DOCUMENT RESUME CE 082 596 ED 458 421 Dickinson, Katherine; Soukamneuth, Sengsouvanh AUTHOR Developing Effective Linkages between Job Corps and One-Stop TITLE Systems: A Technical Assistance Guide. Social Policy Research Associates, Menlo Park, CA. INSTITUTION Job Corps (DOL), Washington, DC. SPONS AGENCY 1999-01-00 PUB DATE NOTE 68p. E-6448-8-00-82-30 CONTRACT For full text: AVAILABLE FROM http://usworkforce.org/onestop/pdf/Jobcorp-lstp_TAG.pdf. Research (143) Reports Non-Classroom (055) Guides PUB TYPE MF01/PC03 Plus Postage. EDRS PRICE Access to Information; Adult Education; Adult Programs; DESCRIPTORS *Agency Cooperation; Change Agents; Change Strategies; Competition; Cooperative Planning; Coordination; Definitions; *Delivery Systems; Educational Legislation; *Employment Services; Federal Legislation; Guidelines; High School Equivalency Programs; Job Placement; Job Training; Labor Force Development; *Linking Agents; Marketing; Online Systems; Orientation; Partnerships in Education; Postsecondary Education; Program Guides; Program Implementation; Public Agencies; Recruitment; Referral; Secondary Education; Staff Development; *Systems Approach; Technical Assistance; Vocational Education; Youth Employment; Youth Programs *Job Corps; *One Stop Centers; Workforce Investment Act 1998 IDENTIFIERS ABSTRACT This document is intended to help Job Corps centers and Office of Acquisition Policy contractors establish linkages with one-stop systems. Chapter 1 summarizes the requirements for linkages between Job Corps and one-stop systems that are specified in the Workforce Investment Act (WIA) of 1998 and compares one-stop delivery systems before and under the WIA. Chapters 2-5 detail the challenges entailed in establishing four types of linkages and strategies for overcoming them. The linkages and challenges (1) organizational linkages (developing an discussed are as follows: effective memorandum of understanding; coordinating the governance of one-stop and Job Corps systems; linking the operations of the one-stop and Job Corps systems; developing staff capacity to carry out effective (2) recruitment and referral linkages (developing effective joint linkages); marketing procedures with one-stop systems; developing effective referral (3) coordinated procedures; reducing competition for youth customers); service linkages (linking Job Corps participants to one-stop training to enhance Job Corps training; ensuring access to additional supportive services); and (4) placement linkages (helping Job Corps youth access one-stop core placement services; encouraging them to use one-stop intensive services; linking them to additional training programs through one-stop; encouraging them to use one-stop postplacementnservices; reducing competition between Job Corps and one-stop partners for job openings) . (MN) Reproductions supplied by EDRS are the best that can be made from the original document. SOCIAL POLICY RESEARCH ASSOCIATES Developing Effective Linkages Between Job Corps and One-Stop Systems: A Technical Assistance Guide January 1999 Prepared by: Katherine Dickinson Sengsouvanh Soukanmeuth Prepared for: Steve Aaronson U.S. Department of Labor Office ofJob Corps 200 Constitution Avenue, N.W., Room N-4510 Washington, D.C. 20210 DOL Contract No. E-6448-8-00-82-30 U.S. DEPARTMENT OF EDUCATION Office of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) El This document has been reproduced as received from the person or organization originating it. 1:1 Minor changes have been made to improve reproduction quality. Points of view or opinions stated in this document do not necessarily represent official OERI position or policy. BEST COPY AVAILABLE 2 CONTENTS EXECUTIVE SUMMARY 1 I-1 I. INTRODUCTION 1-3 ORGANIZATION OF THIS GUIDE WIA REQUIREMENTS FOR LINKAGES BETWEEN JOB CORPS 1-3 AND ONE-STOP SYSTEMS Organizational Linkages 1-4 Recruitment Linkages 1-4 Service Linkages 1-5 Placement Linkages 1-5 I-5 ONE-STOP DELIVERY SYSTEMS UNDER WIA One-Stop Implementation before WIA 1-6 One-Stop Delivery Systems under WIA 1-6 II-1 II. ORGANIZATIONAL LINKAGES CHALLENGE 1: DEVELOPING AN EFFECTIVE MEMORANDUM OF 11-2 UNDERSTANDING CHALLENGE 2: COORDINATING THE GOVERNANCE OF ONE-STOP AND JOB 11-5 CORPS SYSTEMS Strategy 1: Participating in Oversight Boards 11-5 Strategy 2: Participating in Management Teams 11-5 Strategy 3: Participating in Staff Meetings 11-6 V CHALLENGE 3: LINKING THE OPERATIONS OF THE ONE-STOP AND JOB CORPS 11-7 SYSTEMS Strategy 1: Integrating Staff 11-7 Strategy 2: Co-locating but Maintaining Separate Staffing 11-8 Strategy 3: Maintaining Separate Locations but Linking Activities 11-9 CHALLENGE 4: DEVELOPING STAFF