Located in:
- III. Operational Planning ElementsThe Unified or Combined State Plan must include an Operational Planning Elements section that support 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 PoliciesThe 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—
- b. State Operating Systems and Policies
III. b. 4. C. Previous Assessment Results
Current Narrative:
Department of Economic Opportunity
DEO continuously conducts data analysis of workforce system performance within the state’s Workforce Innovation and Opportunity Act (WIOA) primary indicators of performance. This analysis is used in annual presentations to each local workforce development board to show how each LWDB is performing against its locally negotiated goal for the measures.
Accountability and Continuous Improvement
Florida workforce law expressly requires increased accountability of the workforce system for the state, localities and training providers. Florida has several valuable methods for continually monitoring performance as both real-time management tools and tools for continuous improvement.
Levels of Service
Total participants served during Program Year 2016-17 decreased by 0.6 percent for Adults and 1.7 percent for Dislocated Workers. Youth participants increased by 9.0 percent. The chart below presents the total number of participants and exiters leaving the WIOA program during Program Year 2016-17.
Figure 3.09
2016-2017 WIOA Participants/Exiters
| WIOA Program | Total Participants Served | Total Exiters |
|---|---|---|
| Adults | 27,375 | 9,544 |
| Dislocated Workers* | 8,296 | 3,284 |
| Youth | 12,411 | 2,928 |
* DW numbers include DW grants, which served 1,773 participants and had 694 exiters.
Figure 3.10
2015-2016 WIA Participants/Exiters
| WIA Program | Total Participants Served | Total Exiters |
|---|---|---|
| Adults | 27,554 | 15,338 |
| Dislocated Workers | 8,437 | 4,874 |
| Older Youth | 4,500 | 2,285 |
| Younger Youth | 6,887 | 4,234 |
WIOA Performance Measures
Data on core measures and primary indicators of performance are collected from Florida’s Management Information System (MIS), Reemployment Assistance (RA) Wage Records and from the Wage Record Information System (WRIS). The MIS system gathers exit information on participants and covers the real-time data elements referenced above. Reemployment Assistance (RA) Wage records contain information such as wage used to determine retention information after exit. The WRIS system is a database consisting of wage and employment records from other states. WRIS records supplementing Florida’s RA data provides a more comprehensive picture of participant outcomes.
The chart below illustrates Florida’s negotiated rate for each of the required primary indicators of performance along with the actual statewide outcomes achieved. Pursuant to federal policy, states achieving at least 90 percent of the negotiated goal are considered to have met the goal. The 90 percent criterion is shown in parentheses.
Figure 3.11
State WIOA Statewide Primary Indicators of Performance Program Year 2016-2017
| WIOA CORE MEASURE | NEGOTIATED GOAL (90% of Goal) | ACTUAL PERFORMANCE | DIFFERENCE COMPARED TO 90% of Goal |
|---|---|---|---|
| Adult Employed 2nd Qtr. After Exit | 86.0% (77.4%) | 84.0% | + 6.6% |
| Adult Employed 4th Qtr. After Exit | 82.0% (73.8%) | 81.3% | + 7.5% |
| Adult Median Wage 2nd Qtr. After Exit | $7,550 ($6,795) | $7,999 | + 17.7% |
| DW Employed 2nd Qtr. After Exit | 80.0% (72.0%) | 78.8% | + 6.8% |
| DW Employed 4th Qtr. After Exit | 76.0% (68.4%) | 76.6% | + 8.2% |
| DW Median Wage 2nd Qtr. After Exit | $6,550 ($5,895) | $7,635 | + 29.5% |
| Youth Employed 2nd Qtr. After Exit | 73.0% (65.7%) | 70.9% | + 5.2% |
| Youth Employed 4th Qtr. After Exit | 66.0 % (59.4%) | 72.1% | + 12.7% |
Local Performance
Expected levels of performance or goals were agreed upon for each LWDB. The chart below summarizes outcomes based on these goals and the previous federal 90 percent criterion.
