Department of Labor: Attachment B

FOR TITLE I OF THE
WORKFORCE INVESTMENT ACT

AND THE
WAGNER-PEYSER ACT
For the period of
July 1, 2007 - June 30, 2009
2007-2009
GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Guam’s Workforce development has embarked on a major effort to plan the territory’s workforce
future aligned with the new National Workforce Initiatives and guidelines.
Vision:
To provide leadership, strategic guidance, and resources that is valuable to the Workforce
Investment System.
Mission:
Our commitment is to provide program services to improve the quality of life and (to improve the
Standard of Living) of our citizens by maximizing their potential for employment in a competitive
economy
NEW STRATEGIC DIRECTION EMPHASIS AND CONTINUATION OF STRATEGIC

GOAL AREAS (TRANSFORMATION CONTEXT)
Guam’s Workforce Investment System continues to evolve reflecting a long history of the many
GWIB dealings and the varied challenges and shifting priorities shaping our island economy and
community. This experience continues and the latest round supports a demand-driven workforce
system with a shift toward a broader scope entitled: “Planning for Transformation” aligned
toward thinking regionally. The importance of thinking regionally allows our market economies to
build on our unique competitive advantages and creating a culture and climate of entrepreneurship
and innovation. The next two years leverages a more coherent operational base in support of
purposeful growth and high impact strategies that will rely on how well we achieve the alignment
of employment, education, and economic development resources and assets.
This document represents the culmination of the many workforce conversations, meetings,
conferences, and listening sessions over the past two years. These sessions continue to shape the
outcomes, actionable strategies, and goal areas with specific input coming from surveys, capacity
building sessions, and program delivery of pilot initiatives. This includes the most recent
comprehensive assessment of the Agency for Human Resources Development- One Stop Career
Center (OSCC) delivery system. The workforce strategic planning team presents a modified state
plan with the corresponding plans of work integrating the latest national strategic emphasis 1 . This
also includes the recent USDOL ETA, Region VI onsite review report requiring immediate
corrective actions and are incorporated into the applicable goals and prescribed actionable
strategies. This includes recommendations for refining current programming practices. These
revisions continue to build on the progress realized in the first two years and serves as essential
building blocks designed to enhance our workforce mission and vision. In summary, these
discussions express a common consensus from responsiveness on leveraged and integrated
systems toward transformation and refining/replicating best practices. This approach reflects our
uniqueness and sensitivities toward providing solutions for those looking for the best employer,
the best employee and the right career.
2
2007-2009
STRATEGIC PLAN FRAMEWORK
The proposed strategic goals and the accompanying objectives in the modified and new work plan
reflect a renewed emphasis on the success gained from implementing plans of work previously
framed under 10 separate goal areas and now integrated through this modified plan under 5 core
goals. The latest presentation continues to reaffirm the GWIB’s need to be relevant and to
continue to foster a climate for working toward a broader unified focus on achieving the quality
workforce Guam and the region deserves. This approach continues to integrate and transform the
efforts of both Guam’s Workforce Investment Board (GWIB) partner policies and programs, to
include the redirection of programs and resources directed by the Department of Labor/Agency
for Human Resources Development. In line with this, the Department of Labor/Agency for
Human Resources Development in concert with the GWIB have incorporated the latest addition of
the regional economies posturing by the Western Chief Executives 2 .
The first two years focused on years 1 and 2 strategic initiatives identified by past GWIB summits
and conferences and which continue to be core areas of programming interest and support. These
strategies follow the strategic direction in the U.S. Department of Labor State Planning Guidelines
(SPG) for the Pacific jurisdiction. The actionable elements in years 1 and 2 describe the support of
all the concerted efforts from the governance and programming levels. This includes plans that
address the integration efforts for programming, data reporting, accountability, case and portfolio
management, and expected overall improvements to our partnership and one-stop programming.
The portfolio review continues to build on the ongoing One-Stop systems assessments and
integration strategies for job development, job retention, and governance agreements.
Performance will reflect SPG performance measures or be tailored to reflect existing programs.
Criteria may change over this modified planning period for existing program review as issues and
workforce priorities emerge. This approach continues our leveraging strategies and investing in
capacity of our workforce system and begins to shape both economic analysis and workforce data
that will strengthen program evaluation and policies.
These overarching goals intend to be transformational goals that will begin to transition and
institutionalize the success of today’s workforce system. We expect that this alignment will result
in an effective delivery of programs responsive to a demand driven system for employers,
employees, youth, and adults and shifting to the next threshold of transforming our system to be
competitive. This plan continues to serve as a guiding piece for workforce funded collaborative
programs and their respective planning units and as a reference in developing new areas for plans
of work (POWs). These strategic goal areas embrace the following: Guam’s Workforce
Investment Infrastructure anchor system, Guam’s Workforce Delivery system and Guam’s
Workforce Community Collaboration system.
In support of our posturing for high growth, Goal areas 1 and 2 address the environmental context
to support growth-oriented businesses. This is will be realized through improving the quality of
the delivery and information environment to provide the right sustainable connection to nurture
and develop adaptable human resources. This also speaks directly to how well we deliver on the
business of providing job seekers access to skills and job training.
3
2007-2009
While the corresponding areas of working toward creating an acceptable business climate remain,
providing the right investment incentives for Guam and businesses improve both quality and
standard of living, provide adequate infrastructure necessary and establishes components for firms
to grow and invest more. These continuous improvements require synchronizing efforts and equal
attention from all fronts. We continue to strengthen and institutionalize the right processes that
create a dynamic economy, sourcing various workforce best practices that reflect both today and
preparing for the future demands of our work environment. To navigate successfully through the
many workforce challenges that lay ahead, the modified and expanded goals provide the support
needed and the necessary programming and delivery infrastructure. The OSCC, Goal 1, and Goal
2 (One Workforce Reporting System - Data collection and alignment) continue to be our
programming emphasis. The addition of the eWorkforce initiative provides the just in time and
right connection to the world of electronic commerce and two-way communications to receive
information and disseminate current information for job seekers and employers.
Delivering on the life long learning and learning continuum philosophy is captured through the
nestled sub plans embedded within Goal 3; and represents our colorful descriptor of capturing
Guam’s diverse audience and their placement within the modeled learning continuum. The YADIS
represents our sensitivity to the unique challenges and issues that surround workforce
development and investment pertaining to youth, adults, dislocated, incumbent workers, and the
latest addition Senior Citizens. YADIS represents our purposeful blending strategy designed to
ensure cross planning occurs across all workforce programs supporting but not limited to this core
group. This includes programming efforts to fold continuing education into non-traditional
pathways by engaging both communities and nongovernmental organizations. Moving the Youth
learning continuum agenda calls for feeder initiatives and strategies for youth employability
training/academic remediation achieved through the GWIB’s Youth-to-Work: Passports to
Careers as a core emphasis. While there are many variations of programming, and training
curriculums for youth, Passport-to-Careers begins a much needed shift to individual program
efforts toward fostering a coordinated program environment through the offering of a family of
common programs for youth career /training/education programs. All in support of increasing the
opportunities for preparing Guam’s youth for productive careers and work. This sub plan area also
represents the workgroup consortia composed of the various educational institutions and
committees and represents our proposed strategies to address the neediest youth agenda (Sub
POW 3A2). All this adds to the growing need to support a Talent Development strategy calling for
overall support across the spectrum of job seekers accessing skills and job training and resources
to offset the cost of continuing education and training (POW3E).
The support for life long learning continuum welcomes the recent Apprenticeship programming
efforts. This is evident in the passage of local legislation Public Law 28-42 the Guam Registered
Apprenticeship Program 3 (GRAP) and the finalizing of rules and regulations for carrying out the
program elements. This also includes broader support through the creation of a Joint-training
board for Guam and the region creating a focal point for promoting and supporting a positive
environment for connecting future apprentices to right training and career pathways (POW 3B).
This goal area seeks to also expand and strengthen efforts around the many strategies designed
primarily to create sustainable feeder systems for pre-apprenticeship and apprenticeship
programs.
4
2007-2009
The shift from a Guam only Workforce System towards a region wide workforce agenda
represents the latest addition to the jurisdictions regional economies framework. This includes the
establishment of the Regional Workforce Development Council and their specific task of
developing a Regional Workforce Strategic Development Plan in support of the various
workgroup workforce issues along the seven (7) priorities identified by the Western Chiefs of
Micronesia 2 . (POW3F and Plan of Work 4F: 4F1, 4F2).
Fostering the right environment for Entrepreneurship Education builds on the successful best
practices from partners and collaborators both locally, regionally and nationally. This calls for
specific investments in fostering an entrepreneurial climate that encourages local business start-
up and requires a myriad of innovative non-traditional strategies. These are start points that begin
to build on the various strategies and aligns well with the regional economies approach (POW
3C).
Goal area 4 and the ensuing sub plans of work weaves the empowering communities thread
through the dynamic multi-stakeholder collaborator environment. The national trend for increased
partnerships with community collaborators requires a firm understanding of collaboration and the
desired outcome that bring members together to achieve certain desired results. Understanding the
various community linkages and practices of the various levels of collaboration (networks,
alliances, associations, partnerships, coalitions, etc.) will ensure that the power structures respond
accordingly and have the right capacity. Creating effective boards and committees speaks to the
general programming environment of engaging leadership and effective governance and shift
from antiquated practices to updated protocol and accountability practices (Sub POW 4B and
4B1 Goal 5).
Folded in Goal area 4 is the community-based approach toward the much-anticipated high growth
impact of proposed military growth, posturing, and planning activities proposed by the established
11 Civilian Military Task Force Subcommittees. The Civilian Labor Workforce subcommittee
(Sub POW 4C) continues to meet to address the range of workforce issues and challenges poised
by this high growth agenda. Current efforts include the assessment of the OSCC program delivery
and attention to both workforce capacity and support for military spouses and dependents (Sub
POW 4C2), and community outreach and impact assessments (Sub POW 4C2, 4C3) add to the list
of high priority strategies for addressing the island’s growth shock around this community.
Goal 5 provides the context for accountability and shaping the range of technical assistance
offerings that we can consider as part of our funding strategies. The latest commitment is the
addition of the Department’s Retention and Monitoring Unit (RMU). This also provides the basis
for continuing our efforts to build and invest in prudent fiscal and management systems and
human capital resources as we engage resources and expertise and technical assistance.
This is a continuing work in progress that will be refined and lead toward the (5) year
comprehensive strategic plan. Suggested statements intend to provide realistic and achievable
guidelines for program effectiveness, delivery, and accountability as intended by the SPG
framework: *Note much of the proposed actionable strategies are designed to be flexible and may
be amended as needed.
5
2007-2009
STRATEGIC GOAL 1: ENHANCE ONE-STOP CENTER PROGRAM DELIVERY

