 1-2-3 cookbook steps. CDR opened the tool to all parties. employers, educators, students and jobseekers. by creatively using "cookies" that allow users to store their selections on their computer and easily return to where they left off. For more information, contact Richard Froeschle, Director, Career Development Resources, Texas Workforce Commission - Career Development Resources Department, 9001 North IH-35, Ste. 103B, Austin, TX 78753, (512) 491-4941, Fax: (512) 491-4966, E-mail: richard.froeschle@cdr.state.tx.us. Go to top Utah for Implementation of National Pilot Site for Social Security Administration Historically, states have verified social security numbers and identified all deductible social security entitlements by using a labor-intensive and time-consuming process resulting in benefit delays to customers. In April 2001, Utah began using a new tool for verifying client social security numbers, a Social Security On-line Query (SOLQ) system. Originally designed as a method for identifying inaccurate social security numbers, Utah. s SOLQ system also provides valuable information and enables workers to quickly resolve social security issues that have historically resulted in improper benefit payments being issued. DWS Unemployment Insurance and Public Assistance Programs shared the work and costs of developing a common SSA connection that would provide each legacy system the specialized information needed to quickly provide services. Using a secure link into a Social Security Administration database, Public Assistance and Unemployment Insurance employees can now verify client information and receive notice of all deductible social security benefits instantly. Verification is completed either "behind the scenes" when a claim for unemployment benefits is opened or by a manually generated Public Assistance Case Management Information System inquiry. Since implementation, SOLQ has drastically reduced the amount of time and labor required to process entitlement funding applications. Additionally, SOLQ has enabled the Department of Workforce Services to streamline its entitlement research process from days to literally seconds and reduce improper benefit payments. Other benefits include verification and reconciliation of social security numbers; instant confirmation of social security benefits; a standard process for identifying and resolving questionable client social security information; identification of incorrect and/or questionable wage data information; and confirmation of wages being assigned to a client. Utah has determined that workload savings attributable to SOLQ will equal approximately $312,000 per year for public assistance providers and $197,000 per year for UI providers. Additionally, avoiding improper benefit payments should save the department and taxpayers an additional $357,000 per year. For more information, contact Virginia Byrd, UI Deputy Director, Utah Department of Workforce Services, 140 East 300 South, Salt Lake City, UT 84111, (801) 526-9515, Fax: (801) 526-9800, E-mail: vbyrd@ws.state.ut.us. Go to top Washington for Better Customer Service by Filing Unemployment Claims Over the Internet As originally implemented in early May 2000, Washington's go2ui.com site allowed people who had lost their jobs to apply for unemployment insurance benefits on the Internet. Beginning July 2001, unemployment claimants will also be able to file their weekly claims on the go2ui.com site. The system was developed in response to heavy, unanticipated delays at the state's newly established Unemployment Claims TeleCenters and constant requests from customers for a simpler and faster unemployment filing method. A development team of internal agency staff broke all records for project completion by getting a working prototype of the website into test mode in just two months. The development team built on the success of the Minnesota system to create a successful, streamlined application that took the necessary customer data from web filings and posted most of it directly to the state mainframe unemployment insurance system with minimal investment of staff time. The web application underlying go2ui.com makes extensive use of JavaScript, which allows immediate data validation. This means that the data received from the Internet application is superior to that received from paper applications saving staff the time required to validate applicant information. It also forces the claimant to complete required fields, which means that all required data is present when an application is filed. Almost all of the unemployment applicants who file over the Internet have an e-mail address. Timesavings are achieved when e-mail messages are exchanged, instead of staff playing "telephone tag" with applicants. The Internet application is available twenty-four hours per day, seven days per week in both English and Spanish. As of June 2001, the department has taken over 37,000 claims over the Internet, for a savings of 4,355 hours in staff time. By reducing overall call volume, each agent has more time to provide better service to claimants who still need and want to file by phone. At $1.03 per call, the department has saved nearly $24,000 in toll-free telecommunications costs since activation of Internet Initial Claims. The department projects that Internet filings will increase to 30 percent of all initial claims over the next five years. For more information, contact Annette Copeland, Assistant Commissioner, Unemployment Insurance Division, Washington Employment Security Department, PO Box 9046, Olympia, WA 98507-9046, (360) 902-9303, Fax: (360) 902-9329, E-mail: acopeland@esd.wa.gov. Go to top Wisconsin for Quarterly Tax Wage Reporting System (QTWRS) The Quarterly Tax and Wage Reporting System (QTWRS) is a web application that allows employers or their agents to file Wisconsin quarterly tax and wage reports via the Internet. Employers are provided with a list of previous employees and social security numbers that can be added to, deleted from, or modified. Once a user has entered the current quarter's wages, exclusions and taxes are automatically calculated. Users can print completed reports (wage and/or tax) for their records and a coupon to mail with their payment. Designed to meet the needs of smaller businesses, the application is available for tax and wage reporting for employers with 150 or fewer employees. Employers with over 150 employees may file their tax report through QTWRS and attach a wage file to report their individual employee wages. Employers like filing their taxes and wage detail over the Internet because the application computes their exclusions and tax due. Therefore, they are assured that the amount they report and pay is correct. They also like the fact that the application is available to them 23 hours each day. An added benefit has been that internal UI tax staff can use the application to file reports for employers when resolving collection and other tax-related issues. Employers find QTWRS simple to use because the application screens are very similar to the paper reporting system. To maximize the security of employer information, QTWRS has three separate layers of security: web server security, employer account security, and data encryption. Wisconsin reports that participation by their employers has been higher than that of any other state. By first quarter 2001, employers filed 13,703 reports and 234,080 wage items, an increase over the previous year by over 500 percent. These reports represent approximately 12 percent of all covered employers. Reports can be filed via the Internet beginning the twentieth day of the last month of the quarter, resulting in a more even distribution of report filing. Future enhancement will include an Electronic Funds Transfer option for payment and the ability to file reports for multiple quarters and to make adjustments for prior quarters. For more information, contact Mary E. Anderson, Director, Bureau of Tax and Accounting, Wisconsin Department of Workforce Development - Division of Unemployment Insurance, PO Box 7942, Madison, WI 53707-7942, (608) 266-3177, Fax: (608) 266-1400, E-Mail: anderma@dwd.state.wi.us. Go to top NOMINATIONS FOR THE PYRAMID PRIZE Florida for Incumbent Worker Training Program Prior to July 1, 1999, Florida did not offer training incentives to Florida businesses for retraining their current employees. The business-driven Incumbent Worker Training program provides businesses with necessary grant funds to train existing employees and workforce resources in one location. The IWT program has been incorporated into the One-Stop philosophy of the new workforce system. Even though the funds are state-level, the program has been established so that businesses can access and receive assistance in the application process from their local One-Stop Service Center. The local one-stops become a resource for the business community whether finding new employees or upgrading the skills of existing employees; it is a true one-stop system. Economic development organizations and councils around the state were directly involved in the development of the IWT program. These organizations were contacted and asked to identify and invite employers from their region to participate in a focus group that included over 100 businesses. Although businesses were the main target audience, in some areas local training providers, EDO representatives, trade association representatives and Regional Workforce Development Board members and/or staff also participated. The result of the focus groups drove the criteria for the IWT program, and as a result, Florida has an employer driven Incumbent Worker Training program for existing businesses. Long-term success will be based on not only maintaining a system based on business needs, but also in accomplishing long-term commitment to the program from the businesses it services. In Florida this has been accomplished by the fact that the businesses, led by the Florida Chamber of Commerce, actively lobbied the Florida legislature to increase funding for the program during the second year. The result of the businesses' effort was an increase in funding from $633,243 in 1999-2000 to $2 million in 2000-2001. In the first year, there were 46 training projects funded, which resulted in 3,563 incumbent workers trained and 4,258 workers retained as a result of the training. Employers anticipate a total of 620 new jobs created. For more information, contact Sheree Keeler, Executive Vice President, Workforce Florida, Inc., 325 John Knox Road, Building 200, Tallahassee, FL 32303, (850) 921-1119, Fax: (850) 921-1101, E-mail: skeeler@workforceflorida.com. Go to top Kansas for America's Job Link Alliance The America's Job Link Alliance is an alliance of seven state workforce agencies that maximizes return on investment as members develop and improve information systems. Initiated by Kansas, the Alliance helps smaller states with extremely limited resources implement tested state-of-the-art workforce systems customized to meet their needs and get them implemented in a fraction of the time it would take them to implement an independently developed system. Current alliance members include Kansas, Ohio, Vermont, Oklahoma, Missouri, New Mexico and Nebraska. Each member signs a memorandum of understanding and agrees to share resources in the following areas: technology development, best practices, marketing, training, and purchasing. One of the critical endeavors that spurred the development of the initiative was when Kansas saw the opportunity to build on Ohio's one-stop operating system instead of constructing their own. Unofficial word is that one-stop operating systems typically cost from $20 million to in excess of $40 million to develop. However, Kansas was able to modify the Ohio system for approximately $2.3 million. It is anticipated that Oklahoma and Vermont will be able to implement similar state-specific solutions for less that $2 million. The operating system took only four months to implement, which is a considerable time savings over starting from scratch and allows staff to provide a higher quality of service to customers more quickly. In only a few short months, 600 additional employers are using the Job Link system. Job seekers have doubled the number of resumes posted on the new system. Kansas is now in the process of developing Unemployment Insurance applications that link the UI program with the one-stop system. Once completed, these applications will be made available to all Alliance states to enhance and implement. Kansas is investing $6 million of its own resources to complete this work. Assuming there is no additional growth in the Alliance, it would mean a total savings of $36 million dollars if the other six Alliance states implement the modules upon their completion. In addition, America's Job Link Alliance states are working out an agreement to share the cost of system maintenance. Kansas alone expects to pay $800,000 per year. If only two additional states agree to jointly fund maintenance, the costs will be $350,000 per state for a saving of $450,000 per state. For more information, contact William Sanders, Chief Information Officer, Kansas Department of Human Resources, 401 SW Topeka Blvd, Topeka, KS 66603, (785) 296-5075, Fax: (785) 296-1719, wnsanders@hr.state.ks.us. Go to top Nebraska for Workforce Access System Nebraska Workforce Development, Department of Labor and partners developed a computer-based common intake and case management system called the Nebraska Workforce Access System (NWAS). NWAS utilizes state-of-the-art technology to enhance the streamlining of services, allow universal access to information about customers, and enable partners to effectively deliver workforce development services in Nebraska. NWAS is a Lotus Notes-based tool that collects information and electronically shares it among partners as appropriate. The NWAS model passes that information on to legacy computer systems maintained by each individual partner for use in individual program administration and management. NWAS also contains a case management function that promotes high quality customer service through