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					                                       Prepared by:

                     Virginia Employment Commission
                           Information Technology Division



                                      September 2001




Part One - Agency Administrative Information:
                                  Virginia Employment Commission                     Date: 05/28/2012
                                                                                     Time: 9:53 PM
 Information Technology                          IT Strategic Plan



    1. Agency Title (Acronym): Virginia Employment Commission - VEC
       Identify the title and associated acronym of your organization.

    2. Plan Date: September 2001
       Identify the date that the plan was created.

    3. Approved By: Dr. Thomas J. Towberman, Commissioner
       Identify the name and title of the agency director.

    4. Agency Contact:
       Identify a person who will serve as your agency single point of contact for completion of the plan.

                  Name           Jim Peters
                  Title          Information Technology Director
                  Telephone #    804-786-5335
                  FAX Number 804-371-2477
                  E-mail Address jpeters@vec.state.va.us




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 Information Technology                         IT Strategic Plan



Part Two - Agency IT Strategic Direction:

1. Summary of Current Agency IT Environment: -

AGENCY MISSION

We provide workforce services that promote maximum employment to enhance the economic stability of
Virginia.


LEGISLATIVE MANDATES

The VEC Commissioner and staff administer and derive mandates from:

       The Social Security Act of 1935
       The Federal Unemployment Tax Act
       The Wagner-Peyser Act
       Workforce Investment Act of 1998
       “Job Counseling, Training, and Placement Services for Veterans” (38 U.S.C. 4100)
       Trade Act of 1974
       North American Free Trade Agreement Implementation Act of 1994
       Federal Grant and Cooperative Agreement Act of 1977
       Revenue Act of 1978
       Economic Recovery Tax Act of 1981
       Worker Adjustment and Retraining Notification Act of 1988
       Immigration Reform and Control Act of 1986
       Immigration Act of 1990
       Migrant and Seasonal Agricultural Worker Protection Act
       Carl D. Perkins Vocational Education Act
       Title 60.2 of the Code of Virginia, The Virginia Unemployment Compensation Act
       “Regulations and General Rules Affecting Unemployment Compensation”
       The Small Business Job Protection Act of 1996

Programs

The Code of Virginia sets forth the following responsibilities for the agency:


§ 60.2-113. Employment stabilization.


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The Commission shall take all necessary steps through its appropriate divisions and with the advice of
such advisory boards and committees as it may have to:

1.      Establish a viable labor exchange system to promote maximum employment for the
        Commonwealth of Virginia with priority given to those workers drawing unemployment benefits;
2.      Maintain a solvent trust fund financed through equitable employer taxes which provide temporary
        partial income replacement to involuntarily unemployed covered workers;
3.      Coordinate and conduct labor market information research studies, programs and operations,
        including the development, storage, retrieval and dissemination of information on the social and
        economic aspects of the Commonwealth and publish data needed by employers, economic
        development, education and training entities, government and other users in the public and private
        sectors;
4.      Determine and publish a list of jobs, trades, and professions for which a high demand of qualified
        workers exists or is projected by the Commission. The Commission shall consult with the Virginia
        Workforce Council in making such determination. Such information shall be published biennially
        and disseminated to employers; education and training entities, including public two-year and four-
        year institutions of higher education; government agencies, including the Governor's Employment
        and Training Department, the Department of Education, and public libraries; and other users in the
        public and private sectors;
5.      Prepare official short and long range population projections for the Commonwealth for use by the
        General Assembly and state agencies with programs which involve or necessitate population
        projections;
6.      Encourage and assist in the adoption of practical methods of vocational guidance, training and
        retraining; and
7.      Develop a plan for implementation during times of economic recession, natural disaster or military
        mobilization whereby necessary workers can be provided.


