Texas Workforce Investment Council Briefing Materials

Texas Workforce Investment Council Briefing Materials

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Briefing materials for the December 6, 2019 meeting of The Texas Workforce Investment Council

Texas Workforce Investment Council

Survey of Digitization INF385R

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2019-11-25

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20200037_twic_2019-11-25

Texas; 2019-12-6

Texas Workforce Investment Council
Greg Abbott
Governor
Dan Patrick
Lt. Governor
-Dennis Bonnen
Speaker
Mark Dunn
Chair
Lee Rector
Director
I
Briefing Materials
December 6, 2019
Austin Community College
Highland Business Center
5930 Middle Fiskville Road
Room 201
Austin, Texas 78752
Texas Workforce Investment Council
Members
Mark Dunn (Chair), Lufkin
Sharla Hotchkiss (Vice Chair), Midland
Gina Aguirre Adams, Jones Creek
Mark Barberena, Fort Worth
Lindsey Geeslin, Waco
Carmen Olivas Graham, El Paso
Thomas Halbouty, Southlake
Robert Hawkins, Bellmead
Adam Hutchison, Elm Mott
Paul Jones, Austin
Wayne Oswald, Houston
Paul Puente, Houston
Richard Rhodes, Austin
Jerry Romero, El Paso
Adriana Cmz, Austin
Harrison Keller, Austin
Mike Morath, Austin
Courtney Phillips, Austin
Ed Serna, Austin
Representing
Business and Industry
Community-Based Organizations
Business and Industry
Labor
Labor
Education
Business and Industry
Labor
Education
Labor
Business and Industry
Labor
Education
Business and Industry
Economic Development and Tourism, Office of the Governor
Texas Higher Education Coordinating Board
Texas Education Agency
Texas Health and Human Services Commission
Texas Workforce Commission
Mission of the Texas Workforce Investment Council
Assisting the Governor and the Legislature with strategic planning for and evaluation of the Texas
workforce system to promote the development of a well-educated, highly skilled workforce for Texas.
HTTPS://www .GOV. TEXAS.GOV/ORGANIZA TION/TWIC
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GOVERNOR GREG ABBOTT
TEXAS WORKFORCE INVESTMENT COUNCIL
November 25, 2019
Dear Council Members:
Enclosed please find the December 6, 2019, meeting briefing book.
The Texas Workforce Investment Council (Council) will meet at 9:30 a.m. on Friday, December 6, 2019, at
the Austin Community College Highland Business Center located at 5930 Middle Fiskville Road, room
201 , in Austin, Texas. The Executive Committee will also meet in room 201 that same day at 8:00 a.m.
Overview of Council Meeting Agenda Items and Briefing Book Contents
The Council meeting will begin with a report from the Executive Committee and a report from the member
representing the Rehabilitation Council of Texas. These reports will be followed by an update on Texas
Talent Connection grants and an update on the Workforce Innovation and Opportunity Act state plan. The
Council will then consider for approval, and delivery to the Governor and legislature, the Council's annual
evaluation report on the workforce system, Evaluation 2019: Accomplishments and Outcomes of the Texas
Workforce System. This action item may be found on page 11 of the briefing book. The next several agenda
items will include briefings on Council activities, projects, and reports. The first briefing item, found on
page 67, will provide an overview of the Council's most recent research report, Understanding the Need for
Nurses in Texas: Defining the Skills Gap. Next, members will receive a briefing on the Council's annual
report. This briefing item may be found on page 125. The following item, found on page 133, provides
information on the update to the Texas workforce system strategic plan. The final item, found on page 155,
will inform members on the Results for America initiative and evidence-based grant making.
For the remainder of the meeting, members will hear from a panel of community college presidents on
community college priorities in Texas. This presentation item may be found on page 157 of the briefing
book.
Upcoming Projects and Activities
In the coming months, we will continue to work with our system partners on the update to the workforce
system strategic plan, as well as continue the work identified within the Council's work plan for fiscal year
2020.
I look forward to seeing you in December. In the meantime, I would be happy to answer any questions that
you have about the meeting or the agenda. Please do not hesitate to contact me by email at
lee.rector@gov.texas.gov or at (512) 936-8100.
Sincerely,
POST OFFICE Box12428 AUSTIN, TEXAS 78711512-463-2000 (VOICE) DIAL 7-1-1 FOR RELAY SERVICES
AGENDA

I.
II.
III.
IV.
V.
TEXAS WORKFORCE INVESTMENT COUNCIL
Austin Community College
Highland Business Center
5930 Middle Fiskville Road
Room 201
Austin, Texas 78752
COUNCIL MEETING
December 6, 2019
Mark Dunn, Chair
ORDER OF AGENDA AND TABLE OF CONTENTS
(9:30 A.M.)
The following items may not necessarily be considered in the order they appear.
Introduction
Call to Order, Announcements, and Public Comment
Approval of Minutes - September 13, 2019
Reports, Actions, and Briefings
1. Report from the Executive Committee
2. Report on the Meeting of the Rehabilitation Council of Texas
3. Update on the Texas Talent Connection Grant Program
4. Update on the Development of the Workforce Innovation and Opportunity Act
State Plan
5. Consideration for Approval -Evaluation 2019: Accomplishments and Outcomes
of the Texas Worliforce System
6. Understanding the Need for Nurses in Texas: Defining the Skills Gap
7. The Texas Workforce Investment Council Annual Report for Fiscal Year 2019
8. The System Strategic Plan Update
9. Results for America: Evidence-Based Grant Making
Presentation
1. Community College Priorities in Texas - Presidents' Panel
Information and Updates
1. Fiscal Year 2021 Apprenticeship Funding Formula Recommendations
2. Fiscal Year 2020 Expenditure Report
Adjourn
Item
Action
Report
Report 5
Briefing
Briefing 9
Action 11
Briefing 67
Briefing 125
Briefing 133
Briefing 155
Presentation 157
Information 159
Information 161
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MINUTES
l
Briefing Book Page 1
TEXAS WORKFORCE INVESTMENT COUNCIL MEETING
Austin Community College
Highland Business Center
5930 Middle Fiskville Road
Room 201
Austin, Texas 78752
Friday, September 13, 2019
MINUTES
MEMBERS PRESENT
Mark Dunn (Chair), Sharla Hotchkiss (Vice Chair), Gina Aguirre Adams, Mark Barberena, Hilary Davis
[designee for Courtney Phillips], Lindsey Geeslin, Thomas Halbouty, Adam Hutchison, Heather Justice
[designee for Mike Morath], Mindy Nobles [designee for Raymund Paredes], Wayne Oswald, Paul Puente,
Richard Rhodes, Jerry Romero, and Ed Serna
MEMBERS ABSENT
Carmen Olivas Graham, Robert Hawkins, Paul Jones, Mike Morath, Raymund Paredes, and Courtney
Phillips
WELCOME AND ANNOUNCEMENTS
Chair Mark Dunn called the meeting to order at 9:31 a.m. and welcomed members. He recognized new
Council member Jerry Romero and announced that Ed Serna had been named executive director of the
Texas Workforce Commission (TWC). He then invited Council director Lee Rector to update members on
the commissioner changes at both TWC and the Texas Higher Education Coordinating Board. Mr. Dunn
also acknowledged several guests in attendance, including representatives from TWC and the Smart
Automation Certification Alliance, who had been invited to give presentations to the Council after its
regular business meeting.
PUBLIC COMMENT
No public comment.
APPROVAL OF MINUTES - ACTION
Mr. Dunn asked if there were any changes to the June 14, 2019, minutes. Hearing none, he called for a
motion. Richard Rhodes recommended approval of the minutes. Wayne Oswald seconded the motion.
There was no discussion. The minutes were approved.
REPORTS, ACTIONS, AND BRIEFINGS
Report from the Apprenticeship and Training Advisory Committee (Oral Report)
Mr. Dunn called on AT AC Chair Paul Puente to provide a report. Mr. Puente stated that the committee
welcomed three new members and heard updates on the following topics: apprenticeship brochures for
students, employers, and local education agencies; Chapter 133 funding for apprenticeship training
programs; and federal apprenticeship initiatives.
Briefing Book Page 2
Report on the Meeting of the Rehabilitation Council of Texas (RCT) (Briefing Item)
Mr. Dunn asked Lindsey Geeslin, who represents the Council on RCT, to provide the briefing. Ms. Geeslin
reviewed the highlights of the August RCT meeting, which included briefings on the comprehensive
statewide needs assessment; legislation to improve occupational skills training for individuals with
intellectual and developmental disabilities; a monitoring visit by the federal Vocational Rehabilitation
Services Administration; and other topics.
Update on the Texas Talent Connection Grant Program (Briefing Item)
Mr. Dunn asked Council staff Charlene Hamilton to provide an update. Ms. Hamilton briefed members on
the 2019 recipients of Texas Talent Connection II grants, reporting that more than $5.2 million had been
awarded to 15 programs in the state. She reminded members that the grant awards support innovative
education and workforce skills training programs that lead to successful job placement, increased wages,
and improved job retention, as well as programs that serve workforce populations with special needs. She
also noted that the grants were well distributed among counties and workforce regions across the state.
Fiscal Year 2019 Council Work Plan Achievements and Consideration of the Fiscal Year 2020
Council Work Plan (Action Item)
Mr. Dunn called on Lee Rector to brief the Council. Ms. Rector presented an overview of the Council's
activities in fiscal year (FY) 2019, including publishing the third evaluation report under the current system
strategic plan, hosting two employer panels, and publishing the results of a statewide employer engagement
strategy to identify industry-based certifications for middle-skill STEM occupations in Texas. She then
presented the draft work plan for FY 2020, which is structured according to the six primary roles of the
Council: strategic planning and capacity building; evaluation and performance measurement; research and
continuous improvement; review; skill standards; and general administration.
