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Plan: District of Columbia PYs 2016-2017
Unified Plan U

Section: WIOA State Plan Common Elements

Narrative: III. b. 4. A.

Published
Located in:
  • III. Operational Planning Elements
    The Unified or Combined State Plan must include an Operational Planning Elements section that support the State’s strategy and the system-wide vision described in Section II.(c) above. Unless otherwise noted, all Operational Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs. This section must include—

III. b. 4. A. Assessment of Core Programs

Describe how the core programs will be assessed each year based on State performance accountability measures described in section 116(b) of WIOA. This State assessment must include the quality, effectiveness, and improvement of programs broken down by local area or provider. Such state assessments should take into account local and regional planning goals.

Current Narrative:

With detailed guidance pending from one or more federal partners regarding data definitions, sources, validation and submission requirements, the agencies operating the core programs will work together to adopt joint performance reporting requirements as outlined by the WIOA. Joint performance measures for WIOA will consist of six customer outcomes specific to core indicators of performance and employer (customer) satisfaction by program. The District’s negotiated performance measures for PY 2015 for Titles I and III will remain the same as in PY 2014. The District will work to meet or exceed to these benchmarks and will collect and asses the necessary data to determine performance levels under new WIOA standards for PY 2016.

The District reports all performance measures quarterly. These reports allow the District and other areas to monitor performance outcomes in order to establish trends and identify measures requiring correction action. Baseline performance data will be collected in the first two years as pertinent for negotiating levels of performance.

As outlined in our Data and Performance Strategy above, the District is starting several new initiatives to assess the effectiveness of partners as well as the workforce development system as a whole. The Workforce System Performance Dashboard will outline our workforce system goals along with performance measures for each. The specific measures and targets will be developed and made available to the public prior to the July 1, 2016 implementation of the District’s Unified State Plan. The District’s new evaluation initiatives are designed to improve the efficiency and effectiveness of the workforce system operations and high-demand occupation projections for the District and its surrounding area.

Table 8: Measurement Targets

GoalTypes of Measures to be Developed
1 - District agencies form an integrated workforce and education system that delivers coordinated, accessible, and effective workforce and education services through clearly defined roles and transitional supports throughout the provision of a continuum of services.
  • Process (number of partners using common assessment and intake, percentage of residents enrolling in a program that have gone through the data vault, number of onsite partners and programs integrated in AJC, staff cross-trained, referrals made, wait times, contracts/grants offered using blended funding, etc.)
  • Timely connection and availability of support services
  • Customer feedback/satisfaction
2 - All residents, including people with disabilities and those with multiple barriers to employment, regardless of education or skill level, can access the education, training, career, and supportive services necessary to move forward in their career pathway.
  • Wages, job retention, credential attainment, skills improvement
  • Enrollment levels in programs vs. capacity (and assessment of additional unmet demand and referrals to external service providers when possible )
  • People receiving services in Mobile outreach services (community outreach) - by ward
  • Percentage of clients enrolled in virtual one-stop - (broken out by subcategory - 14 barriers)
  • Percentage of career pathways developed compared to identified high demand areas
  • Percentage of people successfully move off of income support services (like TANF, SSI/SSDI) through successful and sustainable activity
  • Number of barriers identified and percentage successfully mitigated
  • Number of people successfully transitioning from one step within a career pathway to the next.
3 - The District’s business community gains access to a broader pool of District residents with the skills necessary to meet their needs and advance within their organizations.
  • Number and/or Percentage of DC businesses who hire residents from the workforce system
  • Employer feedback/satisfaction
  • Number of customized trainings developed and lead by businesses
  • Process (percentage of high demand sectors that the WIC has successfully established business advisory committees; proportion of funded education and training programs that are actively working with business advisory committees/employer partners)
  • Percentage of new hires and overall employee makeup of businesses participating in incentive programs.
4 - Workforce and education services are evidence-based, high quality, and flexible in meeting individuals’ needs; and District agencies will evaluate outcomes through standardized methodologies that ensure accountability and transparency.
  • Number of data systems integrated using data vault
  • Percentage of vendors and service providers with scorecard
  • Percentage of programs scored as high quality
  • Percentage of evidence-based programs in use in the system
  • Percentage of performance metrics that are outcome focused
5 - Youth have access to a coordinated, accessible education and workforce system that provides the supports needed to prepare them for postsecondary success; including education, training, and competitive employment.
  • Number of youth using brick and mortar and virtual one-stop
  • Wages, job retention, credential and skills attainment
  • Successful outcomes (job attainment and retention) after postsecondary education
  • Percentage of youth enrolled in postsecondary education after high school
  • Percentage of youth who are disconnected
  • Percentage of youth participating in work-based learning and career exploration opportunities
  • Number of youth enrolled or re-enrolled in education and/or training and percentage of enrollees completing.
  • Percentage of youth enrolled or re-enrolled in education and/or training who are successfully connected to barrier remediation services (if possible, this will include what barriers are met and what barriers are surfaced but unmet to identify gaps in the systems supports).
  • Percentage of youth enrolled or re-enrolled in education and/or training who are successfully connected to work-based learning and career exploration opportunities