FTS-DOT ETA BAT Moderator: Cheryl Vaughn 01-25-07/9:00 am CT Confirmation # 2896977 Page 1

FTS-DOT ETA BAT Moderator: Cheryl Vaughn January 25, 2007 9:00 am CT


Good Morning, and thank you all for holding. Just as a reminder, this call is being recorded. If you have any objections, you may disconnect. Also, you’ll be on listen-only until the questions and answers session. I’d like to turn the call over to Cheryl Vaughn. Ma’am, you may begin.

Cheryl Vaughn:

Thank you. Hello Everyone: This is Cheryl Vaughn in the National Office. We will begin today’s Webinar Session: “Strategies to Integrate Workforce Development Program to Improve Performance”. Our moderators for today will be Brad Sickles and Lane Gregory, but before we turn it over to Brad and Lane, we will have Traci DiMartini give us a brief rundown on the operation of the breeze equipment. Traci.

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Traci DiMartini: Good Morning, Everyone. Thank you for attending the sixth in a series of Performance Webinars from ETA’s Office of Performance and Technology. We are very excited to have you here today and we quickly want to run over the logistics for those of you that may have never participated in a Webinar before. This first screen shows you the Webinar layout. The top left box says the attendee list. You can tell which of your colleagues off the country are joining us today. We currently have 26 participants represented with multiple folks onsite throughout various state locations. Underneath the attendee list is a chat room box, which we will go into more detail in the next slide. And underneath that, in the note box, is the phone number for the telephone conference portion of the call, along with the password. If you note, the upper right-hand box that says Connection Status, that should always be green. Should you run into any problems during the Webinar such as it blinking or turning red, you can disconnect and re-login and you should be okay. And finally, the slide area is where you will see our presentation today from the State of Florida. The slides will move automatically. You do not need to touch anything on your computer, and you will keep up with the presentation as the speaker advance the slides. The chat feature is what we’re going to ask that you use so we may collect questions for discussion at the end of the presentation. Please note a few

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things that we are asking for when using the chat feature. You want to type directly into the chat box and please be sure to specifically identify your state before asking your question. We’ll also going to ask that when you send the question, make sure you send it to everyone. You do have options in the two lines to send private messages to the speakers or to the entire group. Please address your questions to the entire group so everyone may see what is coming in from other states. Should you experience technical difficulties at anytime or have a specific request for the National Office, such as asking the speakers to speak up or slowdown, please send it directly to Cheryl Vaughn’s attention in the speaker box. Just to give you a little background on how we got here today, we began having Performance Management conferences last year at this time. In February and March 2006, we focused on the revised performance and reporting policies coming out of ETA. And joining those sessions, the state asked that we facilitate more communication with the state on areas specifically related to performance. Today’s Webinar, which is hosted by the ETA Performance experts in the Atlanta Regional Office, along with one of their states in Region 3, is the sixth in a series of Webinars hosted by ETA. As you can see, the topics have been broad in nature. We’ve done everything from reporting on self-service customers to the new definition for exit policies which became program-specific on such topics as VETS.

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And the next Webinar that we have tentatively scheduled for February, but could possibly be March is open for discussion. We are discussing the states to send their ideas on what they would like to discuss directly to the National Office at ETAperforms@dol.gov, or you can also send them directly to your Regional Performance Specialist or to myself Traci DiMartini in the National Office. We look forward to continuing to meet the needs of the states and locals when it comes to understanding the importance of performance measures, data quality and data collection with regards to our workforce development system. Thank you so much for your attention. At this time, I’d like to turn it over to my colleague and the Performance Experts for the Regional Office, Brad Sickles and Lane Gregory in Atlanta. Brad Sickles: Thank you, Traci. Today’s presentation will focus specifically on integrating data operations to improve performance outcome. We will start off with a brief discussion why we consider this topic to be important and timely. We will then hear from Duane Whitfield on Florida’s experience with performance accountability and workforce reporting. And then, you hear from Bill Dobson from Florida on Florida’s Workforce Estimating Conference and the regional targeted occupations list. We will close out today’s Webinar with questions and answers as Traci mentioned earlier.

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As a reminder, you can post your questions in the chatroom area of your screen or you can wait until the end of the session until we get the questions and answers, and ask your questions directly to Duane and Bill. My co-worker here in the Atlanta Regional Office, Ms. Lane Gregory, will be assisting during the facilitation or - assisting during the facilitation of questions and answers. Let me share a bit of background information of our speakers today before I get into the next slide. Duane Whitfield is the man that drove the performance reporting and analysis unit in Florida’s Agency for Workforce Innovation. He has over 20 years of experience in using the wealth of various administrative data for performance measurement in education, social and workforce investment program. Prior to coming to the Agency for Workforce Innovation, Duane served as the director of the Florida Education and Training Placement Information Program or FETPIP. And we’ll get more about that later in today’s presentation. Bill Dobson is an economic analyst with the Labor Market Statistic Center for the Florida Agency for Workforce Innovation. Bill has over 30 years of experience working labor and economic data. Bill currently supervises the Occupational Employment Statistics (OES) Survey in Florida and manages the production of industry and occupational employment projection for the state and its sub-state areas. Here we go.

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We feel that today’s Webinar were timely and relevant. As you all know, and I’m hoping you all know, ETA submitted to the Office of Management and Budget a request to implement the Workforce Investment Streamlined Reporting System or what we call WISPR. WISPR will consolidate the reporting of data for trade act, Wagner-Peyser Act and Workforce Investment program. ETA’s goal is to implement WISPR on July 1 of this year. Also, when we we’re researching today’s topics, we found that to be of great interest to business and industry, private sector entities were integrating data operations to improve decision-making and productivity. We came across two industry publications that might be worthwhile to checkout for your self. One is called the Intelligent Enterprise and the other one is DM Review. They recently printed articles on - that underscore the importance of integrating data operations to actually improve customer services and productivity at bottom line. There is also a recent study of some major enterprises conducted by the Center for Technology in Government at the University of Albany, found the following benefits you’ll see on the lower part of the screen, from integrating data operation, increased customer service quality, increased existing personnel efficiency, improved information quality, timeliness and utilization, increased accessibility and analysis of information, and eliminated redundant data and task.

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With this in mind, I’m going to turn it over to Duane and Bill, and they’ll talk about what’s going on in Florida. Thank you. Duane Whitfield: Thank you, Brad. Good morning, everybody. I’d like to begin by thanking Lane and Brad Sickles for the invite to do this presentation today -- for Bill and I. We like to identify a few folks I have here with me as well. I have a young man who’s on my staff who’s done a great job of thinking putting this content together for us. His name is (Manuel Harbor). I owe him a bit of gratitude for having me get this together. We’ve been (lowing) on a new system so I’ve been busy, and he’s been our tremendous help. I also have with me Mr. (Daryl McCall). (Daryl) is the supervisor in the Quality Assurance Unit here, and he will be helping me with perhaps some of the questions that you have. Also, I have (Julianne) (unintelligible) with me to as my (brief) expert, and she’ll be helping me go through to the presentation. And of course, I have Bill Dobson who you’ll be hearing from in a bit. But most of all, I would like to thank all of you, all of you participants that are out there. I see that we have 34 attendees listed at the top and we’ve got some people to attend and others were late and forth. So we probably have over 50 60 people I would guess.

