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V. Performance Goals and Levels

V.A. Provide a description of the process to be used by the LWIB to measure the performance of the local fiscal agent.

As the grant recipient, the Pima County Board of Supervisors has designated the Pima County Community Services Department to serve as the local fiscal agent. Pima County and the Community Services Department are audited each year by the Auditor General. Community Services will provide the Workforce Board with periodic financial reports.

V.B. Provide a description of the process to be used by the LWIB to measure the performance of eligible providers.

Eligible service providers will enter into a written agreement with Pima County Community Services. Each agreement will specify required performance. The workforce Board will monitor fiscal and program performance quarterly. On-site program and fiscal monitoring will be conducted annually.

Service providers who are deficient will be expected to prepare corrective action plans to bring their programs into compliance. Agreements have termination clauses that can be used if corrective action plans are unsuccessful.

V.C. Provide a description of the process to be used by the LWIB to measure the performance of the local One-Stop Delivery system.

The Workforce Board will establish annual goals and measure the performance of the system against these goals. Goals will be used to:

1. increase the number of persons using the system
2. increase the satisfaction level of individuals using the system
3. increase business participation in the system; and
4. increase employer satisfaction with the system.

Each year the Board will establish these goals after reviewing the past year's performance. Each year, the Board will negotiate with the state performance standards for Youth (14-18), Youth (19-21), adults, and Dislocated Workers as well as customer satisfaction standards for participants and employers.

Continuous improvement will be through systems established at the One Stop Center during the State-wide One Stop Implementation process. These systems allow board, managers, and staff to obtain feedback regarding the quality of existing services.

Performance Goals and Levels

Additions to the Pima County plan as of 6/19/00.

LOCAL PERFORMANCE INDICATORS AND GOALS

A) Describe how your LWIB proposes to meet and exceed the expected levels of performance outlined in the chart.

Some WIA Performance Measure projections are based on JTPA Data, which is somewhat, but not fully, comparable to WIA. The WIB will monitor performance and local economic variables on a quarterly basis, and request modifications to First Year Performance Measure targets as needed. The targets included in the plan for Years Two and Three are considered preliminary and are subject to further negotiation by the WIB based on first year data, economic conditions, and other variables that the WIB may feel are important, such as possible local emphases on targeted populations, certain occupations, or certain industries.

The WIB is developing an action plan for performance measures that includes priorities, working with partners to leverage resource, and integrating service delivery with partners over a five year period.

LWIB members, Staff, subcontractors, partners, and others involved in the program shall be informed of performance measure targets.

The basic process for insuring the WIB meets and exceed performance is a systematic approach that allows us to know where we are at all times as well as changes that need to be made. This process is summarized in the following paragraphs.

Data Collection

Data shall be collected through the system provided by the state.

Reporting

Monthly reports shall be given to staff subcontractors, partners, and shall be posted on the website and placed in the One Stop Center. Each quarter, a report will be given to the Accountability and Performance committee of the WIB. It will include a review of performance, highlight, problem areas, analysis, corrective actions that have been suggested or implemented, and recommended programmatic changes if needed.

Analysis

Analysis shall focus on the local economy, as well as program issues. Analysis shall seek to define underlying trends that could impact performance measures, leading to corrective action plans.

Corrective Action

Corrective action plans will be developed in areas that there appears to be a chronic problem. This plan may include minor changes in program emphasis, such as recruitment and training offerings, or may lead to recommendations for renegotiation of performance measure benchmarks.

Programmatic Changes

Programmatic changes taken by the LWIB may include termination of contracts, issuance of RFPS, and renegotiation of performance measure benchmarks.

Analysis of impact of changes

Analysis of corrective actions and programmatic changes shall be incorporated into subsequent reports to determine whether or not the changes have helped improve performance.

B) Recap/describe the characteristics of the populations to be served in your LWIA which are outlined in the chart.

Youth

Under WIA, Pima County's Youth Council and WIB is targeting a service level of 45% dropouts. The required barriers for youth have impacted enrollments, since some youth may not be eligible even though they are economically disadvantaged. The Youth Council adopted "Occupationally Skills Deficient" as its 6th barrier.

The change in eligibility makes it difficult for Pima County to predict WIA performance outcomes.