CAPACITY TO CARRY OUT EFFECTIVE II-10 LINKAGES Strategy 1: Providing Cross-Training to Job Corps and One-Stop Staff II-1 1 Strategy 2: Arranging Tours of Job Corps Centers II-1 1 Strategy 3: Fostering On-Going Communication 11-12 III. III-1 RECRUITMENT AND REFERRAL LINKAGES CHALLENGE 1: DEVELOPING EFFECTIVE JOINT MARKETING PROCEDURES WITH ONE-STOP SYSTEMS 111-2 Strategy 1: Participating in One-Stop Orientations 111-3 . . . Strategy 2: Distributing Job Corps Marketing Materials at One-Stop Centers 111-3 Strategy 3: Including Job Corps and One-Stop in Each Other's Marketing Efforts 111-3 CHALLENGE 2: DEVELOPING EFFECTIVE REFERRAL PROCEDURES 111-5 Strategy 1: Making Active Referrals to Ensure the "No Wrong Door" Approach 111-5 Strategy 2: Job Corps Helping to Staff the One-Stop Intake Desk 111-7 Strategy 3: Including Job Corps as an Option on the One-Stop Intake Form 111-8 Strategy 4: Designating a Key Staff Liaison to Coordinate Referrals 111-9 CHALLENGE 3: REDUCING COMPETITION FOR YOUTH CUSTOMERS BETWEEN JOB CORPS AND ONE-STOP 111-9 Strategy 1: Clearly Defining Job Corp's Role in One-Stop Systems 111-9 Strategy 2: Sharing Credit for Client Outcomes III-10 IV-1 IV. COORDINATED SERVICE LINKAGES CHALLENGE 1: LINKING JOB CORPS PARTICIPANTS TO ONE-STOP TRAINING TO ENHANCE JOB CORPS TRAINING IV- 1 Strategy 1: Using One-Stop Centers for School-To-Work Training 1V-2 Strategy 2: Co-Enrolling Participants in Vocational Training Available Through the One-Stop System IV-4 Strategy 3: Co-Enrolling Participants in GED Training Available at One-Stop IV-5 CHALLENGE 2: ENSURING ACCESS TO ADDITIONAL SUPPORTIVE SERVICES IV-6 V. PLACEMENT LINKAGES V- 1 CHALLENGE 1: HELPING JOB CORPS YOUTH ACCESS ONE-STOP CORE V-3 PLACEMENT SERVICES Strategy 1: Teaching Job Corps Youth to Use One-Stop Self-Access Services V-4 Strategy 2: Accessing One-Stop Resources Electronically V-6 CHALLENGE 2: ENCOURAGING JOB CORPS YOUTH TO USE ONE-STOP V-7 INTENSIVE SERVICES III CHALLENGE 3: LINKING JOB CORPS YOUTH TO ADDITIONAL TRAINING V-9 PROGRAMS THROUGH ONE-STOP CHALLENGE 4: ENCOURAGING YOUTH TO USE ONE-STOP POST-PLACEMENT V-9 SERVICES CHALLENGE 5: REDUCING COMPETITION BETWEEN JOB CORPS AND ONE- V-10 STOP PARTNERS FOR JOB OPENINGS V-10 Strategy 1: Co-enrolling Youth in Multiple Programs . . Strategy 2: Sharing Job Listings V-11 Strategy 3: Sharing Facilities and Staff V-11 iv EXECUTIVE SUMMARY The Workforce Investment Act (WIA) of 1998 calls for a comprehensive reform of the nation's job training system and a major change in the way services are delivered. WIA requires that customers be able to access services through a One-Stop delivery system through which customers can access a set of core services and link to intensive services and training services for which they are eligible. Under WIA, Job Corps continues to operate as a separate program with a separate delivery system. Nonetheless, WIA indicates that Job Corps is a required One-Stop partner and encourages Job Corps to coordinate and collaborate with the One-Stop system at the organizational level, in recruiting youth, in providing core and intensive services, and in providing placement and post-placement services. The purpose of this Technical Assistance Guide is to provide Job Corps centers and OAP contractors with information about a wide range of strategies to link with One-Stop systems. These strategies represent some of the "best practices" that Job Corps centers and OAP contractors have already developed to link with One-Stop systems. This guide is intended to serve as a resource for the Job Corps community to guide its efforts in building effective linkages with One-Stop systems. The information about best practices was obtained through telephone interviews with respondents from numerous Job Corps and One-Stop systems across the nation. Below we present some of the common challenges that these Job Corps and One-Stop systems faced in developing linkages and the strategies they used to address those challenges. ORGANIZATIONAL LINKAGES WIA encourages linkages between Job Corps and One-Stop in the organization of the two systems. WIA recognizes the importance of organizational linkages by making Job Corps a required partner of the One-Stop system, which means that One-Stop and Job Corps could develop agreements about how to cooperate and Job Corps could participate in some way in One-Stop operations. Below we present strategies that Job Corps and One-Stop administrators and staff have developed to address the challenges of developing effective organizational linkages between their two systems. 