Located in:
- III. Operational Planning Elements
The Unified or Combined State Plan must include an Operational Planning Elements section that supports 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—
- b. State Operating Systems and Policies
The Unified or Combined State Plan must include a description of the State operating systems and policies that will support the implementation of the State strategy described in section II Strategic Elements. This includes—
- b. State Operating Systems and Policies
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 assessments 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 Arkansas Workforce Development Board has monitored the performance of WIA (now WIOA) Title I program as well as the Wagner-Peyser Performance. All common and supplemental measures were met or exceeded. A formal evaluation of the Arkansas Workforce Center System has not been conducted since before program year 2011. However, the Arkansas Division of Workforce Services (ADWS) has continued to conduct annual monitoring of programmatic and fiscal management of grants to ensure that funds are being spent in compliance with federal and state laws and regulations. As part of this ongoing annual monitoring, we have also included a risk management protocol for our WIOA formula and discretionary grants under the purview of ADWS.
The WIOA Roundtable, made up of representatives of the WIOA core partners, plan to re-institute Customer Satisfaction Surveys. These surveys will be similar to those formerly required under the Workforce Investment Act (WIA). Using the American Customer Satisfaction Index (ACSI) as a guide, we will capture common customer satisfaction information from both program participants and employers that can be aggregated and compared across the WIOA partner programs. We believe that this will allow us to assess our workforce system as well as gauge our progress toward continuously improving our service delivery.
In addition, the continuation of oversight of performance outcomes, the Program and Performance Evaluation committee will focus on partners’ performance and eligible training providers. Not only do they establish and monitor partner performance, they will also look at continuous improvement strategies related to credential, skills gains, and business performance.
Adult Education Assessments
The Arkansas Division of Workforce Services, Adult Education Section conducts a number of assessments of subgrantees including quarterly desk audits, annual site visits, and cyclic intensive onsite program reviews. The Arkansas Division of Workforce Services, Adult Education Section monitors programs quarterly through a desk audit process in which measures such as average attendance hours, educational functioning level (EFL) gains across demographic groups, number of students post-tested, etc. are reported and reviewed. The desk audits also allow programs to review operational aspects of the program such as the percentage of funds expended, completion of required professional development, and completed personnel activity reports.
Arkansas Division of Workforce Services, Adult Education Section also performs an annual site visit for each adult education and literacy program to ensure that state and federal laws and policies are followed, to review program performance, and to connect with Local Education Agency Administrators. Based upon the findings during the site visit, regional program advisors provide technical assistance to program directors and staff to ensure continuous improvement.
Additionally, approximately every four years, a team of program advisors conducts an intensive program review through which Division staff assesses each program in the following areas:
- Program Management and Reporting
- Financials
- Advisory Committees
- Personnel and Professional Development
- Student Intake, Documentation, and Orientation
- Program Policies
- Instruction
- Teaching/Classroom Observation
- Technology
- Recruitment/Retention
- Collaboration
- Facilities
- Americans with Disabilities Act of 1990
The program review process allows program advisors and the State Disabilities Project Manager to thoroughly assess program operations, observe classroom instruction, and review state and federal laws and policies. Each program review is accompanied by a full financial review by the state agency’s finance department.
Once each program is reviewed, the program receives a report which indicates all findings, recommendations, and commendations. The program then develops and submits a Corrective Action Plan (CAP), if applicable, which details how each finding will be remedied. The program director and program advisor work together to ensure that each finding is corrected, at which time the program and Local Education Agency are notified.
The state office requires adult education directors to attend a State Administrators’ meeting twice a year. During this time, state staff review policies and procedures, state performance, answer questions, and give providers an opportunity to share best practices.
Additionally, the Adult Education Section annually conducts an Effective and Efficient (E&E) evaluation of each program’s performance based on the federal benchmarks. Programs that do not meet the overall benchmark requirement are provided additional technical assistance and monitoring.
In the 2017-18 program year, 7 of the state’s 36 programs (20%) did not meet the Effective and Efficient requirement. In 2018-19, that number was reduced to 5 of 36 programs (14%), only one of which was included in the previous year. Based on the findings, we conclude that the intense technical assistance that includes the review of data, program processes and procedures, instructional content and methods and the professional development of staff, through which a performance improvement plan is developed, is valuable in improving the effectiveness of programs.
Rehabilitative Services Assessments
To establish baselines and meet benchmarks for state with respect to the performance accountability measures under section 116 of WIOA. During FY 2018, ARS had 2,520 successful employment outcomes, which is 4.1% below the number of successful outcomes reported in FY 2017. This number is not unexpected as the focus of WIOA is on long-term outcomes. During PY 2018 Second Quarter and Forth Quarter the employment performance measure rate and the median income rate increased statewide.
Increase the availability of Supported Employment (SE) services to youth and adults with significant disabilities. During PY 2018, ARS worked with state and community-based partners to develop agreements to continue provider transformation transitioning facility-based services to a community-based model through support from an Office of Disability Employment Programs grant. In partnership with the Department of Human Services, Developmental Disabilities Services, ARS piloted and implemented sequential funding of supported employment services and initiated strategies to implement State Agency as Model Employer in Arkansas. ARS and other involved state agencies signed an agreement that provides guidelines for necessary coordination to ensure competitive employment is the preferred options for individuals with disabilities.
Improve public relations, marketing, information, outreach, and referrals.ARS updated marketing materials and provided education and outreach for the Arkansas Career Training Institute (ACTI) through multimedia posts and ACTI success stories in agency publications. Field Services improved service provision within the Hispanic population by providing informational resources and increasing utilization of interpreters for Spanish speaking clients. ARS found it not feasible at this time to collect data on CRPs who identify individuals who because of rural living, a lack of transportation, or English as a second language might benefit from ARS services and other support services.
