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2 Year Modification

Michigan PYs 2018-2019

WIOA State Plan Common Elements

Located in:
  • III. Operational Planning Elements
    The Unified or Combined State Plan must include an Operational Planning Elements section that support the State’s strategy and the system-wide vision described in Section II.(c) above. Unless otherwise noted, all Operational Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs. This section must include—
    • b. State Operating Systems and Policies
      The Unified or Combined State Plan must include a description of the State operating systems and policies that will support the implementation of the State strategy described in Section II Strategic Elements . This includes—
      • 6. Program Data
        • A. Data Alignment and Integration
          Describe the plans of the lead State agencies with responsibility for the administration of the core programs, along with the State Board, to align and integrate available workforce and education data systems for the core programs, unemployment insurance programs, and education through postsecondary education, and to the extent possible, the Combined State Plan partner programs included in this plan. The description of the State’s plan for integrating data systems should include the State’s goals for achieving integration and any progress to date.

III. b. 6. A. iii. Explain How the State Board Will Assist the Governor in Aligning Technology and Data Systems Across Required One-stop Partner Programs (including Design and Implementation of Common Intake, Data Collection, Etc.) and How Such Alignment Will Improve Service Delivery to Individuals, Including Unemployed Individuals.

View corresponding narrative from PYs 2016-2017

Current Narrative:

Michigan is dedicated to developing a plan towards greater data alignment and integration, and is in the process of researching centralized and federated methods to track, share, manage, and report performance data over the medium term, but is doing so in a manner that appreciates the complexity of the task at hand, while improving on previous methods of extracting data.

Michigan provides workforce and education services through decentralized service delivery structures, including K-12 schools, school districts, public schools and community colleges, and local boards overseeing approximately 70 one-stops. Most programs operating in this largely decentralized service delivery network have the similar requirements, data needs, or program goals. Some of the relevant data systems are operated by local government. Some are operated by state government. All have existing case management, data-collection, and reporting legacy systems which have been designed with both their program specific needs and their client population characteristics in mind.

All of these programs have existing relationships with Michigan’s One-Stop Management Information System, some have vendors, and many are party to legally binding contracts for the provision of case management, data collecting, and reporting services. Given this context, the State is approaching the matter of data-sharing and the building of integrated data systems with the following principles in mind:

  • Form meets function. The technological architecture for interoperable data-systems should be crafted to serve the policy objectives of the programs they are designed for and should not unduly constrain or predetermine the policy choices of program administrators and operators in a way that limits the capacity for policy innovation.

  • Data-sharing and data integration efforts make the most sense where there is a commonality of interest, need, or purpose and a set of shared goals. Any efforts to develop data-sharing agreements or, where appropriate, move towards data- integration will proceed on the basis of value-added partnership such that all partners gain something from the partnership.

  • Agreements will need to recognize and take into account the varied needs of different programs and client populations, the varying privacy requirements of different programs, recognition of data-ownership by program operators, and the need to work collaboratively to craft shared solutions that serve both the programs being operated, and more importantly, the members of the public receiving services.

    Any data-sharing and data integration will be developed in order to meet state and federal privacy and security standards as well as those of each participating agency.

A workgroup created at the behest of the Governor’s Michigan Future Talent Council (MFTC) has been working on strategies to support and promote reemployment efforts in the state. UI, WD and MWA staff have identified multiple actions to support this including:

  • UI Monetary Determination Letter has been updated with improved language to better communicate steps claimants must take.

  • A common orientation video will be developed to be utilized to familiarize claimants on how their local MWA can help them return to employment.

  • A common MWA welcome letter was developed and implemented across all agencies to introduce claimants to the resources available to support them.

  • Assessment questions and subsequent referral options are being defined to help identify claimant needs and refer them to appropriate documents, workshops (online and in-person) and individual counseling.