FUNCTIONAL ACTIVITIES:
Priority Listing of Base Budget Activities

1. Unemployment Insurance (UI)

     The unemployment insurance system, created by the Social Security Act of 1935, is administered by
     each state, the District of Columbia, Puerto Rico, and the Virgin Islands with oversight by the U.S.
     Department of Labor (DOL). Federal law provides the guidelines, but the 53 jurisdictions determine
     many requirements related to eligibility, benefit levels, and tax rates.

     The system has three broad objectives:

                      Alleviate hardship for the unemployed;
                      Prevent unemployment; and
                      Promote reemployment.

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    Elivating hardship, the system’s principal aim, is accomplished by partially replacing the lost wages
    for unemployed individuals who have a demonstrated attachment to the workforce.



    The Virginia Employment Commission (VEC) paid $196,435,385 in regular UI benefits to 122,938
    individuals in 2000.

    Virginia requires that a claimant has earned $2,500 in the first four of the last five quarters to be
    eligible for benefits. The minimum weekly benefit payment in Virginia is $50; the maximum is $268.

    Recipients may be eligible for up to 26 weeks of benefits during their benefit year.

    Virginians received an average of 9.8 weeks of benefits in 2000.

    The program also handles resolution of disputed UI claims and answers customer inquiries regarding
    benefit and tax matters.

2. Job Service (JS)

    The Employment Service (or Job Service) established by the Wagner-Peyser Act of 1933, makes
    available job search assistance to individuals, and recruiting and referral services to employers.

    Services available to workers include job referral and placement, referral to training, and job search
    skill-building activities. VEC staff assists employers by screening and referring applicants for job
    vacancies, providing critical labor market information for business and economic planning, and
    coordinating Employer Advisory Committee activities.

    Employers placed 192,821 job openings, and the VEC made 177,000 referrals during the fiscal year
    ending June 30, 2000.

    Other employment service programs administered by the VEC include Alien Labor Certification,
    Dislocated Worker Program, Migrant and Seasonal Farmworkers, Work Opportunities Tax Credit
    (WOTC), Tract Act Assistance (TAA), and Veterans’ Services.

3. Workforce Investment Act (WIA)

    The Workforce Investment Act was signed into law on August 7, 1998. The WIA creates a State
    workforce investment system, a local one-stop delivery system, and three local workforce
    development programs. The three local programs are: Youth Activities, Adult and Dislocated Worker
    Employment, and Training Activities. Section 9-329.1 provides that the central office of the VEC
    shall be responsible for coordination of the Virginia Workforce Development Program and the

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     Information Technology                          IT Strategic Plan

        implementation of WIA. The purpose of the WIA is to increase employment, retention, earnings and
        occupational skill attainment of participants. The results should improve the quality of the workforce,
        reduce welfare dependency, and enhance the productivity and competitiveness of Virginia.

S       State Workforce Investment Board (Virginia Workforce Council) and 17 local Workforce Investment
        Boards (WIBS) provide governance for the workforce investment and one-stop delivery systems in
        Virginia. The VEC and the Virginia Community College System provide staff support for the
        Virginia Workforce Council. Local Boards contract for staff support and service delivery. Each of the
        17 local workforce investment areas must have at least one comprehensive one-stop service delivery
        center, along with satellite and information sites.

        Workforce development services are offered through a tiered approach. Core workforce services are
        universally accessible. Intensive and training services are based on eligibility criteria tied to poverty.

    4. Economic Information Services (EIS)

        Our nation’s labor market information system is an essential part of its economic infrastructure,
        providing information about employment, jobs, and workers to a wide range of users. State
        Employment Security Agencies (SESA) produce most of the nation’s labor market information in
        cooperation with the Bureau of Labor Statistics (BLS) and other federal agencies.

        The EIS division collects, analyzes, and publishes data relating to all aspects of Virginia’s labor
        market. The many users of this information include employers, job seekers, policy makers and
        analysts, economic developers, economists, and planners.

