The State of West Virginia utilizes a single, integrated, web-based case management system to support common data collection and reporting and integrated case management for a variety of Department of Labor workforce programs as identified in the Workforce Investment Act of 1998.
Some workforce programs included are:
WIA (Adult, Dislocated Workers and Youth),
Trade Adjustment Assistance (TAA),
Wagner-Peyser,
Veterans,
Alien Labor Certification (ALC); and
Migrant Seasonal Farmworkers (MSFW)
All workforce data for customers is collected on a real-time basis as transactions are entered into the WorkForce West Virginia case management system by workforce One-Stop staff in all the
aforementioned programs.
Regarding the local planning process, the collection of data will allow for continuous support for a workforce investment approach with a sustained focus on a demand-driven system. This includes efforts to present the best possible labor market information to all customers via the WorkForce West Virginia website www.workforcewv.org.
The integrated case management system allows partner staff to share essential workforce information about One-Stop customers. This information is needed to report common measures across all State workforce programs to the federal government.
The operating system is supported by multiple resources. Efforts were made to ensure that the efficient use of administrative resources would support West Virginia’s single integrated operational system.
The State will continue its plan, in the next five years, to explore methods to eliminate or reduce duplications and costs throughout its workforce development system, including WorkForce West Virginia One-Stop Career Centers. The State is also working to ensure that maximum resources are made available for services to the One-Stop customers.
The single integrated case management system (i.e. MACC) already developed by State and local workforce partners will allow the State to quickly adapt to any changes needed for common measures reporting, and the need to align performance across programs.
The State continues to work with One-Stop partners to ensure the system will continue to collect essential workforce data to allow for continuous improvement through West Virginia’s one-stop delivery system.
32 The State (via WorkForce West Virginia) is responsible for the delivery of rapid response services statewide. Where dislocation impacts 50 or more individuals, or the individuals have Union affiliation, WorkForce West Virginia coordinates rapid response services with other State agencies, LWIBs and various service providers. Where a dislocation impacts 49 or fewer individuals, LWIB staff coordinate rapid response services with the abovementioned entities. The goal is to operate the program as a collaborative effort between the State and the LWIBs.
Information on impending layoffs includes the submission of Worker Adjustment and Retraining Notification (WARN) notices sent by the affected company to WorkForce West Virginia - where such notices are required by law. However, in other instances where the number of impacted workers does not require a WARN notice, information on impending layoffs may be announced through public notice means. This includes, but is not limited to newspaper or media reports; notification provided by the company to WorkForce West Virginia or a local workforce board; reports provided by UI or other WorkForce West Virginia partners; or other means.
Upon receipt of notification of a pending layoff, rapid response personnel make every effort to provide rapid response services to the affected workers prior to the layoff date. State and LWIB personnel decide on the best approach for providing services in that particular situation. Decision-making factors include, but are not limited to timing of the contact; timing of the layoff; level of statewide activity; the number of individuals involved in the pending layoff; and the current capacity of necessary support agencies. The entity charged with coordination contacts the company at issue, as well as union representatives where applicable, and arranges an on-site meeting at the company. The coordinating entity also contacts representatives needed for the rapid response team, including WorkForce West Virginia staff (including TAA staff); local board staff; appropriate WorkForce West Virginia Career Center managers; local UI representatives; local Peer Advocates; Wagner-Peyser staff; and the appropriate West Virginia Development Office Existing Industry Representative.
In addition to WARN notices the rapid response team also monitors news media outlets, websites, etc., to ascertain any news of labor strife, or business/company) downturns which may indicate possible dislocations that may occur days, weeks or months into the future. The rapid response coordinator then contacts the West Virginia Economic Development Office (the Development Office) to determine whether or not they have initiated action to avert the dislocation. The Development Office then advises the team to either proceed with rapid response services, or refrain until a later date. If the rapid
response team is advised to refrain, the team continues to monitor the potential dislocation, and often contacts the Economic Development Office for updates.
The goal is to initiate contact with the company within 48 hours of receipt of information on the pending layoff. Where possible, this allows services to begin prior to the layoff date. Informational meetings with affected workers are scheduled prior to the layoff date if possible. It is also the goal, if possible, to deliver services on-site, and on company time. This may necessitate holding multiple meetings at a business location to address the workers of different shifts. Again, this approach is used when it is necessary to provide information to workers on-site and on company time.