Figure 3.12
Local Workforce Development Board WIOA Performance Program Year 2016-2017
| WIOA COMMON MEASURE | STATE GOAL | NUMBER OF LWDBs ACHIEVING GOAL | PERCENT OF LWDBs ACHIEVING GOAL |
|---|---|---|---|
| Adult Employed 2nd Qtr. After Exit | 86.00% | 20 of 24 | 83.33% |
| Adult Employed 4th Qtr. After Exit | 82.00% $7 | 20 of 24 | 83.33% |
| Adult Median Wage 2nd Qtr. After Exit | $7,550.00 | 20 of 24 | 83.33% |
| Dislocated Worker Employed 2nd Qtr. After Exit | 88.00% | 19 of 24 | 79.17% |
| Dislocated Worker Employed 2nd Qtr. After Exit | 76.00% | 19 of 24 | 79.17% |
| Dislocated Worker Median Wage 2nd Qtr. After Exit | $6,550.00 | 23 of 24 | 95.8% |
| Youth Employed 2nd Qtr. After Exit | 73.00% | 19 of 24 | 79.17% |
| Youth Employed 4th Qtr. After Exit | 66.00% | 22 of 24 | 91.67% |
*Based on U.S. Department of Labor Training and Employment Guidance Letter 26-15, August 23, 2017, “Fails” is defined as the number of performance measures less than 90 percent of the negotiated goal. “Meets” is defined as the number of performance measures between 90 percent - 100 percent of the negotiated goal. “Exceeds” is defined as the number of performance measures above 100 percent of the negotiated goal.
Performance Indicators: Section 116 of WIOA identifies indicators of performance for the Adult, Dislocated Worker and Youth programs. These measures for PY 17-18 are below:
Figure 3.13
Florida Primary Indicators of Performance Goals Program Year 2017-2018
| Adult Measures | PY 2017-2018 Goals |
|---|---|
| Employed 2nd Qtr. After Exit | 89.0% |
| Employed 4th Qtr. After Exit | 85.0% |
| Median Wage 2nd Quarter After Exit | $7,850 |
| Dislocated Worker Measures | |
| Employed 2nd Qtr. After Exit | 83.0% |
| Employed 4th Qtr. After Exit | 79.0% |
| Median Wage 2nd Quarter After Exit | $6,850 |
| Youth Common Measures | |
| Employed 2nd Qtr. After Exit | 76.0% |
| Employed 4th Qtr. After Exit | 69.0% |
| Measurable Skills Gain | |
| Wagner-Peyser Measures | |
| Employed 2nd Qtr. After Exit | 64.0% |
| Employed 4th Qtr. After Exit | 66.0% |
| Median Wage 2nd Quarter After Exit | $4,850 |
Customer Satisfaction Surveys
Florida integrated customer satisfaction surveys as a component of its workforce management system, Employ Florida. Customer satisfaction survey results are invaluable to the state as it identifies and improves on strategies implemented to better serve workforce services customers.
Local Workforce Development Board Performance Reviews
Section 445.007(3), Florida Statutes, directs DEO, under CareerSource Florida’s direction, to meet annually with each LWDB to review performance and certify compliance with state and federal laws.
During PY 2016-2017, DEO staff presented information on the local board’s program and financial performance. Annual presentations provide a unique opportunity for dialogue with local board members, offering them a complete understanding of how state and federal performance requirements impact their local board’s performance outcomes.
Florida’s approach to performance provides for consequences in situations indicating a pattern of low performance. Typically, low-performing local workforce boards are required to develop and implement their own Corrective Action Plans. If low performance persists, state-level staff work with local workforce board staff to design a state-approved performance improvement plan policy with specific deliverables, often supported by state and peer Technical Assistance and Training (TAT) and supplemental funding for specific interventions. Chronic performance and operational problems can result in progressive levels of direct, sustained onsite oversight by state staff or state-designated local workforce board peer supervision, receivership, or replacement of local executive staff. As an ultimate sanction, a local board may be re-designated or consolidated due to performance problems. To date, no local board has been sanctioned in this manner.
Division of Vocational Rehabilitation
VR’s rehabilitation rate remains below the federal target, but has increased over the past two years, as has the overall number of customer employment outcomes. This is expected as VR releases customers from the Category 3 wait list..VR collaborates with partners at the state and local levels to maximize employment services for people with disabilities. VR anticipates that the following projects will have a positive impact on program performance.
- Support employers and community partnerships through the Business Relations program.
- Expand the Youth Peer Mentoring pilot to all VR areas.
- Provide Career Counseling / Information and Referral (CCIR) services to individuals participating in subminimum wage employment. Due to the positive response to CCIR services, VR is developing an orientation and follow-up process for CCIR service recipients who expressed interest in VR services.
- Assist customers in making informed choices about employment providers through use of the Services Provider Choice Directory.
- Implement additional mental health training for counselors and develop transitional employment, Individual Placement and Support and peer specialist models to improve success for individuals with severe and persistent mental illness.
- Continue to increase provider capacity for Discovery, Customized Employment and CBTAC services.