        The data collected and reported by the EIS division includes Current Employment Statistics (CES);
        Covered Employment and Wages (ES-202); Local Area Unemployment Statistics (LAUS);
        Occupational Employment Statistics and Wages (OES); and Mass Layoff Statistics (MLS). The State
        Data Center, which develops Virginia’s population projections and is a repository of census
        information, is another of the VEC’s economic information programs.

        VEC economists prepare economic forecasts and analyze recent trends for inclusion in various agency
        publications. Two capabilities of the EIS division are economic impact analyses using the Impact
        Analyses for Planning (IMPLAN) model and Geographic Information Systems (GIS) mapping.

        Staff provides economic and demographic information and analysis on request, or customers may
        access labor market information through VELMA (Virginia’s Electronic Labor Market Access
        System) on the VEC’s home page. In addition, hard copies of data can be ordered through a fax-on-
        demand system called VECSTAT.

        The EIS Division is responsible for the new statewide employment statistics system under the
        Workforce Investment Act of 1998.


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      Information Technology                           IT Strategic Plan

5.                      Administrative Law (AdLaw)

          The Administrative Law Division provides a two-tiered appellate system which ensures that claimants
          and employers receive fair and impartial as required by federal and state law.

          The division is comprised of two units: The Office of First Level Appeals and the Office of
          Commission Appeals. Appeals examiners in the Office of First Level Appeals hear and decide
          contested benefit appeals from initial determinations issued by field office deputies. Special
          Examiners in the Office of Commission Appeals review, hear, and decide appeals from decisions
          issued by the Appeals Examiners. Special Examiners also have original jurisdiction over disputed tax
          liability issues. The Office of Commission Appeals is the agency’s final administrative adjudicative
          authority. Typically, Appeals Examiners hear and decide 11,000 to 14,000 cases annually. Special
          Examiners usually decide 1,500 to 2,000 cases annually.

          The division’s mission is to effectively and efficiently review, hear, and decide contested benefit and
          tax liability cases; to promote public access to the administrative adjudication process; to enhance
          customer knowledge of the law; and to publish precedent decisions. In addition, the Administrative
          Law Division offers technical advice, policy guidance, and research services to the Commissioner’s
          Office and other agency divisions in areas such as legislation, regulatory review, and a myriad of
          employment-related issues. The division publishes and periodically revises the Commission’s
          Precedent Decision Manual, and is also responsible for the maintenance and annual filing of the
          agency’s guidance documents list with the Registrar of Regulations.


     SUPPORT ACTIVITIES:



     1.      Commissioner’s Office (CO)



          The Commissioner’s Office provides leadership, direction, and support to the VEC’s divisions and
          offices.



     2.      Finance and General Services (FGS)



          FGS provides financial management, facility maintenance, purchasing, and support services.


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     The Finance staff coordinates budget development, assists with grant preparation, and is responsible
     for all general accounting and financial reporting activities including accounts payable, cashiers,
     collections, and payroll.



     The Facilities staff prepares plans for the effective use of office space, oversees the upkeep of the
     Central Office and local office buildings owned by the VEC, and obtains office space throughout the
     state for VEC use.



     The Procurement and Support Section consists of the central warehouse, copy center, mailing services,
     and purchasing units.

     The Central Records Section is responsible for the archival retention and retrieval of various agency
     records including tax and benefits claim documents.



3.       Information Technology (IT)



     IT provides information technology solutions and services to support the VEC’s business and strategic
     needs. Activities include automation, problem resolution services, production job processing,
     technical support, and systems development.



4.       Human Resource Management Services (HRMS)



     HRMS consults with VEC leaders and staff to help them make human resource decisions in the areas
     of:



        Recruitment, selection, and hiring
        Employee relations

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        Equal opportunity and equal employment opportunity
        Benefits
        Compensation and position management
        Personnel transactions and records
        Human performance improvement and training



5.       Internal Audit Services (IAS)



     IAS performs internal audits of VEC operations, coordinates performance analysis and quality control
     activities, and provides general management assistance.