Mr. Dunn asked for a motion to approve the FY 2020 Council work plan. Sharla Hotchkiss so moved.
Lindsey Geeslin seconded the motion. There was no discussion. The motion passed unanimously by voice
vote.
Skill Standards for Advanced Manufacturing, Energy, and Healthcare Occupations (Action Item)
Mr. Dunn asked Council staff Anne Dorsey to provide a briefing on the action item. Ms. Dorsey explained
to members how the skill standards met the Council's legislative and policy requirements for recognition.
She then presented the eight skill standards in advanced manufacturing, energy, and healthcare occupations
that were being considered for approval. She reported that Council staff reviewed the skill standards and
verified that they met the criteria to be recognized and included in the Texas skill standards system. She
noted that if recognized, the standards would be posted in the public domain on the Texas skill standards
website.
Mr. Dunn asked for a motion to recognize the eight skill standards for advanced manufacturing, energy,
and healthcare occupations. Thomas Halbouty so moved. Richard Rhodes seconded the motion. There was
no discussion. The motion passed unanimously by voice vote.
Update to The Texas Workforce System Strategic Plan FY 2016-FY 2023 (Briefing Item)
Mr. Dunn invited Ms. Rector to provide opening remarks on the briefing item. Council staff Kaki Leyens
then briefed members on the four-year update to the system strategic plan, which guides the delivery of
programs and services at the state, regional, and local level. She reviewed the plan structure and the specific
information that will be considered in the update. Ms. Leyens highlighted an example of a partner agency
2
Briefing Book Page 3
action plan that would be updated and then discussed the process and timeline for the update. She noted
that the Council will consider endorsement of the update at its February meeting.
Evaluation 2019: Accomplishments and Outcomes of the Texas Workforce System (Briefing Item)
Mr. Dunn called on Council staff David Mass to present the item. Mr. Mass provided an overview of the
structure of the evaluation report, which will be presented to the Council in December. He reminded
members of the report's evaluation framework and balanced scorecard format, which is designed to support
performance assessment and elevate the outcomes of the workforce system. He discussed the goal areas
and action plan status updates that will be addressed in the report and closed by reviewing the project
timeline. After the briefing, Ms. Rector thanked the Council's partner agencies for submitting data and
updates for the evaluation report and strategic plan update.
Update to Mature Workers in Texas: A Demographic Study (Briefing Item)
Mr. Dunn called on Council staff Rafael Gonzalez to present the item. Mr. Gonzalez provided a brief
overview of the 2019 demographic report on mature workers (age 55 and older) in Texas. The report is an
update to a report that was published in 2017. Mr. Gonzalez summarized key data points for mature workers
across the nation and then presented a breakdown of the Texas mature worker population by race and
ethnicity, age, gender, educational attainment, and industry. The report will be posted on the Council's
website.
Results for America Workforce Initiative (Briefing item)
Mr. Dunn asked Ms. Rector to update members. Ms. Rector provided information on the Results for
America initiative, which focuses on using data to guide decision making, and stated that a team from Texas
was invited to participate in a state and local workforce fellowship. She discussed the membership of the
Texas team and noted that the team will work on three strategies to implement and achieve evidence-based
outcomes in the state.
PRESENT A TIO NS
Mr. Dunn announced that Dale Robertson and Reba Bacon of the Texas Workforce Commission would
present information on the Skills Development and Self-Sufficiency Fund programs, and that James Wall
of the Smart Automation Certification Alliance would share information about how the organization assists
individuals in attaining career certifications.
Skills Development Fund and Self-Sufficiency Fund -Texas Workforce Commission
Mr. Robertson began the joint presentation by providing an overview of the Skills Development Fund,
which is intended to help increase the skill levels and wages of the Texas workforce. Mr. Robertson
highlighted eligible applicants, typical grants, and stakeholder partnerships for the fund. He also reviewed
the fund's performance for fiscal year 2018.
Ms. Bacon then presented information on the Self-Sufficiency Fund, which helps participants receive
occupational skills and industry recognized certifications leading to an occupation that allows them to
become and remain independent of public assistance. She reviewed training requirements, project funding,
performance, and success stories. During and after the presentation, discussion centered on wages,
occupations, and the_ geographical distribution of the funds in the state.
Certification Attainment (Industry 4.0) - Smart Automation Certification Alliance
Mr. Wall opened the presentation with a video explaining the concept of Industry 4.0. He described the
benefits oflndustry 4.0, reviewing examples of new technology and the skills workers need for technology
upgrades. He also discussed the background and mission of the Smart Automation Certification Alliance.
Mr. Wall then reviewed examples of occupational certifications at the associate, specialist, and professional
3
Briefing Book Page 4
levels. After the presentation, there was discussion on the costs for equipment and the transferability of
credentials.
INFORMATION AND UPDATES
Mr. Dunn announced that the next meeting of the Council would be held on Friday, December 6, 2019.
ADJOURN
Mr. Dunn called for a motion to adjourn the meeting. Mark Barberena moved to adjourn. Paul Puente
seconded the motion. The motion was approved by unanimous voice vote. The meeting adjourned at 11 :59
a.m.
4
) REPORTS, ACTIONS,
AND BRIEFINGS
\ .
TO
SUBJECT
Introduction
Council Members
TWIC BRIEFING ITEM
MEMORANDUM
Meeting of the Rehabilitation Council of Texas
Briefing Book Page 5
REF: KL.twic.112.120619
The Rehabilitation Council of Texas (RCT) partners with the Texas Workforce Commission (TWC) to
advocate for Texans with disabilities in the vocational rehabilitation process. This briefing provides the
major points of discussion from the RCT quarterly meeting on November 7- 8, 2019.
Background
RCT is federally mandated by the Rehabilitation Act of 1973 and the Workforce Innovation and
Opportunity Act of 2014 (WIOA). RCT reviews, analyzes, and advises the TWC on policy, scope, and
effectiveness of vocational rehabilitation services and eligibility requirements. RCT works in partnership
with TWC to develop and review state goals and priorities. RCT also contributes to the preparation of the
state plan for vocational rehabilitation.
Statutory membership requirements for a state rehabilitation council, as specified in 34 Code of Federal
Regulations 361.17, include the appointment by the Governor of a minimum of 15 members~ with at least
one member representing the state workforce investment board (state board). The Texas Workforce
Investment Council (Council) serves as the state board in Texas. The RCT member representing the Council
is Lindsey Geeslin.
Discussion
The Council recognizes individuals with disabilities as a valuable resource for Texas employers and the
Texas economy and the importance of vocational rehabilitation services that support competitive integrated
employment. The Council provides a suite of research products and news updates that are distributed to
members, system partners, and workforce stakeholders and are available on the Council 's website.
Members may refer to the document, Vocational Rehabilitation Services: A Texas Primer, and the
demographic report, People with Disabilities: A Texas Profile, for more information about this population
and the workforce programs and services that facilitate better employment outcomes.
RCT's primary role is to ensure the success of the vocational rehabilitation program by advising TWC
regarding program effectiveness; customer satisfaction with providers and employment services; and the
state plan, goals, and priorities. A majority of RCT members are people with disabilities and represent a
range of organizations interested in serving people with disabilities. RCT chair Michael Ebbeler opened the
meeting and introduced new members Joe Powell and Lisa Cowart.
Committee Meetings
RCT committees are structured to facilitate discussion related to policy, procedures, and personnel
development; membership and education; customer satisfaction and needs assessment; and planning and
review.

Briefing Book Page 6
Each committee briefed members and received direction on topics including the following :
• The policy committee reported the status of vocational rehabilitation counselor positions staffing,
including open positions and numbers eligible to retire, and discussed a retention strategy to
encourage more counselors to earn the required master's degree. Vocational rehabilitation counselors
have seven years to earn the degree, and the committee believes that attainment of the degree would
improve staffing and quality.
• The membership and education committee reported new member appointments and requested
recommendations to fill open positions for two business and industry representatives and one
recipient member. The committee also discussed concern about consumer awareness of the
vocational rehabilitation program and counseling services given that workforce center locations are
still not familiar to consumers who are looking for rehabilitative services. Members were asked to
visit local workforce centers across the state to determine how consumers are received and directed
to services.
• The customer satisfaction committee discussed the processes to conduct the comprehensive statewide
needs assessment (CSNA). Input from vocational rehabilitation consumers, vocational rehabilitation
counselors and TWC staff, and vocational rehabilitation providers are collected from regional
meetings, the CSNA survey, and quarterly customer satisfaction surveys. The CSNA survey is used
to identify goals and priorities for the vocational rehabilitation program. The RCT committee is
implementing changes to the process in order to improve access, awareness, and attendance at
regional town hall meetings and survey response rates. The Public Policy Research Institute at Texas
A&M University will conduct the CSNA survey, mandated by the federal Rehabilitative Services
Administration. The consumer and provider groups have been increased from 1,000 polled in the last
CSNA to 4,000 to improve the response rate.
• The planning and review committee reported on a series of national conferences. The State
Rehabilitation Council- Vocational Rehabilitation Partnership under WIDA manual was provided
to all members. The manual reflects changes under WIOA and was noted to be particularly helpful
to state rehabilitation councils.
• Carline Geiger, TWC, reported the status of the combined state plan for vocational rehabilitation,
noting that the commission would consider the draft of the plan at its November 26 meeting. If
approved by TWC, the plan would be posted for public comment through December 26. The Council
will consider the combined state plan and make a recommendation for approval to the Governor at
the Febmary meeting.