Increase collaboration with business that leads to increased employment outcomes. ARS continued to support the growth of Disability: IN – Arkansas. Business Engagement staff developed presentations and revamped print and digital materials to address employer perspectives. ARS facilitated the 4th Annual Arkansas Business Employment summit, and collaborated with WIOA and community partners to provide career fairs across the state. ACTI expanded apprenticeships, internships, and part-time employment opportunities, engaged in pre-apprenticeship activities with business members of the Arkansas Apprenticeship Coalition, and expanded the registered apprenticeship program to include people with disabilities.
Expand and improve transition services program. ARS developed procedural guidance for counselors, vendors, and schools participating in Pre-ETS, and promulgated policy that supports both the traditional Transition and the Pre-ETS programs. ARS developed a transition committee that provides input and suggestions to the various models of Pre-ETS currently in place. ARS signed a statewide Memorandum of Agreement outlining the duties and responsibilities of involved state agencies working in Pre-ETS and transition, and developed individualized MOUs with school districts regarding the implementation of Pre-ETS within the district. ARS conducted Transition Expos across the State, and assisted in the planning and training of the Arkansas Transition Services bi-annual State Transition Summit.ARS provided, through the ARS Transition Program and ACTI, the four-week Transition Employment Program (TEP). ARS also partnered with community providers and Arkansas businesses to host the Project SEARCH® program.
Develop and improve Community Rehabilitation Programs.Based on results from the annual ACTI monitoring, ARS concluded ACTI should move from a residential services program to a community-based program. Short- and long-term maintenance needs indicated the residential model was not cost effective to continue. Initial plan development for the new model is underway. ARS hosted Lunch and Learns to increase quality of relationships with CRPs. It also provided training on Pre-ETS and job placement, which enabled CRP partners to provide new job placement services and new Pre-ETS services such as job exploration, postsecondary guidance, and work-based learning in the schools.ARS initiated new purchased service agreements for community-based services with outcome reimbursement payments.
Improve training, resources, and continuing education. ARS trained staff on the external employment vendor services with the addition of the 2018 implementation of the ARS/DDS service partnership and on how to complete case management. Field Services management provided information to Staff Development and Training about staff training needs on a monthly basis and Staff Development and Training monitored the effectiveness of the trainings offered. ACTI partnered with National Park College to arrange an articulation agreement for the Certified Production Technology class.
Improve ARS’ ability to act as a resource when assisting individuals with disabilities and employers in addressing accommodation needs. ARS renamed the Retaining a Valued Employee (RaVE) program to Stay-at-Work/Return-to-Work (SAW/TRW) to better reflect programs/practices in the private/public sector employment and to better communicate functional intent. ARS sufficiently staffed AT@ Work by filling a vacant Occupational Therapist position and by transferring a Physical Therapist position.
Increase the efficiency and effectiveness of service delivery for agency clients. Trained field staff to reduce data entry error ratios and audit findings. ARS partnered with the University of Arkansas – Fayetteville to provide career counseling to all sub-minimum wage 14(c) providers serving over 6,000 clients. Field Services updated the agency’s policy to include the WIOA changes, with an effective date of January 1, 2019. Rehab area managers trained staff on the policy updates and reviewed and monitored policies and procedures at monthly staff meetings. ACTI converted its paper case management system to an electronic system, which has improved communication between ACTI counselors and field counselors.
Division of Service for the Blind Assessments
To establish baselines and meet benchmarks for state with respect to the performance accountability measures under section 116 of WIOA. During FFY 2018, DSB had 275 successful employment outcomes, which is 10% below the number of successful outcomes reported in FFY 2017. This change is due to DSB’s transition to focus on long term employment outcomes for consumers. During PY 2018 Second Quarter and Forth Quarter the employment performance measure rate and the median income rate increased statewide.
Increase the availability of Supported Employment (SE) services to youth and adults with significant disabilities. During PY 2018, DSB worked with the Department of Human Services, Developmental Disabilities Services, Arkansas Rehabilitation Services, and other state agencies to sign and implement an agreement that provides guidance on necessary coordination to ensure competitive employment as the first option for individuals with disabilities.
Improve public relations, marketing, information, outreach, and referrals. DSB worked with partners and outside agencies to train DSB staff on outreach and marketing as part of the effort to improve outreach and increase referrals. DSB is currently working to update and improve all marketing information with updated contact information since moving to be a part of the Division of Workforce Services.
Expand and improve transition services program. DSB worked with WINTAC (Workforce Innovation and Opportunity Act Technical Assistance Center) to develop and update policy on Pre-ETS and transition services. This included improving internal procedures, DSB forms, and processes to enhance DSB’s ability to work with Students with A Disability. DSB participates in Transition Fairs across the state. DSB signed a statewide Memorandum of Agreement outlining the duties and responsibilities of involved state agencies working in Pre-ETS and transition and developed individualized MOUs with school districts regarding the implementation of Pre-ETS within the district. DSB also partnered with community providers and Arkansas businesses to host the Project SEARCH® program.
Improve training, resources, and continuing education. DSB provided regional trainings to staff at least 4 times throughout the year. Training reviewed the case process from referral to closure and reporting. Continual training was available as needed on the case management system for staff and procedures and guides were created and distributed to staff on various parts of the case management process.
Increase the efficiency and effectiveness of service delivery for agency clients. DSB provided training to field staff on common errors and concerns in service delivery. New policy was developed and prepared for approval by the DSB Board with the support of WINTAC to ensure compliance with WIOA. New policy is an ongoing process with chapters being reviewed by all stake holders and then sent for promulgation to improve service delivery.