Presentation on theme: "Tulsa Oklahoma Community Audit Grant Project Results March 2003."— Presentation transcript:
Tulsa Oklahoma Community Audit Grant Project Results March 2003
Project Purpose & Goals Purpose Gather, aggregate and present labor market information to plan, deliver and use workforce, education and training system resources most effectively. Goals Understand structure and composition of the economy related to workforce supply & demand, and communicate it effectively to the region. Align workforce, education and training resources with employer skill needs. Identify opportunities for innovation in the service delivery system. Develop and implement layoff aversion strategies.
Workforce Tulsa Background Information A 501(c)3 non-profit corporation. Members are appointed by the Mayor of Tulsa and nominated by Chambers of Commerce. 54% of WIB members are private sector employers. Oversees federal job training programs for Tulsa, Creek, Osage & Pawnee Counties. Implements a long-term strategic plan for regional workforce development. Partners in a 10-County regional labor market study with regional ED entities. Provides a website supporting economic development. www.workforcetulsa.comwww.workforcetulsa.com Oversees approximately $15,000,000 in federal job training grants portfolio. Two full-time staff + contractors. Services are delivered at 6 one-stop career centers for adults, dislocated workers and youth. Leads performance improvement activities & Malcolm Baldrige with 16 local education, training and social services agencies. Customized, pre-paid workforce services are provided directly to businesses.
Quality Journey Milestones 1.Process Mapping. 2.Strategic Planning. 3.Board Self-Assessment. 4.Revised MOU. 5.Mayor’s Performance Audit Process. 6.Malcolm Baldrige Self-Assessment of One-Stop Operating Consortium. 7.One-Stop Chartering. 1.Williams Co. Process Consultants & Star Diagram. 2.Critical Frameworks Model & State WIB’s Strategic Advisor/Facilitator. 3.NAWB Board Self-Assessment Tool modified to determine Critical Few Priorities. 4.State MOU Guide and USDOL’s Financial TAG for Process & Methodology. 5.CLEO’s Radar & Call to Action. 6.Nordam Co. Nationally Certified Examiner & Private Sector Baldrige Criteria 7.Tied to move, Resource Room Model & Business Services Team.
Community Audit Outcomes Completed Tulsa WIB’s Strategic Plan Designed & Launched Workforce Website Portal at www.workforcetulsa.com and Spanish Language Version www.workforcetulsa.com Initiated One-Stop System Performance Improvement Efforts –Process Mapping, Baldrige Self-Assessment & Chartering Completed Labor Market Supply & Demand Study with Tulsa Metro Chamber –Economic Development, WIB & Privately Co-funded at $135,000 –Contracted with Wadley-Donovan Group, national site location consultant –Primary & Secondary Data Collection Methodology & Templates (sustainability) –Inventory of Region’s WF/E&T Assets & Services (Perkins-funded follow- up project) –Geographic Information Systems Implementation Conducted Industry Sector Audits –Manufacturing, IT/Telecom, Healthcare Implemented Layoff Rapid Response Strategies –Re-employment Assistance Center at Mall Location –Launched www.tulsacareerlink.comwww.tulsacareerlink.com
Regional Workforce Strategic Plan Purpose To be the catalyst for an innovative workforce development system that creates and maintains a globally competitive workforce that supports economic development and self-sufficiency for the citizens of the Tulsa region. Mission To create and sustain a formal workforce development system that facilitates: –Assessing goals and abilities of the workforce –Identifying the needs of employers –Identifying and coordinating resources In order to enhance the alignment of workforce development services in the Tulsa region. Vision Our Vision is a comprehensive, integrated service delivery system that prepares individuals for economic prosperity and positions Tulsa for economic progress. Priority Goals 1.Strengthen community awareness and increase business engagement. 2.Maximize stakeholder collaboration for workforce delivery system alignment & integration. 3.Increase workforce delivery system accountability.
Labor Market Study Scope of Work 10 County Regional Statistical profile and GIS maps for 15 employment centers /commute zones using secondary data. (Tulsa, Creek, Osage, Pawnee, Rogers, Muskogee, Wagoner, Washington, Okmulgee, Mayes Counties.) Survey of 3,500 employers (10+ employees) for primary data, ratings and opinions on supply, demand, training, salary cost, HR practices, use of temporary employees/agencies, recruiting methods, union relationships, non-English speaking issues, relocation of talent, etc. Survey of 10,000 households to document and profile hidden labor reserves, including underemployment, identify “employers of choice.” Inventory of over 200 of the region’s workforce, education and training assets and services (training resource base), including employer utilization and quality ratings.
Labor Market Study Best Practices & Innovative Products Planning & Informational Resources/ Documents –www.workforcetulsa.com - secondary local labor market data frameworkwww.workforcetulsa.com –Overview PowerPoint Presentation –Labor Market Study Request for Proposals and Project Timeline –Self-Sufficiency Standard Report –WIB Critical Few Priorities Survey –WIB Strategic Plan & Planning Framework –1-Stop Process Improvement Model Household Survey –Household Survey - mailed to 10,000 householdsHousehold Survey –Household Employment Codes - necessary to fill out the Household SurveyHousehold Employment Codes –Encuesta en español (Household Survey in Spanish)Encuesta en español –Código de empleos en español (Household Employment Codes in Spanish)Código de empleos en español Employer Survey Component –Employer Survey - mailed to 3,430 employersEmployer Survey –Employer Engagement Strategy Inventory of Educational and Training Resources –Post-Secondary Educational Survey - mailed out to >200 public & private career technical schools, colleges, universities, training providers and high schoolsPost-Secondary Educational Survey –Non-Institutional Training Providers Survey - mailed out to state agencies, non-profits and one-stop training centersNon-Institutional Training Providers Survey –Post-Secondary and Non-Institutional Mailing List - a list of institutions who received surveysPost-Secondary and Non-Institutional Mailing List
“Go-Forward” Strategy Implement WIB Strategic Plan Priority Goals & Action Steps 1.Strengthen community awareness and increase business engagement. 2.Maximize stakeholder collaboration for workforce delivery system alignment & integration. 3.Increase workforce delivery system accountability. 10-County Regional LMS Completed August 2002 –Review, Analysis and Implementation Responsibilities Assigned via Coalition –Influence Regional 2025 Visioning Process –GIS Implementation –Technical Updates Timeline Phase 2 of One-Stop Process Improvement/Baldrige/Chartering –New 20,000 sq. ft. Center with $500K custom build out –Customer entry & in-depth assessment process redesign - Resource Room Model –Robust Seminar, Workshop & Networking Services –Implement Family Economic Self-Sufficiency Standard Launch WIB/Chamber Employer Engagement Joint Venture –Employer Council –Manufacturing, IT/Telecom & Healthcare Sectoral Skill Audits/Roundtables –Business Services Team/Business Intelligence Center –www.okskills.net implementationwww.okskills.net