WIOA State Plan Common Elements

(B) Assessment of AJC Program partner Programs. Describe how other AJC delivery system partner program services and Combined State Plan partner programs included in the plan will be assessed each year. Such state assessments should take into account local and regional planning goals.

All AJC program partners are assessed by both the State and Local Areas twice annually in conjunction with formal monitoring by DWDAL’s Monitoring and Compliance Unit. As part of both program and fiscal monitoring, Local Area leadership and MD Labor’s Title III Labor Exchange Administrators complete an assessment survey regarding partners, their service delivery, and their performance. When a partner is not performing well, and/or not in accordance with the MOU or RSA, a Corrective Action Plan is developed.

Performance reports, partner feedback, and Corrective Action Plans are considered in goal negotiation AND taken into account during the review of Local and Regional Plans. Maryland has a robust procedure of reviewing and editing Local and Regional Plans, and the DWDAL Monitoring and Compliance Unit, as well as representatives from OWIP, participate in that effort. The Plans are broken into sections and reviewed by Subject Matter Experts who then work with the Regions and Local Areas to refine their goals.

When developing the State’s policy on monitoring (PI 2019-07 Monitoring) and other monitoring tools, stakeholders considered how to involve partners and leadership in the evaluation process. As a result, reports are often shared with Local Directors and Local Board Chairs. Additionally, MD Labor’s Program Monitoring Questionnaire includes, but is not limited to, the following questions for evaluation prior and during monitoring visits:

• Please describe any special, shared, or common responsibilities taken on by the AJC partners to improve service delivery within the AJC. For example, which partners provide assistance in the resource room, reception, workshops, assessments, participant outreach, etc.?
• Describe the processes and tools that are in place to support continuous improvement activities in the AJC.
• How is the Local Area integrating and partnering its programs within the AJC? Please provide examples of the integration/coordination of activities (USDOL Core Monitoring Guide).
• How does the Local Area assess its performance integration, and how is the data used?
• What area of integration has been identified as a priority for the Local Areas and what action had been taken for this integration?

Responses are used to guide discussions during visits, provide technical assistance, and again, contribute to Maryland’s overall commitment to continuous partner and system evaluation.
MD Labor’s Program Monitoring Questionnaire contains a subsection for each program to ensure comprehensive assessment of all partners.

Additional specific examples are listed below:

TANF

The U.S. Department of Health and Human Services assesses state TANF performance based on the Work Participation Rate (WPR) performance indicator. Under the WPR, states must engage TANF work eligible individuals in federally approved, countable work activities for a specific number of hours per week. By statute, the target WPR is 50 percent. Below is Maryland’s WPR federal indicator:

• WPR – The total number of work eligible TANF recipients that have met their work requirement, averaging 30 hours per week (20 hours a week for single parents with one or more children under six years old), in the month. In addition to the federal WPR, Maryland assesses performance based on the following indicators:
  • Job Placements – The total number of TANF recipients that were placed in a subsidized public employment, subsidized private employment, unsubsidized employment, or OJT activity;
  • Ten Dollar per Hour Job Placements – The total number of TANF recipients that were placed in a subsidized public employment, subsidized private employment, unsubsidized employment, or OJT activity and scheduled for 30 hours per week or more; and
  • Job Retention – Achieve a job retention rate of 75 percent.

Maryland DHS will continue to focus on the primary federal TANF performance measure of 50 percent for WPR. In addition to WPR, DHS will begin to provide and report out data on TANF outcomes for the first three proposed Common Measures: Employment, Retention, and Median Wages.

Trade Program

USDOL assessed Maryland’s Trade performance through the Participant Individual Record Layout (PIRL). The PIRL is used by USDOL to compile the TAADI, TRADE Data Integrity feature where the data extract capturing the full universe of Trade applicants, including Trade participants who receive benefits and services across programs. A standardized set of data elements that includes information on participant demographics, types of services received, and performance outcomes is a key component of this reporting structure. As the TAADI is intended to track information on Trade activity on a “real time” basis for individuals, from the point of Trade eligibility determination through post-participation outcomes, the data are used to respond quickly and effectively to the management information needs of Congress, the Executive Branch agencies of the federal government, and a variety of stakeholders who develop and implement Trade program design. In addition, Trade assessment data are made available to the public based on industry, state, and national aggregates through a query able search feature on the Trade website located at www.doleta.gov/tradeact, which provides an unprecedented level of transparency on Trade participation.

JVSG Program

Annually, the state and USDOL negotiate Maryland’s targets for performance measures for employment services for Veterans. Performance during previous periods guides the performance negotiation process to ensure that performance levels are both realistic and challenging. States are expected to develop strategies and policies that demonstrate continuous improvement. USDOL measures the effectiveness of a state’s employment services by reviewing:

• The JVSG Program; and
• All other USDOL administered programs that are offered to Veterans through the AJC delivery system.

Should the state fall short of its negotiated targets, USDOL’s Veterans Employment Training Services (VETS) provides technical assistance to help the state achieve success in providing Veterans with employment services that lead to viable opportunities for employment. In accordance with TEGL 8-16, the WIOA core program indicators and reporting requirements now also apply to the JVSG program; Employment Rate Quarter 2, Median and Employment Rate Quarter 4. JVSG also negotiates performance of all veterans for Employment Rate Quarter 2, Median and Employment Rate Quarter 4.