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. Where requirements identify the term “populations”, these must include individuals with barriers to employment as defined at WIOA Section 3. This includes 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; 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. Additional populations include veterans, unemployed workers, and youth, and others that the State may identify.
II. c. State Strategy
The Unified or Combined State Plan must include the State's strategies to achieve its strategic vision and goals. These strategies must take into account the State’s economic, workforce, and workforce development, education and training activities and analysis provided in Section (a) above. Include discussion of specific strategies to address the needs of populations provided in Section (a).
1. Describe the strategies the State will implement, including industry or sector partnerships related to in-demand industry sectors and occupations and career pathways, as required by WIOA section 101(d)(3)(B), (D). “Career pathway” is defined at WIOA section 3(7) and includes registered apprenticeship. “In-demand industry sector or occupation” is defined at WIOA section 3(23)
2. Describe the strategies the State will use to align the core programs, any Combined State Plan partner programs included in this Plan, required and optional one-stop partner programs, and any other resources available to the State to achieve fully integrated customer services consistent with the strategic vision and goals described above. Also describe strategies to strengthen workforce development activities in regard to weaknesses identified in section II(a)(2)
Current Narrative:
- Strategies Related to In-Demand Industry Sectors and Occupations and Career Pathways.
The Arkansas Sector Partnership (ASP), a partnership of employers, state agencies, education providers, Registered Apprenticeship, and community leaders, will engage project stakeholders in ongoing regional planning efforts across the state to assess workforce development needs and job demand. Input obtained from regional planning efforts will be used to adjust training (on an as needed basis) to meet employer needs. The ASP will utilize a regional planning sector framework that focuses on critical factors that include: 1) existing labor market information and other workforce related data; 2) regional input from community stakeholders; 3) industry sector/employer input; 4) aligned education and training activities to meet employer needs; 5) aligning business services/workforce services/case management services to serve workforce customers (both employers and dislocated workers); and 6) continuous improvement and sustainability after the life of the grant.
ASP will engage in regional planning activities, structured around WIOA regions, including assessing the workforce development and economic landscape to identify employer training needs, industry trends, and areas of job growth. The resulting information, data, and analysis will serve as a basis for serving dislocated workers and employers under ASP as well as serve as the cornerstone of WIOA regional and statewide planning activities. The regional and sector strategies planning activities will include career pathways to design career ladders that will focus on hard to serve individuals.
Both geographic and industry-based sector strategies are proven to be effective methods for aligning workforce service providers and community partners to address the occupational based training needs of employers.
The ASP regional planning process will also assess existing workforce services and community resources infrastructure to support workforce development efforts emphasizing the needs of hard to serve populations including those participating in career pathways. The ASP will engage in the following activities to ensure the development of a comprehensive regional and sector plan:
- Identifying aligned industry credentials for those skills and competencies needed.
- Assessing how well those skills and competencies are reflected in existing training programs and curricula;
- Identifying and mapping the necessary skills and competencies for in-demand jobs;
- Establishing social and/or peer learning networks among regions using sector strategies;
- Training for staff in State and local areas necessary to facilitate regional planning and implement regional strategies;
- Developing regional plans;
- Asset mapping and other analysis, such as SWOT (strengths, weaknesses, opportunities, and threats);
- Acquisition, analysis, and utilization of LMI and workforce information to identify regional trends; and
- Partnership and program development with stakeholders, employers, and training programs.
This structure will also ensure that employers and regional industry representatives are actively engaged in designing and implementing strategies in five key areas: 1) serving on the project’s leadership team; 2) helping implement program strategies and goals; 3) identifying and mapping the necessary skills and competencies for the programs; 4) assisting with curriculum development and designing the program; and 5) assisting with the design of an assessment and/or credential that will address industry skill needs.
Finally, the state utilized WIOA Set-Aside funds to award additional funding to each of the state’s ten (10) Local Workforce Development Areas. This additional funding was used for regional planning purposes and designed to assist the areas in their ongoing broad strategic approaches.