6.       Policy and Planning



     The Policy and Planning Office:



    Coordinates the agency’s strategic planning process.
    Assists agency divisions in documenting and maintaining projects and project plans, and monitors the
     progress of the agency’s strategic plan.
    Serves as the agency’s liaison to the General Assembly and the U.S. Congress, tracking legislation and
     coordinating legislative activity.
    Serves as the agency’s liaison with the U.S. Department of Labor, other state agencies, cabinet
     secretaries and the Governor’s office by coordinating responses to inquiries, maintaining policy
     correspondence files, and obtaining necessary approvals for agency policies, regulations, and
     conforming legislation.
    Coordinates the agency’s regulatory process, ensuring that the agency’s rules and policies are
     consistent with state and federal statute and with federal regulations. Maintains agency regulatory
     records.
    Serves as the agency’s Freedom of Information Act advisor.
    Helps to ensure that the agency speaks with one voice with respect to policy and regulation.




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 Information Technology                         IT Strategic Plan



RECENT AND HISTORICAL EVENTS


Customer Contact Centers
At the top of the agency's agenda for the next biennium will be redesigning our business processes and
service delivery systems to take advantage of emerging technology. This will include establishing and
staffing four customer contact centers to manage unemployment insurance claims.

Recognizing that re-engineering our business processes will make significant demands on the agency's
staff and resources, the agency is also committed to ensuring that the agency continues to deliver
effective, efficient and timely services to unemployed individuals, undiminished job services, and
economic information services.

The Virginia Employment Commission (VEC) is authorized to promulgate regulations in § 60.2-111.A of
the Code of Virginia in order to administer the unemployment insurance program. This section provides
broad-based authority for the commission to "adopt, amend, or rescind such rules and regulations…as it
deems suitable to that end." While the amendments are not essential to protect the health, safety, or
welfare of the citizens of the Commonwealth, they are intended to make the unemployment claims and
appeals processes more efficient for citizens, employers, and the agency. Currently, individuals must
travel to the nearest VEC office in order to file a claim for unemployment insurance.

Customer Contact Centers will allow such claims to be filed via telephone or the Internet, thus eliminating
travel time and expenses. Similarly, by taking unemployment claims via the telephone and Internet, VEC
will achieve economies of scale by concentrating intake staff in regional call centers rather than having
intake staff at each of 39 field offices. Filing appeals vial the Internet or facsimile will reduce postage
costs and speed the appeal process by reducing time in transit. Conducting appeals via telephone will
reduce travel time and will allow the VEC to use its staff resources more efficiently by using that time to
conduct hearings rather than traveling.

The administrative funding the VEC receives from the federal government decreases as the economy
improves. However, the agency's need to maintain job services and intake staff remains fairly constant if
the agency is to render a consistent level of service and be prepared to respond to local economic
downturns as well as an overall economic decline. By locating many of its employees at regional centers
to take claims via the telephone and Internet, the agency will be better positioned to dedicate its human
resources to the greatest areas of need. This method also allows the agency greater flexibility to assign
human resources in the event of a significant economic downturn. Customer Contact centers will also
intended to allow the agency to concentrate resources to respond more rapidly and efficiently to local
economic downturns than is possible by maintaining separate intake staff at each unemployment insurance
field office.


The Workforce Investment Act of 1998
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We are also committed to continue the consolidation of workforce development services under the
Workforce Investment Act. The Workforce Investment Act of 1998 (H.R.1385) rewrote current federal
statutes governing programs of job training, adult education and literacy, and vocational rehabilitation,
replacing them with streamlined and more flexible components of workforce development systems. A
statewide strategy was developed which will coordinate all federal, state, and local workforce training
efforts. This strategy focuses on streamlining the workforce training process, making it more responsive
to business and industry needs and coordinating access and delivery systems within a lead agency. As the
lead agency responsible for administering the Workforce Investment Act, the Virginia Employment
Commission has met with considerable success in establishing One-stop centers and overseeing the
establishment of local Workforce Investment Boards. Our strategic plan builds on those successes by
developing automated financial reporting systems, performance rating systems, and strengthening existing
workforce linkages.