Traditionally, minority youth compose a disproportionately high percentage of economically disadvantaged youth. During the transition from JTPA to WIA, the mix may change somewhat since experience has shown that more homeless youth tend to come from European-American backgrounds. The Youth Council however, identified certain client characteristics as a WIA year one target.

Through an RFP process, the Youth Council awarded contracts to three Community Based Organizations and Pima Community College. These awards allow the LWIA to identify and recruit youth from areas that have a traditional economically disadvantaged background. The RFP asked proposers to target services at 14-18 year olds, and 19-21 year olds as two separate groups. It also asked them to identify specific strategies for in-school and out-of-school youth in each age group. Performance measures were a part of the RFP package that proposers responded to. The mix of providers and services is different than JTPA, making it difficult to project WIA Performance Measures.

Adults

Under WIA, Pima County will maintain its traditional commitment to persons with educationally disadvantaged backgrounds and the Limited English Speaking, as well as add older workers as a group of emphasis. As a result of an RFP process, the County established subcontracts with several Community Based organizations that operate in areas characterized by high poverty, high unemployment and significant minority populations. This will help the County in identifying economically disadvantaged adults in need of services.

Additional populations brought in by partners, such as Migrant/ Seasonal Farmworkers and Public Housing recipients are expected to increase under WIA. It is hard to judge the impact of these populations on WIA performance standards.

One of the most interesting aspects of WIA is the increased emphasis on serving incumbent workers. Higher paid incumbent workers will only receive core services, yet will be counted in performance measures. Many of these may use core and intensive services to find new jobs that result in incremental wage increases of 50 cents an hour. Lower paid incumbent workers will be eligible for training services, but may have to stretch training out over a long period of time because of the need to continue working.

Because of stringent WIA standards for training providers, we expect that the types of available vocational classroom training for adults will eventually decrease under WIA, and that On-the Job Training will become a more significant option for clients.

In the Local Performance Indicators and Goals Chart we have used 90% baseline 97-98 data as our Year One target. Given the uncertainties surrounding the first year of WIA, including working with new partners, and changes in target population emphases, we feel that 90% of the baseline represents a good beginning.

Dislocated Workers

Under JTPA, some services that will now be called "core" could be given to dislocated workers in a Rapid Response situation without enrolling those workers into JTPA. This includes workers who may ultimately opt for retirement or semi-retirement or who may decide to voluntarily exit the workforce for a period of time. These people may be enrolled under WIA. This will lower the Entered Employment Rate and the Earnings Replacement Rate.

Based on projected carryover obligations out of JTPA and the first WIA dislocated worker funding award, Pima County expects to enroll anyone into dislocated worker training services during the period July 1, 2000 to June 30, 2001. As a result, persons who enter this program will enter into Core and Intensive services. Since retraining is an integral factor in increasing wages for dislocated workers, we expect that the lack of available training will lower our Earnings Replacement Rate.

Pima is currently serving miners under a special DOL NRA grant. We understand that technically these miners should not be counted into our performance measures. However, some of them may be because of two reasons: 1) many of them are co-enrolled into TAA, which is a partner program and could be reflected in our performance measures; and 2) some of them will not complete the program before the NRA grant expires in March of 2001 and may then be enrolled into WIA.

Since expectations for these miners is a lower wage than before the program began, this will have a significant negative impact on our Earning Replacement Rate.

C) Describe your local methods to ensure incremental progress and continuous improvement on your performance measures.

The Accountability and Performance Committee is responsible for continuous improvement. The steps outlined in A) above give the Committee the tools to do this.

In addition, the LWIB will revisit MOUs before each succeeding year of WIA. These will be renegotiated with an eye towards integrating partners more fully into the One Stop system and One Stop performance measure goals.

D) Describe your local board's policy/criteria for determining self-sufficiency for the adult population to be eligible for intensive services.

Adults--An adult with an income below 70% LLSIL or a member of a priority group as described in the Pima County plan is not self-sufficient.

Dislocated workers--A Self-sufficient wage for a dislocated worker is 100% of the layoff pre-wage for workers earning the Pima County median wage, a prorated portion of the wage based on a scale declining from 100% to 80% of the pre-wage for a worker who earned between 100% and 125% of the Pima County median wage, (so that the wage does not exceed the Pima County median) and 80% of the pre-wage for workers earning more than 125% of the Pima County median wage.

The Pima County median wage is established by the State of Arizona for the Workforce Recruitment and Job Training Program.