- Implement additional Project SEARCH sites, with support from the Florida Developmental Disabilities Council.
- Establish additional casework quality assurance review practices to validate data entry.
- Strengthen data validation practices to detect errors prior to reporting.
- Expand use of Benefits Planning services for Social Security recipients to promote self-support. Purchase these services when not available from SSA.
Figure 3.14
Florida Vocational Rehabilitation Federal Performance Indicators and Targets
| Federal Performance Indicators and Targets | Actual Performance(FFY 17) | Previous (FFY 16) |
|---|---|---|
| Indicator 1.1: Change in Employment Outcomes (RSA Target: Increase over prior year) | +265 | +419 |
| Indicator 1.2: Percent of Employment Outcomes (RSA Target: 55.8%) | 37.9% | 40.8% |
| Indicator 1.3: Competitive Employment Outcome (Primary) (RSA Target: 72.6%) | 96.94% | 97.7% |
| Indicator 1.4: Significance of Disability (Primary) (RSA Target: 62.4%) | 92.56% | 99.5% |
| Indicator 1.5: Earnings Ratio (Primary) (RSA Target: 52%) | 55% | 53% |
| Indicator 1.6: Self-Support (RSA Target: 53%) | 54.53% | 60.2% |
| Indicator 2.1: Ratio of Minority to Non-Minority Service Rate (RSA Target: 80%) | 94% | 95% |
Division of Blind Services
FDBS contracted with Mississippi State University to conduct a needs assessment. The assessment revealed the following areas of need related to the workforce system:
- Develop and strengthen employer relationships.
- Expand services to Hispanic/Latino, African American, American Indian and other populations who identify themselves as multiple races.
- Improve assistive technology services such as standardizing curriculum, staying up-to-date on the most in-demand technology and job skills and reworking trainings to make them more frequent and/or in-depth.
- Increase outreach and community visibility.
- Assist clients in identifying transportation resources to become and/or remain employed.
- Engage with CRPs to maximize outcomes for consumers.
- Regular follow-up with consumers.
Based upon the results of the needs assessment, FDBS has developed strategies to address the identified needs that are incorporated and described throughout this plan.
See FDBS section X(j) for further details.
Adult Education
State targets are negotiated with the U.S. Department of Education, Office of Career Technical and Adult Education (OCTAE) and established for each of the educational functioning levels for ABE, Adult Secondary Education (ASE) and ESOL on an annual basis. The target percentage is based on prior program year performance and a comparison of the state with national averages.
The percentages represent the portion of students who must meet the goal for each educational functioning level. The same targets are required of programs receiving a federal grant and the target must be met (90 percent of each EFL) or show improvement. If these conditions aren’t met, the program is required to submit a program improvement plan. Technical assistance and training is provided. The chart below shows the target and performance for 2015-2016 and 2016-2017.
Figure 3.15
Florida Adult Education State Targets
Adult Basic Education and Adult Secondary Education
| Measure | 2015-15 Target | 2015-16 Performance | 2016-17 Target | 2016-17 Performance | 2017-18 Target | 2017-18 Performance |
|---|---|---|---|---|---|---|
| ABE Beginning Literacy | 38% | 28% | 40% | 22.24% | 43% | Not Available |
| ABE Beginning | 43% | 32% | 40% | 27.34% | 42% | Not Available |
| ABE Low Intermediate | 47% | 33% | 39% | 31.26% | 41% | Not Available |
| ABE High Intermediate | 51% | 34% | 40% | 33.93% | 42% | Not Available |
| ASE Low | 56% | 24% | 42% | 41.74% | 44% | Not Available |
Figure 3.16
Florida Adult Education State Targets
English for Speakers of Other Languages
| Measure | 2015-15 Target | 2015-16 Performance | 2016-17 Target | 2016-17 Performance | 2017-18 Target | 2017-18 Performance |
|---|---|---|---|---|---|---|
| ESL Beginning Literacy | 44% | 40% | 42% | 41.48% | 44% | Not Available |
| ESL Low Beginning | 46% | 40% | 51% | 35.45% | 53% | Not Available |
| ESL High Beginning | 46% | 34% | 42% | 28.66% | 44% | Not Available |
| ESL Low Intermediate | 40% | 30% | 39% | 28.64% | 41% | Not Available |
| ESL High Intermediate | 41% | 28% | 38% | 28.89% | 41% | Not Available |
| ESL Advanced | 29% | 23% | 26% | 22.32% | 28% | Not Available |