1. Reinventing One-Stop Systems to Flourish in the Internet Environment Larry Good Corporation for a Skilled Workforce 2890 Carpenter Road, Suite 1600 Ann Arbor, MI 48108 (734) 971-6060 lagood@skilledwork.org

2. Corporation for a Skilled Workforce 2 Some Core Realities  America’s Job Bank & Talent Bank -- and state equivalents -- has made traditional staff-managed job listings obsolete.  More than 100 private job banks cover everything from high volume to narrow niches  Other new technology job listing services: newspapers, TV stations, etc.

3. Corporation for a Skilled Workforce 3 One-Stops: Still early in roll-out  Six years ago, USDOL gave out first one- stop implementation grants  Today, many states and workforce boards have not fully rolled out Version 1.0 of their centers  Automation beyond Job Banks lags almost everywhere  Quality varies widely, but many promising starts and good intentions

4. Corporation for a Skilled Workforce 4 The big challenge: Accelerating Change  One-Stops won’t have long to convince employers, job seekers and community leaders they have value  Test is whether one-stops operated by consortia of government agencies can increase their rate of improvement enough to remain viable  The rest of the world won’t wait

5. Corporation for a Skilled Workforce 5 Survival isn’t good enough  One-stops really have only two choices:  Become agile, entrepreneurial and highly responsive to markets  Become irrelevant and die

6. Corporation for a Skilled Workforce 6 3 Stages of One-Stop Evolution  Stage 1: Co-locate, improve customer service  Stage 2: Integrate, connect to markets  Stage 3: Reinvent the whole enterprise

7. Corporation for a Skilled Workforce 7 Stage 1: Co-locate  Meet basic expectations  Initial mating dance among partners  Focus on improving customer service  Do what we’ve done, but do it more efficiently

8. Corporation for a Skilled Workforce 8 Stage 2: Integrate  Build a unified management structure, common operation and budget  Hire managers for centers dedicated 100% to that role  Build business strategies, sharpen focus on markets  Behave like a business: strategies, targets, agility  Explore new services, new funding sources

9. Corporation for a Skilled Workforce 9 Stage 3: Reinvent  Move from combining existing practices to asking key question: are we doing the right work?  Tough minded market analysis and prioritization  Stop doing things; redesign fundamentals  New mantra: do we have adequate customers and markets to be viable?

10. Corporation for a Skilled Workforce 10 State of Development  Most are at Stage 1  A small band of innovators are at Stage 2  Almost no one is at Stage 3 -- but where all must go

11. Corporation for a Skilled Workforce 11 Opportunities  Shift focus from job matching to advising  Become excellent at some services -- what are you known for?  Develop a strong fee-for-service component -- supports flexibility and ensures centers are in touch with customers  Challenge all old operational assumptions -- throw out rule books designed for old systems and build new models

12. Corporation for a Skilled Workforce 12 Internet is not the enemy  Creates great opportunity: get out of busy work and get into adding value for customers  Key for state policy-makers: giving permission and setting expectation for reinvention within state agencies involved in one-stop systems.