Leadership for the Implementation of Veteran Services

1. Leadership for the Implementation of Veteran Services

2. COURSE COMPETENCIES By the end of this training individual’s with responsibilities for program monitoring and success of DVOP/LVER staff will be able to… • Understand and have knowledge of Title 38 U.S.C. chapter 41 requirements, specifically the statutory roles of the DVOP specialists and LVER Staff • Understand the training competencies DVOP specialists and LVER staff receive at NVTI and how these competencies crosswalk back to their duties & responsibilities. • Knowledge and understanding of the importance of integrating staff within the One-Stop Delivery system.

3. COURSE COMPETENCIES By the end of this training individual’s with responsibilities for program monitoring and success of DVOP/LVER staff will be able to… • Knowledge and understanding of priority of service in DOL funded programs. • Knowledge and understanding of program indicators and measurements, how to review and take action for overall program success. • Understand the manager/leaders role in evaluating employee behavior and strategies that lead to increased productivity.

4. Goal: Partners Working Together COUNTY VETS PLES VETERANS ETA STATE WIA ONE STOP DVA

5. COMPETENCY Understand the manager/leaders role in evaluating employee behavior and strategies that lead to increased productivity.

6. Balancing Leadership with Management “ “ The most dangerous leadership myth is that leaders are born -- that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. - Warren G. Bennis ” ”

7. Congressional Vision: Public Law 107-288 impact changes: • Role of the LVER staff • Role of the DVOP specialists • Integration of the LVER/DVOP • Incentives awards for service to veterans • Weighted measures for intensive services • Priority of Service for veterans • Half – time LVER/DVOP • Change in funding formula

8. Grant Funding FormulaSection 4102 A (c) (2) Bi • The Funding Ratio: • The Total Number of Veterans Residing in the State that are Seeking Employment • divided by • The Total Number of Veterans that are Seeking Employment in all States

9. Organizational Chart Secretary ofLabor Assistant Secretary for Veterans Employment and Training Services Regional Administrator (RAVETS) Director (DVET) Assistant Director (ADVET) Program Assistant (VPA) ES/One-Stop LVER DVOP

10. VETS Programs Career One Stop Veteran Workforce Investment Program Homeless Veterans Programs TAP Employment Workshops Workforce Investment System Transition Services Employment Rights USERRA Veterans Preference

11. Congress and VETS Congress has questioned how JVSG differs from other DOL programs, especially Wagner-Peyser State Grants It is difficult to demonstrate the benefit of JVSG if the veterans served and services provided are similar to Wagner-Peyser.

12. GAO Report The GAO Report found that: • DVOP Specialists expend a relatively low amount of their overall effort delivering intensive services: • LVER staff expend a relatively low amount of their overall effort on employer outreach and job development; • Both DVOP and LVER appear their effort providing standard labor exchange services to veterans whose characteristics are very similar veterans served by Wagner-Peyser staff. to expend the majority of

13. DVOP Program • Section 4103A Full or part-time Intensive services / Facilitating Placements Priority of service is given to: A. Special disabled veterans B. Other disabled veterans C. Other eligible veterans

14. Title 38 U.S.C. Chapter 41 Section 4103 A • Help identify job opportunities that are appropriate for the veteran’s employment goals and, • assist that veteran in developing a cover letter and resume that are targeted for those particular jobs. Maximum emphasis in meeting the employment needs of veterans shall be placed on assisting economically or educationally disadvantaged veterans. In facilitating placement of a veteran under this program:

15. DVOP Specialist Duties VPL 07-10 Consistent with WIA Section 134(d)(3)(C), the intensive services category now is clarified to include: Comprehensive assessment of education, skills, and abilities; In–depth interviewing and evaluation to identify employment barriers and appropriate employment goals; Group and individual career coaching; Short-term pre-vocational services that may include development of learning and communication skills, interviewing skills, personal maintenance skills, and professional conduct to prepare individuals for career goals; and Development of an individual employment plan that identifies employment goals, interim objectives, and appropriate services that will enable the Veteran to meet his or her employment goals.

16. DVOP VPL 07-10 Conduct outreach to locate veterans for intensive services such as: • (a)   VR&E • (b)  HVRP, IVTP and VWIP grantees • (c)   VA Medical centers and Vet Centers • (d)  Homeless Shelters • (e)  Civic and service organizations • (f)    Community Stand Downs • Military Installations • WIA partners • State Vocational Rehabilitation Services

17. Case Management VPL 07-10 Case management is a service delivery strategy Conduct an assessment Develop an employment plan Follow-up CM would always be considered Intensive services You can provide intensive services without providing case management Case Management services are:

18. GAO Quote “ “ ” ” Most state workforce administrators surveyed reported that the new legislation has improved both the quality of services to veterans and their employment outcomes. They credited the availability of case management for much of the improvement in employment.

