GETTING IN SYNCH WITH THE NEW TITLE V

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GETTING IN SYNCH WITH THE NEW TITLE V

• Follow-up Strategies are the Key to Success

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New Performance measures require

• Forgetting some of the old
• No more placement
• No more SCSEP retention
• Thinking in terms of quarters rather than days
• Strategic planning of all placement activity
• Reconsidering when and how follow-up occurs
• All follow-up revolves around placement activity
• Reflection of timing and quality of placement

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Program Management and Service Delivery
Implications

• All levels of project staff are affected by this
  new approach to managing and implementing program
  activities

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Management Implications ? Timely reporting ?
Frequent team meetings ? Quarterly performance
analysis
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Subgrantee-Level Management

• Uncertainties abound when projects are people
  driven and outcomes are defined by people
  results
• Manage proactively project managers who wait for
  things to happen most often get into trouble
• What to look for
• When to look
• How and when to intervene
• Staying on top of all follow-up activity

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No less than monthly team meetings

• If monthly goals appear to be slipping, begin
  holding weekly meetings to discuss whether the
  project path will change, and if so, how
• Helps ensure that staff view unforeseen
  variations as incrementally solvable problems
  rather than roadblocks or rationales for
  underperformance
• Makes people focus on goals for the week
• Provides sense of commitment goals vocalized, if
  unmet, must be explained why unmet
• Allows project manager to seek out the strengths
  in people look for, and exploit, the skills
  people have
• Just because they have a particular role doesnt
  mean it cannot change to utilize their strengths
  (or avoid their weaknesses)
• Provides for the best case management for all
  follow-up activities scheduled or in process

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Quarterly Performance Analysis

• Track performance variables
• Once a variable falls outside an acceptable range
  managers must identify causes and take action
• Manage Foreseen Variations to the Plan
• First identify events that could affect the
  project
• Make a list of risks or opportunities
• ID different courses of action to deal with
  events as they materialize
• Key outcomes to watch
• Service level (full enrollment waiting list
  planned recruitment activities)
• Positive exiters planned job development
  activities OJE contracts new host agencies with
  hiring potential
• Trend in all other exiters which types of exits
  can be better managed

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Analyzing the Outcome Information

• Monthly, quarterly, and year-to-date performance
  data should be compared to benchmarks
• Last years data from the same time period
• Targets established for the time period
• Substantial differences between latest data and
  benchmarks should be flagged for later
  consideration and possible action
• Identify unusual outcomes on each performance
  goal
• Seek Explanations for Unusually High or Low
  Outcomes
• Dont forget to bear in mind rolling performance
  measures --- outcomes credited in current program
  year occurred up to four quarters previous to the
  current one
• Follow-up is KEY!

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Service Delivery Implications ? Timing of
placements ? Resource allocation ?
Recruitment ? Job Development ? Follow-up
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Service Delivery Implications

• Timing of placements
• Ideally at the end of quarters
• OJE the easiest means to manage quarter-end
  placements
• Job development activity heightened during the
  final month of each quarter
• Need to manage other exiters to control the
  divisor
• Do you pay for job search?
• Do not exit until participant obtains a job
  (leave without pay while job searching)
• Watch/handle judiciously IEP terminations
• This doesnt mean to ignore the job-ready

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Resource allocation Recruitment, Job Development
and Follow-Up

• Trend analysis will tell you when to focus all
  staff on a particular task
• If placements are tracking at quarters end,
  recruitment must be a focus of the beginning of
  each quarter
• OJE employer development and intensive job
  development if placements are not keeping pace
• Third quarter is the magic quarter all hands on
  deck for placement
• Fourth quarter all-out recruitment push

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Follow-up Strategies are the Key to Success
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Timing Quality of Follow-up

• What triggers follow-up?
• When do you do it?
• Who does it?
• Who do you follow-up with?
• What do you want to know?
• How will you elicit the information?
• Do you have any alternatives?
• What will you do with this information?

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Who Does Follow-Up?

• Staffing patterns
• Participants divided by case load or
• Entire enrollment divided by function
• One staff person responsible for all follow-ups?
  Shared responsibility?
• Same individual updating IEPs? Pros/cons?
• Job developer? Pros/cons?
• Administrative staff? Pros/cons?
• Training Implications

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EXERCISE
Analysis of average case load and tasks
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Figuring Out the Follow-Up Case Load

• Minimum of 4 contacts with each positively exited
  participant over a 12-16 month post-exit period
• This is if all goes perfectly and the placement
  sticks and you are able to successfully
  combine data gathering
• More common pattern will be 8 contacts per
  exiter over a 1 year period
• Possibly additional contact if support services
  or further job development are requiredor if you
  lose the participant

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Exit Quarter
Still working?
If no, JSA
Working?
Still working?
If no, JSA
Working?
Still working?
If no, JSA
Working?
Still working?
Working?
If no, JSA
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Follow-up Staff Other
Step Responsible Duties
Entered Employment (monthly placement average?)
Retention for Six Months
Average Earnings
Retention at One Year
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Training is Critical

• Follow-up is now a job that is equal in time and
  importance to job development
• More intricate re timing, and more complicated
  re information to gather and report
• No credit for 4 performance goals if follow-up is
  missed or only peripherally done

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Four Performance Measures Require Follow-up
Activity
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Entry Into Unsubsidized Employment

• Definition The percentage of those not employed
  prior to participation who are employed in the
  first quarter after the quarter of exit (any
  wages greater than 0) divided by the number of
  participants who exit during the quarter
• Follow-Up Issues
• Timing requires additional case management
• Judicious follow-up with all exiters at beginning
  and mid quarter
• What triggers follow-up?
• When do you do it?
• Who do you follow-up with?
• What do you want to know?
• How will you elicit the information? Do you have
  any alternatives?
• What will you do with this information?

