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Tulsa Area Workforce Development Board Comprehensive Four-Year
WIOA Local Plan Two-Year Review
PERIOD: July 1, 2017 – June 30, 2021
Program Year 2017-2020
Oklahoma Works, a proud partner of the American Job Center Network
Workforce Tulsa is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. This presentation was financed in whole or part by funds from the US Department of Labor as administered by the Oklahoma Office of Workforce Development.
TDD/TTY: 1-800-722-0353; Voice: 1-800-522-8506
907 S. Detroit Avenue, Tulsa, OK 74120 ● 918.595.8921 ●www.workforcetulsa.com
Formatted: Centered
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Workforce Development Area Tulsa Area Workforce Development Board
WDB Chair Amber HattenMartha Webb-Jones
Chief Local Elected Official John Smailgo Charles Brown
WDB Executive Director Shelley CadamyRachel D Hutchings
One Stop Operator(s) Grant Associates Dynamic Solutions, Inc
The following signatures attest that:
They submit this local plan on behalf of the local WDB and Local Elected Officials in the area;
The planning was done with leaders within the community and represents the collective thinking of those localrepresentatives;
The information contained herein is true and accurate to the best of their knowledge;
The local plan represents the local board’s and local elected officials’ efforts to maximize resources available under Title I of WIOA and to coordinate these resources with other State and Local programs in the local area;
They will operate the local system in accordance with the local plan, and, applicable federal and state laws, regulations, policies and rules; and,
All assurances within this template have been met.
WDB Chair Typed/Printed Name:
Signature Date
Chief Local Elected Official Typed/Printed Name:
Signature Date
3
The local plan is a living document that should fluctuate as workforce needs are identified and, while relatively technical in
nature, it is the primary governing document for the workforce development strategies and activities that are carried out
in the Tulsa Workforce Development Area. Initial development is based on guidance from the United States Department
of Labor (DOL) and the Oklahoma Office of Workforce Development (OOWD). The development of the local plan was
financed through the Federal Department of Labor and as codified in the Workforce Innovation and Opportunity Act
(WIOA) of 2014. The local plan supports the state of Oklahoma’s vision and strategic goals as outlined in the OOWD State
Plan.
The WIOA charges all local workforce development areas to create and publish a plan that defines key strategies,
partnerships and resources that will promote local and regional economic health for industry and individuals through the
growth of a strong and relevant workforce. The Tulsa Area Workforce Development Board (TAWDB) (dba Workforce
Tulsa) collaborates with a wide variety of individuals, businesses, and organizations throughout its region. Workforce Tulsa
serves as a strategic convener to promote effective relationships between the workforce development system, economic
development, education, and community partners in order to strategically address the talent needs of local employers.
“Workforce Tulsa fuels economic development by creating relationships that benefit employers and job seekers by
placing talent today, while preparing individuals for the jobs of tomorrow.”“Workforce Tulsa fuels economic
development by connecting businesses in our region with job-ready talent through public/private partnerships.”
The basis of the local was created off a template provided by the Oklahoma Office of Workforce Development (OOWD):
“This template is to be completed by each of Oklahoma’s local workforce development areas. As noted by an asterisk (*)
within the plan instructions, as appropriate, a local area in a multi-area region may use the Data Analysis section of the
regional plan to meet the requirements of the first section of this plan [Local Workforce Development System Vision
questions 1-7], and the Description of Regional Strategies section of the regional plan to meet the requirements of this
plan’s Local Workforce Development System Description questions 2b, 2e, 3, 6, 7, 10, and 15] while noting any unique
aspects of the local area that are not captured within the regional plan. For those local areas within a multi-area region,
this local plan will be submitted as an Addendum to the regional plan.” Local information may be provided as well.
A. Local Workforce Development System Vision
1. *Provide an analysis of the local area’s economic conditions, including: a. Existing and emerging in-demand industry sectors and occupations; and b. Employment needs of employers in existing and emerging in-demand industry sectors and occupations
Overall, the Northeast Region’s economy is performing well, however like the rest of Oklahoma, it has seen layoffs in the energy sector. We are maintaining a low unemployment rate, which has hovered around 5% for several years. However, it
should be noted that several counties within our region have unemployment rates well above the regional and state averages. The regional planning effort may provide additional opportunities in respect to these communities. Our work-aged population (18 - 64-years-old) is projected to grow modestly in the next four years. Our region’s labor force participation rate is historically low. Like the rest of Oklahoma, our current and projected educational attainment does not match the educational requirement for current and projected jobs, because we are lacking workers with middle skills.
The Northeast Region’s power sectors are defined by anecdotal evidence from employers, studies and analysis from economic development partners, information from the Oklahoma Office of Workforce Development, and local board analysis of economic modeling data. Those power sectors follow:
Advanced Manufacturing
Aviation and Aerospace
Energy
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Healthcare
Information Technology
Professional Services & Regional Headquarters
Transportation, Distribution, & Logistics
Emerging Sectors follow:
Finance and Insurance
Utilities
Construction
The employment needs of employers in existing and emerging in-demand industry sectors and occupations are basically the same across the board - our region is lacking in workers with middle skills. Anecdotally, we also know that soft skills, specifically critical thinking skills, problem solving, and the ability to tackle a project using all available resources prior to requesting help from a supervisor, are at the top of the list. Consequently, employers are unable to find available candidates with the right skills for the jobs that are available.
2. *Describe the knowledge and skills needed to meet the employment needs of the employers in the local area,
including employment needs in in-demand industry sectors and occupations.
In general employers are struggling to fill middle skill jobs, those jobs that require education beyond high school, but not a four-year degree, as illustrated below. Regarding the specific employment needs of the in- demand sectors, or “power” sectors, they follow.
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Advanced Manufacturing Program Competencies Applied Technology
Automotive Technology
Computer Aided Design
Computer Numerical Control
Construction Management Technology
Diesel & Heavy Equipment Technician
Drafting and Design Technology
Electronics Technology
Engineering Technology
Heating, AC & Refrigeration Technology
Industrial Technology
Machine Tool Technology
Maintenance Technology
Manufacturing Management
Marine Technology
Mechatronics
Motorcycle Technician
Quality Assurance
Supply Chain Management
Welding Technology
Healthcare Program Competencies
Biochemistry
Biology
Biomedical Sciences
Biotechnology
Business Administration
Chemistry
Dental Sciences
Emergency Medical Services
Exercise and Sports Science
Gerontology
Healthcare Administration
Human and Family Sciences
Medical Assistant
Medical Profession
Nursing Nutritional Sciences
Aerospace & Aviation Program Competencies Aerospace Engineering
Aerospace Security
Air Traffic
Aviation Business
Aviation Maintenance
Aviation Management
Avionics Maintenance
Energy Management
Flight
Technical Services
Energy Program Competencies
Alternative Fuels Technology
Computer Aided Design
Computer Numerical Controls (CNC)
Construction Management
Drafting and Design Technology
Electronic Technology
Energy Management
Engineering Technology
Heating, AC & Refrigeration Technology
Industrial Technology
Machine Tool Technology
Mechanical Maintenance
Mechatronics
Information Systems Program Competencies
Business Analytics Computer Programming
Computer Science
Database Management
Desktop Support Specialist
Electronics Technology
Graphic Design & Multi- Media
Health Information Technology
Information Systems
Information Technology
Mobile Applications
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Optometry
Osteopathic Medicine
Pharmacy Technology
Physical Therapy
Public Health
Respiratory Care
Surgical Technology
Veterinary Sciences
Professional Services Program Competencies
Accounting
Business Administration
Business Information Technology
Business Management
Enterprise Development
Finance
General Business
General Management
Health Care Administration
Hospitality Management
Human Resources Management
International Business
Management Information Systems
Marketing
Office Administration
Operations Management
Organizational Leadership
Paralegal Studies
Project Management
Public Administration
Retail Management
Small Business Management
Supply Chain Management Technology Management
Network & Server Administration
Security/Cybersecurity
Software Developer
Technology Management
Web Development
Transportation & Logistics Program Competencies
Automotive Technology
Computer Aided Design
Construction Management Technology
Diesel & Heavy Equipment Technician
Drafting and Design Technology
Engineering Technology
Heating, AC & Refrigeration Technology
Information Systems
Marine Technology
Mechatronics
Motorcycle Technician
Process Technology
Quality Assurance
Supply Chain Management
Truck Driving Training
Welding Technology
Regarding the emerging sectors of Finance and Insurance, Utilities, and Construction, we will work as a Region to gather competency information as we have, with the input of our business, economic development, and education partners.
3. *Provide an analysis of the local workforce, including current labor force employment and unemployment data,
information on labor market trends, and educational and skill levels of the workforce, including individuals with barriers to employment
.
Employment, Unemployment, and Labor Force Participation Rates The charts below illustrate historical
and current unemployment rates in
the Northeast Planning Region as
well as Labor Force Participation
rates. For the most part, the
region’s unemployment rate has
mirrored that of the state, but has
Source: Bureau of Labor Statistics, Local Area Unemployment Statistics (LAUS)
NOTE: 2016 Averages estimated based on preliminary data.
Commented [RDH1]: Requested new chart from OOWD
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remained far lower than that of the
US. As the US economy has
recovered, the US unemployment
rate has decreased to match that of
the state and the Northeast
Region. The Labor Force
Participation rate, which measures
the number of people who are
working or pursuing work, is at an
all-time low across the US. (Source)
The Northeast Planning Region’s
Labor Force Participation rate
mirrors that of the US, with a Labor
Force Participation rate of 61.6% as compared to that of the US’s February 2017 rate of 63%. The low Workforce
Participation Rate is an indicator that there are potential workers who could be recruited back into the workforce,
which is important since the unemployment rate is so low, hovering around 5% for the last several years.
Area Unemployment Rates
December 2016* November 2016
Eastern Area 5.8% 5.7%
Northeast Area 5.0% 4.9%
Tulsa Area 4.7% 4.7%
All Areas 5.0% 5.0%
Source: Bureau of Labor Statistics, Local Area Unemployment Statistics (LAUS). NOTE: December
2016 Averages estimated based on preliminary data.
Commented [RDH2]: Requested new information from OOWD
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The bulk of the jobs in the Northeast Region occur in Government, Healthcare and Social Assistance, Retail Trade, and Manufacturing.
2016 Jobs Administrative & Support, Waste Management and Remediation
Services, 36,667
Source: EMSI Economy Overview
Manufacturing , 58,556
Retail Trade, 65,755
Governme nt, 91,039
Health Care & Social Assistance,
73,212
NAICS Industry 2016 Jobs
90 Government 91,039
62 Health Care & Social Assistance
73,212
44 Retail Trade 65,755
31 Manufacturing 58,556
56 Administrative & Support, Waste Management and Remediation Services
36,667
Commented [RDH3]: Request new information from OOWD
Commented [RDH4]: Requested new information from OOWD
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The highest levels of unemployment in the Northeast Region are occurring for candidates with experience in many of those same industries, as illustrated by the table below.
NAICS Industry Percent of Regional Unemployment
NA No Previous Work Experience/Unspecified
16%
90 Government 15%
44 Retail Trade 13%
31 Manufacturing 11%
62 Healthcare and Social Assistance
8%
Source: EMSI Economy Overview
Labor Market Trends The population of the Northeast Region has grown modestly over the last three years, with a 3% growth rate versus 4.1% for the state (Source: EMSI Economy Review). Total population is 1,381,388 and represents just over 35% of the population of the state.
The work-aged (18- to 64-years-old) population in the Northeast Region is projected to grow modestly, with the most growth happening in the 60- to 64-year-old range and the 35- to 39-year-old range, both of which will grow 5%. The 20- to 29-year-old age range is projected to decline, as is the 50- to 59-year-old age range.
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The race/ethnicity of the Northeast Region is projected to change somewhat between 2017 and 2021. The largest component of the population, White/Non-Hispanic makes up just over 64% of the population and will hold steady over the next four years. The next most populous cohort is American Indian or Alaskan Native, Non-Hispanic, which currently makes up nearly 12% of the population and will see a 2% increase in population. Those cohorts that each constitute less than 2% of the overall population will increase substantially, except for Black, Hispanic.
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Within the current labor force, some individuals have more barriers to work than others. In the Northeast Region, that includes workers with disabilities including drug and alcohol addiction, workers who are justice-involved, and those without a high school diploma or GED. In the Northeast Region, workers with disabilities have a very low Labor Force Participation Rate of 40.3%, which is more than twenty points lower than the rate of 61.6% for all workers. Additionally, the Unemployment Rate for workers with disabilities in the region is 12.9% versus the overall Region Unemployment Rate of 5%. (Source: American Community Survey)
Justice-involved workers also have difficulty becoming employed, because of a lack of job skills, lack of employability skills, and the stigma attached to being justice-involved. The majority of the state’s incarcerated individuals return to either the OKC or Tulsa metro areas upon release, so the Northeast Region has a substantial share of those workers. Oklahoma’s prison population has increased 10 percent in just five years, driven in part by a 20 percent growth in admissions. The state prisons also have seen a 21 percent increase in the female population since 2011. Oklahoma’s prison population is projected to grow 25 percent or 7,218 inmates by 2026. One-quarter of this overall growth will be driven by increases in the female prison population, which is projected to grow by 60 percent over the next ten years. (Source: Oklahoma Justice Reform Task Force Final Report)
As illustrated in the section below, our Region’s educational attainment does not match the requirement of today’s jobs. Securing a job with a family supporting wage is very difficult without a post-secondary credential, but it’s nearly impossible for those workers without even a high school diploma or equivalent.
Tulsa Workforce Development Area County Labor Market Trends
As of February 2017 the U.S. Bureau of Labor Statistics data for 2016 shows the breakdown of the labor force between
counties in Workforce Tulsa are as follows: Creek 8.38%, Pawnee 2.00%, Osage 5.68%, and Tulsa 83.93%. Additional
information by county follows.
Per County Total Labor Force
8.38% 2.00%
5.68%
83.93%
Creek Pawnee Osage Tulsa
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Creek County
In 2016, Creek County experienced:
an unadjusted unemployment rate of 5.5% for December.
an annual average unadjusted unemployment rate of 5.80%
an annual labor force decrease by 48 people or 0.2%.
33,000
32,000
31,000
30,000
29,000
Labor Force Overtime Creek County
Pawnee County
In 2016, Pawnee County experienced:
an unadjusted unemployment rate of 6.3% for December
an annual average unadjusted unemployment rate of 4.10%.
an annual labor force increase by 22 people or 0.3%
7,800 7,700 7,600 7,500 7,400 7,300 7,200 7,100 7,000 6,900
2014 2015 2016
Labor Force Over Time Pawnee County
2014 2015 2016
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Osage County
In 2016, Osage County experienced:
an unadjusted unemployment rate of 5.5% for December
an annual average unadjusted unemployment rate of 4.60%
an annual labor force decrease by 195 total or-0.90%.
21,000
20,500
20,000
19,500
19,000
18,500
Labor Force Over Time Osage County
Tulsa County
In 2016, Tulsa County experienced:
an unadjusted unemployment rate of 4.5% for December 2016
an annual average unadjusted unemployment rate of 4.70%.
an annual labor force decreased by 990 people or 0.3%
325,000
320,000
315,000
310,000
305,000
300,000
295,000
Labor Force Over Time Tulsa County
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Educational Attainment As mentioned above, the Educational Attainment of the current population of the Northeast Region does not meet the needs of employers now or in the future. The graphic below illustrates that the Region is lacking candidates who have “middle skills” - skills that are obtained after high school but that do not involve a 4-year degree. The graphic below illustrates the gap - more than 20 percentage points - between the middle skilled workers needed and those that exist.
4. *Provide an analysis of workforce development activities, including providing the SWOT analysis, that indicates how the local area’s service delivery system is prepared to meet the community’s workforce development needs.
a. Describe the strengths and weaknesses of workforce development activities. b. Describe the workforce development system’s capacity to provide the workforce development activities to
address the education and skill needs of the workforce, including individuals with barriers to employment. c. Describe the employment needs of employers.
When the Northeast Region Workforce Planning Board convened in November 2016, they determined the following strengths, weaknesses, opportunities, and threats for the Region.
STRENGTHS
Diverse Sector Possibilities.
Commonalities Across Sectors.
NORA’s Sectoral Strategy Grant from DOL.
Economic Development Targeted Industries List.
More Diverse WF Pool.
Further along than most other regions in the planning process.
Good working relationships across region.
Experienced and professional staff and good relationships among them.
Come together for economic development and do it well.
Proactive approach in the region.
We share the same vision and are thinking on the same page.
Source: EMSI
Commented [RDH5]: Future SWOT analysis will include the SWOT from INCOG’s CEDS
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WEAKNESSES Job Seeker-Related
State Support and Guidance-Related
Ability to pursue job seekers out of county/local WF areas
Transportation and childcare access more difficult across mega region, especially with cuts to supportive services.
Requiring 40-50% of funds for direct training sounds good from a political perspective, but is not practical or realistic. It over-simplifies the challenges in providing services and will likely force a voucher system.
If Oklahoma sets the trend for increasing money to training, it should also innovate in providing responsive services based on a realistic understanding of the challenges faced by customers and their families, and the realities of local economies, both urban and rural.
Need better data management tools (Current system: OSL –OESC/ODOC).
Lack of timely guidance from State and Feds.
Local officials, administrators, program staff and service providers need timely guidance and technical assistance, not after the fact.
Need policy and program guidance written, not verbal.
Locals often get “that won’t work” feedback, for example, State required re-working of initial regional planning process efforts, saying, “that won’t work”, which is too rigid and discourages creativity and innovation.
Let the regional planning process focus on finding creative solutions in compliance with the law.
How to rationalize and link local plans and regional plans. Commented [RDH6]: Workforce Tulsa understands that
at the time of the Local Plan development, it was widely unknown and mis-understood what is possible with the new Workforce Innovation Opportunity Act legislation. Furthermore, with the new direction from the State’s leadership, Workforce Tulsa is optimistic regarding the future of Workforce Development for our regions.
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Urban vs. Rural-Related
A cookie-cutter/one size fits all policy framework does not work.
We need to find creative ways to bridge the gaps in issues faced by each geography/economy (applies to both jobseekers and employer-related services).
How does the WF system serve the mega- region effectively, maintaining quality of service with limited and declining financial resources?
Challenge for Native American programswho struggle with rural county participation.
Existing political subdivisions create barriersto providing services and complexities toeffective governance.
Different skills and certificationrequirements across mega regions (e.g.aerospace, healthcare and other industries).
State hold on funding, for example, SummerYouth Program.
Partner agency funding instability.
Metrics/Performance Measure-Related
Some metrics are counter to our mission and we need measures of success that align to our mission and cut across all agencies.
Inability to share costs inhibits collaborationand providing best solutions to customers.
Need shared results tied to shared missions and shared costs, and often agencies and funding streams do not align to commonmetrics, and discourage working together.
Difficult to navigate the politics for Business Services measures, for example serving a single company with multiple locations located in different local areas.
Misalignment of metrics and funding formula, especially for high unemployment areas.
Funding formulas based on unemployment rate, poverty, etc. is a social service-oriented formula versus a business-oriented formula. In a low unemployment rate area, businesses need more services due to a tight labor market, however the social service funding formula cuts available funds.
OPPORTUNITES
To be the best at everything in Oklahoma.
Working smart, efficiently and collaboratively.
Use unique strengths in local areas to benefit the region (best practices).
Deal with and serve companies on a regionalbasis.
All partners work with businesses.
National attention for apprenticeships.
Emerging partnership with OKDRS andpotential certifications to better serve peoplewith disabilities and create better accessibility for all.
A robust entrepreneurial eco-system to better serve small businesses and entrepreneurs, including youth entrepreneurship and financial literacy
Economic Assets
Significant Native American Tribal presence in region with significant economic development resources and capabilities. Major Tribes include Osage, Creek and Cherokee Nations. Ottawa C is home to 9 Tribes that provide a significant economic impact.
Three Job Corps Centers in the region.
Three Ports in the region (Catoosa, Muskogee Port 33).
Major International Airport (Tulsa).
Mid-America Industrial Park.
Major Utility Companies (GRDA, OG+E, AEP/P
Five Technology & Career Centers.
OSU-Okmulgee.
Several Universities and Community Colleges.
Commented [RDH7]: Tribal outreach is actively sought and found with rural areas. The Tribes frequently provide healthcare services, education funding and infrastructure support to the Counties in their areas.
Commented [RDH8]: A top 10 State
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programs in partnership with Junior Achievement.
