R&Q Committee’s TaskBy 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.

Why are we doing this?!

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

Research & Quality CommitteeRecommendations

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.

Research & Quality CommitteeRecommendations

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.

Workforce TulsaQuality Improvement Journey Major Milestones

WIBStrategic Plan &

Critical FewPriorities

One-StopProcess

Mapping(Williams Co. Led)

July 2001Five Core Processes1. Customer Entry(Resource Room Model)2. In-depth Assessment3. Customer Processes4. Case Management5. Employer Outreach

Sept. 2001 Results Oct. 2001 – June 2002

Grant Awards • Youth Offender

• Homeless Veteran• National Emergency(Promenade Center)

Community Audit10-County

Regional LaborMarket Study &

workforcetulsa.com

May 2001 – July 2002 July 2002 – Present

Industry SectorRoundtable Process

• Manufacturing• Healthcare• Aerospace

Marketing PlanDevelopment &

Business ServicesTeam Formed

Nov. 2002 – Present July 2002 – Present

MOUMethodology

Revised• 5 Agency Consortium

• 11 MOU Partners

ResourceRoom Model

Evaluations &Recommendations

Systems Launched• SkillsNet,

• OkJobLink &• Service Link

July 2002 July 2002 July 2002 - Present

LaunchYouth Council

Strategic Planning

June 2003 (Planned)

Cultivate One-Stop

Supplier Network

Pursue PriorityOpportunities

ForImprovement

RevisedThree-AgencyConsortium

Strategic Planning

3-Tiered Charter1. Comprehensive Ctrs.

2. Satellite Ctrs.3. Suppliers

July 2003 (Planned) June 2003 (Planned) July 2003 (Planned) June 2003 (Planned)

One-StopOperating

ConsortiumOrganizational

Profile

ConsortiumBaldrige Self-Assessment(Nordam Led)

2 N. Elgin LeaseAgreement &Space Design

Approved

National One-StopBenchmarkingTool used to set

Baseline

January 2003 February 2003 March 2003 April 2003

R & Q CommitteeDevelopingOne-Stop

CharteringProcess

May 2003

Journey Began

R&Q Next Steps

• Renegotiate Consortium Agreement and MOU

• Conduct Consortium Strategic Planning

• Finalize One-Stop Chartering Plan

• Monitor One-Stop Re-Engineering Outcomes

One-Stop CharteringDeveloping

A Strategic Scorecard

May 2003

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).

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.

One-Stop Chartering Overview

3 Levels of Chartering1. Comprehensive Center

2. Satellite Center

3. Supplier

3 Phases of Chartering1. Initial

Certification2. Performance Assessment/

Continuous Improvement3. Re-Certification

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.

Three Phases of One-Stop Chartering

2. PerformanceAssessment/Continuous

Improvement

3. Re-Certification

1. InitialCertification

Phase One – Initial CertificationThe 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.

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.

Phase Three – Re-CertificationThe 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.

Level 1 Check ListChartering Criteria for Comprehensive Centers

Level 1 Chartering Criteria Hartford SapulpaComplete Baldrige Self-Assessment. Complete Strategic Plan. June ‘03 June ‘03Fully Implement Resource Room Model. Underway UnderwayFormalize Business Services Team. Planning PlanningCultivate and Manage Supplier Network.

Complete National One-Stop Benchmarking Tool & CSFs. Underway UnderwayComplete One-Stop Strategic Scorecard.

Provide On-Going Accountability Reporting.

Strategic Scorecard ConceptFor 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.

CustomerPerspectiveCustomer

Perspective

Learningand

Innovation

Learningand

Innovation

Financial/Market

Perspective

Financial/Market

Perspective

InternalOperationsInternal

Operations

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

CustomerPerspectiveCustomer

Perspective

Learningand

Innovation

Learningand

Innovation

Financial/Market

Perspective

Financial/Market

Perspective

InternalOperationsInternal

Operations

Customer Value Scorecard WorksheetWhy are you in business?

What value do you add to customers?

Customer Segment

Value Added Result Statements Customer-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.

