Presentation on theme: "NYATEP Fall Conference"— Presentation transcript:
1NYATEP Fall Conference October 2008Strategic Operating Plans: Integrating Performance Based Management Into One-Stop Center Expectations
2Agenda Overview of NYC Workforce1 System Outcomes Based Contracting Strategic Operating Plan (SOP)Developing the processCommunicating the exercise to CentersWorking with Centers to achieve outcomesLinked to Annual Contract EvaluationIn Depth Look: ITG MeasurementLessons LearnedQuestions
3Overview of NYC Workforce1 System NYC Local Workforce Investment Area is the largest in the countryConsists of the five boroughs of New York CityNew York City’s workforce system is overseen by the NYC WIBDirect services to adult jobseekers and businesses are managed by the NYC Department of Small Business ServicesNYC Department of Small Business Services oversees the operation of eight Workforce1 Career Centers (One-Stop)Seven different contracted service providers, both non-profit and for-profitsAll contracts are performance based and all Centers participate in an annual strategic planning processBusiness and data driven workforce development systemSince April 2004 the system has placed New Yorkers in over 60,000 jobs, more than 4,000 in each of the past ten quarters
4Overview of NYC Workforce1 System Workforce1 serves two customers with two brands:NYC Business Solutions helps businesses save time and money by providing employers with pre-screened, qualified job candidates and connecting businesses to training programs designed to improve workforce skills and reduce turnover. Six Business Solutions Centers provide a range of business services, including financing, MWBE certification, and business incentives.Workforce1 Career Centers (WF1CC) connect employers to a skilled workforce and provide training and placement services to the City’s adult jobseekers. WF1CCs provide the City's jobseekers with a full array of employment services including career advisement, skills training, and job placement. SBS operates these centers in coordination with the New York State Department of Labor and the City University of New York, combining the expertise of many different organizations to provide a seamless network of employment services and business development resources.
5Outcomes Based Contracting Contracts are 70% line item reimbursement, 30% performance milestonesLine Item budget reduces risk to providers and provides opportunity to increase performance goals each yearPerformance MilestonesTotal Job PlacementsEmployer Fulfillment/ Account Management TeamsGeneral Retention After 6 MonthsEmployer Specific Retention After 6 MonthsAt least 30% of new customer registrations per month must be Dislocated Workers as a prerequisite for reimbursementValidation of Outcomes for PaymentPerformance outcomes are determined on a quarterly basisOutcomes are validated by third party research firm using telephone surveys of jobseekersThe system is currently in Year 5 of 6 year contractsMilestones were completely changed after Year 3 and contracts were amended to reflect new milestones
6Strategic Operating Plan (SOP) OverviewGoal is to focus service delivery on job quality and exemplary customer engagement in addition to total volume of placementsClearly defined processes to achieve successAnnual plan written by service providers to articulate strategy for the year ahead (July-June)Performance is reviewed and rated quarterlyCurrently there are five Strategic Objectives:Target SectorsHiring (including New Location Openings and Account Management Teams)Business Solutions Centers HiringCommunity PartnersTraining (including Individual Training Accounts)In 2006, the system had ramped up operations and infrastructure to achieve outcomes consistent with current averagesPlacements, however, were not strategic and SBS realized that there needed to be a focus on quality, not just quantity, and how placements are achievedEach Objective has approximately 5 sub metrics to measure specific qualitative and quantitative goals
7Strategic Operating Plan (SOP) Annual Plan DevelopmentMarch & April: SBS program teams meet internally to evaluate objectives and determine performance priorities for coming yearMay: SBS develops Annual Plan Template, Annual Rating Guide & Rating Sheet, Quarterly Rating Guide & Rating SheetJune: Centers write and submit Annual Plan. SBS rates plans and meets with centers individually to discuss and reviseJuly: New SOP Objectives are implemented by CentersQuarterly Performance Review & RatingEach Objective is worth 10 points; Each metric receives a “Did Not Meet”, “Met”, or “Exceeds”. Point distribution is based on total number of metricsSBS meets with each Center individually to discuss the past quarter’s performance and set goals for upcoming quarterEach Objective is managed by an SBS program teamAnnual Rating and Quarterly Ratings are combined and used to inform each provider’s contract evaluationThe contract evaluation provides the leverage to ensure performance. If a provider receives a rating other than “Satisfactory” or better, they will have a difficult time winning future contracts with the City.
8Strategic Operating Plan (SOP) Clear Communication and Ongoing Engagement with CentersMonthly and Quarterly Performance Reports issued by SBSWeekly Communication Newsletter ed to all CentersMonthly and Quarterly Meetings with CentersTraining and Hiring Objectives have Biweekly Conference CallsSOP Rating Guides clearly state expectations for rating scores for both qualitative and quantitative outcomesOngoing technical assistance is available to Centers on particular processes and Objectives as neededCenters share a common database with each other and with SBSTransparency in data entry and reportingConsistent definition of goals and successesSBS meets with service providers as a group on a monthly and quarterly basis to discuss performance and operations, set expectations, and provide a forum for best practice sharing
9Example: Training Objective Quantitative MetricsIssuance of the center’s Individual Training Account (ITA) allocationActual vs TargetAchievement of a 70% Adult/ 30% Dislocated Worker allocation of vouchersEffective integration of training into the center’s demand-driven strategy by ensuring ITAs are allocated towards Target Sector employers and Hiring AccountsDemonstration of a strong strategy for reengaging customers after trainingAt least 50% of jobseekers must be placed in employment after training completionDemonstration that the Case Conference process was utilized to increase the number of jobseekers connected to occupational training via referrals to non-WIA funded trainingReferrals to free trainings = at least 50% of training fund allocation for quarterAchievement of enrollment and placement goals for the onsite GED/ESL classesQualitative MetricsEffective utilization of the Case Conference model to help determine the strategic investment of training vouchersAchievement of goals for working with onsite and offsite Literacy partners
10Example: Training Objective ImplementationDevelopment of System-wide process to evaluate ITA applicationsBiweekly Conference Calls with Center Career AdvisorsWeekly Training Voucher Issuance Report from SBSITA Pipeline ReportIssuance ReportPipeline Report
11Lessons Learned Manage to the Objectives Control the Data Align payment milestones/ strategic objectives with key measures of successEnsure service providers have direct influence over metricsLimit number of metrics to lessen administrative burdensUnderstand how daily operations are impacted by metrics and goalsControl the DataDefine outcomes to best reflect objectives (Require outcomes that can be regularly reported)Record data consistently and timelySet up process to maintain data qualityUnderstand how changes in technology, policy, and practice might affect dataCommon Data Points and Shared Database AllowAllows for tracking of performance over time and across the entire systemDetermination of where uniformity brings efficiencySharing of best practicesPerformance Based Management is Labor IntensiveRequires significant staff and technology resources for both SBS and providersAll stakeholders must commit to processPerformance Based Management done well allows for performance growth and accurate outcomes reporting
12Questions Shanna Gumaer Assistant Commissioner Workforce1 Career Center System PerformanceNYC Department of Small Business Services110 William Street, 8th FloorNew York, NY 10038Stephanie MartinezPolicy DirectorNYC Workforce Investment Board