Arkansas Administrative Code
Agency 181 - Workforce Investment Board
Rule 181.00.05-002 - Two-Year Arkansas Strategic Plan of 2005-07

1. Provide an organizational chart that delineates the relationship, to the Governor, of the agencies involved in the public workforce investment system, including education and economic development and the required and optional One-Stop partner programs managed by each agency.

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2. In a narrative describe how the agencies involved in the public workforce investment system interrelate on workforce and economic development issues and the respective lines of authority.

The agencies involved in the public workforce investment system of Arkansas coordinate at the highest level in that the director's of Human Services, Workforce Education, Education, Workforce Services, and Economic Development are all members of the Arkansas Workforce Investment Board. Members are aware of and responsive to issues that concern their respective programs as they relate to the public workforce system. Programs, of the board are actively engaged at the local level of the workforce investment areas, and members participate in providing services through the comprehensive work of the Arkansas Workforce Centers throughout the state by their presence in the centers and/or a referral process,

Area Customized Training Coordinators of the Department of Economic Development meet regularly with local chambers of commerce, employer advisory councils, human resource associations, and other local partners to collect and share information in an effort to have a coordinated strategy and to avoid duplication of efforts. Additionally, regularly scheduled meetings occur among the state agencies' staffs for sharing of information and definition of job roles to avoid duplication of effort and services to customers at every level.

All of the state agencies involved in the public workforce investment system are within the Governor's administration.

2 Identify the organizations or entities represented on the State Board. If you are using an alternative entity which does not contain all the members required under section 111(b)(1), describe how each of the entities required under this section will be involved in planning and implementing the State's workforce investment system as envisioned in WIA. How is the alternative entity achieving the State's WIA goals? (§§ 111 (a-c), 111 (e), and 112(b) (1))

The following table reflects current state board membership and the organizations represented on the board:

Arkansas Workforce Investment Board

3. Describe the process your State used to identify your State Board members. How did you select board members, including business representatives, who have optimum policy-making authority and who represent diverse regions of the State as required under WIA? (20CFR 661.200)

4. Describe how the board's membership enables you to achieve your vision described above. (§§111(a-c) and 112(b) (1))

As required by federal law, Slate Board members are comprised of representatives from key public and private-sector elements across Arkansas. In addition to the public sector stakeholders and their respective involvement as described above, the private sector Board leaders are a crucial component in providing the light and vision of our demand-driven workforce system, creating the success of workforce investment in the state. The diversity of the Board's composition lends itself to an open forum for different perspectives and individuality among the membership. Members are involved in the decision-making and approval process for all policy, action items, and other activities required and/or allowable under the Workforce Investment Act. The role of State Board members is presented in an orientation session to new members.

5. Describe how the Board carries out its functions as required in sec. 111(d) and 20 CFR 661.205. Include functions the Board has assumed that are in addition to those required. Identify any functions required in sec. 111(d) the Board does not perform and explain why.

As indicated in Section II of this document, the Governor has established five priorities for the Arkansas Workforce Investment Board in PY 2005 and 2006. To fulfill its mission, the State Board is responsible for assisting the Governor in all functions required. It is through the Board's selected committee structure that these functions are provided and accomplished. In addition to serving on one of the standing Board committees, each Board member also agrees to participate in a collaborative effort to explore an agenda for setting goals and planning actions to address the specific priority issues.

6. How will the State Board ensure that the public (including people with disabilities) has access to board meetings and information regarding State Board activities, including membership and meeting minutes? (20 CFR 661.205)

Public notices are provided to the media for all scheduled board membership activities and meetings. The board composition and membership, deliberations and meeting minutes are posted on the Arkansas Workforce Investment Board website. The Freedom of Information (FOI) Act is strictly adhered to at the state and local level, and is regularly monitored for compliance by the Board.

In an effort to provide access to all persons with disabilities, the Arkansas Workforce Investment Board provides the following accessibility to individuals: wheel chair accessibility is available at all State Board meetings and interpreter for the hearing impaired can be provided at all Board meetings upon request. Additionally, TDD communication accessibility can be provided upon request.

7. Identify the circumstances that constitute a conflict of interest for any State or local workforce investment board member or the entity that s/he represents, and any matter that would provide a financial benefit to that member or his or her immediate family. (§§111(f), 112(b) (13), and 117(g))

Members of the Slate and Local Boards are subject to state laws governing conflict of interest. Arkansas Act 1125 of 1999 clearly delineates the Conflict of Interest policies for the State. More specifically, a member of the Board is precluded from voting on any of the following:

* matters regarding the provision of services by an entity that the member represents;

* matters that would provide direct financial benefit to the member or the immediate family of the member;

* matters in any other activity determined by the Governor or by law to constitute a conflict of interest.

Additionally, Arkansas Act 553 of 1999 and the Governor's Directive GPD-I requires State Board members to file a statement of financial interest within 30 days of their appointment.

8. What resources does the State provide the Board to carry out its functions, i.e. staff, funding, etc.?

The Governor's 15% Workforce investment Act discretionary funds are used to carry out State Board activities. These funds provide staff positions and include operating expenses such as facilities, travel, and meeting preparation costs. There is authorization for thirteen staff members who organize, plan, develop, and implement each state board meeting, carry out recommendations as assigned from the Board, and implements action items upon request following each State Board meeting. The Executive Director acts as a facilitator and participant at all State Board meetings, and assists in appointing special committee chairs and ad hoc committee members. The staff supports the various committees and workgroups, as well as state partners and stakeholders. Staff members conduct research on issues and provide background required by the Board members to engage in productive discussion and high-level policy decisions.

1. Describe the steps the State will take to improve operational collaboration of the workforce investment activities and other related activities and programs outlined in section 112(b) (8) (A), at both the State and local level (e.g., joint activities, memoranda of understanding, planned mergers, coordinated policies, etc.). How will the State Board and agencies eliminate any existing State-level barriers to coordination? (§§111(d)(2) and 112(b) (8)(A).)

Collaboration is encouraged by the Board through its broad membership among Stale and local public and private entities. All agency directors of the required partner programs are represented on the Slate Board, as well as labor, education, and private business employers. Collaboration is achieved through the many efforts of the Board and legislation enacted by the State of Arkansas, as highlighted below.

Board Issuances

In 2004, the Stale Board issued a new certification policy for all Arkansas Workforce centers. The intent of the policy was to ensure that the public workforce system provides job seekers with a single point of contact for employment, training, education, and supportive services. For business/industry customers (employers,) access lo resources for workforce development, retention, and expansion issues, including a pipeline of qualified applicants is provided. With the oversight of the Arkansas Workforce Investment Board, Arkansas Workforce Centers in communities throughout the State integrate multiple workforce development programs and resources and make them available to individuals at the 'street level" through an innovative, efficient user-friendly delivery system.

Workforce Consortium

The Workforce Consortium was established in 2003 to determine the data management needs of all one-stop system partners and find or design a new system. The new system enables the agencies to share client data, thereby reducing the number of times a client has to provide the same information to different state agencies. The State Executive Chief Information Officer's staff facilitated the Workforce Consortium. State agencies benefiting from shared client data include the Department of Human Services, Division of County Operations, Adult Education, Workforce Education, Rehabilitation Services, Department of Workforce Services, Transitional Employment Board, and Workforce Investment Board.

Legislation

The 85th General Assembly of the Arkansas Stale Legislature enacted legislation in April 2005 to improve the coordination between the oversight board for the state's Temporary Assistance for Needy Families (TANF) agency and the state's Workforce Investment Board. This new requirement provides for three new members of the Transitional Employment Board to include the director and two members of the Arkansas Workforce Investment Board. Additionally, this legislation will result in the movement of the slate's TANF block grant to the Department of Workforce Services, who will be responsible for all case management activities for this program. These changes have been made to increase employment opportunities for low-income families by strengthening the relationship between local Workforce Centers and the TANF program.

America's Job Link System

Arkansas has utilized the America's Job Link System (AJL) for one year. The Arkansas Department of Information Systems hosts the system and the Kansas Department of Labor maintains the application. The AJL system has eliminated the previously costly labor exchange and W1A systems with an expected interface with partner agencies. This innovative method provides:

* One-stop case management, data collection and reporting

* A single-job placement system which can be used by all partner agencies

* Program management and reporting for WIA adult, dislocated worker and youth programs and labor exchange programs

* A staff assisted and a self-service job match system for job seekers and employers

* An eligibility determination process that leads staff to identify programs for which the individual might be eligible

As a result of this program, job seekers and business clients receive significant benefits impacting opportunity and success. Impacts are:

* Entry to the system from multiple locations, including home or office

* Decreased number of times the client has to provide basic information

* Access to additional useful information (career preparation, labor market, disabilities resources, support services, etc.)

* Better-pre pared and more timely referrals between partner agencies

* The job seeker has access to job listings and the employer has access to resumes, depending on the job seeker's and the employer's preferences of what information to make public, if any

Temporary Assistance for Needy Families

The Arkansas State Legislature in the 2005 legislative session, with the Governor's support, passed legislation moving the Temporary Assistance to Needy Families (TANF) block grant from the Arkansas Department of Human Services to the Arkansas Department of Workforce Services. The intent of the legislation was to expedite the delivery of employment related services to Transitional Employment Assistance (TEA) clients, and increase the overall work participation rate for this target group. The synergy generated by this centralization of similar functions is benefiting, and will continue to benefit Arkansas' job seekers, both with and without barriers.

Arkansas Workforce Centers

It was envisioned that the local Arkansas Workforce Centers (AWC) would be designed by employers for employers, to help find and train qualified workers, and assist qualified workers to find jobs in business and industry. The idea was to simplify the maze of current programs into a comprehensive, streamlined system of services for job seekers and employers, eliminating the need to visit different locations and understand multiple, complex program requirements. The Arkansas Workforce Centers bring about the integration of federal, state, and local workforce programs, giving employers and workers a chance to connect in real or virtual communities, and access labor market information, education, and training.

The partners of the Arkansas Workforce Centers share memoranda of understanding, cross-train for eligibility determination and service referrals, and in many cases use common intake or registration forms. Additionally, the AWC certification document requires that each comprehensive AWC have a business liaison team composed of representatives from each partner who serve as a single point of contact to provide information regarding customized services and outreach to the business community.

2. Describe the lines of communication established by the Governor to ensure open and effective sharing of information among the State agencies responsible for implementing the vision for the public workforce system; between the State agencies and the State Workforce Investment Board.

Through the representation and involvement of directors of State agencies, open lines of communication are ensured. As members of the Governor's cabinet, regular meetings are scheduled among these entities to discuss issues and tactics. The State Board's committees meet regularly and include representatives from local boards, and critical entities' at the State and local levels, including business and industry.

Arkansas state agencies represented on the Transitional Employment Board, which is the oversight agency for the stale's TANF program, include the Arkansas Departments of Health and Human Services, Higher Education, Workforce Education, Economic Development, Workforce Investment Board and the Department of Workforce Services. These agencies are charged to work cooperatively to utilize their financial resources, skills and expertise to improve the state's economy and reduce dependency on welfare.

3. Describe the lines of communication and mechanisms established by the Governor to ensure timely and effective sharing of information between the State agencies/State Board and local workforce investment areas and local Boards. Include types of regularly issued guidance and how Federal guidance is disseminated to local Boards and One-Stop Career Centers. (§112(b)(1.)

The Department of Workforce Services (DWS) has a long established Issuance and Informational Memorandum system in place whereas policies, guidance, and general instructions are provided to local areas in the provision of WIA services. All issuances and informational memoranda are transmitted electronically by way of email to all interested and affected parties. The system is set up to distribute information to all ten local workforce investment areas, including Chief Elected Officials, local board chairs, local administrators, one-stop operators, program operators, partner agencies, the Arkansas Workforce Investment Board and staff, and DWS central and local office staff. All policy is transmitted via consecutively numbered issuances, under the signature of the directors of the Department of Workforce Services and the Arkansas Workforce Investment Board.

4. Describe any crosscutting organizations or bodies at the State level designed to guide and inform an integrated vision for serving youth in the State within the context of workforce investment, social services, juvenile justice, and education. Describe the membership of such bodies and the functions and responsibilities in establishing priorities and services for youth. How is the State promoting a collaborative cross-agency approach for both policy development and service delivery at the local level for youth? (§112(b) (18)(A))

In response to the White House Task Force Report on Disadvantaged Youth, released in December 2003, and to the U.S. Department of Labor's Employment and Training Administration (ETA) new strategic vision for delivery of youth services under the Workforce Investment Act (WIA), the Arkansas Workforce Investment Board served as the catalyst to bring together cross-cutting organizations to create the new Arkansas strategic approach to serving our state's neediest youth.

On April 27, 2005, representatives from state and local workforce boards, business and industry, education, health and human service agencies, juvenile justice system, and Job Corps met together to collaborate on our state's new strategic vision. Utilizing the Department of Labor, Employment and Training Administration's Training Employment and Guidance Notice No. 3-0-4, dated July 16, 2004, as the guideline, twenty-two participants created the following new state vision and mission for serving our youth:

Vision: All youth-serving entities freely share information and resources to create and sustain a comprehensive system that provides youth easy access to the services and support that will prepare them to become productive members of society.

Mission: Ail partners (agencies, churches, faith-based and other community organizations and family members) actively seek input from employers and youth and jointly focus their resources on meeting the needs identified.

The collaborative team committed to becoming a formalized entity to share resources and eliminate duplication of services in order to maximize the efforts of all youth-serving entities. The first action of this group is to determine all resources currently available through the collaborative agencies, followed by the gathering of accurate identification of youth needs in order to ensure that everything possible is being done to meet those needs. The membership of this collaborative group, named the Arkansas Youth Development Collaborative, has chosen a slogan that accurately depicts the direction of their efforts for the future: "Providing a network of services to prepare today's youth for the 21st Century." The Arkansas Youth Development Collaborative is currently composed of agencies and service providers that have the ability to provide the services to youth to fulfill this mission. All members have a voice in the creation of an alternative learning environment for our at-risk and neediest youth. A vision of a One-Stop Center for youth that will focus on this population through community support, mentoring, and alternative education is believed to have the ability to assist in reducing recidivism and diverting delinquency. Combined efforts to provide youth services at this center can lead to educational or vocational attainment and meaningful employment. For business and industry (also collaborative partners) these efforts can provide a productive labor pool for tomorrow's jobs. Critical labor shortages will be filled by youth prepared with skills for high growth/high demand industries and is promoted by our Governor as a priority for the workforce system in our state.

As a group, collaborative members identified three issues critical to success that were determined to be the first priority in moving forward. They were to:

1. Tyson Foods, Inc.

2. Pilgrim's Pride

3. Whirlpool Corporation

4. Georgia-Pacific Corporation

5. International Paper Company

Click the hyperlink below to see the complete list of Top 40 Manufacturing Employers. (http://www.1800arkansas.com/data_demographics/files/2040%20Manufacturing%20Employers%202004.pdf).

1. State of Arkansas

2. Wal-Mart Stores, Inc.

3. Federal Government

4. J. B. Hunt Transport Services. Inc.

5. Baptist Health, Inc.

For a list of Arkansas' largest employers, see Arkansas' Largest Employers

(http://www.1800arkansas.com/data_demographics/files/Arkansas%27%20Largest%20Employers%202004%20(codes).pdf). for listings of major employers by county, see Major Employers by County

(http://www.1800arkansas.com/data_demographics/index.cfm?page=employers_by_country).

