Narrative: II. a. 2. C.

Over the last 15 years, Florida has become a nationally recognized leader in the integration of workforce services programs. The state has successfully implemented the joint management of state Wagner-Peyser employees who operate at local one-stop centers under the supervision of local workforce board staff. It has successfully integrated the work components of both the federal TANF program and the federal SNAP program into the mix of workforce services available at local one-stop centers. It has pioneered the development of one-stop cost allocation plans that fairly distribute one-stop shared costs among benefiting programs and partners.

Local career centers established by the state’s local workforce development boards are truly one-stop centers that offer a variety of business and job applicant services at one physical location. The local career centers use Wagner-Peyser and WIOA funding as the foundational grants that support the infrastructure costs of the centers. Shared costs paid by other workforce programs such as TANF and SNAP reduce the overall costs of the system to those two foundational grants. DEO has successfully worked with local boards in establishing cost allocation plans and now is one of the few states that has successfully implemented the indirect cost rate requirements of the recently enacted Uniform Guidance.

Customers have access to labor market information; have access to the state’s labor exchange job matching system (Employ Florida Marketplace); have access to resource rooms that have computers that are internet enabled; have access to training services; and, have access to assistance in meeting work requirements in the TANF and SNAP programs. Businesses have access to job applicants and assistance in upgrade training for existing employees who need training to either retain their jobs or move up a career ladder. The state has enacted staff credentialing requirements to ensure that new staff have a basic understanding of the workforce system and are taught basic skills such as good case management and good customer service. Local Boards also work with their local educational partners and community organizations to offer services under the WIOA Youth Program. Generally, these youth services are outside the local one-stop delivery system.

Given the knowledge and experience of Florida’s Workforce Innovation and Opportunity Act core program partners, Florida is well prepared to continue delivering workforce development services. Continued communication and enhanced collaboration among the WIOA State Leadership Team and working groups will be paramount in building the capacity of the state’s workforce system.

Capacity also depends upon the continued success of Florida’s 24 local workforce development boards. They and their WIOA partners are working toward innovative methods for delivery of services to job seekers and employers in their local areas. A heightened focus on customer service and business engagement is helping increase Florida’s workforce network capacity.

Florida’s Division of Vocational Rehabilitation (VR) currently has 76 unit offices throughout Florida, and has opened an additional 18 private contracted offices to increase its service capacity and ensure continuity of services. Factors such as staff turnover and Order of Selection (OOS) waitlists affect customer service capacity, and VR’s leadership uses data projection models to monitor trends and guide decision-making regarding fiscal, caseload and waitlist performance.

VR contracts with employment service providers, and maintains partnerships and agreements with multiple agencies and entities around the state to ensure comprehensive and coordinated services for job seekers with disabilities. VR anticipates that pilot programs and Innovation and Expansion grant opportunities in the upcoming year will further increase its service capacity.

VR’s services are provided statewide, with exception to pilot programs, Innovation and Expansion grant activities, and transition services delivered under a Third-Party Cooperative Arrangement (TPCA). VR currently holds TPCA with 20 school districts, and as required, has a waiver of statewideness in place for these arrangements. More details on TPCA and other factors that affect VR’s service capacity can be found in the VR services portion of this plan.

FDBS has aligned and dedicated vocational rehabilitation staff to coordinate, implement and track workforce development activities across multiple programs. Additionally, FDBS has long-established relationships with statewide Community Rehabilitation Providers (CRPs) who provide direct vocational rehabilitation, transition, supported employment and rehabilitation engineering services to clients statewide. Through existing staff and community rehabilitation program partners, FDBS feels certain that it has the capacity to implement the identified workforce development activities.

FDBS conducts on-going training needs assessment for the purpose of ensuring compliance of federal and state mandates and; examining individual personnel training requirements related to current job performance, future job requirements, and promotional or career advancement needs.

Adult education programs in Florida are provided by district, colleges, and community-based organizations. Some counties may not offer adult education programs, however, colleges in those service areas have been awarded state funds and federal grants to provide adult education programs in those areas. There are 642 locations offering adult education services. This includes main sites and satellite programs located throughout the community. Transportation is a barrier for many adults so local programs plan locations that are accessible for potential adult students.

Florida’s Integrated Career and Academic Preparation System has enhanced efforts to provide workforce activities by concurrently enrolling adult students in the GED(r) Preparation Program (GED-i) and a career and technical certificate program. To build capacity for career pathway programs planning and implementation grants were awarded in 2015-2016 and additional grants will be available for 2016-2017. Adult education programs will collaborate with CareerSource Local Workforce Development Boards to determine career pathways suitable for adult learners and the local supply and demand for careers. Resources and training along with the mini-grants will expand the capacity of programs to offer workforce activities. A building capacity goal is to build and deepen partnerships across agencies and organizations within the state to implement Florida’s WIOA Unified Plan. The core partners will develop strategies to support staff training and awareness, disseminate best practices, develop and continuously improve the one-stop delivery system, and support the CareerSource Local Workforce Development Boards. The LWDB helps adult education partners and other customers identify high wage, high demand jobs and assist to develop career pathways for the regional areas. Core partners will work together to increase the opportunities and access points for individuals needing service and will work on ways to improve the number of individuals moving from under and unemployment into education and employment opportunities.