Local workforce development boards were evaluated on seven performance metrics in fiscal year 2017-18 – two placement metrics (Unemployed Placement Rate and Time to Earnings), three exit metrics (Cost per Employed Exit, Average Earnings and Earnings per Dollar Spent) and two business metrics (Business Engagement and Customer Satisfaction). The placement and exit metrics focused on job seekers, while the business metrics focused on businesses served. Click here for more information.
Surveys sent during the fiscal year (from July 1, 2016 through June 30, 2017) were included in the calculations for the Business Engagement and Customer Satisfaction metrics. Responses, to surveys sent during the fiscal year, received in Salesforce up to 90 days later (by Sept. 28, 2017) were included in the Customer Satisfaction performance score for fiscal year 2016-17. This was to allow sufficient time for responses to surveys sent at the end of the fiscal year.
A customer satisfaction could be sent once every 90 days to a business account in Salesforce.
The Customer Satisfaction score combined three separate components into one metric:
The Customer Satisfaction score was obtained by multiplying these three components together and then multiplying by 100:
100 x A1⁄7 x A2⁄7 x R⁄E(R)
A1 = Average response on first survey question
A2 = Average response on second survey question
R = Actual Response rate of surveys sent
E(R) = Expected Response rate of surveys sent
The Expected Response rate ("E(R)" in the mathematical formula) included in the Customer Satisfaction score was based on the target for the Business Engagement metric as follows:
This tiered structure was based on sample sizes and response rates needed to achieve a high level of confidence that the results represent businesses served in a local board's service area. The larger the sample size, the lower the expected response rate. Click here to view the expected response rates for FY 2016-17.
Performance scores were calculated for the seven metrics for each of the 24 local workforce development boards, reflecting each board's performance relative to its targets. A global performance score for each board was then calculated by adding together the performance scores for each metric. Actual Minimum thresholds were calculated for each metric, representing the achieved percent of the target. Local boards with minimum thresholds of 50-100 points per metric and totaling 525 or more when summed together were then evaluated using the Target, Improve, Excel (TIE) approach.
Target, Improve, Excel (TIE) is the approach used to evaluate local workforce development boards that achieved minimum thresholds of 50-100 points per metric totaling at least 525 or more when summed together. In fiscal year 2016-17, local boards were eligible for funding as follows:
The Target Achievement Plan is a one-page plan indicating how local boards will work to improve their performance in the future. Local workforce development boards that did not meet the minimum threshold requirements and/or the global performance target of 700 in fiscal year 2016-17 received Target performance awards with the submission and approval of a Target Achievement Plan.
CareerSource Florida awarded approximately $10.29 million to 20 local workforce development boards for their performance in the Performance Funding Model during fiscal year 2016-17.
A portion of the funds awarded to local workforce development boards for their performance in fiscal year 2016-17 is designated as WIOA state-level funding and the remaining is designated as Wagner-Peyser 7(b) funding. Within the guidelines for each funding stream, local workforce development boards determine how best to use the funds to address local priorities for serving businesses and job seekers. To allow maximum flexibility, the funds may be used for expenditures within the following dates: