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Florida PYs 2020-2023

WIOA State Plan Common Elements

Located in:
  • III. Operational Planning Elements

    The Unified or Combined State Plan must include an Operational Planning Elements section that supports the State’s strategy and the system-wide vision described in Section II(c) above.  Unless otherwise noted, all Operational Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs.  This section must include—

    • b. State Operating Systems and Policies

      The Unified or Combined State Plan must include a description of the State operating systems and policies that will support the implementation of the State strategy described in section II Strategic Elements.  This includes—

III. b. 2. The State policies that will support the implementation of the State’s strategies (e.g., co-enrollment policies and universal intake processes where appropriate).  In addition, provide the State’s guidelines for State-administered one-stop partner programs’ contributions to a one-stop delivery system

View corresponding narrative from PYs 2018-2019

Current Narrative:

State Policies

Policy Development Framework
Policy development and implementation is a critical aspect of managing organizational performance. Systematic identification of the need for policy, a structured policy development process, an effective policy evaluation and approval process and consistent approaches for effective outreach, communications and training are essential components of a comprehensive policy framework. Organizations with sound approaches for the development and deployment of strategic and administrative policies are better positioned for successfully executing strategy and conducting effective and efficient day-to-day operations.

CareerSource Florida’s Board of Directors made a distinction between strategic and administrative policies. Strategic policies are high-level principles or directional statements that inform or clarify legislative policy or workforce system strategies. These strategic policies direct decision-making at the program level and may result in the development of administrative policies.

In 2019, a Policy Development Workgroup was created consisting of staff from CareerSource Florida’s Strategic Policy and Performance Team and the Department of Economic Opportunity’s Bureau of One-Stop and Program Support. This Policy Development Workgroup created a comprehensive policy development framework designed to support the vision, mission, values, strategies and operations of the CareerSource Florida network and its statewide policy and investment board while strengthening the state workforce development system. This Workgroup meets regularly to determine the strategic and administrative policy and guidance needs of the workforce system. Subject-matter experts and stakeholders are included in this workgroup as necessary.

The Policy Development Framework is applied at the state level and is recommended as a guide for the development of local operating procedures and policies. The framework is made available to any state workforce system partner in policy development and implementation. In August 2019, CareerSource Florida demonstrated the Policy Development Framework at an in-person presentation attended by local workforce development board policy developers.

Figure 3.02
Policy Development Framework

Figure 3.02 can be viewed online at http://careersourceflorida.com/Policy_Development_Framework.png.

The Policy Development Framework consists of three major components:

  1. Establish Policy Need;
  2. Develop Policy; and
  3. Implement and Evaluate.

Federal and state program guidance is communicated to local workforce partners through participation in state-level policy development activities. Strategic and administrative policy documents are shared with state and local partners who provide consultation to the Policy Development Workgroup prior to strategic or administrative policy being issued. Once feedback from local boards, core partners and stakeholders has been reviewed and incorporated, if necessary, strategic and administrative policies are distributed throughout the workforce investment system by the Department of Economic Opportunity.

Figure 3.02 Policy Development Framework. This illustration shows a color-wheel with three numbered arrows on the outside. 1. Establish Policy Need. 2. Develop Policy. 3. Implement and Evaluate. Below the numbered arrows are process steps for the Policy Development Framework. The process steps are represented as colored tiles and include: Review existing policies, Conduct Policy Research, Determine Alternatives, Recommend Action, Charter Policy Workgroup, Draft Policy, Review Stakeholder input, Prepare Implementation and Evaluation Plan, Conduct Administrative Review, Present for Approval, Executive Implementation and Evaluation Plan, Conduct Policy Monitoring, Evaluate Policy Effectiveness. At the center of the color wheel is a circle that contains the CareerSource Florida Values: Business Driven, Continuous Improvement, Integrity, Talent Focus and Purpose-Driven. At the very center of the color wheel is the statement: Florida will be the global leader for talent.

Information about the Policy Development Framework and features of CareerSource Florida strategic and administrative policy are available on CareerSource Florida’s website at https://careersourceflorida.com/about-us/policies-and-initiatives/.

State Policies that Support the Implementation of the State’s Strategies

In addition to the work of the Policy Development Workgroup, the Florida Division of Blind Services has a policy team to continually examine policies and procedures. Select policies are reviewed on a quarterly basis. The policy team uses data derived from the quality assurance reviews to determine which policies require immediate review. In 2019, the team reviewed and updated policies related to the delivery of vocational rehabilitation services. Policies on maintenance, timeliness of services, reporting unsafe drivers, individualized plan for employment, and payment for services were some of the policies revised last year.

The U.S. Department of Labor developed a uniform policy for acceptable methods of cost allocation and resource sharing with respect to funding the one-stop delivery system. Under WIOA and consistent with the Uniform Guidance, funding provided by the one-stop partners to cover the operating costs, including infrastructure costs and additional costs, of the one-stop delivery system must be based on the partner program’s proportionate use of the system and relative benefit received. WIOA requires LWDBs, with the agreement of the chief elected official, to develop and execute MOUs with required partners on the operation of the one-stop delivery system in the local service delivery area. Each LWDB must include an IFA in the MOU with required partners. The IFA details how infrastructure costs for the one-stop delivery system will be funded in the local area. Local workforce development boards and career centers are expected to act in good faith and negotiate infrastructure costs and additional costs of operating a local one-stop delivery system in a transparent manner.

CareerSource Florida Administrative Policy 106 – Memorandums of Understanding and Infrastructure Funding Agreements provides local workforce development boards (LWDBs) with the requirements and procedures for developing Memorandums of Understanding (MOU) and Infrastructure Funding Agreements (IFA) under the Workforce Innovation and Opportunity Act (WIOA).

Links to strategic and administrative policies that support the implementation of the state’s strategies and guidelines for one-stop partner programs are posted on the websites below: