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—
- 6. Program Data
- A. Data Alignment and Integration
Describe the plans of the lead State agencies with responsibility for the administration of the core programs, along with the State Board, to align and integrate available workforce and education data systems for the core programs, unemployment insurance programs, and education through postsecondary education, and to the extent possible, the Combined State Plan partner programs included in this plan. The description of the State’s plan for integrating data systems should include the State’s goals for achieving integration and any progress to date.
Describe data-collection and reporting processes used for all programs and activities, including the State’s process to collect and report data on co-enrollment, and for those present in the one-stop centers.
- A. Data Alignment and Integration
- 6. Program Data
- b. State Operating Systems and Policies
III. b. 6. A. iii. Explain how the State board will assist the governor in aligning technology and data systems across required one-stop partner programs (including design and implementation of common intake, data collection, etc.) and how such alignment will improve service delivery to individuals, including unemployed individuals
Current Narrative:
The AWDB has been highly engaged in the development of the Governor’s workforce strategy. The Arkansas Governor’s Workforce Cabinet has developed a comprehensive strategy that is employer-led, demand-informed, and data-driven. The strategy was developed leveraging established best practices, broad stakeholder engagement, user-centered design, a national network of experts, emerging technological advances, and Arkansas’ mature foundation for data-driven transformation and shared services. Employer-facing supports include Talent Pipeline Management for timely signaling of evolving job and skill needs, and support for hiring, upskilling, and retention through workforce analytics, digital credentials, and skills-based hiring. Education and training providers will receive timely information for continuously aligning programs with employer needs and the ability to communicate program enrollment needs to close employer demand gaps. State and community-based programs and the public-facing Launch portal will support all residents on pathways to employment and economic security, maximizing the impact of braided state, federal, and philanthropic funding through “no wrong door” integrated service delivery strategies. The entire system will be supported by secure, compliant, privacy-preserving data sharing, integration, and analytics for continuous monitoring, improvement, evaluation, and research.
AWDB members are actively involved in the development of two new ground-breaking platforms that will improve the one-stop delivery system and strategies for technological improvements to improve the services and activities of the one-stop delivery system.
Google.Org CiviForm (WIOA Common Intake)
Google.Org is a philanthropic organization through which Google employees can serve on six-month, pro-bono fellowships in the public sector and develop open-source products for public benefit. Google fellows have been working with Arkansas for 18 months to modify CiviForm for statewide use.
Arkansas will be the first to leverage CiviForm statewide, with 9 other states showing interest in adoption. All civic entities benefit from continuous, collective innovation to the platform, which is owned and led by a public sector governance board.
CiviForm is a major component of Governor Sanders’ workforce strategy. All state agencies will be mandated to use the system upon its initial launch in the summer of 2024. CiviForm will serve as the “door” to all workforce development agency’s management information systems. Although many of the agencies will continue to utilize their own systems, application programming interfaces (API) will be used to share data across systems. Customers will apply for programs using CiviForm and key demographic information will be sent to each program notifying staff of the pending application. A customer will be referred to all programs that provide a service matching with an interest or barrier. CiviForm will serve as the primary intake system for all workforce development programs in Arkansas.
RIPL DOORS (LAUNCH)(Career, Program & Job Recommendations)
Research Improving People’s Lives (RIPL) is a tech-for-social-impact nonprofit that works with governments to help them use data, science, and technology to improve policy and lives.
Arkansas has received philanthropic funding through Walmart.Org to implement the DOORS platform for data-driven career, training, and job recommendations (Netflix for your Career).
Arkansas is soft launching the same platform used by Hawaii, Colorado, New Jersey, Washington, Virginia, and Rhode Island. A first-in-the-nation enhanced version (DOORS+) will go live for public access in 2024 as “LAUNCH” as branded by Governor Sanders.
In efforts to engage required one-stop partners, several meetings were convened to introduce the platform and receive feedback from all stakeholders. The AWDB consists of state program directors from WIOA Titles I-IV, all of which were provided with demonstrations, overviews, and user studies. The convenings occurred during state board meetings and committee meetings, WIOA partner roundtable meetings, joint staff meetings, and at WIOA partners conferences where all required partners are encouraged to attend. Pilots are being conducted at local workforce centers throughout the state to gain additional feedback from customers.
The AWDB developed a pilot to create a virtual Employment Services "ES" Service Center during the WIOA Plan Year 2024-2027. The ES Service Center will compliment services that are being provided at Arkansas Workforce Centers but will make these career and related services available through a hybrid approach. Customers who wish to visit a center in-person will have that option. Other customers who choose to connect with a live workforce specialists from the convenience of their home, library or from any electronic device, can receive virtual services through video-conferencing platforms. The ES Service Center will operate in conjunction with the UI Service Center and customers may be transferred from one program to other programs to apply for jobs, learn about training opportunities and resources, and hear about labor market information. The ES Service Center is being considered an exemplary service delivery model serving special populations and will be funded by Wagner-Peyser 7b funds. The goal is to provide access to customers in communities that no longer have an Arkansas Workforce Center physical location. Those who have barriers including transportation and childcare will benefit from this model. This strategy is one example of the customer-centric approach that Arkansas is implementing.
A responsive workforce system is agile, adaptable, and capable of responding to changing economic conditions, labor market trends, and individual needs. It is crucial to cater to the diverse and evolving needs of job seekers and workers, providing support that is tailored to individual pathways and career goals. This strategy is about ensuring that Arkansas’ workforce is dynamic, forward-thinking, and capable of meeting the challenges of a rapidly evolving job market. By embracing adaptability and responsiveness, Arkansas can ensure its workforce is prepared for the future, contributing to the state’s overall
economic resilience and growth.
Performance management, evaluation, continuous improvement, and communication are essential components of this plan, ensuring that the strategic initiatives are not only effective but also adaptable and responsive to changing needs and conditions. Arkansas will use the following methods to measure effectiveness:
Performance Management Framework:
• Establish Key Performance Indicators (KPIs): Developing clear KPIs aligned with the strategic goals, such as employment rates, skill gap closure, employer satisfaction, and participant engagement levels.
• Regular Monitoring: Implementing systems for the regular collection and analysis of performance data to assess progress against objectives.
Evaluation Mechanisms:
• Program Evaluations: Conducting periodic evaluations of all programs and initiatives to assess their effectiveness, impact, and return on investment (ROI).
• Stakeholder Feedback: Gathering and incorporating feedback from participants, employers, educators, and other stakeholders to understand the effectiveness of initiatives from multiple perspectives.
Continuous Improvement Processes:
• Data-Driven Decision Making: Utilizing data and insights gained from performance management and evaluations to inform decisions and improve strategies.
• Adaptive Approach: Remaining flexible by adapting strategies and initiatives in response to performance outcomes and emerging trends.
• Innovation and Best Practices: Encouraging innovation and the adoption of best practices to enhance program effectiveness and efficiency.
Communication and Transparency:
• Regular Reporting: Sharing performance results with stakeholders through reports, dashboards, and presentations to maintain transparency and accountability.
• Collaborative Review Sessions: Hosting regular sessions with key stakeholders to review performance data, discuss challenges, and identify opportunities for improvement.
These processes ensure that the implementation of the strategy remains effective, relevant, and aligned with the state’s strategic workforce initiatives. By fostering a culture of accountability, adaptability, and continuous learning, the strategy is well-positioned to make a meaningful impact on Arkansas' workforce ecosystem.