FOR EMPLOYERS, EMPLOYEES AND CAREER
STRATEGIES
Plan of Work (POW) 1A: Integrated and Leveraged One-Stop Career Centers
Sub POW 1A1 Sharing Accountability and Outcomes

Sub POW 1A2 Create a collaborative/integrated One-Stop Center culture that
promotes the best OSCC system within agencies and among
partners
Sub POW 1A3 Internet-Based Workflow System
Sub POW 1A4 OSCC Marketing & Outreach
Sub POW 1A5 One-Stop Career Center Innovations and Solutions: eWorkforce
Sub POW 1A6 Case Management Flow Processes and Protocol
Sub POW 1A7 OSCC Assessment and Evaluation Programs & Services
STRATEGIC GOAL 2: EMPOWER PEOPLE AND COMMUNITIES THROUGH

ENHANCED WORKFORCE REPORTING OF ECONOMIC
AND WORKFORCE DATA FOR COMMUNITY SOLUTIONS
POW 2A: Improving Workforce Information and Reporting System
Sub POW 2A1 One Workforce Reporting System to expand the job development
active ties of the Wagner-Peyser staff to include all workforce
program needs.
Sub POW 2A2 Expand job development activities of the Wagner-Peyser staff to
include workforce program needs.
Sub POW 2A3 Utilize
tilize a single Career Strategy Plan or Individual Service Strategy
among training programs to allow optimum training and support
services to customers.
Sub POW 2A4 Eliminate duplication of services and maximize training funds and
placing emphasis on follow-ups
Sub POW 2A5 Internet-Based Economic and Reporting Data System
Sub POW 2A6 Promote collaborative, effective efforts by all partners, program
staff, and service providers to acquire and use valid complete
performance measures & program indicator data
6
2007-2009
Sub POW 2B Data for Economic and Community Solutions and Analysis
Sub POW 2B1 Data Reporting, Validation System, and Data Reporting
Conventions and Methodologies
Sub POW 2B2 Technical Workgroup Support, Resources, and Training
Sub POW 2B3 Data on Regional Economies Data Series Statistical Monographs
STRATEGIC GOAL 3: ADOPT A YADI LIFE LONG LEARNING PHILOSOPHY AND

INTEGRATE THE WORKFORCE LEARNING CONTINUUM AS
THE GUIDING FRAMEWORK FOR THE POWER OF E3
ALIGNED WITH REGIONAL ECONOMIES
POW 3A Systems Approach to Youth, Adult, Dislocated Worker and

Incumbent Worker (YADI) Programming
Sub POW 3A1 Education Rewards Loan Program & Training Stipends
Sub POW 3A2 Increased Opportunities for Preparing Guam’s Youth for Productive
Careers and Work
Sub POW 3A2A Youth-to-Work: Passport to Careers Youth Development

Sub POW 3A2B Youth Resource and Asset Mapping
Sub POW 3A2C Out-of-School and At-risk Youth
Sub POW 3A2D Youth Cross-Agency Workgroup
Sub POW 3A2E Youth Built & Job Corp Education Rewards loan Program
POW 3B Apprenticeship & Certification Programs
Sub POW 3B1 Program Modeling & Replicatio

Replicationn
Sub POW 3B2 Job Coaches
Sub POW 3B3 Capacity Building and Technical Assistance for Service and
Training Providers
POW 3C Entrepreneurship Education
Sub POW 3C1 Localizing Enterprise Facilitation Concepts

Sub POW 3C2 Entrepreneurship Initiatives
POW 3D: Career-based Learning Continuum Awareness and Integration
Sub POW 3D1 Align workforce development with educational programs
POW 3E Talent Development
7
2007-2009
Sub POW 3E1 Talent Development through the learning continuum model
POW 3F Joint Training Board
Sub POW 3F1 Local State Level Creation

Sub POW 3F2 Regional Joint Training Council
POW 3G: Career-based Learning Continuum Awareness and Integration
Sub POW 3G1: Align workforce development with educational programs
STRATEGIC GOAL 4: SUPPORT INCREASED ECONOMIC OPPORTUNITIES

FOR GUAM RESIDENTS & COLLABORATION WITH
BUSINESS, FEDERAL GOVERNMENT, AND
NONGOVERNMENTAL ORGANIZATIONS AND FAITH
BASED COMMUNITY
POW 4A: Empower Communities

Sub POW 4A1 Create a Multi-Stakeholder Workforce System & linkages for doing
business and program delivery policies
Sub POW 4A2 Marketing Branding and Workforce Outreach Initiatives, Marketing
Campaign.
Sub POW 4B Capacity Building & Technical Assistance for Faith-based

Organizations
Sub POW 4B1 Workforce Collaboration and General Programming Support
Sub POW 4C: Civilian Labor Force Special Workforce Initiatives

Sub POW 4C1: Civilian/Military & Special Impacts, Military Programming, and
Workgroup Collaborators
Sub POW 4C2: Military Workforce Strategy Initiative
Sub POW 4C3: Military & Community outreach NGO’s Mayor’s
Sub POW 4D Veterans and Work force Support and Training

Sub POW 4D1 Veterans Programming and Technical Support
Sub POW 4E Technical and Workforce Support for Women and Minority Groups
(disadvantaged, disable, disabilities)
Sub POW 4E.1 Disadvantaged, Minority, and Women Programming Support and Technical
Assistance
Sub POW 4E2 Capacity Building and Program Shadowing and Mentoring, Technical
8
2007-2009
Plan of Work 4F Regional Economies (WIRED Framework)

Sub POW 4F1 Regional Workforce Council and Regional Workforce Strategic
Development Plan
Sub POW 4F2 External Economies: Regional Asset Resource Mapping and Needs
Assessments
STRATEGIC GOAL 5: Strengthen Guam’s Workforce Investment Governance and

Workforce Community Leadership System
Plan of Work 5A GWIB Governance Flow Process
Sub POW 5A1: GWIB Governance

Sub POW 5A2: GWIB Resolutions, Official Communications and Memorandums
Sub POW 5A3: Workforce Common Measures Integration
Sub POW 5A4: Individual Training Accounts & Individual Strategy Plans
Sub POW 5A5: Streamlining application process
Sub POW 5A6 Waivers and Work Flex
Sub POW 5A7 Program Awareness on educating communities about programs
Sub POW 5A8 Workforce Property Leases
Sub POW 5A9 Economic and Workforce Data Integration & Analysis
Sub POW 5A10 Definitions and Standards and Acronyms
9
2007-2009
STRATEGIC GOAL 1: ENHANCE ONE-STOP CENTER PROGRAM

DELIVERY FOR EMPLOYERS, EMPLOYEES AND
CAREER STRATEGIES 4
Plan of Work (POW) 1A: Integrated and Leveraged One-Stop Career Centers
Realizing the power of e3 (Education, Employment, and Economic Development) for Guam’s
Workforce Investment system begins to align the core programs critical for the long-term
economic health and prosperity for our island community. Finding the right employer, the right
employee and the right career through a leveraged and integrated one-stop system initializes the
right investment priorities. This serves as the basis for benchmarking delivery capacity for
emerging careers and focused areas of highest need. Goal 1 promotes the necessary program
delivery and recruitment strategies among employers and employees.
National Key Program Components:
Enhanced integration of service delivery through One-Stop delivery systems nationwide;

A demand-driven workforce system governed by business-led workforce investment boards;
Maximum flexibility in tailoring service delivery and making strategic investments in
workforce development activities to meet the needs of State and local economies and labor
markets
Sub POW: 1A.1 Sharing Accountability and Outcomes
Objectives:
A1.A Attract, recruit, and retain a diverse quality workforce
A1.B Carry out recruitment and participation strategies that reach and serve the
best YADI base that distinguishes between job ready and job seeking.
A1.C Set up enrollment targets to recruit the best not the most
A1.D Integrate recruitment, coordination and articulation efforts among partners
A1.E One-Stop-Career Center Resources
A.1.F GWIB Governance Support
Actionable Strategies (SA-SJ)