TWC Vocational Rehabilitation Services Report
Cheryl Fuller, director of the Vocational Rehabilitation Services Division at TWC, opened remarks by
recognizing that 2020 marks the 100th year of the vocational rehabilitation program. She reported on the
Re-Think Performance Initiative meeting hosted by the Rehabilitative Services Administration in
Washington D.C. and its emphasis on building the capacity of the vocational rehabilitation system from its
leadership to the counselors in order to serve more consumers. The current labor market is creating
employment opportunities, and the private sector is recruiting heavily. This situation provides an
opportunity to improve career outcomes for individuals with disabilities and places greater demand on
services. The program is particularly focused on improving the response to consumers and delivering timely
services. In response to RCT members' concern about a national trend toward states returning vocational
rehabilitation program funding to the national treasury, Ms. Fuller discussed strategies for the state program
to effectively implement program funding, including increasing awareness of services, engaging local
communities with the workforce boards, identifying underserved populations, and improving customer
retention and case management. She specifically addressed staffing concerns. Turnover is high among
Briefing Book Page 7
vocational rehabilitation counselors, and the program has seen a decrease in qualified applicants. TWC is
working on an internal communication plan to attract, retain, and engage vocational rehabilitation staffing.
Presentations
The Arc of Texas CEO, Jennifer Martinez, and director of public policy, Kyle Piccola, presented the
background and legislative highlights from the 2019 session of the Texas Legislature. The parent-advocate
organization was created to support individuals with intellectual or developmental disabilities (IDD) and
reported strong legislative support for the IDD population related to preparation for independent living,
career training, and long-term services to support employment.
Lisa Maciejewski-West, Michael Ebbeler, and Lisa Godwin represented RCT at a series of meetings and
conferences this fall and presented additional information from the following:
• National Coalition of State Rehabilitation Councils, Inc., conference
• Council of State Administrators of Vocational Rehabilitation conference
• National Council of State Agencies for the Blind, Inc.
Members noted that the conferences will be held in San Antonio in 2020 and that RCT should move the
November meeting to align with the conferences in order to allow more members to attend.
The next RCT meeting is scheduled for February 6-7, 2020 in Austin, Texas.
Recommendation
It is recommended that the Council note the information contained in this item.
Briefing Book Page 8
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TO
SUBJECT
Introduction
Council Members
TWIC BRIEFING ITEM
MEMORANDUM
'
Briefing Book Page 9
REF: LR.twic.114.120619
Update on the Development of the Workforce Innovation and Opportunity Act
State Plan
The Texas Workforce Investment Council (Council) will consider endorsement of the Texas combined
state plan under the Workforce Innovation and Opportunity Act (WIOA) at its February 2020 quarterly
meeting. Upon endorsement, the Council will recommend final approval by the Governor and transmittal
to the U.S. Secretary of Labor. This item will brief members in advance of consideration for action in
February.
Background
The Workforce Innovation and Opportunity Act of 2014 (WIOA, Public Law 113-128) was enacted on
July 22, 2014. This legislation passed Congress with a bipartisan majority and is designed to help job
seekers access employment, education, and training in order to achieve success in the workforce.
As the State Workforce Investment Board, the Council is charged with approval of the state plan required
under WIOA. WIOA requires that states must have an approved state plan in place in order to receive
WIOA formula funding.
The Council approved the first WIOA state plan in February 2016. During the four-year period of that
plan, there were several modifications; the last modification was approved by the Council in June 2018.
Discussion
The Planning Process and Requirements
WIOA requires the Governor to submit a state plan to the U.S. Department of Labor (DOL) that will
outline a four-year plan for the workforce investment system. The due date for the plan submission is
March 2020.
WIOA instructs the state workforce board to assist the Governor in developing the WIOA state plan to
ensure the planning process is completed in a transparent manner, and in consultation with a variety of
workforce partners that include local workforce boards, business representatives, adult education
providers, and postsecondary institutions.
DOL has specified that states have the option of submitting a unified plan or a combined state plan for
WIOA. Texas will submit a combined state plan, and the Texas Workforce Commission (TWC) is the
lead agency in developing the plan.
WIOA statute identifies the structure required for the state plan. The plan must be composed of strategic
and operational planning elements. The strategic plan should describe the state's vision, goals, and
strategies for preparing an educated and skilled workforce to close the skills gap, and meet employer
Briefing Book Page 10
needs. The operational planning elements in the state plan must describe each program and the operating
systems and policies that support implementation of the strategies.
Overview of the State Plan
The strategic portion of the plan will contain the Governor's vision and stated goals for Texas' workforce
system. It will include a description of the major strategies and goals of the plan; updated economic and
demographic information for Texas, including projections for the future and information about target
populations; a discussion of how the state will align policy, operations, and administrative systems; and
outcomes and quantitative targets.
The operational portion of the plan will include a description of programs, participant groups, and the
delivery of services. It will include a description of how service delivery will achieve outcomes; a
description of services for employers; an overview of the workforce system; information on organization
at the state and local levels; and descriptions of workforce programs and required policies. Each program
will lay out its operational details. The programs in the combined state plan include:
• adult, dislocated worker, and youth programs under Title I of WIOA,
• the Adult Education and Family Literacy Act program under Title II of WIOA,
• the Wagner-Peyser Employment Service program under Title III of WIOA,
• the vocational rehabilitation program under Title IV of WIOA,
• the Senior Community Service Employment Program, and
• the Migrant and Seasonal Farmworker program.
There will also be an assurances section where states must affirm that specific requirements have been
met. These key obligations form the basis of the commitment by TWC to uphold the requirements in the
law and regulation. Included in the assurances are the requirements for stakeholder consultation and
public comment during development of the plan.
Approval of the State Plan
Following the Council's consideration of the combined state plan in February, the plan will be transmitted
to the Governor for his consideration for approval. The state plan is then subject to the approval of both
the secretary of labor and the secretary of education, after approval of the commissioner of the
Rehabilitation Services Administration. The plan is considered to be approved at the end of the 90-day
period beginning on the day the plan is submitted, unless the secretary of labor or the secretary of
education makes a written determination that the plan is inconsistent with the statute provisions during the
90-day period.
Recommendation
It is recommended that the Council note the information contained in this memorandum in anticipation of
action in February 2020.
Council Members
TWIC ACTION ITEM
MEMORANDUM
Briefing Book Page 11
REF: DM.twic.HS.120619
TO
SUBJECT Evaluation 2019: Accomplishments and Outcomes of the Texas Workforce System
Introduction
Each December, the Texas Workforce Investment Council (Council) considers for approval an annual
evaluative report on the Texas workforce system. The annual evaluation report is a key part of the Council's
overall evaluation framework, which is designed to address multiple statutory requirements outlined in
Texas Government Code.
Background
Guided by The Texas Workforce System Strategic Plan FY 2016-FY 2023, system partners work
collaboratively to ensure Texas has a workforce that ensures success in the dynamic global economy. Each
year, the Council prepares a system evaluation report for submission to the Governor and the legislature.
The 2019 evaluation report is the Council's fourth evaluation for the eight-year strategic plan period. In
September, Council members received a detailed outline of the report, which features a balanced scorecard
to provide an overview of system-level performance and progress against the plan's four goal areas.
Attachment
1. Evaluation 2019: Accomplishments and Outcomes of the Texas Workforce System
Discussion
Texas Government Code specifies that the Council will prepare an annual report on implementation of the
workforce system strategic plan, including an analysis of system performance based upon the formal and
less formal performance measures approved by the Governor. The Council is also required to report
annually on adult education, work development programs that focus on welfare to work initiatives, and the
Council's duties related to skill standards development. The annual evaluation report is the Council's key
strategy for fulfilling these statutory responsibilities. It does not duplicate reports that are required by the
Legislative Budget Board or other federal or state agencies with funding or oversight responsibility for a
given workforce system program(s).
Evaluation Framework
A new evaluation framework was developed for use during the FY 2016- FY 2023 strategic plan period.
The framework provides information on relevant statutory requirements and creates a plan and structure for
the development of the Council's overall evaluation strategy, which culminates in the preparation of the
annual evaluation report to the Governor and legislature.
System Strategic Plan - Structure and Reporting
Following Council action in September 2015, the Governor approved The Texas Workforce System
Strategic Plan FY 2016- FY 2023 and also approved the formal and less formal performance measures. The
plan further elevated the system-level approach utilized for the previous two system plans. Developed
Briefing Book Page 12
collaboratively by the Council and its system partners, the plan focuses on high-level, system objectivesmany of which require multi-partner collaboration or alignment of programs, initiatives, and outcomes. The
plan is structured around four goal areas that address cross-agency, high-priority issues related to
employers, partner engagement, system alignment, and program improvement and integration.
Reporting elements are designed to provide a system perspective of progress and achievement for partner
agencies and other system stakeholders, and to meet statutory requirements for reporting to the Governor
and legislature. To complement the plan's structure and to support associated reporting and performance
assessment, a balanced scorecard was developed as part of the Council's overall evaluation framework.
Report Structure
The report's focal point is the balanced scorecard with outcome and trend data for program and system
performance attributable to the efforts and actions of partner agencies and the delivery arms of those
agencies-local workforce boards, independent school districts, community and technical colleges, and
local adult education providers. Major report sections include:
Introduction: This section provides an overview of the balanced scorecard and sets the context for the report
with regard to the Council and its reporting requirements. It also includes information on data decisions,
treatment, and related limitations.
Balanced Scorecard: The balanced scorecard-aligned with the system strategic plan structure-is
designed to support Council and system partner efforts to continuously improve the workforce system's
efficiency and effectiveness. In keeping with the intent to elevate and further improve Council reports, the
components incorporate focused narrative along with more graphics to illustrate fiscal year outcomes. The
balanced scorecard includes the two components outlined below.