6 Challenge 1: Developing Memorandums of Understanding In establishing Job Corps as a mandatory One-Stop partner, WIA requires that local Workforce Investment Boards (WIBs), with agreement from the local elected official, enter into a memorandum of understanding (MOU) with Job Corps. WIA indicates that such MOU, at a minimum, include (1) the services to be provided through One-Stop, (2) how the costs of such services and operational costs of the system will be funded, (3) methods for referral of individuals between the One-Stop operator and One-Stop partners, and (4) duration and procedures for amending the MOU. Job Corps entities, both OAP contractors and Job Corps center operators, that have already developed MOUs with One-Stop systems made several recommendations for additional areas that can be included in MOUs to make such agreements effective, including for example, identifying what each system is to do and the procedures to co-enroll participants in Job Corps and other programs. Challenge 2: Coordinating the Governance of One-Stop and Job Corps Systems Collaboration between One-Stop and Job Corps can also be enhanced by coordinating the governance of the two systems so that both can benefit from consistent planning for youth services, consistent policy making, and consistent operational procedures. Sites with existing linkages between Job Corps and One-Stop systems used three different strategies, alone or in combination, to accomplish these governance linkages. Participating in oversight boards. Job Corps staff can participate in a variety of One- Stop governing boards, including Youth Councils. WIA requires that One-Stop Youth Councils shall include "representatives of the Job Corps, as appropriate." In some local areas, Job Corps is already represented on youth-related committees of the One-Stop governing board. Participating in management teams. A second strategy to coordinate governance is for Job Corps staff to participate in One-Stop management teams with other partners. This strategy allows Job Corps staff to have an equal voice with other partner programs on how the One-Stop center operates. Participating in staff meetings. A third strategy is for Job Corps staff to attend One-Stop staff meetings so that they can have input on One-Stop center policies and procedures. 2 7 Challenge 3: Linking the Operations of Job Corps and One-Stop Systems As a required partner, WIA indicates that Job Corps can participate in the operations of One-Stop systems. Local Job Corps systems with existing One-Stop linkages have used three different strategies to coordinate operations, involving a combination of location and staffing arrangements. Integrating staff One strategy is for Job Corps staff to conduct some functions for the One-Stop center, including staffing the common intake desk and resource room on a rotating basis. An advantage of this strategy is that Job Corps truly becomes a program that is promoted within the One-Stop center. It should be noted, however, that even in sites with the most integrated staff, One-Stop staff did not conduct the intake for the Job Corps program. Job Corps eligibility determination and screening were always solely the responsibility of Job Corps staff. Co-locating but maintaining separate staffing. The second strategy is to co-locate Job Corps staff at the One-Stop center, but not have Job Corps staff conduct any One-Stop functions. This strategy can increase the visibility of Job Corps in the One-Stop center and facilitate staff from both systems learning about youth-related services. A disadvantage is that Job Corps may be viewed as a less integral part of the One-Stop system. Maintaining separate locations but linking activities. The final strategy is for Job Corps to maintain a separate location from the One-Stop center, but to have strong linkages in activities and services. This approach is often referred to as "no wrong door" because customers can learn about appropriate services and take initial steps to access services regardless of which office they come to initially. Challenge 4: Building Staff Capacity to Carry Out Effective Linkages One of the major challenges to linking Job Corps and One-Stop systems is the lack of good information about Job Corps among One-Stop staff and visa versa. Both regional and local Job Corps staff indicated that One-Stop staff are often unfamiliar with Job Corps' target groups, its services, and its unique residential nature. At the sites contacted, several strategies were used to build staff capacity for both Job Corps and One-Stop staff about each other's services. Providing cross-training to Job Corps and One-Stop staff Many local staff found that providing staff training about Job Corps and One-Stop was helpful, whether staff were co-located or not. For example, Job Corps and One-Stop staff can make presentations about their services. 