FINGER LAKES WORKS
ONE-STOPS’
STRATEGIC PLAN
2004-2007
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INTRODUCTION
HISTORY OF THE ONE-STOP OPERATOR
The Workforce Investment Act (WIA) passed by Congress in 1998 overhauled the job
training system. Its key principle is to streamline services through partnering of 19 federally
funded job training programs and created a Workforce Development System designed to
provide universal access for all job seekers and businesses. It also allows for more state and
local flexibility, promotes customer choice and customer satisfaction and provides services
to job seekers and business through the creation of One-Stop Centers.
The management of the One-Stop Centers is chosen by the local Workforce Investment
Board (FL WIB) by either putting the services out for bid in a competitive process or by a
consortium of two or more partners with at least three of the funding sources.
In accordance with the WIA, the Finger Lakes Workforce Investment Board (FL WIB)
has designated the Finger Lakes Works Consortium, consisting of eight (8) members
representing New York State Dept of Labor Division of Employment Services (NYS DOL
DoES), Ontario-Seneca-Wayne-Yates County Title I Operators, Wayne-Finger Lakes
BOCES, Office of Vocational and Educational Services for Individuals with Disabilities
(VESID), and Finger Lakes Community College, as the Finger Lakes One-Stop Operator.
The Finger Lakes Consortium shall serve as the “Board of Directors” of the One-Stop
Centers. The Consortium will oversee the management, development and continuous
improvement of the One-Stop Centers, ensuring that the policies of the FL WIB relating to
the System are implemented.
Finger Lakes Works Consortium: Three Year Plan
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V I S I O N , M I S S I O N , VA L U E S
VISION STATEMENT
To address a four County effort advancing the
Well being of individuals and businesses of the region.
MISSION STATEMENT
To fully integrate a customer driven system that advances the economic
well being of the Finger Lakes Region and assures employers of the
skilled workforce by achieving the following goals:
ENHANCING existing services;
ENSURING access to information and services across individual agency and county lines;
MINIMIZING duplication;
IDENTIFYING the gaps in services;
FOSTERING collaboration of resources;
HOLDING all stakeholders to the common quality standards that support local goals;
LINKING the School-to-Career effort with Workforce Development efforts.
VALUES STATEMENT
The Finger Lakes Works sites will carry out its responsibilities in a manner
that reflects the following values and principles:
•
We practice integrity, honesty and respect in all our relationships;
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We accept diversity and challenges as opportunities for growth;
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We work to elevate the quality of life and economic well being in the region;
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We demonstrate creativity and optimism in our leadership;
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We know our customers needs and exceed their expectations;
•
We ensure value of products and services and the efficient delivery of service to all
customers;
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We analyze failures and celebrate successes;
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We seek partnerships and collaborations throughout the organization and community.
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LEADERSHIP
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Brian Young, Director, Ontario County
Development, and Consortium Chairperson
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Charles Bridger, Director, Wayne County Department of Workforce
Development, and Consortium Member
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Donald Friday, Dean of Professional Studies & Continuing Education, Finger
Lakes Community College, and Consortium Member
•
Vacant, Director, Yates County Department of Workforce Development, and
Consortium Member
•
Gail Lafler, Director, Seneca County Department of Workforce Development,
and Consortium Member
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Joseph Galante, Director of Continuing Education, Wayne-Finger Lakes Board
of Cooperative Educational Services, and Consortium Member
•
Patricia O’Reilly, Manager I, New York State Department of Labor, and
Consortium Member
•
Nicolette Leathersich, District Office Manager, Vocational and Educational
Services for Individuals with Disabilities, and Consortium Member
Finger Lakes Works Consortium: Three Year Plan
Department
of
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Workforce
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E N V I R O N M E N TA L S C A N
The Finger Lakes Works Consortium of must respond to the economic
environmental conditions of the Region, State, and Nation. The services and programs
offered by the Consortium are heavily dependent upon these economic conditions.