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With that said, I will try to make this an hour that's worth you (want), and we will try to move through a lot of information. As you can see, we’ve got five bullets on this first screen. I will be going over the first four of them. What we’re hoping to do is show you how we have integrated and streamlined some of our reporting and some of our mechanisms for improving the wages of Floridians. A couple of definitions to start, a couple of keywords here, streamlining, and if you look at the definition, the second definition, they don't start with (discussion), improve appearance of or efficiency of. In our case, I think we’re doing both. We’re improving the appearance and the efficiency of, and we’re also modernizing. We are organizing, we are simplifying and it is a form that offers the least resistance. WISPR does the same thing. Integrating. To make and to hold by bringing all parts together, to unify, to make part of a larger unit, to perform integration on -- this is what local states (unintelligible) partnerships are all about. This is our (club), what one thought are all about. The work (working) best and as you all know is all about streamlining and integrating. Out third term that applies here is innovation. We host today to show you how we have done some innovative things here in this regard. AWI as Brad said is the Agency for Workforce Innovation. It is the (light) department to you all or Department of Labor in your state.

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And in 2000, Florida downsized and streamlined and innovated their Department of Labor and pretty much cut it in half, I believe. We’re about half of what we were in the year 2000. As you can see this chart outlines the process flow for funding and policy. At the top is US DOL. In the middle, you have the US DOL regional office that provides us technical assistance and monitoring. And to the right, we have WFI. WFI is stands for the Workforce Florida, Inc. It is a private corporation that is our policy and oversight. They administer our services contract, and I’ll have the definition explained a little bit more on them in just a bit. Of course, we have boards like the rest of you do. We have 24 of them here in Florida, and in the red box, our other partners or E3 if you will, the economic development, education, media (to degree), elected officials and commoners. Also, that's supported by US DOL through the Bureau of Labor Statistics -the legislature. Florida has a very proactive progressive legislation when it comes to workforce. So it's been a leader in administrative and information systems in education and labor and other venues for some time. They have invested a great deal of money, time, and I believe foresight in how they’ve aligned our systems here in Florida. I’m thankful that this year, we do not have five or four hurricanes like we’ve had in the last year, so we got a break from (NEGs) this year and I hope we get the same break for next year.

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Next slide please. While this graphic look busy, it really isn’t all include to (unintelligible) our partners. They are our primary partners, but we also have partners with like the Department of Veteran Affairs, which is not listed here, with (unintelligible) associations and others throughout Florida, we work with them special project and special initiatives and targeted industries. But the partnership development is critical to the success and implementation of program, especially for the targeted and targeted applicant group. In Florida, we have a vast amount of special projects that we run to have our (unintelligible) at all levels. A few points, if you look at the DOE box, it's got Workforce Education but we have client services -- that's where FETPIP is located and you’ll hear a little bit more about them in a bit. The APD is a little different and perhaps with what some of you have. It's the Agency for Persons with Disabilities, and we serve on taskforce and help them out from time-to-time. DOC has a prisoner re-entry program that we coop with them. They have access through our data and obviously, theirs. DJJ, we do a strengthening (youth) partnerships program with them. (Unintelligible) is obviously one of our large workforce training providers and state universities systems, we have some tangential associations with them, more so with the districts and more so with colleges but some with them as well.

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Let’s see here. For performance measures, we have Enterprise Florida which is the oversight board for Workforce Florida, Inc. And we have performance measures that they stood out that deals with economic development and development of Florida’s economy for its citizens. This slide shows here the definition that comes out of statutes. You’ll notice at the top of the page and you will see that throughout my (demos) - throughout my presentation, we try to put hot links on the - so that, should you download the presentation from DOL site, you can go to the slides and just click on the link, and it will take you to that site and you can get more information on it. The Chapter of Laws called Chapter 445, and I don't know that as listed here, so if you’re interested in finding out more about how Florida’s Workforce Innovation Act was designed in 1998 and how we created local autonomy and controls (unintelligible) ability for locals, you may want to go there to see how we did that. Should I also say, at the end of the presentation, there is a one-page of nothing but links that consolidates all these links. So if you wanted, you could just get that one page and you’d have all the links that are there. The WFI is the principal workforce policy organization here in Florida. It's a strong board. They do manage this agency here, the Agency for Workforce Innovation, in terms of policy and direction in a big way. They are definitely the major player in assisting states business employment. Moving on to FETPIP. Back in the JPPA days, and imagine I know it's going to do their online here,

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I’ve seen your names there. I know you were around when I was too back in the old JPPA days when we were doing cell phone calls and we have the - here in Florida, we use the university systems survey research lab, and we’ve been make - collected sampled calls to individuals. And at the time, we were spending about $17 per completed survey. Then came the 80’s and FETPIP. FETPIP was a legislative project in 1985 that was bind to use administrative data collected for other purposes, administrative data such as wage records, educational records, public assistance records, correctional education data, correction and (cross) relation data and a wealth of other things. All of these data to existed, it just wasn’t being shared, it wasn’t integrated and therefore wasn’t available. So, Florida I think was a big pioneer in doing away with five silos of government, doing away of silos of information and forcing or allowing people to share information. We think FETPIP, you should think confidentiality. It is their primary key tenet of everything they do and (bare) in prints as you can see output things were very much similar to that. The FETPIP definitely integrated and streamlined the outcome data collection and outcome reporting in Florida. There’s a slide coming up that will give you the URL for the statutes there, and in that statute, you’ll see how the rights to access of data, the importance of protecting the confidentiality of the data and so forth is laid out. But what it did is it created some common outcomes in which that we do all of Florida’s program. When I say all of Florida’s programs, I mean public and private education, public and private training programs. There are probably over 500 different entities that are providing files each year to those programs.

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These are the agencies that FETPIP has partnered with, where they get information with. Many of these, most of you all, I’m sure, are familiar with. I don't know though that most of you have these connections like we do here in Florida. For the most part, it's an annual process with the exception of children and families data and the workforce information to wage data. The rest of them are pretty much annual data (matches). I’ll point out and talk about just a few of them. The bottom-left -- the National Students Clearinghouse, that again is a lone agency. And what we do with them is we found out where our students and those who received training go to get further post-secondary training throughout the country. So we get educational data outside of Florida VSM. The corrections data and the children and families data is of most importance to the legislators here in Florida. Why? Because even though these are federal programs, these are individuals that they must spend a lot of money on, for channels and food stamps and locking people up is not a cheap thing. We’re spending probably $35 - $38,000 a year for incarcerated persons. Therefore, they’re very interested in looking about that and to see what the impact of different programs are in reducing those two things. They fetch money out of their pockets. The federal agency as you see in the left, I believe most of you are familiar with. That is available through the FEDES, F-E-D-E-S program, if you will. It's run by University of Maryland in cooperation with DOL.

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Those of you who are not involved with FEDES, I would encourage you to do so. You can pickup military information, the parcel service and then office of OPM or Office of Personnel Management, which is OPM. That is basically off your fellow civilian employment data. Before I move on the next slide, let me say that the thing about FETPIP and what they do for us is that there is a federal law called FERPA, the Family Education Record Protection Act. That is the act that really makes education records almost near impossible to get to. And I see that's still (applying) asking a question there, how did Florida overcome of restrictions in getting inferring data. It is by this process, and how is that? Well, there’s a law and purpose that says that the records should not have to have in form consent that is the (unintelligible). It doesn’t have to say, “Okay, you can see my data if the data will be used for research, if the data will be used for program improvement, if the data will be held in confidential status at all times.” In other words, you can’t believe Duane Whitfield who found it for the (ANM) University but you can say of these 10 people, 4 were found here and 3 were found there. Also, in the aggregate data is as good. We do not get the individual data back on that. This next graphic shows you some examples of kinds of data that are received by content. I’ll start at the top on the employment, we get the (next) code, we get the wages, we get the employer size and we get the location of the employer.

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Post-secondary education, we get public and private. We also get secondary education, so we know who’s dropped out and know who’s finished high school. Public assistance, we get the channels and food stamps. Life (unintelligible) data is probably different than a lot of you all get, that's through the Department of Professional Regulation here in Florida. And we can pick up those that are licensed from all kinds of venues, and that's often have pull on the education side as well as the workforce trying to see how many people in fact are getting accredited. When I came into this job, we have a rather low rate or our used measures that depended on education completion and adults. And when we started linking back to FETPIP and the DOE to pick up the credentials, we nearly doubled our previously dismal rates. So I would encourage other states to try to develop a data sharing agreement, a working relationship with the Department of Education, and get it on with FERPA and to get this important data that says up financials, I think. With the other states employment, that was strictly for those that are covered by DOL for risk, and we’re talking about risk there and that's where (WP) and we are and so on. In incarceration, we get two kinds of data from incarceration. We get those that are incarcerated in state prisons and those that are on community release. And from the military we get the branch, the ranks, excuse me, everyone in

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the (Internet). If we could make the screen full slides please, full slide - full screen please. Woman: So what the…

Duane Whitfield: This is a rather busy chart but I think it's one of importance to share and to go over with you. I’ll probably spend more time on this than I will in my slides to come. I hope you all can see it out there, okay. I realized there’s a lot here and so it's a little bit small. FETPIP produces an annual publication based on the fourth quarter of each year. That's the October, November, December period of time, and then, they published it. So there are several hundred pages in this book. They do have several hundred other pages that are listed in the back that are by request. The Web site I gave you earlier on the screen or maybe upcoming, I’m not sure but it's here, you can go out there, you can get these publication. You will see that for example, at the top, we’re looking at the (exiters) from 2004 2005 from WIA adult. Well, we have this page on each and everyone of our customer groups. We also have this page on each of our special projects that we run. And what’s really cool about this is whenever we put somebody in the pipeline with them, we get three years worth of data, so here’s the ’04, ’05. And in ’05, next, we’ll get the ’04, ’05 and ’06, and the ’04, 05, and ’07. And what that does is how you to lay them side by side. You can see what’s

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happening for three years after access, not 30 days, 60 days, 90 days or one year which most of us don't look at according to (Doug Wizard). Most of us are short-term eccentrically focused because that's where the dollars are and where we’re measured at. But if he’s only truly want to know and understand what’s going on in your program, this longer term look is one pretty cool thing. Top left you’ll see that on the fourth quarter as I said, there was 10,000 of these 13,000 people found or 76% of them found employed. Are those 82% in that bottom little high graph were employed the fourth quarter. And there’s a definition there that says basically, that means minimum wage and 13 weeks times 40 hours. One of the limitations to view our data is you don't get week’s work, at least we don't in Florida. I think the Virgin Islands and Alaska maybe the only two places where you get weeks work. And that's the limitation. But if you look at the earnings, you’ll notice that the average earnings in the outlook color there is 7700, that's per quarter. So multiply that times 4 and that gets you a little bit more than $30,000 a year, not bad. And I’ll explain to you as we go through here. Why? I think that we do go well with the earnings. And then, there’s a graphic where the four quarters and then it breaks it up for those continuing ahead and not continuing their education, because obviously, if you just continue your education, you’re going to earn less because you’re not probably (bullying) wage in the labor market. Moving across to the right, quarter continuing education data. You can see that out bar graphs are labeled districts, and CC stands for community college, university and private college. And as it is in most states that we are, I will

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suspect the vast majority are going to be in community colleges, and so in this case, 77%. Again, we have three years of these but we’re kind of cool to say, “Okay, here’s your one. Show me what is like next year, and show me what is like the year after that.” Even in a traditional college setting, in year one, approximately half of the students dropout. In year two, the remaining students approximately half of those drop out, so not all finished. The top 10 industries like (frequency). And again, I hope you can see this. I think this is kind of cool. Andre Smith, the current director FETPIP have this incorporated. I like it a great deal. What it does is show the top 10 industries for whatever (cob work) is on the page. (Cob work) being the group that's being followed up. And so, in this case, the largest employer by industry was the PEO, the Professional Employer Organization. And then, second was general, medical, and temporary health and paper and telemarketing and so on. In addition to the frequency, I think it's really cool that you get the average quarterly wages. And looking on that graph, I think most of us - we probably want to be in a sanitary paper product manufacturing which has the smallest number of people, but they had $27,000 a quarter as average earnings, which sounds out of (whacked) to me. And I am going to have that check because $80,000 a year for only 81 people sounds a little suspicious, and by that I mean, if somebody fat fingers

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something and you have a million dollars on their wage records, you can get result like that. Moving onto the bottom, federal employment data. You can see that’s a varying employment, 0% found and no say 0%, but you do get (evolve) number of how many their work. They’re only 35 of these 13,000 people that were found incarcerated, while 252 were on some kind of house arrest or release if you will. And off to the right, it gives a break out of the community college (continuing Ed). You can see how many were working on an AA and AS or an adult professional and in the far-right, you see other, and so those are credentials of workforce at times where the folks are primarily at. Again, I mentioned earlier, our legislative (propensity) here is most interested in the bottom right, receiving public assistance. And as you can see, there’s 1479 of the 13,000 that in fact are receiving public assistants. So they’ll be keenly looking at, what does it looks like for the next year and the year after that. Okay. Can we go back to regular-sized screen. Thank you. So here is the Web address for FETPIP and the statute citation of the 1008.39. We do have some appendices in the back. I think there are actually two things in the back. And the first is the full statute for FETPIP but that would some of you if you are interested in working out something like we have here in Florida.