efficient tracking, documentation, and follow-up tools. Nebraska's commitment to information sharing doesn't stop with "mandated" partners. it includes all potential external players in the workforce development arena. External partners are invited to connect to the NWAS system to share common demographic information, referral data and updates on case management files. NWAS partners pay $1,160 per desktop per year for usage, ongoing support, development, training, and help desk services. A Steering Committee, representing all partners, identifies annual budgets, work plans, and overall direction for the NWAS system. Implemented in July 2000, the NWAS System exceeded planned usage by 20 percent in the first year. Active licenses increased by 23 percent, and six of the nine financially participating partners were external to the Department of Labor. By the end of the first year, over 190,000 customer records were active in the system (in a state with a labor force of just 945,000). For more information, contact Robert Shanahan, Executive Director, Office of Information Technology, Nebraska Workforce Development - Department of Labor, 550 S. 16th Street, Lincoln, NE 68501, (402) 471-2518, Fax: (402) 471-9872, E-mail: bshanahan@dol.state.ne.us. Go to top Pennsylvania for Making a One-Stop Accessible According to the 1990 census, there are more than 750,000 working age individuals who have a disability in Pennsylvania. One particular survey reported that over 68 percent of individuals with disabilities in Pennsylvania were unemployed. Of these, 79 percent asserted that they wanted to work but had difficulty obtaining training and employment services. The Accessibility Project affords individuals with disabilities complete access to Team Pennsylvania CareerLink services, facilities, and programs. Modifications were made in those sites that did not meet minimum requirements to increase physical access to CareerLink facilities. Appropriate hardware was installed to allow individuals with disabilities to access the CareerLink website in order to take advantage of the many programs and services that are available. In addition, CareerLink staff were trained on the new hardware/software so that they would be available to assist individuals utilizing the new equipment. Staff also received sensitivity awareness training in serving individuals with disabilities to enhance customer relationships and improve customer service. Through this accessibility effort, employers are presented with a larger applicant pool from which to select highly qualified individuals. CareerLink is able to tap into the potential that individuals with disabilities possess and prepare them for entry into the labor force. This project allows individuals with disabilities to contribute to their own individual development and to the growth of the economy. Improving accessibility resulted in higher job placement rates, increased numbers of new CareerLink users, and an increase in website usage. Customer satisfaction for both job seekers and employers increased as improvements were made and access heightened. Customer satisfaction in areas of ease of resource usage, likelihood of referral, and performance of staff was assessed. Satisfaction levels for both job seekers and employers increased from the pre-accessibility baseline that was established. This situation existed in an economy in which unemployment levels were at an all-time low. Employers found it hard to hire qualified employees and turned to one-stops to meet labor force needs. As a result, there has been an increased demand on one-stops to serve and prepare disabled persons for labor market entry. For more information, contact Kresta French-Fedor, Customer Satisfaction Program Analyst, Team Pennsylvania CareerLink, 12th Floor Labor and Industry Building, 7th and Forster Streets, Harrisburg, PA 17120, (717) 772-3850, Fax: (717) 705- 3799, E-mail: kfrenchfed@state.pa.us. Go to top Texas for North Central Texas Workforce Development Board Integrated Services Team The North Central Texas Workforce Development Board formed an Integrated Services (IS) Team to create an improved service delivery model that worked efficiently yet met local needs. The IS Team's work achieves the Board's goals through a workforce system that offers individuals, employers, and communities the opportunity to sustain economic prosperity through managing job placement during periods of low unemployment. The process that the IS Team follows is based on continuous improvement principles. Throughout the process, the team focused on staff from all partners actively providing services to two external customers: job seekers and businesses. From this evolved a model, which is adaptable to fit the various service levels and center sizes. It's based on the following premises: All partners actively work together to achieve success and obtain outcomes for all partners. While there is some programmatic specialization, each staff person provides generic services to best meet the needs of the customers. A major focus of activities for the job-seeking customer is the Resource Room and all personnel staff the area. Entry into the Workforce Center begins with a single point of contact. Each Workforce Center offers a variety of business services, customized for the local community. Business services are conducted by both TWC and contractor staff. The first phase addressed the issues of "buy-in" by upper management and the development of supporting procedures and tools. Once upper management expressed their support of the new design concept, the model was presented to center and program managers. Also during this phase, the Team presented the new design to all the front-line staff at each center. Center Usage Reports from various offices are evaluated frequently. Lower usage will initiate a closer look at the Center and an on-site visit. For example, looking at five workforce centers, in July 2000 compared to July 1999, there was a 224 percent increase in the number of job seekers using the Centers to register for work; a 179 percent increase in the number of job seekers using resource room computers for internet job searches; and a 967 percent increase in job seekers attending job fairs in Workforce Centers. For more information, contact Deron Bissett, Ph.D., Texas Workforce Commission, 101 East 15th Street, Austin, TX 78778-0001, (512) 936-0370, E-mail: deron.bissett@twc.state.tx.us. Go to top NOMINATIONS FOR THE BUILDING A WORLD-CLASS WORKFORCE AWARD California for Labor Market Information Curriculum The California Labor Market Information (LMI) curriculum was created to provide front-line welfare, employment and training, and educational staff the knowledge and skills to use local LMI when providing services to clients, developing educational course curriculum, completing grant proposals, and/or promoting economic development planning efforts. Focus groups identified labor market information (LMI) as one of the integral components for front-line staff to make more effective qualitative decisions. The purpose of the LMI curriculum