Narrative: III. b. 4. A.

(A) Assessment of Core Programs

TCSG, OWD

In addition to the assessments of the workforce system described in Section II(b)(4), LWDAs, as well as regional planning areas, were assessed utilizing factors identified and described in their local and regional plans, as well as assessments utilizing core performance indicators and data validation. The assessments were included as a portion of the One-Stop Certification process and will continue to be employed on a yearly basis.

The factors to be assessed included, without limitation, the following:

• Whether or not the LWDA successfully executed an MOU with all core partner programs and are the programs aligned in providing seamless services to customers?
• Whether or not the LWDA engaged employers in workforce development programs, including small employers and employers in in-demand industry sectors and occupations?
• Whether or not business and organized labor representatives on the LWDB contributed to the development of business needs strategies and partnerships?
• Whether or not the LWDA strengthened/coordinated workforce development programs and economic development?
• Whether or not the LWDA facilitated access to services provided through the one-stop delivery system, including in remote areas, through the use of technology and through other means?
• Whether or not the LWDA, working with core partners, expanded access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment?
• Whether or not the LWDA, working with core partners, facilitated the development of career pathways and co-enrollment, as appropriate, in core programs?
• Whether or not the LWDA procured or provided successful models for youth workforce development activities, including activities for youth with disabilities?
• Whether or not the LWDA implemented initiatives, such as incumbent worker training programs, on-the-job training programs, customized training programs, industry and sector strategies, utilization of effective business intermediaries and other business services and strategies designed to meet the needs of employers in the corresponding region in support of the business service strategy?

TCSG, OAE

The Office of Adult Education (OAE) uses the Georgia Adult Learners Information System (GALIS) system to generate federally-required reports for the National Reporting System (NRS) for Adult Education, as well as additional reports at the local and state levels for program monitoring and improvement. Reports provide information on the state performance accountability measures described in section 116(b) of WIOA. OAE uses these reports, combined with the methods detailed below, to assess each program’s quality, effectiveness, and improvement.

• Grant Program Support Coordinators: OAE has a team of four Grant Program Support Coordinators (GPSC) that provide technical assistance and support to local programs. Specifically, GPSCs regularly monitor program data to assess each program’s progress toward meeting established statewide and program-specific performance benchmarks. GPSCs then provide tailored support, technical assistance, and training to programs to ensure continuous program improvement.
• Risk Assessment & Monitoring: Per 2 CFR § 200.331, OAE conducts an annual risk assessment on its providers. This risk assessment evaluates each provider’s risk of noncompliance with both fiscal and programmatic federal and state statues, regulations, and the grant award terms and conditions. OAE uses the risk assessment results to determine which programs to monitor as well as the type of monitoring visit the program will receive. Programs can receive a virtual or in-person monitoring visit in following areas: (a) fiscal, (b) instruction, programming & performance, and (c) data, assessment and intake.
  • OAE then uses a comprehensive monitoring process in which a team of OAE staff review and analyze program performance data, review documents, conduct pre-monitoring surveys, interview staff, students, and partner organizations, and observe classes and other activities. OAE then synthesizes the data it collected during the visit and provides the program with a Program Summary Review Form that outlines findings, areas for improvement, and commendations. If needed, OAE will place the program on a Corrective Action Plan (CAP) to address areas of noncompliance or a Program Improvement Plan (PIP) to address areas for programmatic improvement. The program then receives support from OAE’s staff, including but not limited to the Director of Accountability, the Director of Instructional Services, and the program’s respective GPSC, in addressing the findings and areas for improvement as well as meeting the requirements of the CAP or PIP.
• Program Improvement Plans:  At the beginning of each state fiscal year, OAE places programs that did not meet their performance targets in the prior year on a Performance Improvement Plan (PIP). The PIP requires programs to:
  • Reflect on areas where they may be experiencing challenges, such as retention, teacher accountability, training and professional development, and data analysis;
  • Identify, using data, key issues and their root causes;
  • Develop a plan and timeframe to address those key issues;
  • Establish a program improvement team that includes the program administrator, the data manager, the lead instructor, the program’s GPSC, as well as any additional members; and
  • Schedule monthly PIP meetings with the program improvement team to review data, discuss instructional strategies, and assess the ongoing outcomes of those strategies.

In addition, programs on a PIP receive ongoing support from OAE staff in the form of tailored professional development on data, assessment, and instructional design, and regular coaching and feedback from their GPSC.

GVRA

GVRA/VR continues to evaluate its performance under the new common performance measures. Goals are established statewide with local accountability. As GVRA/VR negotiates its federal performance goals, plans of action will be taken to improve or enhance performance. As noted previously, GVRA/VR is examining its organizational structure, processes and procedures and current staffing patterns required to meet the needs of individuals with disabilities. After this analysis is complete, a major organizational transformation will occur to improve performance outcomes.

GDOL

GDOL will use the negotiated performance goals (See Section II(b)(3)) for assessment, and has not developed any additional performance measures. GDOL assessments will evaluate programmatic activities based on WIOA negotiated performance goals. Monitoring will appraise Entered Employment Rates, Retention, and Median Earnings of participants served in the workforce system. In addition, program evaluations will measure the effectiveness of:

• Programmatic service delivery
• Priority of Service delivered to customers with barriers to employment
• Services to customer with disabilities and language barriers
• Case Management effectiveness
• Customer referrals to local workforce areas for training
• Customer satisfaction (Employer & Participant)
• Quality of referrals to employers 
• Accessibility plans
• Services provided to customers through the electronic labor exchange systems
• Resource sharing partnerships/agreements
• Overall evaluation of services delivered in the Career Center and One-Stops