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This is the Agency for Workforce Innovation homepage. Right below there it says Finding the Right Person. You’ll see that we’re segmented in three primary ways under Workforce Services, Unemployment Services and Office of Early Learning. I’m sure we’re not skipping than most space in that. I don’t imagine too many of you have an Office of Early Learning. Here in Florida, the legislature, two years ago, incorporated a voluntary pre-K program and (unintelligible) in giving of education, it was given to AWI. And so that’s a recent program that we’ve developed and it's probably much different than what you all have seen before. I would invite you go there and to browse around and see what kinds of information that we put out there, a little bit of which I’ll be showing in just a moment. To get to our report and to get to the things that I think that you would probably be interested in, I would direct you to the Workforce Services tab. And then down below, it was maybe too small for you to see where it says Services for Workforce Professionals. I think that’s the area where you would probably get the most benefit from going to on our site. If you would extract the report, this is the page that you would go to. You’ll see that we’ve integrated reports from different programs where we have WP, welfare transition, WIA, some of our state (Key R) programs like Florida Rebuild which was the result of our hurricane. Our new information system that you’ll see in just a few moments parts of

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employees for the marketplace, veteran’s unemployment compensation, et cetera. So we try to streamline, put them all in one site. These are not our only report, but they are the primary ones that we’ve put out there on the Web. We have an Intranet where there are other reports for our staff here as well. Again, I encourage you to look around and to manipulate and particularly the MMR which I’m going to share with you in just a few minutes, the MMR being the Monthly Management Report. (Coming) for measures, (coming) for measures. I think they’re great. Thanks to three tenets of WIA to get people employed, to get - to help them keep the employment and help them get new skills and better skills and have higher wages is (unintelligible) were a fact. The problem that we see here in Florida coming for measurement is how - is so, so slow to get. And if you look out the chart, the graphic there, the exit periods for July, August, September of ’05, you don’t see your full set of data back until January, February of ’07. So it’s very difficult to be a program operator, a vendor in a workforce region or an executive director, trying to manage your programs when the data that you have maybe on vendors who are already gone, maybe on staff who are gone, and maybe on programs that aren’t construed the same anymore, so when we’re evaluated by the time you get the data. So, it’s good to - coming for measures are. They really are not suited in our view for management and direction of programs and increasing them. I think the future for that is going to be business intelligence and more real-time data, and that’s what we’re trying to move towards.

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This little graphic is trying to show you how we use one report to predict the results of another report that will come in a later time, and then to predict what the longer term measures on the common core measures would be. And I thank (Daniel) for the graphic, but I only wish that we were hitting them all bull’s eye. We try to hit that center, but they are not exact (mayors). They do not always predict exactly the same. Sometimes, those who perform the highest on the short term measures coming off case management data does not back up when we look at it and compare it to the long term data. But that’s the reason why we do it, to keep them honest, keep gaining (101) down, because they know that we’re going to come back behind and look at their employment from their data versus what (UI) data says at the end. So we have streamlined and try to innovate by having predictors or predictors, if you will of reports. Why do we do this? Because it provides for a fact or measurement of outcomes to come later so that we can hopefully have some management data. The MMR is monthly and it comes out on 20th of each month for the month before. And it’s all based on case worker and her data. The balanced scorecard which I’m going to go in to in a little bit more detail is a little different. It takes short term, long term and longer term, and we’re all familiar with accounting for measures. This is a little bit based on that, how to get in the (weeds) in all these measures. I would first say that you can see the length at the top of the page. I would encourage you to go there, because I don't think we have a rather full way of putting out our results. It’s interactive. It allows them to see their results real easily. And it also allows them to do trend analysis and compare some of data overtime.

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Again, we’ve integrated different programs with measures on one report, and we try to be innovative on how we deal in that data back. You’ll see that we cover welfare transition, WIA, dislocated workers used, Wagner-Peyser -- all probably there’s 26. These are the first 14. Next slide will show us (for) remaining. And here you see the WP customer’s satisfaction, the plan sample on the all employers. In Florida, we not only do what the feds asked for which is to do the customer’s satisfaction statewide. We do it monthly, and we do it monthly with statistical assurance by region monthly. And this is one of our measures that we show. I don’t know if there are too many other states or areas that do it that way when the feds are going to require to do it statewide. We’re not just doing it statewide but monthly and by regions. 21 and 22, I’ll talk about in just a moment. This is not a way we try to keep the boards on it is we have a timeliness of data input for WIA registrations and for WIA exits. In our new program that we’re moving to employed for where a marketplace, we have built in that as what - which makes them enter in their data within a going to a 15-day window, and then the data locks down. The exits are controlled by the system. And then we have short term-measures for the veterans, because veterans are a key program here with the war going on. And before, they’re having so many vets involved and coming back where we started off (signed) to different programs for them and (maintaining) focus on serving those

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returning vets and especially the disabled returning vets. Next slide please? These two that are (aspects) at the top, the last two measures of the Wagner-Peyser are for information. And this is another area where common measures kind of doesn’t really work for us real well. Here in Florida, we had about a 3% unemployed level. We’re at near full employment. And so it doesn’t make a lot sense to base just your entered employment on just those that were not employed at registration, but to look at those that were employed or unemployed at registration and see did they keep their employment, and in our case sometimes, we look to see which employment’s better. But this allows us to account for all those we serve not just those that were unemployed when they come to us. So these are complementary measures that we give them but they’re (ranked up). This is the November of ’06 report. Again, I’ll point you to the URL that you can go to for this. This is an Excel spreadsheet done by our Excel master here, Mr. (Fred Dietrich). He has done some really wonderful things for us in Excel. Again, we post this on the 20th of each month for the month before. And at the top, you’ll see that you can select the measure. And when you select the measure at the top, it changes the numerator and denominator definition to the right and it’s obviously changes all the results and data down below a new table as well as the graph. But right below where - and you can also pick monthly or you can pick year-

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to-date, and it's running on a program of your basis. So, in August when we see July, all you get is just the monthly, but when you get to September and you got July and August out there, you can look at it for the month or you can look at it year-to-date. Right below that you’ll see that the metrics are divided three different ways, for those that have 100% or greater, and some of you probably don't. How do you have 100% or greater. And this particular measure is a difference between what the average entry wage level is contrasted to what the Lower Living Standard Income Level is or LLSIL for a family of three, and so that’s regionalized. So if you were to look at Region 1, their LLSIL for that region is $10.78 an hour. Their (exiters) for this particular month only had $9 an hour, and so their standard was 80 something percent. But if you were to go and look at a higher one, just look for high ones, 21, their standard of living income was 12.24, but then we have participants really came in at $18, therefore they’re 150% of the standards. And that’s how that works. Again, we have this out there for each and every one of our measures under this MMR. It’s very competitive. We based our incentive dollars on half short term and half long term, and I’ll be talking about that in just a moment as well. Man: (Okay).

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Duane Whitfield: I know that some of you - I can see who’s signed on here. I know some of you have seen this before. I’ve dealt with some states where this - this is our infamous Red and Green Report. The Red and Green Report is a report that (WFI) developed, and it is another predicted report that is supposed to help show regions in a timely way how they’re performances are going and how it will look when they get their common core measures report that take so much longer to come out. And I would point to the measures on the left. You’ll see the measures going down the left-hand side. The region’s numbers ran across to the right. Now, what does the green and red represents? The green is the top quartile. The red is the lower quartile. And the whites are the two (centrics) in the middle, the two quartiles that would be in the middle. So obviously, from the region’s perspective, they want to be all green and not all red or all white. They are cumulative by year. In other words, quarter one stands on its own, but when you look at the quarter two before it, it’s the combination of quarter one and two put together and so on as you go through the year. You can easily see from this report the high and the low performers. So I would ask each of you now to look at this graphic and just tell me - oh no, you won’t be able tell me because we can’t hear you. I’d like you to look at it and see if you can identify what region you think is the best performing region for this month for this report. And if you - I’ll give you a second to do that. Also, look for the lowest.