Therefore, in order to begin this plan, an environmental scan was necessary, including an
assessment of the economic climate and a SWOT analysis of the Consortium. Much of
the data used for this report comes from the Finger Lakes Workforce Investment Board
(FLWIB), the Ontario County Office of Economic Development/IDA (OCOED/IDA)
Economic Development Strategy, presentations by the Department of Labor and
futurist Ed Barlow, and experiences and general readings of the author of this report,
and others leaders within the Consortium. They are available upon request of Don
Friday, Dean of Professional Studies & Continuing Education.
ECONOMIC CLIMATE
The following is a summary of the economic conditions of the Finger Lakes region
that the Consortium members felt were pertinent to the effective operation and
management of the One-Stops. It was distilled from a 245-page report that is available
upon request of Don Friday, Dean of Professional Studies & Continuing Education.
•
WE LIVE IN A REGION OF SMALL COMPANIES: The Finger Lakes region
primarily is composed of small companies, 9 or fewer employees, roughly 75%. Larger
companies, described as 50 or more employees, compose only 5% of the region’s
companies.
•
SERVICE INDUSTRY EMPLOYMENT IS INCREASING & THE WORKFORCE
IS LOSING INCOME: Manufacturing employment is decreasing, but service sector
employment, including government, education and business service sector, is increasing.
The net impact of this transition is a reduction in median income.
•
WORKERS ARE TRAVELLING OUT-OF-COUNTY TO WORK: Overall traffic
reports indicates that there are significant percentages of workers in the four counties
who travel elsewhere to work. The drain on the workforce is hard to replace.
•
WORKFORCE’S EDUCATION GEARED MIDDLE MANAGEMENT OR LESS:
The area workforce is better than the state average in achieving a high school diploma or
equivalent (84% TO 79%) but lower in post-secondary education (20% achieve a
bachelors compared to a state average of 27%.)
•
THE UNEMPLOYMENT IN THE REGION IS STABLE BUT STILL TOO HIGH.
While the region once enjoyed an unemployment rate of around 3% it has risen to
around 5.4% during the recent recession.
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OVERALL THE POPULATION IS AGING. And, the region’s overall percentage of
workers is less than the state average (57.9% as compared to state average of 59.6%).
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THE OVERALL COST OF DOING BUSINESS IN NEW YORK STATE IS
INCREASING. Recent NYS Budget concerns and an anticipated state and/or local tax
increase is expected.
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DOWNSIZING HAS COME TO THE REGION. As the large companies have
downsized, many small companies, have provided employment for those who have been
laid-off. Thus a move in employment emphasis from big employers to small & medium
employers. Two occurrences have taken place with this transition. First, there has been a
reduction in median income for those who once worked in large companies and now
work in small companies. Second, since the economic downturn, small and medium
sized businesses have more difficulty weathering a recession.
•
MANY WORKERS ARE IN TRANSITION. Baby boomers who have retired are
looking for a second profession.
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NEW TECHNOLOGY & INDUSTRIES ARE COMING. The recent creation of
Infotonics Center and the Cornell Agricultural and Food Technology Park promises to
bring economic development dollars, venture capital, and intellectual property to the
region through research and development of new products and businesses. Plus, an
Empire zone has been established in the region by New York State.
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TRADE PROFESSIONS ARE LOSING WORKERS. There continues to be a loss of
people prepared to work in the skilled trades areas. Additionally, technology continues to
develop thus increasing the skill gap of people in the region. The construction industry
remained relatively strong during the recession but continues to look for skilled and
semi-skilled employees. The construction industry is expected to remain viable, but may
not grow at the rate it enjoyed in the years before the recession.
•
THE REGION IS ATTRACTIVE TO NEWCOMERS. The Finger Lakes region has
resources that are attractive to companies and with good marketing efforts could attract
new businesses to the region.
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HEALTH CARE NEEDS WORKERS. The healthcare sector continues to need well
trained employees.
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NEW TECHNOLOGY IS ENCOURAGED IN THE AREA. Ontario County has an
economic development strategy that includes a fiber optics ring that would provide
internet access to the county and potentially to surrounding counties.
