This workshop makes an important connection between case notes and related issues, such as planning, implementation, follow-up, and success! This is a real, HOW-TO for writing case notes—you'll hear about the components that constitute a quality case note, along with the seven elements that should be present with every case note. Learn how to quickly create case notes that include essential case management information, discover what types of information should and should not be included, and begin using a fail-safe approach for writing case notes that is guaranteed to improve those notes, even if you are not naturally a good writer. Frank Lengel is a nationally-known workforce and career development humorist, cartoonist, and trainer. He specializes in using humor and inspiration to help develop staff and team capacity, especially in the area of strategic planning, program development, and case management. Frank is the creator of “One Stop Cartoons,” one of the most popular web-based cartoons on the Internet. He is also the author of three books. Frank holds a PhD in career counseling and credentials both as a Certified Workforce Development Professional (CWDP) and Business and Employer Services Professional (BESP). He and his wife Beth have operated Lengel Vocational Services together for more than 20 years.
The session focuses on the elements for customer focused case management, the key items case managers need to know and understand about case management, and the role of the case manager. The training is intended to help motivate the customer and learn what to do when you do not have the answers that the customer wants.
Guide to information on key strategies, policies and procedures to assist Local Workforce Development Boards with layoff aversion.
Designed to assist YouthBuild staff and youth professionals in the development and enhancement of various components of counseling and case management from program entry to post-program follow-up.
According to the U.S. Census in 2007, of the 23.6 million military veterans in the United States, 6 million had disabilities. In addition, an increasing number of disabled veterans will be returning from combat in Afghanistan and Iraq with Post Traumatic Stress Disorder (PTSD), Traumatic Brain Injury (TBI) and other mental and physical disabilities resulting from their tours of duty. If the One-Stop Career Centers are to meet the challenges of serving the increasing number of disabled veterans seeking employment services, there needs to be collaboration and coordination between the public workforce investment system and programs that serve disabled veterans. This information brief highlights DPNs successful strategies by partnering with the Disabled Veterans Outreach Program and Local Veterans Employment Representative staffing to provide access to the full array of services available to disabled veterans through the public workforce investment system.
This manual describes the ten steps a state can take to develop effective program monitoring systems. It includes key questions that states need to address in developing the a state monitoring system and a self-assessment tool to help states identify where they are in the process. The manual also includes descriptions of effective state monitoring practices.
The Temporary Assistance for Needy Families (TANF) and Workforce Investment Act (WIA) programs provide employment and training services to a targeted population of low-income individuals. The similarities between the TANF and WIA programs have generated interest in the coordination and integration of services across the two programs since their inception in the late 1990s. Nonetheless, it remains unclear how and to what degree the programs are coordinating at the state and local level. The Study of TANF/WIA Coordination, initiated by the Office of Planning, Research, and Evaluation explored the supports, strategies, and considerations that influence coordination within selected locations across the country. The information presented in this brief - which accompanies a full report – comes from interviews with state and local respondents in 8 states and 11 localities. Authors describe 12 strategies for TANF/WIA coordination that the study sites use and that other locations may choose to replicate. The strategies fall under six program components: (1) administration and management; (2) funding; (3) policies and procedures; (4) program missions and knowledge; (5) services for customers; and (6) accountability and performance measurement. Using the practices of the study sites, the report defines levels of coordination for each of the 12 strategies. The report also includes a postscript addressing key TANF-Workforce Innovation and Opportunity Act coordination points.
WIOA retains the nationwide system of one-stop centers, which directly provide an array of employment services and connect customers to work-related training and education. WIOA furthers a high quality one-stop center system by continuing to align investments in workforce, education, and economic development to regional in-demand jobs. The new law places greater emphasis on one-stops achieving results for jobseekers, workers, and businesses. WIOA reinforces the partnerships and strategies necessary for one-stops to provide job seekers and workers with the high-quality career services, education and training, and supportive services they need to get good jobs and stay employed, and to help businesses find skilled workers and access other supports, including education and training for their current workforce.
WIOA outlines a broader youth vision that supports an integrated service delivery system and gives a framework through which states and local areas can leverage other Federal, State, Local, and philanthropic resources to support in-school and out-of-school youth. WIOA affirms the Department’s commitment to providing high quality services for youth and young adults beginning with career exploration and guidance, continued support for educational attainment, opportunities for skills training in in-demand industries and occupations, and culminating with a good job along a career pathway or enrollment in post-secondary education.
WIOA seeks to improve the effectiveness of and streamline the governing structures of the public workforce investment system, empower elected officials and workforce boards, establish structures for working regionally aligned with regional economies, and engage the key stakeholders needed to lead the system to achieve the goals of WIOA.
Planning on building a Career Pathway? Think bigger. Start planning now to launch a strong sector partnership, out of which you and partners can develop a comprehensive career pathway. Why bother? Don’t make the mistake of asking for employers’ time to just respond to their talent pipeline needs. Employers have multiple needs, but need a single table at which to work with multiple public entities, including education, workforce development and economic development. A sector partnership is an effective and sustainable vehicle to meet employers’ multiple needs, including building a talent pipeline into good jobs.
Commonwealth Corporation strengthens the skills of Massachusetts youth and adults by investing in innovative partnerships with industry, education and workforce organizations. We seek to meet the immediate and emerging needs of businesses and workers so that they can thrive in our dynamic economy Commonwealth Corporation is a Massachusetts quasi-public corporation within the Executive Office of Labor and Workforce Development.
This resource is designed to create and sustain a business-led Colorado talent system that appropriately integrates the work of economic development, education, training and workforce development to meet the needs of businesses, students and job seekers.