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Can we make this full screen for a moment? Thank you. That may help. All right. I’ll start with the lowest. I think the lowest is real quick. I would imagine most of you saw that Region 6 with one, two, three, four, five, six, seven, eight, nine reds, is the lowest performing. And if you would look at Region 10, they’ve got one, two, three, four, five, six, seven greens and one red, and that’s how this is used. However, this is only 11 of the 24 regions. So the exercise we just did really was just to show you how the quartiling works. You’d really have to consider all regions and be able to look at the measures all the way across. All right next slide, please. If we can leave it full screen? Okay. On this slide, again, (there’s no) - we went forward - (you want me) to go back? Are you doing this? Woman: Uh-huh. (Unintelligible). Duane Whitfield: I needed to go back one, please.

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It looks the same, but it’s a different slide. Could we go back one? (You’re on) the wrong way. Wrong way. Go back, please. Back to the red and green. There we go. Thank you very much. Yeah. I know they look the same. This one has the statewide average. I don't know who is doing this, but could we go back to (the green) with the blue (unintelligible) (on the right), please? We’re not touching it here, (Thomas). Somebody help me, please. Woman: Cheryl?

Duane Whitfield: Thank you. Woman: Okay.

Duane Whitfield: Thank you very much. Okay. A couple of things to point out on this. If you look at the measures now that are presented on the screen, what I’d like

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for you to do is to look at and tell me which measure do you think is problematic? In other words, which measure has a lot of reds? And there are several of them. Let’s just take the top one and the bottom one. Let’s look at the top one. The statewide average is 35.19. That’s for the welfare (unintelligible) employment rate. You’ll notice that there’s a green with 44, a green with 38, and another green with 38, and the average is 35. But then, look at some of the reds. You got 33, 34, 31, 32, really not that far from the statewide average of 35. And why am I showing you this? To show that the red and green, the way it works is it forces continuous improvement because you always going to have six highs, you’re always going to have six lows. And so, you could be close to the edge and yet be red, and that’s caused a lot of (unintelligible) (concentration) out there in the regions. They’re not happy with it. This last red and green report is the last red and green report that we’re going to produce, and we’re going to be moving to a balanced scorecard. And I guess we’ll go ahead and move to that right now. We are not on the right slide. I’m looking for balanced scorecard definition. Thank you. Actually, could you go back one more? These are the incentives.

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Thank you. These are the incentive measures that we pay on at the top or the short term at the bottom of the - are the long-term measures. You can see that we paid $2 million out to those high six regions and $2 million out on the long-term incentives, again, to the regions. So $4 million that we’ve spent altogether on incentives. Fifteen percent funds from the state allocation were used for the (rehab) and 10% governor’s discretionary funds were used for the long-term (WP). We will use short and the long term on our gateway measures. Balanced scorecard definition -- first paragraph describes what it is. The second paragraph describes what it attempts to do. And I will focus on the to do. To measure and provide to feedback organizations in order to assists in implementing strategies and objectives, streamlining and innovating and getting things together, if you will. And that’s what it’s all about. The balanced scorecards we’re hoping to be emerged, although long-term common core as well as the case management to try to make it on an even level playing field. This balanced scorecard became effective this past July. It does replace the red and green. (Unintelligible) I hope you don’t mind me showing you the red and green. Although it’s history here in Florida, some of you may like the concept. That’s the reason I’m sharing it to show you how you can quickly visually (length things).

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It’s been very useful in the state for a number of years. It’s got a lot of attention. It helped regions be competitive, and it helped them focus on what it is that the state board is (unintelligible) that they focus upon. It does present a more balanced picture, and it does, as I’ve said a couple of times now, combine the short and long term. There are some other items (unintelligible) to it. There are also four gateway measures that are yes-no measures. Here is a brief summary, six WIA measures, (3WP), (3WP), and three and four related measures with customer satisfaction. Of those five are short term case management data only, four are long term, one quarter of (UI) data, the first quarter after. And three are longer terms where we used three quarters of (UI) wage data. Three of these measures are currently still under review. And as you can see, we have four gateways or yes-no indicators require the collection of new data in employing new methodologies. We are recommending that these be phased in and that we refine the measures over the course of this first program year, and that the report for this year be for informational purposes only. What are the gateway measures? Basically, the first two we’re talking about level of service, and that’s going to be looked at in regards to how they’re serving the disadvantaged, those in need of training, youth, disabled, those who have been released from prison, all kinds of special populations.

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We’re also going to be looking at the number two for special needs, if you will, the disabled and what have you. In other words, if you’ve got 10% of the funding, did you serve 10% of that population? Or did you serve more? If you’ve got 10% of the funding but only served 5% of the population, not a good thing. So it’s going to try to level what was funded and what was provided back in terms of outcomes and touching of people and working with good people. Here in Florida, we’re very concerned about loss of about $24 million, where there are family participation or federal participation rate. And if Florida does not meet the rate of 50% or it may be a little less than the credits that we get, then we stand to lose $20 (something) million. So here’s an example where we’re innovating, where we’ve taken a program that we do touch that we’re in cooperation with (DCF) on and are making it a very high measure. Why do I say high measure, because if they don’t make these gateway measures, then they’re not eligible for the incentives, so they could be green on the measure that gets the incentive dollars. But if they don’t make the gateway, they don’t get the money and it would balance to the next person where (unintelligible) when we had the workgroup to do this, there were all kinds of other things that were kicked around, I would imagine that in the next year or two. You’ll see Florida adding some more gateways to what we’re doing here. I know Traci DiMartini is happy about the last one. It’s the data validation error rate. And there we’ll be looking to see, are they maintaining adequate

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documentation and are they yet the state average or higher, you know, which we don’t want to be worried with incentive dollars, those folks who do not have good data validations because if you don’t have good data, you don’t want to reward somebody because you don’t know what that data is truly representing. We only want good data when we’re going to give out money. This slide shows you the short-term, long-term and longer term measures in a period. So even though this report is going to come out this month, the short-term measures are based on July to September, which is this program year. But our long-term measures will be from January of last year to March, which is the last program year. And our longer term measures will be from the beginning of the program year from last year. So as you can see, it’s more (thing) data from several different periods of time and these new reports. You know, the 15 performance measures that are in addition to the gateway measures, again, I’m not going to go over all of these with you. I would point out those that are in gold are the three that are under review. And I have requested from my fellow colleagues out there on this slide. Should you have any measures yourself that deal with employer market penetration or employer awareness, I’d be most interested in hearing from you, ask you what your states do to measure those two things. On the youth average grade level gain, I’d like to make a couple of comments on that. Florida is not impressed or - nor happy with how we’re dealing with literacy in (New Mercy). We feel like - we know we’re not going to have the