Industry Sectors

Until the mid-1950s, Arkansas' economy was dominated by agriculture. As the state began to industrialize, Arkansas' manufacturing base grew, especially in food and kindred products, forest products, and apparel.

By the mid-1980s, two economic forces began to affect the economic structure of Arkansas. First, the diversification of manufacturing brought significant growth in plastics, metals, electronics, and transportation equipment. Second, by the late 1980s, growth in the service, wholesale, and retail sectors greatly diversified Arkansas' economy.

During the 1990s, further economic diversification occurred as services, particularly health and business services, grew significantly.

Manufacturing employment, while remaining an integral part of Arkansas' labor force, has shrunk as other economic sectors sustained rapid growth. Current manufacturing employment and payroll data by manufacturing industry can be found in the Industry Mix 2003 (http://www.1800arkansas.com/data_demographics/files/Industry%20Mix%202003.pdf).

1. Administrative Services

2. Life Science

3. Information Technology

4. Logistics

5. Metals

6. Transportation Equipment

7. Forest Products

8. Food and Kindred Products

9. Rubber and Plastics

10. Agriculture

With this list of industries along with the top twenty industries statewide and the lop ten industries in each of Arkansas' ten Workforce Investment Areas (short-term industry projections), the Labor Market Information Department is developing an "Industry/Career Pathways/Occupations" database. This tool will allow the employers and citizens of Arkansas to perform searches that will produce not only occupational skills information, but also the whole array of labor market information found in Arkansas' ALMIS database.

1. Wage Change as an Indicator of Labor Supply

2. Completers Data as a Skills Shortage Tool

3. Employer Reported Shortages

The Labor Market Information (LM1) staff prepares short-term (2-year) industry and occupational employment projections annually, as well as long-term (10-year) employment projections biennially, following the biennial release of the national employment projections. The most current available short-term projections cover the period 2003-2005, and the most current long-term projections cover the period 2002-2012. This data was used in conjunction with the newly developed Skills-Based Employment Projections application from the Projections Managing Partnership, to identify the following three areas where gaps are and will continue to be present.

Skills: learned sets of facts and standards required by many work situations

* Reading Comprehension

* Active Listening

* Speaking

* Critical Thinking

* Writing

* Instructing

* Active Learning

* Coordination

Knowledge: learned capabilities that allow workers to master and perform the specific activities of their jobs

* Customer and Personal Service

* English Language

* Education and Training

* Mathematics

* Psychology

* Clerical

* Mechanical

Generalized Work Activities: the types of tasks common to many jobs.

* Establishing and maintaining interpersonal relationships

* Communicating with supervisors, peers or subordinates

* Getting information needed to do the job

* Handling and moving objects

* Organizing, planning and prioritizing work

* Updating and using job-re levant knowledge

* Making decisions and solving problems

* Identifying objects, actions, and events

* Monitoring processes, materials or surroundings

1. The State of Arkansas does not have any single system that can clearly describe "the workforce" in "terms" common to the business and industry that exists or to industries that are looking at locating in Arkansas. An evaluation system that will clearly identify the skill, knowledge and abilities of the workforce needs to be created, implemented and maintained. This system should have a common set of terms that relate to both the business and industry and the education providers.

2. Other demographic information also needs to be collected, analyzed and documented. Information such as drive time/distance to work, as it is associated with hourly wages. Turn over rates for companies and the association between turn over rates and hourly salaries also deserve a look.

3. Work ethic in the workforce is a critical factor that needs to be addressed at an early age and improved on for the existing workers.

4. Communication skills seem to be an issue that all industry is continually trying to improve. In general, "soft" skills need to be developed in most of the existing workforce as well.

5. Supervisory skills among the first and second line supervisors are desperately lacking. Most of the supervisors in these positions have achieved this position through longevity with the company and lack any real training in how to deal with personnel/ supervisory issues.

6. Technology upgrades are needed with most of the workers in Arkansas today. As new plants locate in Arkansas and existing companies expand, they are faced with increased levels of technology that the workforce must embrace to maintain a competitive edge in their business or industry.

7. There is an ever-increasing demand for ESL and bi-lingual employees. The diversity of the workforce demands that the employees deal with much different co-workers than has ever been required of them. They must have a positive way to deal with this prior lo being faced with it.

8. We have an increasing need to create special schools for incoming workers and their children who are from Japan and China. The American and Arkansas culture for education is much different than in the Eastern Societies. There are issues to address with this changing culture as more and more companies move here from those regions of the world.

9. The Arkansas workforce needs to be developing clusters of skills that cross several industry skill sets. The development of new skill sets for new industries that allow the worker to maintain a productive life style in the current industries is critical.

As we learn which new industries may be residing in Arkansas, we must anticipate the skill and knowledge required for these new industries and begin training for them. If we wait until they are here, we will be playing catch up with skill sets while the companies are trying to be productive with less than effective workers.

10. There are issues exist with the existing workforce and the skills that are becoming outdated. Weekly, even daily there are announcements of plant closures and layoffs. These transitional people must lean new job skills to keep themselves productively employed. A re-training of workers of all ages must be considered to keep pace with the ever changing market conditions.

The membership of the oversight board for the state's TANF program includes several state agencies. The board routinely examines policies and procedures that could be changed to improve service delivery. In addition, when the Arkansas Legislature meets every two years, these agencies work together with legislators to propose legislation designed to enhance State laws.

Arkansas is a small diverse state that not only leads the nation in rice production, but is also the home to some of America's corporate giants such as; Wal-Mart, Axciom, Tyson Foods, Dillard's, and Alltel, to name a few. This creates a host of issues that the workforce development system must address to ensure that the employers in the State have a varied but highly skilled and trained workforce.

When analyzing economic data, six of the lop ten fastest growing occupations in Arkansas require an Associate Degree or higher level of education. In contrast, when studying occupations with the largest amount of net growth, eight of the ten top growth jobs require only either moderate or short-term on-the-job-training. In the 2000 census Arkansas' percentage of adults holding post-secondary degrees was 20.7% compared to a national average of 30.7% (DP-2 Profile of Selected Social Characteristics: 2000; Census 2000 Summary File 3(SF-3) Sample Data; United States and Arkansas). This leads Arkansas into many issues tor the system to address:

Is there sufficient funding for the system to address its varying training needs? This question leads directly to a broader question of what efforts need to be undertaken to better understand expenditures, whether administrative or programmatic, to guarantee that resources are being utilized effectively.

How can career technical education be enhanced to ensure that Arkansas' youth and workers are prepared for today's workplace and succeed in their academic and career goals?

How can we close the wage gap differences between Arkansas' workers compared to the workers in surrounding states and nation, so that we can retain our trained workforce? What career pathways are available for workers to transition to higher paying jobs?

Additionally, Arkansas' Governor has listed five priorities for the Arkansas Workforce Investment Board to adopt, these include:

1. Industries projected to add a substantial number of new jobs to the economy; or

2. Industries that have a significant impact on the overall economy; or

3. Industries that impact the growth of other industries; or

4. Industries that are being transformed by technology and innovation that require new skill sets for workers; or

5. Industries that are new and emerging and are expected to grow.

Many items in this category are addressed previously in this plan. Section IV.B. presents tables identifying the Top Fifty Growth Occupations, both short- and long-term. The Arkansas Department of Economic Development possesses a list often target industries referenced in Section IV.C. Additionally, Section 1 V.C. contains Industrial and Occupational Employment Projections through 2012, by Educational Level. The levels represented are Bachelor's Degree, Associate's Degree/Vocational Training, and Work Experience/On-The-Job Training Only.

The strategy to focus on the President's High Growth Job Training Initiative to frame the Arkansas' high growth target industries involves collaboration with economic development and with our slate Labor Market Information professionals to determine which of the nationally-identified high-growth industries are also considered high-growth industries at the state level. Measuring high growth industries unique to Arkansas (not considered high growth nationwide) also is critical in determining Arkansas' target industries. The public workforce system in Arkansas is responsible for facilitating industry forums to identify workforce challenges and issues and then to serve as the catalyst to facilitate E3 (Employment, Education, and Economic Development) partnerships to create solutions to workforce issues.

U.S. Department of Labor Employment and Training Administration, Business Relations Group (BRG) currently utilizes a State Coordinator to serve as point of contact for national initiatives that are to be implemented at the state level. This coordinator is a member of the Business Relations Team of the Arkansas Workforce Investment Board staff which has been instrumental in securing environmental scan data for each of the nationally identified high growth industries by surveying the ten workforce areas of the State for information on each of the industries and any relationships the local workforce investment areas have developed with them. This industry information is utilized at the national level when facilitating business and industry forums and serves as a basis to determine best practices of innovative workforce solutions.

Section IV J. details the two goals identified by the Arkansas Pathways to Advancement Policy Academy and lists specific strategies to accomplish these goals. These goals are to identity regional high demand targeted jobs (priority), and to increase interest and awareness of the benefits of postsecondary education among working adults.

1) expand, mobilize, and promote the multiagency team;

2) identify current and potential resources available; and 3) communicate all available information to stakeholders. Action teams were created to address the goals, and each member of the collaborative group chose to align themselves with one of the teams. Strategies to achieve the goals were created, along with actions, responsibilities, and timelines.

2. Describe how the State solicited recommendations from local boards and training providers and interested members of the public, including representatives of business and labor organizations, in the development of these policies and procedures.

Arkansas' ETP policy, listing the minimum levels for provider performance, was developed through workgroups made of representatives from local boards, training providers, private businesses, and other State agencies. The Department of Workforce Services staff meets with local board staff to address and resolve issues pertaining to recommendations. Per State requirements, interested members of the public and business community have a 30-day period for submitting comments from the date the public notice was printed and/or made available for public comment.

3. How will the State maintain the State's eligible training provider list?

The DWS administers the ETP list through the Arkansas Consumer Report System (ACRS) web site available at http://www.arkansascrs.org

The general workflow process through ACRS is as follows:

* A training provider submits an application on-line. The application is screened for minimum State requirements (i.e., completeness of cost and performance information and relation of training to an employment opportunity) and assigned a status of "Pending". The local board is automatically notified of the pending application.

* The local board evaluates the application and assigns a status of "Approved" or "Disapproved". The training provider is automatically notified of the status.

* Approved applications are published on the ETP list immediately upon designation.

4. Describe the procedures the Governor has established for providers of training services to appeal a denial of eligibility by the local board or the designated State agency, a termination of eligibility or other action by the board or agency, or a denial of eligibility by a One-Stop operator. Such procedures must include the opportunity for a hearing and time limits to ensure prompt resolution.

Arkansas' ETP appeals procedure is included in its entirety and presented as Attachment D to this document.

5. Describe the competitive and non-competitive processes that will be used at the State level to award grants and contracts for activities under title I of WIA, including how potential bidders are being made aware of the availability of grants and contracts. (§ 112(b) (16).)

Arkansas utilizes the procurement law governing all State agencies to award competitive and non-competitive contracts participating with any federal or State funds. Additionally, Arkansas follows State policy to include specific guidance and procedures outlined in the State Administrative Procedures Act. The primary method of competitive bidding for contracts generally is referred to as the Request for Proposal (RFP). Potential bidders are made aware of funding available for competitive bid through the notification process required by law and regulation. The availability of competitive grants is advertised on the Stale Board website, and through public notices mailed to interested parties.

6. Identify the criteria to be used by local boards in awarding grants for youth activities, including criteria that the Governor and local boards will use to identify effective and ineffective youth activities and providers of such activities. (§ 112(b) (18) (B))

Arkansas has developed a plan for youth activities designed to ensure that a comprehensive array of services and community resources will be available to all eligible youth. Arkansas' Strategic Five-Year Plan for WIA provides guidance to Local Boards on criteria to be used in identifying effective providers and youth activities. These criteria were developed collaboratively during the original WIA planning process and are used by Local Boards as guidance in developing their own criteria tor competitively awarding grants for youth activities.

In accordance with Section 123 of the WIA, Local Boards identify eligible providers of youth activities and awards are granted on the recommendations of the youth councils and criteria established by the State Board. Youth councils are responsible for the design of a comprehensive program of services to eligible youth in each local area in compliance with the WIA and Arkansas Act 1125 of 1999. Funds for youth activities are provided in accordance with Section 129 of the WIA.

Beyond the current criteria that Local Boards and their youth councils use in identifying effective youth providers and activities, the Department of Labor's new strategic vision recognizes that targeted youth are a vital segment of the new workforce. It notes that WIA-ftinded Youth programs must provide youth with quality secondary and postsecondary education and prepare them for entry into positions in high-growth industries and other employment opportunities.

As both the Department of Labor and State of Arkansas continue to develop their new youth vision, additional criteria and guidance for Local Boards and their youth councils will be identified and provided to Local Boards. These additional criteria will emphasize service in following specific areas:

* alternative education, meeting the demands of business in a high-growth economy;

* youth most in need; and

* improved performance (based upon the national implementation of simplified, common measures).

1. How will the services provided by each of the required and optional One-Stop partners be coordinated and made available through the One-Stop system. Include how the State will consolidate Wagner-Peyser Act funds to avoid duplication of core services. (§ 112(b) (8) (A).)

The State's strategy to ensure services are provided by each of the required and optional One-Stop partners through local One-Stop systems is discussed in Section IX. A.I., "One-Stop Delivery Strategies." The State has provided guidance and technical assistance to local workforce investment areas to ensure that Wagner-Peyser services are delivered through local One-Stop systems in ways that minimize duplication of services and costs. The State is exploring ways to cross-train one-stop staff to deliver core services utilizing the state's integrated management information system so as not to duplicate services.

2. Describe how the State helps local areas identify areas needing improvement and how technical assistance will be provided.

The Arkansas Workforce Investment Board (AWIB) and the Department of Workforce Services (DWS) cooperatively assist Local Boards in identifying areas needing improvement through fiscal, program, and governance compliance monitoring. When areas needing improvement are identified through monitoring by the Department of Workforce Services, they are communicated to the AWIB. The two agencies coordinate the provision of technical assistance based upon the identified need according to die WIA Responsibilities Agreement between the agencies. Technical assistance is provided to the Local Areas in developing and implementing corrective action strategies by one or both agencies. Technical assistance and policy guidance also is provided through the DWS Issuance and Informational Memorandum system.

The AWIB offers capacity-building resources through educational workshops and workforce conferences involving all one-stop partners. The State is committed to continually improving State-level technical assistance and capacity building.

3. Identify any additional State mandated One-Stop partners (such as TANF or Food Stamp Employment and Training) and how their programs and services are integrated into the One-Stop Career Centers.

The State has not mandated any additional One-Stop partners. However, the Arkansas State Legislature in the 2005 legislative session, with the Governor's support, passed legislation moving the Temporary Assistance to Needy Families (TANF) block grant from the Arkansas Department of Human Services to the Department of Workforce Services. The intent of the move was to expedite the delivery of employment related services to Transitional Employment Assistance (TEA) clients, and increase the overall work participation rate for this target group. It is our expectation that the synergy generated by this centralization of similar functions untimely will benefit the Arkansas* job seekers, those with and without barriers. It is the intent of the Arkansas Department of Human Services that the TANF program will be more fully integrated into the Arkansas Workforce Center system.

Additionally, although the TANF and Food Stamp programs are not a mandated One-Stop partner, case workers arc located in selected Workforce Centers assisting in efforts to determine eligibility for cash assistance, Food Stamps and Medicaid. There is a desire to expand the number of locations where case workers are co-located.

