Workforce Investment Act (WIA) Performance Measures

2. An equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. All voice telephone numbers on this document may be reached by persons using TTY/TDD equipment via the Florida Relay Service at 711.

3. Workforce Investment Act (WIA) Performance Measures • Established by Workforce Florida, Inc. (WFI), to track performance on a short-term basis • Allows for comparisons, bonus payments, incentives and corrective actions • Shows regional rankings for the original 17 measures covering WIA, Wagner Peyser, and TANF

4. Workforce Investment Act (WIA) Performance Measures • Performance outcomes displayed in quartiles • Top 25%, green • Bottom 25%, red

5. Example of the Red & Green Quarterly Report 2004-2005 Year-End Report

6. Monthly Management Reports • Developed by AWI at the request of the regions • Displays short-term performance on 24 measures • Standards compatible with the Red and Green measures but colored differently • Purple = 100% or more of the standard • Yellow = 80-99% of the standard • Orange = Below 80% of the standard

7. Workforce Investment Act (WIA) Performance Measures • Each Region has its own set of standards incorporated into their performance-based Memorandum of Understanding with AWI • Provides for progressive sanctions to be imposed by WFI for significant and persistent failure to meet negotiated standards

8. Workforce Investment Act (WIA) Performance Measures • Participant records entered into the state’s One Stop Management Information System (OSMIS)

9. Workforce Investment Act (WIA) Performance Measures • Employed Worker Outcome Rate • Adult Entered Employment Rate • Adult Entered Employment Wage Rate • Dislocated Worker Entered Employment Rate • Dislocated Worker Entered Employment Wage Rate

10. Workforce Investment Act (WIA) Performance Measures • Youth Goal Attainment Rate • Youth Positive Outcome Rate • NEW Youth Measures 7/01/06 • WIA In-school Youth Outcome Rate • WIA Out-of-School Youth Outcome Rate Customer Satisfaction • Individual • All Employers

11. Workforce Investment Act (WIA) Performance Measures Regional Boards’ Performance

12. Workforce Investment Act (WIA) Performance Measures Regional Boards’ Performance

13. Workforce Investment Act (WIA) Performance Measures Regional Boards’ Performance

14. Workforce Investment Act (WIA) Performance Measures Regional Boards’ Performance

15. Workforce Investment Act (WIA) Performance Measures Regional Boards’ Performance

16. WIA Employed Worker Outcome Rate • The number of adults who were employed at registration, remained employed and who attained a credential at exit expressed as a percentage of adults who exited in a report period. • Calculation: # (employed at registration) who remained employed with credentials at exit # of total adults (employed at registration) exited this period • Data comes from OSMIS

17. Strategies for Improving the Employed Worker Outcome Rate • Develop training agreements that include certifications and a post-training wage increase • Ensure that each training completer receives a certification and is employed at exit • Record credential and employment outcome data accurately and timely

18. WIA Adult Entered Employment Rate • The percentage of adults employed at exit who were not employed at registration • Calculation: # of adults employed at exit who were not employed at registration # of adults not employed at registration who exited • Data comes from OSMIS

19. Strategies for Improving the Adult Entered EmploymentRate • Develop and refer participants to short-term, high skill training courses • Work with participants to ensure they exit with employment • Use all available resources (e.g. New Hire report, UI reports, etc.) to obtain employment data for participants • Offer incentives to participants to accept and retain employment

20. WIA Adult Entered Employment Wage Rate • Average adult hourly wage at exit expressed as a percentage of the regionally adjusted Lower Living Standard Income Level (LLSIL) for a family of three. • Calculation Average hourly wage at exit Regionally adjusted LLSIL for a family of three • Data comes from OSMIS

21. Strategies for Improving the Adult Wage Rate • Increase proportion of participants placed following training • Ensure that employment wage data is entered into the OSMIS accurately and timely • Before the end of the month for monthly reports • Not later than the last day of the month following the quarter for the quarterly reports

22. Strategies for Improving the Adult Wage Rate (cont.) • Ensure that wage data entered reflects the wage received at exit • Negotiate higher wage rates with employers for WIA program trainees • Poll employers for the knowledge, skills and abilities they are willing to pay higher wages for and train participants accordingly • Develop Customized Training and OJT agreements

23. WIA Dislocated Worker Entered Employment Rate • Percentage of all Dislocated Workers employed at exit • Calculation # of all Dislocated Workers employed at exit # of all Dislocated Workers that exited • Data comes from the OSMIS

24. Strategies for Improving the Dislocated Worker Entered Employment Rate • Include the DW “called back to previous job” in the total # of participants entering employment • Use the New Hire Report to identify participants who have obtained employment on their own • Ensure that employment data is accurate and entered timely

25. WIA Dislocated Worker Entered Employment Wage Rate • Average DW hourly wage at exit expressed as a percentage of the regionally adjusted Lower Living Standard Income Level (LLSIL) for a family of three. • Calculation Average hourly wage at exit Regionally adjusted LLSIL for a family of three • Data comes from OSMIS

26. Strategies for Improving the DW Entered Employment Wage Rate • Consider serving the Displaced Homemaker, TAA, & NEG participants • Carefully monitor the DW Entered Employment Wage Rate to ensure it meets the local average wage standard • Ensure that the employment wage data is accurate and entered timely

27. WIA Younger Youth Goal Attainment Rate • The percentage of basic skills, work readiness and occupational skills goals attained out of the number of goals due or required to be set in the report period • Calculation # of goals attained during the report period # of goals attained, goals due to be attained, and goals required to be set • Data comes from OSMIS

28. When Goals Count • Goals attained timely • Goals 1 year old and not attained • Goals not 1 year old and not attained at exit • Goals that should have been set and were not