► Workforce System Performance Outcomes (scorecard ],formal measures): Performance accountability
remains a key element under the system strategic plan, and reporting continues for four formal
measures: educational achievement, entered employment, employment retention, and customers
served. Performance trend data and high-level explanatory information are presented, as well as partner
agency aggregate data for each formal measure. Submitted to the Council by six partner agencies, data
for 23 programs and services focused on education, workforce, and workforce training services are now
available for 2004-2019.
► Implementation of System Goals (scorecards 2-5, less formal measures): Four scorecards are related to
the plan's goal areas. Each scorecard focuses on a specific goal of the plan, which is incorporated as
the title to the card. Each goal area includes multiple system partner action plans that outline the partner
strategy, activities, timelines, and performance measures tied to the plan's system objectives. The
system objectives are those critical, high-priority outcomes and actions necessary to achieve system
goals. Each scorecard presents system objective(s), partner strategies, and associated less formal
measures data on the first page. The following pages of the scorecard include action plan report
summaries from partner agencies for the respective implementation actions they are responsible for.
Strategic Pillars: This section provides information on efforts to address one or more of the three strategic
pillars outlined in the system plan: customer service and satisfaction, data-driven program improvement,
and continuous improvement and innovation. This year's report includes information on the State and Local
Workforce Fellowship system initiative and examples of innovative agency work.
Texas Skill Standards System: Effective September 1, 2015, skill standards functions were transferred to
the Council as a result of the Council's 2015 Sunset review (House Bill 1606, 84th Legislature). Since 2016,
Briefing Book Page 13
the annual reporting requirement specified in Texas Government Code, Section 2308.109( c )(2), is
addressed in the Council's annual evaluation report.
Recommendation
It is recommended that the Council approve the 2019 workforce system evaluation report for submission
to the Governor and legislature. It is further recommended that the Council authorize the Chair to approve
any final edits.
Briefing Book Page 14
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Evaluation 2019
Briefing Book Page 15
Attachment 1
Accomplishments and Outcomes of the Texas Workforce System
Texas Workforce Investment Council
December 2019
Briefing Book Page 16
Table of Contents
Page
Introduction ...... ............ ... ... .... ... ...... ... ... ............ ...... ......... ... ... ............ ............ ... ... .................. ............... ......... .............. 1
The Council and Texas' Workforce System ........................................................................................................ 1
Annual Evaluation ............................................................................................................................................. 2
Balanced Scorecard ................................................... ........................ ........................ ........................................ 2
Key Performance Indicators ................................................................................................................................. 3
Data Treatment and Limitations................................................... ... ................................................................... 4
Issues Identification ...... ...... ............... ... .. .... ... ... ... .................. ........................ ... ............ ......... ... ......... ... ......... ....... 5
Balanced Scorecard ... ......... ................. ... ... ..... ...... ...... ............ ............ .......... ............ ... ... ......... ... ......... ...... ............ ...... 7
Workforce System Performance Outcomes............................................................................. ......... ........ ..... 8
Goal Area 1: Focus on Employers .................................................................................................................... 10
Action Plan Reports...... ............................................................... ............................................. ...... .............. 11
Goal Area 2: Engage in Partnerships.............................. ............................................. ........... ......................... 21
Action Plan Reports...... .................................................................................................................. .............. 22
Goal Area 3: Align System Elements ............................................................................................................... 29
Action Plan Reports....................................................................................... ............................................... 30
Goal Area 4: Improve and Integrate Programs.................................................................................................. 38
Action Plan Reports............................................................... ................................. ............ .. ......................... 39
Strategic Pillars ... ... ... ... ... ... ... ... ... .. . ... ... ... ... ... ... ... ... ... ... ... ... . ... ... ... . . .. ... ... ... ... ... . ... ... .. . ... ... ... ... ... ... . .. ... ... ... ... ... ... ... ... ... ... . 45
Strategic System Initiatives... ........................................................................ ... ... ................................................. 45
Texas Skill Standards System ... .......... ......... ......... ............... ... ......... ..................... .... . . .. .... . . . .. . . .. .. .. . . . .. ...... . .. . . . . .... . . . 48
History................... ...................................................................................... ...................... ...................... ............. 48
Transfer under Sunset Legislation ................................................................................................................... 48
Fiscal Year 2019 Progress................................................................................................ .................... ............. 49
Briefing Book Page 17
Introduction
Guided by The Texas Workforce System Strategic Plan FY 2016-FY 2023, system partners work collaboratively to
ensure Texas has a workforce that achieves success in the dynamic global economy. The Evaluation 2019 report to
the Governor and legislature provides a system perspective of the progress and achievement of partner agencies
and other system stakeholders. The focal point of the report is a balanced scorecard that presents outcome and
trend data for system performance.
The Council and Texas' Workforce System
The Texas Workforce Investment Council (Council) was created in 1993 by the 73rd Texas Legislature. The Council is
charged to promote the development of a highly skilled and well-educated workforce for Texas, and to assist the
Governor and the legislature with strategic planning for and evaluation of the Texas workforce system. The 19-
member Council includes representatives from business, labor, education, community-based organizations, and
member agencies.
The Texas workforce system is composed of
the workforce programs, services, and
initiatives administered by eight state
agencies and 28 local workforce boards, as
well as independent school districts,
community and technical colleges, and local
adult education providers. System partners
are responsible for the delivery of 23
programs and services focused on
education, workforce education, and
workforce training for adults, adults with
barriers, and youth.
The Council collects and disseminates
performance data and descriptive
information on 18 workforce programs, as
well as five academic education programs at
the secondary and postsecondary levels.
Information and data from these five
programs assist stakeholders in
understanding the state's efforts to prepare
students to transition to further education
or enter the workforce.
Approved by Governor Greg Abbott, The
Texas Workforce System Strategic Plan FY
2016-FY 2023 was developed by the Council
and its system partners to align Texas
workforce programs, services, and
initiatives. The plan elevates the systemlevel approach established under the
previous two strategic plans and guides
system partners in implementing workforce
strategies that are designed to achieve
specific system objectives. These outcomes
The Texas Workforce System Strategic
Plan FY 2016-FY 2023
Vision
An innovative, world-class Texas workforce system
ensures success in the dynamic global economy.
Mission
The mission of the Texas workforce system is to position
Texas as a global economic leader by growing and
sustaining a competitive workforce, aligning programs
with employer needs, integrating system services, and
leveraging partnerships.
System Partners
* Governor's Office of Economic Development and
Tourism * Texas Association of Workforce Boards * Texas Department of Criminal Justice and its
Windham School District * Texas Education Agency * Texas Health and Human Services Commission * Texas Higher Education Coordinating Board * Texas Juvenile Justice Department * Texas Veterans Commission * Texas Workforce Commission
The system strategic plan and other Council products
are posted on the Council's website at:
https://gov.texas.gov/organization/twic/
Briefing Book Page 18
are based on key issues identified throughout Texas, which shape the goals, system objectives, action plans, and
key performance indicators of the plan.
Annual Evaluation
The Council is required by Texas Government Code, Chapter 2308, to monitor the state's workforce system. As
part of that responsibility, the Council annually reports to the Governor and the legislature on the degree to which
the system is achieving workforce goals and objectives. This is the fourth evaluation report for the eight-year
strategic plan period. Statutory requirements addressed in the report include:
► system strategic plan implementation
► formal and less formal performance measures
► welfare to work initiatives
► adult education and literacy
► skill standards system
Workforce system goals and objectives are the focus of this annual evaluation. Developed collaboratively by the
Council and its system partners, many objectives require multi-partner collaboration or alignment of programs,
initiatives, and outcomes. Four goal areas address cross-agency, high-priority issues related to employers, partner
engagement, system alignment, and program improvement and integration.
By design, this report presents a system perspective of progress and achievement for partner agencies and other
system stakeholders, and meets statutory requirements for reporting to the Governor and legislature. A balanced
scorecard aligns with the plan's structure and supports reporting and performance assessment.
Balanced Scorecard
Performance accountability remains a key element under the system plan, and the balanced scorecard supports
Council and system partner efforts to continuously improve the workforce system's efficiency and effectiveness.
The five components-illustrated in the graphic at
right-present system and goal-specific Balanced Scorecard Components
performance outcomes attributable to the efforts
and actions of partner agencies and their delivery
agents.
Workforce System Performance Outcomes
(formal measures): The first scorecard presents
system performance outcomes for the four formal
measures, which are essentially consistent across
programs and were first approved in 2003.
Fifteen-year performance trends are presented, as
well as system and partner agency aggregate data
for the most recent 12-month program reporting
period.
Implementation of System Goals (Goals 1-4. less
formal measures): The plan's four goal areas
include action plans that outline partner agencies'
strategies, activities, and timelines to achieve the
less formal measures associated with each system
Goal 4: Improve
nd lntegr ale
Programs
\
Goal 3: Align
ystem
l-l~ments
orkforce System.
Performance '
Outcom lS
Goal1:Focus
on mployer
I
Goal 2: Engage
in Par tnor ships
objective. Each goal area scorecard includes data for the relevant less formal measures-the key performance
indicators that provide data on agencies' actions to accomplish the strategies outlined in the plan. Agency
implementation highlights and additional data elements that help illustrate accomplishments are also presented.
2
Briefing Book Page 19
Key Performance Indicators
Two types of measures were included in the system strategic plan : formal and less formal. The measures meet the
statutory requirement for the Council to conduct performance measurement by developing and maintaining a
comprehensive system of data gathering and reporting. The formal and less formal measures are presented in the
table below.
