Narrative: II. b.

Vision

Arkansas will have a world-class workforce that is well educated, skilled, and working in order to keep Arkansas’s economy competitive in the global marketplace.

Mission

To promote and support a talent development system in Arkansas that offers employers, individuals, and communities the opportunity to achieve and sustain economic prosperity. Arkansas’s Talent Development System Philosophy

• We believe that there must be a pipeline of skilled workers for employers and a job for every Arkansan that wants one.
• We believe that the talent development system of Arkansas must be relevant to the labor market in order to meet the needs of employers and jobseekers, and for Arkansas to compete globally.
• We believe that every Arkansan should have opportunity and access to training and education that leads to a career with gainful employment.
• We believe innovation and partnerships centered on local economic priorities maximizes effectiveness and puts the State in the best position to address local and regional workforce needs.
• We believe Arkansas’s workforce system should be a viable resource for business and industry.
• We believe that in order for the talent development system to be the preferred system, the system must be accountable, flexible, and align education and training with business and industry needs.
• We believe that in order for the talent development system to be effective, we must eliminate overlap and duplication of resources and services and streamline investment of funds.

Vision for the Arkansas Workforce Development Delivery System

The publicly funded workforce system envisioned by the Workforce Innovation and Opportunity Act (WIOA) is quality focused, employer-driven, customer-centered, and tailored to meet the needs of regional economies. It is designed to increase access to, and opportunities for, the employment, education, training, and support services that individuals need to succeed in the labor market, particularly those with barriers to employment. It aligns workforce development, education, and economic development programs with regional economic development strategies to meet the needs of local and regional employers, and provides a comprehensive, accessible and high-quality workforce development system. This is accomplished by providing all customers access to high-quality workforce development centers that connect them with the full range of services available in their communities, whether they are looking to find jobs; build basic educational or occupational skills; earn a postsecondary certificate or degree; obtain guidance on how to make career choices; or are businesses and employers seeking skilled workers.

The Arkansas Workforce Development Board adopted a vision for the Arkansas Workforce Development Delivery System at their regular quarterly meeting in October 2015. This vision provides standards for a high quality workforce center including customer service, innovation and service design, and systems integration and high-quality staffing.

The publicly funded workforce system envisioned by the Workforce Innovation and Opportunity Act (WIOA) is quality-focused, employer-driven, customer-centered, and tailored to meet the needs of regional economies. It is designed to increase access to, and opportunities for, the employment, education, training, and support services that individuals need to succeed in the labor market, particularly those with barriers to employment. It aligns workforce development, education, and economic development programs with regional economic development strategies to meet the needs of local and regional employers, and provide a comprehensive, accessible and high-quality workforce development system. This is accomplished by providing all customers access to high-quality workforce development centers that connect them with the full range of services available in their communities, whether they are looking to find jobs, build basic educational or occupational skills, earn a postsecondary certificate or degree, or obtain guidance on how to make career choices, or are businesses and employers seeking skilled workers.

Under WIOA, partner programs and entities that are jointly responsible for workforce and economic development, educational, and other human resource programs collaborate to create a seamless customer-focused workforce delivery system that integrates service delivery across all programs and enhances access to the programs’ services. The workforce delivery system includes six core programs (Title I adult, dislocated worker, and youth programs; Title II adult education and literacy programs; Title III Wagner-Peyser program; and Title IV vocational rehabilitation program), as well as other required and optional partners identified in WIOA. In Arkansas, these programs are administered by the Arkansas Division of Workforce Services (Titles I, II, III) and the Rehabilitation Services portion of Title IV. The Division of Services for the Blind administers the remaining portion of Title IV. Through the Arkansas Workforce Center network, these partner programs and their service providers ensure that businesses and job seekers—a shared client base across the multiple programs identified above— have access to information and services that lead to positive employment outcomes. Under WIOA, workforce centers and their partners:

• Provide job seekers with the skills and credentials necessary to secure and advance in employment with family-sustaining wages.
• Provide access and opportunities to all job seekers, including individuals with barriers to employment, such as individuals with disabilities, to prepare for, obtain, retain, and advance in high-quality jobs and high-demand careers.
• Enable businesses and employers to easily identify and hire skilled workers and access other supports, including education and training for their current workforce.
• Participate in rigorous evaluations that support continuous improvement of workforce centers by identifying which strategies work better for different populations.
• Ensure that high-quality integrated data inform decisions made by policy makers, employers, and job seekers.

