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Agenda and Speaking Faculty |
|
Day One:
June 9, 2003
|
| 8:00 |
Registration and Continental Breakfast |
| 9:00 |
Keynote Address: One-Stop Career
Centers under the Workforce Investment Act: Strong Customer Service
for the Labor Market of America
Learn and implement
partnership strategies that enhance one-stop career centers under
WIA specifications and reporting mandates. Increase efficiency with
a performance accountability system designed to meet the needs of
your programs, your one-stop center, and your
locality.
Lenita Jacobs-Simmons, Regional
Administrator, Delaware; Washington, D.C.; Maryland; Pennsylvania;
Virginia; and West Virginia, Employment and Training Administration,
Department of Labor |
| 9:30 |
Public and Private Partnerships that Work:
How State and Local Industry Move People from Welfare to
Work
Key perspectives and issues in
developing successful one-stop career centers
Identify proven
practices of a unified, single workforce development system
Integrate human resource development agencies with core and
intensive services to reach all citizens
Implement an effective
matching system that evaluates retention levels and referral
accuracy
Steve Wing, Director of Government Programs,
CVS |
| 10:45 |
Break and
Refreshments |
| 11:00 |
Effective Post-Secondary Workforce Strategies and
Partnerships
Strategies
that engage postsecondary systems
Best practices and lessons
learned from community college partnerships
Develop career
progression strategies that target key industry sectors
Reach
and teach clients identified with basic skills deficiencies
Enhance program management and instructional strategies
Forge
active partnerships that link employers and industry associations
with capable students
Julian Alssid, Director,
Workforce Strategy Center |
| 12:00 |
Networking
Luncheon |
| 1:15 |
A Framework for Performance-Based Measures for
One-Stop Career Centers and One-Stop Delivery
Systems
Devise and implement performance measures to evaluate and streamline
services
Model after proven practices for achieving effective
performance management under the one-stop delivery system
Understand case management implications of performance measures
Drive results-orientation to the client-service level
Carl
D. DeMaio, The Performance Institute/Reason |
| 2:15 |
Effective Practices in
Cost Allocation and Resource-Sharing in the One-Stop Career
Center
Develop
an integrated system of services that effectively serves the
community
Meet all funding source needs with a single
system
Identify cost-allocation methodology for equitable
distribution of costs
Maintain transparency and a record of
accountability
Ed Donahue, Director, Office of
Financial Management, Department of Labor, Employment and Training
Administrations |
| 3:15 |
Break and
Refreshments
|
| |
Performance-Based and Outcome-Oriented Career Centers for
Employers |
| 3:30 |
Improving Service to Employers Best
Practices in Offering Employer-Friendly Services
Establish comprehensive qualified employee locator
services to ensure available job openings that reach the workforce
your area requires (private employers, public employers, nonprofit
employers and labor organizations)
Provide required training
services to ensure sustained employment of clients
Calculate
labor market information to accurately aid in the planning of
business expansion, relocation, and future hiring and training
strategies
Dr. Gary Williamson, Director, Montgomery
County Ohio One-Stop Center |
| 4:30 |
Core Services and Strategic Added Value
Services for Adults (Employed, Unemployed and
Students)
In order to provide
quality customized assistance along multiple tiers from self-help
service to fully staff-assisted service, the One-Stop Career Centers
across the nation
must make efforts, and invest in additional
services, to effectively serve their purpose.
Staff agencies
and program areas based on related functions and common
caseloads; not agency affiliation or program funding
Track
program-specific statistics and fiscal information
Increase
reporting capabilities to keep stakeholders and clients
informed
Align outcome measures related to customer use,
satisfaction and success
Ensure that all staff verify service
effectiveness and meeting the needs of their
clients
Andrew McGough, Chief Operations Officer,
Washington
Workforce Association
|
| 5:30 |
Adjourn |
| |
|
|
Day Two:
June 10, 2003
|
| 8:00 |
Continental
Breakfast |
| 8:30 |
Integrated and Seamless Case
Management Strategies
Best practices in testing,
assessment, training and education
Improve the knowledge,
understanding, and skills of staff responsible for providing direct
services to all clients
Provide labor market information and
industry specific data regarding salaries, benefits and job skills
required
Joyce Merkel, Workshop Facilitator, Berks
County Career Link
Becky Seltzer, Employment Planner,
Berks County Career Link |
| 9:30 |
Overcome Barriers to Transportation:
Customer Service Strategies for Hard-to-Serve
Clients
Devise
systems that respond to the needs of local job seekers and
employers
Create immediate action plans to remove employment
barriers
Apply innovative approaches to reducing
recidivism
Partner to provide transportation assistance and
ensure job retention
Ron Painter, Executive Director,
Three Rivers Workforce Investment Board |
|
10:30 |
Morning Break |
| 10:45 |
One-Stop Service Monitoring and Data
Integrity Strategies for Welfare-to-Work Clients
Model leading case management procedures and integrate strategies to
achieve WIA outcomes
Establish partnerships with funding
agencies to improve monitoring systems
Co-mentor monitoring
processes to ensure transparency in figures
Learn best
practices that enhance service delivery through integrated case
management
Maximize validation strategies to ensure data
quality
Identify lessons learned in monitoring and auditing
case files.
