As the New Year begins, most of us typically resolve to make changes that will result in happier and healthier personal lives and less stressful and more efficient uses of time in our homes and workplaces. The department is doing that as well as we dig deeper into the strategic planning process. You may not have felt the effects of the planning process last year, but as we get into 2007, you will see how you fit into the department’s strategic plan and how everyone from an administrative assistant to an administrator is a significant piece in the puzzle.
           
Now that we’re several months into the department’s plan, we thought the New Year would be a good time to talk to some members of the planning team who have been involved with the process from the beginning to see how the new planning process is being received.
           
We found in speaking with some of the assistant administrators that strategic planning is a natural cog in their division’s operation.
           
“It was not really difficult at all for TOSHA to get into the strategic planning process,” said TOSHA Assistant Administrator Steve Hawkins. “TOSHA is fortunate in that we have strategic planning experience, and most of our activities are measurable. Working with the strategic planning team has also been a benefit. You can always learn when working with a team of people on a common project.”

Employment & Workforce Development Assistant Administrator Susie Bourque said the planning process was an easy segue for that division as well.
           
“Our unit works with benchmarking, data, and predictive modeling. This is just a natural step,” she said.
           
Deanna DeBerry, Information Technology Assistant Administrator, said the process met some resistance at first, but became easier once it was understood by team members.
           
All three planning team members approached for this article said they were excited about the project and pleased to be asked to be on the committee. Susie and Steve both said they felt the process will be of enormous use because it’s not only a current snapshot, but will indicate trends that will lead to corrective action.
           
“I am a very process-oriented person and like any procedure to be well documented. My reaction to the opportunity to be part of the planning process was both excitement and apprehension. The apprehension is due to the enormity of the task, but the excitement is that this time it will be a truly useful tool,” Susie said.
           
Team members said they are eager to fully launch the planning process to see its effects on their divisions. Asked if there was anything they didn’t like about the planning process, all said they wished they had more time to work on it.
           
Frontline employees will be introduced to the process in February, and the team members feel it will be well received, even by those who were skeptical at first. Letting employees know it was coming and discussing it with them has helped with understanding and acceptance.
           
“I think most employees will see it as a positive for the department and for our division,” said Deanna. “I believe we can overcome any resistance by showing staff how what they do every day fits into the plan.”
           
Susie said the Employment & Workforce Development Division already had in place a work matrix that goes along with employees’ job duties and assists in showing how staff impact and affect the department overall, including its customers.
           
Division leaders agree that each employee’s work affects the outcome of the division’s goals. “Each person in our division plays an important role in our success,” said Deanna. “No matter the employee’s position or title, the tasks we do affect our division’s goals. It takes each of us doing our part as team members to meet our goals.”
           
The department’s Strategic Planning Team members are Marva Doremus, Adult Education; Ryan Allen, Marie Moss, Melinda Williams, Employment Security; Susie Bourque, Employment and Workforce Development; Deanna Deberry , Information Technology; Steve Hawkins, TOSHA; Jeff Hentschel, Communications; Evelyn Gaines, EEO/AA; Cathy Rowe, Fiscal; John Crawford, Marketing; Lacey Spivey, Personnel; Martin Toth, Regulation and Compliance; and Penny Patterson-Shrum, Workers’ Compensation.

Commissioner
James Neeley

I want to wish a Happy New Year to everyone. I hope this year will be one that will be positive for every employee.  As we enter 2007 there are changes that are occurring that will be involved in our planning process.  As you just read in the article about our strategic planning team, a lot more individuals will be participating in this, and I support this because there is a broader range and it will give individuals more input and a greater and more developed, positive department. 

Also we’ll be moving to our new building in Metro Center later this year. There will be major changes as we do this.  One thing that is very, very prevalent as we start this year is the Edison Project from the Department of Finance and Administration.  This project cuts paperwork, and we’re going to have to start using less paperwork and more technology to eliminate that as we move to our new building. You can read more about Edison in Ryan Gooch's article following this blog.

So once again I wish you a Happy New Year, and I look forward to working with you for these next four years, because we are going to make major gains in this department and have positive outcomes for the future with all of your help and dedication.  Thank you and I’ll talk with you more as this year develops.