19. How DVOP Differs from W-P Staff? Tier Levels based on initial assessments by WP staff Veteran Populations • Homeless • Incarcerated • Wounded Warrior • Economically disadvantaged Case Management

20. LVER ProgramSection 4104 (b) Principle Duties (1) Conduct outreach to employers in the area to assist veterans in gaining employment, including conducting seminars for employers and, in conjunction with employers, conducting job search workshops and establishing job search groups; (2) Facilitate employment, training and placement services furnished to veterans. (e) Manager’s Report

21. LVER Duties/Employer Outreach VPL 07-10 LVER staff work with other service providers to promote the advantages of hiring Veterans to employers and employer groups. They market job seeking Veterans as individuals who have highly marketable skills and experience.

22. LVER Duties/Employer Outreach • VPL 07-10 LVER staff serve as an advocate for Veterans with business, industry, and other community-based organizations by participating in a variety of outreach activities such as: Planning and participation in job and career fairs; Coordination with unions, apprenticeship programs, and business organizations to promote employment and training programs for Veterans;

23. LVER Duties/Employer Outreach • VPL 07-10 LVER staff serve as an advocate for Veterans with business, industry, and other community-based organizations by participating in a variety of outreach activities such as: Informing Federal Contractors of their responsibility to recruit qualified Veterans; and Promoting credentialing and licensing opportunities for Veterans.

24. LVER Duties/Individualized Job Development • VPL 07-10 Job development by LVER staff should include efforts to increase job opportunities for Veterans through direct employer contact Individualized job development should center on each Veteran’s needs, skills, abilities, goals, and physical abilities and limitations

25. LVER Duties/Individualized Job Development • VPL 07-10 LVER staff should provide services such as the following to improve positive job development referrals: Job search assistance workshops for Veterans Targeted referral to training and supportive services Individualized vocational guidance and labor market information

26. LVER Duties VPL 07-10 LVER staff may provide the full range of employment and training services available to Veterans, Transitioning Service Members, and other eligible persons. LVER staff may also conduct other employer outreach activities that support job development and the referral of Veterans to appropriate job openings. LVER staff any time that a Veteran requires an intensive service and a DVOP specialist is not available to provide that service, the LVER should provide the intensive service.

27. Hiring LVER/DVOP Staff VPL 07-10 • Preference for hiring: • Qualified service-connected disabled veterans • Qualified eligible veterans • Qualified eligible persons

28. Part-Time Positions VPL 07-10 No individual can be a half-time DVOP and a half time LVER. Notification to Secretary if Non-Veteran employed as LVER or DVOP for 6 months or more.

29. Other Critical Observations DVOP Specialists do not devote the majority of their time to delivering intensive services LVER specialists do not devote the majority of their time to employer outreach

30. Other Critical Observations DVOP Specialists and LVER staff tend to devote the majority of their time to: Delivering standard labor exchange services that are similar to the services delivered by Wagner-Peyser staff Serving veterans whose reported characteristics are similar to those of the veterans served by Wagner-Peyser staff

31. Future of DVOP and LVER Grant Program • NEED FOR DISTINCTION • SPECIALIZATION OF ROLES • OTHER STAFF ALSO RESPONSIBLE FOR SERVICES TO VETERANS

32. Leadership and Feedback “ “ You will judge yourself by your intentions, whereas others will judge you by your behavior. ” ”

33. Leadership and Feedback • The Open Self – Information about yourself that you and others know. • The Blind Self – Information about yourself that you don’t know but that others do know. • The Hidden Self – information about yourself that you know but others don’t. • The Unknown self – information about yourself that neither you nor others know.

34. Feedback Tools • One-on-one meetings – the most common way to provide feedback to a direct report; • Skip-level sessions – are exactly what they sound like, your direct report meets with your manager about your leadership approaches. • Stop-start-continue evaluations – this is a structure that allows for direct reports to provide feedback regarding behaviors you should stop, start, and continue.

35. Feedback Tools (Continued) • 360 degree evaluations – The goal of this evaluation is to have a select number of direct reports provide anonymous feedback. This electronic report will provide information on the leadership behavior areas needing more focus or skills and the leadership areas that need less focus or skills. • Cross-evaluations – are electronic feedback tools that gather information about your influencing or leadership behavior based on an anchored set of leadership behaviors. With this evaluation peers can provide information concerning your leadership behavior or the impact of your organizational level of influence.