Located in:
- II. Strategic Elements
The Unified or Combined State Plan must include a Strategic Planning Elements section that analyzes the State’s current economic environment and identifies the State’s overall vision for its workforce development system. The required elements in this section allow the State to develop data-driven goals for preparing an educated and skilled workforce and to identify successful strategies for aligning workforce development programs. Unless otherwise noted, all Strategic Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs.
- b. State Strategic Vision and Goals
The Unified or Combined State Plan must include the State’s strategic vision and goals for developing its workforce and meeting employer needs in order to support economic growth and economic self-sufficiency. This must include—
- b. State Strategic Vision and Goals
II. b. 2. Goals
Current Narrative:
To that end, the following is a list of goals to achieve this overall vision:
Goals & Outcomes Strategies for Accomplishing the Goals & Outcomes
Leverage existing resources and minimize costs • Integrating of technology and data sharing between WIOA partners • Enhancing functionality of the Maryland Workforce Exchange • Streamlining service delivery from WIOA Partners • Using a “systems approach,” where partner strengths are relied on and maximized • Reducing staff costs as a result of improved customer flow and access
Increase access to education, training, and key services for individuals with barriers to employment • Integrating of career pathway models in competitive grant applications • Expanding collaborative efforts to provide robust supportive services to customers • Strengthening input of customers (jobseekers and business) through implementation of continuous improvement plans for service delivery that involve customer satisfaction surveys, focus groups, etc. • Providing technical assistance and best practice resources • Negotiating local performance measures utilizing regression models • Expanding apprenticeship opportunities in high–demand industries • Ensuring the State has a robust Eligible Training Provider List
Improve customer intake processes via standardization to reduce the amount of time it takes for a customer to engage in services • Creating of metrics, process maps, and models • Implementation of universal design practices • Implementation of enhanced technologies that increase data sharing and access • Readily identifying and proactively engaging unemployed individuals in intensive reemployment strategies soon after job loss
Increase focus on businesses and jobseekers as customers of the system • Enhancing business engagement through the development of comprehensive business services teams and strategies which align businesses, trade associations, trade unions, chambers, community colleges, and other community–based organizations with resources dedicated to business outreach • Creating of regional business service units working with business, as well as Rapid Response teams, to engage jobseekers early and to identify skills for other business partners • Aligning of apprenticeship opportunities with workforce development • Expanding of industry–driven models, like EARN
Develop standards, policies, and procedures to ensure the sustainability of these best practice efforts throughout the State • Consistent and regular communication between WIOA Partners at leadership and service delivery levels • Increase collaboration between State agencies to determine best practices for service delivery • Reliance on subject matter experts throughout the WIOA system when developing policies and procedures • Soliciting input from WIOA system experts when creating State legislative agendas • Provide technical assistance and financial incentive to Local Areas meeting standards of excellence