Keeping with the themes of change and new opportunities in 2007, let’s take this opportunity to formally introduce you to Project Edison. 

“What is Edison?” you ask, “Didn’t he invent the light bulb or something?”

Yes he did and officially, “Edison is a bright idea for State Government.” Remember that because there will be a quiz later.

I can hear you now, “Sure Ryan, sounds great, another new flavor of the month, that is just what I need at the end of the year.” Not quite.

For the last three years the State has been looking at how it operates internally. Did you know that Tennessee’s payroll system (the one that makes sure we get paid twice a month) is one of the oldest in the nation?  I’m 26 and a spring chicken compared to our current payroll system; it hasn’t changed in 30 years. It’s older than I; that is scary. Other things the state learned are that a lot of the systems don’t meet the needs of the departments and that there is a lot of duplication. 

So, to put it in very basic terms, Edison is going to replace EVERYTHING.  You are wondering, “When you say everything what do you mean?” 
Well for starters how about: 1099, Computerized Employment Testing, Cost Allocation, Data Capture, FLEX, Labor Distribution, Payroll, POST, STARS, SEIS, TEAMS, TIS, TOPS, Training Information System, Travel, TRMPS. See, I told you… EVERYTHING. Edison is going to replace that current alphabet soup of systems and role them all into one centralized system that every department will use for HR, Payroll, Benefits, Budget, Finance, Procurement.  Starting to get the picture?
“Ok. Ok. So it is not going away and it’s kinda a big deal. I get that part. But what does it mean for me?”

I’m glad you asked. It means self-service. It means a new payroll system that we know will still be working in another 15 years. It means that you will get your travel claims faster. It means less paper. It means approvals for leave happens faster. It means you can change your address in the system and everything automatically updates. It means less duplication of work.  It means your job will be easier. 

I know you are thinking that Edison sounds like it is going to require a lot of training. Not to worry, the first part of the system to “Go-Live” is HR/Payroll, and that doesn’t happen until December 31, 2007. That means we have a full year to make sure all of our staff receive the necessary training. And we will; Commissioner Neeley wants me to assure you that everyone will receive the training they need to use the new system.

“Ok, so Edison is the greatest thing since sliced bread, peanut butter and jelly. Now what?”

If you want to learn more about Edison go to: http://intranet.state.tn.us/erp/info.htm. If you have a question, comment or concern, email me (ryan.m.gooch@state.tn.us) or ask your supervisor or manager. Finally, make sure you check back here next month for more information and updates because I will be answering the best and most frequent questions that are submitted.

When Commissioner Neeley was head of the state Department of Labor back in the ‘70s, he might have driven every day to his office in the old Security Federal Building at 501 Union Street in the likes of a 1975 Delta 88 or big honkin’ Monte Carlo equipped with an eight-track tape deck. Think how recorded/downloaded music technology has evolved over the past 30 years – from vinyl to eight-tracks to cassettes to compact discs to MP3s.

Similar technology changes have made all phases of everyday life more convenient. Recall how we’ve gone from rotary dial telephones in one room of a house to a phone in multiple rooms to phones in all different colors to Princess phones for the bedroom and a wall phone for the kitchen to touch-tone phones to cordless phones to cell phones as big as a wingtip shoe to as small as a pack of gum to as thin as a credit card to telephones that will take photographs or make videos in addition to receiving text and Internet sites . . . whew!

Many of us may remember looking to helpful filling station attendants for driving directions or actually studying road maps complimentary of the neighborhood Esso or Gulf station. Nowadays who sets out on a trip without consulting Rand McNally or Mapquest Web sites, then once in his late-model car, engages the voice-enabled GPS (global positioning system) to enhance the driving experience with not only directions, but references to services and facilities in proximity.

Even this newsletter was erstwhile a formidable project. As recently as the early 80's it was a laborious production. Hand-drawn layouts and typed copy were submitted to a printer for metal typesetting, a process soon replaced by phototypesetting (cold type), but still a procedure involving a great deal of turnaround time for proof and blueline approvals, delivery, and distribution. Production eventually evolved into a piece created in part on the personal computer, then entirely with desktop publishing, posted for viewing as an Adobe Acrobat file. Now we design the Teamwork News with the latest Web-based software, enabling you to open the newsletter with a single click.