3 Providing tours of Job Corps Centers. Job Corps Centers located near a One- Stop center can arrange for One-Stop staff to tour the job Corps Center. Developing procedures for ongoing communication. Examples of these procedures include linking e-mail, voice-mail, and MIS systems. RECRUITMENT LINKAGES WIA indicates that the recruitment, screening, and selection of Job Corps participants should be implemented "to the extent practicable" through arrangements with One-Stop centers. Thus, the legislation does not necessarily require using One-Stop partners to conduct OA functions, only that strong consideration be given to implementing OA functions through arrangements with One-Stop. Coordinating recruitment activities with One-Stop systems can increase the pool of youth from which to select and potentially result in enrolling more appropriate youth into Job Corps. Challenge 1: Developing Joint Marketing Procedures with One-Stop Some local Job Corps staff reported that marketing Job Corps services through One-Stop systems can increase referrals of youth customers and reduce the duplication efforts. Strategies to effectively market Job Corps within One-Stop systems, include the following. Participating in oversight boards. Job Corps staff can participate in a variety of One-Stop governing boards, including Youth Councils. WIA requires that One- Stop Youth Councils shall include "representatives of the Job Corps, as appropriate." In some local areas, Job Corps is already represented on youth- related committees of the One-Stop governing board. Participating in management teams. A second strategy to coordinate governance is for Job Corps staff to participate in One-Stop management teams with other partners. This strategy allows Job Corps staff to have an equal voice with other partner programs on how the One-Stop center operates. Including Job Corps and One-Stop in each other's marketing efforts. A third strategy is to jointly market each others' services in community wide events, such as job fairs sponsored by One-Stop. Some One-Stop staff also present Job Corps as a training option during one-on-one meetings with youth applicants. Challenge 2: Developing Effective Referral Procedures 4 Most Job Corps local systems found it useful to develop clear standards and procedures for referring youth applicants to and from One-Stop systems. These approaches include the following: Making active referrals to ensure a "no-wrong door approach." DOL has indicated that customers need to encounter "no wrong door" when applying for services so that they can learn about appropriate services, regardless of which program they initially contact. This approach requires that staff "actively refer" youth and follow-up on referrals to ensure that youth actually receive services. For example, OA and One-Stop staff can make telephone referrals, develop forms to document referrals, and schedule intake appointments at One-Stop centers. Job Corps helping staff the One-Stop intake desk. A second strategy is for OAP staff to help staff the One-Stop intake desk. OAP staff who work at the One-Stop intake desk can identify potential Job Corps participants and direct youth to appropriate Job Corps staff. Including Job Corps in One-Stop intake form. Some One-Stop centers include Job Corps in the common intake form, on which youth applicants can indicate their interest in Job Corps or other youth services. Youth applicants are then directly referred to Job Corps staff. Designating a key staff liaison to coordinate referrals. Another strategy is to designate a key OA or One-Stop-staff liaison to handle referrals so that applicants can be processed efficiently and effectively. Challenge 3: Reducing Competition for Youth Customers between Job Corps and One-Stop One of the most difficult challenges facing Job Corps is to reduce competition with One- Stop partners for youth customers. Some examples of strategies to lessen competition and gain cooperation from a wide range of constituents include the following. Defining Job Corps' role in One-Stop systems. One strategy to gain cooperation from One-Stop partners is to emphasize that Job Corps is different from other youth programs. For example, Job Corps staff can emphasize that the Job Corps program: (1) benefits special youth populations, (2) is flexible in scheduling enrollment of youth, especially because of the open-entry, open-exit nature of the program, and (3) is a community resource and contributes to the local community at large. 5 1 0