To comply with the Workforce Investment Act of 1998 and Virginia Executive Orders 51 and 65 of 2000,
the Virginia Employment Commission is implementing an Internet based software system to deliver
Workforce Investment Act Title I services, labor exchange services, and unemployment insurance services
to the citizens of Virginia. This system is being developed as a member of a consortium of US DOL ETA
Region 2 states, will allow universal access to the system and all services offered by the Virginia
Employment Commission via a WEB based software package. In addition, this system will offer front-
end access to partner service agencies that have a stake in providing services under the Workforce
Investment Act of 1998.

This will be an Internet based system to deliver the services of the Virginia Employment Commission and
its WIA partner agencies to the citizens of Virginia. Through this system, we will be able to deliver labor
exchange services under Wagner–Peyser will be available online along with services and programs under
the Workforce Investment Act of 1998. Also, we will offer access to Unemployment Insurance services
to clients including registering for initial claim benefits, filing for continuing benefits, and receive answers
to questions about our programs and policies. This system will be developed in Microsoft SQL Server
and utilize open database architecture to ensure maximum compatibility with other databases within the
Commonwealth. The system will be presented in WEB environment and designed to be compatible
with the maximum number of Internet browsers and will utilize Secure Socket Layer (SSL) security to
ensure that all private data is kept confidential and prevent unauthorized access to the system. In
addition, the vendor will ensure ADA compliance to offer service to persons with disabilities.

Because the Workforce Investment Act of 1998 has programs that cross agency service boundaries within
Virginia, this system is being designed to provide front-end data collection for and the ability to populate
databases of various types in the background. This will facilitate the collection of qualifying data for
partner agencies’ programs under the One Stop concept. With the addition of future modules, this system
can also provide access to the databases of partner agencies in the same Graphical User Interface (GUI)
format as the planned VEC modules. This will enable personnel from partner agencies to access
important client and service data in the One Stop office and will greatly facilitate the concept of total
service delivery both in One Stop offices and the executive order to deliver these services via the Internet.


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 Information Technology                         IT Strategic Plan


1. Summary of Current Agency IT Environment: ( Continued ) -

     IT Successes.     Multiple IT successes have contributed to a more effective and efficient
      accomplishment of agency core business activities. Overall commitment to E-government initiatives
      and Executive Orders combined with extensive LAN/WAN initiatives have strengthened the agency
      communication channels and fueled multiple successes:

           Extensive expansion of WAN/LAN environment and networking infrastructure.
           Methodical rollout of additional networked replacement PC’s and workstations statewide
           WEB ALEX is the VEC’s VA Workforce web based replacement for the mainframe-based
            ALEX job search for Job Seekers and WIA Partners. This is one of the most active of all state
            web sites with as many as 10 million hits per month.
            The Agency’s web site is also one of the most active sites within Virginia agencies, providing
            valuable workforce related information.
           VECNET is the VEC’s internal intranet site. Here will be found all kinds of helpful
            information for agency personnel such as manuals, policies, forms, e-mail and telephone
            information, and current news about the agency.
           iReg/iFile – iReg allows New companies that have never been assigned a Virginia business
            account number or Virginia Employment Commission (VEC) Account Number to register with
            the VEC over the internet. iFile is the VEC’s tax filing service that allows employers to file
            and pay Unemployment taxes online.
           Interim Virginia Workforce System - Development and implementation of system to comply
            with the Workforce Investment Act to implement an Internet based software system to deliver
            Workforce Investment Act Title I services to replace GETD’s FoxPro system.