1. State guidelines for the selection of One-Stop providers by local boards

One-Slop operators are responsible for administering the Arkansas Workforce Centers. Their roles may range from simply coordinating service providers in the center lo being the primary provider of services at the center. The role is determined by the local board. In areas where there is more than one comprehensive One-Stop center, there may be separate operators tor each center or one operator for multiple centers, depending on need. The operator may be selected by the local board through a competitive process, or the Local Workforce Investment Board (LWIB) may designate a consortium that includes three or more required One-Stop partners as an operator. The LWIB itself may not serve as a One-Stop operator except with the consent of the chief elected official(s) of the local workforce investment area and the Governor.

One-Stop operators are the entities selected by the local boards that perform the role agreed to by the local board. The agreement between the local board and the One-Stop operator must specify the operator's role. That role may range from simply coordinating service providers within the center to being the primary provider of services within the center. (WIA sec. 121(d))

Per State requirement, entities selected to be the One-Stop operators include:

* Post-secondary educational institutions

* Employment service agency established under the Wagner-Peyser Act on behalf of the local office of the agency

* Private, nonprofit organizations (including community-based organizations)

* Private for-profit entities

* Government agencies

* Other interested organizations or entities, as applicable

The local workforce investment board, with the agreement of the chief elected official(s), must designate and certify One-Stop operators in the local workforce investment area. The One-Stop operator is designated either through a competitive process or under an agreement between the local board and a consortium of entities that includes at least three or more of the required One-Stop partners identified at WIA Section 121(d).

The local board may be designated or certified as the One-Stop operator only with the agreement of the chief elected official(s) and the Governor. The designation or certification must be made publicly, in accordance with the requirements of the 'Sunshine Provision" in WIA section 117(e), and must be reviewed whenever the biennial certification of the local board is made under 20 CFR 663.300(a). (WIA sec. 117(0(2))

2. Procedures to resolve impasse situations at the local level in developing memoranda of understanding (MOUs) to ensure full participation of all required partners in the One-Stop delivery system

To ensure that Local Areas comply with the notification and sanction provisions specified in 20 OTl 662.310(b) and (c) addressing non-signature of a Memorandum of Understanding (MOU), the State issues a directive intended to remind Local Areas and their required One-Stop partners of their responsibility to inform the State Board and the State agency responsible for administering the partner program. The directive also addresses the sanctions provided in the WIA regulations for failure to execute an MOU.

Arkansas shall employ the process described in §662.310 (b) for resolving an impasse between a local Workforce Investment Board and any local One-Stop partners. Specifically:

3. Criteria by which the State will determine if local Boards can run programs in-house

The Arkansas Workforce investment Board, acting on behalf of the Governor, has chosen to prohibit local boards from running WIA programs in-house. At its July 11, 2000 regular quarterly meeting, the Arkansas Workforce Investment Board made the decision that the state would adhere to Federal and state WIA law by determining that it is not in the best interests of the State for local WIA administrators to be granted a waiver to provide core and/or intensive services and/or to be a one-stop operator. The issue has been debated in-depth since waiver requests were submitted by select local workforce areas. During these processes, public comments have been solicited prior to an open forum discussion with local elected officials. Should this be a consideration at a later date, the AW1B will submit this issue in the form of a waiver request from the Governor to the Department of Labor.

4. Performance information that on-the-job training (OJT) and customized training providers must provide

As allowed under the WIA Section 122(h) (1), the State has excluded OJT and customized training providers from the reporting requirements of the Eligible Training Provider List. The State has not established separate data collection requirements for these providers.

5. Reallocation policies

Recapture and Reallocation Policies and Procedures were approved by the State Workforce Investment Board and issued effective July 1, 2002. These policies apply to all funding streams under WIA (Youth, Adult, Dislocated Worker). This issuance provides background for the reallocation requirements of WIA and provides examples and instructions on the recapture and reallocation processes. It also addresses the effect of recapture of funds on administrative funds maintained at the local area.

6. State policies for approving local requests for authority to transfer funds (not to exceed 20%) between the Adult and Dislocated Worker funding streams at the local level

Arkansas has requested in this document for approval of the Workflex provision, and will be requesting a waiver so that the allowance for transfer of funds between Adult and Dislocated Worker funding streams may be raised to 40%.

7. Policies related to displaced homemakers, nontraditional training for low-income individuals, older workers, low-income individuals, disabled individuals and others with multiple barriers to employment and training

Local areas have authority to develop and implement local policy, guidance, procedures, and definitions targeting those services to special participant populations such as displaced homemakers, nontraditional training for low-income individuals, older workers, low income individuals, and others with multiple barriers to employment and training. Limitations on funding also may require that Local Boards establish policies regarding priority of service to specific population groups within the low-income and public assistance recipient categories. Such priority of service policy will be included in local plans.

The State has also committed to addressing the Governor's priorities of improving employment and training opportunities to persons with disabilities, the limited-English proficient, mature workers, and most in-need youth. Additionally, the State encourages collaborative efforts at the local level to address the employment and training needs of welfare recipients, ex-offenders, and other emerging workforce populations. In these cases the collaborations are most likely to succeed with Faith- or Community-Based organization involvement.

Among others, the Department of Human Services is represented on the local Workforce Investment Board. This representation assists in communicating program requirements for the TANF, Food Stamp and Medicaid programs and resolving barriers to recipient issues and services.

8. If you did not delegate this responsibility to local boards, provide your State's definition regarding the sixth youth eligibility criterion at section 101(13) (C)(iv) ("an individual who requires additional assistance to complete an educational program, or to secure and hold employment"). (§§ 112(b) (18) (A) and 20 CFR 664.210))

The State delegates the responsibility to local boards for defining the sixth youth eligibility criterion in their local WIA plan, based on local needs.

1. How will the services provided by each of the required and optional One-Stop partners be coordinated and made available through the One-Stop system? (§ 112(b) (8) (A))

The One-Stop delivery system is a system under which entities responsible for administering separate workforce investment, educational, and other human resource programs and funding streams (referred to as One-Stop partners) collaborate to create a seamless system of service delivery that will enhance access to the programs' services and improve long-term employment outcomes for individuals receiving assistance.

As specified in Section 121 of the Workforce Investment Act (WIA) and Part 662 of the WIA Regulations, each Arkansas local workforce investment board (LWIB), with the agreement of the chief elected official(s), must develop and enter into a Memorandum of Understanding (MOU) for the One-Stop Delivery System between the LWIB and the One-Slop partners consistent with the following requirements and must contain the following basic component:

* The services that will be provided through the One-Stop system. (In Arkansas, centers that provide services through the One-Stop system are called Arkansas Workforce Centers)

* How the costs of services and operating costs will be funded, including cost-sharing strategies and methodologies

* Whai methods will be used for referral of individuals between the One-Stop operator and partners

* How long the MOU will be in effect. An optional partner may withdraw from the MOU by giving written notice of intent at least 60 days in advance.

* What procedures have been developed for amending the MOU

* Other provisions as determined by the local board

Arkansas' planning and development process included extensive discussions with AWC representatives at the Stale and local levels. State-level agency coordination is vital to ensuring that the mandated and necessary mix of partner programs and services meet the needs of the workforce and businesses throughout the State.

State-level coordination includes the following steps:

* Providing local planning guidance that assists Local Boards in facilitating linkages among partner programs and systems;

* Ensuring Slate- and local-level accountability by guiding outcome-based linkages among partner programs and systems; and

* Developing cost sharing options and strategies that will reduce the administrative expenditures of WIA funds while better supporting One-Stop infrastructures and expanded direct services such as training.

The services of the required and optional partners are coordinated in the Arkansas Workforce Centers (AWCs) through the co-location of the partners, the referral system among partners, the cross training for eligibility determination, and the use of common intake forms. In addition, in order for an AWC to become certified, the partners of the AWCs are required to submit a business plan outlining the operational structure and describe quantified and measurable goals for the center as a whole. The plan also identifies how the partners will assist each other in meeting the individual performance standards of each organization and funding source.

The Labor Market Information and Analysis section of the Department of Workforce Services and other AWC partners provide informational resources through the AWC resource rooms. The resource rooms are Americans with Disability Act compliant and provide access to information via Internet, printed publications, videos, and other information delivering methods for job seeking or career changing clients. The resource rooms also act as an information clearinghouse for employers.

2. How are youth formula programs funded under (§ 128(b) (2) (A)) integrated in the One-Stop system?

In Arkansas' locally driven workforce system, the Local Boards, in partnership with their youth councils, develop and enhance relationships with local agencies and service providers to ensure that the necessary services are available to eligible youth through their One-Stop systems.

Local Boards also are encouraged lo work in conjunction with their CEOs to appoint a comprehensive array of representatives from local youth service providers, parents, supportive service organizations, and other interested parties to their local youth councils.

3. What minimum service delivery requirements does the State mandate in a comprehensive One-Stop Centers or an affiliate site?

A Comprehensive Arkansas Workforce Center is the physical location where, at a minimum, all the core services of the required programs will be available (if partner/program services are provided in the workforce area). Employment Services, Adult and Dislocated Worker Services, and Veteran's Services must be accessible on site on a full time basis in order to be considered comprehensive. The center will have a business liaison team as the single point of contact for business services. Additionally, job search or job development leads performed by any partner will be entered into database.

Satellite Centers are locations in which five or more programs are delivering services, providing access to the web-based system, and providing staff assistance to customers. Each satellite center must be part of a comprehensive center's business plan, and must have a minimum of five programs, two of which must be mandated WIA programs, providing services on a full lime basis.

Affiliate Sites must be tied to a comprehensive center's business plan, must have hardware, software, and Internet access at minimum, and must provide information about services available at the comprehensive center.

4. What tools and products has the State developed to support service delivery in all One-Stop Centers Statewide?

Each local workforce investment area is required to have at least one comprehensive center with an ADA compliant resource room. Tools within the resource room include computers with Internet access, fax machines, and telephones. The computers may be used by job seekers to search websites for job openings, post resumes with selected employers, access resume writing assistance, practice computer applications, and find information about the labor market and skill requirements through several State sponsored websites.

Tools and products developed to ensure service delivery to employers include the recently constructed Arkansas Job Link, a web-based service that is designed to allow employers to post job openings on their own. One particularly valuable web based resource is www.discoverarkansas.net

In addition, each workforce investment area is required to maintain a website linking partner services, labor market information and service delivery information. Local areas often include links to resources for business/industry to find information regarding labor and immigration law and human resources information.

5. What models/templates/approaches does the State recommend and/or mandate for service delivery in the One-Stop Centers? for example, do all One-Stop Centers have a uniform method of organizing their service delivery to business customers? Is there a common individual assessment process utilized in every One-Stop Center? Are all One-Stop Centers required to have a resource center that is open to anyone?

The Arkansas Workforce Center Certification Criteria manual provides guidance to local workforce investment boards on the core standards required in the development of the Arkansas Workforce Centers and the standards of excellence to be achieved. The goal of this policy guidance is to develop a world-class workforce center network that goes well beyond the minimal requirements established by the federal Workforce Investment Act It is critical to make the centers user friendly and attractive, creating a public image that is inviting to job seekers, education seekers, and employers seeking skills and talent in the local labor markets.

This manual brings all the tools approved by the Arkansas Workforce Investment Board (WIB) into a single reference for Local Workforce Investment Boards, the certifying agents of the Arkansas Workforce Centers. The intent of the Arkansas WIB in creating this is to provide a guide to what is expected, not to provide the means of accomplishing it. Ongoing organization, implementation, and continuous improvement assurance of the local certification process are the responsibility of the local WTB. This certification manual describes only the expectations and minimum requirements of the AWC's but does not provide a means for accomplishing the task of seamless delivery of services. As mentioned earlier the partners within the AWC must create a business plan that describes how each is a part of the integrated system.

The certification process promotes excellence and continuous improvement. This certification process serves as an opportunity to continually re-examine, improve, and revise procedures to ensure that the Arkansas workforce development system is a primary asset in Arkansas' economic growth and subsequent high quality of life.

1. Describe how the State will integrate workforce information into its planning and decision making at the State and local level, including State and local Boards, One-Stop operations, and case manager guidance.

The local workforce investment areas often have distinct labor market needs and for this reason representatives from economic development, education, business and industry, and the workforce system were consulted as the Department of Workforce Services' Labor Market Information section developed the area specific occupation demand lists. Allowable Title I-funded training programs correspond to these lists. Through that relationship, the local boards are able to promote skill attainment in areas of growth or need

The State also is involved in identifying the high growth industries of the state in an attempt to plan education, certification, and career selection strategies for job seekers who access the services of the Arkansas Workforce Centers.

Through the partnerships under the Workforce Investment Act, along with voluntary partners such as the University of Arkansas Institute for Economic Advancement, census data, business and industry surveys, and labor market information are analyzed for areas of greatest need and customized services.

The State board has established ad hoc committees to focus on each of the Governor's priorities. Those priorities, with high growth job training as the overarching initiative, focus on providing a steady pipeline of qualified workers to Arkansas' employers. The State board uses the information and analysis from the partnerships to plan the budget and strategies of the board to ensure the success of this demand driven workforce system.

2. Describe the approach the State will use to disseminate accurate and timely workforce information to businesses, job seekers, and employment counselors, in easy to use formats that are readily accessible within One-Stop Career Centers and at remote locations such as libraries, schools, worksites, and at home.

Arkansas provides accurate, timely state and local workforce information to employers, job seekers, students, economic developers, researchers, analysts, and employment counselors. The information, including economic data, labor market information, census data, educational data, job information and career information, is provided through an Internet-based web site called "Discover Arkansas".

The web site has specially designed portal pages with information pertaining to business, education, industries, jobs, occupations, labor market information, and career information. Labor Market publications and articles are available on-line and can be easily downloaded and printed. Customized data requests may be made through the interactive data analysis pages of the web site. Web site help is available either by phone or via e-mail.

As mentioned earlier the AWC resource rooms serve as a clearinghouse for workforce information for businesses and labor market information for job seekers and those wishing to change careers.

3. Describe how the State's Workforce Information Core Products and Services Plan is aligned with the WIA State Plan to ensure that the investments in core products and services support the State's overall strategic direction for workforce investment.

The Labor Market Information and Analysis section has aligned Arkansas' Workforce Information Core Products and Services Plan with the Arkansas' Workforce Investment Board's Two Year Plan, supporting our overall strategic direction for workforce investment. The grant plan is designed to respond to the State Board's strategic direction. Workforce information is the key to supporting informed choice in the workforce development system. The State's core products and services are directly responsive to the needs of the workforce system and the State will:

* Continue to populate the ALMIS database with state data. The database is incorporated with DWS's LM1 web site called "Discover Arkansas". The most current information is maintained in the ALMIS database and displayed on the "Discover Arkansas" web site.

* Produce and Disseminate Industry and Occupational Employment Projections. Short-term and long-term industry and occupational employment projections reflect industry and occupational trends essential to career and program planning and are produced for both the State and for Local Workforce Investment Areas.