Identify cost savings and scalability to movemore money to services and training.
Shared services, for example, fiscal agent and a shared grant writer and a purchasing cooperative.
The Northeastern Oklahoma Regional Alliance (NORA), in partnership with the Cherokee Nation has a grant related to career pathways and documenting employer needs, requirements and expectations.
NORA offers an existing regional framework that may be a model transferrable to the regional workforce system.
Dream It –Do It.
Breakdown historical political subdivision barriers.
Cost savings through system and software license sharing.
THREATS
New Trump Administration and USDOL Leadership.
State and Federal Political Dynamics.
Further, continued budget cuts.
Continued lack of timely guidance.
Funding challenges from earmarking expenditures (e.g. 50% to Training).
Unfunded mandates, for example requiring a marketing plan.
Sacred cows, local autonomy versus regional collaboration.
How to give up local control to be a regional partner.
Change in Local Elected Officials. Lack of bylaws that provide smoother succession planning.
Lack of continuity in Board, staff, partners, service providers, State agency leadership, etc.
Sustaining momentum of the planning process (monthly vs. quarterly mtgs.)
Lack of information, clarity, transparency and professionalism on the future vision for governance and eventually services.
Inability to focus due to lack of information and no peace of mind locally.
State leadership changes (2 years or sooner) and political dynamics that affect the direction of the system.
Additionally, the Tulsa Regional Chamber of Commerce sponsored a Regional Workforce Analysis conducted by CAEL and Avalanche Consulting. The SWOT analysis from that Analysis follows.
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Regarding the alignment of regional education and training programs with the employment needs of regional employers, the Region has many strengths as well as opportunities for improvement.
The following chart outlines the availability of power-sector related programs within Tulsa area high school districts. This does not encompass the entire Northeast Region. In the future we will build on this inventory in order to encompass the entire Region. Additional information about educational alignment with industry in the Tulsa metro area is available in the Tulsa Regional Chamber’s Regional Workforce Analysis, which is not included here for the sake of brevity, but is included as an Addendum B.
Based on the above information, the Region has opportunities for improvement regarding its capacity to meet employer demand. Regarding high school programs, there is limited program availability in support of Aviation and Aerospace, Information Security, Energy, and Transportation and Logistics programs across Tulsa area school districts.
Source: Regional Chamber of Commerce’s ‘Strengthening the Regional Workforce Report
Commented [RDH9]: Future Local Plans will consider Creek, Pawnee and Osage County considerations in addition to Tulsa.
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21
The following charts illustrate the availability of power sector related programs within higher education institutions in the Tulsa area. They do not encompass
the entire Northeast Region. In the future we will build on this inventory in order to encompass the entire Region.
Aerospace Programs per Institution
8
7
6
■ Aerospace Enginee ring
s Aerospace Security
■ Air Traffic ■ Aviation Business
4 ■ Aviation Maintenan ce
■Aviation Management 3 ■Avionics Maintenan ce
■ Ener gy Managem ent
2 ■Flight
■Technical Service
1
0
Oklahoma State
University -Tulsa
Sout hern Nazarene Spartan College of
Univers ity Aeronautics and
Technology
Tulsa Commun it y Tul sa Tech-Rivers ide
College
University of
Phoenix-Tulsa
Healthcare Competency Programs per Institution
80
70
60
50
40
30
20
10
0
■ Brow n M ackie College
■ Clary Sage
■ Indian Capita l Tech
■ National American University
■ Northeastern State Unive rsit y-Broken Arrow
■ Oklahoma State Institut e of Technology-Okmulgee
■ Oklahoma Wesleyan University
■ Rogers State University
■ Tri-County Tech
■ TulsaTech-Lemley
■ University of Oklahoma-Tulsa
■ Vatterot t College
TulsaTech-Owasso
■ Communit y Care College
■ ITT Technical Instit ute
■ New Horizon Com pute r Learning Center
■ Oklahoma Baptist University
■ Oklahoma State Universit y Center fo r Healt h Scien
ces
■ Oral Roberts University
■ Sout hern Nazarene Universit y
■ Tulsa Commun ity College
■ Tulsa Tech-Peor ia
■University of Phoenix-Tulsa
Virginia College
Tulsa Tech-Sand Sp rin gs
■ Cent ra l Tech
■ Green Count ry Tech
■ Langston Un ivers ity
■ Nor theast Tech
■ Oklahoma Healt h Academy
■ Oklahoma State University-Tulsa
■ Platt College
■ St. Gregory's University
Tulsa Tech-Broken Arro w
Tulsa Tech-Riverside
University of Tulsa
Wright Career College
Energy Competency Programs per Institution
■ M echat ronics
■ Mechanical Maintenace
■ M achine Tool Technology
■ Indust rial Technology
■ Heating, AC & Refr ige rat io n
Technology
■ Engineer ing Technology
■ Energy Management
■ Electronic Technology
■ Drafting and Design Technology
■ Constr uction Management
■ Computer Numerical Contro ls (CNC)
■ Computer Aided Design
■ Alt ernative Fuels Technology
25
26
27
While there are many programs available in the Tulsa metro, the amount of for-profit programs offered outweighs the number of other programs offered by the colleges and universities in the region. Clearly there is enough capacity within the learner market to support a wide array of institutions and programs. However, we need a way of understanding what each program offers in terms of content, application, the population that is served, and the benefits provided in the job search. Additionally, we need to round out our inventory by ensuring we include the full Northeastern Region, rather than just the Tulsa metro area.
5. *Based on the information above, describe the local area’s key workforce development issues and possible solutions to be implemented within the local area.
Key Workforce Development Issues & Possible Solutions
Lack of skilled workers, especially those with “middle skills.”o Build on the Tulsa Regional Chamber’s inventory of educational offerings to ensure the
entire Northeast Region is included. Determine gaps in educational offerings, and validate with employers. Work with employers across the Region to create educational offerings to fill gaps.
o Explore incumbent worker training to determine feasibility and funding options. Upskill existing workers into higher skill jobs and backfill positions with less skilled workers.
o Identify apprenticeships that target power sectors and co-enroll participants.o Explore and expand Prior Learning across the region, especially for Veterans.o Support Skills Centers graduates, as a Region.o Ensure partnership with Adult Education is strong and that GED and ESL students have
appropriate access to workforce development opportunities. o Ensure programs that support justice-involved participants are supported and potentially
scaled across the Region. o Create mechanisms to more effectively provide services to companies and to job seekers
across local board boundaries. o Regionally, work with our K-12 partners to “catch” students as they drop out, so we can
redirect them to workforce services including adult education partners.
Lack of awareness of regional resources for workforce development.o Develop a regional communications plan, including a public service announcement campaign
that will help to educate all people as to the career development and job opportunities across the Region.
o Develop clearinghouse of regional education and workforce focused efforts and initiatives.
Lack of sector specialization.o Explore Sector Driven One-Stop Workforce Centerso Leverage existing industry roundtables and advisory groups to deepen sector understanding.o Expand Roadtrip for Teachers across the Region.o Leverage both Ports and the MidAmerica Industrial Parko Identify opportunities for sector focused career academies in high schools.
Lack of funding to meet the needs of companies.
o Collaborate on regional funding opportunities, including grant opportunities.o Identify potential economies of scale or opportunities for outsourcing that would allow local
boards to leverage funds. o Continuing advocating for an economic development funding model rather than the social
work-based funding model that currently exists. Ensure that companies’ difficulty in hiring factors into the formula, not just unemployment rate and poverty.
Lack of necessary supportive services, especially around Transportation, Childcare, and Mental Health Services.
o Explore best practices from around the country.
Commented [RDH10]: Several initiatives are ongoing including, Partnerships to incorporate work experience, on-the-job-training, apprenticeships and internships Build My Future and similar programs to increase interest in careers Partnerships with OK2GROW, Goodwill and industry to address career awareness gaps and career pathways
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o Build advocates across the region regarding the importance of these issues to the worker pipeline.
o Raise funds.
6. *Based on the analysis above, provide a description of the local board's strategic vision and goals to support economic growth and economic self-sufficiency, including:
a. Goals for preparing an educated and skilled workforce, including individuals with barriers to employment; and,
Goal: Decrease the skills gap
Build on the Tulsa Regional Chamber’s inventory of educational offerings to ensure the entire Northeast Region is included. Determine gaps in educational offerings, and validate with employers. Work with employers across the Region to create educational offerings to fill gaps.
Explore incumbent worker training to determine feasibility and funding options. Upskill existing workers into higher skill jobs and backfill positions with less skilled workers.
Identify apprenticeships that target power sectors and co-enroll participants.
Explore and expand Prior Learning across the region, especially for Veterans.
Support Skills Centers graduates, as a Region.
Ensure partnership with Adult Education is strong and that GED and ESL students have appropriate access to workforce development opportunities.
Ensure programs that support justice-involved participants are supported and potentially scaled across the Region.
Create mechanisms to more effectively provide services to companies and to job seekers across local board boundaries.
Regionally, work with our K-12 partners to “catch” students as they drop out, so we can redirect them to workforce services including adult education partners.
Goal: Create Worker Pipeline for Power Sectors
Explore Sector Driven One-Stop Workforce Centers
Leverage existing industry roundtables and advisory groups to deepen sector understanding.
Expand Roadtrip for Teachers across the Region.
Leverage both Ports and the MidAmerica Industrial Park
Identify opportunities for sector focused career academies in high schools.
Goal: Integrate Workers with Disabilities
Collaborate on regional funding opportunities, including grant opportunities.
Identify potential economies of scale or opportunities for outsourcing that would allow local boards to leverage funds.
Continuing advocating for an economic development funding model rather than the social work-based funding model that currently exists. Ensure that companies’ difficulty in hiring factors into the formula, not just unemployment rate and poverty.
Goal: Ensure Appropriate Support Service are accessible
Explore best practices from around the country.
Build advocates across the region regarding the importance of these issues to the worker pipeline.
Raise funds.
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Workforce Tulsa Board-Led Strategic Planning Goals
Goal 1: - Convene & align partners who offer services, funding & programs that remove barriers to employment, and provide focused training to workers.
Assess, identify, and engage strategic partners advancing workforce services provided in the Workforce Tulsa area.
Create strategically aligned partnerships.
Integrate mandated partners into workforce system as part of WIOA.
Build solid relationships with County Commissioners that ensures they are engaged and support our mission in their counties.
