Governing for Results 13 - Washington State Digital Archives

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Employment Security Department Job Net Job Order Demand List The process of producing lists of daily job openings used by WorkSource Columbia Basin staff and other community organizations assisting customers seeking employment was inefficient and time consuming. Over 20 organizations relied on the WorkSource Center to fax them the list daily. If not received by 9:00 a.m., they called to see where it was. The list was printed from a standard report produced from the automated system that contains information about job openings—JobNet. It was printed, folded to cover confidential information, transferred to a header sheet to look professional, enlarged, copied and faxed. The list used by WorkSource center staff was photocopied and then hand delivered to approximately 70 people. The new process allows staff responsible for creating the report to search the JobNet system using codes from the dictionary of occupational titles (DOT), highlight the open job orders, and copy them over to an Excel spreadsheet. The report is then e-mailed to internal staff and placed on the web for universal access. Results ★ Saved 430 hours of staff time per year. ★ Saved $960 in paper costs. ★ Community organizations can access the job list on the Internet. ★ Increased customer satisfaction by reducing wait time for the job list. ★ Potential “best practice.” Team Name: WorkSource Columbia Basin Team Members: Josie Acob-Campbell, Rudy Alaniz, Paul Bailey, Mike Channel, John Hood, Donna Kunk CONTACT: Donna Kunk, (509) 734-5974 87
Employment Security Department Claimant Placement Program Orientation Scheduling The process of scheduling Unemployment Insurance (UI) claimants to attend job seeking skills workshops at the WorkSource Columbia Basin was a lengthy, labor intensive, 4-step process. Claimants were first identified from a list produced by the automated UI system, then three screens had to be checked to determine various information—such as payment history, employer attachment, name, and address. Once the identification process was complete, names, addresses, and social security numbers were entered into Windows; then using the merge data feature, appointment letters were printed. The letters were checked for accuracy, corrections made, and copies prepared for the local file. The last step was to create a list of individuals scheduled to attend the workshop by typing their names into an Excel schedule form. Because the scheduling process took so long, not every claimant that was identified to attend the workshop got scheduled. The team explored other scheduling alternatives and found that WorkSource Walla Walla was using an Access downloading process. This eliminated the need to key information into Windows for printing appointment letters and into Excel to produce the workshop schedule. The team coordinated and collaborated with Walla Walla staff to adapt their system and train staff. Results ★ Saved 819 FTE hours by reducing staff time from 936 hours per year to 117 hours per year. ★ Doubled the number of claimants scheduled each week for workshops, from 80 to 160. ★ Doubled the number of workshops held each week from four to eight. ★ Improved accuracy of data. ★ Adapted and implemented as a “best practice.” Team Name: WorkSource Columbia Basin Team Members: Josie Acob-Campbell, Daryl Campbell, Sally Casey, Sandra Ortega CONTACT: Sally Casey, (509) 734-5946 88
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Board of Accountancy National Award
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