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Plan: Missouri PYs 2016-2017
Combined Plan C

Section: WIOA State Plan Common Elements

Narrative: III. b. 4. C.

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. C. Previous Assessment Results

Beginning with the state plan modification in 2018 and for subsequent state plans and state plan modifications, provide the results of an assessment of the effectiveness of the core programs and other one-stop partner programs and Combined State Plan partner programs included in the Unified or Combined State plan during the preceding 2-year period (i.e. the 2-year period of the plan modification cycle). Describe how the State is adapting its strategies based on these assessments.

Current Narrative:

The leadership of WIOA partners will contribute discussion, subject expertise and support the program assessment model previously developed by the Division of Workforce Development. The DWD has established a continuous improvement model called JobSTAT.

JobSTAT is a comprehensive model which focuses on the application of continuous improvement strategies to the performance management analytical system. JobSTAT is premised upon an integrated communication system which calls for each local workforce development area to be represented by a key subject matter expert in the use of the database and its reporting system. In nearly every instance, each of the fourteen local areas have one primary and one back–up staff support as subject matter experts (SMEs). This provides approximately twenty–eight professionally trained staff to the regions, yet they also support to the state’s central performance management needs.

These SMEs are the field contacts with the central state agency and are available to address performance management needs and issues that may come from the state’s concerns. In turn, Missouri manages and conducts, at a minimum on a quarterly basis, periodic meetings to address data entry, data analysis and a wide range of evaluation needs with the regional SMEs. The meetings are conducted using a continuous improvement model by resulting in action items and management strategies to be implemented in the duration between meetings. The success of JobSTAT is evident in a wide range of performance management achievements, but bears out strikingly in that over the last two program years workforce agencies have had absolutely no performance measure failures among fourteen workforce board areas, and thirty–seven Job Centers within them, in reporting the WIA Common Measures.

Missouri is including representatives from its partner agencies as state agency representatives attending, participating in performance considerations and contributing to the JobSTAT analytic and performance management structure.

JobSTAT is one way each of the core programs may be assessed each year. Partners will look at quality, effectiveness and improvement strategies for programs among all providers; including data entry policy, analytical data and performance reports to inform all about the interoperability of the data.

Other one–stop center partners will also be informed and asked to participate in JobSTAT meetings to also engage in shared discussion about their performance management and analytical needs.

Additionally, Missouri Vocational Rehabilitation, Rehabilitation Services for the Blind and Adult Education and Literacy met all required federal performance standards during the past two years. These programs will apply the same quality of service utilized in meeting those standards to achieve the new performance measures and provide that level of quality while moving forward.