Narrative: d. 3.

Through the Reemployment Services and Eligibility Assessment (RESEA) program, Wager-Peyser and WIOA staff have been trained to identify UI eligibility issues and refer their findings to the appropriate UI staff for adjudication. The RESEA program is a major area of emphasis of re-employment and the training needs of unemployment compensation claimants.

Every RESEA session includes a one-on-one assessment of the claimants’ continuing UI eligibility. This assessment includes several questions confirming employment status, a review of the claimant’s work search activities, and referral to adjudication if an issue or potential issue is identified. AJC staff completes an internal form that is submitted electronically to the UI Adjudication Unit for review and determination of continued benefits. RESEA service delivery staff receives continuous training to identify eligibility issues and how to properly refer all eligibility issues to UI merit staff for adjudication, as appropriate.

RESEA uses a modernized statistical model that focuses on general variables to reflect a number of economic and motivational aspects of the unemployed. The method of selection concentrates on those claimants most likely to exhaust benefits and recently separated Veterans receiving Unemployment Compensation for Ex-Service members (UCX). Claimants are provided customized labor market and career information based on their assessment of needs, development of an individual reemployment plan, and information and referral to additional reemployment services including job search assistance and job placement, AJC services, resources, and training, as appropriate.

For delivering services to Job Seekers, regardless of their “reason for” or “point of” entry into the AJC, the State has adopted a Continuous Process Improvement (CPI) methodology. This process moves the Program Partners away from “Compartmentalization” and allows for the following in a real-time context: benchmarking (metric driven change); anticipating and meeting customer changing needs; local control of the process to reduce cycle time and idle resources; and incorporating lessons learned through marrying quality assurance (monitoring) directly to staff training.

Service delivery is customer demand driven and efficient. So, while it is important that all offices will “standardize job seeker services and enrollment processes,” the way in which these are delivered may be flexible, and link directly to the manner in which Program Partners serve employers.

The new roadmap for all job seekers regardless of their reason for entering LWC services is designed for speed and flexibility by providing for Continuous Assessment, Career Services, Adjudication (as necessary), and Follow-up. This supports determining participant needs, routing participants to the appropriate service, tracking participant activity throughout the process, and targeting and recording participant outcomes.

All customers visiting a physical One-Stop-Center location who receive staff-assisted services shall be included in the common measures performance calculations.

Because all AJC services, staff, facility and activities are funded in-part by both WP and WIOA, the sequence of services and assessments shall determine the timing for co-enrollment of job seekers who receive WP or WIOA Title 1B staff-assisted service in a One-Stop Center for reporting and performance measures.

Most job seekers served in any One-Stop Center should be counted as a participant in WIOA, regardless of the presence of WIOA-funded staff onsite. Conversely, most WIOA participants should be counted as WP participants; regardless of the presence of WP funded staff at the enrolling service location.