1. R&Q Committee’s Task By June 1, 2003 Make Recommendations to WIB Related to: 1.Conducting a strategic evaluation of the existing one-stop service delivery system. 2.Articulating the Board’s vision for one-stop service delivery models. 3.Evaluating the effectiveness and future role of the existing five-agency one-stop operating consortium, as well as the existing and potential MOU partners/suppliers.

2. Why are we doing this?!

3. 1.Strategic Plan Gap Analysis Purpose, Vision, Mission Strategic Goals 2 & 3 2.One-Stop System Quality Improvement Journey 3.Mayor’s Performance Audit Recommendations

4. WIB Strategic Plan Gap Analysis 1.We currently have no comprehensive system or process in place to gather data on labor market information necessary to accomplish our mission. 2.We do not have the level and intensity of collaboration and cooperation among partners that is required to enhance the alignment/integration of all workforce services. 3.We do not have the quality and alignment of service delivery to create and maintain a globally competitive workforce. 4.We have no marketplace awareness of a comprehensive workforce development system. 5.We have limited employer engagement in workforce development, even at the Workforce Investment Board level. 6.There is a general lack of confidence in our ability to create and maintain an efficient, comprehensive workforce development system.

5. 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.

6. Strategic Goal 1 & Objectives Strengthen Community Awareness & Increase Business Engagement. 1.1. Attain a Critical Mass of Jobs on the Electronic SkillsNet System. 1.2. Develop and implement a comprehensive marketing strategy for the Tulsa WIB. 1.3. Secure Corporate Financial Support & Pursue Fund Raising Activities.

7. Maximize Stakeholder Collaboration for Workforce Delivery System Alignment & Integration. 2.1. Provide Timely & Accurate Labor Market Information for the Region. 2.2. Facilitate Workforce System Alignment. 2.3. Implement Business-Education Alliances by Industry Sector. Strategic Goal 2 & Objectives

8. Increase Workforce Delivery System Accountability. 3.1. Develop Program, One-Stop Center & System Performance Standards. 3.2. Ensure WIA Compliance. 3.3. Champion Workforce System Continuous Improvement. Strategic Goal 3 & Objectives

9. Workforce Tulsa Board of Directors Mayor of Tulsa, CLEO Original Five Agency One-Stop System Operating Consortium Memorandum of Understanding (MOU) Among 16 Partner Agency Service Providers HartfordSapulpa Comprehensive Centers PawhuskaCleveland PromenadeRenaissance Sand Springs WIA Satellite Centers OESC Satellite Centers

10. Existing Five-Agency Consortium Operates Tulsa’s Seven Career Center System City of Tulsa, Division of Workforce Development (WIB’s prime contractor as WIA Title I Service Provider) Oklahoma Employment Security Commission (OESC) Department of Human Services (DHS) Rogers State University, Educ. Opp. Ctr. Central Technology Center

11. Memorandum of Understanding (MOU) 16 One-Stop Partner Agencies Five Consortium Partners Community Action Project of Tulsa County Native American Employment & Training Program Department of Rehabilitation Services Union Public Schools (Adult Education) Tulsa Technology Center Tulsa Community College Metro Tulsa Urban League Tulsa Job Corps Tulsa Housing Authority Goodwill Industries of Tulsa Tulsa Public Schools (Carl Perkins & Adult Educ.)

12. Research & Quality Committee Recommendations May 13, 2003 1.Review Flowchart of Quality Improvement Journey Milestones. 2.Based on Baldrige Organizational Profile & Self-Assessment, the following course of action is recommended: A.Renegotiate existing Consortium Agreement to include City of Tulsa, OESC and DHS. B.Reposition RSU/EOC and Central Tech as Suppliers and MOU Partners. C.Confirm with existing 11 MOU Partner Agencies that they are committed to continue as MOU Partners. D.Revise and finalize the 2003-2004 MOU based on local allocation data provided by Customers, Suppliers and Partners. 3.Set dates for the new Consortium to complete a One-Stop System Strategic Planning Process, facilitated by Walter Kruse.

