Lessons Learned Presented by Christine Boucher, Program Officer Renetta Boyd, Program Officer Rian...

Lessons LearnedPresented by

Christine Boucher, Program OfficerRenetta Boyd, Program Officer

Rian Ellis, Program OfficerJoseph Gallagher, Assistant to the Director, SCSEP Field Operations

Glendale Johnson, Program Officer Janet Parsons, Program Officer &

Mohan Singh, Program Officer

Service Level (SL)

Lessons Learned

PY 2007

Presented by: Janet Parsons

Program Officer

Service Level

Definition:

Number of eligible individuals served

Compares total number of participants to a grantee’s authorized number of positions, adjusting for differences in minimum wage.

Service Level

PY 2007 Service Level Goal:

164%

Service Level

Example:

Modified Authorized Number of Positions = 100

PY 2007 Goal: 164%

100 x 164% = 164 participants need to be served during program year.

Service Level

Example:

Modified Authorized Positions = 100

Service level = participants served YTD

Participants served YTD = # of participants carried over on July 1 + new enrollees since July 1

Service Level

SSAI National Performance

How did we do?

PY2007 SSAI National Participants served and Service Level by Month

0

2,000

4,000

6,000

8,000

10,000

12,000

Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08

Month

Part

icip

ants

0

20

40

60

80

100

120

140

160

180

Serv

ice

Leve

l

Served Service Level

Service Level

Service Level

164

164

164

164

164

164

164

164

164

164

164

164

164

PY2007 Service level (SL) by State

100

125

150

175

200

SSAI AL

CA IA IL IN MA

MD

MN

MS

NC

NY

OH PA TN TX WI

Service Level Goal

Service Level

Lessons Learned:

Network has tremendous capacity to enroll

As of 3/31/08, network needed to enroll 1896 participants to meet 164% goal.

By 6/30/08, network had enrolled 2162 participants to reach 168%.

PY2007 Diff

-400

-300

-200

-100

0

100

200

300

400

500

Ju

l-07

Au

g-0

7

Sep

-07

Oct-

07

No

v-0

7

Dec-0

7

Jan

-08

Feb

-08

Mar-

08

Ap

r-08

May-0

8

Ju

n-0

8

Service Level

Service Level

Lessons Learned:

Service level goal was met, but last quarter enrollment push does not ensure other performance measures will be met, or PWFB budget will be spent.

PY2006 Diff

-2,500

-2,000

-1,500

-1,000

-500

0

500

1,000

1,500

2,000

2,500

Jul-

07

Au

g-0

7

Sep

-07

Oct

-07

No

v-07

Dec

-07

Jan

-08

Feb

-08

Mar

-08

Ap

r-08

May

-08

Jun

-08

Service Level

Service Level

Lessons Learned:

• Competitions, transitions, and new regulations impact our work but does not stop us.

PY2005 Diff

-1,500

-1,000

-500

0

500

1,000

Ju

l-07

Au

g-0

7

Sep

-07

Oct-

07

No

v-0

7

Dec-0

7

Jan

-08

Feb

-08

Mar-

08

Ap

r-08

May-0

8

Ju

n-0

8

Service Level

Service Level

Lessons Learned:

Appears to be no difference between urban and rural project service level performance.

Appears to be no difference between types of sponsors service level performance.

Service Level

Lessons Learned:

• Service level ‘drives’ your entire program.

Service Level

Lessons Learned:

Continuous marketing is essential

Waiting lists are beneficial if used effectively

Need large, diverse group of host agencies

Service Level

Lessons Learned:

Project staffing

Payroll by payroll report is essential tool

Complete participant forms in a timely manner

Community Service Hours (CSH)

Lessons Learned

PY 2007

Presented by: Rian Ellis

Program Officer

Definition Community Service Hours (CSH) in the

aggregate of community service employment, compares the total number of hours of community service provided by each SCSEP grantee to the number of community service hours funded by the grant.

Community Service Hours

Formula

Total # of community service hours reported

YTD funded hours

YTD funded hours =273 hours per quarter* (number of quarters* modified slots)


Example

Project XYZ has 45 participants on pay roll and their modified authorized slots is 44. Each participant trained at their assigned host agency for the minimum allotted time of 20 hours per week. The same participants kept working for all four quarters and never had a leave of absence.


Project XYZ

45 participants

Pay Roll

Hours/wk20

Example Cont’d

At the end of PY 2007, Project #000 had a performance level of

89.9%


Can we do the math?