SA1.A Career Path Programs in support of recruitment, retention, graduation
placement of next generation of Workforce cohorts
SA1.B Reorganize and reshape organizational structure of one-stop programs
SA1.C Program evaluation & needs assessment using the appreciative method (See
GWIB subcommittee assignments)
SA1.D GWIB Governance Modeling RFP policy Framework
1. SA1.D1 Development and adoption of Resource Sharing Agreement
amongst OSCC Partners
o SA1.D1.a Development of Cost Schedule
10
2007-2009
o SA1.D1.b Development of Guidelines and Allocation

criteria
2. SA1.D2 Adoption and implementation of a Time Distribution System
o SA1.D2.a FTE Allocation plan for employees assigned

to multiple programs and supporting plans of work
o SA1.D2b Activity Reports for Staff assigned on

programs
3. SA1.D3 Cost Adjustments for Program Years cited
o SA1.D3.a Cost Adjustment Plan for Compliance
SA1.E An automated OSCC program environment

SA1.F Updated OSCC Program material
SA1.G Job Bank linkages
SA1.H YADI Quarterly Reports
SA1.I OSCC outreach and Marketing Plan
SA1.J OSCC Program Brochures and E-OSCC
Outcome Indicators (OA-OL)

OA1.A One-stop mailing list & semi-annual Newsletter
OA1.B Needs Assessment Report
OA1.C YADI Quarterly Reports placements
OA1.D Number of persons participating in OSCC sponsored workshops, Job Fairs,
and technical training.
OA1.E OSCC Program Audit and Evaluation
OA1.F Inventory of One Stop Resources Report & Linkage to Job Bank
Services and programs
OA1.G Training sessions for OSCC partners and support and program staff
OA1.H Recruitment Plan
OA1.I OSCC outreach & promotion plan
OA1.J OSCC Governance MOU with partners
OA1.K Automation and IT plan for client registry and services
OA1.L OSCC Budget and Program Implementation Plan Year 1 & 2
11
2007-2009
Sub POW 1A2: Create a collaborative/integrated One-Stop Center culture that promotes
the best OSC system within agencies and among partners.
Objectives:
1A2.A Recognize and reward program administrators and program staff for
exemplary performance and align closely with Governor’s Merit Cup
Awards Program
1A2.B Standard reports
1A2.C Encourage and fund innovations for collaborative and interdisciplinary
Approaches that improve the quality of program offerings
Actionable Strategies: (SA2.A-SA2.B)

SA2.A Partner MOU revisions and realignment for Integrated and leveraged
systems
SA2.B Retreats and Training (Team Building Sessions)
Outcome Indicators: (OA2.A-OA2.E)

OA2.A Capacity Building
OA2.B MOUs
OA2.C Workforce Reports
OA2.D Number of recognition and exemplary performance awards for best
practices
OA2.E Number of partner generated initiatives and localized workforce programs
Sub POW 1A3 Internet-Based Workflow System
Objective
1A3.A Showcase ways in which emerging technologies can help streamline
workforce program delivery and improve coordination between
participants, program people and the One-Stop System
1A3.B Website links to national Workforce data & program systems
1A3.C IT Infrastructure Resource plan
Actionable Strategies: (SA3.A-SA3.B)

SA3.A Access to technology
SA3.B Technical Training
SA3.C Content and Software assessment for OSCC
Outcome Indicators: (OA3.A-O3.E)

OA3.A Use of Technology, and technology based tools supported learning
activities
0A3.B Increased funding for technology programming and training
OA3.C Automated reporting and number of networked systems
OA3.D Number of program staff and administrators trained on systems, software
and tools
12
2007-2009
OA3.E On-line registration systems
0A3.F Assessment and Resource Plan
Sub POW 1A4 Marketing and Outreach
Objective
1A4.A Effective promotion of workforce-demand driven centered programs
1A4.B Target OSCC needs specifically (YADI)
1A4.C Incentives for innovative outreach and education: Consumer-centered
programming
Actionable Strategies: (SA4.A-SA4.D)

SA4.A Pilot “Workforce Minute” Promotions
SA4.B Workforce Newsletter & Mailing lists
SA4.C Workforce Brochures
SA4.D Workforce Initiatives & Community Wide Campaigns
Outcomes Indicators: (OA4.A-O4A.F)

OA4.A Number of advertisements
OA4.B Number of Radio spots
OA4.C Number of Interviews
OA4.D Number of Workforce Publications and Articles
OA4.E Number of Information Requests or queries workshop attendance
OA4.F YADI clients will increased their knowledge about workforce programs and
training opportunities
Sub POW 1A5 One-Stop Career Center Innovations and Solutions: eWorkforce
The trends in connectivity provide the OSCC an opportunity to capitalize on the latest offerings of
accessing the internet and improving OSCC program delivery to both clients and service
providers. The context of electronic commerce and global trade calls for an appropriate
programming platform responsive to the information needs and training needs of our workforce
stakeholders. This sub plan focuses on increasing access to OSCC and Guam’s Workforce
Investment system and expanding access to our regional markets. Additionally, this will include
addressing the challenges/issues related to transportation needs of job seekers, employees looking
for alternative transportation, and meeting other workforce needs.
Objective
1A5.A OSCC eWorkforce curriculum beginner, intermediate
1A5.B OSCC Support Services
1A5.C OSCC Special Initiatives
Actionable Strategies: (S1A5.A-S1A5.C)

S1A5.A Transportation Study in collaboration with transportation industry
S1A5.B Assessment of partner support services
13
2007-2009
S1A5.C Needs assessments
Outcome Indicators: (O1A5.A-O1A5.C)

01A5.A Transportation Reports
O1A5.B Inventory of workforce support services
O1A5.C Number of transportation grants applied
Sub POW 1A6 Case Management Flow Processes and Protocol
Over the last two years the OSCC system together with the various project teams have sought to
increase the efficiency of the OSCC case management practices and implement right fit back-
office systems designed to streamline processes and case management interactions and
accountability across programs and partners. As these practices begin to evolve and effect a
systematic change across all programs and reporting systems as it relates to all YADI case
referral, we hope to achieve improved programmatic accountability resulting in meeting
customer/clientele training and referral needs. In addition we expect to deliver effective services
that will facilitate the training and educational needs of the all OSCC and Workforce Investment
Clients and collaborators.
Objective
1A6.A Streamline Case management System and Promoting Overall Quality
Welfare of Clients
1A6.B Standardized Reporting Systems that is Client-centered and Flexible
1A6.C Documentation, Monitoring, and Adjustments

S1A6.A Develop Comprehensive Case Management Resource Manual for
Managers and Clients
S1A6.B OSCC Peer Navigator Pilot System
S1A6.C Program evaluation and periodic case system audits

01A6.A Increased client referral systems
O1A6.B Improved reporting of clients and placements
O1A6.C Increase level of services across partners and service providers
Sub POW 1A7 OSCC Assessment and Evaluation Programs & Services
Objective
1A7.A Periodic Program adjustment and Evaluation
1A7.B Updates and amendments to Case System
1A7.C Documentation, Monitoring, and Adjustments

S1A7.A Pilot Initiatives
14
2007-2009
S1A7.B Web Based Evaluation Systems
S1A7.C Program Evaluation and Audits

01A7.A Improved Programming Environment
O1A7.B Feedback from Stakeholders, Clients, and Collaborators
O1A7.C Increase Funding and Programming Levels
15
2007-2009
STRATEGIC GOAL 2: EMPOWER PEOPLE AND COMMUNITIES THROUGH
ENHANCED WORKFORCE REPORTING OF ECONOMIC
AND WORKFORCE DATA FOR COMMUNITY SOLUTIONS
Plan of Work (POW) 2A: Improving Workforce Information and Reporting System
Designing and improving the management and the accountability of programs supported by
Federal funding for Guam’s Workforce system requires changes to the process by which partners
and the workforce system operate. An integrated workforce reporting system provides the
mandate, the direction and overall framework for workforce programming, timely reporting and
credible information system. To be successful, this goal area builds on the initializing efforts of
the Pacific WIASRD and is consistent with the intergovernmental partnership and programming
structure of the Federal DOL ETA.
A key feature of this section is the accountability components that begin to capture program
outcomes that can quantify productivity and or determine efficiency and effectiveness of the
current process practices.

Customers making informed choices based on quality workforce information and
accessing quality training providers;
Improved development and delivery of workforce information to support workforce
investment boards in their strategic planning and investments;
Reporting against the common performance measures established for the Pacific
Jurisdiction in concert with Region 6 of the Employment and Training Administration;
Sub POW 2A1 One Workforce Reporting System to expand the job development active
ties of the Wagner-Peyser staff to include all workforce program needs.
Objectives: (2A1.A-2A1.H)
2A1.A Harmonized Data Reporting System
2A1.B Consistent Data Availability
2A1.C Automatic Generation of Federal/Local Reports
2A1.D Enhanced Payment Mechanism
2A1.E Real-time Statistics Based on Partner Requirements
2A1.F Automatic Digital System Edit Checks
2A1.G Digital Internal Controls for Audit Purposes
2A1.H Monitoring and Data Systems– Full integration and implementation of the
Pacific WIASRD system for increased accountability
16
2007-2009
Actionable Strategies: (S2A.A-S2A.G)

S2A.A Data Needs Assessments
S2A.B Centralized Reporting System
S2A.C Shared Workforce Data Products and Reports
S2A.D Capacity Building
S2A.E Commission IT and Data Plan
S2A.F Data Governance, Accountability and Policies
S2A.G Adoption of IASRD system
Outcome Indicators: (O2A.A-O2A.E)