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TECHNOLOGY IS THE FUTURE FOR OUR YOUTH. Locally there has been a
push to get kids interested in technology as part of the economic future of the region. If
we want to develop a high tech economy, we will need to have a workforce capable of
participating in it. Therefore, we must get kids interested in technical careers early in
their education.
Finger Lakes Works Consortium: Three Year Plan
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S W O T A N A LY S I S
STRENGTHS
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The Finger Lakes Works Consortium includes a network of physical locations and
electronic connections that present employers, jobseekers, and other system
customers with respected solutions to their employment and training needs.
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The Finger Lakes Works Consortium has developed a synergetic system of services
that is responsive and agile – i.e. Kids Peace, Tyco, Petrol, Northland Cranberries,
Exfo Burleigh, Tops, etc.
•
The primary agencies of the Finger Lakes Works Consortium have fully invested
themselves into a “systems concept” and are working together to improve standards,
outputs and service deliveries. Communication and collaboration among the
agencies, managers and partners is effective and improving.
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The geographical locations of the service centers are strategically placed within the
Finger Lakes sponsorship area.
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The One-Stop Consortium shares a common, evolving and timely data management
system.
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Feedback from the Finger Lakes Works Consortium clientele indicates that the five
locations are visually appealing and have friendly well-trained staff.
•
The Finger Lakes Workforce Investment Board is a well regarded, and well-managed
umbrella organization.
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The variety and number of partners in the Finger Lakes Works Consortium is
significant and effective.
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The Finger Lakes Works Consortium has a knowledgeable, experienced and
dedicated professional staff.
WEAKNESSES
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The system that the Finger Lakes Works Consortium has to manage is complex and
difficult to understand.
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For some partners, regulations oftentimes restrict effective management.
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The system in place consists of differing and confusing funding streams and
regulations that often conflict and prohibit effective program services.
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Training efforts among the various partners are oftentimes uncoordinated.
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There is limited understanding within the various communities of the system
concept and leaders often retreat to JTPA, Manpower, and even, CETA program
statutes.
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The Wayne location is not “co-located.” This leads to fragmentation of services
between Newark and Lyons.
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With so many agencies, collaborators and “private sector partners” working together,
it is understandable that “turf issues” sometimes arise and interfere with service
delivery.
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Since the Finger Lakes Works Consortium is comprised of five different locations,
not all partners are represented equally at all locations.
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For some partners there can be significant goal and mission confusion.
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The Cost Allocation System (MOU) of the Finger Lakes Works Consortium is
complex and difficult to interpret.
•
The service providers often indicate difficulty in balancing the needs of the job
seekers and the businesses.
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The One-Stop Consortium often finds difficulty in serving too many masters and
mandates.
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“Firefighting,” staffing shortages, and funding mandates at the One-Stops often
prevent creative problem solving in service delivery.
OPPORTUNITIES
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There is a shortage of skilled labor in many occupations critical to area business that
can be identified and filled with the services and training available through the Finger
Lakes Works Consortium.
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Collaboration and trust among the partners of the Finger Lakes Works Consortium
is growing, allowing for greater access into untapped resources within its
membership. The workforce service delivery system will be more efficient with this
growth.
•
Good labor market information and other information will benefit area business
growth and competitiveness. The Finger Lakes Works Consortium can often be this
source.
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Response from our area businesses indicate that they have difficulty filling hourly
positions with workers with appropriate basic work skills. The Finger Lakes Works
Consortium has developed training programs in these skill areas and can deliver
successful employees to the workplace.
•
The improved economic conditions within the Finger Lakes region allows for more
and better use of resources and staff time.
•
There exists a need to empower our front line staff and continually seek their input
on process improvement, policy and procedures, and matters that affect workplace
quality.
Finger Lakes Works Consortium: Three Year Plan
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The introduction of the Infotonics Center in Canandaigua and Cornell Agricultural
and Food Technology Park in Geneva promise increased service opportunity,
collaboration and relevancy for the Finger Lakes Works Consortium.