Mr. Service Hours

Formula in Slow Motion

45 participants x 20hrs x 4 wks x 3mths= 10,800 hrs/qtr

10,800hrs x 4qtrs = 43,200 hrs/yr

43,200 hrs (total number of community service hours reported)

48,048hrs (YTD funded hours= 273*4*44)

= 89.9%


PY2007 Community Service (CS) Rate by State

50

55

60

65

70

75

80

85

90

95

100

SSAI

AL

CA IA IL IN MA

MD

MN

MS

NC

NY

OH

PA

TN TX

WI

Community Service Rate Goal


SSAI YTD Performance PY07 Goal

81% 81.5%

Lessons Learned:

1. Not everyone will have 100% of possible hours to report

2. Exits and mid-month enrollments effect the calculation

3. Leave of Absence’s effect the CSH calculation4. Training hours are not calculated into the formula5. Hours are correlated to spending6. Hours must be entered on the hours tool on time7. Length of time on the program


Lessons Learned (cont’d):

8. Extra hours• Not everyone accepts extra hours• Effective usage is a challenge • Doesn’t always ensure you will spend all $$$• Sends wrong message to participants about

SCSEP not being a job.


Providing Service to Most in Need (MIN)

Lessons Learned PY 2007

Presented by Christine Boucher, Program Officer

Most in Need

Participants whose economic and social conditions — as well as employment histories or prospects for employment — are poor.

Integral to carrying out the SCSEP missions.

Also known as MIN.

Definition

Most in Need

Represent a participant’s

barriers to employment.

There are 13, the majority

of which cannot be changed

once the participant is enrolled.

MIN Characteristics

MIN: 13 Characteristics

Participants with any of the following

characteristics will be positive for MIN:

Veteran or spouse Homeless or at-risk Resident of rural area Disabled Limited English-proficient Low literacy skills

Most in Need

MIN: 13 Characteristics (cont’d)

Low employment prospects Failed to find work after WIA Severely disabled Frail Old enough for SSI but not eligible Severely limited job prospects Age 75 or older

Most in Need

The Formula

MIN is not a percentage, but an average. To calculate—

1. Add all Most in Need

characteristics possessed by

all participants served.

2. Divide total characteristics by

number of total participants.

Most in Need

An Example of the Formula

You have counted the MIN

characteristics for each of your

participants for a total of 152.

You have served 68 participants total.

You divide 152 by 68 to arrive at 2.23.

Your MIN performance measure is 2.2.

Most in Need

Do the Math!

Participants served: 68

MIN characteristics

of all 68 participants: 152

152 ÷ 68 = 2.2

Most in Need

2007 Performance Measure

Goal for PY 2007: 1.6(average # of characteristics

per participant)

Established by DOL

14 of 16 states met or

exceeded the goal!

Most in Need

Most in Need

PY2007 Most in Need (MIN) Rate by State

0

0.5

1

1.5

2

2.5

3

SSAI

AL

CA IA IL IN MA

MD

MN

MS

NC

NY

OH

PA

TN

TX

WI

Most in Need Rate Goal

2007 MIN Rate by State

PY07 Goal

1.6

SSAI Final

1.8

What does it mean?

Quite frankly…

we’re not sure!

Most in Need

But we do know this!

2007 was baseline year.

DOL set Continuous Improvement Goal of 2.6 for PY 2008.

2008 is 1st year MIN Goal “counts.”

To get full credit toward goal, Participant Forms must be completed properly.

Most in Need

Finding ParticipantsWho Most Need SCSEP

SSAI helps subgrantees by—

Providing local zip codes

Developing tools for LEP

Encouraging direct outreach

Supporting intermediary recruitment

Most in Need

Most in Need

SSAI’s Ongoing Objective

To better servethose who mostneed SCSEP.

Entered Employment Rate (EER) or Unsubsidized

Placement?

Lessons Learned

PY 2007

Presented by: Glendale Johnson

Program Officer

Entered Employment Rate

Definition

Of those who are not employed at the date of participation: the number of participants who are employed in the first quarter after the exit quarter divided by the number of adult participants who exit during the quarter.


Formula

Total number of participants employed in the first quarter after the exit

Total number of adult participants who “exit” during the quarter


SSAI

PY 2007 Goal =

44%

Entered Employment

Example

6 participants exited the program 3 were confirmed for employment in the first

quarter after exit Entered Employment Rate = 3 ÷ 6 = 50%


Jul-Sep 07 Oct – Dec 07

Exit Quarter Q1

After Exit

Participant A Entered Employment

Participant B Entered Employment

Participant C Entered Employment

Total 3

Example


PY2007 Entered Employment Rate (EER) by State

40

50

60

70

80

SSAI

AL

CA IA IL IN

MA

MD

MN

MS

NC

NY

OH

PA TN

TX

WI

Entered Employment Rate Goal

SSAI YTD Performance=54%


What did we learn?


