Narrative: c. 3.

Our workforce system and partners are aligned in order to prevent duplication, but more importantly, to better manage and carry out the WIOA adult, dislocated worker, and youth programs. Allocations for youth began in April 2015, and we prepared for this eventuality by having a strong state plan linked internally and externally to local Consortiums, Consortium Youth Councils, local workforce boards, and local education agencies. And currently there are comprehensive MOU’s which exist between these local organizations covering everything between youth service model maps and employment pathways, to multi-county roles and responsibilities for fiduciary and program integrity. Our statewide monitoring manual, which these agencies localize for their monitoring purposes, has an entire chapter devoted to audit questions and requirements, including that the fourteen (14) youth program elements must be actively available and carried out by vendors selected by competitive procurement. Draft WFS Policy on Service Integration, makes it clear that functional organization, and service delivery and customer flow are conducive to prompt enrollment, whether in AEFLA, RSA, SNAP, or public higher education, regular case management in accordance with youth individual service strategies, and eventual achievement of post-secondary opportunities and employment.

In alignment with the Governor’s Conservative Fiscal Leadership Goal, TDLWD partners with other agencies to eliminate duplication and also to leverage dollars to provide more opportunities to existing youth participants and the emerging workforce. Services to eligible youth are delivered through a network of approved youth providers. LWDAs competitively procure independent contractors to deliver youth services in alignment with WIOA Section 129(c)(2). As a part of the procuring process, local areas are encouraged to review and assess all contractors’ capacity and experience in providing the necessary services for the 14 program elements. Evaluation criteria and awarding of contracts is not limited to but must specifically include the providers ability to track participation activities, progress towards success goals and attainment of employment, to name a few. Use of the Jobs4TN system is essential for both provider and participant success in effectively implementing WIOA standards for the 14 program elements.

Evaluation of the delivery of the 14 program elements is a function of regular reviews of performance outcomes and changes done quarterly by TDLWD staff. This assessment includes examination of extract files and enrollment records within the VOS system. Any discrepancies identified in performance outcomes that are greater than 2% are flagged for further review and consultation with the applicable local area. This consultation includes a written explanation from the local area providing details on the inconsistencies in youth performance outcomes and potential strategies for changes and improvement. As a secondary measure of evaluation, the monitoring of priority of service populations, including youth, is carried out under the auspices of our WIOA monitoring guide. TDLWD’s PAR monitoring group is currently using the guide to oversee compliance with the development of youth participant files to include an objective assessment and an individual service strategy that are both linked to case notes, activities, and providers in the VOS system. The User Guide for VOS 15.0 provides all of the specific business rules regarding intake, enrollment and eligibility determination that determine case management for participants. Both state and local monitors are required, to monitor the effectiveness of each, and regularly report outcomes to the respective workforce boards. Our draft WFS Policy on Certification sets out teams of reviewers and observers at the onset of WIOA planning, both regional and local, who report back on youth program compliance and effectiveness with recommendations to certify or no.

Additional innovative programs or approaches to services are always welcomed and encouraged by youth service providers. Unique partnerships with local employers, integration of education/training activities in work experiences, and increased attainment of credentials all are indicators of administration and transformation of program elements by youth service providers. State and LWDA core and partner staff members are integral stakeholders in the overall achievement of youth participants across the state and the continued growth of the youth program. The following is a list of agencies and organizations that are currently meeting regularly to address cross-agency collaboration, planning and resource sharing as well as assisting in making available all 14 program elements to youth in Tennessee.