13. Research & Quality Committee Recommendations May 13, 2003 4.Launch Re-engineering of the One-Stop Service Delivery System to coincide with move to 2 N. Elgin Center. The Consortium will: A.Incorporate Baldrige Self-Assessment results (Prioritized OFIs) B.Provide service delivery & process models with consistent, high-quality, focused customer services. C.Develop action plans to implement change management and buy-in process among agency partners & suppliers based on Baldrige Self-Assessment Results, One-stop Chartering & MOU requirements. D.Provide One-stop progress reporting to R&Q Committee and WIB on a regular basis. 5.By July 1, 2003, the R&Q Committee will finalize One-Stop Chartering Process & Criteria, incorporating: A.Three Tiered Chartering Model (Comprehensive Centers, Satellite Centers and Suppliers). B.National Benchmarking Critical Success Factors and Self-Assessment Tool. C.Workforce Excellent Network’s Strategic Scorecard Concept.

14. Workforce Tulsa Quality Improvement Journey Major Milestones One-Stop Process Mapping (Williams Co. Led) Five Core Processes 1.Customer Entry (Resource Room Model) 2.In-depth Assessment 3.Customer Processes 4.Case Management 5.Employer Outreach MOU Methodology Revised 5 Agency Consortium 11 MOU Partners Grant Awards Youth Offender Homeless Veteran National Emergency (Promenade Center) WIB Strategic Plan & Critical Few Priorities Community Audit 10-County Regional Labor Market Study & workforcetulsa.com Resource Room Model Evaluations & Recommendations One-Stop Operating Consortium Organizational Profile Launch Youth Council Strategic Planning Consortium Baldrige Self- Assessment (Nordam Led) 2 N. Elgin Lease Agreement & Space Design Approved National One-Stop Benchmarking Tool used to set Baseline R & Q Committee Developing One-Stop Chartering Process Industry Sector Roundtable Process Manufacturing Healthcare Aerospace Marketing Plan Development & Business Services Team Formed Systems Launched SkillsNet, OkJobLink & Service Link Cultivate One-Stop Supplier Network Pursue Priority Opportunities For Improvement Revised Three-Agency Consortium Strategic Planning 3-Tiered Charter 1.Comprehensive Ctrs. 2.Satellite Ctrs. 3.Suppliers

15. Workforce Tulsa Quality Improvement Journey Major Milestones WIB Strategic Plan & Critical Few Priorities One-Stop Process Mapping (Williams Co. Led) July 2001 Five Core Processes 1.Customer Entry (Resource Room Model) 2.In-depth Assessment 3.Customer Processes 4.Case Management 5.Employer Outreach Sept. 2001 Results Oct. 2001 – June 2002 Grant Awards Youth Offender Homeless Veteran National Emergency (Promenade Center) Community Audit 10-County Regional Labor Market Study & workforcetulsa.com May 2001 – July 2002 July 2002 – Present Industry Sector Roundtable Process Manufacturing Healthcare Aerospace Marketing Plan Development & Business Services Team Formed Nov. 2002 – Present July 2002 – Present MOU Methodology Revised 5 Agency Consortium 11 MOU Partners Resource Room Model Evaluations & Recommendations Systems Launched SkillsNet, OkJobLink & Service Link July 2002 July 2002 - Present Launch Youth Council Strategic Planning June 2003 (Planned) Cultivate One-Stop Supplier Network Pursue Priority Opportunities For Improvement Revised Three-Agency Consortium Strategic Planning 3-Tiered Charter 1.Comprehensive Ctrs. 2.Satellite Ctrs. 3.Suppliers July 2003 (Planned)June 2003 (Planned)July 2003 (Planned) June 2003 (Planned) One-Stop Operating Consortium Organizational Profile Consortium Baldrige Self- Assessment (Nordam Led) 2 N. Elgin Lease Agreement & Space Design Approved National One-Stop Benchmarking Tool used to set Baseline January 2003 February 2003March 2003April 2003 R & Q Committee Developing One-Stop Chartering Process May 2003 Journey Began

16. Workforce Tulsa Quality Improvement Journey Major Milestones July 2001 One-Stop Process Mapping (Williams Co. Led) Sept. 2001 One-Stop System Five Core Processes 1. In-depth Assessment 2. Customer Processes 3. Case Management 4. Employer Outreach (TBD) 5. Customer Entry (Res. Rm. Model) Oct. 2001 – June 2002 WIB Strategic Plan & Critical Few Priorities May 2001 – July 2002 Community Audit Grant 10-County Regional Labor Market Study Education & Training Assets Inventory www.workforcetulsa.com July 2002 – Present Grant Awards –Youth Offender Demonstration, Homeless Veteran –National Emergency (Promenade Center) Res. Rm. Model Evaluations & Recommendations Marketing Plan Development & Business Services Team Formed November 2002 – Present Industry Sector Roundtable Process –Manufacturing, Healthcare, Aerospace January 2003 One-Stop Operating Consortium Organizational Profile February 2003 Consortium Baldrige Self-Assessment (Nordam Led) March 2003 2 N. Elgin Lease Agreement & Space Design Approved April 2003 National One-Stop Benchmarking Tool used to set Baseline May 2003 R & Q Committee Developing One-Stop Chartering Process June 2003 (Planned) Pursue Priority Opportunities For Improvement from Baldrige Cultivate One-Stop Supplier Network Revised Consortium Strategic Planning Finalized 3-Tiered Charter (Comprehensive, Satellite and Supplier Requirements) and Strategic (Balanced) Scorecard Launch Youth Council Strategic Planning