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1. Summary of Current Agency IT Environment: - ( Continued ) -

       Current IT Focus:


       Virginia Work Force – Phase III – Development of system to comply with the Workforce
        Investment Act to implement an Internet based software system to deliver Workforce Investment
        Act Title I services as well as labor exchange services to the citizens of Virginia. Complete Web
        Based replacement of mainframe Workforce System for Job seekers and our WIA partners ( July
        2002 )
       Contact Centers – Continue development of statewide Contact Centers for Unemployed
        Insurance Services (claims, adjudications, internet activities)
       GroupWise Office Suite Roll-out – Standardized image deployment with centralized file-storage
        on centralized servers.
       Rational Methodologies - A disciplined Requirements and Design process will be critical for the
        development of large software applications. As such, the IT division will implement and utilize
        the Rational Suite of software’s full Analyst, Developer and Test tools.
       Help Desk Software – Implement HEAT Help Desk package to improve ability to utilize and
        track and report on network and hardware related support issues.
       Additional PC Deployment – Purchase and install replacement hardware in support of VEC
        requirements and to replace aging equipment.
       Software Issues – Upgrade existing PC Operating System and Office software and stay on top of
        Microsoft licensing strategies – short term and long term.
       Networking Issues – Upgrade central hub for current and future requirements. Expand bandwidth
        to Field Office hubs and offices to meet the expanding usage of bandwidth, and in preparation for
        possible Voice Over IP for Contact Centers.


2. Critical Issues (from agency strategic planning process):


   Redesigning Business Processes and Service Delivery Systems (VECLT01) –

        Issue and Overall Impact.

        As the population has become increasing used to technology in the delivery of customer services,
        their expectations have increased that services will be efficiently and effectively delivered. In
        addition, technology offers the VEC the means to use its resources more flexibly and effectively.
        This will be increasingly important in the event of an economic downturn. Customer service
        expectations include:


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           Greater speed;
           Increased accessibility – both in terms of geography and in the context of complying with the
            Americans with Disabilities Act;
           Greater variety of services;
           Choice of service delivery options; and
           Increased role in workforce development.

        Impact: Yes
        IT Strategy:

        In order to meet these challenges, the agency is redesigning its business processes and service
        delivery systems. The following projects are underway:

           One-stop centers – partnering with other economic development and human resource
            agencies, the VEC is engaged in developing One-stop centers to provide access to a wide range
            of services in a single location within communities.
           Call centers – instead of maintaining claims staff in local offices sufficient to handle local
            contingencies, the VEC is developing regional Call Centers to take claims via telephone and
            the Internet. This will allow us to improve customer service by pooling claims personnel so
            that we can devote more resources where they are needed at the time they are needed. It will
            also allow the VEC greater efficiencies and economies of scale.
           Internet tax filing – as businesses become better acquainted with the Internet and other
            electronic means of transacting business, they have come to expect the reduced paperwork and
            transaction time that these technologies afford. In order to meet these expectations, the VEC is
            developing Internet tax filing for Virginia employers.
           MACC – The Mid-Atlantic Career Consortium is developing an automated system to track
            participants in WIA and Job Services programs. It provides a way of monitoring the programs
            to ensure that the efforts of those programs are successful. The staff module will be
            implemented first, followed by a self-service module Job seekers will have their own personal
            file folders and will be able to create their own resumes and do Internet based job searches 24
            hours a day, seven days a week. Employers will also be able to create and modify multiple job
            orders and to search for qualified candidates 24 hours a day, seven days a week, all via the
            Internet.

    Base Funding: N/A. The VEC receives no General Funds.

    Additional Funding: N/A. The VEC receives no General Funds.