* Provide occupational and career information products for public use. The Occupational/Career Information staff produces and disseminates many customer-focused occupational and career information products. All products may be found on the "Discover Arkansas" web site. Products include:

* Projected Employment Opportunities List

* Occupational Employment and Wage Data Publication

* Arkansas Affirmative Action Data

* The Future Awaits

* Career Watch magazine

* Career Video CDs

* Top Ten Occupations By Educational Level CDs

* Directory of Licensed Occupations

* Long-Term Industry and Occupational Projections

* Short-Term Industry and Occupational Projections

* Labor Market Information Resources

* Occupational Outlook Handbook-support and distribution

* Ensure that workforce information and support required by State and Local Workforce Investment Boards are provided. This is done through meetings with the Local Workforce Investment Board's staff to determine localized needs, provide training, provide input on existing and innovative LMI products and measure consumer service. Quarterly meetings are held with Local Board staff to examine problems and offer solutions to information questions. To meet the standards of the Local Boards, quarterly meetings are held with Local Board's staff to examine problems and offer solutions to informational questions.

* Maintain electronic delivery systems such as the following websites:

* www.discover.arkansas.gov - LM1 Portal Site

* www.arkansascrs.ora- Arkansas' Consumer Report System

* www.arkoscar.om- Arkansas' Career Inventory Delivery System

* www.careerwatch.org- Arkansas' Career Magazine

* Support state workforce information training activities. The LMI section holds annual LMI Users conferences to train State and Local WIB and AWC staff members and partners. LMI staff provides training at career fairs, seminars, conferences and other meetings as requested.

4. Describe how State workforce information products and tools are coordinated with the national electronic workforce information tools including America's Career Information Network and Career Voyages.

Arkansas' workforce information web sites include articles and links to the national tools with links to ACINet, Career Voyages, and America's Job Bank. "Discover Arkansas" utilizes America's Job Bank directly within its Occupation search tools. The Director)' of Licensed Occupations tiles are submitted for viewing on ACINet. The State Occupational projections are submitted for viewing on the Career One-Stop and State Occupational Projections web sites. The Occupational Employment and Wage Estimates, Current Employment Statistics, Local Area Employment Statistics, Quarterly Census of Employment and Wages, and Mass Layoff Statistics data are submitted and displayed on the Bureau of Labor Statistics web site.

1. Core Services. (§ 112(b) (17) (a) (i))

2. Intensive Services. (§112(b)(17)(a)(i)) Describe State strategies and policies to ensure adults and dislocated workers who meet the criteria in § 134(d) (3) (A) receive intensive services, as defined.

Arkansas' Local Boards provide employment and training activities as required under WIA sections 134(d)(3)(A). The statewide provision of intensive services is built on the principle of informed customer choice and provides an opportunity for customers to make informed choices about available services, allowing access to the full range of education, training, and employment services.

The Arkansas Workforce Center Certification Criteria instrument as approved by Governor Mike Huckabee and the Arkansas Workforce Investment Board, is used by local boards to certify all their workforce centers. Very stringent requirements are set out in the instrument to assure that all the services are available and being provided. (The complete certification document is Attachment F to this state plan) As a part of the certification process a chart is developed which lists all intensive services available at that workforce center for participants and employers, the agencies who provide that service in the workforce center, and the funding sources utilized to provide those services. Intensive services available at the Arkansas Workforce Centers include:

Comprehensive and Specialized Assessments of Skills Levels and Service Needs

Individual Employment Plan Development

Group Counseling

Individual Counseling and Career Planning

Case Management for Participants Seeking Training

Short Term Prevocational Services- learning, communications, interviewing, personal maintenance, professional conduct

to prepare individuals for unsubsidized employment or training. It is required that each workforce center be certified as a comprehensive, affiliate, or satellite center at every location in all of the ten workforce investment areas of the state. Recertification of the sites must be conducted every two years by the local boards, using criteria that require continuous improvement as outlined in the standards for excellence developed as part of the certification document.

Additionally, the Stale Board and the DWS develops and issues guidance, as necessary, to clarify the provision of intensive services to participants.

3. Training Services. (§ 112(b) (17) (A) (i))

4. Service to Specific Populations. (§ 112(b) (17) (A) (iv))

5. Priority of Service

1. Identify the entity responsible for providing Rapid Response services. Describe how Rapid Response activities involve local boards and Chief Elected Officials. If Rapid Response activities are shared between the State and local areas, describe the functions of each and how funds are allocated to the local areas.

The Governor's Dislocated Worker Task Force, made up of the Department of Workforce Education, the Department of Workforce Services, the American Federation of Labor and Congress of Industrial Organizations (AFL-CIO), and the Department of Economic Development, has been appointed by the Governor to provide rapid response services in Arkansas. The Task Force provides the required rapid response activities for dislocated workers and trade-impacted workers, as outlined in the Workforce Investment Act at Subpart B, Sec, 665.310.

After initial notification of a layoff or impending layoff, a planning meeting (community meeting) is scheduled with elected officials, business leaders, community organizations, local boards, and key partners to create action plans to assist both the community and the dislocated workers.

2. Describe the process involved in carrying out Rapid Response activities.

3. How does the State ensure a seamless transition between Rapid Response services and One-Stop activities for affected workers?

The Task Force conducts a worker assistance workshop, which is attended by representatives of local and state agencies, including staff of the Arkansas Workforce Centers, and affected workers to review the programs and assistance available to them. Workers have the opportunity at the worker assistance workshops to meet with personnel from each of these agencies to arrange for services.

4. Describe how Rapid Response functions as a business service. Include whether Rapid Response partners with economic development agencies to connect employees from companies undergoing layoffs to similar companies that are growing and need skilled workers. How does Rapid Response promote the full range of services available to help companies in all stages of the economic cycle, not just those available during layoffs? How does the State promote Rapid Response as a positive, proactive, business-friendly service, not only a negative, reactive service?

The Stale is positioned lo readily educate employers regarding the services available through the Task Force and to connect dislocated workers to new or emerging jobs within the state by including the Arkansas Department of Economic Development as a member of the Governor's Dislocated Worker Task Force.

Materials explaining the purpose and role of the Task Force and rapid response services are published and provided to workers, employers, and the community through the mail, internet, handouts, and meetings. News releases are available via radio, television, and newspapers and are adapted to the specific audience. The Governor's Dislocated Worker Task Force annual report on Rapid Response is prepared annually and contains success stories, services available, and services provided to affected companies. This material is sent to all libraries, County Judges, Chambers of Commerce, Mayors, and state legislative offices. It is also provided to state-wide businesses and associations. Rapid Response personnel attend Chambers of Commerce and other civic and community organization meetings to speak and explain the services and benefits of early notification.

5. What other partnerships does Rapid Response engage in to expand the range and quality of services available to companies and affected workers and to develop an effective early layoff warning network?

The unique design of the Governor's Dislocated Worker Task Force combined with the critical involvement of organizations with strong linkages to education, economic development, employment, and organized labor provides a network with the ability to quickly and efficiently detect forthcoming layoffs and/or closures. Close and constant communication with employers also is essential to any early lay off-warning network. The Task Force has developed intensive partnerships that bring together workforce intermediaries, economic development entities, small business development centers, higher education institutions, community organizations, labor organizations, education, employers, and industry associations. These multiple partnerships generate support for employers and workers during times of economic downturn.

6. What systems does the Rapid Response team use to track its activities? Does the State have a comprehensive, integrated Management Information System that includes Rapid Response, Trade Act programs, National Emergency Grants, and One-Stop activities?

The State has implemented a new management information system for the One-Stop activities to include W1A programs, the Wagner-Peyser labor exchange system, and National Emergency Grants. The State is exploring the integration of the Trade Adjustment Assistance program into the new system and interfacing with several other one-stop partners to exchange information. Currently, Rapid Response activities are tracked through spreadsheets and databases developed internally.

7. Are Rapid Response funds used for other activities not described above (e.g., the provision of additional assistance to local areas that experience increased workers or unemployed individuals due to dislocation events in case of unusually large layoff events)?

The Arkansas Workforce Investment Board has made additional financial assistance available to local areas that experience increased workers or unemployed individuals due to dislocation events. This support has been funded by the 15% statewide activity funds.

1. Describe your State's strategy for providing comprehensive, integrated services to eligible youth, including those most in need, as described above. Include any State requirements and activities to assist youth who have special needs or barriers to employment, including those who are pregnant, parenting, or have disabilities. Include how the State will coordinate across State agencies responsible for workforce investment, foster care, education, human services, juvenile justice, and other relevant resources as part of the strategy. (§ 112(b) (18))

In December 2004, Arkansas representatives attended a regional forum sponsored by the U.S. Departments of Labor, Justice, Health and Human Services, and Education with the expressed purpose of collaborating on a new youth vision for serving our neediest youth. This forum was held in response to the White House Task Force Report on Disadvantaged Youth (December 2003) and the new strategic vision for delivery of youth services under the Workforce Investment Act of the U.S. Department of Labor Employment and Training Administration (ETA). As a direct result of this regional forum, the Arkansas Workforce Investment Board served as the catalyst to bring together representatives from state and local workforce boards, business and industry, education, health and human service agencies, juvenile justice system, and Job Corps to collaborate on our state's new strategic vision for serving Arkansas' neediest youth.

All twenty-two representatives committed to organizing themselves into a formal collaborative entity with a vision of freely sharing information and resources to create and sustain a comprehensive system that provides youth easy access to the services and support that will prepare them to become productive members of society. The collaborative team established action teams with short-term goals to help them move forward with the vision and created a timeline of future actions.

In a document entitled "Governor's Priorities for WIA" (January 12, 2005), the Governor identified the State's priorities to address needy youth. Among the priority groups are migrant youth. The Governor, through the State Workforce Investment Board, notified all pertinent agencies of the State's desire to reach tins target group with services intended to help them remain in school through high school graduation and participate in the post-secondary education process. Services to assist those who may have dropped out of school prior to graduation also were identified and authorized.

The migrant population is of great concern to Arkansas due to the fact that this group is growing in size and scope. Arkansas has seen a 337% increase in its Hispanic population over the past ten years and many of these families formerly worked in the agricultural industry. Many of them also have found employment in similar industries such as the poultry and cattle industries. 'English as a second language' services are of particular importance to this client group. The workforce development system will utilize a portion of its resources to assist these youth.

Students benefit from the educational process when they are at their healthiest. In addition to the resources of the workforce development system, other agencies such as the Arkansas Department of Health and the University of Arkansas, Pine Bluff have directed a portion of the State's tobacco settlement funds to keeping Hispanic youth healthy by steering them away from tobacco products and helping those who use tobacco products to desist. Moreover, the private sector has become involved in this process. Arkansas Blue Cross and Blue Shield, through the Blue and You Foundation, recently provided a grant to the AHDC to expand its health outreach services to the Hispanic population throughout seven counties in central Arkansas. Many of the recipients of these services also will be members of the migrant youth population.

In particular, local Workforce Investment Boards serving Central, Northwest and Southwest Arkansas are directed to focus their attention on this client group as the overwhelming majority of the Hispanic population and thus migrant youth are likely to be found in these regions.

2. Describe how coordination with Job Corps and other youth programs will occur. (§ 112(b) (18) (C))

Job Corps is an integral partner in providing services to WIA eligible youth. At the local level, Job Corps is an active member of youth councils, and coordination efforts have been very successful in providing service and connecting with the local One-Stop systems. Job Corps was represented at the state collaboration meeting for creating the new strategic approach to serving our state's neediest youth and has committed to being an active member of the ongoing, formalized collaborative state team that organized itself on April 29,2005.

3. How does the State Plan to utilize the funds reserved for Statewide activities to support the State's vision for serving youth? Examples of activities that would be appropriate investments of these funds include:

1. Determine the employer needs in the local areas and on a statewide basis.

A variety of strategies carried out on a local and statewide level assist in the determination of employer needs. Statewide strategies include the gathering and disseminating of workforce and labor market information to the local areas. The recent addition of the Arkansas Labor Market Information Library at http://discoverarkansas.net provides a wealth of information to assist in the development of business services. Armed with this data, state and local staff will be more able to develop the menu of services available to businesses.

In June 2005, the Slate Board will conduct statewide training for local area business services representatives to assist them in discerning the needs of businesses in their local areas and expanding employer usage of the workforce system. This training will also assist our efforts in ensuring that the workforce system in Arkansas is: comprehensive and coordinated for our business customers, linked with other workforce partners to reduce duplication of employer contacts, and create a seamless service strategy for businesses.

2. Integrate business services, including Wagner-Peyser Act services, to employers through the One-Stop System.

In early 2005, Arkansas re-energized the Local Employer Advisory Councils (LEACs) across the State. The driving force behinds the LEACs are the employees of the Employment Security Department, the agency responsible for Wagner-Peyser programs in Arkansas. Other members include local human resource managers and other business professionals with hiring authority. LEACs provide a forum, through regularly scheduled meetings, for employers to discuss concerns and gather information regarding Wagner-Peyser and the other One-Stop programs.

3. Streamline administration of Federal tax credit programs within the One-Stop system to maximize employer participation? { 20 CFR part 652.3(b), §112(b)(17)(A) .)

Although the administration of federal tax credit programs is primarily accomplished at the centralized state level, we can increase awareness of these programs and maximize employer participation by;

* Posting information about Federal tax credits on our partners' websites

* Making the forms available through download from our ESD and AWIB website, and

*Including information about the tax credits through publications sent to employers

G Innovative Service Delivery Strategies (§112(b)(17)(A).)

(1) increase the opportunities for participation of faith-based and community organizations as committed and active partners in the One-Stop delivery system; and

(2) expand the access of faith-based and community-based organizations' clients and customers to the services offered by the One-Stops in the State. Outline those action steps designed to strengthen State collaboration efforts with local workforce investment areas in conducting outreach campaigns to educate faith-based and community organizations about the attributes and objectives of the demand-driven workforce investment system. Indicate how these resources can be strategically and effectively leveraged in the State's workforce investment areas to help meet the objectives of the Workforce Investment Act.

Arkansas' commitment to provide universal access and meaningful service to clients includes the participation and resource sharing with the Faith and Community based organizations in the state. The Arkansas Workforce Centers in every area of the state have informal referral processes with many Faith-based groups. Several of the Local Workforce Investment Boards have entered formal grant proposals with Faith and Community based groups. The State board has a staff person assigned to this initiative providing technical assistance and participating with other state agencies in an effort to increase the quality of service to the client through the collaboration of the publicly funded system and Faith and Community based organizations.

The Governor and the State Board recognize that the integration and partnership of Faith and Community based organizations with me local One-Stop systems is critical to serving individuals with multiple barriers in our most economically oppressed areas of the State.

Faith and Community based organizations are vital partners in an effort to ensure that the people of Arkansas can attain self-sufficiency and that businesses can continue to find die qualified workers they need for the future.

In Arkansas' workforce system, the Faith and Community based organizations provide services such as clothes closets, sou skills training, interviewing skills, supportive services, job-coaching and other adult mentoring activities mat fill the gaps that financial and staff restrictions sometimes produce.

1. Describe the State's performance accountability system, including any state system measures and the state's performance goals established with local areas. Identify the performance indicators and goals the state has established to track its progress toward meeting its strategic goals and implementing its vision for the Workforce Investment system. For each of the core indicators, explain how the State worked with local boards to determine the level of the performance goals. Include a discussion of how the levels compare with the state's previous outcomes as well as with the State-adjusted levels of performance established for other states (if available), taking into account differences in economic conditions, the characteristics of participants when they entered the program and the services provided. Include a description of how the levels will help the State achieve continuous improvement over the two years of the plan.