The management of the Arkansas workforce delivery system is the shared responsibility of States, local boards, elected officials, the core WIOA partners, other required partners, and workforce center operators. The Divisions encourage all of these entities to integrate the characteristics below into their work, including developing state, regional, and local strategic plans; establishing workforce center certification criteria; examining the state, regional, and local footprint of workforce centers; conducting competitions for selecting workforce center operators; developing local Memoranda of Understanding (MOUs); updating other workforce center policies and procedures; and operating and delivering services through the Arkansas Workforce Centers.

Characteristics of a High-Quality Arkansas Workforce Center

The characteristics identified below, consistent with the purpose and authorized scope of each of the programs, are designed to reflect elements that contribute to a high-quality workforce delivery system. They demonstrate the spirit and intent of the WIOA, and they will strengthen the successful integration and implementation of partner programs in Arkansas Workforce Centers. For clarity and readability the characteristics have been grouped into three functional categories: (a) Customer Service; (b) Innovation and Service Design; and (c) Systems Integration and High-Quality Staffing.

Customer Service

Arkansas Workforce Centers provide excellent customer service to job seekers, workers and businesses. Meeting the needs of job seekers, workers and businesses is important in developing thriving communities where all citizens succeed and businesses prosper. High-quality workforce centers:

• Reflect a Welcoming Environment: Reflect a welcoming environment to all customer groups who are served by the workforce centers. All workforce center staff are courteous, polite, responsive, and helpful to job seekers, businesses, and others who visit the workforce centers, either in person or by telephone or e-mail. Moreover, workforce center staff are sensitive to the unique needs of individuals with disabilities and are prepared to provide necessary accommodations.
• Provide Career Services that Empower: Provide career services that motivate, support and empower customers, including individuals with disabilities, to make informed decisions based on local and regional economic demand and effectively attain their personal employment and education goals.
• Value Skill Development: Value skill development by assessing and improving each individual’s basic, occupational, and employability skills.
• Create Opportunities: Create opportunities for individuals at all skill levels and levels of experience by providing customers, including those with disabilities, as much timely, labor market, job-driven information and choice as possible related to education and training, careers, and service delivery options, while offering customers the opportunity to receive both skill-development and job placement services.
• Improve Job Seeker Skills: Improve the skills of job seeker and worker customers. Workforce centers offer access to education and training leading to industry-recognized credentials through the use of career pathways, apprenticeships, and other strategies that enable customers, including those with disabilities, to compete successfully in today’s global economy. They provide businesses with access to the quantity and quality of talent they need and support upskill/backfill strategies that expand job opportunities in the community.
• Deliver Quality Business Services: Develop, offer, and deliver quality business services that assist specific businesses and industry sectors in overcoming the challenges of recruiting, retaining, and developing talent for the regional economy. To support area employers and industry sectors most effectively, workforce center staff identifies and has a clear understanding of industry skill needs, identify appropriate strategies for assisting employers, and coordinate business services activities across workforce center partner programs, as appropriate. This includes the incorporation of an integrated and aligned business services strategy among workforce center partners to present a unified voice for the workforce center in its communications with employers. Additionally, workforce centers use the forthcoming performance measure(s) on effectiveness in serving employers to support continuous improvement of these services.
• Innovation and Service Design: Arkansas Workforce Centers reflect innovative and effective service design.

Integrate Intake Process

Use an integrated and expert intake process for all customers entering the workforce centers. Frontline staff is highly familiar with the functions and basic eligibility requirements of each program, and can appropriately assist customers and make knowledgeable referrals to partner programs, as needed and as appropriate given the authorized scope of the program.