is to help establish a statewide capacity-building framework to better serve customers at the state and local levels. Offerings include both a one-day training entitled "Making LMI Work for You" and a more intensive three-day course, the "California Labor Market Information Institute" (CALMII), that builds on the one-day course. These courses are open to all workforce preparation partners' front-line staff. "Making Labor Market Information (LMI) Work for You" is an introductory course that provides front-line staff with the basic knowledge and skills of how to use LMI tools (demonstrated by completion of exercises during the course of the training). The three-day "California Labor Market Information Institute" is an in-depth course held in a computer lab environment that focuses on Internet-based resources specific to California. This course integrates practical, day-to-day exercises to reinforce learning and to promote discussion. Carefully structured case studies are used to provide participants the opportunity to solve practical, client-based situations similar to those they would confront on the job. The use of expert Labor Market Consultants also contributes to the success and credibility of the curriculum. Each consultant modifies and targets the curriculum as needed for individual areas, expounds on unique labor market compositions, and appreciates the complexities that arise in rural communities versus highly populated urban areas. Since the initiation of the training curriculum in 1998, over 4,000 workforce and/or economic development professionals have been trained throughout California. Over 300 total classes have been held. Post-training evaluations indicated an average score of 4.49 out of 5. For more information, contact Cynthia Solorio, Employment Development Department, Labor Market Information Division, 135 W. Fremont Street, Stockton, CA 95201, (209) 941-6550, E-mail Joel Hessing at: lmid.jhessing@edd.ca.gov. Go to top Iowa for Occupational Spanish for Employment Services The 2000 US Census shows that Hispanics are the fastest growing minority in Iowa with their population having more than doubled since 1990. Based on a growing need for services to this population group, Iowa was challenged to develop ways for existing employees to communicate with these customers in Workforce Development Centers. They responded by providing a first in the nation, customized course in Occupational Spanish® for Employment Services. The course is an intensive, highly interactive, 32-hour classroom experience. The customized training allows front-line Workforce Development Center employees to communicate essential information to Spanish-speaking customers immediately after taking the course. The course also utilizes cross-cultural awareness and simple phrases to avoid confusion and improve customer service. In developing the course, a Command Spanish® instructor spent two days "job shadowing" IWD employees and meeting with Spanish-speaking customers to learn what would be most helpful to them. The Command Spanish® method of instruction emphasizes practical, immediate solutions for language barriers encountered in the workplace. The course vocabulary contains practical words and phrases to help communicate in the employment service setting. Vocabulary is taught through phonics so that Command Spanish® users can communicate in the work setting without conversation skills. Trainees learn to use short answer questions and questions with limited response choices to manage customer responses and increase understanding. A review of Spanish-to-English translation websites and other reference materials provide resources for these non-Spanish speaking individuals to supplement their language skills. Twenty front-line IWD employees attended the pilot course and reported that they were able to put the training to use immediately. As a result, improved service is available to Spanish-speaking customers in 12 Workforce Development Centers. A second class was scheduled for July of this year. A second custom course is being developed for administrative employees who answer phone calls and greet customers. For more information, contact Cathy Neel, IWD Training Institute Coordinator, Iowa Workforce Development, 1000 E. Grand Avenue, Des Moines, IA 50319-0209, (515) 242-6090, Fax: (515) 281-7596, E-mail: cathy.neel@iwd.state.ia.us. Go to top New Hampshire for Wellness Day New Hampshire's Wellness Day thanks employees and One-Stop Partners with a day set aside just for them and their families. Held bi-annually since 1990, Wellness Day offers free health services, screenings, and information. Wellness Day is a component of the agency's total quality management (TQM) program. Activities, health screenings, contests, and booths are devised based on a customer survey sent to each and every employee. Wellness Day is coordinated and implemented through Department volunteers. Since employees have a chance to provide input for the event, it is built around their comments, concerns and suggestions. Wellness Day is held on a Saturday and includes health vendors, seminars and workshops, free medical testing and screening, and information to employees and their families at no charge. Through their Human Resource and Training Office, volunteers bring the day together with contests, free childcare, a complimentary luncheon buffet, and prizes. At the most recent Wellness Day held earlier this year, nine health screenings were available for free. Thirty-seven booths with information, specialty items, contests, games and screenings were available for all. Fifty-seven providers/vendors participated either with a booth or with donations. Forty-eight volunteers donated their time and door prizes, and 41 employees volunteered on that day to assist with information, kids' activities, and babysitting services. This year, 358 people attended Wellness Day. (Employees at this agency total 370.) They have extremely high repeat attendance at each event, with 348 of the participants having attended the previous Wellness Day. As a final note, many Wellness Day's health screenings have alerted employees to possibly more serious health problems, which they would not have known about otherwise. Each has been able to seek further medical attention and arrest the problem with this new knowledge. For more information, contact Sandy Smith Dupree, Public Information Officer, NH Employment Security, 32 South Main Street, Concord, NH 03301, (603) 228-4191, Fax: (603) 228-4145, E-mail: sdupree@nhes.state.nh.us. Go to top Texas for Houston Works Exemplary Professional Development Project Houston Works has a long tradition for providing quality youth services. This dedication to youth has caused them to strive to improve youth services beyond their own service area. In a recent example, the Upper Rio Grande Workforce Board (URGWB) was attempting to meld together all of the local key players to form a Youth Advisory Committee. Due to new legislation and lack of experienced staff, they were seeking input to better form the committee. Ron Rodriguez, the Deputy