Narrative: II. b. 4.

The Arkansas Workforce Development Board (AWDB)is the state board given statutory responsibility with overseeing the State’s talent development system, evaluating effectiveness, and ensuring continuous improvement. The Program and Performance Evaluation Committee of the Board, which is led by a private sector chair, acts in an advisory capacity to the Board to carry out the following functions:

• Continuous improvement of the one–stop delivery system in local areas, including providing assistance to local boards, one–stop operators, one–stop partners, and providers with planning and delivery of services, such as training and supportive services to workers, jobseekers, and employers;
• Development and updating of comprehensive state performance accountability measures, including state adjusted levels of performance, to assess the effectiveness of the core programs in the state;
• Identification and dissemination of information on best practices, including best practices for:
• The effective operation of one–stop centers, relating to the use of business outreach, partnerships, and service delivery strategies, including strategies for serving individuals with barriers to employment;
• The development of effective local boards, which may include information on factors that contribute to enabling local boards to exceed negotiated local levels of performance, sustain fiscal integrity, and achieve other measures of effectiveness; and
• Effective training programs that respond to real time labor market analysis; effectively use direct assessment and prior learning assessment to measure an individual’s prior knowledge, skills, competencies, and experiences; and that evaluate such skills; and competencies for adaptability; to support efficient placement into employment or career pathways;
• Objective criteria and procedures for use by local boards in assessing the effectiveness and continuous improvement of one–stop centers;
• The preparation of an annual report;
• The development of the statewide workforce and labor market information system;
• The development of such other policies as may promote statewide objectives for, and enhance the performance of, the workforce development system in the state; and
• The development of strategies for aligning technology and data systems across one–stop partner programs to enhance service delivery and improve efficiencies in reporting on performance accountability measures. This would (include the design and implementation of common intake, data collection, case management information, and performance accountability measurement and reporting processes and the incorporation of local input into such design and implementation, to improve coordination of services across one–stop partner programs).

This committee will meet at least quarterly to review progress of accomplishing state goals, performance outcomes, and program evaluations. The committee will give direction on needed improvements, and identify and disseminate best practices.

A primary focus of the state plan in Fiscal Year 2016 will be the first year of implementation of the new workforce system strategic plan and the development of a balanced scorecard approach to system evaluation. Work will continue on studies and reports to support the implementation of the systemic strategic plan and to design and launch projects to strengthen the four strategic pillars that form the foundation of the strategic plan: efficient partnerships, enhanced service delivery, increased awareness of the State’s talent development system, and addressing skills gaps.

Additionally, the AWDB will evaluate programs to identify any gaps or duplications in planning or service delivery, and any other programs that adversely affect the seamless delivery of services. Any problems identified by AWDB will be included in the annual report on strategic plan implementation and the results of measures taken by AWDB to address those problems.

Program and other data from across the workforce system are critical in evaluating the extent to which workforce system programs, services, and products are meeting the needs of customers and stakeholders. The collection of key data, as well as the reporting and analysis of that data,in a consistent and useful manner are essential in demonstrating outcomes, determining if changes are required or desired, and establishing benchmarks for future performance.

Under the new strategic plan, the AWDB will continue to work with system partners to improve and systematize these processes. The system evaluation structure will be redesigned, yet will continue to address all elements required by statute.