• Actively Engage Industry Sectors: Design and implement practices that actively engage industry sectors and use economic and labor market information, sector strategies, career pathways, Registered Apprenticeships, and competency models to help drive skill-based initiatives.
• Use Market Driven Principles: Balance traditional labor exchange services with strategic talent development within a regional economy. This includes use of market-driven principles and labor market information that help to define a regional economy, its demographics, its workforce and its assets and gaps in skills and resources.
• Use Innovative Delivery Models: Incorporate innovative and evidence-based delivery models that improve the integration of education and training, create career pathways that lead to industry-recognized credentials, encourage work-based learning, and use state-of the-art technology to accelerate learning and promote college and career success.

Offer Virtual and Center-Based Services: Include both virtual and center-based service delivery for job seekers, workers, and employers. Both methods of delivery support the talent needs of the regional economy, although each may better serve different customers with different levels of service needs at any given time. The workforce delivery system can expand its reach by delivering robust virtual services; and increasing the accessibility of those services through community partners, such as libraries, community and faith-based organizations, and other partners.

Ensure Access to All Customers: Ensure meaningful access to all customers. Workforce centers must be physically and programmatically accessible to all customers, including individuals with disabilities. In so doing, workforce centers use principles of universal design and human-centered design, such as flexibility in space usage; the use of pictorial, written, verbal and tactile modes to present information for customers with disabilities or limited English proficiency; providing clear lines of sight to information for seated or standing users; providing necessary accommodations; and providing adequate space for the use of assistive devices or personal assistants. Workforce centers use assistive technology and flexible business hours to meet the range of customer needs.

Systems Integration and High-Quality Staffing

Arkansas Workforce Centers operate with integrated management systems and high-quality staffing. High-quality workforce centers:

• Reflect Robust Partnerships: Reflect the establishment of robust partnerships among partners. The workforce center operator facilitates an integrated, co-located partnership that seamlessly incorporates services of the core partners and other workforce center partners.
• Organize Services by Function: Organize and integrate services by function (rather than by program); when permitted by a program’s authorizing statute and as appropriate, and by coordinating staff communication, capacity building, and training efforts. Functional alignment includes having workforce center staff who perform similar tasks serve on relevant functional teams, e.g. Skills Development Team, Business Services Team. Service integration focuses on serving all customers seamlessly (including targeted populations) by providing a full range of services staffed by cross-functional teams, consistent with the purpose, scope, and requirements of each program.
• Use Common Performance Indicators Use common performance indicators to ensure that federal investments in employment and training programs are evidence-based, labor market driven, and accountable to participants and taxpayers. Center performance is transparent and accountable to the communities and regions served; data entry staff are trained and understand the importance of data validation, data collection processes, and the importance of accurate reporting.
• Offer Highly Trained Career Counselors: Staff the center with highly trained career counselors, skilled in advising job seekers of their options, knowledgeable about local labor market dynamics, aware of available services inside and outside the workforce center, and skilled in developing customers’ skills for employment success.
• Implement Integrated Policies: Develop and implement operational policies that reflect an integrated system of performance, communication, and case management, and use technology to achieve integration and expanded service offerings.
• Cross-Train and Equip Center Staff: Train and equip workforce center staff in an ongoing learning process with the knowledge, skills, and motivation to provide superior service to job seekers, including those with disabilities, and businesses in an integrated, regionally focused framework of service delivery. Center staff are cross-trained, as appropriate, to increase staff capacity, expertise, and efficiency. Cross-training allows staff from differing programs to understand every program and to share their expertise about the needs of specific populations so that all staff can better serve all customers.
• Center staff is routinely trained and are keenly aware as to how their particular function supports and contributes to the overall vision of the local board.
• Maintain Integrated Case Management: Develop and maintain integrated case management systems that inform customer service throughout the customer’s interaction with the integrated system and allow information collected from customers at intake to be captured once. Customer information is properly secured in accordance with personally identifiable information guidelines, and facilitated as appropriate, with the necessary memoranda of understanding or other forms of confidentiality and data sharing agreements, consistent with federal and state privacy laws and regulations. Data, however, would be shared with other programs, for those programs’ purposes, within the workforce system only after the informed written consent of the individual has been obtained, where required.

Strategic Goal 1: Develop an efficient partnership with employers, the educational system, workforce development partners, and community -based organizations to deliver a platform that will prepare a skilled workforce for existing and new employers.

