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. 4. Assessment
Current Narrative:
4. ASSESSMENT
The State operates a standard format “Metrics Review Process” this includes a Monthly Review of Metrics (MRM) and a Quarterly Review of Metrics (QRM). The MRM focuses primarily on what is considered “real time” or managerial metrics which are designed to identify and address deficiencies that may be emerging, or may become anticipated at a time when the Continuous Improvement Process can make “real time correction” and begin the development of a “corrective action plan” when that development is called for.
In addition to a more immediate assessment of operations, the MRM focuses on identification and sharing of emerging best practices and contains a component of objective review for programs in development or new programs that have not stabilized. The QRM is less “tactical” and more “strategic” in both time and scope. In particular the QRM focuses more on evolving Partner Program relationship, cross program activities, and achieved outcomes against set performance measures. Like the MRM, the QRM results become drivers in the Continuous Improvement Process.
Note the following samples of drivers from both the QRM and MRM. These include, but are not limited to:
• Employer Market Penetration
- Number of New Employers Engaged
- Number of Employers Returning as a Result of Outreach
- Business Market Penetration Rate, in Particular Business Sectors
• Specific Services to Employers
- Total Number of Placements in Demand Occupations
- Total Number of Placements in On the Job Training (and Demand Occupations)
- Time Reduction to Refer Candidates Who are Hired
- Referral to Hire Ratio for Job Seekers who receive Core/Individualized Services
• Relevance to Employers
- Number of Demand Occupation Jobs Recruited and Staff Referred
- Number of Weeks Dislocated Workers Receive Benefits.
• Number of Job Seekers Put to Work
- Qualitative Review of Case Management Processes in Particular Comprehensive Assessments and Individualized Employment Plans
- Success Rate of Gained Employment for Participants from all Partner Programs, in Particular those with Significant Barriers to Employment as indicated in WIOA Priority Populations.
• Number of Program Partner Participants who Enter Education or Training
- Metric Points Along this Process Include Percentage of Number Referred, Number Entered, Number of Completions, and Number Employed, of those Eligible for Training or Education Services.
These Samples and all drivers apply across all programs that touch an Employer or Job Seeker (Participant). The QRM and MRM ultimately produce the foundation (through graphical study and depiction) to support the statistical methods used for analyzing and controlling the variations in our processes and thus continuously improving these processes.