Director of Operations for Houston Works, has guided youth program services for some fifteen years. Upon hearing of the plight of URGWB, he used his experience in the youth arena to assist them through on-site technical assistance training and the provision of materials to assist in the formation of a cohesive unit. The first indication that a need existed in the Upper Rio Grande Workforce Area in El Paso, Texas was a phone call to Mr. Rodriguez from the provider of youth services. Rodriguez used his experience and added local input to tailor his own training to the specific needs of the area and its customers. Through visits with key URGWB personnel both in Houston and in El Paso, Mr. Rodriguez gathered the information he needed to develop a two-day curriculum which he could use to train the committee and which could be left behind for replication of the training by local participants in the workshop. Mr. Rodriguez conducted a two-day workshop for approximately 45 key local individuals associated with the development of the new Youth Advisory Committee. The training addressed critical topics such as understanding youth culture, outreach, developing a youth focused employability plan, marketing services to youth, measuring and utilizing performance data, strategic vision, and other relevant areas. The most obvious outcome resulting from this assistance was the empowering of the participants to move forward in the development of an integrated youth service delivery system. Sixty percent of attendees who responded to the training survey indicated that the training "exceeded their expectation," and 30 percent indicated that it "met their expectation." Mr. Rodriguez has been invited to act as a mentor to the management staff of the youth service provider in the Workforce Area. It is his intention to continue his relationship with the group and provide follow-up consultation as necessary. For more information, contact Dr. Deron Bissett, Program Administrator, TWC State Office, Workforce Service Delivery/Technical Assistance, Texas Workforce Commission, 1117 Trinty Street, Rm. 408-T, Austin, TX 78778-0001, (512) 936-0370, Fax: (512) 936-3223, E-mail: deron.bissett@twc.state.tx.us. Go to top NOMINATIONS FOR THE ARCHITECT OF CHANGE AWARD: California for LMI Customer Information System California's Intranet-based Customer Information System (CIS) is used by the California Employment Development Department, Labor Market Information Division (LMID) to identify and track all customers and their requests. The CIS includes a central Intranet Customer Database (ICDB) of all customers, publication orders, special requests and general contacts; product and service-specific customer surveys and results; and a monthly Customer and Revenue Tracking report. Since the information in the CIS is stored in a database format, it is a valuable resource for management tracking, planning, and marketing information. The system was developed because customers were receiving fragmented service as the result of numerous staff and consultants lacking uniform systems and shared information. Since the implementation of the CIS, LMID has developed a clearer understanding of the needs of its customers. Also, the ICDB provides a universe of all customers from which to select a sample for customer satisfaction surveys and soliciting customer input on new products. When a publication or product is scheduled for update, the CIS is mined to obtain a list of the customers who have ordered that product. These customers are surveyed or are invited to a focus group to determine how products can be changed to better meet their needs. In addition, customer requests are attended to consistently and timely because it is easy to identify orders that have not been filled. Staff save time when responding to calls from repeat customers because customers provide their information only at the first contact with LMID. Staff are also better able to provide customer support. If a customer calls to check the status of a request, anyone in LMID can respond to the customer, not just the person who originally took the order. The ICDB was developed in Active Server Pages (ASP) using Visual Basic. It also utilizes a Microsoft SQL 7.0 database. In the 18 months that the CIS has been in production, 5,451 customers and 7,389 orders have been entered. Almost 2,000 customer satisfaction surveys have been received and eight focus groups have been conducted. LMID has maintained an overall customer rating of 4.1 out of five for its products and 4.7 for its service. Customers have rated LMID's products and services 4.0 out of five. For more information, contact Bonnie Graybill, Manager, Information Services Group, California Employment Development Dept., Labor Market Information Division, 7000 Franklin Blvd., Bldg. 1100, Sacramento, CA 95823, (916) 262-2237, Fax: (916) 262-2352, E-mail: lmid.bgraybill@edd.ca.gov. Go to top District of Columbia for Diversified One-Stop Career Center System The District of Columbia's continuously improving, diversified One-Stop Career Services Center System is an integrated and Internet-accessible system of training, employment, and information services that effectively creates a new way to link people looking for training and jobs with employers needing trained people. The District of Columbia, although small geographically, has a diverse population with diverse needs. To meet that challenge, the Department of Employment Services (DOES) created a one-stop system that is customized and universal. Even though each center offers full services to everyone, each has a specialty area to address specific problems or populations: DC Link and Learn (High-tech focused One-Stop) DC BID (One-Stop for the downtown-business-community) DC Vets Center (Focused on services to Vets in partnership with the Veterans Administration regional office) DC/CVS One-Stop Career Center (Focused on the provision of on-site training as CVS Pharmacy Technician and CVS Photo Lab Technician.) Naylor Road One-Stop Career Center (This DOES flagship One-Stop is recognized internationally for its state-of-the-art facility, customer-friendly atmosphere, and volume of customer usage.) Metro Area One-Stop Career Center (This One-Stop will rival Naylor Road both in terms of the state-of-the-art facility and its service capacity.) DOES/DC General One-Stop Career Center (This One-Stop opened in June on-site in the main building of the DC General Hospital to give laid-off employees easy access to the full array of One-Stop system services.) In addition to going to a Center to look for a job, enroll in training, or locate qualified employees, customers may access services via the Internet through DCNetworks.org. This website opens the door of the Virtual One-Stop (VOS) any time, day or night merely by logging on. The DOES One-Stop System served 59,856 customers through May of this year. It significantly exceeded its WIA performance level for customer satisfaction by at least 10 percent. It also exceeded established city performance levels by 25 percent. For more information, contact Samuel