Goal 1 Objectives:

1. Expand employer partnerships through the support of industry engagement.
   1. Identify and promote best practices (private and public) for developing and sustaining partnerships.
   2. Expand partnership with economic development to refine sector strategies.
   3. Improve communication/participation between education entities, local and state boards, government agencies, community-based organizations, and employers.
   4. Increase accountability and clarity of action between all workforce related boards.
   5. Increase the utilization of Registered Apprenticeship programs as viable talent development opportunities.
   6. Increase connections with employers and Vocational Rehabilitation agencies to provide support and employment for youth and adults with disabilities.
   7. Partner with K-12 education, higher education, career and technical education, and adult education to provide consistent rules and eliminate barriers to implementing training programs around the State.
   8. Explore data sharing opportunities with non-governmental organizations that are committed partners to the state’s workforce center system that will lead to improved intake, referral, and case management for customers served by multiple agencies (both public and private).
   9. Expand small business participation.

Strategic Goal 2: Enhance service delivery to employers and jobseekers.

Goal 2 Objectives:

1. 11. Develop a common intake process for jobseekers and businesses that will efficiently connect them with services available from all workforce development partner programs and identify any barriers to employment that need to be addressed.
   12. Develop an integrated data system that will enable the sharing of information between partner agencies to more efficiently service both employers and jobseekers.
   13. Promote training that leads to industry recognized credentials and certification.
   14. Support transportable skill sets for transportable careers.
   15. Support career pathways development and sector strategy initiatives as a way to meet business and industry needs.
   16. Expand service delivery access points by the use of virtual services.
   17. Develop a common business outreach strategy with a common message that will be utilized by all workforce system partners.
   18. Develop a menu of services available at each service delivery access point that provides a list of the services and training opportunities available through Arkansas’s talent development system.
   19. Utilize customer satisfaction surveys to ensure continuous improvement of the State’s talent development system.
   20. Explore data sharing opportunities with non-governmental organizations that are committed partners to the state’s workforce center system that will lead to improved intake, referral, and case management for customers served by multiple agencies (both public and private).

Strategic Goal 3: Increase awareness of the State’s Talent Development System.

Goal 3 Objectives:

1. 21. Increase access to the workforce development system through a no wrong door approach to services.
   22. Change employer and jobseeker perceptions of the workforce system.
   23. Develop an image-building outreach campaign that educates Arkansans about the services and the career development opportunities available in the State.
   24. Utilize technology, including social media and search engine optimization, to better connect jobseekers and employers with the talent development system in Arkansas.
   25. Develop a user-friendly website that provides a common repository of information about career development opportunities that are relevant to K-12 education, parents, educators, adults, employers, government agencies, and the general public.

Strategic Goal 4: Address Skills Gaps

Goal 4 Objectives:

1. 26. Conduct a statewide skills and asset analysis to determine the skills gap present and resources available to solve the skills issue.
   27. Develop and implement an action plan to close the basic core, technical, and soft skills gaps in Arkansas.
   28. Analyze the effectiveness of currently used job readiness standards and ensure coordination between the Arkansas Career Readiness Certificate program and the Workforce Alliance for Growth in the Economy (WAGE) program.

The Workforce Innovation and Opportunity Act (WIOA) has a focus on helping low-income and disadvantaged populations. Workforce development professionals operate within a highly integrated one-stop career system, complete with co-located partners, procured service providers, and shared resource leveraging. However, funding and available public resources are still finite and limited, so populations with significant or multiple barriers to employment should receive priority for services. Sometimes these populations will be referred to as “hard-to-serve” or “hard-to-employ” clients.

Some special populations the workforce system serves include, but are not limited to:

• • Veterans and eligible spouses
  • Individuals with disabilities, both youth and adults
  • English language learners (Limited English Proficiency)
  • Migrant and seasonal farmworkers
  • Out-of-school youth
  • Adult and youth ex-offenders (justice-involved)
  • Public assistance recipients (TANF, SNAP, SSI, Medicaid, etc.)
  • Youth in, or previously in, foster care
  • Homeless individuals, both youth and adults
  • Runaway youth
  • Pregnant and parenting youth
  • The long-term unemployed
  • Low-income workers earning wages below self-sufficiency
  • Basic skills deficient individuals
  • The over 55 age group

The vision of the one-stop system is that service providers leverage all available assets, ensure universal access, and allocate funding for low income and special populations. Many local areas have established more inclusive priority of service policies to ensure that their hard-to-serve and disadvantaged populations receive a focus in their service delivery.