Market-Focused Scorecard WorksheetWhat market results are necessary to achieve customer value?

Market Objective Market Goal Scorecard 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.

Financial Scorecard WorksheetWhat financial results are necessary to achieve customer value?

Financial Objective Financial Goal Scorecard 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.

Internal Operations and Learning & Innovation Scorecard WorksheetWhat 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.

Malcolm BaldrigeOrganizational Profile &

Self-Assessment

May 2003

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

2003 Criteria Point Values

1. Leadership 1202. Strategic Planning 853. Customer and Market Focus 854. Information & Analysis 905. Human Resource Focus 856. Process Management 857. Business Results 450

Total 1,000

Baldrige Category Points Our Range1.1 Organizational Leadership 70 10-20%

1.2 Social Responsibility 50 10-20%

2.1 Strategic Development 40 10-20%

2.2 Strategic Deployment 45 10-20%

3.1 Customer & Market Knowledge 40 10-20%

3.2 Customer Relationship & Satisfaction 45 10-20%

4.1 Measurement Analysis of Organizational Performance 45 0-10%

4.2 Information & Knowledge Management 45 30-40%

5.1 Work Systems 35 10-20%

5.2 Employee Learning & Motivation 25 10-20%

5.3 Employee Well-Being & Satisfaction 25 10-20%

6.1 Value Creation Processes 50 30-40%

6.2 Support Processes 35 30-40%

7.1 Customer-Focused Results 75 10-20%

7.2 Product & Service Results 75 0%

7.3 Financial & Market Results 75 0%

7.4 Human Resource Results 75 0%

7.5 Organizational Effectiveness Results 75 0%

7.6 Governance & Social Responsibility Results 75 0%

Baldrige Self-AssessmentPriority 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.

MOU Agency Services Provided to One-Stop System Service Location Status

City of Tulsa, Division of Workforce Development WIA Title I Adult & Dislocated Workers Hartford, 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, Sapulpa Supplier

Rogers State University, Education Opportunity Center (EOC) In-depth Assessments & Tuition Assistance Workshops via EOC Grand Funds

Hartford Supplier

Central Technology Center In-depth Assessments, Paid Landlord Sapulpa Supplier

Community Action Project of Tulsa County Head Start, Income Tax Assistance Off-Site Supplier

Native American Employment & Training Program Targeted Native American Employment & Training

Hartford, Off-Site Supplier

Department of Rehabilitation Services Comprehensive Services Targeted to Individuals with Disabilities, State-Level Funding to OESC

Off-Site Supplier

Union Public Schools (Adult Education) Adult Basic Education, GED Training, English as Second Language

Renaissance, Off-Site Supplier

Tulsa Public Schools Adult Basic Education, GED Training, English as Second Language

Hartford, Off-Site Supplier

Metro Tulsa Urban League WIA Contracted Youth Programs Off-Site Supplier/WIA Contractor

Tulsa Job Corps Operates Tulsa Job Corps Center Off-Site Supplier

Tulsa Housing Authority Comprehensive Housing Services Off-Site Supplier

Goodwill Industries of Tulsa Targeted Training, Employment & Other Assistance & Supportive Service

Off-Site Supplier

Tulsa Technology Center In-Kind Contributions, including Office and Meeting Space and Perkins Funds for Relevant Projects (i.e. Labor Mkt. Study)

Off-Site WIB Partner, ITA Training Provider

Tulsa Community College In-Kind Contributions, including Office and Meeting Space and Perkins Funds for Relevant Projects (i.e. Labor Mkt. Study)

Off-Site WIB Partner, ITA Training Provider

Career Center ConsortiumSupplier Networks

City of TulsaDWD

OESC DHSRogers State

EOCCentral Tech

Sapulpa

National One-Stop Benchmarking ToolTen 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.

R&Q Next Steps

• Renegotiate Consortium Agreement and MOU

• Conduct Consortium Strategic Planning

• Finalize One-Stop Chartering Plan

• Monitor One-Stop Re-Engineering Outcomes