Career Pathways
Arkansas leaders recognize the need for an education and training system that addresses the state’s economic challenges. Through the Arkansas Career Pathways Initiative (CPI), the state has sought to coordinate publicly funded education with social services and workforce and economic development programs to produce a better-trained workforce and promote economic growth. The Arkansas Career Pathways Initiative is a series of connected education and training programs and support services that enable individuals to secure employment within a specific industry or occupational sector and to advance over time to successively higher level of education and employment in that sector. Each step on a career pathway is designed explicitly to prepare workers and students for the next level of employment and education. Using the career pathways framework, the workforce system seeks to target jobs in industries of importance to local economies and create avenues of advancement for current workers, jobseekers, and future labor market entrants, as well as a supply of qualified workers for employers.
Community colleges play a linchpin role in career pathways. The career pathways framework promotes systemic reform for community colleges -- providing a model that better aligns their various mission areas of workforce development, academic credentialing, transfer preparation, and remediation with the needs of employers. Pathways commonly feature community colleges working in partnership with other educational entities, workforce and economic development agencies, employer and labor groups, and social service providers to ensure investments in education and training pay off for the region’s economic vitality. Students entering into adult literacy or college remedial coursework are better able to advance to and succeed in college-level programs, and all students can more readily earn postsecondary credentials and make progress toward a career. Incumbent workers are provided training opportunities that help increase their skills and subsequent wages.
CPI seeks to improve the earnings through postsecondary education attainment of Arkansas’s low-income "TANF-eligible" adults by enabling them to work in industries of regional importance. Administered by the Arkansas Department of Higher Education (ADHE) with funding from the Division of Workforce Services (DWS), ADHE/CPI provides an opportunity for 25 campuses to develop Career Pathways Initiatives. Through the implementation of WIOA, the State seeks to use lessons learned and the framework created through the CPI to educate and encourage other jobseekers to utilize career pathways as a method for preparing for their eventual career.
CPI’s objectives for program participants are:
- Improve the level of engagement among educators and employers to generate work opportunities for students and serve the workforce needs of the private sector.
- Increased job attainment and job retention in key industries;
- Increased attainment of college-level certificates and associate degrees; and
- Increased enrollment in college-level certificate and associate degree programs.
The Adult Education Section oversees the delivery of a wide range of workforce education and training programs and related services across the state through 37 adult education providers and education programs that support career preparation and advancement. Through required participation with the Arkansas Workforce Development Board and regional Advisory Boards, partnerships of industry-specific occupations, industry sector partnerships, partnerships with employers, registered apprenticeships, and other workforce development partners, adult education providers work to identify opportunities to train and educate adults for the needs and demands in the program-specific areas as well as general specified credential and employment opportunities.
The Adult Education Section addresses the region-specific needs and goals through their local workforce development board (LWDB) and individual advisory committee. The analysis of the LWDB and individual site-specific advisory committees drive the programs and direction each adult education program pursues to meet those needs and achieve those goals. The programs utilize input from labor market information and local and regional stakeholders to align services through the WAGE™ program and existing Integrated Education and Training (IET) opportunities that yield industry-recognized credentials, which in turn, meets the upcoming demands of the region and local workforce needs.
Adult education programs utilize the career pathway and apprenticeship models to address basic skills and deficient aspects of adult learners, which help achieve attainable steps to progress and success. In this process, the career pathway and apprenticeship models are constructed to help learners earn credentials along the path to earning incremental and stackable credentials. As the Adult Education Section analyzes local and sector employment conditions, partners in Adult Education have in place a process to identify and align industry credentials and certificates for those skills and competencies needed in that area. The Adult Education Section assists adults and businesses through contextualized learning, IETs, and WAGE™ curriculum to meet the industry's in-demand occupations and workforce needs.
ARS works with education and training providers to support participants in moving through their career pathway. ARS counselors utilize labor market information to counsel and guide participants on how to best meet their individualized goals. ARS participates in local workforce development boards to address region specific needs and focus.