The services provided to affected workers by the rapid response program, as well as the approach for the delivery of those services, are designed by the rapid response team in conjunction with the company and, where appropriate, union representatives. Surveys to be completed by the impacted workers are a part of the design process as well. The surveys are completed prior to, or at the initial meeting, and are
33 used by the rapid response team to address the design and delivery of services to be provided. Services will include, but are not limited to:
Workshops on topics such as Surviving a Layoff; Impact on the Family; and Financial Management;
Job fairs;
Re-employment services such as use of the West Virginia MACC computer system and programs such as America’s Job Bank;
Assessment services;
Services such as TAA, the Children’s Health Insurance Program (CHIP) and available local services; and
Access to available training services.
Following the initial informational meetings and rapid response activities (workshops, and assessment services), WorkForce West Virginia Career Center staff, as well as local Peer Advocates, maintain contact with the impacted workers and encourage them to take advantage of available services, including services available at local WorkForce West Virginia Career Centers. WorkForce West Virginia will then, where it has been charged with leading the rapid response effort, pass coordination to the local board or its representative or subcontractor. WorkForce West Virginia will continue to provide representation on the rapid response team and furnish technical assistance as needed.
The State utilizes a single, integrated, web-based case management system that focuses on employment for adults and skill attainment for youth. Through this approach, all data collected on a real-time basis (transactions by One-Stop staff) is reported to DOL.
A common system ensures that integrated case management and reporting are achieved by breaking down barriers to integration resulting from defining terms, data, and reports for each workforce
program. In addition, the presence of the already developed West Virginia automated system (MACC) will allow the State to quickly adapt to the changes needed for reporting on common measures being implemented across workforce programs by the federal government.
As a result of partnerships within the One-Stop Career Centers, services provided by partner programs extend the point of exit, which is a true integrated system. No single program or entity can do it all.
Only by leveraging limited resources of multiple partners and stakeholders can we meet the comprehensive needs of system customers.
The State’s development of a true integrated comprehensive system allows the participant to exit when all program services are complete, enabling all individual programs to ―share‖ in the final outcomes.
This ensures consistency and reliability of data being reported to federal and State agencies.
The presence of a real-time case management, data collection, and reporting system supports the ability of the included programs in the field of performance management. Data is collected, reviewed and updated at any time. This enables staff to monitor performance by reviewing management reports generated by the MACC.
The case management system allows WorkForce West Virginia staff to monitor performance information on each local WIB. Monitoring performance information allows appropriately targeted technical assistance ranging from instruction on the performance measures to the use of the West
34 Virginia MACC system to capture common data in the appropriate manner to ensure accurate reporting of outcomes for each One-Stop Career Center.
It is critical for state and local WIB staff to have an understanding regarding services in this case management integrated system that trigger participation, which may be remotely accessible by field staff. Collection of real-time data provides comprehensive, integrated labor market, workforce and economic development information. Therefore, recommendations and decisions can be made on real-time data and facts based on a regional perspective.
WorkForce West Virginia has been granted a waiver that permits the State to replace the performance measures at WIA Section 136(b) with the common measures. The State will use the three adult common performance measures to negotiate goals and report outcomes for the WIA Adult and WIA Dislocated Worker programs. The State will use the three youth common performance measures to negotiate goals and report outcomes for the WIA Youth program. Table 1 lists each common performance measure, as well as West Virginia’s PY10 negotiated performance goal and the actual performance level.
West Virginia relies on the MACC system to capture and track all information related to program performance. In addition to supporting the collection and reporting of required data elements, the system is flexible in that it can provide what is essentially real-time data, using supplemental data provided by staff, for purposes of management and continuous improvement of the system.
Staff at the local and state levels have access to management and performance reports that can be generated 24/7 so that services and outcomes can be monitored more easily, promoting data quality and improved communication between partner, local, and state staff. Access to these reports also allows for an ongoing evaluation of the population being served, projected population to be served, comparisons of expected and actual services received, etc. These factors provide a strong tool for staff of the
workforce system as local regions assess their respective areas to ensure success of the current delivery system, and update their plans as appropriate.
West Virginia collects quarterly wage records from within the State. In addition, WorkForce West Virginia volunteered to join the WRIS, thus agreeing to share UI wage record data with the
clearinghouse and other states. In return, the State would be granted access to wage record data from participating members. Quarterly reports are made available to local WIBS, so performance (entered employment, employment retention, and average earnings) can be monitored. Only WorkForce West Virginia can access the details of the wage data.