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The ability for the Finger Lakes Works Consortium to design and proactively
develop internal career tracks for staff promise greater influence for future staff
investment.
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The popularity of the Finger Lakes region, provide promising avenues for the
workforce for wage growth.
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The area school districts, and opportunities within Tech Prep, are a source of
program strength, opportunity and challenge for the future. They are on-board.
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The information age allows for greater sharing of “best practices” and “benchmarking” opportunities to pattern future programming for the job seeker and
business leadership.
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Opportunities to share and pool staff and their specialized skills hold great promise
for diverse and effective service delivery.
•
Access to and the use of new technology allow for new strategies to program to
small segments of service-users. These same resources can allow access for
employers to use services for job and program requests.
THREATS
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The potential of loss of future funding (WIA & local) pose the greatest concern for
the Finger Lakes Works Consortium. Mandated members and partners all labor
under the fear of funding elimination and program dismantling. This is demoralizing
to the staff and prohibits future program creativity.
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Private competitors are often more agile and less restricted in program quality than
the Finger Lakes Works Consortium. The result is often a misleading and short-term
employment fix for job seekers.
•
As with any governmental agency, the Finger Lakes Works Consortium has staff that
is complacent, under performing and ineffective.
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The above lack of WIA re-authorization is exacerbated by a local concern of WIAarea consolidations, which is another stifling element of program delivery.
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Conflicting visions of the emerging role of WIA One-Stops is another challenge to
the leadership of the Finger Lakes Works Consortium.
•
Yet, the greatest threat to the Finger Lakes Works Consortium is the public’s
unawareness of our mission. State and national advertising campaigns designed to
improve awareness have failed to change the notion that they are “the area’s
unemployment office.” A notion that fixates the mission as, “the Ellis Island of the
Twenty-First Century.” A notion that, unless overcome, will prohibit the Finger
Lakes Works Consortium from fully serving the area’s businesses and job-seekers.
Finger Lakes Works Consortium: Three Year Plan
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G OA L S
In responding to the environment in which it exists, its strengths, weaknesses,
opportunities and threats; the Finger Lakes Works Consortium has identified the following
five goals to be accomplished within the next three years:
1. INCREASE ENROLLMENTS IN HIGH QUALITY TRAINING AND
EMPLOYMENT.
2. IMPROVE CUSTOMER-SERVICE.
3. IMPROVE THE POSITIVE VISIBILITY OF THE ONE-STOPS.
4. IMPROVE SERVICE TO BUSINESS AND JOB-SEEKERS.
5. PROMOTE COLLABORATION AND LEVERAGING OF FUNDS
AND RESOURCES.
Finger Lakes Works Consortium: Three Year Plan
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OBJECTIVES AND STRATEGIES
Goal 1 – Increase enrollments in high quality training & employment.
Strategy
1.a. Administer One-Stop System –
Oversee 5 area One-Stops
Activity
Resources
1.a. – One-Stop Centers
(1) Provide services to Adults and Dislocated
Workers at 5 One-Stop locations.
(2) Develop “user-friendly” systems that strive to
reduce redundant paperwork and promotes an
atmosphere that is effective and inviting to customers
and staff.
1.a. – Individualized Training Accounts (ITAs)
(1) Develop, in collaboration with area businesses,
new training programs.
(2) Provide and establish individual training accounts
for Adults and Dislocated Workers.
(3) Advertise the availability of training funds for
Adults and Dislocated Workers.
(4) Establish a forum to determine “soft skill”
training needs from businesses.
(5) Develop a system with FL-WIB for processing
exceptions that exceed the training cap.
1.a. - Youth Opportunities Program
Provide services to WIA eligible youth.
1.a. – Welfare-to-Work Program
Provide services for TANF eligible individuals.
1.b. Build Capacity –
Invest in the development of an
organization infrastructure for
training of staff at all levels.
