U.S. flag

An official website of the United States government

Dot gov

Official websites use .gov
A .gov website belongs to an official government organization in the United States.

Https

Secure .gov websites use HTTPS
A lock () or https:// means you’ve safely connected to the .gov website. Share sensitive information only on official, secure websites.

Nevada PYs 2020-2023

WIOA State Plan Common Elements

Located in:
  • II. Strategic Elements

    The Unified or Combined State Plan must include a Strategic Planning Elements section that analyzes the State’s current economic environment and identifies the State’s overall vision for its workforce development system.  The required elements in this section allow the State to develop data-driven goals for preparing an educated and skilled workforce and to identify successful strategies for aligning workforce development programs to support economic growth.  Unless otherwise noted, all Strategic Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs. 

II. b. State Strategic Vision and Goals

The Unified or Combined State Plan must include the State’s strategic vision and goals for developing its workforce and meeting employer needs in order to support economic growth and economic self-sufficiency.  This must include—

  • 1. Vision

    Describe the State’s strategic vision for its workforce development system.

  • 2. Goals

    Describe the goals for achieving this vision based on the analysis in (a) above of the State’s economic conditions, workforce, and workforce development activities.  This must include—

    (A) Goals for preparing an educated and skilled workforce, including preparing youth and individuals with barriers to employment8 and other populations.9

    (B) Goals for meeting the skilled workforce needs of employers.


    [8] Individuals with barriers to employment include displaced homemakers; low-income individuals; Indians, Alaska Natives, and Native Hawaiians; individuals with disabilities, including youth who are individuals with disabilities; older individuals; ex-offenders; homeless individuals, or homeless children and youths; youth who are in or have aged out of the foster care system; individuals who are English language learners, individuals who have low levels of literacy, and individuals facing substantial cultural barriers; eligible migrant and seasonal farmworkers (as defined at section 167(i) of WIOA and Training and Employment Guidance Letter No. 35-14); individuals within 2 years of exhausting lifetime eligibility under the Temporary Assistance for Needy Families Program; single parents (including single pregnant women); and long-term unemployed individuals.

    [9] Veterans, unemployed workers, and youth and any other populations identified by the State.
     

  • 3. Performance Goals

    Using the tables provided within each Core Program section, include the State's expected levels of performance relating to the performance accountability measures based on primary indicators of performance described in section 116(b)(2)(A) of WIOA. (This Strategic Planning element only applies to core programs.)

  • 4. Assessment

    Describe how the State will assess the overall effectiveness of the workforce development system in the State in relation to the strategic vision and goals stated above in sections (b)(1), (2), and (3) and how it will use the results of this assessment and other feedback to make continuous or quality improvements.

Current Narrative:

Nevada’s Strategic Vision for the Workforce Development System

Nevada’s strategic vision’s renewed focus on the development of a knowledge-based and technologically- advanced economy presents great promise for gainful and sustainable jobs that will raise Nevadans to their highest levels of self-sufficiency. To prepare Nevada’s workforce for that future, educational institutions and workforce development agencies must work in tandem with state and local economic development planning efforts to develop demand-driven curriculum, certificate programs, programs of study, and internship opportunities that will best prepare students and potential employees to work and succeed in Nevada’s most promising sectors and industry clusters. To deliver this vision, Nevada will establish a unified, flexible and accountable workforce system through the collaboration of business, industry, education, labor, and citizens. The workforce system must consist of a responsive network of core programs and community partnerships that increase access to and opportunities for employment, education, training, and support services, especially for individuals with the greatest barriers to employment.

Nevada’s Goals

Goals for Preparing an Educated and Skilled Workforce

The state board aligns development activities to coordinate and collaborate with the contracted local workforce development boards, service providers and community partners within the one-stop delivery system. This offers local access to integrated and statewide services to all employers, workers, job seekers, and youth, including individuals with disabilities and other barriers to employment. The goals for these populations are aligned with the goals for employers as outlined below. By achieving these goals, all population groups, including youth and individuals with barriers to employment benefit. 

To meet these goals, all one-stop career centers and affiliate sites will have a dedicated focus on youth and individuals with barriers to employment. Consistent with priority of service, the one-stop delivery systems will also target special populations including: veterans, people with disabilities, re-entry, foster youth, English language learners, etc

Goals for meeting the Skilled Workforce Needs of Employers

Nevada has established the following four overarching goals, each with a set of objectives, to prepare a workforce and meet the needs of employers.

ACCESS: Increase access to education, training and support services and remove barriers to employment

1. Expand access to and enhance the availability of technological resources.

2. Expand and enhance access to transportation and other support services.

3. Increase access to expertise, especially to underserved Nevadans and those with multiple and complex barriers to employment.