O2A.A Needs Assessment and Workforce Data Plan
O2A.B Technical Training for Staff and Management
O2A.C Number of data products used by partners
O2A.D Improved YADI programming
O2A.E Increased program accountability
Sub POW 2A2 Expand job development activities of the Wagner-Peyser staff to include
workforce program needs.
Objective:
2A2.A Single point of contact for initial employer services
2A2.B Building job bank for all workforce programs
2A2.C Increase educational program access

S2A2.A Build Guam’s Workforce Brand or trademark
S2A2.B Capacity Building
S2A2.C Technical Training & Workshops, Seminars
Outcome Indicators: (O2A2.A-O2A2.D)

O2A2.A Number of participants attending and completing training
O2A2.B Number of participants giving referrals to OSCC programs or case
management
O2A2.C Number of employers using the OSCC programs and services
O2A2.D Number of education programs offering Life Skills training
17
2007-2009
Sub POW 2A3 To utilize a single Career Strategy Plan or Individual Service Strategy
among training programs to allow optimum training and support Services
to the customer.
Objective:
2A3.A Provide quality service to our clients and maximize customer-training
funds.
2A3.B Service and Training provider orientation and capacity development
2A3.C Promote teaming and collaboration among service and training providers
2A3.D Programming for dislocated and incumbent workers
Actionable Strategies: (S2A3.A-S2A3.D)

S2A3.A Pilot mini-grant training incentives for alternative programs
S2A3.B Training provider initiatives and Incentives for compliance
S2A3.C Awards for program excellence among providers and partners
S2A3.D Development of Training Orientation Modules and policies
Outcome Indicators: (O2A3.A-O2A3.D)

O2A3.A Number of participants submitting grants
O2A3.B Case worker adoption
O2A3.C Increase in training programs, technical and program resources
O2A3.D Number of training materials and resources for case workers
Sub POW 2A4: Eliminate duplication of services and maximize training funds and
placing emphasis on follow-ups
Objective:
2A4.A Provide information to facilitate informed decisions affecting services and
use of funds
2A4.B Promote communication forums among partners, program staff and
administrators
2A4.C GWIB Portfolio Management
2A4.D Evaluation of GovGuam Incumbent Training Programs

S2A4.A Program Evaluation and Needs Assessments by outside audit teams
S2A4.B Accountability Workshops
S2A4.C Pilot Workforce client registry system among partners and businesses
S2A4.D Creation of a retention/follow-up unit whose sole purpose is to track client
performance outcomes by uniform survey for all programs
18
2007-2009
Outcome Indicators: (O2A4.A-O24.C)
O2A4.A Developed performance measurements and monitoring standards
O2A4.B Number of workshops and capacity building offered to staff and partners
and administrators
O2A4.C Costs savings realized and accountability
Sub POW 2A5: Internet-Based Economic and Reporting Data System
Objective
2A5.A Showcase ways in which emerging technologies can help streamline
workforce program delivery and improve coordination between
participants, program people and the One-Stop System
2A5.B Website links to national Workforce data and program systems
2A5.C Computer Infrastructure Resource plan and support
2A5.D Provide increased access to Workforce programs and service information
Workforce community in a cost-effective manner.

S2A5.A Partner Website links to Guam Workforce Website & file sharing
S2A5.B Pilot Web-based Learning Center with Partners & Workforce community
S2A5.C Pilot Web based curriculum offering the best program and learning content
S2A5.D Distance Education on Grantsmanship
Outcome Indicators: (O2A5.A-02A5.D)

O2A5.A Village based OSCC on-line registrations for programs and training
O2A5.B IT and Program Plan
O2A5.C Distance Education Module development
O2A5.D Number of YADI clients accessing and requesting information and
enrollment
Sub POW 2A6: Promote collaborative, effective efforts by all partners, program staff and
service providers to acquire and use valid complete performance
measures & program indicator data
Objective:
2A6.A Share and utilize suggestions by program staff and data creators and data
users for improvements in program information and methods for use and
acquisition.
2A6.B Development of a well-organized and accurate performance reporting that
is user friendly, cost-effective and convenient for all.
19
2007-2009
Actionable Strategies: (S2A6.A-S26.B)
S2A6.A Development of standardized performance worksheets
S2A6.B Conduct customer satisfaction surveys
Outcome Indicators: (O2A6.A-O26.C)

O2A6.A Adoption of program measures information to identify strengths and
weaknesses
O2A6.B Improvements made to program
O2A7.C Increased funding and number of program initiatives developed and
implemented.
Sub POW 2B Data for Economic and Community Solutions and Analysis
Sub POW 2B1 Data Reporting, Validation System, and Data Reporting Conventions and
Methodologies
Objective:
2B1.A Meet national strategic direction (US DOL) for Increased Economic and
Workforce Information Data Integration and Analysis
2B1.B Produce, Analyze, and deliver timely labor market statistics in support of
economic decision-making.
2B1.C Development of a well-organized and accurate reporting network amongst
programs and data workgroups that is user friendly, cost-effective, timely
and convenient for all.
2B1.D Institutionalize data reporting and data validation framework across
programs, promote new data and economic analysis initiatives
2B1.E Foster increased coordinated surveys and adoption of Federal Data/Survey
conventions and methodologies
Actionable Strategies: (S2B1.A-S2B1.B)

S2B1.A Development of data plans of work across agencies and workgroups
S2B1.B Produce and make available but not limited to just-in-time economic and
labor market information, economic and workforce monographs,
community monographs:
o Current Labor Force Surveys
o Consumer Price Index
o Employment forecasts
o Household Income Expenditure Surveys
o Bureau of Labor Statistics & Prevailing Wage Rates
o OSHA Reporting
o Develop family of all current and as needed workforce and
Economic Reports
o User guides and handbooks
20
2007-2009
S2B1.C Establish data validation teams and technical workgroup provide support
role for economic data/assessment and policy teams address economic
analysis and issues.
S2B1.D Provide programming and technical support to include latest software tools
for increased capacity for data reporting/ analysis and appropriate training
across programs and data workgroups.
Outcome Indicators: (O2B1.A-O2B1.B)

O2B1.A Increased in number of reports provided through publications, brochures,
CDs, Posters, and references cited, and presentations.
O2B1.B Improvements and increased funding and number of data reporting program
initiatives developed and implemented.
Sub POW 2B2 Technical Workgroup Support, Resources and Training
Objective:
2B2.A Strengthen and build technical workgroup partnerships across boards,
between and amongst agencies to include development of comprehensive
training plan for programs.
2B2.B Leverage and identify capacity and expertise pool with collaborators.
2B2.C Strengthen training and capacity building programs that anticipates both
agency service requirements as well as meeting the technical needs of
partners and collaborators.
Actionable Strategies: (S2B2.A-S2B2.D)

S2B2.A Pilot data certification training for reporting and validation
S2B2.B Develop Program orientation curriculum for administrators, program staff
and collaborators as part of cross programming among and between
programs as part of ongoing
S2B2.C Establish and promote linkages with Human Resources across all
organizations.
S2B2.D Manpower assessment and audits of positions and functions and capacity;
to include identification and creation of new job series and or
reclassification of current position functions to include consideration of
following:
• Creation or reclassification or expanded job functions to include:
o Data Validation Position Series (RMU alignment)
o Creation of Chief Information Officer for Economic and
Data Collection
o Data Validation Coordinator
21
2007-2009
O2B2.A Increased staff productivity and program effectiveness
O2B2.B Number of new programs and trainings, presentations and capacity building
sessions offered and evaluations/input from staff adopted, positions
reclassified or new positions hired.
Sub POW 2B3 Data on Regional Economies Data Series Statistical Monographs
Objective:
2B3.A Strengthen and build technical workgroup partnerships across regional
boards.
2B3.B Leverage and identify capacity and expertise pool with regional
collaborators.
2B2.C Strengthen training and capacity building for collection and analysis for
economic and workforce data collection in the region.
Actionable Strategies: (S2B3.A-S2B3.B)

S2B3.A Pilot regional data certification training for reporting and validation
S2B3.B Manpower assessment and audits of positions and functions and capacity;

O2B3.A Regional Workforce and Economic Reports and White Papers
O2B3.B Increased collaboration and technical capacity building
O2B3.C Regional database list serve
22
2007-2009
STRATEGIC GOAL 3: ADOPT A YADI LIFE LONG LEARNING PHILOSOPHY
AND INTEGRATE THE WORKFORCE LEARNING
CONTINUUM AS THE GUIDING FRAMEWORK FOR THE
POWER OF E3 ALIGNED WITH REGIONAL ECONOMIES
Strategic Goal 3 serves as the anchor framework necessary to begin the systematic leveraging of
programming resources and expertise among workforce partners and industry collaborators. Focus
is on direct alignment with education program delivery and student learning environment.
Through innovation and adoption of proven best practices of school-based learning and the
matching transition initiatives, students gain advice, guidance, and a solid experience building on
workplace standards and expectations of the ever-evolving career offerings.