Arkansas is continually working towards the creation of a flexible, demand-driven system that is fully accountable at the State and federal levels. Arkansas has recently increased its focus on understanding and meeting the needs of employers through the establishment of a Business Relations Team on the state level and the Local Employer Advisory Councils (LEACs) on the local level.

Upon the completion of Arkansas' recent conversion to the America's Job Link Alliance computer system, a wealth of data now are available via reports that assist Arkansas in tracking its progress toward meeting its strategic goals and vision for the State's workforce investment system.

This information includes specific demographic information regarding participants who received services from Workforce Center staff as well as those availing themselves to the self-service component. From an employer perspective, we are now positioned to have the capability to access information relating to the wide-array of services provided to employers who access our system via activity reports, job service activity reports by NAICS codes and occupations. This information is proving invaluable in setting specific goals and tracking overall progress towards those goals.

In an effort to better evaluate progress toward our strategic goals, state staff currently is developing the following necessary processes to assist with performance monitoring:

* Preparation of a quarterly performance summary by local areas that will provide an historical trend for each performance measure, providing data by quarter for the current program year and the characteristics of clients served within the local area

* State staff will begin initiating discussions with each local area to analyze local area performance and identify methods for improvement

In early 2005, Arkansas' Governor established five priorities for the Arkansas Workforce Investment Board. (See Section II of this document for complete list) In May, the Budget Committee started meeting to discuss the PY 2005, and developed line items for funding the priorities as identified in the state. On June 2, 2005, the Budget Committee approved the PY 2005 budget and will present it to the full board at its next quarterly meeting in July, 2005 for ratification. Specifically, funds were budgeted to support the governor's Priorities for AWIB.

The AWIB Executive Director has established five AD HOC committees composed from the state board membership. AH state board members were asked to select which committee was of most interest to them in order to determine where they wanted to make their contribution in developing the goals and vision of the priorities. State AWIB staff will facilitate the five committees in a continuing effort to highlight and advance strategies for achieving these goals. Some of the committees have already met, and others are joining a larger state push for increased awareness of the specific issues such as Mature Worker opportunities. Local workforce investment areas were also advised of these priorities in the early stages of development, and were encouraged to include them as part of their local plans for PY 2005-2006.

In setting the levels for negotiation of Arkansas' PY 2005-2006 performance targets, state AWIB staff studied previous year's levels, analyzed statewide economic conditions, looked at other state's performance levels within Region IV, and used all these factors in developing the suggested performance levels for the seventeen measures. Work sheets for these core indicators were then provided to each of the ten local workforce investment areas. The locals were advised to review and discuss each measure with their local board performance committees and chief elected officials, and then have their pivotal decision makers available on a conference call with state AWIB staff to discuss their desired levels and negotiate the resulting local and state level outcomes. Some local areas agreed with the stale proposals, and others had specific measures they wished to adjust. After careful deliberation and consideration of all conversations, the staff compiled the desired state levels and submitted them for negotiation with the Department of Labor representatives for discussion and /or approval. On June 10, 2005 additional discussions were held between state staff and DOL representatives. Those agreed upon standards will be compiled and relayed back to locals as their required PY 2005-2006 performance levels, and the state levels will also be provided as an amendment to the Department of Labor for placement as an attachment to Arkansas' Strategic Plan for PY 2005-2006.

2. Describe any target applicant groups under WIA Title I, the Wagner-Peyser Act or Title 38 Chapters 41 and 42 (Veterans Employment and Training Programs) that the State tracks.

All veterans, regardless of their category, are provided priority service by employment staff. Employment staff works with all of the specially targeted veterans groups such as those with multiple barriers to employment, newly separated, and economically/educationally disadvantaged veterans. Those who require intensive services are referred to the appropriate DVOP, LVER or WIA staff. Once referred, the staff member will work closely with the veteran to overcome his/her barriers to employment.

3. Identify any performance outcomes or measures in addition to those prescribed in WIA and what process the State is using to track and report them.

Currently, Arkansas has no additional performance measures for the workforce system outside those prescribed by the WIA. Upon inception of WIA, the State Board attempted to develop some additional measures, but due to limitations of Arkansas1 MIS system, these measures were never implemented. It is expected that Arkansas' recent conversion to the America's Job Link Alliance system will facilitate the re-emergence of discussions of additional performance measures by the State Board.

4. Describe the State's common data system and reporting processes in place to track progress. Describe what data will be collected from the various One-Stop partners (beyond what is required by the DOL), use of quarterly wage records (including how your state accesses wage records), and how the Statewide system will have access to the information to continuously improve.

A full description of the State's common data system and reporting processes in place to track progress is included in Sections IV. J., VI.A. and X.A. of this report.

Some of the data collected beyond that required by the Department of Labor include assessment information obtained from the client that will reveal his/her service needs and eventual successful employment. Such items include name, contact information, SSN, employment plan, spouse's military history, migrant worker status, name of service providers), test scores, amount of PELL grant, identification to which state the client is seeking employment, county of residence, county of service, work history, career objectives, and preferences (wage, work shift, full/pan time employment, whether the client wants resume visible to employers, etc.).

Quarterly wage records are utilized for Department of Labor reporting through the WIA Quarterly Performance Report, WIA Annual Report, the WIASRD and the Labor Exchange ETA 9002 Report. These reports are obtained through an interface between the State UI database and Arkansas Job Link, as well as through another interface between DART and AJL. Wage records also are obtained through the Wage Record Interchange System (WRIS) and loaded into AJL for calculation into Department of Labor performance reports.

Since the implementation of AJL, Arkansas has begun the process of linking this program with other systems, as described in Section X.A. Such linkages with UI, TANF, Adult Education, Rehabilitation Services and others will allow the programs to exchange eligibility and performance information for individuals served by more than one program. We anticipate using AJL itself to operate TAA soon, so linkage will not be required. Additional information regarding this system and data collection plan is described in Section VI.A.

5. Describe the actions the Governor and State Board will take to ensure collaboration with key partners and continuous improvement of the Statewide Workforce System.

The State Board works collaboratively with our key stakeholders in many areas of workforce development in Arkansas. Besides the appearance of many partner representatives on the State Board, the Governor was instrumental in Arkansas being selected as one of eight states to participate in a new National Governors Association (NGA) project.

The NGA project required assembling of a 'State Team" consisting of the Agency Directors, many of which represent the required WIA Partner programs. This State Team is tasked with looking at a variety of issues pertinent to the State's workforce investment system.

Additionally, the State Board's Strategic Planning Committee is expected to begin discussions soon regarding MOUs and interagency agreements among the various State-level partners. This committee is dedicated to the continuous improvement of the state's workforce system.

6. How do the State and local boards evaluate performance? What corrective actions (including sanctions and technical assistance) will the State take if performance falls short of expectations? How will the State and Local Boards use the review process to reinforce the strategic direction of the system?

During the Spring 2005 monitoring visit, the Department of Labor Regional Office suggested that Arkansas mirror their process for analyzing quarterly WIA data. To that end. State staff has begun providing perfomance data to each local area complete with requested responses detailing the methods or steps to be taken to improve performance in each measure. State staff also will assist local areas in developing strategies that are in accordance with the State's overall strategic direction.

The State Board approved a Sanctions Policy in 2005 that prescribes the corrective actions to be taken for failures in annual performance. The State will provide technical assistance in support of the local corrective action plan including assistance in meeting the strategic elements of the state and local system.

Additionally, Arkansas is participating in the Department of Labor-sponsored Performance Enhancement Project. The first in a series of training sessions, conducted by the Social Policy Research Associates, convened in the Spring of 2005. This project is designed to enhance both the provision of services and improvement of performance.

Beginning July 2005, local areas will be charged with appearing before the State Board at its quarterly meetings to discuss performance and other pertinent local issues. These appearances also will provide an opportunity for local areas to discuss how their efforts are consistent with the strategic direction of the State.

7. What steps, if any, has the State taken to prepare for implementation of new reporting requirements against the common performance measures as described in Training and Employment Guidance Letter (TEGL) 15-03, December 10, 2003, Common Measures Policy?

In addition to statewide training provided by the State, the State MIS will be updated by America's Job Link Alliance (AJLA) to meet the common measures requirements. Arkansas has chosen to be part of a pilot project to use WRIS data for performance on common measures under a variety of federal workforce programs.

8. Include the proposed level for each performance measure for each of the two program years covered by the Plan. While the plan is under review, the state will negotiate with the respective ETA Regional Administrator to set the appropriate levels for the next two years. At a minimum, states must identify the performance indicators required under section 136, and, for each indicator, the State must develop an objective and quantifiable performance goal for two program years. States are encouraged to address how the performance goals for local workforce investment areas and training providers will help them attain their statewide performance goals.

The State's proposed WIA performance levels for Program Years 2005-2006 are included in this plan as Attachment J. The state assumes that more detailed discussions may take place during the formal negotiation and approval of the goals.

1. Provide a description of the appeals process referred to in § 116(a) (5).

In accordance with 20 CFR 667.600, the purpose of this procedure is described as a process for dealing with grievances and complaints from participants and other interested parties affected by the statewide workforce investment programs. This is a process for resolving appeals from decisions made at the local level and a process for remanding grievances and complaints related to the local Workforce Investment Act programs to the local area grievance process.

The purpose of this procedure also is a process for appealing decisions made concerning the statewide workforce investment system. These procedures will be made available upon request to all WIA Title I participants and staff persons.

General guidelines for tiling a grievance or complaint are listed in Attachment D.

2. Describe the steps taken by the State to ensure compliance with the nondiscrimination requirements outlined in § 188.

The State developed a Methods of Administration (MOA) document that reflects the State's commitment to nondiscrimination and equal opportunity. The elements contained in this document present Arkansas' policy on the nondiscrimination provisions outlined in WIA Title 1 Section 188. The provisions of the MOA apply to Arkansas Job Service, Unemployment Insurance, and WIA Title I activities and recipients. The Stale has issued the State Policy on nondiscrimination and equal opportunity. This directive contains the nine distinct elements outlined in the MOA and highlights compliance requirements that are significant to Local Areas and other WIA Title I recipients. These elements include:

* Requiring each local area to designate a local level Equal Opportunity Officer

* Notice and communication requirements

* Reviewing assurances in Job Training Plans, Contracts, and Policies and Procedures

* Compliance with Section 504 of the Rehabilitation Act of 1973 and Title 29 CFR Part 37

* Ensuring Universal Access

* Data and information collection and maintenance

* Monitoring recipients for compliance

* Complaint processing procedures

* Corrective actions and sanctions

a. the State has implemented the uniform administrative requirements referred to in section 184(a)(3);

b. the State has annually monitored local areas to ensure compliance with the uniform administrative requirements as required under section 184(a)(4); and

c. the State has taken appropriate action to secure compliance pursuant to section 184(a)(5). (§ 184(a)(6).)

1. A1 (a) VISION AND GOALS, USP SECTION 2, PAGES 2 -4, PERFORMANCE STANDARDS AND INDICATORS

The Rehabilitation Services Administration (RSA) will Implement the Performance Evaluation Standards and Performance Indicators with the reporting of data to comply with the 34 CFR 361, Subpart E, 361.80 through 361.89 of the Rehabilitation Act of 1973, as amended in 1998. The information below will provide DSB performance for Standard I and Standard 2.

Evaluation Standard 1- Employment Outcomes.

A Designated State Unit (DSU) must assist any eligible individual, including an individual with a significant disability, to obtain, maintain, or regain high-quality employment.

In order to pass Standard I a state VR agency must meet or exceed the performance level for four of the six indicators including meeting or exceeding the performance level for two of the three primary indicators. Primary indicators are 1.3,1.4 and 1.5.

* Performance Indicator 1,1: Change in the number of employment outcomes

The difference between the number of individuals exiling the VR program who achieved an employment outcome during the current performance period compared to the number of individuals who exit the VR program after achieving an employment outcome during the previous performance period.

Required performance: Must equal or exceed previous year's performance.

2 005 Update: FY 2 004 DSB Performance - 338 difference + 3 or. 90% increase

*Performance indicator 1,2: Percent Employed

Of all individuals who exit the VR program after receiving services, the percentage who are determined to have achieved an employment outcome. Required Performance: Performance level must be 68.9%.

2005 Update: 409 individuals exited after receiving services with 338 status 26 closures. 82.64% exited program with an employment outcome.

*Performance Indicator 1.3: Employed Competitively

Of all individuals determined lo have achieved an employment outcome, the percentage who exit the VR program in competitive, self- or business enterprise program (BEP) employment with earnings equivalent to at least the minimum wage. Minimum wage is defined in the regulations as the Federal or State minimum wage, whichever is higher. Required Performance: 35.4%

2005 Update: FY 2004 DSB Performance- 78.70%

338 individuals exited the VR program with an employment outcome

266 individuals exited the VR program with an employment outcome earning at least minimum wage ($5.15 per hour)

* Performance indicator 1.4: Significant Disability

Of all individuals who exit the VR program in competitive, self-, or BEP employment with earnings equivalent to at least the minimum wage, the percentage who are individuals with significant disabilities.

Required Performance: 89.0%

2005 Update: FY 2004 DSB performance- 100%

266 individuals exited the VR program with an employment outcome earning at /east minimum wage ($5.15 per hour)

266 individuals with significant disabilities exited the VR program with an employment outcome earning at least minimum wage ($5.15 per hour)

* Performance indicator 1.5: Earning Ratio

The average hourly earnings of all individuals who exit the VR program in competitive, self- or BEP employment with earning levels equivalent to at least the minimum wage as a ratio to the state's average hourly earning for all individuals in the state who are employed (as derived from the Bureau of Labor Statistics Report "State Average Annual Pay" for the most recent available year). Required Performance: A ratio of .59

2005 Update: FY 2004 DSB Performance - .65

266 individuals exited the VR Program with an employment outcome earning at least minimum wage ($5.15)

$ 9.00 average hourly wage of individuals who exited the VR Program with an employment outcome earning at least minimum wage ($5S. 15)

$13.89 State's average hourly earnings .65 Ratio

* Performance indicator 1.6: Self-Support

Of all individuals who exit the VR program in competitive, sell'-, or BEP employment with earnings equivalent to at least the minimum wage, the difference between the percentage who report their income as the largest single source of economic support at the lime they exit the VR program and the percentage who report their own income as the largest single source at the time they apply for VR services.

Required Performance: Performance level is a difference of 30.4%

2005 Update: FY 2004 DSB Performance 34.96%

233 or 87.59% individuals reported their own income as the largest single source of support at the time of exiling the VR program

140 or 52.63% individuals reported their own incomes as the largest single source of support at the time of application.

93 or 34.96% difference between the two percentages

Evaluation Standard 2; Equal Access to Services

2.1 The service rate of all individuals with disabilities from minority backgrounds as a ratio to the service rate for all non-minority individuals with disabilities from non-minority backgrounds. Required performance level: .80

2005 Update: FFY 2004 DSB Performance - .87

146 minorities exited the VR program

102 minorities exited the VR program after receiving services

69. 86% Service rate of minority individuals

381 non-minorities exited the VR program

30 7 non-minorities exited the VR program after receiving services

80. 58% service rate for non-minorities

.87 ratio level of service rate

2. F1 (h) FUNDING, USP SECTION 2, PAGES 28-29, EVALUATION AND REPORT OF PROGRESS IN ACHIEVING IDENTIFIED GOALS AND PRIORITIES AND USE OF TITLE I FUNDS FOR INNOVATION AND EXPANSION ACTIVITIES

2005 Updates

DSB continues to provide grants to three Centers for Independent Living (Cits): Mainstream, Spa Area Independent Living Services (SAILS) and Delta Resource Center. The grants provide employment-related services.