4. Ensure physical and geographical access to service delivery locations.

5. Provide a single point of access to all employment-related services.

ALIGNMENT: Align, coordinate and integrate education, employment and training programs to meet the needs of Nevadans

1. Develop and implement a Nevada career pathways system that aligns and integrates education, training, counseling and support services.

2. Maximize education and training opportunities for Nevada’s job seekers.

3. Develop a comprehensive management information system.

4. Coordinate employment supports across Nevada’s workforce development system.

QUALITY:  Meet the needs of Nevada’s employers by enhancing the quality of an integrated workforce development system that provides measurable value on investment.

  1. Improve Nevada’s workforce development data system’s validity, relevance, timeliness, and integrity. Expand and enhance Nevada’s employers’ partnerships, networks and engagement efforts.
  2. Ensure that Nevada’s workforce has the relevant skills, preparation and credentials necessary for in-demand employment.
  3. Ensure service delivery staff members are skilled, qualified, adaptable, and possess 21st century understanding of Nevada’s evolving labor market and workforce needs.
  4. Ensure accountability and transparency to Nevada’s workforce development participants and stakeholders.
  5. Enhance efficiency and effectiveness of the workforce system.      

OUTCOMES:  A statewide workforce development system that results in skills gains, relevant credentials, good jobs, and prosperity for Nevadans.  

  1. Prepare potential employees to achieve competitive, integrated employment in the New Nevada.
  2. Meet the skilled workforce needs of Nevada employers.
  3. Meet the needs of Nevada’s job seekers.
  4. Provide effective and efficient job training that is aligned with in-demand occupations.
  5. Implement accountability measures directly aligned with high priority outcomes.

Performance Goals

Pursuant to US DOL TEGL 10-19, Performance Goals for the Core Programs contains proposed/expected levels of baseline performance for PY21 and PY22, based on studies of available historical performance data, and reasonable estimations for new measures that have no historical data.

The new performance indicator of effectiveness in serving employers will be measured as a shared outcome across all six core programs to ensure a holistic approach to serving employers.  The state will continue piloting approaches for measuring this indicator for the first two years of this PY 2020-2023 State plan.   

During the next two years of WIOA performance accountability, the state will renegotiate performance indicators for each program and indicator based on existing enrollment data and robust discussions amongst core programs partners, local boards, U.S. DOL and Department of Education (ED) representatives. Thereafter, the state will, in coordination with core program partners, adjust performance indicators following guidance from U.S. DOL Employment and Training Administration (ETA); U.S. ED; U.S. ED’s Office of Career Technical and Adult Education (OCTAE); and, ED’s Rehabilitation Services Administration (RSA).

The state was issued a waiver to the obligation of eligible training providers (ETPs) to collect performance data on all students in a training program pursuant to WIOA sections 116(d)(4)(A) and 122; and, 20 CFR §677.230(a)(4) and (5) and 20 CFR §680.  Said waiver was approved on December 13, 2018, effective through June 30, 2020, and noted in Performance Goals for the Core Programs. 

As part of this state plan, the state is submitting a continuation of this waiver, effective July 1, 2020 through June 30, 2022; see Eligible Training Provider (ETP) Performance Data Waiver Request.

Assessment

 The state will assess overall effectiveness of the workforce investment system and promote continual improvement of the quality of such programs through a four-step iterative process as follows:

  • Reporting: Goals which are identified within the strategic plan will be tracked and measured for progress (e.g., survey results, LMI, performance goals, integration progress, referral progress, resource sharing, and customer reports).
  • Stakeholder feedback: Feedback from system partners will improve customer service, employer service, partner collaboration, and provide a means to gather qualitative system intelligence.
  • Analysis: Reporting will form the basis of analysis which will improve understanding of system operation and provide insight into increased efficiencies. Through the use of analysis, system baselines and goals will be used to evaluate effectiveness of different initiatives and programs.
  • Utilization of assessment to drive continuous improvement: Analysis coupled with stakeholder feedback will drive the decision-making process for improving the quality of the system. Through the use of analysis, opportunities for improvement can be identified, and system baselines and goals can be established to measure the effectiveness of planned changes. The state will use the widely accepted PDCA (Plan-Do-Check-Act) model for continuous improvement.
  1. Plan: Identify an opportunity and plan for change.
  2. Do: Implement the change on a manageable scale.
  3. Check: Use data to analyze the results of the change and determine whether it made a difference.
  4. Act: If the change was successful, implement it on a wider scale and continuously assess the results. If the change did not work, begin the cycle again.