Alignment to New Strategic Direction for meeting training needs of most neediest youth;
Implementation of a demand-driven workforce system;
Providing tools and products that support business growth and economic development;
Providing quality career guidance directly to students, job seekers and their counselors
through One-Stop Career Centers
POW 3A Systems Approach to Youth, Adult, Dislocated Worker and Incumbent

Worker (YADI) Programming

Providing quality career guidance directly to students and job seekers and their counselors
through One-Stop Career Centers;
Quality training providers;
Sub POW 3A1 Education Rewards Loan Program & Training Stipends
Objectives:
3A1.A Create an incentive system aligned through the One-Stop Career Centers for
learning continuum participants

S3A1.A MOUs with Partners for development and implementation
S3A1.B Pilot YADI based initiatives that integrate all goal areas-YADI Lifelong
Learning Incentives to include adoption of guidelines of CCA programs
S3A1.C Program evaluation
Outcome Indicators: (O3A1.A-O3A1.B)

O3A1.A Funding allocated to new initiatives
03A1.B # of YADI participants enrolling through OSCC partners program
23
2007-2009
Sub POW 3A2 Increased Opportunities for Preparing Guam’s Youth for Productive
Careers and Work
Career development and career choices within the youth context are strategies that come into play
in occupational choices and the eventual career a student considers. Career education and life
skills as well as formal education are key reasons reinforcing this goal area. How best to prepare
Guam’s youth group for emerging job demands continues to be a challenge for Guam’s current
workforce system especially disadvantaged youth and youth without postsecondary education or
training. This section provides a focused area to identify the strategies that can help youth make
informed career choices and finally prepare youth transition to work, gain experience and job
satisfaction, and have better job choices in the future. This includes close alignment of the
Workforce Investment Act (10) Youth elements:
1. Tutoring, study skills, training, an instruction leading to the completion of secondary
school including dropout prevention strategies;
2. Alternative secondary school services;
3. Summer employment opportunities directly lined to academic and occupational
learning;
4. Paid and unpaid work experiences, including internships and job shadowing;
5. Occupational skill training;
6. Leadership development opportunities;
7. Supportive services;
8. Adult mentoring for the period of participant;
9. Follow-up services not less than 12 months after exit;
10. Comprehensive guidance and counseling;

A refocusing of the WIA youth investment on out-of-school youth populations,
collaborative service delivery across federal programs, and increased accountability
A youth program focused on targeting out-of-school populations with increased
accountability for employment and/or increased secondary and post-secondary
education outcomes;
New Strategic Direction for Most Neediest Youth
Sub POW 3A2A Youth to Work– Passport to Careers Youth Development
Objectives:
3A2A.A Build and align programs that provide mechanisms that assist parents,
schools, and community to provide learning experiences or service learning
that communicate the importance of local employment.
3A2A.B Internships cohorts & experience based (youth apprenticeship models)
3A2A.C Increase programming efforts in school-to-work linkages
24
2007-2009
Actionable Strategies: (S3A2.A-S3A2.E)
S3A2A.A Village based program Initiatives & Interagency, NGOs program
leveraging working directly with youth serving organizations
S3A2.A.B Integrate learning continuum in all youth programming and year round
S3A2.A.C Youth mini-grants for learning scholarships
S3A2.A.D Promote Science, Technology, Engineering, Math (STEM) career pathways
Initiatives.
S3A2.A.E Youth internships & service learning
Outcome Indicators: (O3A2.A.A-O3A2.A.C)

O3A2.A.A # of participants in programs
O3A2.A.B # of Youth Internships and sponsors supporting Passport to Careers
O3A2.A.C Increased funding to Passport to Career and related programs
Sub POW3A2B Youth Resource and Asset Mapping
Objectives:
3A2B.A Establish initializing program elements to build Career ladder system
3A2B.B Career Mentorship
Actionable Strategies (S3A2B.A-S3A2B.G)

S3A2B.A Monitoring and Data Systems– Full integration and implementation of the
Pacific WIASRD system for increased accountability
S3A2B.B Strengthen the infrastructure that supports continuum innovations.
S3A2B.C Recruit and develop and retain outstanding service providers
S3A2B.D Support early childhood education intervention
S3A2B.E Establish systems to encourage career mapping
S3A2B.F Train youth for core employability competencies
S3A2B.G Improve computer facilities available to youth, possibly through IT
outsourcing
Outcome Indicators: (O3A2B.A-O3A2B.D)

O3A2B.A # of participants in program
O3A2B.B Partner and industry recruitment
O3A2B.C # of service and training providers supporting programs
O3A2B.D # of programs and initiatives and increased funding support
25
2007-2009
Sub POW 3A2C Out-of-School and At-risk Youth
Objectives:
3A2C.A Matching youth career interests with OSCC programs and services
3A2C.B Focus on alternative Education through the Learning Continuum and OSCC
Actionable Strategies: (S3A2.A-S3A2.F)

S3A2C.A Promote community based programs for Out-of-School and At-risk Youth
• About Face Programming
• Village and community based
• Passports to careers
S3A2C.B Promote and encourage village based partnerships, Pilot Out-of-School, and
At-risk program modules that develop basic skills and identify learning
disabilities.
S3A2C.C Inventory and search for effective alternative school curriculum and
modules & program materials.
S3A2C.D Mini grants initiative for service providers, faith-based program
development, piloting Out-of-School, and At-risk Youth modules.
S3A2C.E Develop proposal for Distance Education Alternative Education
programming leveraged through partners (GCC & UOG) aligned through
life long learning & Learning continuum.
S3A2.C.F Create a dedicated Youth Case Worker for all Youth Case File
Management across the ARTE 4 programming framework.
Outcome Indicators: (O3A2C.A-O3A2C.D)

O3A2C.A # of youth serving organizations participating in programs
O3A2C.B # of youth curriculum resources inventory and enhanced life skills
programming
O3A2C.C Increased academic achievement
O3A2C.D Decreased involvement in risky behaviors
Sub POW 3A2D Youth Cross Agency Workgroup
Objectives:
3A2D.A Promote and encourage Youth Initiatives
3A2D.B Focus on importance of cost avoidance strategies
3A2D.C Establish appropriate Youth coalitions
Actionable Strategies: (S3A2D.A-S3A2D.D)

S3A2D.A Promote Youth program best practices to include but not limited to the
following:
• About Face Programming
• Village and community based
• Passports to careers
26
2007-2009
S3A2D.B Promote and encourage village based partnerships, Pilot Out-of-School, and
At-risk program modules that develop basic skills and identify learning
disabilities.
S3A2D.C Inventory and search for effective alternative school curriculum and
modules & program materials.
S3A2D.D Establish Youth Council and Promote venue to encourage cross planning
among and between youth groups and collaborators.
Outcome Indicators: (O3A2D.A-O3A2D.C)

O3A2D.A # of youth serving organizations participating in programs
O3A2D.B Establishment of Youth Council
O3A2D.C Increase in youth programming support for workforce training and career
pathways
Sub POW 3A2E Youth Build & Job Corp
Objectives:
3A2E.A Matching youth career interests with OSCC programs and services
3A2E.B Focus on alternative Education through the Learning Continuum and OSCC
Actionable Strategies: (S3A2E.A-S3A2E.C)

S3A2E.A Promote community based programs for homeless youth, youth with
disabilities, youth offenders and youth transitioning out of foster care.
S3A2E.B Conduct feasibility of establishing pilot or satellite Micronesian Job Corp
Program for Guam & region.
S3A2E.C Evaluation of youth transition programs and promoting of best practices
Outcome Indicators: (O3A2E.A-O3A2E.C)

O3A2E.A # of youth serving organizations participating in programs
O3A2E.B # of youth entering unsubsidized employment
POW 3B Apprenticeship & Certification Programs
From its inception, the value of apprenticeship programs continue to make an impact in meeting
workforce challenges and creating opportunities as the need to strengthen our island’s human
capital becomes critical. Apprenticeship programming in the context of shared workforce
community building is necessary agenda. This strategy serves as the harmonizing piece for
meeting workforce priorities. Emphasis is being placed on developing both a feeder program
system as well as establishing an integrated pre-apprenticeship recruitment pipeline initiative
aligned with youth and current recruitment program practices.
27
2007-2009

Maximum flexibility in tailoring service delivery and making strategic investment in
workforce development activities to meet the needs of State and local economies and labor
markets
Sub POW 3B1: Program Modeling & Replication
Objectives:
3B1.A Allied Health Program Modeling
3B1.B Construction Trades Program Modeling
3B1.C Industrial Trades Program Modeling
3B1.D Hospitality Trades Program Modeling
Actionable Strategies: (S3B1.A-S3B1.C)

S3B1.A Promote and develop career ladder initiatives for the following core areas
but not limited to:
• Allied Health;
• Construction and Related Trades;
• Industrial Trades;
• Hospitality
S3B1.B Establishing a regional or satellite job corp. program for Micronesia
S3B1.C Promote and develop innovative Pilot Feeder Program Pre-Apprenticeship
Recruitment Pipeline Initiatives (PARPI) and strategies
Outcome Indicators: (O3B1.A-O3B1.C)

O3B1.A Number of participants graduating in each of the program initiatives
O3B1.B Increased funding and programming support
O3B1.C Increased partner participation and support
Sub POW 3B2: Job Coaches
Objectives:
3B2.A Job Coaches Certification
3B2.B Career Counselors
3B2.C Vocational Rehabilitation Counselors and Supervisors
3B2.D Program Review & Resource Mapping
Actionable Strategies: (S3B2.A-S3B2.D)

S3B2.A Pilot Job mentoring Initiatives with partners and industry
S3B2.B Grantmanship
S3B2.C Capacity building
S3B2.D Mentoring and Coaching Modules and Curriculum development
28
2007-2009
Outcome Indicators: (O3B2.A-O3B2.D)

O3B2.A Number of participants involved in mentoring and related initiatives
O3B2.B Number of programs created
O3B2.C Increased funding and program support
O3B2.D Number of locally developed material for mentoring & coaching programs
Sub POW 3B3: Capacity Building and Technical Assistance for Service and Training
Providers
Objectives:
3B3.A Promote collaboration and partnerships with service and training providers
3B3.B Align funding systems to build leveraging opportunities with partners
3B3.C Increase access to training funds through effective grantmanship

