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 to support economic growth. Unless otherwise noted, all Strategic Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs.
II. 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—
1. Vision
Describe the State’s strategic vision for its workforce development system.
2. Goals
Describe the goals for achieving this vision based on the analysis in (a) above of the State’s economic conditions, workforce, and workforce development activities. This must include—
(A) Goals for preparing an educated and skilled workforce, including preparing youth and individuals with barriers to employment8 and other populations.9
(B) Goals for meeting the skilled workforce needs of employers.
[8] Individuals with barriers to employment include displaced homemakers; low-income individuals; Indians, Alaska Natives, and Native Hawaiians; individuals with disabilities, including youth who are individuals with disabilities; older individuals; ex-offenders; homeless individuals, or homeless children and youths; youth who are in or have aged out of the foster care system; individuals who are English language learners, individuals who have low levels of literacy, and individuals facing substantial cultural barriers; eligible migrant and seasonal farmworkers (as defined at section 167(i) of WIOA and Training and Employment Guidance Letter No. 35-14); individuals within 2 years of exhausting lifetime eligibility under the Temporary Assistance for Needy Families Program; single parents (including single pregnant women); and long-term unemployed individuals.[9] Veterans, unemployed workers, and youth and any other populations identified by the State.
3. Performance Goals
Using the tables provided within each Core Program section, include the State's expected levels of performance relating to the performance accountability measures based on primary indicators of performance described in section 116(b)(2)(A) of WIOA. (This Strategic Planning element only applies to core programs.)
4. Assessment
Describe how the State will assess the overall effectiveness of the workforce development system in the State in relation to the strategic vision and goals stated above in sections (b)(1), (2), and (3) and how it will use the results of this assessment and other feedback to make continuous or quality improvements.
Current Narrative:
1. Vision. Missouri’s WIOA partners will make economic self-sufficiency attainable for customers through high- quality services and a fully integrated workforce system.
2. Goals. The partners developed the following five goals to achieve Missouri’s vision:
1. Overcome employment barriers.
Missouri agencies are committed to assisting people to overcome employment barriers and achieve self-sufficiency through employment. Partners focus on providing program specific services to their clients; however, acknowledge no single provider has the resources of a well-integrated workforce system. With a low unemployment rate in Missouri, a high percentage of those served have multiple barriers or are in an area that does not have many opportunities for employment. Developing a fully integrated workforce system allows the best possible service for clients by leveraging partner resources.
2. Maximize efficiency and access to services.
Missouri endeavors to eliminate duplication of effort and values cost effective services. Missouri recognizes there will always be a need for additional resources and acknowledges the importance of providing efficient and effective services. Partner agencies are motivated to provide access to quality services for the greatest number of customers.
3. Develop career pathways.
Workforce customers often have needs that require multiple supports to overcome barriers and develop skills necessary to enter and excel in the job market. Missouri maintains a network of support services for customers to use, as and when needed, to aid them in achieving their employment goals. This network of support services forms the foundation of Missouri’s approach to career pathways.
4. Place a strong emphasis on employment retention.
Missouri leverages required partners’ services to focus not only on clients return to work, but also to empower clients with the knowledge and skills to maintain successful employment. It is unlikely that entry-level positions yield enough income for an individual to become self-sufficient. Research indicates that on-going education and training supports greater job satisfaction and employee retention. In addition, up-skilling while employed can improve employees’ opportunities for career advancement. Missouri is committed to providing education, training, and resources to gain stackable credentials and skills that will help customers retain employment and advance within their chosen profession.
5. Engage employers to meet their needs.
The Missouri workforce system is employer-driven; therefore, customers are prepared for the existing job market and future economic conditions. Matching skilled labor to employer needs promotes self-sufficiency of the state’s workforce and spurs economic growth. The state listens to the needs of current employers and develops engagement opportunities with new businesses.
3. Performance Goals. See Appendix 1 for Missouri’s “expected levels” of performance outcomes relating to the performance accountability measures.
4. Assessment.The combined partners will be involved in assessing the overall effectiveness of the workforce development system as well as determining how to best use the results in pursuit of continuous improvement. The assessment will include the utilization of data to identify the efficacy of initiatives implemented to meet the goals, a review of governmental structure and policies, evaluation of interagency partnerships and an investment in shared technology. Missouri’s goal for assessment is to ensure a statewide demand-driven workforce system.
The WIOA Steering Committee, composed of representatives from each combined partner, will provide reports about the status of WIOA implementation and its progress on performance measures to the State Workforce Development Board. These reports will be provided on at least a quarterly basis.