DSB works with education providers to support participants in moving through their career pathway. DSB counselors utilize labor market information to provide counseling and guidance to participants on how to best meet their individualized goals. DSB participates in local workforce development boards to address region specific needs and focus.
- Strategies to Align Programs.
Adult Education policies reflect an ongoing effort to align local providers to the Combined State Plan’s goals of strengthening the activities of utilizing a united effort to assist participants with all available resources provided by core programs. Adult education programs are required to either be collocated or have a presence at each of the comprehensive and in affiliate One Stops when beneficial. Adult education providers are also active participants on the local workforce development boards, which helps to strengthen the communication and collaboration of the region and help streamline services for both the client and employers.
The Adult Education Section works with other programs outside of the core partners such as the Department of Human Services SNAP E&T and TANF programs. The Adult Education Section utilizes aspects of the student intake process and specifically asks if potential students participate in other WIOA core programs upfront. This assists Adult Education staff in connecting with other partners' services to assist in student success with other WIOA core partners. Adult education is also collocated in most of the comprehensive workforce centers and works with core partners firsthand in connecting wrap-around services. Once participants begin services with Adult Education providers, the student completes a Student Learning Plan and identifies goals and an action plan. Upon meeting measurable skill gains and targeted goals, learning plans are reassessed to connect to available resources and optimize customer service best practices to improve student success.
One of the ways adult education addresses the weakness of Customer Service is through training. Adult education staff participate in annual required customer service training either virtually or in-person. In addition, specific training such as Bridges Out of Poverty and Generational Differences are also included to help practitioners relate and understand the population they are serving. As a result, the retention rate of adult education learners has increased over 5% in the last two years.
ARS regional managers are members of the local workforce development boards sharing information regarding the provision of services to individuals with disabilities looking for or maintaining employment. Staff receive ongoing training to improve service provision to consumers and employers.
DSB staff are active members of the local workforce development boards. DSB staff participate in core partner activities to promote wrap around services to consumers. DSB also works with the Department of Education, American Indian Center of Arkansas, and the Department of Human Services to identify services for participants. All staff participate in training biannually to improve service provision and participant success. DSB provides biannual training to staff and attends WIOA Partners Meetings to enhance the knowledge of all staff on the services available through the workforce development system and other state agencies. DSB staff regularly participate in national trainings provided by UA Currents, CSAVR, and NCSAB.
In addition to the WIOA Core programs and partners aforementioned, Arkansas strategically aligns its workforce, education and social services program under a seamless umbrella led by the Governor’s taskforce. As an interagency body, the Governor’s Workforce Cabinet serves as the central coordinating and decision-making entity overseeing the implementation and continuous improvement of the workforce strategy. The Governor's Workforce Cabinet is more than just a steering committee; it is a dynamic force driving the Arkansas Workforce Strategy. Its ongoing role is integral to the strategy's success, ensuring that the vision of a skilled, adaptable, and thriving Arkansas workforce is realized and sustained over time.
Collaboration is a guiding principle of the Arkansas Workforce Strategy. Addressing workforce challenges requires the expertise and insights of various sectors, including education, business, government, and community organizations. The complexities of the modern workforce system necessitate a coordinated approach. Collaboration breaks down silos between different entities, leading to more cohesive and efficient strategies. It acknowledges that building a resilient, dynamic, and skilled workforce is a collective effort, requiring the commitment and participation of all stakeholders. Arkansas prioritizes partnership and alignment across sectors and departments to create a cohesive workforce development effort.
In the pursuit of a robust and future-ready workforce, the Governor's Workforce Cabinet brings together a team of dedicated and experienced leaders. Each member plays a pivotal role in shaping the workforce strategy, drawing on their unique expertise and insights. Members and programs/one-stop partners include:
Chief Workforce Officer: Mike Rogers
Mike Rogers, as the Chief Workforce Officer, spearheads the strategic direction and coordination ofArkansas' workforce development initiatives.