17. Workforce Tulsa Quality Improvement Journey Major Milestones – Board Committee Responsibility Research & QualityOutreachFinance Youth Council Grant Awards Youth Offender Homeless Veteran National Emergency (Promenade Center) Launch Youth Council Strategic Planning MOU Methodology Revised 5 Agency Consortium 11 MOU Partners Consortium Industry Sector Roundtable Process Manufacturing Healthcare Aerospace Marketing Plan Development & Business Services Team Formed Community Audit 10-County Regional Labor Market Study & workforcetulsa.com WIB Strategic Plan & Critical Few Priorities R & Q Committee Developing One-Stop Chartering Process Baldrige Self- Assessment Process (Nordam Led) One-Stop Process Mapping (Williams Co. Led) Systems Launched SkillsNet, OkJobLink & Service Link Five Core Processes 1.Customer Entry (Resource Room Model) 2.In-depth Assessment 3.Customer Processes 4.Case Management 5.Employer Outreach Resource Room Model Evaluations & Recommendations One-Stop Operating Consortium Organizational Profile 2 N. Elgin Lease Agreement & Space Design Approved National One-Stop Benchmarking Tool used to set Baseline Pursue Priority Opportunities For Improvement Cultivate One-Stop Supplier Network Revised Three-Agency Consortium Strategic Planning 3-Tiered Charter 1.Comprehensive Ctrs. 2.Satellite Ctrs. 3.Suppliers Planned Activities

18. R&Q Next Steps Renegotiate Consortium Agreement and MOU Conduct Consortium Strategic Planning Finalize One-Stop Chartering Plan Monitor One-Stop Re-Engineering Outcomes

19. One-Stop Chartering Developing A Strategic Scorecard May 2003

20. What is One-Stop Chartering? One-Stop Chartering is the process by which Workforce Tulsa defines and measures: –The processes and organizational structures for delivery of services in the one-stop centers. –The types of services delivered and integration of services to job seekers and employers. –The quality expectations for services. –The criteria for accountability of one-stop operating Consortium and MOU agency partners. The Charter is the document through which Workforce Tulsa articulates and defines its expectations for the one-stop system. The Charter is the quality “seal of approval” for the system. A Charter is recognition by Workforce Tulsa that the One-stop Consortium and MOU partners are: –Implementing a seamless service delivery system. –Committed to meeting the needs of the local labor market. –Incorporating a comprehensive performance accountability system in accordance with Malcolm Baldrige criteria for excellence. Charter review is an established year-round process, whereby Workforce Tulsa can conduct data gathering that yields information to base its decision to continue or deny a one-stop career center’s charter. Chartering criteria are typically based on the following seven Baldrige principles: (Leadership, Strategic Planning, Customer & Market Focus, Information & Analysis, Human Resource Focus, Process Management, and Business Results).

21. Chartering Bottom Line Goal For Tulsan’s to perceive the one-stop system to be the FIRST CHOICE rather than the LAST RESORT for: Finding a better job. Choosing a career. Finding a good employee. Accessing training. Gaining the labor market intelligence needed to be successful in the local economy.

22. One-Stop Chartering Overview 3 Levels of Chartering 1. Comprehensive Center 2. Satellite Center 3. Supplier 3 Phases of Chartering 1. Initial Certification 2. Performance Assessment/ Continuous Improvement 3. Re-Certification

23. Three Levels of One-Stop Chartering 1.One-Stop Operating Consortium for Comprehensive Centers. 2.Satellite Centers (ES, WIA, Other Agency locations) –R&Q to determine Chartering Criteria and CSFs for Satellite locations. –Site Managers of Satellites participate fully with Consortium through process of Level 1 Chartering. 3.Supplier Network –Complete As-Is Supplier Network Mapping. –Define Supplier requirements and incorporate into MOU process.