S3B3.A Technical training and grantmanship workshop
S3B3.B Mini-grants for feasibility trials
S3B3.C Promote peer mentoring program incentives
Outcome Indicators: (O3B3.A-O3B3.D)

O3B3.A Number of collaborative proposals submitted and awarded
O3B3.B Number of grants sessions offered to providers
O3B3.C Increase in number of capacity building programs
O3B3.D Increased in pool of service and training providers
POW 3C: Entrepreneurship Education
This Sub plan of Work area recognizes the need to support strategies building on increased
entrepreneurship education. This supports the e3 framework and speaks to economic
development. Communities will have access to a range of guided programs that help individuals
increase their income and business generation options. Using existing business technical
assistance resources of the partners allows for effective leveraging that will enable individuals,
businesses and economic development agencies achieve their common economic development
agendas. The e3 framework reflects the workforce design of a multidisciplinary team/partner
approach towards enterprise facilitation.

accessing quality training providers;
providing tools and products that support business growth and economic development;
29
2007-2009
Sub POW 3C1 Localizing Enterprise Facilitation Concepts
Objectives:
3C1.A Understanding & being able to develop action plans (Business planning and
business plans).
3C1.B Entrepreneurship Resource Mapping of programs and successes
3C1.C Community Based Resource Assessment
3C1.D Organize Producer/Marketing Cooperatives
3C1.E OSCC based resources and business plans
Actionable Strategies: (S3C1.A-S3C1.B)

S3C1.A Create a HYBRID of Enterprise Facilitation modules & pilot program
S3C1.B Program development for all GWIB partners and collaborators to promote
the concept of entrepreneurship
Outcome Indicators: (O3C1.A-03C1.C)

O3C1.A Number of Entrepreneurship programs offered through partners and OSCC
O3C1.B Usage of entrepreneurship resources and business plan adoption
O3C1.C Reports of Entrepreneurship programs
Sub POW 3C2: Entrepreneurship Initiatives
Objectives
3C2.A Mini-grants for Entrepreneurship Initiatives
3C2.B Coordinated Entrepreneurship Seminars and Conferences
3C2.C Provide education activities that give participants basic business skills to
evaluate their proposed venture and potential feasibility
Actionable Strategies: (S3C2.A-S3C2.D)

S3C2.A Coordination of SBDC and GEDCA programs
S3C2.B Entrepreneurship Summit & OSCC Business partner series
S3C2.C Pilot Community based Village Enterprises
S3C2.D Promote Guam Product Seal Program
Outcome Indicators: (O3C2.A-O3C2.D)

O3C2.A Increased funding to programs
O3C2.B # participants in workshops and receiving grants
O3C2.C # of workshops offered
O3C2.D #of business licenses secured by participants (OSCC)
30
2007-2009
POW 3D: Career-based Learning Continuum Awareness and Integration
Sub POW 3D1 Align workforce development with educational programs
Objectives:
3D1.A Promote Youth Career Ladder programming
3D1.B Articulation of secondary and postsecondary programs that offer career
preparation for participating students and provide graduates with lifelong
learning and training for career development in emerging growth areas.
3D1.C Link workforce development jobs with Educational Programs aligned to
learning continuum in priority or focused areas: MOUs & MOAs
Structured programs supporting youth core initiatives
3D1.D Youth Councils and GWIB representation
Actionable Strategies: (S3D1.A-S3D1.F)

S3D1.A School Based Workforce Initiatives
S3D1.B Curriculum mapping between secondary and post secondary programs
S3D1.C Joint-faculty partnerships between the Guam community college and the
University of Guam in program delivery and teaching, to include local and
regional partnerships with the Pacific Post-Secondary Education Council.
S3D1.D Pilot certifications for pathways to emerging growth clusters
S3D1.E Village based capacity building programs aligned to community assets and
industries
S3D1.F Incorporating National Guard Bureau Family of Programs with Passports to
Careers
Outcome Indicators: (O3D1.A-O31.C)

O3D1.A Community based program alignment
O3D1.B Increased youth programming
O3D1.C Increased youth governance
POW 3E Talent Development
Sub POW 3E1 Talent Development Through the Learning Continuum Model
Objectives:
3E1.A Promote Youth Career Ladder programming
3E1.B Articulation of secondary and postsecondary programs that offer career
preparation for participating students and provide graduates with lifelong
learning and training for career development in emerging growth areas.
3E1.C Link workforce development jobs with Educational Programs aligned to
learning continuum in priority or focused areas: MOUs & MOAs
Structured programs supporting youth core initiatives
31
2007-2009
Actionable Strategies: (S3E1.A-S3E1.C)
S3E1.A School Based Workforce Initiatives
S3E1.B Curriculum mapping between secondary and post secondary programs
S3E1.C Joint-faculty partnerships between the Guam community college and the
University of Guam
Outcome Indicators: (O3E1.A-O3E1.C)

O3E1.A Community based program alignment
O3E1.B Increased youth programming
O3E1.C Increased youth governance
POW 3F Joint Training Board
Establishing a Joint Training Board continues to be a recurring discussion among workforce

planning circles. The demand for training and apprenticeship programming requires direct access
to programs and resources and expertise provided by the various training programs. A Joint
Training Board Plan of Work will help facilitate and create the start points to institutionalize a
local Joint Training Board. This builds on a leveraged and transformed training system for Guam
and eventual transition into the regional economies as provided by the Western Pacific Chief
Executives Summit Communiqué. (Refer to Communiqué).
Sub POW 3F1: Local State Level Creation
Objectives:
3F1.A Promote collaboration and partnerships with service and training providers
3F1.B Align funding systems to build leveraging opportunities with partners
3F1.C Cost Avoidance and Savings
Actionable Strategies: (S3F1.A-S3F1.C)

S3F1.A Development of Guam Training Calendar
S3F1.B Mini-grants for feasibility trials
S3F1.C Promote peer mentoring program incentives
S3F1.D Assessment of Government Recruitment programs to include but not
limited to:
• Government of Guam’s “Doc Sanchez” Public Administration
Program
• Yamashita Teacher Corp
Outcome Indicators: (O3F1.A-O3F1.C)

O3F1.A Number of collaborative proposals submitted and awarded
O3F1.B Number of grants sessions offered to providers
O3F1.C Increase in number of capacity building programs
32
2007-2009
Sub POW 3F2: Regional Joint Training Council
Objectives:
3F2.A Promote regional collaboration and partnerships with service and training
providers
3F2.B Align funding systems to build leveraged opportunities with collaborators
3F2.C Increase access to training funds through effective grantmanship

S3F2.A Technical training and grantmanship workshop
S3F2.B Mini-grants for feasibility trials
S3F2.C Promote peer mentoring program incentives

O3F2.A Multi-island training initiatives and pilot programs & signature workshops
O3F2.B Number of training cohorts identified and streamed into recognized
apprenticeship programs.
O3F2.C Increase in number of capacity building programs
POW 3G: Career-based Learning Continuum Awareness and Integration
Sub POW 3G1: Align Workforce Development with Educational Programs
Objectives:
3G1.A Promote active recruitment and stronger collaboration with all public
schools career counselors focused on career guidance, training support and
overall support for career outreach
3G1.B Reach new and underrepresented audiences through effective youth
programs and with strong collaborators.
Actionable Strategies: (S3G1.A-S3G1.C)

S3G1.A Provide training and capacity building sessions for youth workers
S3G1.B Active marketing of career-based learning continuum
S3G1.C Increase programming support for peer navigator programs
Outcome Indicators: (O3G1.A-O3G1.B)

O3G1.A Number of capacity building sessions
O3G1.B Number of advertisements and active marketing campaign
33
2007-2009
STRATEGIC GOAL 4: SUPPORT INCREASED ECONOMIC OPPORTUNITIES FOR
GUAM RESIDENTS & COLLABORATION WITH BUSINESS,
FEDERAL GOVERNMENT, AND NONGOVERNMENTAL
ORGANIZATIONS AND FAITH BASED COMMUNITY.
Empowering communities requires a comprehensive long-term strategy. Goal 4 provides the

programming environment to support the range of right community based initiatives sensitive to
the needs of the area, scale of development, and place dependent. This includes the following
proposed work effort presented below as start points for increased community collaboration:
Village Initiatives:
• Satellite one-stop districts @ GWIB proposed $5K pilot project
• District pilot programs aligned with partners & distance webinars etc. model.
Civilian Military Initiatives:

• How best to determine the community wide impact of the $15 billion plus investment into
the island community;
• How best to build consensus and garner support of and community involvement regarding
core decisions that speaks to defining and assessing the benefits for citizens of Guam. This
includes a range of concerns but not limited to the following:
o Building advocacy and expanding on existing networks and workgroups
o How do we continue to engage all federal counterparts in building a comprehensive
assistance strategy that addresses the differences between quality of life and raising
the standard of living for the entire island community?
o Determining the level of appropriate assistance package for overall buildup.
o Sensitivity to Guam’s uniqueness as a forward position military base; noting that
the typical template review of military bases is not comparable to island
infrastructure and island characteristics. Important to stress this distinction in
comparing Guam with growth framework.
o Build up program will evolve over long-term period (12 years) @ 40,000 plus
buildup composed of both military, dependents. While the Marines account for half
of the buildup, 90% of the Marines will leave.
Specific Strategies and Support Initiatives for:

