Current Reality Framework

  • Strengths

  • Weaknesses

  • Opportunities

  • Problems (Short-Term) & Threats (Long-Term)

  • Environmental Assumptions

  • Competitive Analysis

  • Gap Analysis

    •
    Strengths

    • Foundational Base
       -- Solid Funding
        -- Statutory Authority
        -- Corporate Identity

    • Network of Strategic Alliances
       -- System Infrastructure/Education Accessibility
               *K-12 schools
               *Tulsa Technology Center
               *Tulsa Community College
               *Universities
               *One Stop Centers
        -- Current Networking in Tulsa
        -- Tulsa's Sprit of Community and Cooperation

    • Strong Leadership Base
       -- Experience and knowledge of leadership and staff
        -- Critical mass of resources among Board Members
        -- Corporate Advocates
        -- Staff Expertise

    • Robust Economy
    • Current Labor Market Data
    • Spirit of Unity among active Board Members with Commitment to a Process of Change
    Weaknesses

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    • Lack of Strategic Direction
       -- Lack of Strategic Context
        -- Impatience
        -- Too much focus on Administration

    • Lack of Awareness or Appreciation for the Initiative
       -- Lack of perceived need for the product
        -- Unclear Purpose
        -- Low Market Penetration (business users)
        -- Lack of Community & Business Knowledge
        -- Insufficient business representation
        -- Lack of private sector participation
        -- Inadequate relationship with economic development organizations
    • Lack of Marketing
       -- No Brand Identity

  • Lack of Structured Cooperation Among Programs
     -- Programs operating in isolation
      -- Protection of turf
      -- Lack of Knowledge of Programs
      -- Under Leveraged Program Resources

    • Lack of Operational Direction & Controls
        -- No System or Center Measures (only Program Measures)
        -- Lack of measurements & common data
        -- Lack of Direction from State
        -- No e-Systems
        -- No Benchmarks
        -- Inadequate Information and Data
    Opportunities

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    • Become a State & National Workforce System Leader
       -- Become a State Model
        -- Win Baldrige Award
        -- Be viewed as Workforce Innovator

    • Harness Talents of Board
    • Create System Value Proposition
       -- Maximize learning system/business cooperation
        -- Employer partnerships to close skill gaps
        -- Higher return on resources/efforts
        -- In-State employment
        -- New skills
        -- Retrain and re-market employees caught in layoffs
        -- Create other programs through securing additional public funds
        -- Partner with economic development groups and targeted industry sector workforce programs

    • Establish WIB as the source for local workforce information
       -- Facilitate private sector practices to public sector programs
        -- Opportunity afforded by vacuum
        -- Be aware of all customer needs
        -- Make all customers aware of system resources

    • Influence Local Policies
       -- Support of Local Elected Officials
    • Support Individuals to Achieve Self-Realization
       -- Engage Kids More
        -- Reduce Poverty
        -- Give People Hope
    Problems (Short-term)

    Threats (Long-term)

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    • Turf Politics
       -- Bureaucratic foot dragging
        -- Lack of shared vision
        -- Agencies pursuing own agendas
        -- Turf issues, lack of clarity & indifference among providers

    • Economy

    • Politics

    • Communication

    • Board Engagement

    • Process to identify skill sets & occupations for tomorrow (future skill needs)

    • Private sector reluctance to participate

    • Business/education program develop in isolation of the WIB

    • Insufficient funding of programs
    • WIB Leadership Change
       -- Board & Staff
    • WIA reauthorization (funding)
       -- Change in national & local policies, funding
        -- Loss of funding
        -- WIA Title I-B funding reductions
    • Lack of Accountability
       -- Program, Center and System
    • Complacency/Board Involvement
    • Hostile Political Climate
       -- Lack of political support/alignment
    • Downturn in the Economy

    Environmental Assumptions

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    Workforce Tulsa makes the following assumptions about our operating environment as we pursue our purpose, vision and mission to create and sustain a formal workforce development system.  We assume that:
    • Publicly funded service providers want to achieve greater efficiencies in accomplishing their mission.
    • Public funds will continue, in the foreseeable future, to support a locally focused workforce development system.
    • Employers want to achieve greater efficiencies in identifying their workforce needs, and finding and developing individuals who have these skills and knowledge.
    • Job seekers want to know what types of skills and knowledge are required for the jobs in the local labor market and are willing to develop their skills and knowledge to qualify for these jobs.
    • Timely and accurate labor market information is critical to economic development competitive advantage.
    • Private companies currently do not see significant value added or opportunity to find benefit from expanded efforts with public service providers.
    • Workforce Tulsa maintains WIA compliance.

    Competitive Analysis

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    As Workforce Tulsa pursues our Purpose, Mission, Vision, Strategic Goals and Action Steps, the following competitive factors must be considered.  They represent direct competition for the time and resources of our stakeholders, and, especially, the limited time and money of employers as they strive to attract their workforce.
    • Service providers perceiving a need to preserve their self-interest.
    • Employer resources (time) allocated to perceived higher value, higher priority outcomes.
    • Newspaper classified ads.
    • Web-based Labor Exchange Networks
    • Public and Private Sector Placement Agencies

    Gap Analysis

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    The following gaps exist between Workforce Tulsa's visionary framework (Purpose, Vision, Mission) and the current reality framework (Strengths, Weaknesses, Opportunities, Threats/Problems):
    • We currently have no comprehensive system or process in place to gather data on labor market information necessary to accomplish our mission.
    • 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.
    • We do not have the quality and alignment of service delivery to create and maintain a globally competitive workforce.
    • We have no marketplace awareness of a comprehensive workforce development system.
    • We have limited employer engagement in workforce development, even at the Workforce Investment Board level.
    • There is a general lack of confidence in our ability to create and maintain an efficient, comprehensive workforce development system.