The first in a six part series focused on practical evaluation methods, this brief defines program evaluation; addresses common concerns program managers and practitioners have regarding evaluation; and outlines five major reasons why conducting a program evaluation can benefit programs. In this case, the brief focuses on youth programming, but the document’s succinct rationale for, and to approach program evaluation is readily applicable to workforce development and human services programming.
This report, prepared by the Secretaries of Labor, Commerce, Education and Health and Human Services, with input from several other Federal agencies and staff, summarizes the evidence collected on adult and youth job training strategies and programs. The first section synthesizes evidence on what works for adults to improve their employment and educational outcomes, while the second section discusses what works for youth. The third section summarizes the main findings based on evidence to date, highlights gaps in evidence, and suggests directions for future research. The report’s relevance for state and local workforce development programs can be realized in the final section – Gaps in Evidence – to inform the rationale for and implementation of program evaluation design, rigor and data identification.
This thorough guide is a recommended place to begin an exploration of program evaluation. The guide explains what program evaluation is, why evaluation is important, how to conduct an evaluation and understand the results, how to report evaluation findings, and how to use evaluation results to improve programs. The document includes worksheets, examples, checklists, definitions and an appendix with additional evaluation resources.
Produced by the John J. Heldrich Center for Workforce Development based at the Edward J. Bloustein School of Planning and Public Policy at Rutgers University, this research brief discusses the value and purpose of program evaluations, highlights different evaluation tools and techniques, and illustrates how policymakers and program managers can structure and implement evaluations of workforce development programs.
As part of the Design Options for the Search for Employment (DOSE) project, this report developed recommendations for an overall approach, potential research design options, and the analytic methods that could be used in rigorous impact evaluations of job search strategies. The project began with a scan of the current state of knowledge of job search strategies, including identifying what is known about existing or previous approaches to address the problem, where there have been successes or deficiencies, and the lessons to be learned from these approaches.
This manual provides an overview of core statistical and econometric methods for program impact evaluation (and, more generally, causal modelling). More detailed and advanced than typical brief reviews of the subject, it also strives to be more approachable to a wider range of readers than the advanced theoretical literature on program impact evaluation estimators. It forms a bridge between more basic treatments of the essentials of evaluation methods and the more advanced discussions, discussing methods in a thorough manner that does justice to their complexity, but in a fashion that is approachable.
This 279 page guide provides a thorough and comprehensive discussion of program evaluation strategies, providing recommendations and resources targeting Trade Adjustment Assistance Community College and Career Training (TAACCCT) program grantees. The guide will also prove useful for a broader audience seeking to learn from similar workforce development and postsecondary education programming.
This toolkit presents a detailed orientation to evaluation concepts and principles. Specifically, it begins by providing background information on evaluation, reviews the different kinds of evaluations used to evaluate WIF grants including pre-post outcome study, Randomized Control Trial, implementation study and cost study). The toolkit also provides an overview of the evaluation activities required for WIF evaluations, including required evaluation reports including an overview of the components of the required Preliminary Evaluation Plan, guidance on the development of the evaluation timeline and budget, and information about selecting and working with a third-party evaluator.
The Administration – with the leadership of Vice President Biden — released a plan to expand the number of pathways for Americans to gain the skills they need to get better, higher - paying jobs and increase access to those pathways. The overarching vision is a job - training system that, as the President states, “ trains our workers first based on what employers are telling us they’re hiring for and helps business design training programs so that we’re creating a pipeline into jobs that are actually out there.”
As one of the seven major strategic components of the DEI, the Integrated Resource Team (IRT) model represents a strategy that a local workforce area can use to provide an increased level of support to a job seeker with a disability. The purpose of this set of frequently asked questions (FAQs) is to clarify the IRT concept and offer guidance on the potential role of a DRC in introducing the IRT approach and facilitating an IRT with an individual job seeker.
Since the inception of the Disability Program Navigator (DPN) initiative in 2003, Disability Navigators have focused on the coordination of integrated services to job seekers with multiple challenges to employment. With considerable knowledge on resources within the public workforce investment system and in the community, Navigators often see the “big picture” or the many pieces needed to form the puzzle. This information brief highlights the use of Integrated Resource Teams, which represent one significant approach DPNs are using to bring together multiple partners across service systems helping to build teams who work together to combine resources and help job seekers reach employment.
The narrative within this document offers an additional level of detail related to the activities identified in the Sample Integrated Resource Team (IRT) flow through WIA Intensive and Training Services chart. This information is meant to provide a cursory overview of the two potential customer flow scenarios that can take place after the customer attends Job Center orientation.
This letter is to provide clarification and encouragement to further assist you in preparing for a timely and robust implementation of Title II of the Workforce Innovation and Opportunity Act, Pub. L. 113-128 (WIOA) and to clarify the participation of the Carl D. Perkins Career and Technical Education Act of 2006, Pub. L. 109-270 (Perkins IV) in combined state planning efforts.
Something very significant is happening in Workforce Development: With a labor market in flux and public resources shrinking, workforce leaders are finding new ways to advance workforce development goals in their communities by finding new ways to lead. This collection of resources documents their insights and their practices.
The OJT Toolkit provides you with customizable OJT templates and forms including outreach materials, contracts, and monitoring documents. Further, OJT Toolkit documents allow you to quickly and efficiently implement OJT in your area.
ETA seeks to greatly increase the number of states and regions actively engaged in sector strategies work by providing technical assistance focused on developing new sector strategies partnerships, expanding and sustaining existing ones, and overall scaling up effectiveness and impact. The Initiative will, for the first time, create a networked national sector strategies “movement” of workforce systems that are sharing and supporting each other by leveraging the significant body of sector strategy knowledge already available.