Why? Workforce Tulsa desires that the community is aware of, finds value in, utilizes and supports the Tulsa workforce development system: ---- 70.4 % of board members believe Workforce Tulsa 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 ---- 55.6% of board members believe that Workforce Tulsa should have a communications plan to market and promote workforce development activities and programs to its customers
Why? Workforce Tulsa facilitates a process where business, industry and service providers are working in a collaborative team effort to align and integrate the service delivery system ---- 63% of Board Members believe Workforce Tulsa should be positioned to identify and address the key workforce issues in our region ---- 40.7% of Board Members believe Workforce Tulsa's strategic plan should be developed based on data about local demographics, key employer needs and existing training program capabilities ---- 40.7% of Board Members believe Workforce Tulsa should examine the long-term economic development trends, employment opportunities and population demographics of our region
Why? Workforce Tulsa ensures that the workforce development system meets pre-determined accountability standards. ---- 55.6% of board members believe Workforce Tulsa should effectively oversee the public funds for which it is responsible ---- 51.9% of board members believe Workforce Tulsa leadership should clearly communicate the board's vision, mission and goals so that as board members, they understand them ---- 48.1% of board members believe Workforce Tulsa should ensure that its one-stop operator and service provider agencies measure and address customer satisfaction concerns ---- 48.1% of board members believe Workforce Tulsa 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 WIB's strategic plan and to support and encourage them to do so ---- 44.4% of board members believe Workforce Tulsa 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; and approval of eligible service providers ---- 40.7% of board members believe Workforce Tulsa should collect and utilize data to track "continuous improvement" in the local workforce development system ---- 40.7% of board members believe Workforce Tulsa should be making a valuable contribution to the local workforce development system July-August, 2001 ---- Organized Project through R & Q
Task Force September, 2001 ---- Completed Five "As-Is" Process
Maps for the One-Stop Centers October, 2001 ---- Assembled Best-Practice Research
Binders November, 2001 ---- Committee Drafted Strategic Framework December 2001 - January 2002 ---- Drafted Current Reality Framework & Strategic Framework through Goals January 2002 ---- Presented Initial Plan to Full WIB |