29. When Goals Count • New Registrants without a Basic Skills goal set, or goal set date does not equal Registration Date • Youth still Basic Skills Deficient at anniversary, without Basic Skills goal set date equal to the anniversary date

30. Which Goals Count in the Numerator? • All goals attained during the report period • Exception: Goals attained late

31. Which Goals Count in the Denominator? • Goals attained timely during the period (before due date <365 days) • Goals due, not attained during the period • Exiters with goal set dates (less than 1 year) before exit and not attained at exit

32. Which Goals Count in the Denominator? (Cont.) • Basic Skills Deficient youth registered without BS goal set date equal to the registration date • Basic Skills Deficient on anniversary date; without BS goal set date equal to anniversary (month/day of registration)

33. Which Goals Count in the Denominator? (Cont.) • Youth Not Basic Skills Deficient; without goal set date equal to the registration or anniversary date Note: Permissible to set a Basic Skills goal for non-basic skills deficient youth

34. Guidelines for Meeting the Younger Youth Goal Attainment Rate • Record a goal for all younger youth • Set first goal within 30 days of Registration equal to registration date • Set one goal at a time; 3 goals maximum per participation year • Set Basic Skills as first goal for youth who are Basic Skills Deficient • Set a Basic Skills goal until youth is no longer Basic Skills Deficient

35. Guidelines for Meeting the Younger Youth Goal Attainment Rate • Goals set at anniversary can be set within 30 days before/after the anniversary date but goal set date must equal anniversary date • Set a goal for every youth with a set date equal to the anniversary date

36. Guidelines for Meeting the Younger Youth Goal Attainment Rate • Younger Youth should have an open goal at all times • Exception: Youth may go up to 90 days without a goal, if necessary (once the mandatory annual goal has been attained) • If 3 goals set and attained in participation year, use ISS objectives to guide planning and skill tracking until anniversary date

37. Guidelines for Meeting the Younger Youth Goal Attainment Rate • Enter goal attainment data accurately and timely • Report all younger youth goal attainments as they occur • Enter non-attainment within the quarter of the anniversary date • Note: Attainments not recorded in OSMIS timely may not count positively in the performance measure for a report period.

38. WIA Younger Youth Positive Outcome Rate • The percentage of Younger Youth who exited with employment, military, apprenticeship program, advanced training, post secondary training, remained in secondary education or received a diploma/GED/or Equivalent outcomes. • Calculation # of younger youth who exited with a positive outcome # of younger youth that exited • Data comes from OSMIS

39. Strategies for Improving the Younger Youth Positive Outcome Rate • Case Managers should: • Maintain regular contact with all youth in their caseloads and update case notes for each contact • Be familiar with outcomes which are positive for younger youth • Know when a youth is ready to exit and report accurately other achievements and all attainments for the goals set • Younger youth entering Job Corps can be assigned to a concurrent partner program and positive outcomes should be recorded as they occur

40. **New 7/1/06**WIA In-School Youth Outcome Rate • Calculation: In-school youth who exit with a credential (as defined by common measures), or obtained a diploma, or entered post secondary education, advanced training, qualified apprenticeships, military service or unsubsidized employment ___________________________________________ In-school youth who exit during the quarter

41. Strategies for achieving the WIA In-School Youth Outcome Rate • Case Managers should: • Maintain regular contact with all youth in their caseloads and update case notes for each contact • Become familiar with positive outcomes for In-school youth Note: remained in school is no longer a positive outcome • Know when a youth is ready to exit and report accurately other achievements and attainments

42. **New 7/1/06**WIA Out-of-School Youth Outcome Rate • Calculation: Out-of-school youth, as well as youth 18-21 served only as adults, who exit with a credential (as defined by common measures), or obtained a diploma, entered post-secondary education, advanced training, qualified apprenticeship, military service, or unsubsidized employment _______________________________________________ Out-of-school youth, as well as youth 18-21 served only as adults, who exit during the quarter

43. WIA Participants Customer Satisfaction • The sum of the total participant ratings of the three federally mandated questions regarding overall satisfaction, as reported on a scale of 0-100 • Calculation Sum of participants ratings for each of the 3 questions # of participants responding to the monthly telephone survey • Exiter data comes from the OSMIS • Brandt publishes survey results

44. Strategies for Improving WIA Participants Customer Satisfaction Rate • Maintain contact with participants to determine when they have completed all services in their service plan and are ready to exit • Enter participant outcome data within 2 days after the exit date or the first day following the end of the prior month • Update the participant’s “Contact Details” in OSMIS with current primary and alternate telephone numbers at the time of exit

45. WIA Employers Customer Satisfaction Rate (Included with Wagner-Peyser) • The sum of the total employer ratings of three federally mandated questions regarding overall satisfaction as reported on a scale of 0-100 • Calculation Sum of employer ratings for each of the 3 questions # of employers responding to the monthly telephone survey • Employer data comes from OSMIS

46. Strategies for Improving the WIA Employers Customer Satisfaction Rate • Verify that the employer contact name and telephone number is accurate for participants who entered employment at exit • Utilize the survey information on the Customer Satisfaction Survey website as a management tool

47. Questions or Additional Information • AWI Website for WIA Reports http://www.floridajobs.org/reports • Policy and Technical Assistance Questions: Dehryl McCall, AWI E-mail Address: dehryl.mccall@awi.state.fl.us Telephone Number: (850) 245-7402 Bettye McGlockton, AWI E-mail Address: bettye.mcglockton@awi.state.fl.us Telephone Number: (850) 245-7408 Mershal Noble, AWI E-mail Address: mershal.noblel@awi.state.fl.us Telephone Number: (850) 921-3317 • Performance Reporting: Tony Carter, AWI E-mail Address: tony.carter@awi.state.fl.us Telephone Number: (850) 245-7406

48. That’s It!