Formal and Less Formal Measures
Formal - Workforce System Performance Outcomes
Educational attainment
Entered employment
Employment retention
Customers served
Less Formal-Goal Area 1: Focus on Employers -
Rate of employer satisfaction
Percentage of revised career and technical education programs of study reviewed by business and industry
Type and number of third-party, industry-based certifications successfully completed by program participants
Certification success rate: total successfully completed certification assessments divided by total attempted certification
assessments
Less Formal - Goal Area 2: Engage in Partnerships
Percentage of consumers participating in integrated work-based learning activities
Percentage of individuals co-enrolled in vocational rehabilitation and workforce programs
Percentage of individuals co-enrolled in adult education and workforce programs
Educational attainment rate of students successfully completing Accelerate Texas programs at community and technical
colleges
Entered employment rate of students successfully completing Accelerate Texas programs at community and technical
colleges
Rate of employer satisfaction
Less Formal - Goal Area 3: Align System Elements
Percentage of grade twelve secondary students who receive career and technical education dual credit, enroll in a two-year
institution, and receive credit at the institution
Career and technical education time to degree
Percentage of students and youth with disabilities who participated in transition services and subsequently enrolled in
postsecondary education and training
Percentage of students and youth with disabilities who participated in transition services and subsequently entered
competitive integrated employment
Percentage of community and technical college students who receive program-of-study-based course credit who transfer to
another two-year institution and have that credit recognized
Percentage of career and technical education programs approved for dual credit
Percentage of students successfully completing dual credit career and technical education courses
Less Formal - Goal Area 4: Improve and Integrate Programs
Percentage of students using technology for course content delivery
Utilization of labor market information products
Utilization of self-service options
Utilization of online professional development courses
Percentage of consumers served who have identified as veterans with disabilities
Percentage of consumers served with intellectual and developmental disabilities, mental health conditions, autism, and
deaf-blindness who subsequently enter competitive integrated employment
Percentage of child care providers who are certified as Texas Rising Star providers
Entered employment rate of parents receiving child care
Employment retention rate of parents receiving child care
Formal Measures: Four measures approved in 2003 and 2009 were incorporated in the FY 2016-FY 2023 strategic
plan: educational achievement, entered employment, employment retention, and customers served. These system
3
Briefing Book Page 20
measures, which cross workforce programs and are outcome-oriented, establish responsibility for end outcomes
or outputs that are central to the system's success.
Formal measures are included in agency legislative appropriation requests, and may or may not be specified as key
measures1
. A formal measure is required to be reported to the Council if it is determined to be a significant
intended outcome for a workforce program. As required by statute, program-level data are submitted to the
Council by six partner agencies for 23 programs focused on education, workforce, and workforce training services.
Less Formal Measures: This type of measure provides information and feedback that is essential in both the
development and the implementation of the system strategic plan. Less formal measures may apply to some or all
agency partners. Usually aligned with actions considered critical in determining implementation of a plan strategy,
these measures demonstrate success of the plan over time.
Twenty-five less formal measures are specified in the plan, with measures related to the adult education referral
system to be developed at a later date. For some measures, data will become available in future years for different
reasons, such as: (1) partner agencies need to build or modify data collection and reporting mechanisms, (2)
measure definition and methodology will be beta-tested during a pilot period, or (3) measure(s) will be developed
later in the plan period.
Data Treatment and Limitations
Agency Negotiation: Data definitions and methodologies were first negotiated with agencies in 2004. To achieve a
higher degree of consistency when aggregating data across programs, the Council requested that federal common
definitions be adopted for the formal measures where relevant, and that similar program periods also be used.
After renegotiation in 2009, definitions and program periods continued to differ slightly from those used during
the previous strategic plan period.
In 2016, Council staff worked with partner agencies to review and update the formal measure definitions and
methodologies, and to further align them with Workforce Innovation and Opportunity Act requirements. Both
entered employment and employment retention are essentially consistent across partner agencies and, where
required, the program periods for reporting were adjusted based on federal guidance. Also of note, during the 84th
legislative session, the Windham School District was granted the authority to award high school diplomas.
Definitions and methodologies for all less formal measures were also negotiated with partner agencies.
Program-Level Data: Formal measures data are reported by program by each partner agency as required by
statute. For the purpose of this evaluation report, these data are aggregated and reported as system-level data.
Measures are presented as both an absolute number and as a percentage, and are from the most recent 12-month
reporting period available.
Unduplicated Data : In most cases, data are unduplicated and conform to reporting definitions and methodologies
agreed to by partner agencies. Where known, totals are adjusted to provide an unduplicated count. For example,
educational achievement data may include duplicate data where a participant has outcomes for both education
and training programs.
Data Revisions: In FY 2019, the Texas Workforce Commission (TWC) submitted data revisions for formal and less
formal measures. These revisions have been incorporated into the formal measures trend lines and less formal
data. In addition, TWC reported that its case management system offers ways to track post-exit enrollment in
education/training programs. Historically, there has been little need to track this information, making it largely
1 Key measures indicate the extent to which a state agency is achieving its goals or objectives and consist of th e outcome, output, efficiency,
and explanatory measures referenced in the General Appropriations Act for each agency. [Legislative Budget Board, Performance Reporting f or
New Key Measures (December 2015))
4
Briefing Book Page 21
unavailable for reporting. Moving forward, TWC will be modifying the case management system to capture this
information and is exploring matching with external data.
Rounding Convention: A rounding convention has been applied to the formal and less formal measures data
displayed as a percentage: .001 to .004 has been rounded down to .00; .005 to .009 has been rounded up to the
next highest hundredth. Rounding rules are applied after completion of all applicable mathematical operations
such as division or subtraction.
Data Ownership: Some partner agencies process their own data, while others have interagency agreements with
other partner agencies for data processing. Raw data are confidential records owned by the applicable agency.
Unemployment Insurance Records:
► Time Lag - There is a significant delay in receiving and analyzing unemployment insurance wage records for
measuring employment performance. For example, employment retention is based on participants' status a
full year following program completion. Several factors must be considered, including the time allowed for
employers to submit data to the Texas Workforce Commission and the time necessary for agencies to process
and report the data to the Council. This means that the performance data reported each year reflects the
outcomes of people who exited services one or two years prior.
► Coverage - An unknown number of program exiters obtain jobs that are not covered by the Texas
unemployment insurance system. For example, those who are self-employed or in other contract work, those
who relocate and become employed in another state, and those who live in Texas but are employed across
state lines are not reported. This lack of coverage results in lower levels of documented employment,
reflected in lower outcomes when education and training programs are evaluated. More complete data sets
may be available where the agency can use other databases-such as the Wage Record Interchange System or
the Federal Employment Data Exchange System-to identify employment with employers who do not file
unemployment insurance wages in Texas.
Issues Identification
System partners operate in a complex, changing economic environment as they strive to provide employers,
current workers, and future workers with services that are comprehensive, timely, and relevant. By 2025, the
Texas population is projected to exceed 32.2 million people, with almost 16.4 million workers being 25 to 64 years
of age. The demographic composition is expected to continue to change, with Hispanics growing to the largest
percentage of the population (40.7 percent) and the number of females slightly exceeding that of males. 2
Growth in middle-skills jobs-those that require more than a high school degree but less than a four-year degreecontinues to increase the demand by employers for workers with industry-based certifications. Nationally, there is
an abundance of middle-skill jobs available, and half of all STEM jobs require less than a 4-year degree. These
middle-skill STEM jobs pay higher (as much as 10 percent) than other jobs with similar educational requirements,
according to the Brookings Institution.
Middle-skill jobs account for 56 percent of the Texas labor market, yet only 42 percent of workers have adequate
middle-skill level training. Fifty percent of all Texas job openings will be middle-skill jobs between 2014 and 2024. 3
Texas workers will be needed in the growth industries of computer systems design and related services, as well as
service-related industries.4
2 Texas Demographics Center, based on the 0.5 migration scenario (https://demographics.texas.gov/Data/TPEPP/Projections/, October 2019). 3 National Skills Coalition, Texas Middle-Skill STEM Fact Sheet. (February 2017).
4 Texas Workforce Commission LMCI Tracer, Texas Fastest Growing Industries (www.texaslmi.com/, October 2019).
5

Briefing Book Page 22
The Council is charged with facilitating the development of a systemic, integrated approach to the delivery of
programs and services that meet the needs of employers and individuals. This task is accomplished in part through
identifying issues and working with system partners to achieve issue resolution. Over the eight-year plan period,
issues directly related to the scope as outlined above are included in the annual evaluation report.
The Council also identifies and works to address issues related to the state's workforce system through other
strategies and methods, including:
► Council Strategy Sessions - Convened in addition to, or in conjunction with, regular Council meetings in order
to identify and address systemic issues.
► Issue Briefs and Reports - Produced periodically to address specific workforce issues or to provide
demographic profiles for population segments such as mature workers, people with disabilities, and veterans.
► Employer and Stakeholder Panels or Surveys - Conducted periodically to obtain feedback regarding system
stakeholder needs and to assess workforce system usage and satisfaction levels.
► Workforce System Initiatives - Conducted periodically to address system-wide issues. These initiatives are
research based with system partner input by way of focus groups, task groups, and other means of
collaborative work. The initial workforce system initiative began in 2016 with the Industry-Based Certification
System Initiative.
6
Briefing Book Page 23
Balanced Scorecard
The balanced scorecard framework of this report complements the system strategic plan's structure and supports
reporting and performance assessment. By design, a balanced scorecard provides a framework for developing,
implementing, and managing strategy by linking objectives, measures, and initiatives to the strategy. The structure
of the FY 2016-FY 2023 system plan readily aligns with a balanced scorecard framework-based on four goal areas
that address cross-agency, high-priority issues determined critical to achieving the plan's vision and mission.
The Council believes the balanced scorecard supports both Council and system partner efforts to continuously
improve the workforce system's efficiency and effectiveness. The components incorporate narrative and graphics
to illustrate achievements by both the system and partner agencies, as reported that fiscal year. This evaluation
design also supports communication between the Council and its partner agencies and provides an assessment of
progress and outcomes to internal and external customers, including the Governor, legislature, and other system
stakeholders.