The Arkansas Radio Reading Services for the Blind continues serving individuals who are blind and visually impaired The Radio Reading Service for the Blind Network broadcasts 24 hours per day, seven days per week on the SAP channels of AETN channels 2, 6, 9, 13, and 19. The Arkansas Telephone Reader is a computer system that reads the Arkansas Democrat/Gazette, the Arkansas Times, U.S.A. Today, The New York Times, and nine regional papers by a combination of digitized and human speech. The reader can access individual stories by using a touch-tone telephone, allowing them to read what they want, when they want.

DSB has applied for a Medicaid home and community-based services waiver to provide and expand services to VR consumers ages 25 through 54 who are blind or have a severe visual impairment in conjunction with another severe physical impairment (or multiple impairments) which are negatively affecting their employability.

DSB continues to promote Jobline, a telephone-based information system to provide access to career and recruitment information for persons who do not read standard print and cannot drive to employment USD office locations. The advantage of this access method, which is provided by ESD and the National Foundation for the Blind, is that it can provide mote specific job search information to the consumer. Using other similar programs, consumers must listen to the entire employment section of the classified advertisements in newspapers. JOBLINE allows the consumer to target specific types of jobs, request job openings in a certain zip code, and/or specify a distance from the consumer's home to search for job opportunities. Information about JOBLINE is available on the DSB website-

3. A1 (a) VISION AND GOALS, USP SECTION 2, PAGES 4-5, STRATEGIES AND METHODS USED TO EXPAND AND IMPROVE SERVICES

2005 Update:

DSB requires staff to obtain a bid for all purchases for individuals with a disability when the cost of the item exceeds $1,000. By continuing this procedure when state policies increased the amount required for bids to $5,000 allows DSB to continue to comply with requirements to make wise and frugal financial policies and procedures.

DSB is participating in the Ticket to Work Program administered by the Social Security Administration and sent eight representatives to the "Just the Ticket" Work Incentives Seminar in Little Rock, Arkansas, September 14, 2004. This information will be used in the coming year to administer the program. Ticket to Work is designed to remove some of the barriers built into the Social Security Administration disability programs preventing beneficiaries to return to work* Ticket to Work also is designed to encourage beneficiaries to access vocational rehabilitation services to assist them to return to work. DSB continues to provide technical assistance on Ticket to Work upon request to local Department of Human Services Offices statewide, covering 75 counties and 83 offices.

VR Transition Services are designed to ensure there is not a gap between services provided students by the educational system and those provided by rehabilitation. Transition activities promote movement from school to a post-secondary setting for students from age 14 through high school

DSB is committed to providing transition services to Arkansas youth and in the coming year plans to utilize information on transition strategies and best practices obtained at the transition conference to be held by RSA June 16-17, 2005, in Washington D.C. Two DSB representatives were sent to participate in these workshops; Bridging Service Gaps, Building a Career, Making Life Choices, Addressing the Leadership Challenge, and Utilizing Federally Supported Transition Initiatives.

DSB is entering its sixth year of administering the Jump Start program, a statewide career development program for high school students who are blind or severely visually impaired The purpose of the program is to expose these student? to the world of work and help them in transitioning from high school to employment/adulthood. DSB places students in part-time jobs in the mornings and then does activities in the afternoons to develop career awareness and self-sufficiency.

In the afternoons DSB takes students on field trips to businesses; teaches the students how to do their own shopping, cooking, and laundry; provides instruction by certified mobility and orientation specialists; and teaches job search skills and computer technology. These skills wilt help them work, go to college, and be more independent

Approximately 30 students from across the state apply each year, and DSB is able to accept 22 students into the program. This year marks the second summer that the Jump Start program has been reduced to three weeks instead of the usual four weeks. DSB houses the students at the Arkansas School for the Blind during the week and students go home on weekends. In addition to providing mobility specialists, counselors, job coaches, technology/computer COORDINATIONs, a nurse, house parents, and other staff while the students are in training, DSB provides all meals, transportation, lodging, recreation, training materials, and salaries for the students' part-time jobs. Students receive a Jump Start T-shirt and a certificate for completing the program.

Working part-time and interacting with other students who are blind or severely visually impaired increases the student's confidence, social skills, and self-esteem. Some students who complete this part of the program go into Phase Three and are found summer jobs in their communities in the following year.

4. USP SECTION 2, PAGES 13-16, COMMUNITY REHABILITATION PROGRAMS

2005 Update

DSB will not continue its contract with the Arkansas Rehabilitation Services in which payment to Community Rehabilitation Programs was block funded. DSB does not have as many consumers attending CRP's as in past years and it is felt that the agency can save money by funding these consumers on an individual basis rather than in a block. The agency will work with local CRP's to develop feasible programs to put consumers to work in communities and also develop more job placement services in the community to better utilize available resources.

5. D1 (d) NEEDS ASSESSMENT, USP SECTION 2, PAGES 16-18, STATEWIDE NEEDS ASSESSMENT, ESTIMATES, GOALS AND PRIORITIES; STRATEGIES AND PROGRESS REPORTS

COMPREHENSIVE NEEDS ASSESSMENT

2005 Update Comprehensive Needs Assessment

An independently conducted thorough needs study was conducted by Opinion Research Associates in 2003. The results of the 2003 survey were reported in the FY 2004 updates and have not changed.

6. USP SECTION 2, PAGES 21-25, ORDER OK SELECTION 2005 Update

Projections for FY 2005 Update

Number of individuals in the State eligible for services 1,239

Number of eligible individuals who will receive services under Title I. part B 1,239 Number of eligible individuals who will receive services under Title VI, part B 27

7. F1 (h) FUNDING, USP SECTION 2, PAGES 27-28, QUALITY SCOPE AND EXTENT OF SUPPORTED EMPLOYMENT SERVICES

2005 Update:

DSB continues to provide supported employment services and uses the following providers: Abilities Unlimited, Finders Keepers, Jenkins Industries, First Step, Abilities Unlimited of Fort Smith, Fort Smith Skills Training Center, Mid Arkansas River Valley Abilities (MARVA) Inc., Skills Training and Rehabilitations (STAR) Skills Training Center, Jobs Plus, and Forrester-Davis Development Center. In FY 2004, DSB provided supported employment services to 20 individuals. Of this number, 5 cases were closed, of which 3 were closed competitively employed not in supported employment, I was closed competitively employed in supported employment, I was closed not competitively employed-not in supported employment, and 0 were closed without an employment outcome.

FFY 2005-2006 Projections: 20 consumers will be served

8. J1 (c) USP SECTION 2, PAGES 37-45, COMPREHENSIVE SYSTEM OF PERSONNEL DEVELOPMENT

2005 Update

1. Be strategically located to maximize service to employers and employees.

2. Have enough traffic to warrant operations.

3. Provide on-site services (interpreter, documents, etc.) based on demographic need.

4. Have hours of operation that are based on customer needs and are customer driven.

5. Ensure that uniform procedures are in place to implement Veterans Preference for job placement.

6. Ensure that priority of service for training opportunities for veterans is clearly implemented for all U.S. DOL programs.

The minimum core standard certification criteria (Appendix B) approved by the Arkansas WIB will be used to certify comprehensive centers, as well as satellite centers. Consistent with the State Plan, the Local WIB will certify each local workforce center. At its discretion, the local WrB may set certification requirements and/or standards that exceed the minimum criteria established by the Arkansas WIB.

As stipulated by federal law, all Americans with Disabilities Act (ADA) compliance requirements must be met before a center is eligible to receive the Arkansas Workforce Center certification, or utilize the Arkansas Workforce Center name and logo. For specific requirement compliance see DOL Memorandum "WIA Section 188 Disability Checklist" dated 22 July 2003 from Assistant Secretaries of Labor Pizzella, Grizzard, DeRocco.

For an Arkansas Workforce Center to be considered for certification, the One-Stop operator, with the mandated and optional partners, will be required to jointly prepare an Arkansas Workforce Center site business plan (see Appendix B). The business plan will identify the available products and services, the organizational structure, an operational and financial plan including cost allocations based on square footage, staff development training, marketing strategies, and other related information necessary to operate an Arkansas Workforce Center. The review and approval of that plan by the local WIB will ensure the avoidance of duplication of services and provide for the inclusion of partners.

Arkansas Workforce Center partners are required to share costs of the centers consistent with their on-site staffing participation on a square footage basis. The Arkansas WIB will ensure all partners at the State level understand and fully participate in the MOU/Cost Allocation process. The square footage basis will be used to allocate the space used directly by staff, and for the allocation of shared space and other shared operating costs. Shared costs may include cash and in-kind products and services. Staff lime used in common areas will be considered as in-kind contribution.

The local WIB will be responsible for overseeing partner cost-sharing commitments and for re-negotiating commitments when needed. The One-Stop operator will be responsible for notifying the local WIB when commitments are not being implemented or when commitments need to be re-negotiated. The local WIB will hold the partners accountable for adherence to the cost allocation memorandum of understanding, and the business plan implementation. The local WIB will be responsible for negotiation and enforcement of partner commitments as needed, including seeking assistance from the Arkansas WIB with State-level commitments when appropriate. The MOU and cost allocation templates provided as Appendices D and E will be used so that the procedure is standardized throughout the State.

Before a site can receive a certification, the local WIB must ensure that the site is operational and the following items are provided by the local WIB to the Arkansas WIB:

* Approved Governance Agreements (MOU, Cost Allocation and Business Plan).

* Approved ADA compliance plan.

* Fully functional Resource Area (Facility Checklist, see Appendix B, Basic Resource Center Review).

Local WIBs will notify the Arkansas WIB when a certification is issued, renewed or revoked. Marketing activity utilizing the Arkansas Workforce Center name is allowed when the local WIB approves and issues a certification. If a certification is revoked, the affected center must cease using the Arkansas Workforce Center name in it's marketing until the identified problems are addressed.

Comprehensive Centers

One of the key responsibilities of the local WIB is to ensure that the Workforce Investment Act's core services are available in at least one comprehensive center located in each designated workforce investment area. Comprehensive centers are expected to provide all of the core services as outlined in Section 134(d)(2) of the Workforce Investment Act. Local WIBs may add to these minimum requirements based on the needs of each area.

A Comprehensive Arkansas Workforce Center is the physical location where, at a minimum, all the core services of the required programs will be available (if partner/program services are provided in the workforce area). Any center staff who has been cross-trained and maintain proficiency may perform these core services:

Additionally, non-mandated partners/programs may include:

At least ten of these programs must be provided within a comprehensive center. The Arkansas WIB will seek to ensure that all organizations that receive federal funds for employment and training services make these services available in the workforce centers. Employment Services, Adult & Dislocated Worker, and Veterans Services must be accessible on site on a full time basis.

Each comprehensive center will have a center manager to ensure that:

* Services are provided in an integrated, seamless delivery method under the name of Arkansas Workforce Centers.

* Staff from the various programs is available and cross-trained to deliver services in an integrated and seamless manner.

* Services and funding between partners are not duplicated.

* The center manager will be an employee of the One-Stop Operator or will work under the direction of the One-Stop operator.

To facilitate integration, partners will share resources, technology platforms, job development teams, coordinate case management of co-enrolled customers, job databases, support services, application protocol and forms, assessment, business services, marketing plans, performance and evaluation measures.

The center will have a business liaison team as the single point of contact for business services. It is expected that staff involved with initiating employer contacts will participate in the team in a coordinated outreach program under the Arkansas Workforce Center name and marketing approach. The team will consist of business contact staff from all partner programs and will, at a minimum, provide the following structure and coordination in approaching the business community:

* A team leader to coordinate the activities of the team.

* A coordinated 'script" to market the system to employers.

* Use of the Arkansas Workforce Center name as the primary marketing approach, with agency specialty areas (i.e. Arkansas Rehabilitation Services, Services for the Blind, DVOP/LVER Veterans Services) presented as a part of the overall system as needed.

* An information sharing strategy that makes contact results available to all team members.

* A clear menu of services across all partners.

* A division of duties with employer sector specializations as deemed appropriate for quality customer service.

* Multiple agency participation with clear cost and information sharing commitments.

* At a minimum, Job Search or Job Development leads performed by any center staff will be entered into the Wagner Peyser database. Note this also applies to both the satellite and affiliate locations.

Comprehensive centers are also encouraged to create opportunities to establish additional points of access. These are viewed as additional, free, mutually beneficial services provided to the community that provide evidence of continuous improvement in serving employer and workforce needs.

The Arkansas WIB will create a website for public access to the Arkansas Workforce Center network, including a means for area input. Each local WIB will be responsible for ensuring that its comprehensive centers maintain and update the website for public access. Additionally, at least one comprehensive center in a Workforce Investment Area must have a toll free telephone number, so information is easily accessible to clients throughout the area.

The Arkansas WIB will provide or make available to the workforce centers a web-based operating system that will provide a system of record for these services. This system should incorporate:

* One common database for the State.

* Common intake into program systems.

* Swipe cards to record services used.

* Virtual One-Stop entry (can be accessed by customers from any computer that is internet connected).

* Pathways to labor market information/job searches/information for job seeker-businesses.

Satellite Centers

A satellite is a physical location where five or more programs are delivering services, providing access to the web-based system, and providing staff assistance to customers. Each satellite must be a part of a comprehensive center's business plan, with the relationship of the satellite to the comprehensive site fully explained. The following represent minimum requirements for the establishment of a satellite center. Local WIBs may add to these minimum requirements based on their area's needs.

An Arkansas Workforce Center satellite office must:

* Be linked through the business plan to a comprehensive center, as coordinated by the One-Stop operator.

* Ensure that it operates within the core standards of the business plan, with its connection explained as a sub-part of the business plan of the comprehensive center.

* Have a minimum of five programs, two of which must be mandated WIA programs, providing services on a full time basis.

* Provide universal access to core services with a referral process to the comprehensive center or other provider locations for services not delivered on-site. Any center staff who have been cross-trained and maintain proficiency may perform these services.

* Include a resource center as defined in Appendix B.

* Consistently meet client traffic/intake levels to warrant establishing and maintaining a center as established by the local WIB.

Minimum certification criteria as approved by the Arkansas WIB for the certification of comprehensive centers will also be used by the local WIB to certify a satellite workforce center. The local WIB will certify each satellite workforce center using the core standards in Appendix B. As with comprehensive centers, in order to display the Arkansas Workforce Center name and logo, workforce center satellites must be certified by the local WIB. A copy of this certification must be provided to the Arkansas WIB.

Affiliate Sites

Affiliate Sites must be tied to a comprehensive site through the business plan. Affiliate Sites may include stand-alone partner program facilities as well as virtual sites.

Affiliate Sites display signage specified by the Arkansas WIB indicating it is an Arkansas Workforce Center. Additionally, upon agreement with the comprehensive One-Stop Operator, Affiliate Site must make available brochures and signage indicating what customer services are available at the Comprehensive Site. To be an official Workforce Center Affiliate Site, a location must:

* At a minimum having hardware, software and Internet access

* Provide a measurement of usage

* Provide staff assistance, if available, to its customers in using the computer

* Promote Arkansas Workforce Center to its customers by making available Arkansas Workforce Center brochures, newsletters, directories and other information useful to customers

* Agree to make a referral to an Arkansas Workforce Center for additional services as needed.