Each of the four major goals of this plan will be implemented with the above listed special populations in mind to increase the services and enrollment of these populations. The ultimate goal is to find and help disadvantaged individuals, which in turn leads to greater overall economic prosperity for the State. Persistent, incremental accommodations or assistance can often result in a safety net that can eventually lead to huge gains for the individuals seeking help......raising the overall level of economic prosperity for the community, when they achieve positive labor market outcomes. Thus, proactive intake of special populations helps the State attain a larger return on investment for the funding, assets and staff resources employed. This requires leadership and vision in labor market-relevant planning, including evaluation, assessments, data-driven decision-making, and collaboration to best meet the needs of special populations, jobseekers, workers and businesses alike. The four major goals, when implemented will achieve this outcome.

3. Performance Goals

Using the table provided in Appendix 1, 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.)

WIOA ensures that Federal investments in employment and training programs are accountable to jobseekers, employers, customers, and taxpayers. WIOA establishes common performance measures across the four core programs and also requires other programs authorized by the Act to report on the same indicators. In addition, WIOA requires the establishment of primary indicators on credential attainment and skills gain and on the effectiveness of services to employers. Arkansas’s common performance targets are located in Appendix 1.

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.

The Arkansas Workforce Development Board (AWDB) is the state board given statutory responsibility with overseeing the State’s talent development system, evaluating effectiveness, and ensuring continuous improvement. The Program and Performance Evaluation Committee of the Board, which is led by a private sector chair, acts in an advisory capacity to the Board to carry out the following functions:

• • Continuous improvement of the one-stop delivery system in local areas, including providing assistance to local boards, one-stop operators, one-stop partners, and providers with planning and delivery of services, such as training and supportive services to workers, jobseekers, and employers;
  • Development and updating of comprehensive state performance accountability measures, including state adjusted levels of performance, to assess the effectiveness of the core programs in the state;
  • Identification and dissemination of information on best practices, including best practices for:
  • The effective operation of one-stop centers, relating to the use of business outreach, partnerships, and service delivery strategies, including strategies for serving individuals with barriers to employment;
  • The development of effective local boards, which may include information on factors that contribute to enabling local boards to exceed negotiated local levels of performance, sustain fiscal integrity, and achieve other measures of effectiveness; and
  • Effective training programs that respond to real time labor market analysis; effectively use direct assessment and prior learning assessment to measure an individual’s prior knowledge, skills, competencies, and experiences; and that evaluate such skills; and competencies for adaptability; to support efficient placement into employment or career pathways;
  • Objective criteria and procedures for use by local boards in assessing the effectiveness and continuous improvement of one-stop centers;
  • The preparation of an annual report;
  • The development of the statewide workforce and labor market information system;
  • The development of such other policies as may promote statewide objectives for, and enhance the performance of, the workforce development system in the state; and
  • The development of strategies for aligning technology and data systems across one-stop partner programs to enhance service delivery and improve efficiencies in reporting on performance accountability measures. This would (include the design and implementation of common intake, data collection, case management information, and performance accountability measurement and reporting processes and the incorporation of local input into such design and implementation, to improve coordination of services across one-stop partner programs).

This committee will meet at least quarterly to review progress of accomplishing state goals, performance outcomes, and program evaluations. The committee will give direction on needed improvements, and identify and disseminate best practices.

To date, a primary focus of the state has been the implementation of the new workforce system strategic plan and the development of a balanced scorecard approach to system evaluation. Work will continue on studies and reports to support the implementation of the systemic strategic plan and to design and launch projects to strengthen the four strategic pillars that form the foundation of the strategic plan: efficient partnerships, enhanced service delivery, increased awareness of the State’s talent development system, and addressing skills gaps. Additionally, the AWDB will evaluate programs to identify any gaps or duplications in planning or service delivery, and any other programs that adversely affect the seamless delivery of services. Any problems identified by AWDB will be included in the annual report on strategic plan implementation and the results of measures taken by AWDB to address those problems.