The balanced scorecard presents formal and less formal measures data reported to the Council by six partner
agencies:
► Texas Department of Criminal Justice (TDCJ) and its Windham School District
► Texas Education Agency (TEA)
► Texas Higher Education Coordinating Board (THECB)
► Texas Juvenile Justice Department (TJJD)
► Texas Veterans Commission (TVC)
► Texas Workforce Commission (TWC)
7
100%
90%
80%
70%
60%
50%
40%
2019
Workforce System Performance Outcomes
Formal Measures 2005-2019 5,400,000
Destination 2010 (FY04-09}
2005 2007 2009
80.59% 77.23% 74.40%
75.86% 78.27% 77.62%
82.38% 82.54% 83.21%
4,581,652 4,756,333 5,237,860
Advancing Texas {FYl0-15)
2011 2013 2015
78.22% 80.46% 81.34%
67.74% 70.89% 76.26%
80.48% 82.55% 84.02%
Texas System
Strategic Plan
(FY16-23)
2017 2019
77.73% 81.11%
81.34% 69.40%
84.41% 85.36%
5,249,693 5,035,053 4,962,054 4,529,891 4,548,288
5,200,000
5,000,000
4,800,000
4,600,000
4,400,000
4,200,000
4,000,000
Fiscal Year 2019 Outcomes
606,392 (81.11 percent) individuals
completed a degree, certificate, or other
measure of educational achievement
772,924 (69.40 percent) individuals
entered employment and/or were
enrolled in education or training after
program exit
560,570 (85.36 percent) individuals
retained employment and/or were
enrolled in education or training after
program exit
4,548,288 individuals received services
through the Texas workforce system
Criminal
System
Justice
Partner Educational Achievement
1,439
(EA) ·· Enterecf Employment
n/a
(EE) ~ Employment Retention
n/a
(ER) ~
3,102
Education 563,556 143,663 n/a 3,069,031
Higher Education 35,313 121,137 101,235 671,945
Juvenile Justice 567 n/a n/a 2,922
Veterans n/a 6,489 7,486 8,304
Workforce 6,956 501,635 451,849 796,086
Total 606,392 772,924 560,570 4,548,288
Percent 81.11% 69.40% 85.36% n/a
to
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Briefing Book Page 25
Workforce System Performance Outcomes
To further align formal measures with Workforce Innovation and Opportunity Act (WIOA) requirements, in 2016
Council staff worked with partner agencies to review and update the formal measure definitions and
methodologies. Both entered employment and employment retention are essentially consistent across partner
agencies and, where required, the program periods for reporting were adjusted based on federal guidance. The
federal regulations significantly affected the reported outcomes of certain programs such as Adult Education -
WIOA, Title II. Despite these changes, system trends remain consistent when considering funding levels and
economic factors.
The economic recession and recovery were contributing factors to changes in the longitudinal trend lines over the
15-year period displayed for formal measures. As noted in Evaluation 2013, data reported for all formal measures
had shown the effects during and since recovery from the economic recession. This was true to some degree in
Evaluation 2009 for customers served, and began to be evidenced later for the employment-related measures due
to the delay in receiving and analyzing unemployment insurance wage records for measuring performance.
Minor changes occur across programs and over time. However, key changes that affect the trend lines include
federal or state legislation and policy changes, and significant increases or decreases in federal or state funding
levels-including funding under the American Recovery and Reinvestment Act of 2009 (Public Law 111-5).
Customers served, which is the most volatile trend line, showed customer growth during the recession and a
decline thereafter. During the recession, more Texans needed workforce programs and services, just as more
students accessed higher education. Combined with the influx of federal recovery funding available through Texas'
workforce system, a significant increase in demand for services is evident during the period of 2009 to 2011.
Despite the fact that Texas fared far better than most states during the recession, both entered employment and
employment retention moved downward during this period. In 2012 and 2013, these data trends had not yet
returned to their pre-recession highs. While there is no definitive causal information to which this movement can
be attributed, it is likely that higher unemployment, business contraction, and significantly reduced hiring by
employers during that period were contributing factors.
The current economic climate continues to be one of sustained low unemployment rates across the state. This
extended period of full employment (unemployment under five percent) since 2014 is uncharted territory. In fact,
the Texas unemployment rate has remained under four percent since May 2018. Entered employment measures
edged down to near 69 percent. This could indicate labor market saturation in some areas. However, the data also
shows an increase in individuals completing degrees, certificates, and other measures of education. Educational
achievement increased for the third consecutive year, reaching over 81 percent.
According to the Dallas Fed, the Texas labor market has become exceptionally tight over the past year. A tight
labor market limits companies' ability to grow due to increased difficulty in finding and retaining workers while
labor costs increase. Employment retention can sometimes become unpredictable during these times. Measures
fluctuated up and down immediately after the recession; however, Texas recorded steady employment retention
gains since 2011, surpassing the pre-recession high. Texas maintains a strong labor force reinforced in part by over
4.5 million customers who received services through the Texas workforce system this year.
Data Notes
Most programs are designed to serve participants that meet specific eligibility criteria and have unique needs.
Program objectives and desired outcomes vary, and approved definitions and methodologies are program-specific.
Additionally, integrated service delivery strategies may result in duplication of customer counts across programs.
Data subsets (duplicates) include Postsecondary Community and Technical College Corrections - Academic and
Technical, which has been adjusted to provide unduplicated counts for educational achievement and customers
served.
9
0
Goal Area 1: Focus on Employers
By accessing critical education and labor data sets, employers can better find and plan for skilled workers to meet their needs in both the immediate
timeframe and the future. Through greater engagement with employers, education and training providers can better design career and technical education
content and delivery options that are more aligned with industry needs. Providers can make adjustments in program content to benefit employers and
students, as well as address both state and regional economic needs.
What are the objectives? How are system partners addressing them? What was accomplished this year?
Increase business and industry
involvement.
Expand licensure and industry
certification.
TVC is expanding outreach programs to employers to
assist veterans in finding quality employment.
TEA is involving business and industry in Texas Essential
Knowledge and Skills review and programs of study.
Five system partners are using third-party, industrybased certifications where relevant as an education or
training outcome to connect graduate competencies to
job skill requirements: TEA, THECB, TVC, TWC, and
Windham.
98.28 percent employer satisfaction rate
In applicable years, TEA will report the number of
revised career and technical education programs of
study reviewed by business and industry.
125,787 third-party, industry-based certifications
successfully completed by program participants:
* 66,575 {TEA)
* 24,581 {THECB)
* 940 {TWC), including 74 awarded to veterans
{TVC)
* 33,691 {Windham)
Certification success rate:
* 74.48 percent {TEA)
* 88.91 percent {Windham)
Briefing Book Page 27
Focus on Employers: Action Plan Reports
By improving access to critical education and labor data sets, employers can better find and plan for skilled
workers to meet their needs in both the immediate timeframe and the future. Through greater engagement with
employers, education and training providers can better design career and technical education content and delivery
options that are more aligned with industry needs. Providers can make adjustments in program content to benefit
employers and students, as well as address both state and regional economic needs.
System Partner Strategy Agency System Objective System Goal
Expand outreach programs
to employers to assist TVC
veterans to find quality
employment.
Increase business and industry
involvement.
Involve business and
industry in Texas Essential
Knowledge and Skills TEA
review and programs of
study.
Focus on employers
Use third-party, industrybased certifications where TWC
relevant as an education or TEA
training outcome to THECB
connect graduate TVC
competencies to job skill TDCJ
requirements.
Expand licensure and industry
certification.
Align career and technical
education program TEA
content and outcomes THECB
with third-party, industrybased certifications.
Five partner agencies are focused on increasing business and industry involvement, as well as expanding licensure
and industry certification to more effectively assist employers in finding skilled talent.
The following pages include action plan reports from each of the partner agencies. Please note that the reports
may contain information verbatim as submitted by the agencies.
11
.....
rv
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Agency
Goal Area
Strategy
Texas Education Agency
1- Focus on Employers
Involve business and industry in Texas Essential Knowledge and Skills review and programs of study.
Part 1-Status U ate for Actions
Actual [mm/yy]
Status Start Date
In progress 09/19
In progress 09/19
Finalized 09/17
Finalized 09/17
I Part 2-FY 2019 Key Activities
End Date Action
Ongoing Involve business and industry representatives on committees for the review and
revision of the Texas Essential Knowledge and Skills (TEKS) for career and technical
education (CTE).
Ongoing Solicit informal feedback and public comment on drafts of TEKS for career and technical
education from specific business and industry representatives.
09/19
09/19
Identify and review relevant industry-based certifications, and incorporate examples
into the revision of programs of study content.
Request assistance from the Texas Workforce Commission in soliciting business and
industry input on revised programs of study.
Specified in Plan
Start Date End Date
Initiate next Date set by
review cycle the State
Board of
Education
Initiate next Date set by
review cycle the State
Board of
Education
Ongoing FY 2019
Ongoing FY 2019
The Texas Education Agency (TEA) conducted a process in collaboration with the Texas Workforce Commission (TWC), Texas Higher Education Coordinating Board (THECB),
Texas Workforce Investment Council, and the Texas Association of Workforce Boards to review and validate industry-based certifications for public school accountability. This
process included soliciting feedback on industry-based certifications to determine whether industry valued and recognized the certifications. The list for public school
accountability increased from 73 to 244 certifications. TEA also established 13 industry advisory committees who assisted in the review and identification of these
certifications. Industry advisory committees were composed of business and industry representatives in the occupational areas, postsecondary faculty teaching in the content
area, and secondary faculty teaching in the content area.
