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2 Year Modification

Florida PYs 2018-2019 Published

Located in:

IV. Coordination with State Plan Programs

Describe the methods used for joint planning and coordination among the core programs, and with the required one-stop partner programs and other programs and activities included in the Unified or Combined State Plan.

Current Narrative:

Florida Workforce Innovation and Opportunity Act Implementation Team

Parallel to the work of the Florida WIOA Task Force described in section (II)(c)(2) above, a WIOA Interagency Implementation Team was created including professional team members from all core programs. This team met monthly to learn about each core program - its structure, purpose and customer base - and what contributions could improve the statewide system. This work set the stage for program alignment and identifying opportunities for interagency collaboration on implementation activities. Once understanding of each program deepened, the team’s focus turned to identifying how major components of WIOA should be implemented. For example, interagency workgroups formed for measurement/ performance accountability and strategic planning/statewide plan development. Additional workgroups may be formed to address implementation of other WIOA components.

Workgroups take the same process-driven approach as the interagency team. Each workgroup developed a charter and mission, a process flowchart, a timeline for deliverables, requirements matrices and other management documents. Meetings are managed using detailed agendas with meeting minutes and action items, and workgroup documents are accessible to the interagency team. Forming workgroups specific to major WIOA components was beneficial in providing opportunities for agency subject matter experts to collaborate peripheral to interagency team meetings to discuss specific details and requirements. This allowed subject matter experts to plan and report back to the entire team with a progress update or decision points. Decision points, recommendations and progress updates from the workgroups were vetted through the interagency team and core program leadership prior to their presentation to the CareerSource Florida Board. This encourages and ensures transparency, flow of information and open communication between all core programs.

Core partners used the WIOA Unified Plan Two-Year Modification as an opportunity to review and update coordination with state plan programs. WIOA core program leadership revised WIOA teams and streamlined the approach for implementation and tracking of progress. Proposed changes are summarized below:

  1. Dismissed the WIOA Interagency Implementation Team. This team concluded its work in bringing the partner programs together to learn about respective systems and provide recommendations to the Governor’s Task Force and the CareerSource Florida Board of Directors.
  2. Shifted the responsibility for receiving workgroup updates to the State Plan Implementation Team. This team will use tracking and communication tools to ensure that workgroups have a venue to report progress, identify resource needs and make recommendations for additional workgroups to implement key components of the unified state plan.
  3. Adjusted membership for the WIOA Core Leader Team and the State Plan Implementation Team to include at least two members from each core partner (adding members from new partners as needed) to ensure appropriate representation. Membership structures are designed to ensure a “thread” of participants throughout the system so that key issues are identified at each level and brought for discussion at the WIOA Core Program Leadership meetings.
  4. Specialized personnel with experience such as legal or information technology programming may be requested as subject matter experts for specific meetings.

These adjustments provide many advantages. Redundancy between planning and implementation teams is eliminated, the decision-making process is streamlined, the number of participants (and associated time commitments) is reduced and administrative support requirements are reduced. Florida now has a more streamlined and efficient approach for coordinating across WIOA programs made up of three key business relationships. Each group and associated coordination activities are listed below:

1) The State Workforce Investment Board (CareerSource Florida Board of Directors)

Membership: Appointed workforce and policy investment board of business and government leaders.

  • Approve state workforce system policies pertaining to the implementation and management of WIOA
  • Review overall state and local performance from all WIOA core partners
  • Arrange for resource supports as needed and available
  • Provide support and assistance in delivering key policy messages and recommendations to the governor, legislators, federal entities and other key stakeholder groups as needed.

2) WIOA Core Program Leadership Team

Membership: WIOA Partner Program Directors - CareerSource Florida; Department of Economic Opportunity Division of Workforce Services; Department of Education Divisions of Vocational Rehabilitation, Blind Services, Career and Adult Education; and Colleges and Universities

  • Receive and consider recommendations for WIOA implementation and management from the WIOA State Plan Implementation Team
  • Discuss potential “hot topic” issues of mutual concern and seek solutions
  • Provide thorough vetting of complex issues prior to submitting key information and recommendations from the WIOA State Plan Implementation Team to the CareerSource Florida Board of Directors
  • Commission implementation workgroups as needed
  • Arrange for resource supports as needed
  • Prepare and deliver key information and recommendations on implementation, strategy and performance to the governor, agency heads, legislators, the state workforce investment board and federal Departments of Labor and Education

3) WIOA State Plan Implementation Team

Membership: Planning Directors and Program Leadership for WIOA partner programs

  • Review and interpret legal and regulatory requirements of WIOA
  • Incorporate the requirements into the state planning and performance processes
  • Identify and communicate resource and information supports across all WIOA partner programs
  • Draft policies, guidelines and tools for developing and tracking the state plan
  • Prepare and deliver state plan (and plan updates); coordinate the development and delivery of local plans
  • Track approved state plan workgroups and activities to ensure that goals are achieved
  • Consider and approve recommendations of workgroups
  • Report plan progress to WIOA Core Program Leadership Team
  • Make recommendations for additional teams or resources to maintain progress
  • Communicate key messages and issues to agency heads

These activities allow the formation of workgroups to engage in coordinated projects designed to continue implementation and enhancement of the workforce system within the WIOA framework. These workgroups include planning directors, program leadership and subject matter experts for WIOA partner programs. Examples of these workgroups include the following:

  • Conduct pilot for career center integration
  • Design of comprehensive one-stop career center system with the inclusion of universal design principles as a certification requirement
  • Enhance infrastructure and data sharing processes
  • Coordination of membership in state and local workforce boards
  • Coordinated development of a network of qualified benefits planners to augment Social Security Administration contracts for Work Incentives Planning and Assistance (WIPA) services.
  • Complete a stakeholder engagement analysis to determine where to target outreach efforts, including business engagement.
  • Review services, programs and partnerships of core WIOA programs to reduce duplication of efforts as well as gaps between programs.
  • Work collaboratively to ensure that disability coordinators are cross trained with core partner processes
  • Identify opportunities to expand services/programs to meet ongoing needs of people with barriers to employment, including people with disabilities.