1.c. Customer Satisfaction –
Measure satisfaction of both
employers and job-seekers and use
the results for continuous
improvement.
1.d. Customer Reports –
Retain consumer reporting system
1.b. – Training and Technical Assistance
With input from staff members, provide for training
and skills upgrading of staff (including peer-to-peer
meetings) with the goal of improving services for the
One-Stops, Youth programs, Welfare-to-Work clients
and other partners.
1.c. – Customer Satisfaction
Implement effective monthly reviews of customer
satisfaction surveys for improvement procedures to
implement improvement procedures.
1.c. – Business Satisfaction
Review measuring repeat usage of business customers
as a method to measure customer satisfaction.
1.d. – Consumer reports
Continue to provide publishable consumer reports to
the WIB for bi-monthly public analysis.
Goal 2 –Improve customer-service.
Strategy
Activity
2.a. Specialized Training –
Provide for staff and partner training
to meet identified targeted areas.
2.a. Establish a recognized system of staff development
that leads to empowerment, cross-training, teambuilding, and professional motivation.
Resources
2.a. Conduct an annual Professional Development Day
Training Conference meeting the needs of the area
One-Stops.
2.a. Provide as-needed training offerings to staff and
Finger Lakes Works Consortium: Three Year Plan
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2.b. Business Plan Annual Update-
partner collaborators to meet specialized developmental
needs.
2.a. Develop a “merit-among-peers” recognition system
to motivate all levels of staff.
2.b. Business Plan Update
Assign to one Consortium Partner the annual duty to
update Consortium Plan in collaboration with other
partners.
Goal 3 –Improve the positive visibility of the One-Stops.
Strategy
3.a. Community AwarenessImprove awareness of services and
programs available at One-Stops.
3.b. Site EffectivenessMaintenance of site & “inviteability.”
3.c. Advocacy-
Activity
Resources
3.a. Community Awareness
(1) Develop a professional speakers’ package for area
service groups.
(2) Encourage visual and marketing aids available
through the WIB & state agencies.
(3) Market One-Stop Managers and leading partners
as area experts and resources to the community.
(4) Encourage PSA’s, articles and publications
writing.
3.b. Site Effectiveness(1) Co-location of Wayne One-Stop.
(2) Develop a facility program that is inviting to users
and is user-friendly.
(3) Work to establish Finger Lakes Works! as a
consistent site-identifier.
3.c. Advocacy- The Consortium Board will work to
become the primary advocates for local One-Stop
funding, staffing, and additional resources.
Goal 4 - Improve service to business and job-seekers.
Strategy
4.a. Business ServicesDevelop a systematic approach to
assist businesses with meeting their
employment and training needs.
4.b. Customized Training –
Expand the use of partner
constructed customized training
including incumbent worker training
to meet business needs.
4.c. Economic Development –
Ensure that economic development
projects, such as Ontario County’s
fiber optics ring, FL-WIB’s Career
Mapping Project, and Infotonics and
Activity
Resources
4.a. Business Services
(1) Reach out to “new” or “uninvolved” business to
expand business services.
(2) Develop partner collaborations with key businesses
to address employment and training needs, including
the development of a business information library.
(3) Have various subcommittees work to review
marketing materials and recommend changes and
updates.
(4) Stress the importance of Business Services role in
mission (value & impact).
(5) Promote programs like the Microenterprise and
SBDC as a tools to help promote small businesses.
(6) Establish “branded services” and “fee-for-servcies”
trainings, workshops, assessments, etc.
4.b. Customized Training
(1) Develop and establish with the FL-WIB a
customized training policy.
(2) Secure funding to provide customized training for
high wage occupations in growth industries.
(3) Work to reserve specialized funding for various
needs and projects to avoid funding shortages.
4.c. Collaborate with Economic Development Projects
(1) Invest staff leadership and infuse goal blending into
all 4-county economic development projects.
(2) Secure a role for Finger Lakes Works! in area
economic development work groups. Play an active
Finger Lakes Works Consortium: Three Year Plan
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the Agriculture Food Testing Park,
are directly tied to workforce
development.