Advocate with elected officials for legislation that supports our mission.
Goal 2 - Identify employers' workforce needs to better enable local workers to fill those needs. • Continually assess employers' workforce needs.
• Educate employers on key internal talent growth retention.• Define & increase sector based workforce approach.
Goal 3 - Improve stakeholder engagement through more strategic communications outreach and positive brand awareness.
• Create marketing plan with specific, measurable outcomes.
Goal 4 - Develop a board that is educated, engaged & responsive to the mission of Workforce Tulsa. • Create a strong board that not only meets federal criteria but that represents the skills/expertise necessary
for any strong, non-profit board. • Create effective board engagement plan.
Goal 5 - Create a sustainable, viable organization via continuous improvement. • Manage effectively, using data as a guide.
• Ensure communications between board staff & service provider are effective.• Ensure organization is fiscally sound.• Adopt best workforce practices.• Advocate for policy at state & national level to improve workforce system.
• Ensure Service Provider has clear, measurable plans for each program.• Effectively prepare for future opportunities.• Ensure smooth succession for next Executive Director. Commented [RDH11]: The Workforce Tulsa Board
established a new strategic plan in 2018. Please see the summary and addendum.
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b. Goals relating to the performance accountability measures based on performance indicators.
In order to ensure we meet performance goals, we always begin with the end in mind, and ensure we are using resources strategically and wisely in order to meet goals. Unfortunately, tracking and developing proactive tools to monitor the potential outcomes of the OOWD negotiated performance indicators has proven difficult. With new performance indicators under WIOA the state data is continuously being updated and often times, the local areas are unaware of changes and their effects. Because OOWD direction is provided in a reactive manner, rather than proactive, staff is required to do re-work in OSL, which takes away from time for service delivery to clients. Workforce Tulsa is working to create tools to help us understand our status regarding performance measures, but we are reduced to a “best guess” strategy until OOWD can give direct guidance as to how the services provided within the OSL correlate with the reports that are being created. We are exploring purchasing our own database, so that we can better track data and analyze the data to understand performance, beyond those negotiated with OOWD.
7. *Describe the strategy to work with entities that carry out the core programs and required partners to align resources available to the local area, to achieve the strategic vision and goals.
Workforce Tulsa is working with core partners to meet the intent of the Workforce Innovation and Opportunity Act by
partnering with core partners to best serve customers. Workforce Tulsa will continue to move toward creating a universal
intake process and collaborative business services by hiring a consultant to assist in defining that process among core
partners.
Currently, Workforce Tulsa has partnered with the Oklahoma Employment Security Commission and developed an
innovative intake process. Also, Workforce Tulsa created a Disability Employment Advisory Committee in March 2014 to
help advise how best to serve those with a disability. As a result of that committee, Workforce Tulsa partnered with
OKDRS to provided training to Title I one-stop center staff to ensure understanding and knowledge of the access for all
opportunities.
B. Local Workforce Development System Description:1. Describe the workforce development system in the local area by addressing each of the following.
a. List and describe the programs that are included in the system.
Other programs that are included in the system, along with their mission statements, follow:
Tulsa Reentry One-Stop“Working to help men and women returning home from prison.”
Center for Employment Opportunities“The Center for Employment Opportunities (CEO) is dedicated to providing immediate, effective and comprehensive employment services to men and women with recent criminal convictions. Our highly structured and tightly supervised programs help participants regain the skills and confidence needed for successful transitions to stable, productive lives.”
Career and Technical Education (Perkins)“We prepare Oklahomans to succeed in the workplace, in education, and in life.”
o Skills Center Programs (vocational technical education in Oklahoma prisons)
Community Services Block GrantCSBG is a federal, anti-poverty block grant which funds the operations of a state-administered network of local agencies.
Commented [RDH12]: Salesforce purchased.
Commented [RDH13]: Workforce Tulsa’s committees were realigned to better respond to the Strategic Plan. The Youth Council and Disability Employment Advisory Committee were combined into a new committee named Innovative Workforce Opportunity Council. Please see the Strategic Plan in the addendum.
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Indian and Native American Programs
o Cherokee Nation “The mission of the Career Services Group is to develop and encourage individuals to achieve and maintain work habits and skills that promote employability and self-sufficiency through programsencompassing education, training, rehabilitation and supportive services.”
Creek Nation “To provide career and educational opportunities through quality, culturally focused guidance to enhance self-sufficiency, involve community and family, and promote a stronger workforce.”
Tulsa HUD Employment and Training Programs“THA's mission is to be a leading Public Housing Agency that enhances the quality of life in Tulsa through the efforts of a professional, caring and responsive staff and Board.”
Tulsa Job Corps“Teaching eligible young people the skills they need to become employable and independent and placing them in meaningful jobs or further education.”
Local Veteran’s Employment Programs“We prepare America's veterans, service members and their spouses, for meaningful careers, provide them with employment resources and expertise, protect their employment rights and promote their employment opportunities.”
Disabled Veterans' Outreach Program“Disabled Veterans Outreach Program (DVOP) specialists provide intensive services to meet the employment needs ofdisabled veterans and other eligible veterans, with the maximum emphasis directed toward serving those who are economically or educationally disadvantaged, including homeless veterans, and veterans with barriers to employment.”
Senior Community Service Employment Program (AARP Foundation)“AARP Foundation serves vulnerable people 50+ by creating and advancing effective solutions that help them secure the essentials.”
Temporary Assistance for Needy Families (TANF):“We improve the quality of life of vulnerable Oklahomans by increasing people’s ability to lead safer, healthier, more independent and productive lives.”
Trade Adjustment Assistance Programs:“Trade Adjustment Assistance (TAA) is a federal program which provides assistance to workers who lose their jobs or whose hours of work and wages are reduced as a result of increased imports. Under this program you may qualify to receive allowances for training, job search and relocation if your company is certified as "Trade Impacted" by U.S. Department of Labor (DOL). Additionally, a Trade Readjustment Allowance (TRA) may be payable if you qualify.”
Unemployment Compensation Programs:Enhance Oklahoma's economy by:
matching jobs and workers to increase the efficiency of local labor markets,
providing Unemployment Compensation to support unemployed workers and their communities,
preparing a skilled workforce to enhance and align their skills to meet local labor market needs,
gathering, analyzing and disseminating information about the labor force to improve local economic decisions.
Tulsa City-County Library System
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“Libraries Change Lives”
Youth and Family based organizations
Other community based organizations
b. List the location(s) of the comprehensive One Stop Center(s) (at least one) within your local area; and any affiliated or specialized centers (both physically and electronically linked, such as libraries) in the local workforce development area.
Comprehensive Centers, under the Workforce Investment Act
Workforce Tulsa American Job Center (Eastgate), 14002 E 21st St; Tulsa, Oklahoma 74134201 W 5th St #200, Tulsa, OK 74103
Workforce Tulsa American Job Center (Sapulpa), 1700 S Main St, Sapulpa, OK 74066
Access Points, under the Workforce Investment Act
Dennis R. Neil Equality Center (Access Point), 621 E 4th St, Tulsa, OK 74120
Tulsa City-County Libraries (All locations) (Access Point)
c. Identify your key strategies for aligning the core programs (WIOA Title I, II, III, and IV programs) as well as all required partner programs within the local one-stop system of comprehensive and affiliate offices by addressing each of the following items.
1) Assess the types and availability of adult and dislocated worker employment and training activities in the local area.
The WIOA Title I Adult, Dislocated Worker, and Youth Programs are available in all of our One-Stop Center Offices. The service provider currently has 2.5 case managers for adult services, including dislocated worker, and 2.5 case manager for the youth programs. If services are not easily accessible to customers, the staff are encouraged to work with the participant to make arrangements to meet job seekers offsite. As a result of this encouragement the service provider staff has created enrollment events and outreach events at partner locations, which occur at regular intervals. These events allow the public access to the Title I Adult, Dislocated, and Youth programs.
To continue the progress of more access to employment and training activities in the area, Workforce Tulsa will continue to host system partner meetings and continue participating in regional planning meetings to:
complete gap analysis and identify key services;
complete process mapping; and
discuss infrastructure cost sharing.
Workforce Tulsa will continue to partner and build relationships with the above entities to encourage collaboration and continuous improvement of the one-stop delivery system.
Below are examples of employment and training service found within the local area.
Resume Workshop
Interviewing Skills Workshop
Disability Training completed by Core partner
Dress for Success
Career Management
Work Experience
On-the-Job Training
Individual Employment Plans
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Comprehensive Assessments, and
Financial Literacy
Integration with Dept. of Rehabilitation for adult and youth participants
Many more
Workforce Tulsa is continuously working towards fully implementing WIOA. Currently we are awaiting guidance
from the OOWD on how to perform certain services. Below are a few of the education and training activities that
we are working towards implementing:
Financial Literacy
Entrepreneurship Training
Integration with Dept. of Rehabilitation on youth participants, and
Other items
2) Provide an explanation of how the local board addresses local rapid response activities.
The State has identified the Oklahoma Employment Security Commission (OESC) as the lead for rapid response activities.
Workforce Tulsa coordinates with and supports OESC by attending and presenting on WIOA services at rapid response
events.
3) Describe how the local board will coordinate relevant secondary and post-secondary educationprograms and activities with workforce investment activities to coordinate strategies, enhance services, and avoid duplication of services.
Workforce Tulsa works closely with all partners including public schools, technology centers, community colleges and universities to support and assist in activities to coordinate strategies, enhance services, and avoid duplication of services. Additionally, Tulsa Community College, Tulsa Technology Center, and Northeastern State University all have representatives who sit on the Workforce Tulsa board.
Workforce Tulsa has specifically worked with Tulsa Tech and Tulsa Community College to provided labor market data to help improve existing curriculum or create new curriculum to meet the needs of the business customer in power sections. We have also provided data to help educational partners determine that a program is no longer in demand. Workforce Tulsa also provides support by serving the role of convener for projects, such as when an employer’s needs require customized curriculum be created.
The Workforce Tulsa Youth Committee provides substantial guidance regarding secondary as well as post-secondary education programs. The committee is comprised of members from K-12 districts, OK2Grow, schools service the hard-to- serve, OKDHS, and others that help ensure that services are provided appropriately and without duplication. Long term, the committee is working on an “early warning system,” that would allow districts to refer students as they are dropping out of school, so that they don’t fall through the cracks, for example.
iThe following provides an overview of the Career and Technical Education (CTE) offerings in Tulsa. The information below provides an understanding of the types of pathways available to students across the Tulsa MSA. These academic programs address skills that are important to Tulsa’s target industries, and provide foundational skills that can enable access to jobs, careers and to higher level education and training.