Lessons Learned:

The shift to WIA Common Measures did not lead to more participants getting unsubsidized jobs

Entered employment percentages were high, the actual number placed was low


PY 2007

EER = 54%

1,465 confirmed jobs

PY 2005

Unsub Rate = 33%

2,084 confirmed jobs

Lessons Learned:

30% fewer jobs


So…We are putting EER in the pit stop

for repairs, andReturning to the track with the old

unsubsidized placement measure which is reflected in your sponsor agreement

Why did we go back to the unsubsidized placement rate

for PY2008?

Entered Employment Rate Unsubsidized Placements

Bottom Line:

We need to help as many people as possible to get jobs!!


Focus on the number to be placed from your Sponsor Agreement

Maintain the same follow-up schedule Exit all unsubsidized placements between

April 1, 2008 through March 31, 2009 Confirm placements by June 30, 2009


Placement Goal Tips

IMPORTANT NOTE: A confirmed unsubsidized placement is still a participant employed in the first quarter after exit


Final Note


Entered Employment RateUnsubsidized Placements

PY 2008 Unsubsidized Placement

Goal = 2,246 participants

PY 2008 Entered Employment Rate

Goal = 55%

(by March 31, 2009)

Employment Retention Rate (ERR)

Basically, Case Management and Follow Up 2

Lessons Learned

PY 2007

Presented by: Renetta Boyd Program Officer

Employment Retention Rate

Definition Retention in Unsubsidized Employment for Six

Months. Of those who are employed in the first quarter after the exit quarter: the number of participants who are employed in both the second and third quarters after the exit quarter divided by the number of participants who exit during the quarter.

PY 2007 Goal = 71.5%


What?


Of the Participants that confirmed entered employment in Quarter 1

Were they still working 6 months later?


If yes,

Still working in Quarter 2 (earned at least $1 in wages)

and

Still working in Quarter 3 (earned at least $1 in wages)

therefore

Confirm Employment Retention

Does not include participants who are excluded Job changes count Fine print: Cannot get the credit unless a follow-

up is conducted.



9 of 16 states or 56%

Successfully matched participants to jobs that they retained 6

months later

How did we do?

PY2007 Employment Retention Rate (ERR) by State

0

10

20

30

40

50

60

70

80

90

100

SSAI

AL

CA IA IL IN MA

MD

MN

MS

NC

NY

OH

PA

TN

TX

WI

Employment Retention Rate Goal


SSAI YTD=76%


The relationship we build with participants over time contributes to success of this measure.

Employment Retention begins with good Individual Employment Plans (IEP).

Which leads to good job matches

Lessons Learned:


A low percentage could mean follow-up or tickler system did not work well.

Therefore complete case management every 30 days as a good practice.

Lessons Learned:


Use the webtools to follow up and track what needs to be done, by when:

Lessons Learned:


Frequent follow-up and good case management notes leads to success in this measure.

Lessons Learned:

Average Earnings (AE)

Lessons Learned

PY 2007Presented by:

Mohan Singh, Program Officer

Average Earnings

Definition:

Of those participants who are employed in the 1st, 2nd and 3rd quarters after the exit quarter: the total earnings in the second quarter plus the total earnings in the third quarter divided by the number of participants who exited during the quarter.

Average Earnings

Definition Continued:

This measure only looks at those individuals who are included in the retention measure.

Average Earnings

Formula

Total earnings in Q2 of participants employed in Q1, Q2 and Q3 after exit, plus total earnings in Q3

Number of participants who exit during the quarter

Average Earnings

PY 2007 Goal = $6,752.26

You collect Earnings information when you do follow up 2, the same time you are confirming Employment Retention.

Average Earnings

You have to wait until third Quarter after exit to collect Earnings data for second Quarter after exit.

You have to wait until fourth quarter after exit to collect Earnings data for third quarter after exit.

Average Earnings

Is this too long? You bet.

SSAI Web tool lets you know when it’s time to do the follow up 2.

Average Earnings

Once you obtain the Earnings information, enter it in the web tool and the system keeps track of the data and reports your performance.

Average Earnings

How did we do in PY 2007?Actual SSAI performance = $6,125.35

Overview4 of 16 states achieved the goal.