• ‘Boots on the ground’
• Air force Influx
• Transient group
34
2007-2009
Plan of Work 4A Empower Communities
Capacity building across communities continues to be a high emphasis area as organizations

address succession issues, cohort development strategies as they tackle the complex problems that
organizations face and the increasing ability to respond effectively.
Sub POW 4A1: Create a Multi-Stakeholder Workforce System & linkages for doing
business and program delivery policies

Providing tools and products that support business growth and economic development;
accessing quality service providers
Objectives:
4A1.A Program policies aligned with fiscal programming support and GWIB
board decisions and commitment
4A1.B Accountability for financial resources, meeting performance measures and
results
4A1.C Community Needs Assessments building on assets of the communities
4A1.D Create Village-based resource centers
4A1.E Create advisory groups for the GWIB
4A1.F Encourage pilot sites for One Stop Village Center Fairs
4A1.G Integrate Workforce Development Board and GEDCA
4A1.H Schedule quarterly meetings with Policy makers
4A1.I Alignment of ServeGuam Commission Programs with Workforce Programs
Actionable Strategies: (S4A1.A-S4A1.Q)

S4A1.A WIA mini-demonstration projects for villages promoting career ladder and
skill development
S4A1.B Use faith-based groups for intake and link with service learning, using new
funding sources
S4A1.C Workshops for WIB staff and partners and service providers
S4A1.D Develop effective public relations practices
S4A1.E Effectively use communication vehicles
S4A1.F Create image and branding– Use Blueprint for Economic Development
S4A1.G Become the recognized source for workforce information
S4A1.H Set up electronic one-stop at each church
S4A1.I Create corporate-sponsored learning centers
S4A1.J Develop career ladders (GED, GCC,UOG)
S4A1.K Publish Electronic directory of services and entry into the system
(jobsonguam.com)
S4A1.L Develop brochures, posters promoting One-Stop Career Center
programming
S4A1.M Develop criteria for strategic partners
35
2007-2009
S4A1.N Identify Economic Development Plan (Chamber and GEDCA)
S4A1.O Gather information at Summit
S4A1.P Team and partner with other WIB’s
S4A1.Q Leverage Funds among partners
Outcome Indicators: (O4A1.A-O4A1.G)

O4A1.A Entry into unsubsidized, non-subsistence employment & Entry into
subsistence employment
O4A1.B # of Youth participants attaining secondary diploma certificates or GED
O4A1.C Attainment of credentials or skills certificate other than secondary school of
its equivalent
O4A1.D # of Youth Initiatives and partnerships established
O4A1.E Increased funding
O4A1.F # of youth based community programs established and aligned
O4A1.G Increased program awareness in # of Ads and program materials
Sub POW 4A2: Workforce Outreach Initiatives
Objectives:
4A2.A Promoting and making a brand connection for workforce products and
services
4A2.B Provide a full range of employment and training programs to consumers
that are current and relevant
Actionable Strategies: (S4A2.A-S4A2.B)

S4A2.A Increased levels of customer service and evaluation of services
S4A2.B Coordinated marketing and promotion activities
S4A2.C Workforce Marketing and Branding Plan of Work

O4A2.A Funding commitment to outreach programs and support of Marketing POW
O4A2.B Increase in advertisements, workforce brochures, marketing campaigns
O4A2C Increase collaboration and share promotions
36
2007-2009
Sub POW 4B Capacity Building & Technical Assistance for Community and Faith-
based Organizations and Volunteer Groups.
Sub POW 4B1 Workforce Collaboration and General Programming Support
Objectives:
4B1.A To collaborate, and assist NGOs, workgroups, technical teams, committees,
policy makers in developing community strategies that resolve community
conflicts.
4B1.B To promote, encourage, and assist community and faith-based leaders and
decision makers in developing appropriate program linkages and strategies
that address workforce challenges and promoting best practices.

S4B1.A Develop a Collaborator Registry
S4B1.B Conduct Network Mapping of collaborators and partners
S4B1.C Develop a training/curriculum for training and working with collaborators
Designed to address technical issues around organizations, fiscal capacity
and to be effective committee/board members
Outcome Indicators: (O4B1.A-O4B1.C)

O4B1.A Increase in training programs and workshops
O4B1.B # of formal organizations participating in workforce and community
programs
Plan of Work 4C Civilian Labor Force Special Workforce Initiatives
Sub POW 4C1: Civilian/Military & Special Impacts, Military Programming, and
Workgroup Collaborators
Objectives:
4C1.A Incorporating Civilian/Military Workgroup with workforce programming
and work force planning teams, promoting collaboration and partnerships
with service and training providers. This includes strategic planning, needs
assessment, focus groups designed to provide cross-planning linkages and
common programming platforms to identify and address but not limited to
following:
• Civilian growth and community impact
• Socio-economic impacts and economic leakages
• Workforce Analysis, and modeling exemption for foreign
labor impact
4C1.B Align funding systems to build leveraging opportunities with partners

4C1.C Increase access to training funds through effective grantmanship
37
2007-2009
S4C1.A Technical training and grantmanship workshop
S4C1.B Mini-grants for feasibility trials
S4C1.C Promote peer mentoring program incentives
S4C1.D Establish a Foreign Labor Technical workgroup to evaluate and
assess policy impact of future deployment of foreign labor for high
growth impact situations. Workgroup will convene to develop scope
of work and recommendations to cover gamut of foreign labor
issues to include but not limited to monitoring, training/education/
enforcement (worker protection laws), quarters, health care and
training, short-term to long-term impact of foreign labor.
Outcome Indicators: (O4C1.A-O4C1.C)

O4C1.A Number of collaborative proposals submitted and awarded
O4C1.B Number of grants sessions offered to providers
O4C1.C Increase in number of capacity building programs
Sub POW 4C2: Military Workforce Strategy Initiative

Officializing workforce response teams ‘workforce change agents’
designed to develop right solutions and response pilot and program
initiatives designed to address local and regional workforce needs
through structure plans of work.
Objectives:
4C2.A Promote collaboration and partnerships with service and training
providers
4C2.B Align funding systems to build leveraging opportunities with
partners through planning grants and bridge grants structures.
4C2.C Increase access to technical assistance and discretionary funds and
training funds in support of the following:
Grantmanship
Compilation of Baseline Information and Community Needs
Assessments related to workforce related areas and power of
e3.
Actionable Strategies: (S4C2.A-S4C2.E)

S4C2.A Technical Data Teams and Research groups’ recruitment and
appointments (FTE appointment to serve in planning and research
capacity through buying of time), Creation of Workgroup Directory
and expertise and project descriptions
S4C2.B Mini-grants for pilot initiatives and program support
S4C2.C Military Spousal and Dependents Support Initiative Localizing best
practices of military spousal dependents with appropriate delivery
systems with OSCC and Community programs
S4C2.D Integrate Planning Systems with NEG BRAC with other growth
Planning framework for displaced or impacted clients
38
2007-2009
S4C2.E Peer Navigator and Mentor programs supporting Women own and
minority groups etc to access grants and contracts environment

O4C2.C Increase in number of capacity building programs
Sub POW 4C3: Military & Community outreach NGO’s Mayor’s
Objectives:
4C3.A Promote collaboration and partnerships with community groups,
Mayor’s council and NGO’s to include partnering with Land Grant
Institutions
4C3.B Impact and Solutions Outreach Initiative/campaign for grassroots
4C3.C Increase access to training funds

S4C3.A Technical training and grantmanship workshop
S4C3.B Mini-grants for feasibility trials pilot programs
S4C3.C Promote peer mentoring program incentives
S4C4.D Integrating Website Linkages through all partners and collaborators
promoting Community Impact and Awareness to all stakeholders

O4C3.C Increase in number of capacity building programs and Education
campaigns
Plan of Work 4D Veterans and Work force Support and Training
Sub POW 4D1 Veterans Programming and Technical Support
Objectives:
4D1.A Community Development and Leadership Capacity Building
4D1.B Increase Veteran Programming
4D1.C Promote the concept of “Workforce Change Agents”
39
2007-2009
Actionable Strategies: (S4D1.A-S4D1.E)
S4D1.A Develop and implement Community Leadership Training
S4D1.B Develop and implement Veterans Initiative and GWIB recruitment
S4D1.C Promote and support capacity building networks with Veteran’s
organizations Guam and region
S4D1.D Promote Networking Initiatives both local and federal to support program
alignment with all workforce partners, Veteran Peer Navigator Program,
Veteran’s Registry
S4D1.E GWIB Workforce Program Mentoring Initiative
Outcome Indicators: (O4D1.A-O4D1.C)

O4D1.A # of participants and workshops attending and sponsored
O4D1.B # of NGO’s recruited and partnering with OSCC
O4D1.C Recruitment of NGO and Veterans on Workforce Board
Plan of Work 4E Technical and Workforce Support for Women and Minority Groups
(disadvantaged, disable, disabilities)
Sub POW 4E.1 Disadvantaged, Minority, and Women Programming Support and Technical
Assistance
Objectives:
4E1.A Increase participation and representation of women interests in GWIB
board programs and committees
4E1.B Provide access to leadership and capacity building opportunities/programs
Actionable Strategies: (S4E1.A-S4E1.C)

S4E1.A Support programs to increase awareness and provide programming
technical support for women groups and organizations.
S4E1.B Develop and implement Women and minority groups’ cross-planning
initiative.
S4E1.C Establish a women’s affairs advisory subcommittee for the GWIB
S4E1.D Support Strategic Planning and grants technical training