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Commented [RDH14]: The new Innovative Workforce Opportunity Council will play a primary role in helping to map and coordinate strategies.
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Tulsa offers CTE focused programming within the scope of traditional high school courses. These CTE offerings address skill development in a number of areas which support skill needs of the target sectors in Tulsa, and are often the first place where students learn about specific career areas and their relationship to learning at the high school level and beyond. The following graphs show the availability of programs at each school district across the Region and in the East, North and West areas of Tulsa.
The overview highlights key areas that are strongly represented throughout the region versus those programs that are underrepresented, relative to their importance in the regional economy. For example, the programs most frequently offered by schools in the area are Information Specialist (Computers), Finance, and Manufacturing programs. These are key areas that will be in in demand in the local economy.
Conversely, there are a number of programs that address key talent and skill gaps in the local economy, but which nonetheless are rarely offered in the region, and in some cases have only one program across all districts. Aviation and Aerospace, Energy, and Transportation and Logistics all represent strong career opportunities locally.
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However, there is a messaging challenge associated with the skills development area. Most students believe that when they are on the Pre-Engineering pathway, they will need to pursue a 4-year degree or higher in order to find high wage sustainable employment. In Tulsa there are a number of industries that are looking for talent with engineering skills at the technician level. In fact, these are some of the skill sets that are hardest to find. It is important to continue growing these Pre-Engineering programs in terms of availability for students while also addressing messaging that emphasizes local career opportunities available to students who do not immediately pursue a four-year degree.
Post-Secondary Educationii
The Credentials per Sector Competency chart details the total number and type of credential offered supporting each target sector and competency (Associate, Bachelor, etc.). This graph shows how some sectors and competencies have more programs supported at different levels. Notably there are more than double Certificate level programs than any other Post-Secondary credential within the region, and there are a minimal number of Doctorate programs offered in the area in any discipline. Professional Services, Healthcare, and Advanced Manufacturing comprise the majority of Certificate programs offered, while Aviation and Aerospace is only marginally represented. This focus on Professional Services and Healthcare is also replicated at the Associate and Baccalaureate levels. Interestingly, there is an equal number of Information Security programs offered at both the Associate and Baccalaureate level. The primary options for a Master’s degree within these sectors are within the Professional Services and Healthcare, a handful of options in Information Security, Aviation/Aerospace, and Transportation and Logistics, and no options for Advanced Manufacturing.
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The Type of Institution Programs per Sector and Competency details the type of institution which offers education and training opportunities supporting the target sectors and competencies. The data shows a significant percentage of targeted skill development programs are offered at For Profit Institutions and Public Independent School Districts, specifically for Advanced Manufacturing, Information Security, Professional Services, and Healthcare. These totals more
than double the programs represented by both public and private institutions in the area.
The Programs per Institution by Sector chart provides further detail for programming in each sector within the collection of education and training programs in Tulsa. University of Phoenix-Tulsa is the standout in this section as offering not only the most programs, but the most programs in Professional Services and Information Security. With the exception of a few institutions, namely Central Technology Center, Northeast Technology Center, Tri-County Career Tech, Tulsa Technology Center and Tulsa Community College, comparatively fewer programs are offered in the region at the more traditional institutions. This is true both of the higher and lower level programs. Clearly there are many offerings available to curate a talented local pipeline, both from the Technical College and 4 year institution perspectives, the question becomes whether or not these programs are addressing critical skills gap as perceived by employers. Back up data totals are provided for each sector and institution in the chart below the second graph and in the appendix.
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While there are many programs available in the Tulsa region, the amount of for-profit programs offered outweighs the number of other programs offered by the colleges and universities in the region. Clearly there is
enough capacity within the learner market to support a wide array of institutions and programs. However, we need a way of understanding what each program offers in terms of content, application, the population that is serves, and the benefits provided in the job search.
With the identified challenges from the Tulsa Regional Chamber’s ‘Workforce Analysis and Education Alignment Strategy’ report (Addendum B), the Tulsa Area Workforce Development Board (TAWDB) shall strive for continuous improvement by
Working with all counties within our workforce area to obtain the necessary data to develop an appropriate educational gap analysis.
Working to gather data to broaden the High School and Career and Technical Education (CTE) to include all of our area counties.
Continuing to partner and support local educational entities to reduce the educational programming gap in relation to lack of programing for specific power sectors.
Continuing to partner and support local educational entities in developing a program messaging plan to ensure students are aware of how levels of education for specific industries flow.
Continuing to partner and support local educational entities developing programs of all attainment, of all industry, and availability.
Continuing to work with OOWD to ensure educational entities have access to the appropriate data from The Oklahoma Regents for Higher Education in order to submit their programs for approval, especially programs that are in high demand by industry.
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4) Describe how the local board, in coordination with the One Stop operator, maximizes coordination, improves service delivery, and avoids duplication of Wagner-Peyser Act services and other services provided through the delivery system.
The local board, in coordination with the One-Stop Operator, meet regularly and will continue to incorporate all One-Stop
Partners in continuous improvement activities to ensure maximized coordination, improved service delivery, and develop
proactive processes to avoid duplication of services.
Workforce Tulsa, in collaboration with OESC, has moved forward with implementing a triage approach to its intake
process. This process allows a participant to be quickly assessed and moved through the customer flow quickly and
intentionally placing them with the appropriate partner staff. During our Information to Services workshop the
Department of Rehabilitation Service’s representative takes a few moments to discuss their services with our potential
clients, then makes themselves available after the workshop for questions and potential enrollment into program. Every
Wednesday afternoon we make time for a few of our partners to set up booths so they may speak with our participants
about their services.
5) Describe how the local board will coordinate WIOA Title I workforce investment activities with adulteducation and literacy activities under WIOA Title II, including how the local board will carry out the review of local applications submitted under Title II.
The local board will continue to foster its partnership with Title II Adult Education and Literacy programs. In the Workforce
Tulsa area, Union Public Schools and the YWCA are the recipients of Title II Adult Education and Literacy funding. Union
Public Schools holds GED classes at our Eastgate One-Stop location. Workforce Tulsa also connects other partners to the
Adult Education and Literacy programs. As an example, Workforce Tulsa connected Youth Services of Tulsa with Union
Public Schools to have their GED classes provided by Union Publics School rather than Youth Services of Tulsa providing
their own. Now Union Public Schools are at their facility to provide GED services, therefore allowing Youth Service of Tulsa
staff to spend more time on case management to support their clients.
At this point in time we are awaiting guidance on how best to perform the Title II Adult Education and Literacy program
application review. In the absence of guidance, Workforce Tulsa continues to strive for continuous improvement and
makes its staff available to provide assistance to those organizations who are requesting application review.
6) Describe and assess the type and availability of youth workforce investment activities in the local area, including activities for youth who are individuals with disabilities, and provide an identification of successful models. (Include a copy of any completed Process Maps and how they are used to align services and avoid duplication of services).
Please see the table below ‘Tulsa Workforce Asset Map’ for the requested “Process Map”. Staff align services and avoid duplication of services by utilizing the asset map to compare services of each program, developing open communication with partner case managers, and continuous service review and client contact. Workforce Tulsa currently has a Partner Coordinator whose main focus is to be out in the community and creating new strategic partnerships that benefit our clients by either eliminating or reducing their barriers to employment. Our Partner Coordinator also hosts a quarterly partner meeting that is designed to inform and facilitate collaboration within the community to eliminate service duplication by providing a place for partners to network and encourage collaboration to reduce the barriers of our common customer.
Workforce Tulsa developed their Disability Employment Advisory Committee (DEAC) back in March of 2014. This DEAC was developed to help the Workforce Tulsa better serve those with disabilities. We currently have a monthly training that is disability related, and program year 2017 will have a simplified version of immersion training every quarter. Immersion
Commented [RDH15]: The Tulsa American Job Center coordinates with Union Public Schools for GED training and administration. They have their own access point, also located downtown. The Sapulpa American Job Center coordinates with Sapulpa Public Schools.
Commented [RDH16]: DEAC was absorbed by the Innovative Workforce Opportunity Council.
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training in it’s entirely is taking 3-5 days to live as someone with a disability. Since our case managers do not have that allotted time to participate in such an intense experience the DEAC has identified, from within Committee, key speakers who have a disability to present on that specific disability. This will allow the opportunity for career members to ask open and honest questions and receive feedback from someone who walks the walk.
Throughout a participant enrollment our career managers are continuously re-evaluating them through face-to-face interviews, client contacts, and communication between career managers and partner case management.
The type of youth workforce investment activities found within the Tulsa Area are:
Title I Youth Program
Tulsa Job Corp.- Workforce Tulsa works with the participants of the Tulsa Job Corp. program once the participants have completed the appropriate milestones administered through the partner program.
Dept. of Rehabilitation – Currently, Workforce Tulsa is working with OKDRS to complement their Summer Work Experience by providing the incentives for the completions of the work readiness week and career club trips for the shared participants.
Workforce Tulsa and its staff work closely with participants and any Career Managers of partnering agencies to ensure:
o We are the last funding option.o We fill the needed gap, not duplicate services.o We have open communication for continuous improvement opportunities.
d. Describe the roles and resource contributions of each of the one-stop partners. Please include the completedJob Seeker and Business Services service matrices.
Workforce Tulsa is awaiting OOWD guidance and workforce system policy to ensure the alignment of resources is conducted in a compliant manner.
2. Describe how the local board will work with entities carrying out core programs to accomplish the following outcomes:a. Expand access to employment, training, education, and supportive services for eligible individuals,
particularly eligible individuals with barriers to employment.
Workforce Tulsa will continue to refer participants to partner organizations and receive referrals from them. There is concern as to how to appropriate funding between core partners for such services as some of the core partner’s federal funding streams require them to be the “last resort” source when it comes to funding. Workforce Tulsa is currently awaiting OOWD guidance to help facilitate the inclusion of all core partners into the One-Stop Center and allocating funds appropriately when sharing clients.
However, Workforce Tulsa has taken the initiative to include OKDRS into our mandatory Introduction to Services workshop provided to all potential participants and continues to work with OESC on co-enrollment of adult clients and integrated business services and currently partner with ABE to hold GED glasses at the Eastgate Center and co-enroll participant where applicable.
b. *Facilitate the development of career pathways*. Provide a list of the career pathways, and for each include: o The phase of development (conceptual, in initial implementation, being sustained, or,
expanding); o Workforce Demand (need) – Describe the business workforce need being addressed by the
strategy. Indicate the industry(s) and occupations being represented, how the need was determined, and the occupational skills to be addressed;
o Relevance – Indicate the connection between the demand and the priority(ies) for the region;o Strategy – Identify the sector partners and the role of each;o Funding – Describe available resources that will support the strategy;
Commented [RDH17]: This is addressed in an Infrastructure Funding Agreement MOU with the partners located in the Tulsa American Job Center
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Unfunded Critical Elements – Identify any critical elements for the identified strategy that must be done
for the success of the strategy that cannot be met with available resources. This may include: the
expansion of an existing strategy, in any phase, from one LWDA to others in the region; the need to
procure new training vendors; planning sessions involving multiple partners; training of One-Stop staff;
and development of regional data collection systems
The Northeast Planning Region’s career pathway initiatives will be developed to align with the State’s goal to create a comprehensive system that leads students, out-of-school youth, dislocated workers and incumbent workers through a full range of career counseling, education and training opportunities to ensure a pipeline of appropriately skilled workers for Oklahoma companies.
The Northeast Planning Region possesses a strong, robust educational system, which is truly one of our greatest assets. While the Career Pathways are currently in the conceptual phase of development, the team has determined the following standardized methodology will be followed to further develop them. We will engage the Sector Partners from the following industries: Aerospace and Aviation, Energy, Construction, Manufacturing, Healthcare and Hospitality, Professional Services and Transportation and Logistics. This process will allow industry to determine the best representative from each respective business.
Workforce Tulsa, in collaboration with the Tulsa Regional Chamber, completed a comprehensive in-demand career pathway analysis. This document will serve as a foundational document as we move forward in our ongoing pathway development process. Please see the Addenda for more information.
The Region will Identify and engage partners to include K-12 educators, vocational/technical education, college/university educators, commerce leaders, Workforce Boards, Service Providers, the Oklahoma Department of Rehabilitation, the Oklahoma Employment Security Commission, the Oklahoma Department of Human Services, and Veteran Affairs to name a few. The partner participation is critical to ensure that each organization’s unique perspective is included to ensure access to pathways for all citizens.
The Region will then conduct an analysis of educational programs to determine multiple entry points to allow successful progression through pathways. This requires the building of position profiles. The profile outlines the role, responsibilities, knowledge, skills and abilities of the position. The profile also provides information related to education requirements. In addition, the analysis will provide a core competency by position. These competencies include the ability to apply knowledge and skills at a mastery level for each job function at each level of the career pathway. Therefore, a clearly articulated behavior expectation is provided for each position to ensure successful progression of career pathway.
The next step will be to create a method to support, train and encourage career pathway development for educators, employers and other stakeholders.
The Region will then align workforce needs to opportunities by establishing a shared approach to gathering relevant data regarding emerging trends and competencies.
We will align key employability skill definitions to ensure consistency across the region and within pathways and provide ongoing training and communication amongst all stakeholders to ensure consistent delivery of pathway counseling and credential attainment.
Finally, we hope to procure a consultant to ensure the entire Region is included in these efforts. We do not currently have the funding for this component.
c. Facilitate co-enrollment, as appropriate, in core programs.
Workforce Tulsa will continue to work towards co-enrollment for all core programs, as appropriate. Consequently, Workforce Tulsa is currently awaiting OOWD guidance as to how co-enrollment for all core partners is to work, with or without a shared database. Workforce Tulsa will continue to support collaborate with partners to encourage continuous improvement. Commented [RDH18]: Workforce Tulsa and Oklahoma
Employment Security Commissioner clients are co-enrolled.
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d. Improve access to activities leading to a recognized post-secondary credential (including a credential thatis an industry-recognized certificate or certification, portable, and stackable).
Workforce Tulsa has worked with Tulsa Community College in its surrounding Prior Learning Assessment. TCC has worked with a consulting firm, CAEL, to ensure its Prior Learning Assessment processes and are accessible and standardized across the college. Prior Learning Assessments allow someone with “prior learning,” or prior experience, to be assessed by the college and provided appropriate credit toward a credential, which allows students to obtain a credential faster. As an example and medic in the Army returning to civilian life who is looking for employment with EMSA may use a Prior Learning Assessment to obtain credit instead of taking classes that are unnecessary and more quickly enter the workforce. We will work to ensure our clients are aware of TCC’s PLA options.
Workforce Tulsa’s work with the ODCTE Skills Center is regarded as a best practice by the Skills Centers, and we will continue to work with them to ensure that justice-involve individuals are able to use their new credentials to quickly enter the workforce as well as continue their education.
We also brokered a relationship between the IBEW Apprenticeship and TCC that allows IBEW apprentices to gain college credit via TCC, so that they may more readily pursue a college credential after finishing their internship. We will work to scale this project with other apprenticeships in our area.
e. *Facilitate engagement of employers in workforce development programs, including small employers and employers in in-demand industry sectors and occupations to: o Support a local workforce development system that meets the needs of businesses in the local
area; o Provide better coordination between workforce development programs and economic
development; o Support sector partnership strategies, including a list of active sector partnerships. For each,
describe: The phase of development (conceptual, in initial implementation, being sustained, or,
expanding) Workforce Demand (need) – Describe the business workforce need being addressed by
the strategy. Indicate the industry(s) being represented, how the need was determined, the occupational skills to be developed, the number of jobs being addressed, and the timeframe(s) associated with the need.
Relevance – Indicate the connection between the demand and the priority(ies) for the region.
Strategy – Identify the sector partners and the role of each. Funding – Describe available resources that will support the strategy. Unfunded Critical Elements – Identify any critical elements for the identified strategy
that must be done for the success of the strategy that cannot be met with available resources. This may include: the expansion of an existing strategy, in any phase, from one LWDA to others in the region; the need to procure new training vendors; planning sessions involving multiple partners; training of One-Stop staff; and development of regional data collection systems.
o Strengthen linkages between the One Stop delivery system and unemployment insurance programs; and,
o Implement initiatives such as incumbent worker training programs, on-the-job training programs, customized training programs, industry and sector strategies, career pathways initiatives, utilization of effective business intermediaries, and other business services and strategies designed to meet the needs of regional employers.
The Northeast Region values our workforce and industry partners in the development of regional service strategies. The core partners include Title I (Adult, Dislocated Worker and Youth); Title II (Adult Education and Literacy): Title III (Wagner- Peyser Act) and Title IV (Vocational Rehabilitation Programs) and business and industry partners. Services for both the
Commented [RDH19]: ******Checking with Pete Selden
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local and regional areas should have a common workflow as illustrated below:
The Northeast Region understands and promotes the value of the development of an integrated service delivery system. Ideally, an integrated system will allow real time access to basic client information to improve client service. Ultimately, this type of system will encourage the following outcomes:
Simplified referral process between programs, eliminating additional time collecting common data elements;
Increased dual enrollment opportunities in programs;
Experience cost sharing among programs to eliminate duplication of services; and,
Increase consistency and accuracy of data collected.
One of the common service strategies amongst the region is the development and implementation of OKJobmatch.com. This is a shared web based tool utilized by both Workforce and Business and Industry. This allows organizations access to resumes of potential applicants at no cost. In addition, the alignment of workforce activities provides business and industry with access to specific services such as Job Profiling, coordination of Job Fairs, Work Experience participants and Rapid Response assistance. The Rapid Response for the Northeast Region is in alignment with the state’s initiative to provide immediate assistance, career counseling and guidance and resource availability for those clients who have lost employment due to no fault of their own. The enhanced communication and sector partnerships will ensure greater opportunities for these individuals.
The OKJobmatch.com site provides job seekers information related to current employment opportunities. OKjobMatch.com also collects information and creates a client profile, and is used to determine needs and provide meaningful assistance to the client. The seamless transition amongst core partners and educational partners will aid in the success of the participant's career pathway.
The Northeast Region recognizes the strengths and opportunities to explore regional service strategies. Each local area has adopted practices to ensure streamlined processes between partners are in place, and commonalities are being further explored. For example, one common thread is the Oklahoma Employment Security Commission and Workforce Boards work in tandem to meet client needs. Clients are dual enrolled, thereby providing immediate access to common data for each participant. Upon recognition that a client requires greater services, the career managers ensure the pathway is provided and is seamless to the client. Comprehensive assessments and partnering with Adult Basic Education allows the
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career managers to determine skill levels and deficiencies of the clients. These tools and partner representatives are available for the clients within the One-Stop Center.
The Oklahoma Department of Rehabilitation Services (OKDRS) is an integral core partner in the successful delivery of services for our citizens. OKDRS leads efforts in providing equitable services to individuals with disabilities and to ensure that all workforce partners comply with the American Disabilities Act. The Department of Rehabilitation Services also initiated an access for all program which places a focus on recruitment, hiring and promotion of individuals with disabilities. This program also partners with Oklahoma’s Vocational Rehabilitation Programs and Oklahoma ABLE Tech (OKABT). The Workforce Partners along with Career Managers have program information to refer potential clients and access services.
The Northeast Region is very fortunate to be positioned within a significant number of Native American tribal lands. Our Native American population not only signifies our rich history as Oklahomans, but also provides us with greater partnership opportunities. The Cherokee, Creek, Pawnee, and Osage Nations are some of the tribal organizations we are fortunate to partner with and who share our common vision to grow the economy and wealth of our region and citizens. These valuable partnerships allow us unique opportunities to expand our service strategies and positively impact our citizens.
3. *Describe how the local board will implement the goals and strategies of Oklahoma’s Unified State Plan.
The Northeast Regional Plan parallels the Oklahoma State Plan and brings the voices of the workforce system partners to the table to create a unified regional plan that is specifically created to respond to the needs of industry and job seekers and will align the resources of each workforce system partner. Each local workforce system is an active partner in the development and implementation of the regional efforts. The Northeast Planning Region, through the collaboration of the local boards, follows the goals and strategies identified in the Oklahoma Unified State Plan through the process of aligning and connecting, data analysis, partnerships, and resources.