Certification/Recertification Overview

The certification of a site to bear the Arkansas Workforce Center name involves meeting and sustaining core standards. The local WIB is the agent charged with substantiating that, at a minimum, the Arkansas WIB standards are met. These standards are based on the business plan model for continuous improvement. The seven core standard components embody quality principles and practices that have been proven to produce superior results in areas such as customer satisfaction, financial performance, employee satisfaction, and productivity.

Part of the certification process will involve site visits by the local WIB. After a site has become operational, it will be certified. The local WIB works with the One-Stop operator to make certain that each site meets established administrative, physical, and operational standards.

In order for a workforce center to be certified, it must meet the minimum core standards as outlined in Appendix B. Initial certification will be for two years. Recertification of centers must occur at the end of every two years using criteria that require continuous improvement as outlined in the standards for excellence (section II). To achieve recertification, documentation showing continuous improvement (statistical material, business relationship improvement, etc.) must be provided.

Certification Process

Steps that may be taken in issuing a certification are as follows:

To aid with determining whether a site has met all the requirements to bear the Arkansas Workforce Center brand name, the Arkansas WIB's Arkansas Workforce Board Certification Process and its core standards will be the instrument used when conducting a site visit. The local WIB has the authority to add additional criteria and measures, as well as determine the method of measurement.

Recertification Process

Initial certification (core standards) is for two years. Once a center has been certified, it is the local WIB's responsibility to recertify every two years utilizing a continuous improvement plan to find ways to improve customer satisfaction.

Steps that may be taken to issue a recertification are as follows:

PART V

Quality Assurance Process

Monitoring and continuous improvement assessment is a consistent theme throughout the Workforce Investment Act. These responsibilities reside at several different levels within the overall workforce investment framework. Adhering to the basic certifying criteria established by the Arkansas WIB is a core element of the monitoring and evaluation process. Monitoring and continuous improvement assessment occurs at both the State and local levels.

Certification responsibilities reside with the local WIBs. These boards are the bodies that must approve all new certifications and recertification of any existing centers. The local WIBs may use criteria for certifying in addition to the basic certifying criteria established by the Arkansas WIB, but the boards must ensure that the basic core standard criteria are part of their processes.

All Arkansas Workforce Center sites operate similar to franchises of major private sector businesses. In order to display the Arkansas Workforce Center name and use the workforce center operating system, the centers must meet minimum core standards established by the Arkansas WIB. The Arkansas WIB will conduct scheduled and random quality assessments of centers, as needed, to ensure that the minimum core standards are being met in order to protect its "brand name."

However, since certifying the centers is ultimately a local WIB responsibility, feedback and any corrective action necessitated by the joint reviews will be channeled back to the local WIBs for response. The Arkansas WIB retains the right to revoke use of the Arkansas Workforce Center brand name if minimum core standards are not met at any particular center. Since the local WIBs are the certifying bodies, applying any sanctions will be carried out through the local WIBs. The Arkansas WIB will work cooperatively with local WIBs, if problems are identified, to seek remedial action. In the unlikely event that compliance is not reached, the local WIB may be directed by the Arkansas WIB to revoke use of the Arkansas Workforce Center name.

Local WIBs are required to have at least one comprehensive center within their workforce investment area. If that requirement is not met, the Arkansas WIB is responsible for initiating action against the local WIB. Such action may include technical assistance, but could ultimately result in reorganization of the local WIB as provided under the Act.

Local WIBs will be responsible for an ongoing process of continuous improvement strategies as they maintain oversight of their certified network of Arkansas Workforce Center sites. The process will include ongoing efforts to

Appendix A: Definitions

Affiliate site In addition to the responsibilities outlined on page 16, affiliate sites may also provide opportunities to disseminate workforce information through other entities, such as libraries, high schools, etc.

Comprehensive workforces center A physical location where all of the core services of all programs mandated by the WIA are accessible to all patrons of the workforce center.

Core services Core services are provided by all workforce center partners and universally accessible to ail customers. There are no eligibility requirements for core services.

Cost allocation methodology The square footage for each agency and the amount of time per week the space is utilized is determined. Agency contributions (rent, janitorial, utilities, workers, training, etc.) are figured. This amount is shown on the budget and the agency fair share is determined by the percentage of total square footage usage divided by the overall amount paid.

In-kind contributions In-kind contributions are tangible products and services assigned to the center in lieu of cash consistent with the negotiated cost allocation plan. Such products and services may be used to cover certain items in the overall budget of the center. Examples include phone systems, copiers, marketing materials, paper, supplies or other budgeted items. Time spent on-site by partner staff may be considered an in-kind contribution if performed for the benefit of the entire center.

One-Stop operator The One-Stop operator is an agency or organization designated by the local WIB and charged with the responsibility for establishing and maintaining a highly effective network of workforce centers focused on team building to deliver quality services to both the employer and job seeker. The One-Stop operator is responsible for ensuring that sufficient space in the workforce centers is made available to all providers of services mandated by the Workforce Investment Act to enable those agencies to provide employment and training services in the center. The One-Stop operator is responsible for overseeing the activities conducted in the common areas of the workforce center, including the center's resource room facilities.

Physically located For an agency or organization to be considered to be physically located at a workforce center, the core services provided by that agency or organization must be available to workforce center customers.

Satellite workforce center A physical location where five or more workforce center partner(s) are providing services for their programs, and also providing access to the web-based workforce center system and staff assistance to customers.

Shared operational costs Shared operational costs of a center are those costs that cannot be directly allocated to the housing/occupancy requirements of the partner staff, or to program-specific usage of space. Examples include rent for common reception and resource areas, and the general greeter/receptionist. All site partners, as specified by the approved cost allocation plan, will share such costs.

Workforce center system A workforce center service delivery strategy which includes a workforce center (comprehensive or satellite) where customers can choose how to access information and services.

Services, Job Seekers Core

* Available to the general public requiring no eligibility requirements.

* Outreach, intake (which may include worker profiling and re-employment services), and orientation to the Arkansas Workforce Center system.

* Initial assessment.

* Eligibility information for services for all partner employment and training programs.

* Job search assistance, career information, and counseling.

* Job matching and referral.

* Local, regional, and statewide labor market information.

* Information on financial assistance, including unemployment insurance.

* Information on certified education and training providers, performance outcomes of service providers, workforce center activities such as job fairs and supportive services.

* Orientation to personal computers for access to self-directed services.

* Follow-up activities including reassessment services.

Intensive

* Any funding source or partner may provide services; e.g., services routinely provided by veterans' services staff and vocational rehabilitation staff for clients who qualify for their assistance.

* Comprehensive assessment of knowledge, skills, abilities and interests by use of various assessment tools, such as testing.

* Development of individual employment plans.

* Group counseling.

* Individual career counseling.

* Case management.

* Short term pre-vocational and stand alone services, such as basic adult education, English as a second language, General Educational Development (GED), basic computer literacy, interviewing skills, and soft skills.

Training

* Training may be provided from multiple sources, including Pell grants, WIA, Individual Training Accounts (ITA), or clients own resources.

* Occupational skills training, including training for non-traditional employment, will be provided through ITAs for adults and dislocated workers.

* On the job training.

* Programs that combine workplace training with related instructions, which include cooperative education programs.

* Private sector training programs.

* Skill upgrading and retraining.

* Entrepreneurial training.

* Job readiness training.

* Adult education and literacy activities where they are integrated with other training services.

* Customized training conducted with commitment to employ the individuals upon successful completion of training.

* Registered apprenticeship and training programs.

Services, Employers Core

* Orientation to the Arkansas Workforce Center system and services.

* Self-enrollment and common application for services with validation criteria.

* Multiple methods to list jobs available to the public, and the method of referral.

* Access to America's Career Kit that integrates America's Job Bank system.

* Automated job matching.

* Screening and referral of qualified candidates.

* Training programs, providers, and consumer reports on effectiveness of specific providers.

* Labor market information to bridge economic and workforce development.

* Human resource information, i.e., tax credits, unemployment insurance, and access to labor law and compliance information.

* Initial skills assessment and/or occupational profile of positions.

* Access to computerized training to upgrade incumbent basic skills.

* Rapid response, initial contacts.

Intensive

* Account executive services, including brokering with other service providers/ resources.

* Job profiling.

* Rapid response services, including outplacement.

* Seminars and informational workshops.

* Customized assessment for new hires/ exiting staff.

* Linkages with other employers that have similar needs.

* Individualized recruitment plans.

* Access to entrepreneurial assistance.

* Access to economic development programs and services.

Training

* Incumbent worker training.

* On the job training.

* Customized job training funded under WIA.

* Advanced skills training.

Appendix B:

Documentation of Business Plan & On-Site Review

Location________________________________

Date___________________________________

Reviewer_______________________________

Business Plan & On-Site Review Checklist

1. Check yes or no to indicate that the business plan reflects the criteria.

2. Check yes or no to indicate if the described documentation was obtained during on-site review.

3. Describe the center's strengths and opportunities for improvement.

Items in Section I (core standards) must be checked "yes" for both the business plan review column and the column for on-site documentation for an initial certification to be awarded. This will document that the center meets minimum core standards necessary for awarding of an initial certification.

Items in Section II (excellence standards) will be rated as documentation of progress toward excellence. It is anticipated that the standards in this section will become part of the baseline standards for recertification. The local WIB will discuss progress toward meeting all of these standards during its ongoing quality review discussions throughout the certification period.

Defining the Business

Strengths (use back of page if needed):

Opportunities for Improvement (use back of page if needed):

Products and Services

Strengths (use back if needed):

Opportunities for Improvement (use back if needed):

Marketing

Strengths (use back if needed):

Opportunities for Improvement (use back if needed):

Management & Organizational Structure

Strengths (use back if needed):

Opportunities for Improvement (use back if needed):

Operational Plan

Strengths (use back if needed):

Opportunities for Improvement (use back if needed):

Measuring Success

Strengths (use back as needed):

Opportunities for Improvement (use back as needed):

Financial Plan

Strengths (use back if needed):

Opportunities for Improvement (use back if needed):

Basic Facility Review

Facility Strengths:

Facility Opportunities for Improvement:

Basic Resource Center Review

Resource Room Strengths:

Resource Room Opportunities for Improvement:

Certification Recommendation

Award Certification:____________________________________

Award Certification subject to

meeting the following conditions:________________________________

Certification Reasons:__________________________________________

Certified by:__________________________________________________

Date:_______________________________________________________

1. Exhibit and uphold the highest standards of professional and ethical conduct in order to ensure the integrity and advancement of the Arkansas Workforce profession. 1 pledge that 1 am law abiding, honest, reliable, dependable, fair, cooperative and trustworthy.

2. Advance programs and services that are consistent with the public trust and responsive to the public interest.

3. Demonstrate commitment to maintaining professional competencies through ongoing professional development.

4. Exercise maximum effort in the workplace to ensure optimal benefit to my employers, jobseekers, organization and community.

5. Promote cooperation and collaboration with partner organizations in order to maximize our customers' opportunities for success.

6. Respect the integrity, promote the welfare, and maximize the freedom of choice and informed consent of my customers.

7. Respect and protect the privacy of my customers when gathering, recording, storing and sharing confidential information.

8. Recognize and respect the unique challenges faced by culturally or ethnically diverse, and physically or mentally challenged individuals.

9. Abstain from using my official position to secure personal or political privilege, advantage, gain or benefit.

I certify that 1 have read and understand the Arkansas Workforce Code of Professional Ethics and Practices and promise to follow its guidelines. I further certify that 1 have never been disciplined by my employer for a violation or situation that is addressed in this Code of Professional Ethics and Practices.

_____________

Signature Date

_____________

Appendix D: Memorandum of Understanding Template

Introduction

This Memorandum of Understanding (MOU) is entered into in accordance with the Workforce Investment Act of 1998 (WIA). This agreement among the signature agencies and organizations describes how their resources will be utilized to better serve mutual customers in the_________Arkansas Workforce Investment Area, and the Workforce Center which is part of the Arkansas Workforce Investment System. It is understood that the Center will be a collaborative effort based on trust and teamwork among agencies working together as partners to accomplish a shared goal of improving the quality of life for individuals through employment, training, and education.

This collaboration will enhance economic development to better serve the present and future needs of employers in this area. This will be accomplished through a comprehensive workforce center located in_______and the Center's satellite(s) located in_________________.

Vision Statement

The purpose of the Arkansas Workforce Center is to advance the economic well being of our area by developing and maintaining a quality workforce.

____________________Workforce Center Partners will ensure universal access to services for all customers, provide customer choice in service and service delivery, and ensure accountability in performance and customer satisfaction. These services are designed to connect the unemployed citizen and dislocated worker to a job, prepare the underemployed citizen for a new job, and introduce youth to employment. This will be achieved through the co-location and integration of employment, training, education, and economic development services for youth, job seekers, workers, and employers.

Management and Structure

Parties to this agreement will work as partners to ensure that all youth, jobseekers, workers, and employers will be served comprehensively, in a seamless system, which addresses their needs, merges common services across programs, and minimizes duplication.

Partners will retain responsibilities for reporting and monitoring of their respective programs. In addition, any tracking request by the Workforce Center will be done as required by the law.

Parties to this agreement will work under the direction of the center manager for all non-programmatic issues.

Duration

This Memorandum of Understanding shall remain in effect until terminated by the repeal of the Workforce Investment Act of 1998 (WIA), otherwise by action of law, or in accordance with this section.

Any partner may withdraw from this MOU by giving written notice of intent to withdraw at least 60 calendar days in advance of the effective withdrawal date.

The withdrawal of a partner shall not affect the cost to the remaining partners.

Withdrawal will in no way nullify the MOU for the other partners.

Notice shall be provided to all partners.

All partners may agree to the termination of this MOU in writing.

Any partner may request modification of its terms.

Ratification of the request by all other partners will constitute the modification in question.

Confidentiality

All partners agree to honor the attached information release form. Exchanged information shall remain private and confidential in accordance with the most restrictive confidentiality requirements of any of the partners collecting, receiving, or sharing information. Additionally, workforce center personnel must recognize that client-counselor communications must be protected and the need for privacy accommodated.

Nondiscrimination and Equal Opportunity Provisions

The partners of this agreement and respective staff assure that applicants, claimants, and participants of our Workforce Center programs shall not be discriminated against on the basis of race, color, religion, sex, national origin, age, disability, political affiliation, or belief. Furthermore, if applicants are receiving WIA program benefits or are participating in any WIA Title 1 financially-assisted program or activity (Section 188 of WIA and 29 CFR Part 37.20 identifies civil rights laws) as a lawfully admitted immigrant authorized to work in the United States, they shall not be discriminated against in any way.

The partners to this agreement will agree on a One-Stop Equal Opportunity Officer for the workforce area who will process complaints of discrimination and attempt to address same as prescribed by 29 CFR Part 37, "Implementation of the Nondiscrimination and Equal Opportunity Provisions of WIA."

The partners to this agreement will abide by 29 CFR Part: Section 188 of WIA, and implementing directive issued by the State of Arkansas.

Cost Allocation Plan

Shared Funding of Services

This MOU will not change with the quarterly review and/or adjustments reflected by the Cost Allocation.

A partner can only pay for costs that are allocable to that partner's fund source. Each partner will contribute services and pay for costs associated with those services. If the partners are only sharing space, "fair share" will be charged according to a formula based on square footage as the basis for allocation. The cost per square foot becomes a pooled cost that is directly charged to the partners located at the Arkansas Workforce Center. For common area computation, WIA Title 1 may be considered as up to three separate funding streams based on the presence of Adult, Dislocated Worker and Youth programs.