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level of achievement that the fed were hoping we’re going to have and the reason for that is simple. If education can’t move the student two years in one year, workforce shouldn’t be expected to move from two years in one year either. And rather than focusing on how many move two years in one year, we feel a lot better way to look at it if we look at what was the grade level gain. Okay, you didn’t move two years, but did you move them happier, did you move them a year and then some? And that’s more realistic and it’s something we can make the regions compete on for that longer term goals of literacy in (New Mercy). I’m fearful what’s going to happen when the data comes in on that and if we’re in the gutter like I think we might be, what may happen to the funding. When we had the 16-state JCPA study (using) admin data in the 90s, when the data looked too bad for years, if I’m not mistaken, the next year youth funds got cut in half. So I’m fearful. I think we all need to be proactive on this one and try to come up with better measures. Again, we’re trying to be innovative here. We don’t dictate the feds. They do to us as we all know, but we’re trying to find a more meaningful measure there. Again, we’ve tried to streamline and integrate and put all of our different programs under this balanced scorecard. Next slide, please.

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As I showed you the metrics with the common core measures that’s a long term. This one shows you that this is (morphed) a little bit differently. Yes, for the longer term measures, we’re still in that same slow boat. But we do have some short-term measures that are much quicker and then we have some longterm measures that aren’t as long as the common core but still out there. So we do see it being an improvement. Again, it will be balanced. It won’t be just a short term. Our experience with the red and green was the regions got very competitive. The dollars were associated initially to the short term more so than the long so they became centrically focused on short term and lost sight of the long-term measures, if you will. By going to the balanced scorecard, we’re hoping to bring that in line. And I see I need to speed up a little bit to give Bill some time, so I’m going to start talking a little bit faster here. This is our new employee Florida, (entering Florida), if you will. I encourage you all to go out there. It came up on the 12th of this month. We’ve been extremely busy for the last half year with data conversion and in getting our data into the system. You can see it segmented by employer (unintelligible) and resources. And again, I encourage you to go out there and (fight) with this system as well. If you were to pick (reports), but I think you would have to be a case worker, so I doubt if you’ll be able to see this one. I would draw your attention to the reports that we have out there for case management purposes and (folks in the field). And then at the bottom, we’ve added two things. I think they are pretty cool.

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We have an ad hoc query wizard, and that allows staff in the field to - on their needs, on their basis to create data set and then to bring them down in Excel spreadsheet so they can further manipulate them. So we put the data in their fingertips, if you will. So I think that’s pretty cool innovation that’s been added there. And I’m sure, Traci, you’ll appreciate the reports at the bottom. We now have the (1990) and the (unintelligible) here for Wagner-Peyser Act available online. And that’s at the region level and they can go out and pull those reports for any period of time that they want (unintelligible) before. (Daniel Harper), who I mentioned earlier is sitting here with me, is my graphics person. He’s done a phenomenal job of putting this report together for us. I’m well-pleased with the great work that he’s done here for us. What we did is we took all of our major performance reports from all of our programs. So again, we’re integrating, and we’re trying to streamline so you don’t have to go to 15 (silos) to find out information and what’s you’re reporting on. And on the right underneath the ’06, ’07, you’ll see the different programs that are in here. We have our long-range program plan for our legislature job for (employer) Florida. Some of the reports I’ve gone over with you. (Our WLTC), WIA, (WP) and so forth. We also have in the negotiated levels of performance for about several years showing what we negotiated and what our actual performance was. And then we have a section on common measures and definitions of key terms. I encourage you to go to our Web site. Again, it’s at the top. You can

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download and print off this publication. It helps me out here tremendously. No longer do I have to walk around (encyclopedia) memory of hundreds of measures. I carry that with me wherever I go. When people want to know, I can just whip it out and show them distinctly, exactly what the measure is. On the inside of the front covers, we have a calendar. All the pages in the report are color-coded as you see at the top there. So anything in the alien labor certifications is in red. And then the calendar you can see whether reports are due. So for any given months, you can see we have some months that are busier than others, but you can see white when the reports are due. Inside the book, it lays out the different programs. It lays out specifically what the numerators are and what the denominators are for each and every measure. It shows you where the report is available at, and it tells you the date that reports are due. So again, it consolidates and makes it easy for the field to understand what’s going on at the state level on their workload, if you will. As time is getting short, I’m just going to simply say, this is our latest greatest publication. What it is a summary sheet that has two sides to it, the first side has a thing that you see bolded here. It takes all kinds of different data. It says who to contact. It says what the labor reports looks like in that area, what their wages are, what the top firms are. And on the backside, next slide, it shows you who the participants were, how many were there in each of these programs, what were the outcomes for them.

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And I think (a neat thing) that we did here is we also put, how much money do they get for these different special projects on the lower right. Next slide. If we could make this full screen for a quick second? The report does not look like this. What (Daniel) did here for our purposes today was to take all the data points, if you will, and put it on one screen. I would suggest that you go out there and download this. It’s a two-pager when you do the download from the site. Actually - I’m sorry, I’m mistaken. This is not available online. You need to contact me. If you like to see what this looks like as an original, contact me and I’ll be glad to send you a PDF of the whole report. What you see here are the numbers for the state as a whole, and in addition to this, we have a sheet with information like this for each and everyone of our regions. So it’s about 25 pages there altogether. Okay? Next. Wage record (unintelligible) system -- most of you that know me that are on the call know that I’ve been very involved with this since the very beginning. We’ve always been representing on their advisory committee. I’m hoping US DOL will see their way to creating an advisory committee. I think that’s what’s standing in the way of a lot of states from signing up for this, because most states felt that that committee represented them well with

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their issues, especially the confidentiality and the different rules that states have to go by. The third bullet, it says risk data from (four of the other) states that most often more than beneficial to the other states than is the value of data from other states to Florida. What I’m trying to say there was is this -- (obviously), it’s planning (unintelligible) Florida only gets about 1% of our performance from (Risk). There are some states that probably get 10% to 12% of their performance from (Risk). Other states are benefiting more from (Risk) than is Florida. But yet Florida has been a proponent and been out there, I think, in trying to lead the way to help other states to the value of it, and how we cannot have countermeasures if we don’t have common data. I would hate to be in Tennessee and have labor markets all around me and not be able to get the data. I hate being in New York and not be able to get data from New Jersey and vice versa. There’s a lot of places where (Risk) is just all critical, so I really highly encourage everybody to join up a (Risk). We had done a great job, I think. We went from (16) initially in the pilot all the way up to all the states. Next slide, please. This is something I got the other day, and I hope the feds don’t mind me incorporating it. Yeah, on the left, it shows you the states that have signed. I think there’s a - I don’t know how many there are all together. I believe 16 or no, that’s not right.

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(Unintelligible). Man: (Unintelligible).

