Goal Team: Process Redesign - Delaware Works · 2018-11-02 · DELAWARE STRATEGIC PLANNING PROCESS Strategic Direction/Goal Team: Guidance for Goal Teams’ Planning Work Goal Team:

DELAWARE STRATEGIC PLANNING PROCESS Strategic Direction/Goal Team: Guidance for Goal Teams’ Planning Work

Goal Team: Process Redesign

Team’s Vision of an End State: A customer can enter the system at any point, with any partner, receive one assessment and receive the

services that are most appropriate for them. All of the coordination would be done behind the scenes with the partners and the customer

(job seeker/employer) would not even know who they are receiving the services from.

Goal Team Plan Framework

1. Objective: Fix the Client Assessment, Referral and Case Management Process

Problem: Job seekers (youth, adults, underemployed, unemployed) are subjected to different assessments while visiting career centers, depending upon which program they “enter” into. Assessments ask many of the same questions, are not linked, and may not do enough to measure potential skill gaps against high-growth industry needs. As a result, customer experiences duplication, is not ‘triaged’ as quickly as could be, and may or may not get referred effectively. In addition, after assessment is performed, the job seeker customer often gets shuffled around programs before the “right” services are determined and offered.

Priority Activities Key Strategies Potential Action Steps Notes (additional needs, lead parties,

timeframes, etc.)

A. Map the current customer flow both within and among the various workforce programs. This step needs to be done first.

• Establish the monthly WIOA partner’s meeting members as the oversight committee of the Process Redesign work (i.e. all Objectives of this plan)

• Assess the most common customer flow scenarios to get a better understanding of the current state and potential gaps, duplication including both in person and internet based

• Consider the flow (in the One Stop Center) through the following activities:

o Front-end triage/assessment

Consider all tracks or services the customer may need in either of the below scenario’s Map job seeker on-line experience (paths to initiate a service) Map job seeker in-person experience (customer flow in One Stop Center)

Leads: Dan Madrid, Michael Grossman

• DWDB will hire a firm to work with the partners to map flow.

• Individuals to participate in mapping will be identified by each partner.


o Referrals o Employment Services o Training services o Career planning o Coordination of services

• Make recommendations to establish next target condition and set an initial goal (e.g. % efficiency or effectiveness progress).

• Implement a pilot to determine if strategy and measures align with next target condition.

• Evaluate leading and lagging measures of performance.

• Re-assess/iterate as needed.

• Suggestion: the State should consider this an opportunity to train key personnel across agencies in the general principles of process redesign. DHSS could serve as a lead.

Evaluate each step or activity in the process:

A. Is it value added (incorporate the voice of the customer)?

B. Is it necessary for the final goal?

C. Can it be eliminated or revised?

• DSS has already mapped their intake process.

• Process mapping to begin 4 Q of 2017

B. Develop a set of common triage questions to be utilized across all partners. This step must be completed after customer flow.

• Conduct a quick scan of existing DE triage assessments

and gain consensus on what a common triage could look

like. Keeping in mind customers basic needs must be

addressed in order for them to be successful in

employment, education or training programs.

• Determine key barriers that each agency faces (e.g.

confidentiality guidelines; data sharing; firewalls)

• Design/compile a new set of triage questions that would

be fed into the automatic referral mechanism

Get on agenda for monthly WIOA partner meeting Gather current triage/assessment information from partners Gather releases that each partner utilizes for their programs.

Lead: HarrietAnn Litwin Can begin immediately.

• DWDB will contract with same firm who performed mapping for activity A to


• Triage questions would be tied to software that would

make a determination where the referral went, it may

also schedule and report back to the scheduling agency.

Determine if we can utilize a common release allowing us to share information. Determine what pieces of data we need or want to share. Information to be shared is not necessarily to determine eligibility but to determine what services should be provided by whom. Research national best practices Draft template of triage questions, maximum questions-20 Present draft triage assessment to the job seeker focus group

review and make recommendations

• First template of triage questions: by 1Q 2018

C. Convene job seeker/career changer focus groups

• Through Process Mapping project (see Activity A) ensure focus groups are part of mapping process

• Obtain feedback from job seeker/career changer focus group, what do they need? Is it being met? Where are the gaps?

• Include elements for referral process

• Share DRAFT of common assessment/triage questions

Schedule WIOA partner focus groups, be sure to include customers from as many partners as possible, include customers from various points of the service delivery flow Hold focus groups Submit feedback to team

Leads: Richard Fernandes Completed by 2Q 2018


• Edit or adopt triage assessment

D. Automate the referral process

• Build on the work currently being performed at the state level (to make it more seamless to refer customers across programs like WIOA and employment services) by exploring how to make the process automation-based (it currently requires the filling our of hard-copy paper).

• Future state should include the following elements: o Triage questions tie into software that would

decide where the referral is sent o The referral is placed on an automatic scheduler o The scheduler would also report back to the

original agency regarding if the client showed or not

• Examine common fields from all workforce partners intake forms (e.g .demographics) that could be captured and shared across systems

• Determine flow and goals based on triage questions and client needs

• Research and invite software providers to provide solutions for DOL’s automated referral process

• Develop a set of IT/business requirements measured against the new assessment and referral process (i.e. how would a new automation system need to function to meet design elements of new assessment and referral process)

• Identify budget for Project

• Finalize Software requirement and choose platform for referral process

Lead: Dedicated full time individual is being hired to perform referral functions and data analysis. Time frame: 4Q 2018


• Formulate templates and workflow processes for end users

• Start with a Pilot, gain feedback and set up a sustainable process of continuous process improvement

• Establish/Provide Support (IT/Helpdesk)

• Transition and expand from Pilot program to all other partner agencies

• Sustain Participant/Agency engagement

• Automate feedback to drive product improvement

• Align DOL's Social Media /Marketing strategies with referral process

E. Conduct ongoing case management improvement/coordination among WIOA partners

• Phase II of Process Redesign: examine the use of labor market information in case management. Includes:

• Review and agree on a standard set of electronic tools to assist in areas such as skills or interest profiler, CareerScope, CASAS or TABE.

• Train staff on common tools to understand the results so they can be shared and utilized across the entire Workforce System.

Conduct an analysis of existing assessment tools of WIOA partners. Including how analysis is utilized. (performance outcomes, customer placement into programs, etc) Review for common assessments across partners. Review national tools which are available electronically. Do

Year 2 (2018) Owner: WIOA monthly partner team (until otherwise determined)


• Phase II should also examine more closely, enhanced/expanded co-location opportunities at the career centers

these meet the needs partner(s)? Adopt agreed upon tools Train staff Co-location objective: Conduct an assessment of current locations, analyzing co-location opportunities, partner needs, customer volume. Analyze funding needs and constraints for expansion, are there sites that can accommodate the partners? what are the financial commitment needed? When do leases expire?


2. Objective: Fix the Business Engagement Process

Problem: Each agency/program (DOL, DEDO, Del Tech, DHSS, others) has its own cohort of business service representatives, whose jobs are to reach to businesses to identify workforce needs and develop solutions. There can be significantly more coordination here so that businesses experience a more singular point of contact.


timeframes, etc.)

A. Map the current state of business services

• Determine, in detail, how the core agencies (DOL, DEDO, ED, but may also include DHSS, Del Tech) approach and serve business

• Understand, in more detail, the difference in performance measures associated with each agency/program rep (i.e. some are measured by job placement, some by wages)

• Develop a common business outreach framework including what does successful business engagement look like?

• Convene a working group of DEDO, DOL, ED, Del Tech to map current state (or oversee work of outside firm through RFP process)

• Determine overlap and potential leverage points

• Produce a framework report that would kick off new unified business services model (see below)

• Support needed: RFP process (identified in Objective #1, above) should include business services process

B. Understand/Identify DE business service needs

• Convene a group(s) of businesses, by industry or region or other, to determine their needs and desires for a future more coordinated business services approach (or tie into existing industry councils)

• Consider holding a regular (annual?) statewide workforce/business partnership summit to identify key hiring/training needs Consider starting with single industry as a model.

• Work with Career Pathways team that is including recommendations for identifying target sectors, convening employers, and

• Work with Career Pathways team to identify business reps; work through Delaware Manufacturing Association, Delaware Retail Council, Delaware Healthcare Assoc, state and regional chambers of commerce

• Convene

• Draft report

• Establish a centralized DE Employer Services website and promote through social media (see Objective 3, below)

Work to begin immediately; completed by 4Q 2017—1Q 2018


drilling down into skill needs, level of demand, and training program gaps.

• Establish convening routines/process to expand employer engagement and build regionalized supports. This type of convening should be a regularly scheduled event.