    Measure of Success:

   Coordination of Workforce Development (VECLT02)– As the designated lead in implementing the
    Workforce Investment Act in Virginia, and given the focus of the Commonwealth’s economic
    development plan The Virginia Strategy on workforce development, the VEC faces many

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    opportunities in coordinating workforce activities. With over $500 million being spent in Virginia on
    workforce programs, it is imperative that those agencies with an interest in workforce development
    collaborate as partners in meeting the needs of employers and workers in the Commonwealth. A
    diverse client population and skill and/or educational gaps will result in challenges for meeting the
    workforce needs of employers. A number of agencies are involved in the employment and training
    arena, and a lack of cooperation and coordination among them could result in a loss of critical funding,
    poorly planned efforts, internal competition for resources among agencies, less effective service
    strategies, etc. The challenge of leadership will be to develop effective linkages with these partners to
    provide a seamless delivery of services to the customer. As the one-stops have been designated, the
    agency must adjust to many partners and additional oversight of VEC programs and how they are
    delivered. Technological approaches offer unique opportunities to accomplish workforce development
    objectives and should be explored.

    IT Impact: Yes

    IT Strategy:
    The Virginia Employment Commission is implementing an Internet based software system to deliver
    Workforce Investment Act Title I services, labor exchange services, and unemployment insurance
    services to the citizens of Virginia. This system is being developed as a member of a consortium of
    US DOL ETA Region 2 states, will allow universal access to the system and all services offered by the
    Virginia Employment Commission via a WEB based software package. In addition, this system will
    offer front-end access to partner service agencies that have a stake in providing services under the
    Workforce Investment Act of 1998.

    Base Funding: N/A. The VEC receives no General Funds.

    Additional Funding: N/A. The VEC receives no General Funds.

    Measure of Success:

   Improve communications (VECLT03) – As we embark on a comprehensive redesign of our service
    delivery systems, continue our central role in the successful implementation of the Commonwealth’s
    workforce development strategy, and retool and retrain our agency workforce to meet the new and
    growing demands that will be placed upon them, maintaining and improving effective communications
    will be of critical importance. Effective communications with our internal and external customers will
    play a key role in ensuring the successful implementation or important initiatives such as developing
    high-performance One-Stop Centers, the MACC system which is essential to meeting the reporting
    requirements of the Workforce Investment Act, UI Call Centers, developing regional adjudication
    centers, and on-line tax filing. By the same token, creating an environment where the free flow of
    information is recognized, encouraged, and rewarded will be crucial to our efforts to retrain the
    agency’s workforce and implement important administration initiatives such as compensation reform.

    IT Impact: Yes

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                                Virginia Employment Commission                      Date: 05/28/2012
                                                                                    Time: 9:53 PM
 Information Technology                        IT Strategic Plan


    IT Strategy:
    The effective use of resources such as newsletters, the VEC home page, and the agency’s intranet
    system, will provide some of the means by which communications with all of our internal and external
    customers can be enhanced and improved.

    Base Funding: N/A. The VEC receives no General Funds.

    Additional Funding: N/A. The VEC receives no General Funds.

    Measure of Success:

   Issues of Recruiting, Retaining, and Retooling Our Workforce (VECLT04)–The agency continues
    to face staffing and professional development issues. The VEC has the potential to lose up to 46% of
    its supervisors and managers by December 2004, based on eligibility under the 50/30 Commonwealth
    retirement plan. When eligible, 25.5% of those 46% intend to retire, based on a survey of the eligible
    population. What that means is that at least 11.7% of our supervisors and managers intend to retire
    between now and December 2004. The VEC will have to overcome a major challenge when it faces
    the loss of experienced leaders and staff during a tine when the agency is transforming the way we
    deliver our services and making other significant changes in the way we operate. The VEC must have
    a committed, knowledgeable, and motivated workforce to achieve its vision and mission. Cross
    training, enhanced career development opportunities, succession planning, and sound stewardship of
    our human capital are critical approaches to meet the VECs upcoming challenges. Additionally, the
    VEC will need to retrain elements of its workforce due to changing technologies and service delivery
    changes. Developing leadership, negotiation, and project management skills in our current and
    potential leaders are critical during the rapid pace of change over the next few years. With very low
    unemployment, stiff competition with other employers for talent, and a limited budget, the VEC will
    need to rethink our employment practices and professional development strategies, For example, the
    VEC must use pay practices and performance issues (including meaningful rewards and recognition
    for “extraordinary” performance and contributions).