Average Earnings

PY2007 Average Earnings (AE in $) by State

3000

4000

5000

6000

7000

8000

9000

10000

SSAI

AL

CA IA IL IN

MA

MD

MN

MS

NC

NY

OH

PA TN

TX

WI

Average Earnings ($) Goal

Average Earnings

Lessons Learned: Is this a good measure? We are not sure.

This is a baseline year for this measure.

There is no prior year data to compare.

Average Earnings

Lessons Learned (cont’d): This measure does not work well for an

aging population.

Participants need good jobs but you have no control over the jobs they find.

Average Earnings

Lessons Learned (cont’d):

You do have control over follow ups – do them regularly to get credit.

Make sure the earnings data is accurate and you can validate it.

Average Earnings

Lessons learned Cont’d:

Establish good relationships with former participants and employers who hire them.

Spending

Lessons Learned

PY 2007

Presented by:

Joseph Gallagher Assistant to the Director, SCSEP Field Operations

Spending

Definition:

Expend 100% of Participant Wages budget

ANOTHER WAY TO SAY IT: EFFICIENTLY UTILIZE ALL OF THE FUNDS THAT YOU HAVE AT YOUR DISPOSAL WITHOUT GOING OVER YOUR BUDGET.

Spending

PY 2007 Spending Goal:

Spend 100% of Participant Wages

ANOTHER WAY TO SAY IT: EFFECTIVELY UTILIZE ALL OF THE FUNDS THAT YOU HAVE AT YOUR DISPOSAL WITHOUT GOING OVER YOUR BUDGET.

Spending

How is the goal calculated?

Identify PWFB dollars: Spend 100%.

ANOTHER WAY TO SAY IT: EFFICIENTLY AND EFFECTIVELY UTILIZE ALL OF THE FUNDS THAT YOU HAVE AT YOUR DISPOSAL AND SERVE AS MANY PEOPLE AS YOU CAN. EVEN IF THAT MEANS GOING OVER YOUR SERVICE LEVEL GOAL.

Spending

SSAI National Performance

How did we do?

$1.2 million unspent in participant wages on June 30.

Spending

How did we do?

48 of 81 (or 59%) of projects under spent.

30 of 81 (or 37%) of projects over spent – most, but not all… at SSAI’s request.

Spending

Lesson Learned:

Project directors need to know what’s going on with their spending… all year long… and they need a good, easy-to-use tool to help them do that.

Spending

Lessons Learned: Need to utilize new and improved PY08

Payroll-by-Payroll report with “SPN.”

SPN? What’s “SPN?” Try “Supportable Payroll Number”… or, “Supportable Participant Number”…

Wages Budget : $405,000Total Work Days: 261 Wage Rate: $6.55

Daily average wages : $1,552Pay Periods Wages - This Period Under or (Over)

Begin & End Dates Budget Actual This Period Y-T-D

07/01 07/05 4 6,207$ 5,000$ 1,207$ 1,207$ 49 4 5907/06 07/19 10 15,517 12,500 3,017 4,224 50 14 6007/20 08/02 10 15,517 13,200 2,317 6,541 49 24 6008/03 08/16 10 15,517 13,000 2,517 9,059 48 34 6108/17 08/30 10 15,517 13,100 2,417 11,476 49 44 6108/31 09/13 10 15,517 13,400 2,117 13,593 49 54 6209/14 09/27 10 15,517 13,500 2,017 15,610 50 64 6209/28 10/11 10 15,517 13,700 1,817 17,428 50 74 6310/12 10/25 10 15,517 14,000 1,517 18,945 51 84 6310/26 11/08 10 15,517 14,250 1,267 20,212 51 94 6411/09 11/22 10 15,517 14,350 1,167 21,379 52 104 6411/23 12/06 10 15,517 14,300 1,217 22,597 51 114 6512/07 12/20 10 15,517 14,500 1,017 23,614 52 124 6612/21 01/03 10 15,517 14,600 917 24,531 53 134 6701/04 01/17 10 15,517 14,700 817 25,348 53 144 6701/18 01/31 10 15,517 14,650 867 26,216 54 154 6902/01 02/14 10 15,517 14,100 1,417 27,633 52 164 7002/15 02/28 10 15,517 14,500 1,017 28,650 53 174 7203/01 03/14 10 15,517 14,500 1,017 29,667 53 184 7403/15 03/28 10 15,517 14,500 1,017 30,684 53 194 7703/29 04/11 10 15,517 14,500 1,017 31,702 53 204 8004/12 04/25 10 15,517 14,500 1,017 32,719 53 214 8604/26 05/09 10 15,517 15,700 (183) 32,536 60 224 9305/10 05/23 10 15,517 17,000 (1,483) 31,053 65 234 10305/24 06/06 10 15,517 18,300 (2,783) 28,271 70 244 12306/07 06/20 10 15,517 18,300 (2,783) 25,488 70 254 19806/21 06/30 7 10,862 12,000 (1,138) 24,350 70 261 -07/01 0 - 24,350 261 -