4.d. Rapid Response –
Provide assistance to employers and
individuals affected by staff
downsizing or plant closures.
Including readjustment, retraining,
and employment services.
4.e. Customer Satisfaction SurveysSystematically monitor all forms of
customer satisfaction surveys and
develop a cross-partner satisfaction
survey check system
role in same.
4.d. Job Search Assistance
Provide job search assistance for individuals being laid
off. In addition to providing job search assistance
workshops, rapid response measures must be
systematically analyzed for effectiveness.
4.e. Customer Satisfaction Surveys
(1) Conduct needs assessments and continue
customer satisfaction surveys.
(2) Develop systematic procedures to respond to
concerns from customer satisfaction surveys.
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Goal 5 – Promote collaboration and leveraging of funds and resources.
Strategy
Activity
5.a. Integrate Partner Services –
Continue work with the 9 partners
to develop an integrated system that
includes the following: a resources
sharing plan, common definitions
and vocabulary; common
technology; common intake,
assessment and tracking system; and,
a unified approach to the business
community.
5.a. Integrate Partner Services
Work to expand shared technology (OSOS) with all
partners, shared assessment, vocabulary and a common
cost accounting system (MOU, intake, etc.) with end
results that reduce redundant paperwork and promotes
an atmosphere that is effective and inviting to
customers and staff.
5.b. Shared Programs
5.c. Best Practices-
5.d. Joint Grant Funding-
5.e. Continued Process
Improvement
Resources
5.a. Case Management
Develop training and funding to advance common case
management approach for mandated partners.
5b. Shared Programs
(1) Conduct combined partner job fairs, shared
training efforts, joint awareness events
(presentations, articles, etc.) and collaborative
feedback forums (focus group efforts.)
(2) Encourage joint offerings, programs, workshops
and services by all Consortium partners to
reduce redundancy, improve participation,
increase diversity of special populations and
gain universality at all points of entry.
5.c. Best Practices
Establish an annual activity to select one “best practice”
and institute it at each One-Stop. Provide recognition
to staff expertise excellence and/or specialty.
5.d. Joint Grant Funding
Encourage joint grant funding projects among the OneStops and the area partners.
5.e. Continued Process Improvement
Establish a process by which this Strategic Business
Plan is annually reviewed, updated, improved and
approved by the Consortium.
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CONCLUSION
The Finger Lakes Works Consortium (the Consortium) is the core of the workforce
delivery in our local area. In collaboration and support of the Finger Lakes Workforce
Investment Board, the Consortium is prepared to meet the changing customer base and
variety of development needs for job seekers, both entry level and workforce veterans
changing careers or upgrading their skills. Equally important, the Consortium is prepared to
provide services to businesses to meet their demands for tomorrow’s workforce.
Though the needs and solutions are local, the instrument for advancing our effort is
the federal Workforce Investment Act, as interpreted by our State leadership and our local
Finger Lakes Workforce Investment Board. To this end, the Consortium’s strategic business
plan is designed to:
•
•
•
•
•
increase the employment, retention, and earnings of participants,
increase occupational skill attainment by participants,
improve the quality of the workforce,
reduce welfare dependency,
and, enhance the productivity and competitiveness of the region.
The proposed strategic business plan is designed to augment the existing activities
currently conducted by the five area One-Stops, improve performance and shape future
direction for the Consortium. It is a work in progress! One of the most critical (and,
oftentimes overlooked) components (objectives) of this strategic business plan is 5.e.
Continuous Process Improvement. It is a business plan and, as such, is expected to change.
It is incumbent upon the Consortium to recognize this and routinely revisit this plan for
mid-course corrections and changes (large and small).
This strategic business plan meets the challenge of our changing environment and provides a
clear, focused strategic vision for the Consortium’s future efforts. It also provides for future
adaptability. Our research indicates that this plan will allow the Finger Lakes Works Consortium to
prosper and adapt within our environment and the authorizations of the Workforce Investment Act.
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