Secretary of the Arkansas Department of Commerce: Hugh McDonald
Hugh McDonald oversees the state's economic development and works to ensure that the workforce strategy aligns with the evolving needs of Arkansas' business community.
Programs/One-Stop Partners: WIOA Titles I-IV, MSFW, TAA, JVSG, Unemployment Insurance
Secretary of the Arkansas Department of Education: Jacob Oliva
Jacob Oliva focuses on the educational aspects of workforce development, ensuring that our schools and educational institutions provide the skills and knowledge needed in the modern job market.
Programs/One-Stop Partners: Career & Technical Education Programs under Perkins Act of 2006.
Secretary of the Arkansas Department of Corrections: Lindsay Wallace
Wallace plays a key role in workforce reintegration strategies, focusing on providing opportunities and training for individuals re-entering society from the correctional system.
Programs/One-Stop Partners: Second Chance Act of 2007
Secretary of the Arkansas Department of Human Services: Kristi Putnam
Kristi Putnam’s contribution involves addressing the human aspects of workforce development, including access to childcare, healthcare, and other support services that enable Arkansans to participate fully in the workforce.
Programs/One-Stop Partners: Senior Community Service Employment Programs (SCSEP), Community Services Block Grant,
Secretary of the Arkansas Department of Labor and Licensing: Daryl Bassett
Daryl Bassett’s expertise lies in ensuring fair labor practices and fostering a regulatory environment conducive to business growth and protecting the public.
Secretary of the Arkansas Department of Veterans Affairs: Kendall Penn
Kendall Penn focuses on the integration of veterans into the workforce, ensuring that their valuable skills and experiences are recognized and utilized in civilian employment.
Secretary of the Arkansas Department of Transformation and Shared Services: Leslie Fisken
Leslie Fisken’s role is instrumental in streamlining government services and processes to support workforce development, ensuring efficiency and effectiveness.
Role in the Arkansas Workforce Strategy:
• Cross-Functional Partnership: The Cabinet members work across roles, transcending traditional agency boundaries to partner on comprehensive solutions. This cross-functional collaboration ensures that every aspect of workforce development is addressed from multiple perspectives, providing dynamic solutions to complex challenges.
• Barrier Removal and Simplification: A core goal of the Cabinet is to dismantle obstacles that hinder workforce development and employment. This involves simplifying processes, making it easier for Arkansas residents to access the services they need without getting entangled in bureaucratic complexities.
• Creative Problem Solving and Innovation: Open communication and innovative thinking are at the forefront of the Cabinet's problem-solving approach. By fostering an environment of creativity and open dialogue, the Cabinet finds novel solutions to workforce challenges, ensuring that strategies are not only effective but also forward-thinking.
• Operational Excellence Through Continuous Improvement: The Cabinet's initiatives lead to operational excellence by continuously improving processes and workflows. This commitment to ongoing refinement ensures that the strategies implemented are efficient, effective, and aligned with the evolving needs of the workforce.
• Seamless Service Transition for Residents: One of the Cabinet’s primary goals is to facilitate a seamless transition of services to Arkansas residents, eliminating the confusion and frustration often associated with navigating multiple government agencies. The Cabinet aims to create a streamlined, user-friendly experience for all who engage with workforce development services.
• A Commitment to Collaborative Success: Through these strategies, the Governor's Workforce Cabinet is not just addressing the immediate workforce needs of Arkansas but is also laying a foundation for sustained economic growth and individual empowerment. Their collaborative approach symbolizes a new era of workforce development, one where every stakeholder – from government to individual resident – plays a vital role in shaping a prosperous future for Arkansas.
Outside of the cabinet, Arkansas continues to work with other required partners to align workforce development strategies including: Job Corps, co-located in various Arkansas American Job Centers; Youth Build operated by the Little Rock Workforce Development Board; Native American programs offered through the American Indian Center of Arkansas; and Employment & Training activities carried out by the Department of Housing & Urban Development, offered through Arkansas Development Finance Authority (ADFA).
All required one-stop partners and programs are made accessible through Arkansas’ one-stop delivery system.