Statement of the Objective:
Enhance the service delivery model to job seekers and employers by broadening the information base and improving the referral processes for populations served in strategic sectors identified by
Philadelphia Works in consultation with system partners.
Philadelphia Works Role:
• Collect information and best practices on workforce service delivery models
• Manage the gap analysis
• Engage subject matter experts in Philadelphia on workforce service delivery Partnership Role:
• Stakeholder community: Provide advice on enhanced service model plans
• Participate in gap analysis and provide validity check
Pathway to the two-year objective:
• Step one: Draft service delivery model for job seekers and employers, including existing referral points. Start April 2013; complete May 2013.
• Step two: Draft integrated service delivery model for job seekers and employers, including existing referral points. Start September 2013; complete November 2013.
• Step three: Identify areas of improvement in the models, make recommendations for improvement and idealize operation. Start November 2013; complete January 2014.
Benchmark/key milestone 1: With input and consensus from service delivery providers and system partners, finalize the prototype service delivery model for both job seekers and employers.
• Step four: Complete a gap analysis of services based on the resources currently available and ideal service delivery model. Start January 2014; complete by February 2014.
• Step five: Conduct research on the support and challenges of incorporating services outlined in the gap analysis with recommendations on next steps based on current policy, funding,
relationships and any related initiatives. Start February 2014; complete March 2014.
• Step six: Seek and incorporate relevant and merited feedback from the stakeholder community on the gap analysis and recommendations and agree on viable goals and strategies to enhance the delivery service model. Start April 2014; complete May 2014.
Benchmark/key milestone 2: Identify network of agencies (services and funding) related to the
provision of services to job seekers and employers committed to enhancing the delivery service model.
• Step seven: Designate roles and responsibilities for seeking additional funding and policy and relational support to provide services or create referral processes. Start May 2014; complete June 2014.
• Step eight: Draft and agree upon referral process models for new and existing services. Start July 2014; complete December 2014.
• Step nine: Finish negotiation on contract and memorandum-of-understanding terms to deliver enhanced services or exchange information for referral process models. Start January 2015;
complete May 2015
• Step ten: Finish enhanced service model draft with system partners and alliances. Start March 2014; complete June 2015.
Benchmark/key milestone 5: Present enhanced service model to Philadelphia Works’ board and show widespread support for its adoption by June 2015.
Final Benchmark: Implement an enhanced service delivery model in all career centers in Philadelphia beginning July 2015.
Resources
Internal resources redirected: Internal staff will be necessary to provide the information on the existing and integrated delivery models, objective input on the service models and conduct the gap analysis.
Internal resources would be necessary to describe the system and provide front line input from contractors and providers on the practicality of the models.
Consultant/temp worker: Temporary assistance or consultancy will likely be needed for the gap analysis and research stages of the objective, steps four through six. We may also need additional consultant support for policy and funding recommendations, step seven.
External funding: To accomplish this work and potentially institute a mechanism to maintain and update the information, we should allocate between $75,000-100,000 for a range of consultant services.
Commitments and Agreements
Memberships/advisory groups: Philadelphia Works will need to create a group of system partners that will commit their organization to support this project. Members will be expected to provide merited input at the designated stages and accept responsibilities to assist in forwarding the work.
Program coordination: System partners that will need to be involved and coordinated will range from those providing housing, financial counseling, cash assistance, and mental health and family services to economic development, entrepreneur advocacy, and human resources agencies.
Funder/granter buy-in: There may be additional flexibilities required, but funding agencies would have to agree to the secured exchange of information as a baseline. The Commonwealth will be asked to support the objective and work with various agencies to develop innovative processes.
Statement of Outcome(s)
Implement enhanced service model in integrated centers showing solid strategic alliances, referral plans and information loops with all related providers and organizations in July 2014. When the service delivery model to job seekers and employers is enhanced in this manner, with broad stakeholder and funder support, Philadelphia will have taken the second large step to accomplish the No Wrong Door strategy.
No Wrong Door, in addition to the integration of services under one roof, will allow any customer — job seeker or employer — to receive assistance at any point in our workforce system. All parties providing service or advice to our customer base will understand the broad workforce system, what it can provide, and where other services can be accessed. Even partners that are not directly funded with workforce development dollars will understand where to route our mutual customers.
Five-Year Goal: Full implementation of the No Wrong Door enhanced service delivery model and a mechanism for continuous information based maintenance.