|
| 11:45 |
Networking Luncheon
|
| 1:00 |
One-Stop Critical
Success Factors
National
research conducted by the Corporation for a Skilled Workforce
identified cutting edge One-Stop Career Centers from the standpoint
of employer and job seeker services as well as ways to measure
success and management practices.
Identify measures to
implement successful practices
Integrate the tools necessary to
assess centers against success factors
Apply internal and
external oversight processes to enhance center
performance
Ed Strong, Corporation for a Skilled
Workforce |
| 2:00 |
One-Stop Service
Delivery Strategies for Job Seekers with
Disabilities
Accreditation standards and processes should be faithful
to legislation and public policies, informed by state-of-theart
professional practices, and driven by the quality and accountability
imperative. The quality imperative is also expressed in terms of
emphasizing continuous quality
improvement in management and
service delivery and in the recognized need to enhance
performance
measurement and management.
Achieve one-stop
delivery outcomes through effective and sensible policies and
procedures at core, intensive and training service levels for
clients with disabilities
One-stop Service delivery on all
levels with expertise that exceeds the clients expectations on
accessibility and accommodation
Ensure the one-stop center
staff is prepared to meet the needs of people with disabilities
Enforce linkages with disability-specific organizations and use
local labor information and data to design your clients career
plan
David Hoff, Project Coordinator, National Center
on Workforce and Disability |
| 3:00 |
Afternoon Break |
| 3:15 |
Outcome-Oriented One-Stop Career
Center Marketing and Outreach
Link Marketing
Strategies to One-Stop Center Outcomes
Reach and retain more
clients, report one-stop outcomes and ensure continuous operation
and
involvement of local business
Align the facilitys
advertisements with the local industrys needs and advertise
specific workforce requirements
View the importance of an
attractive and functional facility that promotes flow and privacy
with an inviting and business-like appearance
Max
Elsman, Vice President, Cygnet Associates |
| 4:15 |
Adjourn | |
THIS
EVENT HAS REACHED CAPACITY. HOWEVER, IT WILL BE HOSTED AGAIN
IN AUGUST IN DENVER.
PLEASE CONTACT JAMES
SIMPSON FOR INFORMATION.
Or by calling
us at
703-894-0481
|
 |
| Venue |
|
The 2003 National
Conference on Designing, Marketing and Managing One-Stop Career
Centers will
be held at the Performance Institute in Arlington, Va., just one
block east of the Courthouse Metro stop on the Orange Line. A public
parking garage is located inside the building.
The Performance Institute
1515 N. Courthouse Rd.
Suite
600
Arlington, VA 22201
703-894-0481
A
continental breakfast and catered lunch will be provided for all
delegates. |
| Hotel |
|
The 2003 National Conference on
Designing, Marketing and Managing One-Stop Career Centers will
be held at the Performance Institute, in Arlington, VA. A limited
number of rooms have been reserved at the hotel at a discounted rate
$129.00. Please contact the hotel as early as possible to guarantee
your space. To make reservations directly, call 703-524-4000 and ask
for the Performance Institute conference rate. The hotel will ensure
that your conference experience is not only educational but also
comfortable and enjoyable in every aspect. For additional
information on accommodations and a variety of area attractions,
please contact:
Quality Courthouse
1200
N Court House Rd,
Arlington, VA 22201
Tel:
703-524-4000 |
| Tuition |
|
The fee for attending Designing, Managing & Marketing
One-Stop Career Centers is:
|
| Group
Discounts |
| Reduced tuition rates for delegates who attend in groups of
three or more are available by calling James Simpson at
703-894-0481, or emailing him at [email protected]. | |