L. Love, Associate Director, One-Stop Career Center Operations, District of Columbia Department of Employment Services, 609 H Street, NE, Suite 507, Washington, DC 20002, (202) 698-3500. Idaho for Business Relations Initiative After conducting over 1,000 employer telephone surveys, the Idaho Department of Labor concluded that they needed to concentrate on building better relationships with business customers. Employer feedback included negative images such as "a government bureaucracy for job seekers," "a place for unqualified job seekers," and "it must not be very valuable if it's free." A department-wide, cross-functional team was formed to develop a plan to address these issues. The team surveyed local staff to identify current tools and techniques and solicit concerns and ideas. With the assistance of Region VI USDOL, a consultant was hired to assist in implementing Idaho. s "Business Relations Initiative" which includes: A basic philosophical shift in service delivery that puts the business customer first. Integrating the initiative with the statewide "IdahoWorks" brand-name marketing campaign established by the Workforce Development Council and One-Stop partners. Internal marketing tools, including a marketing mission statement, as well as tools that analyze the dollar value of business services offered, and a "How to Target a Business" tool that helps local offices use existing resources to reach employers. External marketing tools consisting of professional brochures and literature, letter templates to welcome new businesses and to give a "report card" on the value of the services, and a PowerPoint presentation with locally identified "business success stories." Two different levels of staff training: a one-day general business marketing seminar for all staff and partners and a two-day extensive implementation and sales training class for management and key marketing staff. Feedback from local staff indicates overwhelming buy-in to this initiative with acceptance and ownership of its business-focused approach. Local activities include completed business marketing plans by each office, office contests with prizes for implementing concepts successfully, staff-initiated training at weekly staff meetings, changes in staff and office appearance, aggressive use of marketing materials resulting in large reprint orders, multiple chamber presentations, and staff adoption of the new mission statement. Local offices report a continuing stream of success stories with over 20 submitted during the last six months. For more information, contact Dwight Johnson, Public Affairs Manager, Idaho Department of Labor, 317 W. Main Street, Boise, ID 83735, (208) 334-6402, Fax: (208) 334-6455, E-mail: djohnson@labor.state.id.us. Go to top Indiana for Employment Enhancement Workshop Toyota Motor Manufacturing Indiana asked the Indiana Department of Workforce Development to create a seminar. This workshop informs and educates prospective employees about current and future industry needs and offers refresher work in the basic skills necessary to be considered for employment in the manufacturing industry. The workshop was developed through the input and partnership of employers, applicants, IDWD, and three Workforce Service Areas. Modules include skill identification, tools for applying for work, interviewing, planning and organizing your job search, and success on the job. The workshop also identifies the various testing methods used by employers for screening purposes, recognizes specific individual problems such as low reading and math abilities, and leads individuals into more advanced help through Adult Basic Education and other training. The final version is a multimedia package that includes module-by-module scripting, handouts, videos, PowerPoint presentations and transparencies. It's a comprehensive product that gives anyone with facilitation skills the necessary tools to present all or parts of the workshop. Based on input from employers, the workshop was expanded beyond the scope of manufacturing and is used to enhance employment opportunities in multiple industries. The Employment Enhancement Workshop is used in full or in part throughout Indiana's WorkOne system. It is used with welfare-to-work customers, incumbent workers, veterans, dislocated workers, work release clients, job fair attendees, high school students, college students, and the general population. The workshop has been conducted for employees facing layoff or closure at facilities such as General Electric, Otis Elevator, Columbia House Records, J.C. Penney, Indiana Gas, and AT&T. One Indiana WorkOne center alone has presented the workshop to about 9,000 participants. At one nursing facility, managers were at a loss on how to retain employees in their Certified Nurses Aid training program. The facility would start ten to fifteen students, and in three weeks time the number would be down to three or four students. After using the Job Retention module of the workshop, 30 of the last 33 students have completed training and are working at the facility. Based on course evaluations, 100 percent of attendees would recommend the workshop to others. For more information, contact Carol Baker, Director, Implementation, Indiana Department of Workforce Development, 10 North Senate Avenue, Indianapolis, IN 46204, (317) 232-4259, Fax: (317) 233-6081, E-mail: cbaker@dwd.state.in.us. Go to top Kentucky for Customer Self-Registration In July 1999, two front-line workers from the Kentucky Department for Employment Services (DES) recognized the need for a work registration process that was more customer-friendly, so they devised a process where customers can register themselves for services. The reengineered system allows customers to enter their data (name, address, work experience, etc.) for work registration. They can also—with minimal assistance—register for jobs, search for jobs (utilizing Kentucky's Job Bank, America's Job Bank and other Internet job sites), prepare resumes, access various training tutorials and receive job referrals. No extra funds were needed to implement this process, since it used an electronic data system already in use. The system was implemented in August 1999 and was so successful that it is now in place in all Kentucky DES offices. The self-service system is more time efficient, provides a relaxed customer-friendly atmosphere, educates customers through acclimation to PCs and training tutorials, exposes customers to a wider variety of jobs through Internet access, and builds customer self-esteem. Feedback from both external and internal customers has been overwhelmingly positive and enthusiastic. The system also frees up DES workers to concentrate on more in-depth services to meet the needs of their customers. Many DES customers are introduced to computer technology for the first time when they register. To make sure that the system is easy to use and that the self-registration process runs smoothly, self-registration experts are in every local office to do "one-on-one's" with customers and handle the inevitable computer glitches