24. Three Phases of One-Stop Chartering

25. Phase One – Initial Certification The following steps will be followed to certify one-stop career center operators, affiliates, education and training providers, and other organizations or partners, which supply services and products to the local workforce system. 1.Establish quality standards based on the seven Baldrige categories. 2.Require self-assessment and development of business plan by one- stop certification applicant. 3.Completion of application by one-stop certification applicant (comprehensive or satellite). 4.On-site review of one-stop applicant. 5.Feedback report (from Workforce Tulsa to applicant). 6.Certification decision by full WIB. 7.Technical assistance, training, support.

26. Phase Two – Performance Assessment/ Continuous Improvement The following steps will be followed to link local system-wide performance goals with well-defined continuous improvement requirements: 1.Reconfirm, revise and expand local one-stop system vision and quality standards as necessary. 2.Require self-assessment and revision of business plan by one-stop operators. 3.Conduct post-certification review(s) of one-stop operators. 4.Feedback report (from WIB to operator). 5.Technical assistance, training, support.

27. Phase Three – Re-Certification The following steps will be followed to create on-going re-certification of operators, affiliates, education and training providers, and other partners to the local system: 1.Update quality standards around Baldrige categories. 2.Require self-assessment and revision of business plan by recertification applicant. 3.Completion of recertification application by applicant. 4.Conduct on-site review of applicant. 5.Feedback report. 6.Recertification decision. 7.Technical assistance, training, support.

28. Level 1 Check List Chartering Criteria for Comprehensive Centers Level 1 Chartering CriteriaHartfordSapulpa Complete Baldrige Self-Assessment. Complete Strategic Plan. June ‘03 Fully Implement Resource Room Model. Underway Formalize Business Services Team. Planning Cultivate and Manage Supplier Network. Complete National One-Stop Benchmarking Tool & CSFs. Underway Complete One-Stop Strategic Scorecard. Provide On-Going Accountability Reporting.

29. Strategic Scorecard Concept For the One-Stop Career Center System A strategic scorecard is a set of measures that look at four fundamental performance areas of the One- Stop System. –Customer Satisfaction –Financial Performance –Internal Operations –Learning and Innovation This integrated approach balances the vision and mission of the One-Stop System with everyday operations. A strategic scorecard can help the One-Stop System to identify the few core functions that translate its vision into reality. It is important to select the few measures that best inform when operations are aligned with vision, and show where to focus attention on the most important behaviors and results.

30. Strategic Scorecard Concept Customer Satisfaction Measures inform the One-Stop System is performing in the eyes of the customers. –The value of the One-Stop System to its customers –Customer relationships –One-Stop System’s image and reputation with customers –Customer satisfaction –Customer retention and expansion Financial and Market Measures tell the One-Stop System the results of actions already taken and whether those actions are contributing to its “bottom-line.” –Financial performance –Diversity and stability of funding –Investment strategy –Cost reduction activities –Identification of high demand markets –Access to and penetration of target markets Operational Measures inform the One-Stop System about what is must do internally to meet customer and financial expectations. The One-Stop System must look at: –Resource allocation and unit cost –Quality control –Productivity –Responsiveness to customer requests –Post-delivery services Learning and Innovation Measures advise the One-Stop System on its capacity to continually innovate, improve, and sustain itself. –Human resource capabilities –Learning capacity –Motivation and reward system –Information technology and systems capabilities and capacity –Leadership and accountability

31. Customer Value Scorecard Worksheet Why are you in business? What value do you add to customers? Customer Segment Value AddedResult StatementsCustomer-Focused Scorecard Measures Job Seekers Employers/ Businesses ____ A. Identify the “value added” of the One-Stop – how it adds value or contributes to the success of job seekers and employers. Remember this value should be identified from the customer’s point of view. ____ B. Develop result statements that reflect the desired outcomes sought by job seekers and employers. ____ C. Develop performance measures that assess the One-Stop’s ability to achieve desired results.

32. Market-Focused Scorecard Worksheet What market results are necessary to achieve customer value? Market ObjectiveMarket GoalScorecard Measure ____ A. Identify the One-Stop’s two to three most critical market objectives. ____ B. Develop one to two specific goals related to your market objectives. ____ C. Develop one performance measure per goal that will allow you to chart progress toward meeting the goal.

33. Financial Scorecard Worksheet What financial results are necessary to achieve customer value? Financial ObjectiveFinancial GoalScorecard Measure ____ A. Identify the One-Stop’s two to three most critical financial objectives. ____ B. Develop one to two specific goals related to your financial objectives. ____ C. Develop one performance measure per goal that measures your ability to reach the financial goal.