Alignment The Northeast Planning Region is focused on aligning and connecting the education and training pipeline with the needs of the regional economy. Our future efforts are focused on the coordination of strategic priorities across education and workforce system with business as the driver behind these conversations.
Data The Northeast Planning Region utilizes data to build a robust workforce system that is focused on wealth generating occupations. Future plans of the Northeast Planning Region will incorporate workforce and economic development data to integrate policy, track progress and monitor success.
Partnerships The local areas within the Northeast Planning Region understand and value system partnerships. The Region is committed to nurturing partnerships between regional businesses, education, and workforce partners to build a stronger workforce system throughout the region. As these partnerships are strengthened, opportunities will grow for job seekers and business. These regional partnerships will occur as the Regional Planning Board is fully structured and begins to align strategies that are responsive to the challenges of the region.
Resources The objectives of the Northeast Planning Region Board include the optimization of resources available throughout the region. Through the efforts driven by the Northeast Regional Planning Board and core partners, the Region will work to identify and recommend creative, cross agency and cross sector funding models.
4. Describe how the local board will coordinate local workforce development activities with regional economic development activities that are carried out in the local area and how the local board will promote entrepreneurial skills training and microenterprise services.
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Workforce Tulsa will coordinate with the Northeast Regional Board to ensure all workforce and economic development
activities complement the overall regional plan to cultivate success at a regional and local level. This shall be accomplished
through quarterly meetings held by the Northeast Regional Board where the Chief Local Elected Officials and Board Chairs
from the local workforce areas are in attendance to communicate local workforce development activities.
Workforce Tulsa will provide entrepreneurial skills training and microenterprise services, once more guidance is provided
by the OOWD detailing how each service may be provided and funded. Workforce Tulsa currently provides minimal
entrepreneurship training to Youth during the Work Readiness week leading to Work Experience. We are currently working
with Junior Achievement, Small Business Development Centers, and the Tulsa Economic Development Center to
determine how more consistent and robust entrepreneurship training may be provided to both Adults and Youth, once
guidance is received from OOWD.
Promotion of entrepreneurial skills training and microenterprises services shall be conducted through website, social
media and word of mouth.
5. Describe how:a. The local board will ensure the continuous improvement of eligible providers of services through the system
in order to meet the employment needs of local employers, workers, and jobseekers; and,
Workforce Tulsa will continue to monitor and provide technical assistance to all eligible providers of services to ensure continuous improvement.
However, with the eligible training provider portion of the state database not working properly, it has proven to be difficult to utilize and has resulted in Workforce Tulsa creating its own excel spreadsheet of eligible training provider information to ensure only the board-approved programs are used.
In reference to other providers of service, such as those who would a provide service for supportive services, Workforce Tulsa has developed a desk guide as a quick reference tool to be used by Case Management Staff, when identifying potential vendors of service. This document is Addendum C. Workforce Tulsa also utilizes 211 Oklahoma, which is a sustainable, easy-access system for information and referral to community services for those who need help and those who provide help.
b. entities within the One Stop delivery system, including system/center operators and partners, will comply with section 188 of WIOA, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 regarding the physical and programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities, including providing staff training and support for addressing the needs of individuals with disabilities.
Equal Opportunity The One Stop delivery system, including system/center operators and partners, will comply with section 188 of WIOA, if
applicable, and applicable provisions of the Americans with Disabilities Act of 1990 regarding the physical and
programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities,
including providing staff training and support for addressing the needs of individuals with disabilities.
Workforce Tulsa’s Innovative Workforce Opportunity Council developed a Disability Employment Advisory Committee to
provides information and to assist with operational, accommodations, and other issues relating to the provision of services
to individuals with disabilities, including issues relating to compliance with § 188 of WIOA, if applicable, and applicable
provisions of Americans with Disability Act of 1990 regarding providing programmatic and physical access to the services,
programs, and activities of the one stop delivery system. Current training of staff on providing supports for or
accommodations to, and finding employment opportunities for, individuals with disabilities, have been in process since
March 2014.
Commented [RDH20]: Work Readiness week was replaced by a program called “Dynamic Futures” that is managed by the new Service Provider.
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Oklahoma Works Workforce System Access for All Certification Process There are two parts to the Oklahoma Works Workforce System Access for All (referred to as “Access for All” from this point on) Certification in Oklahoma. One considers accessibility in the physical space and the other considers accessibility in technology. Both focus on the environments that Job Seekers interact with when participating in services provided through the Oklahoma Works Workforce System Partners. In the end, Oklahoma Works Workforce System Partners and Workforce Areas will work through an Access for All Accessibility Process. The Roadmap for Physical and Technology Accessibility Standards Certification specifies steps required to attain
certification under the Access for All initiative. The Roadmap provides an outline of the required steps and introduces
some of the tools available to help Entities work toward certification.
As Entities move toward certification in either physical or ICT accessibility, Access for All anticipates that there will be
times when a physical location or ICT resource cannot be made accessible quickly. The Access for All Equally Effective
Alternative Access Plan will help Entities to detail the plans that they will implement when a Job Seeker with a disability
tries to use those physical locations or ICT resources.
A key component of the Access for All certification is the presence of a local coordinator who is the point of contact
between Workforce System Entities and Access for All. This role varies based on the type of Entity.
State agencies should have an ADA Coordinator identified. The ADA Coordinator typically oversees an agency’s efforts to identify and remove barriers that keep job seekers with disabilities from accessing programs, services and activities or from practicing effective communication. The ADA Coordinator in the Access for All initiative will serve as point of contact and agency subject matter expert on physical and program access.
State agencies should also have an Accessibility Compliance Representative, or ACR. The ACR focuses on an agency’s information and communication technology (ICT) accessibility efforts. The ACR in the Access for All initiative will serve as point of contact and agency subject matter expert on information and communication technology access.
Entities such as American Job Centers shall designate an Area Accessibility Representative, or AAR. The AAR is unique to Entities that do not otherwise have an ADA Coordinator or ACR identified. The AAR in the Access for All initiative serves as a coordinator and point of contact between the Entity and Access for All in both physical and ICT access. The AAR may be asked to coordinate activities related to certification as well. American Job Centers maintain a one-stop operator; it is recommended that the one-stop operator also be appointed as the AAR.
Any questions about the Access for All certification process or the above roles are welcome. Entities may submit
questions about the Certification process online (http://bit.ly/AccessQuestion).
Physical Accessibility
Access for All will assist the Oklahoma Works Workforce System Partners in working toward certification of their physical locations in the following ways. Access for All will assess physical locations and review them for compliance with the ADA Standards for Accessible Design and make recommendations for ways in which any noted deficiencies may be corrected. Access for All will work with the Oklahoma Works Workforce System ADA
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Coordinators or their designees to design and implement a systematic process for ensuring that leased and purchased spaces are thoroughly reviewed for compliance with the ADA Standards prior to taking possession. At the Workforce System Area level, each Area will designate an Area Accessibility Representative, or AAR. Access for All
will work with each AAR to provide them the training they will need in order to identify the physical accessibility barriers
most commonly encountered in most locations. Areas for which training shall be provided include:
Parking Areas
Accessible Routes
Ramps
Entrances and Doors
Signage
Interior Spaces
BathroomsThe AAR can contact Access for All to request information and guidance for situations outside their levels of expertise.
Ensuring that knowledge of design requirements are distributed among the Workforce System will help in preventing and
ameliorating barriers for physical access.
You can submit questions about the Certification process online (http://bit.ly/AccessQuestion).
Information and Communication Technology Accessibility Access for All looks at the processes and people involved in creating accessible technology environments for Job Seekers. In state agencies, the Career and Technical Education system and higher education institutions the Certification asks for each entity to report its designated Accessibility Compliance Representative, or ACR. The ACR serves as the point of contact between the entity and Access for All, as well as being the point of contact within the entity. The AAR’s role is different than that of the ACR. An AAR will serve primarily as a coordinator of activity between the Workforce System Area and Access for All. Access for All will assist the Oklahoma Works Workforce System Partners in working toward certification in technology
accessibility by providing a framework. This framework consists of tools to help to identify and prioritize technology tools
offered to Job Seekers. This will capture all of the technology that Job Seekers use, whether they come from within an
entity or from outside of the entity. Then, each entity will answer a questionnaire that asks about policy and processes to
help to make sure that accessibility is always part of the conversation about technology use. Based on the technology
inventory and questionnaire (see “Resources” below), Access for All will work with each entity that seeks certification to
detail the entity’s efforts in the context of five areas, where applicable:
Policy and Procedure
Procurement and Acquisition
Web sites and Software
Non-web Content (Word, PowerPoint, PDF, for example)
Multimedia Access for All will help to define the full scope of the entity’s certification steps and to set achievable goals within that
scope. Ultimately, certification steps for entities that seek certification depend on the kind of technology that the entity
serves up to Job Seekers.
You can submit questions about the Certification process online (http://bit.ly/AccessQuestion).
Additional Access for All Certification Resources
The ADA Physical Accessibility Checklist is available in two formats: ADA Checklist in Word and ADA Checklist in PDF. This accessibility checklist has been provided to assist in identifying key aspects of accessibility for site locations. It conforms to the latest accessibility guidelines contained in the 2010 ADA Standards for Accessible Design. It has helpful notes and visual aids to guide the individuals utilizing it to be better able to accurately assess a given location for compliant with the Standards.
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ICT Accessibility Checkpoints look at process and policy that support an independent and sustained ICT accessibility effort.
Tools are available to help to guide you through the certification process in more detail. Each tool fits into a different timeframe in the ICT accessibility certification process.
o Information and Communication Technology Inventory This asks that the Entity identify all of the technology that it uses to provide access to programs,
services or activities or to communicate with all Job Seekers. The inventory asks to identify the tool, the Entity that owns or administers the tool, and the importance of the tool to the Job Seeker’s work with the Entity.
o Access for All ICT Accessibility Program Questionnaire This guides the Entity through a set of questions that help to identify challenges and
opportunities in beginning and sustaining activities around ICT accessibility. The questionnaire helps to more specifically measure where an Entity is with respect to ICT accessibility processes, training and administration. It will be used to track progress over time as well.
Surveys to Employers, Employees and Job Seekers Access for All will assist with a survey that asks employers, service provider employees and job seekers about their experience with the Workforce System. Access for All will assist by providing survey questions that ask these audiences specific questions about their readiness and satisfaction with employers and the Oklahoma Works Workforce Development System.
c. *Describe how the local board will coordinate WIOA Title I workforce development activities with
the provision of transportation, child care, and other appropriate supportive services in the local
area. Include a copy of a completed Job Seeker Wrap Around Services service matrix.