TEA conducted a process in collaboration with the 13 industry advisory committees to look at Career and Technical Education (CTE) courses and CTE course sequences to
determine alignment to high wage, in-demand, and high skill occupations in the state of Texas. TEA has released the final versions of the state approved course sequences,
called programs of study, and is working with the State Board of Education (SBOE) timelines for course Texas Essential Knowledge and Skills (TEKS) revisions. These will
continue to include feedback from the 13 industry advisory committees as well as solicit public comment.
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Goal Area
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Texas Education Agency
1- Focus on Employers
Strategy
Use third-party, industry-based certifications where relevant as an education or training outcome to connect graduate competencies to job skill
requirements.
Part 1-Status U ate for Actions
Status
Finalized
Finalized
Actual [mm/yy]
Start Date End Date Action
09/16 08/17 Collect third-party, industry-based certification information on the Perkins annual performance
evaluation report.
09/16 09/19 Identify and include third-party, industry-based certifications, as relevant, as examples in
revised programs of study.
I Part 2-FY 2019 Key Activities
Specified in Plan
Start Date End Date
Ongoing FY 2019
Ongoing FY 2019
The Texas Education Agency (TEA) conducted the review of industry-based certifications and included this alignment in the statewide approved Career and Technical Education
(CTE) courses sequences (called programs of study). TEA also included one-page resources demonstrating how to gain access to information related to each of the 244 industrybased certifications and including information on: how to test students, how to become a testing site, how to prepare students, where to go to access the certification,
alignment with program of study and/or CTE course, etc.
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Texas Education Agency
1- Focus on Employers
Agency
Goal Area
Strategy Align career and technical education program content and outcomes with third-party, industry-based certifications.
Part 1-Status Update for Actions
Actual [mm/yy]
Status Start Date End Date
In progress 09/19 Ongoing
Substantially complete 09/16 Ongoing
Finalized 09/16 08/17
Finalized 09/16 09/19
Part 2-FY 2019 Key Activities
Action
Align Texas Essential Knowledge and Skills to industry-based certifications, where relevant.
Include industry certifications as examples in programs of study and college and career
planning guides.
Identify industry certifications offered by Early College High Schools.
Design processes for career and technical education programs of study that identify relevant
industry certifications and licenses and incorporate related career and skill information into
program content where appropriate.
Specified in Plan
Start Date End Date
Ongoing FY 2019
Ongoing FY 2019
Ongoing FY 2019
Ongoing FY 2019
The Texas Education Agency (TEA) will work with the Texas the State Board of Education (SBOE) through their course Texas Essential Knowledge and Skills (TEKS) revision
timelines to ensure the alignment and incorporation of industry-based certifications into Career and Technical Education (CTE) courses. The completed CTE programs of study
include alignment of industry-based certifications.
0,
Goal Area
Strategy
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Texas Higher Education Coordinating Board
1- Focus on Employers
Use third-party, industry-based certifications where relevant as an education or training outcome to connect graduate competencies to job skill
requirements.
Part 1-Status Update for Actions
Status
In progress
Not started
In progress
Actual [mm/yy]
Start Date End Date Action
09/16 Ongoing Identify and incorporate industry-based certifications as milestones in programs of
study.
09/19 Ongoing Consider industry-based certifications as potential success points in formula/performance
funding.
04/17 Ongoing Revise existing Workforce Education Course Manual course review process to include
discipline-specific professional development to encourage statewide adoption and
use of industry-based certifications.
Part 2-FY 2019 Key Activities
Specified in Plan
Start Date End Date
FY 2016 FY 2019
FY 2019 FY 2019
FY 2016 FY 2019
The Workforce Education Course Manual (WECM) advisory committee was established in April 2017. The committee was tasked with developing a course review process more
responsive to the needs of business/industry rather than the former periodic course review process. That charge was completed in May of 2019. The committee also adopted
new procedures that will allow for course review based on input from the field.
Most Career and Technical Education (CTE) programs have industry-based certifications embedded in the curriculum. Institutions will be surveyed in the fall of 2019 to
determine the types of certifications students may obtain during or at the end of the program in which they are enrolled.
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The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Agency
Goal Area
Strategy
Texas Higher Education Coordinating Board
1- Focus on Employers
Align career and technical education program content and outcomes with third-party, industry-based certifications.
Part 1- Status Update for Actions
Status
In progress
In progress
Not started
Actual [mm/ yy]
Start Date End Date Action
09/16 Ongoing Develop discipline-specific statewide advisory groups to provide input concerning skills,
certifications, and licenses required by business and industry.
09/16 Ongoing Construct processes to develop and revise programs of study that identify relevant
industry-based certifications and licenses, as well as the occupational information that can
be incorporated into those programs.
09/18 Ongoing Provide statewide professional development workshops, by discipline, to share best
practices and improve student outcomes.
I Part 2-FY 2019 Key Activities
Specified in Plan
Start Date
Varies by
program
disciplines
FY 2016
FY 2018
End Date
FY 2019
FY 2019
FY 2019
Programs of Study (POS) have been formed to develop and align curriculum in like programs. The results are, in effect, statewide articulation agreements that make earned
course credit applicable at any public college offering the same certificates and degrees. POS are organized around the state's 16 industry clusters. POS committees are made
up of postsecondary, secondary, and business/industry representatives. Necessary skills, licensure, and certifications associated with each field are part of the alignment
process.
Professional development workshops are organized around Perkins leadership grants. The grants are awarded to develop curriculum in new fields, revise curriculum in existing
fields, review pedagogy, and investigate new technologies.
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Agency
Goal Area
Strategy
Texas Veterans Commission
1- Focus on Employers
Expand outreach programs to employers to assist veterans to find quality employment.
Part 1-Status Update for Actions
Actual [mm/yy]
Status Start Date End Date
Finalized 09/16 01/19
Finalized 09/16 07/18
Finalized 09/16 07/18
Finalized 09/16 07/18
Finalized 09/16 08/17
I Part 2-FY 2019 Key Activities
Action
Integrate with Texas Workforce Commission business service units across the state.
Partner with employers and veteran service organizations on hiring events.
Participate in corporate events, panel discussions, and presentations.
Partner with employer organizations, the Society for Human Resource Management, and
chambers of commerce.
Conduct semi-annual employer satisfaction surveys, analyze survey data, and evaluate ways
to improve outreach programs to employers.
Specified in Plan
Start Date End Date
Ongoing FY 2019
Ongoing FY 2019
Ongoing FY 2019
Ongoing FY 2019
Ongoing FY 2019
Over the course of the past two fiscal years, the Texas Veterans Commission (TVC} has implemented quarterly satisfaction surveys to employers. These surveys have proven
beneficial to not only identify the level of satisfaction of services delivered by staff, but also to gauge the services requested by employers. In September 2018, the director of
veterans employment services was invited by the state of Michigan veterans affairs department to work with the agency on developing a delivery model for Michigan similar to
the state of Texas. The ongoing development of relationships with employer and local staff have proven invaluable; the request for hiring veterans has increased over the
course of the past two fiscal years.
The partnerships with professional organizations like the society for human resource management and chamber of commerce have increased our ability to promote the hiring
of veterans in the workplace.
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Agency
Goal Area
Strategy
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Texas Veterans Commission
1- Focus on Employers
Use third-party, industry-based certifications where relevant as an education or training outcome to connect graduate competencies to job skill
requirements.
Part 1-Status Update for Actions
Actual [mm/yy] Specified in Plan
Status Start Date
Finalized 09/16
Finalized 09/16
Finalized 09/16
Part 2-FY 2019 Key Activities
End Date Action
06/19 Work with regulatory agencies to use the Texas Department of Licensure and Regulation's
primer for developing service credit for occupational licensing as a guide for accurately
evaluating military service credit by developing standardized training for other regulatory
agencies to adopt and tailor for their specific agency.
06/19 Work with regulatory agencies to establish a process for a military service member or veteran
to submit an application for a license or apprenticeship and to obtain credit for verified military
experience, service, training, or education.
08/17 Work with regulatory agencies to post those Military Occupational Standard classifications or
designators that correspond to licensed occupations to establish a clear support system to
ensure as many veterans as possible are aware of job options.
Start Date End Date
Ongoing FY 2019
Ongoing FY 2019
Ongoing FY 2019
Utilizing the resources of the Texas Coordinating Council on Veterans Services, the promoting of portability of licensing from military skills to recognized accreditation continues
to grow. During the 86th Legislative Session, the expansion of military occupations eligible for licensing grew through the assistance of the Texas Department of Licensing and
Regulation (TDLR). TDLR has identified six military occupations that are eligible for licensing based upon military service and experience. In many instances the ability to
expedite the licensing process and waiver of fees is possible.
c.o
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Agency
Goal Area
Texas Workforce Commission
1 - Focus on Employers
Strategy
Use third-party, industry-based certifications where relevant as an education or training outcome to connect graduate competencies to job skill
requirements.
Part 1-Status Update for Actions
Status
Finalized
Actual [mm/yy]
Start Date End Date Action
01/15 12/16 Expand training strategies and options to increase industry-based certifications offered in
response to employer-defined needs by working through local workforce boards to identify
certifications that support local employers and building capacity to provide those
certifications.
Part 2-FY 2019 Key Activities
Specified in Plan
Start Date End Date
FY 2016 FY 2017
In January 2015, the Commission distributed $2.5 million to the local workforce development boards for an Industry Recognized Skills Initiative. Certifications were awarded in
a number of areas such as manufacturing, healthcare, construction, information technology, and transportation.
Over 250 certifications were received in manufacturing in areas such as 55 Manufacturing Skill Standards Council, 20 National Institute for Metalworking Skills, 19
Computerized Numerical Control machinists, 119 American Welding Society welders, etc. In the healthcare field 237 certifications were awarded, such as 110 registered
nurses, 20 licensed vocational nurses, 71 certified nurse aides/certified medication aides, and 12 medical coding. In construction, 13 certifications were awarded in HVAC, 2 in
plumbing, 9 in pipefitting, and 10 in masonry. Forty-three certifications were awarded in information technology, 140 in transportation, 125 in health and safety fields, and 38
in a variety of fields. In total, over 850 certifications were received.