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(No Transcript)
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• TRIGGER positive exiters all other exiters
  minus exclusions
• WHEN earliest-1st month following the exit
  quarter
• WHO participant and supervisor
• WHAT Participant job satisfaction any
  difficulties, training or support service needs.
  Supervisor satisfaction with placement issues
  project can help resolve to ensure placement
  success customer satisfaction survey Both
  reminder of continuing contact
• HOW on-site visit best telephone with follow-up
  mailed survey
• USE OF INFORMATION to job developer if no
  longer working to case manager if support
  services needed

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Retention In Unsubsidized Employment For Six
Months

• Definition The percentage of those employed in
  the first quarter after the exit quarter who were
  still employed in both the second and third
  quarters after the quarter of exit divided by the
  number of participants who exit during the
  quarter
• Management Issues what to look for, when, how
  to intervene
• Measure closely tracks average earnings since it
  uses the same time period
• Timing requires additional case management
• Follow-up early in the final quarter to allow
  time for re-placement if necessary
• Any employment in the appropriate quarters will
  count, including self-employment and temporary
  employment

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Exit Quarter
Entered Employment Quarter
Retention Quarters
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Retention

• Follow-up Issues
• Measure closely tracks average earnings since it
  uses the same time period
• Any employment in the appropriate quarters will
  count, including self-employment and temporary
  employment
• Timing requires additional case management
• Follow-up early in the final quarter to allow
  time for re-placement if necessary
• What triggers follow-up?
• When do you do it?
• Who do you follow-up with?
• What do you want to know?
• How will you elicit the information? Do you have
  any alternatives?
• What will you do with this information?

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• TRIGGER all participants achieving entered
  employment the prior quarter all who earned 1
  the first retention quarter
• WHEN The first month of both the second and
  third quarters after the exit quarter
• WHO participant and supervisor
• WHAT Participant job satisfaction any
  difficulties, training or support service needs.
  Supervisor satisfaction with placement issues
  project can help resolve to ensure placement
  success 2nd retention quarter wage data for 1st
  retention quarter Both reminder of continuing
  contact
• HOW Telephone fax or email for wage data
• USE OF INFORMATION to job developer if no
  longer working to case manager if support
  services needed

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Average Earnings

• Definition Of those participants who are
  employed in the first, second, and third quarters
  after the quarter of program exit, total earnings
  in the second and third quarters after the exit
  quarter, divided by the number of exiters during
  the period
• Management Issues what to look for, when, how
  to intervene
• Close connection with retention
• Quality of employment (Starting wage and
  advancement Part-time v. full-time)
• Quality of training and CSA work experience
• Matching skill development and work experience to
  employer needs in the community
• Job search skills training
• Employer outreach campaign to attract multiple
  employers from a variety of industries
• Targeted follow-up and offer of support services
  during the retention period

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Exit Quarter
Entered Employment Quarter
Average Earnings Quarters
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Average Earnings

• Follow-up Issues
• Close connection with retention
• Targeted follow-up and offer of support services
  during the retention quarters
• What triggers follow-up?
• When do you do it?
• Who do you follow-up with?
• What do you want to know?
• How will you elicit the information? Do you have
  any alternatives?
• What will you do with this information?

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• TRIGGER All participants achieving retention
• WHEN First month of the 2nd retention quarter
  and first month of the 4th quarter after the exit
  quarter
• WHO Employer or participant
• WHAT Earnings statement for the 2nd and 3rd
  quarters after the exit quarter
• HOW Telephone with fax or email follow-up
• USE OF INFORMATION Entry into data base

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Additional Measure Retention at One Year

• Definition Of those participants who are
  employed in the first quarter after the exit
  quarter the number of participants who are
  employed in the fourth quarter after the exit
  quarter divided by the number of participants who
  exit during the quarter
• Management Issues what to look for, when, how
  to intervene
• Timing requires additional case management
• Any employment in the appropriate quarters will
  count, including self-employment and temporary
  employment

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Exit Quarter
Retention at 1 Year Quarter
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Retention at One Year

• Follow-up Issues
• Timing requires additional case management
• What triggers follow-up?
• When do you do it?
• Who do you follow-up with?
• What do you want to know?
• How will you elicit the information? Do you have
  any alternatives?
• What will you do with this information?

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• TRIGGER All those who achieved retention for 6
  months
• WHEN the first month of the 4th quarter after
  the exit quarter
• WHO Participant
• WHAT Job satisfaction any difficulties,
  training or support service needs
• HOW Telephone
• USE OF INFORMATION to job developer if no
  longer working

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EXERCISE
Putting Key Steps Into Practice