that occur. Many DES staff were skeptical early in implementation. They felt that customers would not be able to use the computer, which would require an enormous amount of staff time in assistance. Some DES staff feared a threat to data integrity. However, once the system was tested and in place, the benefits of self-service and the ease of use became apparent. Within a month, staff and customers alike were sold on this new initiative. All local DES offices are expanding the Resource Rooms to make room for the additional computers to accommodate self-registration. There has been a tremendous increase in repeat customers accessing the computers for job search. The new registration process establishes customer trust by providing active "hands on" input into their future and eliminating the perception that their fate is solely in the hands of government. For more information, contact Darnell Nunnery (or Greg Dempsey), Internal Policy Analyst, Kentucky Department for Employment Services, 275 East Main Street, 2nd Floor West, Frankfort, KY 40621, (502) 564-7456, Fax: (502) 564-7459, E-mail: Darnell.Nunnery@mail.state.ky.us. Go to top Missouri for Dispute Management Program Missouri's Dispute Management Unit of the Division of Workers' Compensation provides information and alternative dispute resolution services to employees, employers, insurers, health care providers, attorneys, and other stakeholders of the Missouri Workers' Compensation system. By providing assistance, prevention, and resolution of disputes, the DMU reduces costs to all concerned and lowers the level of contested litigation. When customers call needing more than general information and there appears to be a disputed issue that is not yet in litigation, these calls are referred to one of the three attorney mediators in the unit. These issues range from an employee's eligibility for worker's compensation benefits to the extent of the liability of an employer/insurer who has voluntarily provided some benefits. The mediator then makes contact with the parties to determine the nature of the dispute and seeks to help the parties work together to resolve the disputed issue and thereby spare all concerned the delay, stress, and expense of contested litigation. The project was undertaken in order to increase public understanding and satisfaction with the system. Prior to the establishment of the unit in 1995, little was available to the system's stakeholders other than a forum for contested litigation. In the last six years, the unit has received 30,000 telephone calls a year, and over 4,000 cases have been referred to the mediators. Of the cases where both sides agreed to a Mediation Conference, resolution rates of one or more disputed issues have routinely exceeded ninety-five percent. The early intervention program has saved an estimated $2 million to $4 million in attorney fees and travel expenses for stakeholders. Workers' compensation insurance rates in Missouri have decreased dramatically from their historic highs. The number of cases in which attorneys have been retained to represent the claimants has dropped from 13 percent to 10 percent. This program, which encourages people to work together cooperatively, is an example of government assisting the private sector positively, rather than merely passing rules and regulations. For more information, contact Catherine B. Leapheart, Director, Department of Labor and Industrial Relations, P.O. Box 504, Jefferson City, MO 65102, (573) 751-9691, Fax: (573) 751-4135, E-mail: cleapheart@dolir.state.mo.us. Go to top North Carolina for the Reemployment Initiative Program North Carolina's Reemployment Initiative Program (REI) provides unemployed customers with reemployment services that are timely, intensive and meaningful. Customers are enrolled in the program when they file their initial claim for unemployment benefits. Most program participants are required to attend a job seeking skills workshop. Program participants meet with ESC staff during each of the first four weeks and eight of the first twelve weeks after filing their claim. During these interviews, staff provide intensive reemployment services, including referring participants to available jobs, developing job opportunities and analyzing the customer's job search efforts. The program is comprised of three elements: Orientation, Job Seeking Skills Workshops and Intensive Job Search. During the Intensive Job Search component, customers develop a specific job search plan targeted to their job interests and the local labor market. In many instances, local office staff customize services to better meet the needs of customers in the local labor market. Some offices emphasize the development of resumes while others place greater emphasis on effectively completing company applications. In one local office, all REI participants are taught to utilize the Internet for job search purposes. In several locations, Job Seeking Skills Workshops have evolved into Job Finding Clubs, with claimants exchanging job leads and offering encouragement and support. In another office, REI participants utilize e-mail to communicate with staff concerning their job search activities. By generating Trust Fund savings, the program reduces the likelihood of employer tax hikes. Employers also benefit from REI's emphasis on referring experienced, qualified workers who, after receiving program services, are better able to communicate their qualifications when they apply. During the first year of operation, over 60,000 unemployed customers were provided REI services. More than 38 percent of these participants (23,000) returned to employment resulting in UI Trust Fund savings of over $42 million or almost five dollars for every dollar expended on program operations. The average duration of a North Carolina intrastate claim fell from 9.8 weeks to 9.2 weeks, a decrease of more than four days. These achievements are more noteworthy considering that during this period, the state unemployment rate in North Carolina rose from 3.4 percent to 4.5 percent. For more information, contact Thomas S. Whitaker, Deputy Chairman for Programs, Employment Security Commission of North Carolina, 700 Wade Avenue, PO Box 25903, Raleigh, NC 27611, (919) 733-3395, Fax: (919) 733-3395, E-mail: tom.whitaker@ncmail.net. Go to top Oregon for Portland Metro Training Program Employment Service supervisors in the Portland Metropolitan Area (PMA) initiated, developed, and implemented an innovative and progressive training called "Metro Rocks!" The two-day training was developed for ES staff to improve the product they deliver to business and increase staff's knowledge of the Workforce Investment Act (WIA). Through surveys to over 2,000 businesses, staff learned that many business customers were not receiving the level of service they needed or expected. Businesses rated the Employment Department lowest in the "quality of applicants referred" with a 5.4 out of a possible 10. This feedback gave the PMA offices a clear mandate to offer better solutions to business customers. From June to September 2000, the