| A:
Result - Increase un-subsidized employment through job training. |
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Target #1: Increase to 97% the participants satisfied with services.
Status #1: 96% of participants who received training and employment assistance in FY09 were satisfied with the services received.
Methodology: Telephone survey of job training participants within sixty days of program completion or termination.
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Response Count for Customer Satisfaction
| Fiscal Year |
Rating 1-4 |
Rating 5-7 |
Rating 8-10 |
Total Responders |
%Satisfied |
| FY 2009 |
58
|
556
|
932
|
1,546
|
96.7%
|
| FY 2008 |
72
|
323
|
1,100
|
1,495
|
95.2%
|
| FY 2007 |
76
|
287
|
1,113
|
1,475
|
94.9%
|
| FY 2006 |
89
|
354
|
1,262
|
1,705
|
94.8%
|
| FY 2005 |
65
|
289
|
883
|
1,237
|
94.7%
|
| FY 2004 |
82
|
337
|
899
|
1,318
|
93.8%
|
Analysis of results and challenges: The Division remains committed and focused on training participants to support high wage and high demand occupations in healthcare, oil & gas, construction, transportation and other priority industries. Customer Satisfaction remains high and steady. The programs for which customer satisfaction is measured are the Workforce Investment Act (WIA) programs, which includes Adult and Dislocated Worker, and the State Training and Employment Program (STEP).
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Target #2: At least 95% of trained participants will enter employment
Status #2: The rate at which trained workforce participants, who complete training and enter employment remained above the target of 95% during FY 2009.
Methodology: Comparison of training participants who complete training to the Unemployment Insurance wage record one quarter after training is completed.
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Entered Employment Rate
| Fiscal Year |
Entered Employment Rate |
Target |
| FY 2009 |
95.9%
|
95%
|
| FY 2008 |
94.0%
|
95%
|
| FY 2007 |
95.2%
|
95%
|
| FY 2006 |
96.0%
|
95%
|
| FY 2005 |
92.0%
|
95%
|
| FY 2004 |
89.0%
|
95%
|
| FY 2003 |
91.5%
|
95%
|
Analysis of results and challenges: The Division of Business Partnerships' high rate of performance is attributed to a commitment that training services result in an employment outcome. Based on this commitment, the Division enters into grant agreements with grantees that have demonstrated a high degree of performance in terms of employment outcomes or have taken corrective action to improve their performance outcomes. We also partner and collaborate with grantees to leverage resources that meet state and federal requirements to promote strategies and initiatives identified in the Alaska Gasline Inducement Act (AGIA) Strategic Training Plan.
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| A1:
Strategy - Maximize the degree to which workforce investment resources are invested according to the industry priorities of the Alaska Workforce Investment Board (AWIB). |
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Target #1: At least 60% of participants are trained in occupations aligned with the Alaska Workforce Investment Board industry priorities.
Status #1: The number of participants trained in Alaska Workforce Investment Board priority industries continues to exceed the 60% target, coming in at 78.4% for FY 2009.
Methodology: Comparison of participants training code to the occupational code obtained from the Unemployment Insurance wage record.
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Percent Trained in Priority Industries
| Fiscal Year |
%Trained In Priority Ind |
Goal |
| FY 2009 |
78.4%
|
60%
|
| FY 2008 |
84.0%
|
60%
|
| FY 2007 |
57.0%
|
60%
|
| FY 2006 |
58.0%
|
60%
|
| FY 2005 |
62.0%
|
60%
|
| FY 2004 |
56.0%
|
60%
|
Analysis of results and challenges: The significant gain of participants completing training in occupations and industries aligned with the Alaska Workforce Investment Board industry priorities since FY 2007, are a result of Board member participation in grant review panels, strategic solicitation for grant applications focused on the priority industries and occupations, and a public awareness campaign through career guide outreach activities focused on the high wage, high demand occupations.
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| A2:
Strategy - Maximize the return on investment for training resources. |
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Target #1: Within six months of training, 50% of a participant's training costs will be matched by earning changes.
Status #1: The earnings to training costs rate increased to 117.2% for FY 09, attributable to the investment in training for high wage, high demand occupations within the Alaska Workforce Investment Board industry priorities.
Combined Rate of Return on Investment for State Training Employment Program (STEP) & Workforce Investment Act (WIA) Programs
| Fiscal Year |
Earnings Change |
Expenditures |
% of Expenditures |
| FY 2009 |
$9,720,145
|
$8,294,102
|
117.2%
|
| FY 2008 |
$3,093,840
|
$5,769,972
|
53.6%
|
| FY 2007 |
$7,292,367
|
$10,654,974
|
68.4%
|
| FY 2006 |
$8,638,404
|
$12,902,312
|
67.0%
|
Analysis of results and challenges: To assess a rate of return, the Division compares participant training costs with pre and post training wages. The Division will continue to monitor performance to assess when and how our strategies will be adjusted.
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| A3:
Strategy - Meet all negotiated performance standards set by the Alaska Workforce Investment Board and USDOL. |
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Target #1: Meet all negotiated performance standards.
Status #1: The Division met or exceeded all but one negotiated performance standard set by the U.S. Department of Labor.
Negotiated Performance Standards
| Year |
#of Standards |
Percent Met or Exceeded |
| 2009 |
18
|
98.6%
|
| 2008 |
18
|
100%
|
| 2007 |
18
|
100%
|
Analysis of results and challenges: The Division is committed to meeting the performance standards set by the U.S. Department of Labor. The performance standards are achieved by strengthening existing partnerships with service providers and program operators and by creating new collaborative partnerships that improve the quality and quantity of job training opportunities.
The Division met or exceeded all but one measure, the credential measure for dislocated workers. This presents a challenge due to the fact that workers often quit training to accept work before obtaining a credential. Additionally, the declining economy means fewer opportunities for workers who complete training. The Division responded to this challenge by increasing the amount of funding available for training and supportive services, and also provided assessment training to case managers. If these strategies do not increase performance we will negotiate a rate for this measure more in line with achievable performance.
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