Duane Whitfield: I don’t know. You can see for yourself what’s there. I am sorry, I’m out of time, I think. I’m going to have to, at this time, turn it over to (Bill Dobson). I want to thank you before I finish mine for your attention. I’m sorry, we had a lot to cover here. I think the purpose was to give you a lot of content. And at your leisure, you can go back and pick out those things that were of interest to you. I could have talked an hour on any of these, probably. And again, I thank you for your attention. (Bill)? (Bill Dobson): Okay. Thank you, Duane. Florida is probably unique than any other state in the country because our legislature was innovative and thought they wanted to bring all our workforce partners together and have the same common goals and targets when it comes to doing workforce program training. So they established in 1995 what’s known as the Florida Workforce Estimating Conference. This is a conference that’s required by law to meet and we meet twice a year, once in February and once in August of each year. The purpose of the Florida Workforce Estimating Conference is to link

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training programs - training and education programs to the needs of Florida’s businesses. In other words, we want to make education labor market driven in Florida when it comes to workforce programs and workforce systems. What the workforce conference is primarily set to do is to identify high demand, high wage occupations that are labor market driven, and we’ll meet the needs of Florida’s businesses and economic development. When we first started the conference in 1995, there were probably about ten workforce partners that were conference (principals). In order to streamline the system and the functionality of the conference, the Florida legislature reduced these five members here that you see now, the Governor’s Office, Florida Legislatures, Economic and Demographic Research, the Florida Senate and the Florida House of Representative, and that’s are the present (conferees) that sit on this Workforce Estimating Conference. Some of the things that workforce, okay, is responsible to do, they first must determine the scope of the occupations that we’re going to include to consider for targeting in our workforce system because most of the targets we set are for planning of workforce information act dollars. They have decided that in Florida, (we would focus) on postsecondary adult vocational job and community college job (that require) training from community college. We are not focusing at this time on baccalaureate degrees or higher education occupation, simply the postsecondary vocation and the community college (one). The next thing the conference does is (unintelligible) some criteria for what

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determines a high-demand, high-(field) occupation. We used wage criteria. We used (openings) information, and we used growth - projected growth rate information to determine this high-demand, high-wage occupation. Final product of the - or the outcome of the Workforce Estimating Conference then becomes a statewide demand list which is used to - as a basis for establishing regional targeted occupations list for each of our 24 workforce region. The 24 - just so you’ll know, the Workforce Estimating Conference primary goal is to set a statewide targeted list and then the state workforce (board) Workforce Florida, Inc., their task is to then establish the original list through their own process. That was just list - we first must use labor market information that is produced by our state workforce agency and our Labor Market Information office. One of things that the Workforce Estimating Conference has (called) or has forced us to do here in Florida that most other state and all other states in the nation do not do is we produced industry and occupational employment projections on an annual basis for both a statewide and at the local level. Most other states, they have to do it every two years. So - because we’re mandated by legislature that we have been forced to then produce projections information more often than many other states in the nation do. What the Workforce Estimating Conference then generates by using this labor market data and wage information that comes from the Occupational Employment Statistics Survey is they generate two sets of lists or targeted occupations.

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The first list is a general list of high-demand, high-valued occupations which everyone qualifies for receiving an individual training account if someone is (fit for) training in that occupation. There’s another group which is a subset of the general group, which is the higher skill, higher wage occupation. These ones, we really want workforce regions to focus (unintelligible) because they have a higher wage criteria than the general list. When we first started the Workforce Estimating Conference, the wage criteria was set arbitrarily by the members of the conference. There was really no (unintelligible) or reason on what - how we set the levels and how we increased it (to it also) was just pretty much arbitrary each year. So starting in 2005, we decided to use the US Department of Labor’s Employment Cost Index, which is an index that measures the change in wages over time and the cost of hiring people from the National Compensation Survey, and we’re starting to use that index to kick off or bump up our (wage price here) each year that we establish a targeted list. That way, we’re pushing forward our workforce (systems) to training for higher wage, higher paying occupation on an annual basis. To be on the general or the high skilled, high wage list, the one that we want to really focus on is the occupation must acquire a postsecondary vocational training below a baccalaureate degree. They also must have, based on occupational projections produced by the Labor Market Information Office, have 150 projected annual opening or also

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have a growth rate that is above the statewide average for all occupations. So we want occupations that are growing above the average and have at least 150 annual openings. Also, to capture large occupations which may not be growing very fast but generate large numbers of openings, we also said that you could have occupations to have at least 360 annual openings with any positive growth. That way, we’re capturing some occupations that are large and not growing very fast but still generate large numbers of opening this year. The wage criteria that the occupations must (have to) be on the higher skilled, higher wage group is 18.27 for an average wage and it must have an entry wage of 11.65. For the high demand, high value or the ones that anyone can qualify which then can receive ITAs or were allowed (to train them) (unintelligible) ITA for, they too must also have postsecondary vocational training below baccalaureate, the same openings and growth criteria 150 annual openings and above average growth or 360 annual openings, but their wage criteria is a little bit less, 11.65 for average hourly wage and entry wage of 9.48. It’s critical, when we set this wages that we don’t want to eliminate so many programs that the Boards don’t - and the training providers don’t have one to target, at the same time, we don’t want to set them too high to avoid, you know, not making the list that the wage is too high. So we - and we want to exclude the ones that are really low wage and are not really helping the trainee once he completes this training. Once the statewide list is set, the Workforce Board or the criteria established

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at the Statewide Workforce Estimating Conference, that criteria is then given and accepted by our State Workforce Board who then go through a process for establishing a regional targeted list. To - beyond a regional targeted list are large regions which have 300,000 or more employment must have 25 annual openings and our smaller regions must have occupations and have projections for 10 annual openings per year to get on the list. And we also produced this list using the same statewide methodology for each of the 24 workforce regions. One thing we do want to let you know, the regional lists are using regional labor market information or regional wage data and regional projections information to produce their list. Also, to make it fair for some regions where the cost of living is more expensive, in some areas, it’s less expensive, we adjust the statewide wage criteria based on what’s called a Florida Price Level Index. This index measures the change or the cost of living in each county in Florida and from those indexes we can produce a Florida Price Level Index for each workforce region and adjust the wage criteria based on that index. So everyone has a fair playing ground as far as the wage criteria takes the - they meet your regional list. So not all regions have the same wage criteria to make - for occupations to make their targeted list. Once we produce the targeted list, we then crosswalk these occupations to the

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Classification of Instructional Programs, so the regions know which training programs are qualifying for workforce participants and can get funding through the workforce systems. Also, to avoid having the list be just created by the state agency here, the Labor Market Information Office and then dictated down to the regions without any input, we allow for a period - a window of opportunity for the workforce regions to review their - these targeted lists for which they could add or delete occupations to the list based on Local Labor Market Information they have collected themselves. They may get input from their chamber, from training providers, from focused group. They may do their own survey and have additional information, let’s say, there were some occupations that the labor market data collected and the state workforce agency missed or did not include or new things that happened in our region that are now making these occupations in demand, new businesses come in or businesses are closed or so forth, changing the labor market situation in a local area. So they provide that local input and they submit additions and deletions to the list based on their local data. Once this local date is submitted, the State Workforce Board reviews it along with the Labor Market Information Office just to make sure it looks consistent. It looks accurate. It looks like it’s something that’s valid information and then once the information of is reviewed, they either approved or disapproved or add it to the list and then the final list is published. And so, another thing we allow here in Florida is every occupation that makes the statewide list can be added to a regional list even though you do not now have regional demand for that occupation.