    IT Impact: No

    Base Funding: N/A. The VEC receives no General Funds.

    Additional Funding: N/A. The VEC receives no General Funds.

   Funding Reductions (VECLT05) – The Commission has experienced some federal funding cuts over
    the last several years. The Wagner-Peyser grant has taken a 12.5% reduction in funding since 1996,
    and funding for JTPA Title III programs were cut by 8.3% for Program Year 1999 and by 10% for
    Program Year 2000. Between 1996 and 2000, Virginia suffered a 10% reduction in WIA funding due
    to the low unemployment rate. The Unemployment Insurance federal grant funding has remained
    level and does not cover cost of living increases mandated by the Commonwealth of Virginia. The

                                                                                         5/28/2012
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                                Virginia Employment Commission                      Date: 05/28/2012
                                                                                    Time: 9:53 PM
 Information Technology                        IT Strategic Plan

    agency also experiences funding cuts as a result of not being able to spend funds in a timely manner.
    The federal government recaptures 95% of the unspent Veteran’s grant balance each quarter, which is
    mostly due to vacant positions. The Labor Certification grant has also lost funds due to vacant
    positions. Since the VEC receives no appropriations, the agency must absorb funding for increases in
    state employee wages granted by the General Assembly. This has resulted in vacancies going unfilled
    and cutbacks in other areas.

    IT Impact: No

    Base Funding: N/A. The VEC receives no General Funds.

    Additional Funding: N/A. The VEC receives no General Funds.

   Potential Administrative Funding Reform (VECLT06) – As a result of the movement by a majority
    of states backing proposed administrative financing reform, legislation has been introduced in
    Congress that has the potential to fundamentally change the way State Employment Security Agency
    activities are administered. Under the proposal, FUTA revenues from employers in each state would
    be held in a new administration account to be established for each state. Additionally, each state
    legislature, rather than Congress, would appropriate out of these accounts the funds it determines
    necessary to operate its own employment security offices. The reforms would improve service to
    workers, return funds already collected to the states, and reduce the unemployment insurance tax
    burden on employers.

    IT Impact: No

    Base Funding: N/A. The VEC receives no General Funds.

    Additional Funding: N/A. The VEC receives no General Funds.




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                                 Virginia Employment Commission                      Date: 05/28/2012
                                                                                     Time: 9:53 PM
 Information Technology                         IT Strategic Plan


         1. Agency IT Vision:
    ********************************************************************************


    Summarize what the future agency IT environment will look like, assuming successful completion of
    short and long term IT strategies. Briefly describe how the resulting future IT environment will better
    enable your agency to more effectively and efficiently accomplish your mission and to deliver services
    to your customers.

       Continued definition and rollout of Contact Centers with UI initial and follow-up claims
        – phone and Internet
       Virginia Workforce System – Internet Based, more self service, same Database for self
        service and for staff assistance
       Possibility of fewer locations statewide
       More resource sharing for physical locations within Workforce Investment areas
       More Cooperation with local Workforce service agencies
       More internet based services for employers ( IFILE / IREG ) and citizens
       More and better and bigger network infrastructure.
       Better use of state of the art methodologies for object oriented development utilizing
        Rational suite of software
       Continued expansion of WAN/LAN environment and networking infrastructure.
       Continued rollout of additional networked replacement PC’s and workstations statewide
       Web successes WEB ALEX (highest hits in State per mont), VA Workforce web based
        replacement for Job Seekers and WIA Partners, Agencywide Web Site ( one of the most
        active ), internal VECNET ( all major forms and manuals etc.)




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