Regarding coordination of appropriate supportive services across the Northeast Region, we have begun an inventory of
partners who could potentially provide supportive services, and those inventories appears below. The first is for the Tulsa
metro area, and the second is for the Northeastern Workforce Area. In the future, we will expand this inventory to ensure
we’ve included the entire Region.
Workforce Tulsa and Northeast currently use 211ok.com, which serves the 37 counties that make up the entire eastern side
of the state, by providing a sustainable, easy-access system for information and referral to community services for those
who need help and those who provide help. Because they serve all of eastern Oklahoma, and have already done the work
to inventory providers, we are exploring making this a best practice for the entire Northeast Region. We are continuing to
work with our Core Partners on the Regional Planning Board to ensure we are accessing all supportive services available,
prior to providing supportive services via Title 1 funds. For the purposes of continuous improvement, the Regional Board
will, with input from service providers at the local level, revisit the supportive service needs of clients and the
corresponding gaps in the Region. The Board will then work to fill those gaps.
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d. *Provide the executed cooperative agreements* which define how service providers will carry
out the requirements for integration of, and access to, the entire set of services available in the
local One Stop system. This includes cooperative agreements between the local WDB and other
local entities with respect to efforts that will enhance the provision of services to individuals with
disabilities and to other individuals, such as cross training of staff, technical assistance, use and
sharing of information, cooperative efforts with employers, and other efforts at cooperation,
collaboration, and coordination.
Tentative Timeline:
Partner Meeting Week of July 24rd or 31th, 2017
Partner Meeting Week of August 13th or 20th, 2017
Partner Meeting Week of September 4th or 10th, 2017
If it is determined throughout any of the above meetings that a consensus cannot be determined an outside
facilitator will be selected to facilitate the meeting to reach a resolution.
Approval Process Timeline
One-Stop Operating Budget Completed September 15, 2017
Parties Internal Approval Process September 15, 2017 – October 20, 2017
One-Stop Operating Budget Approved October 20, 2017
Addendum D: ABLEO Consortium Agreement
Addendum E: Domestic Violence Intervention Services (DVIS)
Addendum F: Tulsa Economic Development Corporation
Addendum G: Cooperative Agreements
e. Identify the local:
Fiscal agent Tulsa Community College
One Stop Operator(s) Grant Associates
Service Provider(s) for Adult and Dislocated Worker WIOA Title I Basic and Individualized Career Services
Grant Associates
Service Provider(s) for Youth WIOA Title I Services Grant Associates
f. Describe the competitive process used to award the subgrants and contracts for WIOA Title I activities.
Workforce Tulsa uses the combination of Oversight and Executive Committee members to create a Request for Proposal (RFP)
Committee. The RFP document is created, with guidance from the RFP Committee, and once approved by the RFP committee is
distributed to all interested parties by our fiscal agent, TCC, per their procurement rules.
Once proposals are received they are reviewed by the committee and evaluated via a scoring matrix based on the criteria within
the RFP. The RFP Committee then either
1. Selects one bidder with whom to negotiate, or
2. Selects multiple bidders to present further information to the committee.
If multiple bidders are selected to present, one or more is selected by the committee with whom to negotiate. After
negotiations are complete, the RFP committee recommends one bidder, and an accompanying negotiated contract, to the
full Board for approval. If and when the Board votes to accept the recommendation, a contract is signed by all relevant
parties.
10. *Describe the local levels of performance negotiated with the OOWD.
Commented [RDH21]: Please see new performance measures on the next page.
11. Describe the actions the local board will take toward becoming or remaining a high performing board. Workforce Tulsa utilized our board-led strategic plan as a living, breathing document that guides everything we do. Each new
board member receives a “Board Introduction” from the Executive Director. We also do regular board development via various
tools to ensure our Board members are regularly engaged and up to date on WIOA. We also invite our Board members to
participate in intensive development activities such as attending the National Association of Workforce
Boards national conference. We regularly ask our board members for ways in which we can provide additional support and
development, and will continue to do so.
12. Describe how training services will be provided through the use of individual training accounts, including, if contracts for training services will be used, how the use of such contracts will be coordinated with the use of individual training accounts, and how the local WDB will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided.
Individual Training Account (ITA) are necessary to ensure fiscal responsibility and appropriate training in demand occupations. ITA’s have the capability to track fiscal contributions from partnering agencies to ensure WIOA is the last resort funding source. When using an ITA the local area is able to obtain the needed information to track data and fiscal integrity and encourage
Commented [RDH22]: Workforce Tulsa has a committee, Board Development, that aligns with the strategic plan.
continuous improvement.
The term “contract for services” has yet to be defined by the OOWD. Once OOWD guidance is received on how this service is to be provided and to what extent, then Workforce Tulsa will move forward in making plans on how best to use the “contract for services” service. Please see Addendum M Individual Training Account Policy TU2014-10272014-01 for more information.
13. Describe how One Stop centers are implementing and transitioning to an integrated, technology-enabled intake and case
management information system for programs carried out under WIOA.
Workforce Tulsa has and will continue to have open communication and dialog with partnering agencies to ensure the best case management is provided to our participants. Currently Workforce Tulsa has not been provided guidance from the OOWD as to how to approach implementing an “integrated, technology-enabled intake and case management information system…” for the core programs under WIOA. However, Workforce Tulsa is encouraged by this theory and is eager to receive guidance from the OOWD on how to move forward on developing such a system. With the utilization of Salesforce, Workforce Tulsa can share information with partners and plans to integrate this with the referral process.
14. Describe the direction given to the One Stop center operator to ensure priority for adult career and training services will be
given to recipients of public assistance, other low-income individuals, and individuals who are basic skills deficient.
Below is an excerpt from the Workforce Tulsa Priority of Service Policy which explains the board’s direction to the One- Stop Operator.
II. Local Policy
It should be noted that the term “priority of service” refers to a preferential ranking. It conveys the idea that higher consideration
should be applied to a given population, such as recipients of public assistance, low-income individuals and Veterans and eligible
spouses, including widows and widowers, when providing individualized and training services1.
A. Veteran
Federal Law requires that priority treatment be given to covered persons under the Jobs for Veterans Act. This means that priority of service applies for veterans and some spouses who meet the eligibility requirements for participation in any DOL- funded training program. Priority of service for the covered person applies to all services and activities provided within the center, not just individualized and training services. Veteran priority applies to all Department of Labor funded job training programs. Each veteran discharged, other than those dishonorably discharged, are eligible for priority of service, along with their spouses, if they meet the definition in section IV(B) of this policy
Military earnings are not to be included when calculating income for veterans or transitioning service members.
B. Adult Program
Adults who fall under one of the following categories listed below must be given priority in regards to individualized and training services.
1. Family Income at or below the Poverty Line or 70% of the Lower Living Standard Income Level (LLSIL),
whichever is greater;
2. SNAP, TANF or SSI recipient within the last 6 months;
3. Be Low Income Home Energy Assistance Program, Subsidized Child Care Benefits, or Refugee Assistance
recipient;
4. Homeless; or
5. An individual with a disability whose own income meets the income requirement of item (1) above, but who is
a member of a family whose income does not meet the requirement.
C. Priority of Service Client Sequence
As described in Training and Employment Guidance Letter (TEGL) 03-2015, below is the order of priority. The Service Provider
shall document and record each determination of a participant receiving or not receiving services, due to priority of service. The
facts used to make the decision must be recorded and made available upon request.
1 WIOA § 134(c)(3)(E); TEGL 03-15
1. Veterans and eligible spouses who meet WIOA Adult low income priority (section B), or individuals who are
basic skills deficient;
2. Those who meet WIOA Adult low income priority;
3. Veterans and eligible spouses who do not fall under the WIOA low income priority;
4. Those who are not veterans, eligible spouses or WIOA low income. An individual who does not provide income
verification automatically falls within this category.
15. *Describe the process used by the local board to provide a 30 day public comment period prior to submission of the
plan*, including an opportunity to have input into the development of the local plan, particularly for
representatives of businesses, education, and labor organizations. The required public comment process is outlined
in section 108(d) of WIOA.
The 30-day public comment period process for Workforce Tulsa follows:
The Local Plan will be created with input from core partners.
The Local Plan will be posted on the Workforce Tulsa website for public review.
Workforce Tulsa will encourage members of the public, including representatives of business, representatives of labor
organizations, and representatives of education to submit comments on the proposed local plan, not later than the end
of the 30-day period beginning on the date on which the proposed local plan is made available.
The Local Plan will include, with the local plan submitted to the Governor under this section, any comments that
represent disagreement with the plan.
Assurances Provide a statement indicating the local workforce development board will agree to the following assurances:
a. The Local Workforce Development Board assures it will establish fiscal control and fund accounting procedures to ensure the proper disbursement of, and accounting for all funds received through the Workforce Innovation and Opportunity Act.
b. The Local Workforce Development Board assures it shall keep records that are sufficient to permit the preparation of reports
required by the Act and shall maintain such records, including standardized records for all individual participants, and submit such reports as the State may require.
c. The Local Workforce Development Board assures it will collect and maintain data necessary to show compliance with the
nondiscrimination provisions of the Act.
d. The Local Workforce Development Board assures funds will be spent in accordance with the Workforce Innovation and Opportunity Act, regulations, written Department of Labor Guidance, written Oklahoma guidance, and all other applicable Federal and State laws.
e. The Local Workforce Development Board assures that veterans will be afforded employment and training activities
authorized in the Jobs for Veterans Act and 20 C.F.R. Part 1010.
f. The Local Workforce Development Board assures it will comply with any grant procedures prescribed by the Secretary which
are necessary to enter into contracts for the use of funds under WIOA, but not limited to the following:
1) General Administrative Requirements – Uniform Guidance at 2 C.F.R. Part 200 and 2 C.F.R. Part 2900.
2) Assurances and Certifications – SF 424B – Assurances for Non-Construction Programs; 29 C.F.R. Part 31,32 – Nondiscrimination and Equal Opportunity Assurance (and Regulation); 29 C.F.R. Part 93 – Certification Regarding Lobbying (and Regulation); 29 C.F.R. Parts 94 and 95 – Drug Free Workplace and Debarment and Suspension; Certifications (and Regulation).