No activities were finalized in FY 2019.
I\.)
0
Agency
Goal Area
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Windham School District (Texas Department of Criminal Justice)
1- Focus on Employers
Strategy
Use third-party, industry-based certifications where relevant as an education or training outcome to connect graduate competencies to job skill
requirements.
Part 1-Status Update for Actions
Status
In progress
In progress
In progress
Actual [mm/yy]
Start Date End Date Action
09/16 Ongoing Continue to develop and maintain partnerships between industry and the Windham School
District in order to provide certifications to students that will fulfill job requirements in the
current workforce market.
09/16 Ongoing Expand the number of career and technical education classes providing industry standard
certifications.
09/16 Ongoing Expand the career and technical education programs offered by Windham School District, and
evaluate program effectiveness.
I Part 2-FY 2019 Key Activities
Specified in Plan
Start Date End Date
FY 2016 FY 2016
FY 2016 FY 2019
FY 2016 FY 2019
Windham School District (WSD) continues to develop and maintain partnerships with industry companies. Currently 12 partnerships have been created and maintained. Current
partners have assisted WSD Career and Technical Education (CTE) staff in modifying and standardizing curriculum. Improvements include incorporating current industry practices
into multiple district programs. These improvements enhance student preparation for the workforce inside the facilities and upon release. The WSD CTE department in
collaboration with the Texas Department of Licensing and Regulations implemented a pilot program for WSD cosmetology students to determine eligibility for a license before
entering the program.
WSD has expanded the following CTE programs at women facilities:
Computer Numerical Control Machining-Finished Carpentry
Electrical Trades
Heating, Ventilation and Air Conditioning (HVAC) Maintenance Technician
HVAC Service Technician
Welding
Truck Driving
WSD evaluates program effectiveness. Two indicators of program effectiveness are:
1. Course completions. (Increased from 20,157 in FY 17 to 23,495 in FY 19 (YTD), which is a 17 percent increase.)
2. Industry certifications earned. (Increased from 27,713 in FY 17 to 31,734 in FY 19 (YTD), which is a 14.5 percent increase.)
The Windham School District Program Evaluation Report is located at
http://www.wsdtx.org/images/PDF/legislative_required_reports/85/2019_WSD_Program~_Evaluation_Report.pdf
https://wsdtx.org/images/PDF/APR/2018/WSD-APR 2018-LR.pdf
Goal Area 2: Engage in Partnerships
Through collaborative and transparent processes, workforce system partners focus on outcomes that improve the employability of all program
participants-from across a wide spectrum of capabilities and experiences-to meet employer needs. The leveraging of partnerships to enhance system
alignment and outcomes depends on trust, a culture of collaboration both within and external to the workforce system, deep working relationships, and
technical capacity to communicate to share needs, data, and information. Partnerships can provide for common planning, intake, and reporting on
outcomes, as well as ensure a "no wrong door" approach to the provision of workforce programs and services.
What is the objective? How are system partners addressing it? What was accomplished this year?
Expand partnerships with system
partners and stakeholders to promote
collaboration, joint planning, and
enhanced participant outcomes.
TWC is working to improve rehabilitation employment
outcomes by establishing additional partnerships with
secondary and postsecondary entities, and with
employers.
TWC is creating greater access and effective services by
promoting collaboration and regional planning.
THECB and TWC are increasing access to, referral
between, and outcomes of adult education programs
and services.
Windham is establishing and leveraging regional
employer partnerships to benefit students pre- and
post-release.
1.43 percent of vocational rehabilitation consumers
participated in integrated, work-based learning
activities
8.95 percent of individuals in vocational
rehabilitation programs were co-enrolled in
workforce programs
5.87 percent of individuals in adult education
programs were co-enrolled in workforce programs
(TWC)
Of students successfully completing a community
and technical college Accelerate Texas program
that integrated basic skills with career and technical
pathways (THECB):
* 16.31 percent received a Level 1 or Level 2
certificate or an associate's degree
* 89.60 percent entered employment and/or
were enrolled in education or training
100.00 percent employer satisfaction rate
(Windham)
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Briefing Book Page 38
Engage in Partnerships: Action Plan Reports
Through collaborative and transparent processes, workforce system partners focus on outcomes that improve the
employability of all program participants-from across a wide spectrum of capabilities and experiences-to meet
employer needs. The leveraging of partnerships to enhance system alignment and outcomes depends on trust, a
culture of collaboration both within and external to the workforce system, deep working relationships, and
technical capacity to communicate to share needs, data, and information. Partnerships can provide for common
planning, intake, and reporting on outcomes, as well as ensuring a "no wrong door" approach to the provision of
workforce programs and services.
System Partner Strategy Agency System Objective System Goal
Improve rehabilitation
employment outcomes by
establishing additional
partnerships with TWC
secondary and
postsecondary entities,
and employers.
Create greater access and
effective services by TWC
promoting collaboration Expand partnerships with system Engage in partnerships
and regional planning. partners and stakeholders to
promote collaboration, joint
planning, and enhanced participant
Increase access to, outcomes.
referral between, and TWC
outcomes of adult THECB
education programs and
services.
Establish and leverage
regional employer
partnerships to benefit TDCJ
students pre- and postrelease.
Three agencies are committed to expanding partnerships to better serve employers and workforce program
participants.
The following pages include action plan reports from each of the partner agencies. Please note that the reports
may contain information verbatim as submitted by the agencies.
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The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Agency
Goal Area
Strategy
Texas Higher Education Coordinating Board
2 - Engage in Partnerships
Increase access to, referral between, and outcomes of adult education programs and services.
Part 1-Status Update for Actions
Status
In progress
In progress
In progress
In progress
Actual [mm/yy]
Start Date End Date Action
09/10 09/17 Increase the number of community and technical colleges providing targeted adult
education services that transition students into higher education.
01/11 09/17
09/10 09/17
10/16 09/17
Provide statewide program support and professional development to improve targeted
adult education services provided through community and technical colleges.
Increase the number of community and technical colleges partnering with local adult
education and literacy providers to support the transition of students into and through
higher education.
Develop and implement a student referral system between federally funded adult education
and literacy providers and community and technical colleges to assist individuals seeking
adult education services find a program responsive to their needs. If deemed appropriate,
consider integration of community-based providers into the referral system. (Referral system
measure to be developed prior to implementation.)
Part 2-FY 2019 Key Activities
Specified in Plan
Start Date End Date
FY 2016 FY 2019
FY 2016 FY 2019
FY 2016 FY 2019
FY 2016 FY 2019
Appropriations for adult basic education was transferred from the Texas Higher Education Coordinating Board to the Texas Workforce Commission in the 85th Legislative Session.
The Texas Workforce System Strategic Plan FY 2016-FY 2023: Action Plan Reports for Evaluation 2019
Texas Workforce Commission
2 - Engage in Partnerships
Agency
Goal Area
Strategy Improve rehabilitation employment outcomes by establishing additional partnerships with secondary and postsecondary entities, and employers.
Part 1-Status Update for Actions
Actual [mm/yy]
Status Start Date
Finalized 01/17
Substantially complete 09/17
Finalized 09/15
Finalized 09/15
Part 2-FY 2019 Key Activities
End Date Action
8/18 Develop and expand partnerships with system partners, including independent school
districts, educational service centers, community and technical colleges, stakeholders, and
employers to increase the availability and coordination of integrated work-based learning
opportunities such as work experience, pre-a pprenticeship, apprenticeship, internship, job
shadowing, and on-the-job training.
Ongoing
8/18
7/19
Develop and implement a coordinated approach to serving employers through collaboration
with local workforce boards and workforce centers.
Expand collaboration with state and federal partners to increase engagement of employers,
including federal contractors, to promote awareness, recruitment, hiring, and retention of
qualified individuals with disabilities.
Expand partnerships with federal, state, and local partners, such as the Veterans
Administration and community mental health service providers, to enhance collaboration and
coordination of services for veterans with disabilities.
Specified in Plan
Start Date End Date
FY 2016 FY 2018
FY 2016 FY 2019
FY 2016 FY 2017
FY 2016 FY 2019
The Pathways to Careers initiative was launched by the Texas Workforce Commission (TWC) in January 2017 and was subsequently expanded in September 2017 and again in
May 2018. The initiative is funded with the portion of the federal Vocational Rehabilitation (VR) grant (15 percent) that states must reserve and expend to provide preemployment transition services (Pre-ETS) to students with disabilities in the VR program. The goal of the Pathways to Careers initiative is to effectively prepare students with
disabilities to achieve competitive, integrated employment through participation in career exploration activities, work-based learning, work readiness training, and counseling
on postsecondary education. Pathways to Careers also complements and advances the efforts of the Tri-Agency Initiative by TWC, the Texas Higher Education Coordinating
Board (THECB), and the Texas Education Agency (TEA) by providing applied learning opportunities through internships and work experiences, ensuring that students have
better information about career pathways to enable informed choices, and increasing the number of Texas students who complete a postsecondary degree or credential. The
initiative includes eight strategies, each featuring a partnership or collaboration with one or more of the following state and local partners: local workforce development boards
(LWDBs), TEA, THECB, Education Service Centers, independent school districts, community colleges, universities, and employers.
The largest of the eight strategies implemented to date is Summer Earn and Learn (SEAL), which provides work readiness training and paid work experience for students with
disabilities. It is offered in each of the 28 local workforce development areas during the summer months. TWC VR contracts with each LWDB to purchase work readiness

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