Think of the changes you’ve seen in your division during the time you’ve been employed with the Department of Labor & Workforce Development. For example, staff are still working in the Employment Security Division who remember when taking claims for unemployment insurance was strictly a manual operation. Wage credits were typed and set up by social security number and filed; when a person filed a claim, staff had to go to the file to look up the quarters in the base period and pull those wage credits out of the file before the claim could be determined.

It is clearly evident that changes in how we do things in this department as a result of technology have been enormous. Looking back, those changes seemed like insurmountable barriers facing us when first presented; changes were frequently – usually – met with resistance.

Leaders in team development and organizational change management advise us that change will more likely be successful if we are mindful of the generally regarded stages in the Change Curve: shock/surprise, denial, anger/frustration, inevitable, trial, acceptance, and enthusiasm.

Many people would agree the changes mentioned here have made our lives easier. So when you’re facing change in your division in the future, be reminded of this article and the good things change has brought into our lives. It may be difficult to accept at first, but as they say . . . change is inevitable.

Founding Father Ben Franklin reminds us: “When you're finished changing, you’re finished.” And this unknown author’s quote may inspire you: “If nothing ever changed, there'd be no butterflies.”

As noted last month, this month’s “Every employee has a story” spot features responses from you to our questions about change. Your input and feedback are key to making the strategic planning process work. We want to know how employees feel – pro and con – as we take on new strategies and learn different approaches in order to achieve the department’s vision.

Thanks to everyone who sent comments. We are keeping responses anonymous. Below is a sampling from respondents across the state.

“Goal setting and a vision on how to reach that goal are needed to maintain or grow any effective organization, from Bill Gates to Youth Basketball.”

“I think the strategic planning process is great as long as it’s flexible, dynamic, and meaningful.”

“The strategic planning process works well when input is sought from throughout the state from a variety of people. Each area of the state has issues that are specific to them; therefore, a diverse group should be consulted to give input for the planning process.”

Do you feel you affect the department’s strategic goals?
“I have always been made to feel that my opinions and ideas were important.  My chain-of-command is always supportive.”

“Not yet.”

Do you think planning can improve the department’s overall success?
“We must have a solid foundation – plan – to build on or we won’t be able to withstand the changes that the future has in store for us.”

“Absolutely!”

“Yes, because it gives us goals to achieve.”

Do you think we can do a better job at serving Tennesseans?
“I think the only problem we have now with serving Tennesseans relates to UI’s being in a call center. We have frustrated claimants coming in daily because they cannot get through to the center and complaining about customer service once they do. We are always willing to help them file the claim, whether we let them use our phone or help them on the Internet. We have found most of them use a cell phone, and that is probably a major reason why they cannot get through. We have had much success with letting them use our phone.”

“I have clients who need basic computer skills. We really need a basic skills computer class in every Career Center.”

“Management at all levels needs to support or ‘buy in’ to improvement. Constant assessment of results of the service and adjusting from those assessments must occur for improvement.”

Do you have any ideas on how you can help our department be successful?
“The ideas that I have expressed to my supervisors in the past usually don’t get very far because of budgetary concerns - which I know is always going to be a problem.  I think somehow we have to be able to provide local offices with adequate staff in order to provide the best service possible.  We also need to be able to obtain resources (books, workbooks, brochures, handouts, etc.) for our Career Centers.  And perhaps most importantly, our staff need to be rewarded for the hard work that they do - some type of incentive awards or recognition.”

“I feel the best way I can help this department be successful is to be dedicated to my job and to give 100 percent to the department. We are, after all, serving the public, and we need to make them feel comfortable when they come into the office.”

“Yes – we need to improve our communication between our divisions. Our department is very diverse, and we need to know what each division is doing.”

Career service employees honored

The following TDLWD staff members were recognized recently for their years of state government service at receptions in Knoxville, Nashville, and Jackson, co-sponsored by the TDLWD and the International Association of Workforce Professionals.