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We, therefore, are allowing local board to train to meet our statewide demand for an occupation if they want to, and so we’ll have occupations on their list that get on there three-way. It’s either on the statewide list. It meets the criteria based on regional criteria that they may pass all the criteria to be on the regional list, or it’s a one that’s locally was submitted through Local Labor Market Information that they produced themselves. Once these lists are finalized the State (Workforce Board) uses them to guide and target workforce development planning. (They all take) training dollars based on these targeted lists, and then they’re able to have the region issue individual training account and then we can also establish the list of authorized training providers as we match them up with the (CIP) programs and who offers those programs. So, in the big picture, by having targeted list, it’s making use of our workforce training dollars more efficient. We’re training people in occupations that are in demand by our labor market and by our employers, and we’re - hopefully, we’re adding a more value-added (system) into the workforce and we’re keeping our workforce, you know, a well-balanced workforce by focusing on those in demand by our employers. And that - we do that on an annual basis and each year we get a new list and we work from that. And so that on an annual basis, we’re having a new set of targeted occupations that our workforce regions and our State Workforce Board will work from. Duane Whitfield: And those are our last slides that have data on it. These are links that you’ve seen and perhaps a few others. We would - (a sidebar in here), we noticed at the bottom the Workforce Estimating Conference is not a hotlink, so if you

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don’t mind, if you want more information on that, how about emailing or calling (Bill). We apologize for that, but you - (can they get) (unintelligible) (from the) (unintelligible)? (Bill Dobson): Yeah.

Duane Whitfield: You could go to the labor market statistics link and get you their Workforce Estimating Conference information that way. Again, I want to thank everybody for the time and attention. I know you’re all busy like we are here, and I hope we’ve given you some food for thought. And I’m interested in hearing what some other states think and maybe what some of the things you’re doing. I guess, at this time, we’ll open it up for questions. Woman: Man: Woman: Okay. Thank you, Duane. (Yeah). We’d like to thank Duane Whitfield and (Bill Dobson) for the presentations that they did today. It was really helpful. The information that we shared, I’m sure, was useful to all of our audience. We have about six questions now that were put in the chatroom. We will start with those. The first question is - and I believe this is from (Philip Klein) for Duane. “What is your source the way data relating to the MMR slide? It does not appear to be (UI)?”

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Duane Whitfield: It comes from our workforce information system where the case manager is entering the wages when the folks are placed. So you’re correct. It’s not (UI) data. That’s local case manager data. Woman: Okay. And then there was a follow-up question from (Philip). He said, “What is the difference between disadvantaged and special populations in the first two gateway measures?” Duane Whitfield: I think (Philip) caught us on that one. Thank you, (Philip). The disadvantaged, we should probably strike through and say low income. That’s our (unintelligible) - excuse me, thank you, (Philip). Woman: ((Crosstalk)) Woman: The next question was from (Lyn Sanders) in Georgia. She wanted to know, in awarding incentive, do you take into consideration businesses and local labor market conditions? Duane Whitfield: On some of the measures, on the measures dealing with earnings, definitely so, that’s where I should and that’s the reason I picked (Measure 6) on the MMR there, that shows you that we balance the earnings across the LLSIL, that Lower Living Standard of Income Level. We also then - I didn’t want to get in the weeds on that, but then we also Okay.

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(bounce) that federal data across our Florida Price Level Index, FPLI, where that’s regionalized according to a basket of goods, what they cost in one county versus another county. So that is kind of controlled for what wages are throughout the state. So for wages, yes, for (Internet) employment and retention and some of the - actually it’s not retention, for (Internet) employment, no, but for the wages, yes. Woman: Okay. Another question from (Philip). What is the URL for this Web - he spelled it (W-E-B-I-R) presentation to download and print? (Tracy): Duane, this is the National Office. We have sent the presentation out to the regional offices and ask that they forward it to their states and it will also be on ETA’s performance Web site by the end of this week. Woman: Okay. Thanks, (Tracy). Another question from (Eric Lucerio). “Is (BAT) used for your data source for report?” Duane Whitfield: Currently, we - as we just put into the system, January 12. To date, no, will it be, yes. We have set up an ad hoc data storage area, if you will, here at the agency where we’re hoping to (port) over the data coming from geographic solutions

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where our (Employment Florida) is hosted, and the data will be coming off of that ad hoc area. It will be data, however, that’s collected out of the (Employment Florida) system, yes, indeed. Woman: Okay. And then this is the last question that we have so far in the chatroom from (Michael Baca). He wants to know, are the MMR reports currently using data gathered from the (Employment Florida) system and if not, when do you anticipate using the data? Duane Whitfield: Excellent question. The data that we have done on the MMR, we just posted our last MMR on January 28, which was for the month of December. That will be the last MMR that will come out of our previous system known as (Ultimate One-Stop) Management Information System. We - because we’re moving from an Oracle-based system to a SQL server based system, we have a two-month moratorium on MMR. We will begin the MMR, again, in April. And at that time, it will be coming out of the (Employment Florida) database that will be capturing the local case manager data, as well as our partner program coming from (unintelligible) with the (UI) wages and what have you. Again, his point is right, the MMR does not use (UI), but the case manager data (instead). Woman: Okay.

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That’s all we had in the chatroom. At this time, if we could have the operator open up the floor for questions over the phone lines? Coordinator: Thank you. At this time, if you would like to ask a question, please press star-1 on your touchtone phone. You will be required to record your name so you may be announced. Once again, please press star and 1 on your touchtone phone and record your name so you may be announced. Please hold a moment for the first question. Currently, I’m showing no questions. (Tracy): Thank you. So I want to thank our counterparts in Region 3 for their excellent choice in picking Florida to discuss this very informative topic on Strategies to Integrate Workforce Development Program to Improve Performance. We also would like to thank Duane Whitfield and his counterpart in the State of Florida for such a detailed and excellent presentation, which will be on the ETA Performance site by the end of the week along with a recorded session of this Webinar. At this time, we’d like to turn it over to (Brad Lim) to give final words. And we thank everyone for joining us. Please look forward to announcements

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about what will be happening in February. We will be happy to share the information as it becomes available and hope the states continue to utilize this very important means of sharing information. Woman: Thank you, (Tracy). Again, I just want to thank Duane and (Bill). The session was very informative for us here in the region. And I’m sure it was informative for all of our states, and I know that we have several states from other regions on the line. Maybe whoever has control of the slide at this point, if you have any questions, then (Duane’s) contact information is on the slide and as (Tracy) said, the folks in the region will be forwarding the presentation to you if you have not received the copy prior to the presentation. So if there are no more questions, thank you everyone for being on the call. Coordinator: Woman: ((Crosstalk)) Coordinator: Thank you and that concludes today’s conference call. You may disconnect at this time. I’m showing no questions on the audio. Okay.