34. Internal Operations and Learning & Innovation Scorecard Worksheet What must you do well to operative effectively and get desired results? What capacity and capabilities are needed to sustain desired results? Critical Success Factors Core Business Processes Internal Operational Measures Learning & Innovation Measures ____ A. Identify the critical success factors (CSFs) in delivering services to clients and customers (e.g., Only qualified workers are referred to employers). Note: Incorporate National Benchmarking Tool CSFs. ____ B. Determine the core business processes that are key to achieving CSFs – those few processes that the One- Stop must do well and that drive other processes. Usually there are no more than four to six processes in total. ____ C. Develop two to three performance measures that provide the most effective feedback on how well you are executing core business processes. ____ D. Using the same CSFs and core business processes, develop two to three performance measures that reflect the One-Stop’s ability to continually improve and sustain operations. These typically involve staff development, technology tools, and fostering the right cultural environment for learning and innovation.

35. Malcolm Baldrige Organizational Profile & Self-Assessment May 2003

36. Baldrige Core Values Visionary Leadership Customer Driven Excellence Organizational and Personal Learning Valuing Employees and Partners Agility Focus on the Future Managing for Innovation Management by Fact Public Responsibility and Citizenship Focus on Results and Creating Value Systems Perspective

37. 2003 Criteria Point Values 1.Leadership120 2.Strategic Planning 85 3.Customer and Market Focus 85 4.Information & Analysis 90 5.Human Resource Focus 85 6.Process Management 85 7.Business Results450 Total 1,000

38. Baldrige CategoryPointsOur Range 1.1 Organizational Leadership 7010-20% 1.2 Social Responsibility 5010-20% 2.1 Strategic Development 4010-20% 2.2 Strategic Deployment 4510-20% 3.1 Customer & Market Knowledge 4010-20% 3.2 Customer Relationship & Satisfaction 4510-20% 4.1 Measurement Analysis of Organizational Performance 450-10% 4.2 Information & Knowledge Management 4530-40% 5.1 Work Systems 3510-20% 5.2 Employee Learning & Motivation 2510-20% 5.3 Employee Well-Being & Satisfaction 2510-20% 6.1 Value Creation Processes 5030-40% 6.2 Support Processes 3530-40% 7.1 Customer-Focused Results 7510-20% 7.2 Product & Service Results 750% 7.3 Financial & Market Results 750% 7.4 Human Resource Results 750% 7.5 Organizational Effectiveness Results 750% 7.6 Governance & Social Responsibility Results 750%

39. Baldrige Self-Assessment Priority Opportunities for Improvement (OFIs) See Spreadsheet of Self-Assessment Results. Finalize prioritized list of OFIs. Complete National Benchmarking Tool as Baseline for on-going improvements.

40. MOU AgencyServices Provided to One-Stop SystemService LocationStatus City of Tulsa, Division of Workforce DevelopmentWIA Title I Adult & Dislocated WorkersHartford, Sapulpa, Promenade, Cleveland, Pawhuska Operating Oklahoma Employment Security Commission (OESC)Wagoner-Peyser Employment Service, Veterans, Unemployment Insurance Hartford, Sapulpa, Sand Springs, Renaissance Operating Department of Human Services (DHS)TANF, Food Stamp Employment & Training, State-Level Funding to OESC Hartford, SapulpaSupplier Rogers State University, Education Opportunity Center (EOC)In-depth Assessments & Tuition Assistance Workshops via EOC Grand Funds HartfordSupplier Central Technology CenterIn-depth Assessments, Paid LandlordSapulpaSupplier Community Action Project of Tulsa CountyHead Start, Income Tax AssistanceOff-SiteSupplier Native American Employment & Training ProgramTargeted Native American Employment & Training Hartford, Off-SiteSupplier Department of Rehabilitation ServicesComprehensive Services Targeted to Individuals with Disabilities, State-Level Funding to OESC Off-SiteSupplier Union Public Schools (Adult Education)Adult Basic Education, GED Training, English as Second Language Renaissance, Off-SiteSupplier Tulsa Public SchoolsAdult Basic Education, GED Training, English as Second Language Hartford, Off-SiteSupplier Metro Tulsa Urban LeagueWIA Contracted Youth ProgramsOff-SiteSupplier/WIA Contractor Tulsa Job CorpsOperates Tulsa Job Corps CenterOff-SiteSupplier Tulsa Housing AuthorityComprehensive Housing ServicesOff-SiteSupplier Goodwill Industries of TulsaTargeted Training, Employment & Other Assistance & Supportive Service Off-SiteSupplier Tulsa Technology CenterIn-Kind Contributions, including Office and Meeting Space and Perkins Funds for Relevant Projects (i.e. Labor Mkt. Study) Off-SiteWIB Partner, ITA Training Provider Tulsa Community CollegeIn-Kind Contributions, including Office and Meeting Space and Perkins Funds for Relevant Projects (i.e. Labor Mkt. Study) Off-SiteWIB Partner, ITA Training Provider