Employment Security
Administrator Don Ingram writes that the New Year is a good time to look back and reflect on the accomplishments of the Employment Security Division over the last year. He said it was a year of great change, and with change comes challenges, and as always, the Employment Security staff has met the challenge.

Tennessee’s Unemployment Insurance Claims Center system increased its service coverage to many new areas across the state. In early 2006, the system served residents living in 41 counties with telephone and Internet claim filing. At the time, this was being preformed solely through the center located in Nashville. Since then the system has expanded four times to increase its area of service to 79 counties. This was accomplished through the addition of call centers in Chattanooga, Johnson City, and Crossville. These expansions represent an approximate increase in statewide claims processing from 35% to 70%. The system processes claims filed over the telephone, via the Internet, and through the mail as well as paper and automated partial claims submitted by employers. For the period of 10-1-05 through 9-30-06, approximately 319,000 claims were filed and processed.

Our Employer Accounts section collected more than $384 million in contributions for the same period. Employers continued to show their appreciation of our state-of-the-art Tennessee Premium and Wage Processing System (TNPAWS). Almost 105,000 Internet reports were filed, representing a 20% increase over last year.

Field Operations staff were very busy as well with more than 31,000 job orders posted representing 95,000 job openings. More than 200,000 Tennesseans entered employment as a result of the division’s efforts.

Whether it’s filing for Unemployment Insurance, assisting employers, or helping someone find a job, the TDLWD affects the lives of so many people. Don said he appreciates and wants to thank staff for their strong commitment to the agency and for service to Tennesseans. 

Workers' Compensation
The Workers’ Compensation Division had several accomplishments during 2006.  Workers’ Comp continues to implement the changes brought about by the Reform Act of 2004. The Request for Reconsideration of a Workers’ Compensation Specialist’s Order program has been implemented and continues to grow as more people become aware of it.

The Uninsured Employers’ Fund (UEF) has been extremely successful in assuring that employers comply with the insurance requirements of the Workers’ Compensation Law. Statewide investigations resulted in penalties totaling $873,258 collected in fiscal year 2005-2006. This was an increase of more than 104% compared to the previous fiscal year.  The UEF has already collected over $375,000 for this fiscal year.  

A year after the implementation of the Medicare-based Workers’ Compensation Medical Fee Schedule (MFS), the department continues to educate both payers and providers. The staff appreciates the input, patience and cooperation of all parties involved. Quality medical care for the injured employee remains the priority for the department.  After many months of hard work by the staff of the Workers’ Compensation Division, an Overview of the Tennessee Workers’ Compensation Medical Fee Schedule has been developed to answer the most frequently asked questions and to provide a better understanding of the Schedule.  This information has been posted on the Workers’ Compensation Web page under Quick Links, and anyone interested in this issue is encouraged to use the Overview.

There was a 46% percent increase in the number of files submitted to Benefit Review Program BR for assistance in resolving temporary disability of medical care benefits issues: 4,008 requests this fiscal year compared to 2,733 in the last fiscal year. Settlement mediation files also rose from 6,173 to 6,976, a 13% increase.  The Benefit Review section in 2006 relieved the judicial system of some 2,330 hours of court time and saved over $1 million in court expenses for employers.

The Drug-Free Workplace Program (DFWP) continues to grow at an impressive rate. The program ended 2004-2005 with 4,030 employers participating. By the end of November the number had grown to 6,486. More than 515,000 Tennesseans are now working in drug-free workplaces created by this program.  Also, during this fiscal year more than 8,600 people (mostly employers) have been exposed to the advantages and benefits of program participation through formal DFWP presentations.

TOSHA
Once again TOSHA had significant accomplishments in 2006 such as training more than 11,000 people in various safety and health topics.  This included 19 seminars that were attended by more than 700 people from the health care industry on sharps injury regulations and prevention techniques.  This training was conducted in conjunction with TOSHA’s new targeting initiative on Sharps Injury Prevention in hospitals and surgical treatment centers.

