In late 2001, twenty-seven members of Workforce Tulsa filled out a survey in an attempt to identify the key
issues and opportunities facing the WIB in the coming years. Board
members were given a list of 49 general issues and asked to identify twelve
as "top priority items" for the Board in the coming year. Their
responses were then ranked by number of responses to determine what issues
the board feels should be a top priority for the WIB.
The graph below shows the top twelve priority items as ranked by the
members of the board.
If you allow your mouse to linger over an individual bar, a "screen tip"
will appear identifying the particular issue. Or, look below the graph
for a legend:
| 1.
The board should be seen in the community as a leading authority on
workforce development needs and as an important source of information
about the labor market -- 70.4% |
| 2.
The board should be positioned to identify and address the key workforce
issues in our area -- 63.0% |
| 3.
The board should have a communications plan to market and promote
workforce development activities and programs to its customers -- 55.6% |
| 4.
The board should effectively oversee the public funds for which it is
responsible -- 55.6% |
| 5.
The workforce board leadership should clearly communicate the board’s
vision, mission and goals so that as a board member, I understand them
-- 51.9% |
| 6.
The board should ensure that its one-stop operators and service provider
agencies measure and address customer satisfaction concerns -- 48.1% |
| 7.
The board should have a process in place to examine the ongoing
activities and programs of service providers to see if they are
following the objectives set down in the board’s strategic plan and to
support and encourage them to do so -- 48.1% |
| 8.
The board should secure and analyze relevant information before making
decisions regarding: issues that it brings forward to the community;
chartering one-stop operators; accountability of one-stop partners;
selection of youth program providers; approval of eligible service
providers -- 44.4% |
| 9.
The board’s strategic plan should be developed based on data about local
demographics, key employer needs and existing training program
capabilities -- 40.7% |
| 10.
The board should collect and utilize data to track “continuous
improvement” in the local workforce development system -- 40.7% |
| 11.
The board should examine the long term economic development trends,
employment opportunities and population demographics of our area --
40.7% |
| 12.
The board should be making a valuable contribution to the local
workforce development system -- 40.7% |
An analysis of the votes shows strong consensus "across the board".
Out of the 312 possible votes cast, over half were cast for the top 12
priorities. On average, each board member cast a majority of their
votes in agreement with the top twelve priorities! This indicates
a strong agreement between members of the board, both public and
private, on what the focus of the Workforce Investment Board should be
in the next few years.
Rankings for the thirty-seven other priorities are shown below,
separated into a 2nd, 3rd and 4th quartile of priorities:
|
2nd Quartile - WIB Issues/Opportunities |
% (n/27) |
| 13. The board’s
strategic plan should be directly related to the board’s mission and
organizational goals. |
37.0% |
| 13. The board should
regularly seek out the opinions of jobseekers, employers, elected officials,
program agencies, board members and staff about the work of the board and
the workforce development system. |
37.0% |
| 15. The board’s strategic plan should be developed with
input from the provider and “partner” agencies that will carry out the
plan’s objectives. |
33.3% |
| 15. I should be aware of the measures the board uses to
judge the performance of the workforce development system and to ensure that
it is in keeping with the goals of the strategic plan. |
33.3% |
| 17. The board’s strategic plan should be related to the
community’s overall economic development strategies. |
29.6% |
| 17. The board should be positioned to work with state
and/or national leaders regarding the development of a quality workforce
system. |
29.6% |
| 17. The board should analyze current and past
performance data and information to assess and understand the overall
performance of the local workforce development system. |
29.6% |
| 20. The board’s strategic-planning process should
include key community workforce development stakeholders and customers. |
25.9% |
| 20. The board meetings should be well organized and
conducive to meaningful and relevant discussion. |
25.9% |
| 22. The board chair and chief executive officer (CEO)
should establish an environment that encourages, supports, empowers and
reinforces the contributions of board members and other stakeholders. |
22.2% |
| 22. The board should identify our customers and their
expectations for the board and for the workforce development system. |
22.2% |
| 22. The board should engage local elected officials and
obtained their endorsement of our mission and work. |
22.2% |
| 22. The board’s initial orientation and subsequent
membership development activities should provide members with useful and
relevant information regarding the work of the board. |
22.2% |
| 3rd Quartile - WIB Issues/Opportunities |
% (n/27) |
| 26. The strategic plan should include objectives that
relate to the specific role, activities and “value added” of the board
itself. |
18.5% |
| 26. The board should analyze available workforce data,
employer information and training provider capacity as part of its
strategic-planning process. |
18.5% |
| 26. I should understand my responsibilities as a board
member. |
18.5% |
| 29. Local workforce development service agencies should
see the board as a neutral broker representing the needs of employers. |
14.8% |
| 29. I should be aware of the measures the board uses to
judge the satisfaction of customers with services received from agencies and
program providers overseen by the board. |
14.8% |
| 29. The board should examine the activities of other
boards in order to provide benchmarks for its own work. |
14.8% |
| 32. The board’s vision, mission and goals should often
be referred to at meetings as the board carries out its business. |
11.1% |
| 32. Board members should be aware of how the board uses
customer feedback to improve our products and services. |
11.1% |
| 32. The board should have a management process that
establishes accountability for the activities of the board and its
individual members. |
11.1% |
| 32. The board should have a systematic mechanism for
communicating it’s goals and activities to the public. |
11.1% |
| 32. The chair should exercise good leadership in the
management of meetings. |
11.1% |
| 32. I should be satisfied with my knowledge of the work
of the board. |
11.1% |
|
4th Quartile - WIB Issues/Opportunities |
% (n/27) |
| 38. My personal contribution should enhance the board’s
strategic-planning process. |
7.4% |
| 38. The board’s committee and staffing structure and its
operating procedures should be helpful in supporting the work of the board. |
7.4% |
| 38. I should clearly understand the board’s governance
process and the expectations of our chair and CEO. |
7.4% |
| 38. The chair should exercise good leadership in
managing the relationship between the board and its CEO. |
7.4% |
| 38. I should be
satisfied with my own participation on board committees |
7.4% |
| 38. I should be satisfied with the overall contribution
I am making to the mission of the board. |
7.4% |
| 44. Our board should engage local elected officials in
key decision-making. |
3.7% |
| 44. The board should consult with technical and
professional experts before making decisions. |
3.7% |
| 44. The board should consult with “affected parties”
before making decisions. |
3.7% |
| 44. The day-to-day activities of the board should relate
to its overall vision, mission and goals. |
3.7% |
| 44. I should actively help identify and recruit new
business and community members to serve on the board. |
3.7% |