41. Career Center Consortium Supplier Networks City of Tulsa DWD OESCDHS Rogers State EOC Central Tech Sapulpa

42. National One-Stop Benchmarking Tool Ten Critical Success Factors (CSFs) For Employer Services –Satisfying Employers –Managing Employer Services –Delivering Quality Services to Employers For Job Seeker Services –Satisfying Job Seekers –Managing Job Seeker Services –Delivering Quality Services to Job Seekers In Design & Management –Leadership –Management –Measurement –Marketing Key Learnings Leadership Matters Management Matters Employer Services are Reinvented Creating a Market Identity is Hard but Matters One-Stop Center Measurement is Just Beginning Note: An in-depth One-Stop Assessment Tool is available to evaluate local system performance against each of these CSFs.

43. R&Q Next Steps Renegotiate Consortium Agreement and MOU Conduct Consortium Strategic Planning Finalize One-Stop Chartering Plan Monitor One-Stop Re-Engineering Outcomes

44. Title I Service Provider 2003-2004 Scope of Work Assign project manager and develop timeline for move to 2 N. Elgin Center. Provide on-going status updates to WIB. Coordinate with R&Q Committee to successfully re-engineer the One-Stop Service Delivery System to coincide with move to 2 N. Elgin. This will be accomplished by developing final implementation plan, organizational structure, team and staffing plan, including: –Achieve buy-in of all Consortium Partners –Incorporate Baldrige Self-Assessment results (prioritized OFIs) –Complete the WIB’s One-stop Chartering Process –Present to staff and maintain their active engagement in the process –Launch changes prior to move and continue implementation at the 2 N. Elgin Center Lead Consortium Partners related to strategic plan, functional reorganization and business plan development for Hartford/Elgin Center, and entire One-Stop Service Delivery System, including, but not limited to: –Evaluate the cost/benefit, service mix, targeted clientele, location, industry sector focus & supplier partners for each of the seven career centers. –Identify misalignments, overlapping services, service gaps and potential targeted customer niches, and how to best serve targeted populations in four-county region. –Develop One-Stop Service Delivery Model(s) with emphasis on: Implementing Resource Room Model Evaluation Reports’ Recommendations. Forming Business Services Team to focus on Employer Outreach & Engagement and SkillsNet Implementation. Accountability and regular program and financial performance reporting based on Charter requirements. Create a culture of world-class customer service among staff and partners. Fully implement Resource Room Model and Business Services Team: –Address findings and recommendation in Progress Review Reports from May & December 2002. –Coordinate all core and intensive services between ES and WIA. –Engage DHS in core services, including RR Model, receptionist and phone duties. Evaluate Youth Programs and Service Delivery Model via Youth Council, including: –Youth Service Provider (Vendor) List –Contracting processes, including the viability of a consortia of youth service providers (i.e. OKC Model) –Integrating Mayor’s Job Program –Linking with Youth Offender Demonstration Grant (as appropriate) –Transition to new model of providing Youth Program Services, consistent with WIA Reauthorization Cooperate to finalize 2003-04 MOU and obtain Board approval. Achieve WIA Performance Outcomes, transition to new requirements resulting from Re-Authorization, and Deliver Core, Intensive and Training Services as required by WIA.

45. R&Q Action Plan (January 2003) Current (As-Is) Focus Finalize Timeline for One- Stop Consortium Self- Assessment: –Identify facilitators/SMEs –Orientation to Baldrige Criteria –Overview of Self-Assessment Process & Tools –Facilitate Supplier Network Mapping Future (To-Be) Focus Develop One-Stop Chartering Criteria Using Self-Assessment Results: –Implement continuous improvement process model –Implement Process Re-design Tie to Resource Room Model Link to move to new location Complete Award Application –Workforce Excellence Network –State Award –Other?