C. Develop a unified business services model to coordinate business outreach and solutions across agencies

• Develop a statewide business services model. Model to guide how agencies coordinate to conduct business outreach and deliver solutions. To include statewide coordination (across state agencies/Del Tech) and how coordination/business-intelligence flows down to regional level where services are more commonly provided. Model to include:

o Roles and responsibilities of different

agencies/programs (within a new

cross functional business outreach

team)

o Agreed-upon process for who takes a ‘lead’ and how information gets shared across agencies/programs and down to BSR and career center level

o How ALL programs are integrated. Includes TANF, vocational rehab, etc that conduct business outreach

o Include meeting routines, cross-training needs of business specialists

o Consensus on how/if industry sector approach will be used to drive outreach investment decisions

o Include SALESFORCE or other contact management solutions (and

• Bring together to establish working relationships and eliminate duplication of effort, with the various Economic Development Directors and Workforce Directors from both State and Local government. Group should serve as advisory committee to oversee process mapping and model development

• Build model and present report to advisory committee

• Increase knowledge base across partnering agencies of programs and services available to DE Employers.

• Establish an effective process of maintaining ongoing communications with partnering agencies (front line staff) of any new grant programs being offered to DE employers.

• Cross functional teams report back recommendations on best practices.

Completed by 4Q 2017


possibility of data agreements between agencies)

o Include consensus on common outcome measures for what successful engagement looks like (e.g. workforce system becomes go to place/first stop by companies when looking to fill a position)

3. Objective: Build a Cohesive and Unified Workforce System Brand

Problem: The “external face” of the system (e.g. web site, promo materials) is very confusing for customers. They do not know where to go and how to access services quickly online. It seems that many different kinds of brands and names are used for the workforce system—career centers, etc.


timeframes, etc.)

A. Develop a unified system brand (includes “mapping” of the state branding process)

• Convene a statewide marketing/branding committee

o Develop common vision/message (vision should flow from new DE strategic plan but should be more specific to what we want the marketing/branding messages to be)

o Provide oversight to below

• Map current state of branding: (likely to show lots of logos across agencies, career centers, Job Link, etc, no cohesion)

• Cross agency (or may be DOL + WDB) comms leadership team to come together to provide oversight

• Set project vision and begin current state mapping

• Hire branding firm

• Hold focus groups

• Design protoypes; review

• Confirm/complete



• Conduct a user survey (one for job seeker, one for business) and series of small focus groups

o Do they recognize the current brand? What is most important to the customer? What are their perceptions of the system?

• Use survey/focus group findings to design new brand/logo

• Take final options and solicit feedback

• Develop state policy for a cohesive brand, where used, when, how, across agencies (including signage changes, brand guideline)

B. Improve Delaware’s online presence and set of tools to reach both existing and new customers

• Incorporate new branding (see above)

• Revamp DOL/DelawareWorks/JobLink to ensure a more similar look and feel:

• Consider establishing a unified website page “Delaware Company Business Resource Guide

• Build a collaborative (across agencies) social media plan and campaign. To include:

o Enhanced social media presence (e.g. search engine optimization)

o Expanded ‘push’ technology (e.g. to conduct more targeted notifications of job postings, seminars, to customers that are best fits)

o Video clips of success stories

• Develop targeted marketing materials and resources for youth and adults related to Delaware’s labor market, educational programming, postsecondary education

• Conduct a site mapping exercise to determine commonalities across the sites and where efficiencies can be gained (e.g. it sometimes takes 3-4 clicks to get to JobLink resources)

• Engage users to help reshape site from user’s perspective (i.e. consider individual and business customer focus groups in design and prototype testing)



opportunities for employer engagement and career advisement

IMPLEMENTATION STRATEGIES

To execute the above plan, we recommend the following activities to occur immediately:

• Present/review plan with existing WIOA partner leadership team to determine its role in overseeing/working on specific activities

• Discuss plan with DE WDB for the procurement of a process redesign firm to carry out the process mapping activities

• Meet with the DE Career Pathways Evolution Goal team to cross walk plans as there is some minor overlap in activities, especially with regard to

convening employers and setting forth a process for coordinating business outreach and information sharing.

• Meet with the DE Resource Alignment & Expansion Goal team to cross walk plans as this plan includes a number of activities that require

considerable staff time and resources. Need to make sure both of these plans align and properly support one another.

• For the business engagement set of activities: identify and form state team devoted to overseeing these activities. Should be cross-agency and

include Del Tech


Revised 11/13/2017

Goal Team: Process Redesign - Delaware Works · 2018-11-02 · DELAWARE STRATEGIC PLANNING PROCESS Strategic Direction/Goal Team: Guidance for Goal Teams’ Planning Work Goal Team:

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