PMA ES Supervisors trained over 250 ES staff from Portland and the surrounding area. To understand the changing workforce landscape, supervisors invited the liaison between the Employment Department and One Stop partners to develop the training and explain the history and definition of the WIA during each session. During training front-line staff learned about marketing techniques based on work by a consultant. An overarching theme throughout the training was that all staff are marketing representatives. Staff learned about key account systems and how to market three different levels of services to businesses. Another key concept discussed was "The Elevator Speech," a simple sentence to give listeners a brief overview of the Employment Department without overwhelming them with jargon. The Elevator Speech used was "The Oregon Employment Department helps businesses solve workforce-related problems and assists workers in career transition." As result of the training, one office in Portland experienced a 12.5 percent increase in placements and at the same time saw a 7.5 percent decrease in the number of workers referred, meaning they are referring fewer, better qualified workers and making more placements. One office saw job listings soar over 100 percent. In response to training, one office instituted an acceptable average waiting period of 30 seconds for businesses calling the Employment Service. The goal has been met for every week so far in 2001. For more information, contact Tom Fuller, Communications Manager, Oregon Employment Department, 875 Union Street NE, Salem, OR 97311, (503) 947-1301, Fax: (503) 947-1304, E-mail: thomas.e.fuller@state.or.us. Go to top Washington for Go2worksource.com Washington has developed a state-of-the-art online career site—go2worksource.com—that rivals private sector websites such as Monster Board. One of the key features of the website is that it allows local WorkSource Center staff to review and approve applicant resumes on-line prior to forwarding them to an employer. Services are available at no cost to employers or job seekers. Instead of developing a simple connection to America's Job Bank, Washington rigorously studied the top ten private sector websites to determine what job seekers and employers really wanted. Go2worksource.com developers then worked to match feature-by-feature the content and tools of successful private sector sites. As a result, go2worksource.com is benchmarked to industry standards for the country's top job websites. Washington then surveyed some 440 users statewide to get feedback on content and functionality. The study showed that users liked the layout of go2worksource.com slightly better than private sector sites with content, ease and reliability on a par with other sites. Go2worksource.com has a full-time help desk, available on-line or by calling a telephone number. This customer-driven approach helps ensure that go2worksource.com continues to stack up well against private sector job sites. Based on input from the Employer Advisory Council, Washington included the ability for staff to prescreen applicant resumes. With a simple mouse click, field staff send pertinent job information to an employer and job seeker at the same time. All data from the transaction is captured within existing legacy systems for tracking and reporting. No other state in the nation offers this functionality, which has led America's Career Kit Consortium (AJB Committee) to adopt Washington's system as a top priority enhancement for America's Job Bank. Over one million people tapped into go2worksource.com last year. Over 100 million hits were captured as users explored different features within the website. Significant increases over last year have been seen with employer resume searches up 428 percent, new/updated resumes up 277 percent (from 1,567 to 5,900 per month), and job searches up 206 percent from 149,181 to 456,439 per month. Since adding the applicant-screening feature, over 175,000 job seeker referral requests have been completed over the past year. For more information, contact Gary E. Gallwas, Assistant Commissioner, Employment and Training Division, WorkSource Washington, PO Box 9046, Olympia, WA 98507-9046, (360) 438-4611, Fax: (360) 438-3224, E-mail: ggallwas@esd.wa.gov. Go to top Wisconsin for WETAP Statewide Employment Transportation The Wisconsin Employment Transportation Assistance Program (WETAP), currently in its second year of operation, coordinates federal and state resources for employment transportation into one program featuring a single "one-stop" application process. It also ensures coordination at the local level among transportation providers, planners, and the employment and training community. It has enabled agencies of all sizes to access several funding sources and to reduce the amount of local match funds needed to establish transportation initiatives. The overall objectives are to help low-income people access, retain, or advance in employment. Sponsored by the Wisconsin Departments of Workforce Development (DWD) and Transportation (DOT), the program has contracted to provide over $12.8 million in JARC, TANF, and TDM funds since its creation. These funds support 111 separate projects, which provide or assist innovative employment transportation projects throughout the state. The program guidelines require a local review and coordination procedure, which sets a limit of one single application per county, although that application could represent a combination of requests from multiple agencies. Multi-county applications are strongly encouraged. The application limit and the local review process were established to encourage cooperation and coordination and to prevent duplication of services. The first funding cycle resulted in grant awards to 23 agencies. The program funded transit service expansion, shared-ride taxi service, childcare transportation, mobility managers, vanpools, the development of an Internet trip planner system, and auto loan and repair loan service. Because the JARC program cannot be used for single passenger/auto based programs, the state set aside 25 percent of its TANF match to help fund these types of programs. While the set-aside reduced the amount of funds available for a JARC match, auto-based programs are sometimes the only available option to get people to work, particularly in rural settings where no form of public transit exists. The results for the first six months of service include eight donated cars put into service and 30 car loans initiated, 270 training sessions provided, 365,000 website hits, 2,500 employer contacts, 14,000 referrals made, 300,000 riders per quarter, new service provided to 35,000 low income residents, new childcare service to 6,000 families, ten regional mobility managers hired, and 1,200 childcare trips per day. For more information, contact Brian Solomon, Customer Services Section Chief, Wisconsin Department of Workforce Development, 201 East Washington Ave, Rm. G200, Madison, WI, 53702, (608) 267-7514, Fax: (608) 267-0330, E-mail: solombr@dwd.state.wi.us. Go to top