Exceptions to the general principle requiring that costs be shared proportionately may include:

* Unrestricted Funds may be used to pay for any portion of the costs, since there are no restrictions on the type or amount of costs these funds may pay.

* Partially Restricted Funds may be used to provide services to the general population.

* Costs Fully Allowable To More Than One Fund Source may be paid in part or in whole by one of the sources without regard to the rules on cost allocation.

* Immaterial Costs are costs so minor in amount that they do not need to be allocated.

Although the________________Center is designed to be a seamless service delivery system for the customer, available services will be provided from various entities with different funding accountability. Because of these various funding streams, this plan has been developed to ensure that each partner bears its fair share of the costs of maintaining the Center.

Common Space, which is available for use by all partners, includes a conference room; break room, reception area, storage and restrooms, computer-resource lab, and testing room.

Dedicated Space is space intended for the use of one partner only.

Indemnification

Any public liability claims against the State pertaining to the leased premises shall be submitted to the Arkansas Claims Commission for adjudication in accordance with Arkansas Code Annotated § 19-10-201 et. seq.

Systematic Referral Process for Workforce Center Customers

It is agreed that the Workforce System partners of this signed MOU will conduct referral for services in the following manner. Common intake will be used to determine the customer's needs. This will allow staff to make the appropriate referral. The following process will be used for all customers referred for services.

* Customers will receive a written referral form with the date, time, and place of the appointment.

* The maximum amount of time to schedule a customer appointment should not exceed three working days.

* The individual making the appointment will be responsible for follow-up.

Arkansas Workforce Center Performance Criteria

It is agreed that the local workforce center will strive to achieve the following standard of quality service for its customers, employees, and partners.

All partner agencies can expect:

* To be listed as a source for applicable referrals for services rendered to customers.

* To work in a safe and professional environment.

All job seekers or those seeking employment enhancement can expect:

* Prompt and courteous service from the staff.

* The services designed to assist customers in achieving their educational and/or job placement goals.

* Access to job listings, which includes job description, salary, location, and required experience/education.

* Unbiased and/or non-discriminatory pre-screening practices.

* Courteous service from staff representatives.

Employer customers can expect:

* Ability to post their job openings either openly for access by any job seeker or in a masked format so that potential applicants are screened.

* Courteous service from staff representatives.

* Access to job applicants, either screened by the Workforce center or self-referred.

All employees can expect:

* To work in a safe and professional environment.

* To receive the best tools to achieve the desired outcomes for their customers.

* To be fairly compensated for their-services. All partners will:

* Deliver high quality services through the Workforce Centers.

* Make a positive attempt to place customers in jobs with family sustaining wages.

* Make a positive attempt to place customers in jobs for a minimum of 180 days.

Governance of the Workforce Delivery System

In accordance with WIA section 117(d), the__________________Workforce Investment Board will select a One-Stop operator with the agreement of the chief elected officials and conduct oversight of the workforce system, youth activities and employment and training activities under title I of WIA, in partnership with the chief elected officials.

In accordance with WIA section 121(d), the agreement between the Local Board and the One- Stop operator shall specify the operator's role. That role may range between simply coordinating service providers within the center, to being the primary provider of services within the center, to coordinating activities throughout the local workforce system.

Each partner in the Workforce delivery system agrees to abide by the Federal and State laws and regulations that apply to their individual programs.

Confidential Personal Information Release

I hereby authorize the Arkansas Workforce Center to use and exchange all pertinent personal information with all One-Stop partners as necessary to better serve my needs.

I understand that all exchanged information shall remain private and confidential in accordance with the most restrictive confidentiality requirements of any of the Workforce Center Partners collecting, receiving, or sharing information.

_______________

Printed name

_______________ _______________

Signature Date

_______________ _______________

Witness Date

All partners/programs are expected to participate in the workforce center to the extent allowed by law. For example, the centers need recognize that Arkansas Rehabilitation Services, Division of Services to the Blind, as well as the LVER/DVOP Veterans representatives are restricted by specific federal statutory law to work activities associated with these three programs. The following are the services that will be delivered through the Workforce Center, along with those agencies responsible for delivering the services and the various funding sources that each will bring to the operation:

Example

*DHS - Done as a referral for other agencies

Appendix E: Resource Sharing Agreement Template

Resource Sharing Agreement Between Workforce Investment Area and Its Partners in the Arkansas Workforce Center in__________________

Period of Agreement

This agreement becomes effective on the date signed by the parties and continues in effect until June 30,2004, or until terminated by mutual consent; however, if such mutual consent cannot be attained, then any party to this agreement may consider it to be canceled by giving thirty days notice in writing to the other parties, and this agreement shall thereupon be canceled upon the expiration of such thirty day period.

In the event that any party fails to materially fulfill that party's responsibilities in accordance with the provisions of this agreement,_______________ may, upon timely written notice of default to the other party, immediately terminate the whole or any part of this agreement.

Furthermore, in the event that federal or State laws or other requirements should be amended or judicially interpreted so as to render continued fulfillment of this agreement, on the part of any party, substantially unreasonable or impossible, or if the parties should be unable to agree upon any amendment which would therefore be needed to enable the substantial continuation of the services contemplated herein, then the parties shall be discharged from any further obligations created under the terms of this agreement.

This agreement is subject to the availability of State and/or federal funds, and if such funds become unavailable, then by written notice the contract will be terminated as specified in the written notice.

Any change in the scope of the agreement must be mutually agreed to in writing prior to, or contemporaneously with, the effective date of the change.

Authority and Purposes

The purposes of this agreement are to:

* Coordinate the resources and assets of the partnering agencies to provide an efficient system for delivering the core and intensive services for employers and job seekers as envisioned by the Workforce Investment Act.

* Establish guidelines for creating and maintaining a cooperative working relationship, which will allow the________________ and its partners to coordinate services to clients served at the Workforce Center located____________.

* Provide for joint planning and evaluation to devise methods to effectively coordinate service delivery to clients, and to effect more efficient management of limited financial and staff resources.

General Provisions

All parties to this agreement shall:

* Comply with Title VI of the Civil Rights Act of 1964 ( Public Law 88-352). Section 504 of the Rehabilitation Act of 1990 ( Public Law 93-112), The Americans With Disabilities Act of 1990 (Public Law 101-336), The Workforce Investment Act of 1998 (Public Law 105-220), The Jobs for Veterans Act (Public Law 107-288) pertaining to priority of service in DOL funded programs, and all amendments to each, and all requirements imposed by the regulations issued pursuant to these acts. These regulations provide in part that no persons in the United States shall, on the grounds of race, color, national origin, sex, age, disability, political beliefs or religion be excluded from participation in, or denied, any aid, care, services or other benefits provided by Federal and/or State funding, or otherwise be subjected to discrimination.

* Mutually agree to reasonably assist the other partners in the development of necessary service delivery protocol, including the following:

* Client orientation, referral, job search and enrollment.

* Development and coordination of clients' service plans.

* Sharing client service delivery information between partners and Workforce Center Staff.

* All partners agree that the provisions contained herein are made subject to all applicable federal and State laws (Facility Use Agreements) regulations and/or guidelines imposed on either or all parties relating to privacy rights to participants, maintenance of records and other confidential information relating to clients.

* Partners agree that all equipment and furniture purchased by any party for purposes described herein shall remain the property of the purchaser after the termination of this agreement

Cost Allocation

A partner can only pay for costs that are allocable to that partner's funding sources. Each partner will contribute services and pay for costs associated with

Attachment G

AGENCY STRATEGIC PLAN

FOR THE FISCAL YEARS 2005-2009

Arkansas Department of Economic Development

FUNCTIONAL AREA: ECONOMIC DEVELOPMENT

AGENCY STRATEGIC PLAN APPROVAL FORM

FOR THE FISCAL YEARS

2005-2009

Larry Walther

______________

(Director's Signature)

STRATEGIC PLAN

AGENCY GOAL 1: To stimulate job creation, retention and capital investment in the State of Arkansas.

AGENCY GOAL 2: To support and increase the development capacity of Arkansas communities.

STRATEGIC PLAN

GOAL 1: To stimulate job creation, retention and capital investment in the State of Arkansas.

OBJECTIVE 1: 00KH Work with strategic partners to assist existing business and industry with their needs and to actively recruit new business and industry development.

STRATEGY 1: Increase the number of leads for new jobs and investment and provide accurate and timely responses and proposals to prospects.

STRATEGY 2: Support the workforce training needs of new and existing businesses through an aggressive customized training program.

STRATEGY 3: Assist businesses interested in direct foreign investment, import, or export in Arkansas.

STRATEGY 4: Assist with the development of small and minority business enterprises.

STRATEGIC PLAN

PERFORMANCE MEASURES: (Effort, Output, Outcome, and/or Efficiency)

STRATEGIC PLAN

* Using a three-year moving average.

**For the indicated measures, the Department will provide a breakdown of the performance results by

sector, in the interim progress report, for "Agricultural", "Hi-tech Manufacturing", "Knowledge-Based", and "Other" businesses.

*** 5% above three year moving average

STRATEGIC PLAN

GOAL 1: To support and increase the development capacity of Arkansas communities.

OBJECTIVE 1: 01KH Work with strategic partners to assist communities in developing and obtaining the necessary resources to identify and solve local development challenges.

STRATEGY 1: Facilitate the Arkansas Communities of Excellence (ACE) process.

STRATEGIC PLAN

STRATEGY 2: Create partnerships aimed at increasing communities' development capacity.

PERFORMANCE MEASURES: (Effort, Output, Outcome, and/or Efficiency)

STRATEGIC PLAN

STRATEGIC PLAN

GOAL 1: Maximize the utilization of human and fiscal resources.

OBJECTIVE 1: 02KH Provide administrative direction and support to insure that department programs meet their objectives and performance targets.

STRATEGY 1: Have periodic reviews to assess progress toward meeting goals, objectives and performance targets.

STRATEGY 2: Provide agency programs with sufficient resources to achieve goals, objectives and performance targets.

OBJECTIVE 2: 03KH Provide for marketing, advertising and general operations support and overhead cost not otherwise included in the Administration and Support Program or treated as a direct cost in other programs.

STRATEGY 1: Provide agency programs with needed resources through the assistance provided by information technology, research, planning and communications.

STRATEGIC PLAN

PERFORMANCE MEASURES: (Effort, Output, Outcome, and/or Efficiency)

Attachment H

Part 1

STATE PLAN FOR THE STATE VOCATIONAL REHABILITATION SERVICES PROGRAM

AND STATE PLAN SUPPLEMENT FOR THE STATE SUPPORTED EMPLOYMENT SERVICES PROGRAM

STATE: ARKANSAS

AGENCY:ARKANSAS REHABILITATION SERVICES

AGENCY TYPE: GENERAL X BLIND_____ COMBINED

(1) comprehensive system of personnel development;

(2) assessments, estimates, goals and priorities, and reports of progress;

(3) innovation and expansion activities; and

(4) requirements under title I, part B or title VI, part I! of the Act.

(1) There is a State agency designated as the sole State agency to administer the State plan, or to supervise its administration in a political subdivision of the Stale by a sole local agency.

(2) The designated State agency is:

X primarily concerned with vocational rehabilitation, or vocational and other rehabilitation, of individuals with disabilities; or

____ not primarily concerned with vocational rehabilitation, or vocational and other rehabilitation, of individuals with disabilities.

(3) In American Samoa, the designated State agency is the Governor.

(1) If the designated State agency is not primarily concerned with vocational rehabilitation, or vocational and other rehabilitation, of individuals with disabilities, the State agency includes a vocational rehabilitation bureau, division, or other organizational unit that:

(2) The name of the designated State unit is Arkansas Rehabilitation Services;____________ ______________.

(1) is responsible under State law for operating, or overseeing the operation of, the vocational rehabilitation program in the State;

(2) is consumer-control led by persons who:

(3) includes family members, advocates, or other representatives, of individuals with mental impairments; and

(4) undertakes the functions set forth in section 105(c)(4) of the Act;

or

(1) jointly with the Council develops, agrees to, and reviews annually State goals and priorities, and jointly submits annual reports of progress with the Council, consistent with the provisions of section 101 {a)(!5) of the Act and section 4.12 of this State plan;

(2) regularly consults with the Council regarding the development, implementation, and revision of State policies and procedures of general applicability pertaining to the provision of vocational rehabilitation services;

(3) includes in the State plan and in any revision to the State plan, a summary of input provided by the Council, including recommendations from the annual report of the Council, the review and analysis of consumer satisfaction, and other reports prepared by the Council, and the response of the designated State unit to such input and recommendations, including explanations for rejecting any input or recommendation; and

(4) transmits to the Council:

(1) non-Federal share of the cost of these services is met from funds provided by a local public agency, including funds contributed to a local public agency by a private agency, organization, or individual; and

(2) services are likely to promote the vocational rehabilitation of substantially larger numbers of individuals with disabilities or of individuals with disabilities with particular types of impairments.

(3) If the State is providing services that meet the provisions of subparagraphs (a)(1) and (2) of this subsection. Attachment 4.6(a)(3) requests a waiver of statewideness in accordance with the requirements in 34 CFR 361.26(b); or

(1) nature and scope of the joint program;

(2) services to be provided;

(3) respective roles of each participating agency in the provision of services and their administration; and

(4) share of the costs to be assumed by each agency.

(1) The services provided by the cooperating agency are not the customary or typical services provided by that agency but are new services that have a vocational rehabilitation focus or are existing services that have been modified, adapted, expanded, or reconfigured to have a vocational rehabilitation focus.

(2) The services provided by the cooperating agency are only available to applicants for, or recipients of, services from the designated State unit.

(3) Program expenditures and staff providing services under the cooperative arrangement are under the administrative supervision of the designated State unit.

(4) All State plan requirements, including the State's order of selection, if an order is in effect, apply to all services provided under the cooperative program.

(1) interagency cooperation with, and utilization of the services and facilities of the Federal, State, and local agencies and programs, including programs carried out by the Under Secretary for Rural Development of the United States Department of Agriculture and State use contracting programs, to the extent that such agencies and programs are not carrying out activities through the statewide workforce investment system;

(2) coordination, consistent with the requirements of paragraph 4.9(d) of this subsection, with education officials to facilitate the transition of students with disabilities from school to the receipt of vocational rehabilitation services;

(3) manner in which the designated Stale agency establishes cooperative agreements with private non-profit vocational rehabilitation service providers, consistent with the requirements of paragraph 5.6(b) of the State plan; and,

(4) efforts of the designated State agency to identify and make arrangements, including entering into cooperative agreements, with other State agencies and entities with respect to the provision of supported employment and extended services for individuals with the most significant disabilities, consistent with the requirements of subsection 7.5 of the supplement to this State plan.

(1) consultation and technical assistance to assist educational agencies in planning for the transition of students with disabilities from school to post-school activities, including vocational rehabilitation services;

(2) transition planning by personnel of the designated State agency and the educational agency for students with disabilities that facilitates the development and completion of their individualized education programs under section 614(d) of the Individuals with Disabilities Education Act;

(3) the roles and responsibilities, including financial responsibilities, of each agency, including provisions for determining State lead agencies and qualified personnel responsible for transition services; and

(4) procedures for outreach to and identification of students with disabilities who need transition services.