the future of one-stop career centers larry good corporation for a skilled workforce 2890 carpenter...
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The Future of One-Stop Career Centers
Larry GoodCorporation for a Skilled Workforce2890 Carpenter Road, Suite 1600
Ann Arbor, MI 48108(734) 971-6060
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Context for This Presentation
Observations based on two sources of input:
CSW’s experience in working with hundreds of one-stops during past several years
What we learned in managing national one-stop benchmarking project for 4 Illinois WIBs.
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Some Core RealitiesMost one-stops fall far short of
being stars – for lots of good reasons
WIA = Then a Miracle Happens
Widely varying leadership commitments
Inventing a new way of doing business is really hard, slow work
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Pace of change is relentless
Two years ago, made similar presentation at NGA policy conference. A key point then was that America’s Job Bank helped make traditional job matching obsolete.
Today, Monster.com and others threaten to make AJB obsolete.
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Limits of traditional funding are being
reachedEven most creative are running out
of traditional funding as budgets are reduced
Rarely funded as a core function itself; rather as an add-on to which partners must “donate”
Fee for service experiments still limited
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Confusion reigns on purpose of one-stopsOngoing confusion on several
levels:
Place vs. system
Service package vs. agency collection
No widely agreed upon definition of success of one-stops as total enterprise
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Lack of Solid Measurement Hampers
GrowthFew using center wide and system
wide measures of performance
Failure to track resource room performance was a mistake: measuring outcomes for one out of 10 users
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The Opportunity
Reauthorizations provide opportunity to strengthen one-stop framing
States can play pivotal role in accelerating improvement
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The Challenge
One-Stops don’t have long to convince employers, job seekers and community leaders they have value
Can one-stops operated by consortia of government agencies increase their rate of improvement enough to remain viable?
The rest of the world won’t wait
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Survival isn’t good enough
One-stops really have only two choices:
Become agile, entrepreneurial and highly responsive to markets
Become irrelevant and die
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3 Stages of One-Stop Evolution
Stage 1: Co-locate, improve customer service
Stage 2: Integrate, connect to markets
Stage 3: Reinvent the whole enterprise
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Stage 1: Co-locate
Meet basic expectations Initial mating dance among partnersFocus on improving customer service
Do what we’ve done, but do it more efficiently
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Stage 2: Integrate
Build a unified management structure, common operation and budget
Hire managers for centers dedicated 100% to that role
Build business strategies, sharpen focus on markets
Behave like a business: strategies, targets, agility
Explore new services, new funding sources
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Stage 3: Reinvent
Move from combining existing practices to asking key question: are we doing the right work?
Tough minded market analysis and prioritization
Stop doing things; redesign fundamentals
New mantra: do we have adequate customers and markets to be viable?
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State of Development
Most are at Stage 1
A small band of innovators are at Stage 2
Almost no one is at Stage 3 -- but where all must go
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Opportunities
Shift focus from job matching to advising Become excellent at some services -- what
are you known for? Develop a strong fee-for-service
component -- supports flexibility and ensures centers are in touch with customers
Challenge all old operational assumptions -- throw out rule books designed for old systems and build new models
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Keys for National Policy
Make clear in law one-stop is legitimate function with own funding
Be very clear: one-stop is about service package, NOT about existing agencies, programs
Measure results with all customers, not just intensive service recipients
Don’t micro-manage – set clear, but broad expectations
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Keys for State Policy
Encourage reinvention; reward risk takers Focus on clear, broad policy; avoid
micromanaging Expect, encourage, require high quality Define, with WIBs, one-stop measures Make two key sustained investments:
Integrated MIS for easy staff use Brand building
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Benchmarking Project
Visited 20 one-stops, 12 WIB areas, 7 states
Not case studies; focus on Critical Success FactorsServices to EmployersServices to Job SeekersDesign and Management
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Benchmarking Findings
Local leadership critical to success States can accelerate – or slow down –
innovation Dedicated, neutral center managers are key Neutral sites become stars faster Staffed, quality resource rooms are
centerpieces Centers improve when UI leaves the building
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Benchmarking Findings
Employer services being reinvented Unified teams of account
representatives Targeting which employers to serve
Creating a brand hard, but importantCenter wide measures just now being
created