Program and other data from across the workforce system are critical in evaluating the extent to which workforce system programs, services, and products are meeting the needs of customers and stakeholders. The collection of key data, as well as the reporting and analysis of that data, in a consistent and useful manner are essential in demonstrating outcomes, determining if changes are required or desired, and establishing benchmarks for future performance.

Under the new strategic plan, the AWDB will continue to work with system partners to improve and systematize these processes. The system evaluation structure will be redesigned, yet will continue to address all elements required by statute.

The State Board will assess the overall effectiveness of Arkansas' workforce development system by reviewing and evaluating program-specific reports on a quarterly as well as an annual basis of all workforce development activities administered by state agencies involved with workforce development. Key areas of focus include developing linkages and better coordination with vocational education, apprenticeship, adult education and literacy, vocational rehabilitation programs, and other workforce development and training programs. It is the plan of the State Board to develop data tools, such as a performance dashboard, to assist them in determining the effectiveness of the system.

In Summer 2019, the State Board began negotiating a contract with the University of Arkansas – Fayetteville to complete a comprehensive workforce system evaluation.  The evaluation will use designs that employ the most rigorous analytical and statistical methods that are reasonably feasible, such as the use of control groups (20 CFR § 682.220) as appropriate:

• 1. Local Integration Study- Sample Workforce Innovation and Opportunity Act Title I or Title III participants for 3 Local Workforce Development Areas.   This part of the evaluation will focus on two primary areas: 1. Co-enrollment and Co-funding of REQUIRED WIOA Partners and 2. Leveraging of Local Resources available in the Local Workforce Development Area.
      
     1. Sample Workforce Innovation and Opportunity Act Title I and Title III participants for 3 Local Workforce Development Areas-to determine if, based on the participants information in the Case File, the participant might have been eligible to receive services under the required partners listed in 20 CFR § 678.400.
         
     2. For each local area selected, interview leadership to identify partner programs and non-profits that collaborate with the Workforce Centers beyond the list of required partners above.  For all partners, required in number 1 and other partners identified in 2, report whether there exists:
• Memorandums of Understanding between the programs/entities
• Referral Procedures
• Training for partners regarding the services provided or alternative print materials to assist in collaboration OR
• An alternative method to refer clients between the partners effectively

0. 1. 1.  Identify and report entities in the selected local areas that provide services to the following targeted populations:
         • • • Displaced Homemaker
             • Low Income
             • Limited English Proficiency
             • Migrant Worker
             • Disabled
             • Veteran
             • Older Worker
             • Out of School Youth
             • Foster Youth
             • Basic Skill Deficient
             • Ex-Offender
             • Single Parent
             • TANF Recipient
             • SNAP Recipient
             • SSDI Recipient
             • UI Claimant
             • Long-Term Unemployed
                
      2. For all programs and services identified in steps 1, 2, and 3, report whether sampled participants were: referred to or co-enrolled in other programs or services.
          
   2. In the Comprehensive Centers for the 3 Local Areas selected for sampling, report case studies on effectiveness of identifying and closing Skill-Gaps
       
      Interview staff for examples of:
       
      1. Skills-gap identification on either the occupation level, based on demand, or the skill-level based on interaction with an employer.
      2. Determine the services that were provided to address the skills-gap
      3. Provide an assessment of the effectiveness of the services provided in closing the skills-gap, if possible.
          
1. Review a sample of Arkansas Workforce Centers against the State’s certification policy and applicable laws/regulations for four comprehensive centers and two affiliate centers.  Each of the six centers selected should be located in different Local Workforce Development Areas and may be selected from Local Workforce Development Areas that overlap the 3 selected above
    
2. Conduct a statewide customer service survey for business customers of WIOA Title I and Title III receiving services over the most recent 12 months available.
    
3. Provide evaluation status reports on a monthly basis on overall project goals.  These reports will be issued at the end of February, March, April, May, June, and July of 2020.
    
4. Provide a preliminary evaluation report by August 15, 2020.
    
5. Provide a final evaluation, with results, best practices, and recommendations by September 30, 2020.