Employment & Workforce Development
The Incumbent Worker Training project has exceeded expectations for 2006 assisting employers in keeping their businesses open and averting possible layoffs.  Seventy-eight companies have used $2.7 M.  These funds served 9,500 employees with an average cost of $263 per participant. 

Tennessee ranked 5th in the country for the receipt of incentive awards in the amount of  $740,699.  These monies are provided to states that meet or exceed their negotiated performance goals.  The funds are used to enhance the workforce development system.

Four Local Workforce Investment Areas are taking part in a pilot project to issue Career Readiness Certificates (CRC).  The CRC assesses a participant’s job readiness in the key areas of  Applied Mathematics, Locating Information, and Reading for Information.  The pilot project has also worked with employers to profile specific jobs for skill needs.  To date more than  1,000 CRCs have been issued.

Workplace Regulations & Compliance

Labor Standards:
We have implemented a new toll free number to assist the public in the collection of unpaid wages.  The Labor Standards inspectors and administrative staff are to be commended for their efforts to assist the citizens of Tennessee. The monthly Tennessee Wage and Child Labor Training Seminars conducted across the state have been a big success. The Prevailing Wage Commission proposed and passed amended rules this year.  This has been a ten year effort by the Labor Standards Division and is a tremendous tool to aide in the enforcement of Prevailing Wage laws.

Labor Research & Statistics:
The Survey of Occupational Injuries and Illnesses was released to the public four months earlier than in previous years.  2005 statistics can now be obtained in 2006.  The response rate from employers in Tennessee was 92%. the regional average was 89%.

Elevators:
Total Inspections Performed by State Inspectors = 21,774
Revenue Collected for Services = $1,680,582.12

Boilers:
Number of Inspections Performed = 34,298 (total); 13,115 (state inspectors)
Revenue Collected = $1,731,712.09

Mines:
The Division of Mines, along with our mine rescue teams, hosted a "MERD" (Mine Emergency Response Drill) at the Caryville mine rescue facility.  The mine rescue equipment has been updated to meet new federal mine safety regulations. In cooperation with the Vulcan Materials company, our teams participated in a mock mining disaster at their underground mine in South Pittsburg, Tennessee.

Adult Education
The Division of Adult Education lists the following things as some of its major accomplishments for 2006:

Full implementation of a performance-based funding formula that allows local programs to receive bonus money based on key state and federal performance indicators

Enrollment of 8,192 children through local AE programs into the Imagination Library/Governor’s Books from Birth program by making AE students aware of the program for their children/grandchildren/nieces and nephews

Implementing the Field Support System, which consists of three specialized and trained teams in the areas of Program Management and Instruction, ESOL Instruction and Program Development and CMATS. The mission of the teams is to provide assistance in areas of performance that need improvement as identified by the state office or at the request of local program supervisors.

From:   Patrick Baehr, Employer Accounts
To:       Anita Jones, unemployment accounts aide 2
Re:       Employer’s call concerning her help

“An employer you assisted gave you high praise for how you helped him with his 940 Certification problem and how you explained how that process works.  He particularly said if you were his employee, he would give you a raise. This praise lasted for several minutes.  He didn't give me his name or the name of the account, but it involved his receiving an IRS letter and his still owing us a fairly significant amount of premiums. He'll be sending a check to you for premiums shortly.”

To:       Margaret Collier, Workers’ Comp
From:   Todd Walter, Sequatchie Concrete Service, Inc.

“I would like to sincerely thank you for your time and assistance during the past two weeks with renewing my Tennessee Drug-Free Workplace certificate. Your professionalism and superb service continue to contradict things that are said regarding the timeliness of the state.”

To:       “Sewanee Mountain Messenger”
From:   Cub Scout Pack #3212

“We, Cub Scout Pack #3212, would like to express our gratitude to retired Sgt. Maj. Larry E. Williams [veterans’ outreach specialist, Jasper Career Center], U.S. Army, for his outstanding and extremely informative Veterans’ Day lecture. Sgt. Maj. Williams quizzed the Cub Scouts and made the evening fun for all involved. We are grateful to all our veterans who have so bravely defended our country in her hour of need.”