Totals: 261 405,000$ 380,650$ Underspent ProjectRemaining Wages: 24,350$

Supportable Payroll

# of Work Days In

Number Of Participant

Workdays Elapsed

Begin & End Dates Budget Actual This Period Y-T-D

07/01 07/13 10 20,000$ 15,803$ 4,197$ 4,197$ 83 10 7707/14 07/27 10 20,000 20,639 (639) 3,558 91 20 7707/28 08/10 10 20,000 21,222 (1,222) 2,336 90 30 7708/11 08/24 10 20,000 21,326 (1,326) 1,010 93 40 7708/25 09/07 10 20,000 21,073 (1,073) (63) 95 50 7609/08 09/21 10 20,000 23,368 (3,368) (3,431) 97 60 7609/22 10/05 10 20,000 23,318 (3,318) (6,749) 97 70 7510/06 10/19 10 20,000 23,379 (3,379) (10,128) 99 80 7410/20 11/02 10 20,000 23,708 (3,708) (13,836) 99 90 7311/03 11/16 10 20,000 23,835 (3,835) (17,671) 101 100 7211/17 11/30 10 20,000 22,712 (2,712) (20,383) 101 110 7112/01 12/14 10 20,000 24,263 (4,263) (24,646) 102 120 7012/15 12/28 10 20,000 20,261 (261) (24,907) 97 130 6912/29 01/11 10 20,000 21,433 (1,433) (26,340) 98 140 6801/12 01/25 10 20,000 20,967 (967) (27,307) 98 150 6701/26 02/08 10 20,000 21,368 (1,368) (28,675) 89 160 6502/09 02/22 10 20,000 19,634 366 (28,309) 86 170 6402/23 03/08 10 20,000 22,648 (2,648) (30,957) 98 180 6203/09 03/22 10 20,000 24,048 (4,048) (35,005) 105 190 5803/23 04/05 10 20,000 23,394 (3,394) (38,399) 104 200 5204/06 04/19 10 20,000 23,560 (3,560) (41,959) 103 210 4504/20 05/03 10 20,000 24,367 (4,367) (46,326) 102 220 3305/04 05/17 10 20,000 22,881 (2,881) (49,207) 98 230 1605/18 05/30 10 20,000 22,778 (2,778) (51,985) 101 240 -1805/31 06/13 10 20,000 24,289 (4,289) (56,274) 104 250 -11906/14 06/27 10 20,000 23,863 (3,863) (60,137) 102 260 -2,21906/28 06/30 1 2,000 11,858 (9,858) (69,995) 103 261 -07/01 0 - (69,995) 261 -

Totals: 261 522,000$ 591,995$

Remaining Wages: (69,995)$ Overspent Project

Supportable Payroll Number

# of Work Days In Period

Number Of Participants

Paid

Workdays Elapsed

Spending

Lessons Learned Cont’d:

If over enrolled at beginning of program year, focus on exiting into unsub until you have funds to enroll.

If under enrolled at beginning of program year, focus on recruitment until on track to spend 100% of PWFB while also exiting to unsub.

Spending

Lessons Learned:

Need to keep eye on wages spending during the entire program year.

Wages spending is thoroughly intertwined with service level success and community service hours, and is a goal in itself.

SpendingLessons Learned:

Offering extra hours is a last resort strategy and is inadequate solution to under spending.

Big enrollment push at end of year is an inadequate solution to under spending.

Spending

Lessons Learned:

Some project directors do not get the benefit of their own Payroll-by-Payroll reports.

Payroll-by-Payroll reports need to be submitted timely to be effective.

Required by the sponsor agreement.

Spending

Lessons Learned:

Project directors are central in effective spending.

PY 2007 payroll reports and information led to new and improved model for PY 2008.

Spending

First Rule of Holes:

If you are in one, stop digging!

SummaryAs of August 5, 2008

Stay on the Road to High Performance!

To All SSAI

Sub-recipients

Thank you, for your High Level of Performance in PY 2007.

Thank you to all those that contributed to this session:

Data & GraphsKamal Elharam

Content Collaboration & EditingChris Garland

Tony Sarmiento

Power Point Design & LayoutMindy Luckett

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