Narrative: III. b. 6. B.

Lead agencies are invested in and committed to the Governor’s vision for workforce development in Arkansas. The Departments of Labor & Workforce Development, Education, Economic & Community Development, Human Services, Adult Education, and Rehabilitation are poised to offer educational and employment transitional services. Much of the progress of participants will be tracked and our system will incorporate workforce data to help to identify, assess, and certify skills for successful careers, and help to promote economic development by connecting workforce development with job creation and growth.  The core workforce partners will utilize the WIOA Performance Measures for the Core Programs to monitor and improve all WIOA core programs. These performance measures include the following:  Second Quarter and Fourth Quarter after Exit, Median Earnings, Credential Attainment Rate, Measurable Skill Gains, and Effectiveness in Serving Employers.  Performance for each of these measures will be segmented by Adults, Dislocated Workers, Youth, Adult Education, Wagner-Peyser, and Vocational Rehabilitation. State and local workforce boards will utilize these performance measures in measuring the progress of the core partners in their area. These measures will assist Arkansas in determining the effectiveness of its workforce development system and allow the state to continuously improve this system.

The state will use the Eligible Training Provider (ETP) system to monitor the completion and employment rate of all participants receiving training services through the workforce system. The ability to review educational programs to ensure that participants are becoming employed in the occupations in which they are trained will assist both the educational system and the workforce system in determining the effectiveness of the training programs being developed and offered in our state. Programs eligible to receive workforce funding for the training of participants will be reviewed on an annual basis and the programs not meeting performance levels set by the state will be removed. Arkansas’ response to the Workforce Data Quality Initiative (WDQI), will connect a diverse range of tools for common presentation to customers and integrative use of common data. Arkansas will be linked to the State Department of Education’s Statewide Longitudinal Data System (SLDS), and together they will conduct analysis, implement continuous process improvement in the delivery of workforce and education services, enhance return on investment, and drive strategic policy making.

Employment rate of all participants receiving training services through the workforce system. The ability to review educational programs to ensure that participants are becoming employed in the occupations in which they are trained will assist both the educational system and the workforce system in determining the effectiveness of the training programs being developed and offered in our state. Programs eligible to receive workforce funding for the training of participants will be reviewed on an annual basis and the programs not meeting performance levels set by the state will be removed. Arkansas’ response to the Workforce Data Quality Initiative (WDQI), will connect a diverse range of tools for common presentation to customers and integrative use of common data. Arkansas will be linked to the State Department of Education’s Statewide Longitudinal Data System (SLDS), and together they will conduct analysis, implement continuous process improvement in the delivery of workforce and education services, enhance return on investment, and drive strategic policy making.

The Adult Education Agency provides services to adults, specifically in the workforce development section, in preparing them for the workplace, targeting literacy and educational deficiencies, and reaching postsecondary and employment goals through strategic planning and systematic programs with educational providers.

As participants enter adult education provider services throughout the state of Arkansas, the WAGE™ program is designed as a foundational tool to bring all participants into a workforce engagement aspect. As they map out their educational goals with intake staff and Career Coaches, the WAGE™ curriculum is meant to establish a foundation for moving forward and moving ahead in the workplace. As participants attain their WAGE ™ Workforce Preparation Certificate, they plan with Career Coaches and education staff stackable goals that include attaining their GED^©, industry certificates, and credentials that are associated with, or in conjunction with Integrated Education and Training (IET) and postsecondary options for the best route to better employment or sustainable employment circumstances.

After participants have completed and exited, adult education providers practice follow-up procedures and a manual outcome process to ensure participants have moved on to postsecondary opportunities or have attained and maintained employment. As adult education providers complete the follow-up procedures mandated and monitored by the Adult Education Section, the development of the workforce and workplace opportunities of those participants exiting adult education is assessed. The performance indicators from the data collected are measured and compared to national standards and negotiated benchmarks. Data is also reviewed and analyzed in many strategic ways to identify differences between those attaining MSG versus those who did not attain an MSG and how it affected earnings; those who earned lower-level certificates and credentials (including WAGE™ I certificates) verses those who did not, and how it affected wages; and those who attained industry-recognized credentials versus those who did not, and how it affected wages. Longitudinal data collected in this respect was reviewed and analyzed over time to show differences in those making gains and those who did not. Data is shared with core partners at various monthly and quarterly meetings, and goals are set to address improvement in performance.

Those performance measures are reassessed at the state level, with core partners, and with local providers. They continue to be addressed with all providers to persist in improving best practices for raising the outcomes and circumstances of adult education participants.

Additional section goals are also established to make ongoing benchmark improvements in areas of performance, literacy activities and workforce preparation. Adult Education Section goals are established in-house and monitored through the Senior Management Team and Division director. Similarly, the WIOA Executive Committee also sets and tracks performance goals across WIOA partners. These goals are created and set through WIOA Executive subcommittee groups to establish better practices of shared reporting and cross-agency functions to improve co-enrollment wrap-around services and participant performance.

ARS is implementing a new client satisfaction survey that assesses satisfaction at four stages of the rehabilitation process – eligibility, plan development, services provision, and closure. ARS conducts a triennial needs assessment of clients, employers, and other partners. This assessment is used to develop goals, priorities, and strategies to better meet customer needs.  ARS meets with WIOA core partners on a scheduled basis to review performance data to identify successes, challenges, and hot to better service our customers.   

Division of Services for the Blind meets with WIOA core programs and core partner agencies monthly to review and analyze the WIOA implementation in Arkansas. Discussions focus on progress of partnership at the state and local levels, integration of services, co-location and outcomes for job seekers who receive services. DSB also works with partners to track consumers across core programs to ensure data collection is accurate for federal reporting. The data captured provides insight into the number of individuals and type of services received through WIOA partnerships. The information also provides an opportunity to identify how services are delivered statewide and highlight efforts made by each region. Using employment data, the core programs and partner agencies can pinpoint success and/or gaps that require additional resources and attention. Consumer and business satisfaction surveys are collected annually to determine progress and to gather recommendations for continuous improvement.