O4E1.A # of women participants and workshops attended
O4E1.B Increase in level of engagement and participation in planning groups and
committees
O4E1.C # participating in workforce programs and community programs and grants
submitted.
40
2007-2009
Sub POW 4E2 Capacity Building and Program Shadowing and Mentoring Technical
Objectives:
4E2.A Foster a positive and progressive climate for community networks to thrive
4E2.B Promote strategic planning throughout organizations
4E2.C Promote strong communication strategies
Actionable Strategies: (S4E2.A-S4E2.D)

S4E2.A Active promotion and dissemination of organization mission, vision
statement
S4E2.B Develop innovative and relevant Community List serve for collaborators
for community wide networking and information sharing
S4E2.C Promote training programs and training calendars and training subsidies
S4E2. Develop leadership academy for identified cohorts

O4E2.A Leadership development and increase in skill areas in working with
collaborators and people skills
O4E2.B Increase and sustaining workgroup programs
O4E2.C Improved communications amongst partners and collaborators
Plan of Work 4F Regional Economies (WIRED Framework)
Sub POW 4F1 Regional Workforce Council and Regional Workforce Strategic
Development Plan
Objectives:
4F1.A To support initializing framework for U.S. DOL WIRE Initiative
4F1.B To provide technical assistance to conduct regional asset/resource mapping
and needs assessments
4F1.C To promote regional communities understand the interdependence of the
power of e3 plus 1 and other relevant community factors.
4F1.D To align workforce development, vocational education, and training
programs

S4F1.A Support Innovation Micronesia− A Regional Collaboration Initiative
S4F1.B Creation of Regional Workforce Training Consortium
S4F1.C Coordinate and support regional planning efforts aligned closely to Military
Growth Impact on Guam.
S4F1.D Develop and support communication framework for collaboration related to
training and capacity building.
41
2007-2009

O4F1.A Training and technical sessions provided and Newsletters and publications
of efforts.
O4F1.B Development of workgroups and technical teams organized around
workforce issues.
O4F1.C Increased programming and cross planning efforts and initiatives in
support for regional collaboration
42
2007-2009
STRATEGIC GOAL 5: Strengthen Guam’s Workforce Investment Governance and
Workforce Community Leadership System
Plan of Work 5A GWIB Governance Flow Process
The direction of the GWIB board requires capacity building to support the initializing goals and
overarching goals to achieve the vision and mission of the ideal workforce for Guam. The
governance serves as the anchor for creating accountable systems that include program design,
program delivery and outreach across all program platforms. This is necessary to assess the
effectiveness of governance tools and practices. This Goal intends to initialize and align all
business policies as approved and prioritized by the Board. One important outcome of planning
towards a demand driven workforce begins with redefining the performing and governance
environment for training and service providers, partners, industry and the community.
Governance posturing will include more resources and commitment to support this expected
increased in programming. This will include the need for additional program personnel such as
additional planners, access to legal counsel for reviewing contracts and RFP disputes and other
related legal issues. The services of a procurement officer will also be of value and will be
included as a standard protocol in all RFP reviews, design and selection.

Realizing the reforms envisioned by the WIA;
Incorporating new statutory and regulatory requirements that have evolved since the
passage of WIA, such as priority of services for veterans as prescribed by the Jobs for
Veterans Act (P.L. 107-288);
Enhanced use of waiver provisions in WIA to provide greater flexibility to States in
structuring their workforce investment systems;
Reporting against the common performance measures
Sub POW 5A1 GWIB Governance
Support for Board training

Visioning session
Objectives:
5A1.A Transition strategies and building on new governance policies
5A1.B Updates of By-laws, Revisions of Executive Orders and appropriate
corresponding Policy documents.
5A1.C Adopt the logic process flow model as a standard for development for
Workforce proposals, grants, and MOU, MOA, and action plans.
5A1.D GWIB Governance Support
5A1.E Increase technical support and capacity building in governance and
accountability.
43
2007-2009
• Audit Procedures & Protocol
• Procedures for Full and Open Competition
• Source selection
• Method of Procurement
• Mitigation
• Organizational Flow process and structures
5A1.F Outsourcing program components except (Program Eligibility)

(Conduct feasibility, pilot systems) Policy.

S5A1.A Additional planners or technical assistance
S5A1.B Revamping of RFP and notice of interest adherence to adjudication process
1. S5A1.B1 GWIB Code of Conduct and adherence to Conflict of
Interest Statement related to each request for proposal
action:
a. S5A1.B1.a GWIB Board Members
a. S5A1.B1.bSpecific for GDOL Staff and workgroup(Current-

6 months)
2. S5A1.B2 Development of guidelines for cost/price analysis
3. S5A1.B3 Modification of all active sub-contracts and inter-agency

agreements to include missing clauses and conditions
4. S5A1.B4 Adoption and implementation of a Wagner Peyser Self-

Appraisal System specific to:
a. S5A1.B4.a Quarterly Quantitative Appraisal
b. S5A1.B4.b An Annual Qualitative Appraisal
5. S5A1.B5Development of Classification Cost Schedule and Manual

and criteria
a. S5A1.B5.a Policy on 15% Statewide Activities Funds

Guidelines and allowed use
44
2007-2009
b. S5A1.B5.b Tracking 5% administrative Limit and

development accounting code for all
categories of use
6. S5A1.B6Development of planning grants and bridge grants

programming/selection criteria closely aligned to federal
programs structure.
S5A1.C GWIB access to legal council

S5A1.D Recruitment of procurement Officer or buying time for services
S5A1.E Updating and development of policies and guidelines specific to:
1. S5A.1.E1 GDOL Allowable Cost Policy
2. S5A.1.E2 Monitoring and Audit
3. S5A.1.E3 Audit Resolution Process
4. S5A.1.E4 Training Refunds Policy
S5A1.F Policy Orientation and Dissemination as part of broader capacity

building efforts specific to:
1. S5A.1.F1 Staff Orientation
2. S5A.1.F2 Subcontractor orientation
S5A1.G GWIB access to legal council

S5A1.H Recruitment of Procurement Officer or buying time for services

O5A1.A Updated governance and policies guiding programs and reporting
O5A1.B Increased programming efficiency
05A1.C Improved methods and procedures adoption
45
2007-2009
Sub POW 5A2: GWIB Resolutions, Official Communications and Memorandums

Sub POW 5A3: Workforce Common Measures Integration
Sub POW 5A4: Individual Training Accounts & Individual Strategy Plans
Sub POW 5A5: Streamlining application process
Sub POW 5A6 Waivers and Work Flex
Sub POW 5A7 Program Awareness on educating communities about programs
Sub POW 5A8 Workforce Property Leases
Sub POW 5A9 Economic and Workforce Data Integration & Analysis
Sub POW 5A10 Definitions and Standards and Acronyms
1
USDOL ETA National Strategic Direction (Appendix N)
2
7th Western Micronesian Chief Executives’ Summit Communiqué (Appendix O)
3
Public Law 28-142 GRAP Legislation (Appendix P)
4
ARTE stands for (Assessment, Recruitment, Training, and Exit)
46

Department of Labor: Attachment B

Caricato da

Informazioni sul documento

Descrizione originale:

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Department of Labor: Attachment B

Caricato da

Copyright:

Formati disponibili

FOR TITLE I OF THE

WORKFORCE INVESTMENT ACT

NEW STRATEGIC DIRECTION EMPHASIS AND CONTINUATION OF STRATEGIC

STRATEGIC PLAN FRAMEWORK

STRATEGIC GOAL 1: ENHANCE ONE-STOP CENTER PROGRAM DELIVERY

Sub POW 1A1 Sharing Accountability and Outcomes

STRATEGIC GOAL 2: EMPOWER PEOPLE AND COMMUNITIES THROUGH

POW 2A: Improving Workforce Information and Reporting System

STRATEGIC GOAL 3: ADOPT A YADI LIFE LONG LEARNING PHILOSOPHY AND

POW 3A Systems Approach to Youth, Adult, Dislocated Worker and

Sub POW 3A2A Youth-to-Work: Passport to Careers Youth Development

POW 3B Apprenticeship & Certification Programs

Sub POW 3B1 Program Modeling & Replicatio

POW 3C Entrepreneurship Education

Sub POW 3C1 Localizing Enterprise Facilitation Concepts

POW 3D: Career-based Learning Continuum Awareness and Integration

Sub POW 3D1 Align workforce development with educational programs

POW 3E Talent Development

POW 3F Joint Training Board

Sub POW 3F1 Local State Level Creation

POW 3G: Career-based Learning Continuum Awareness and Integration

Sub POW 3G1: Align workforce development with educational programs

STRATEGIC GOAL 4: SUPPORT INCREASED ECONOMIC OPPORTUNITIES

POW 4A: Empower Communities

Sub POW 4B Capacity Building & Technical Assistance for Faith-based

Sub POW 4C: Civilian Labor Force Special Workforce Initiatives

Sub POW 4D Veterans and Work force Support and Training

Plan of Work 4F Regional Economies (WIRED Framework)

STRATEGIC GOAL 5: Strengthen Guam’s Workforce Investment Governance and

Plan of Work 5A GWIB Governance Flow Process

Sub POW 5A1: GWIB Governance

STRATEGIC GOAL 1: ENHANCE ONE-STOP CENTER PROGRAM

National Key Program Components:

Enhanced integration of service delivery through One-Stop delivery systems nationwide;

Sub POW: 1A.1 Sharing Accountability and Outcomes

Actionable Strategies (SA-SJ)

o SA1.D1.a Development of Cost Schedule

o SA1.D1.b Development of Guidelines and Allocation

2. SA1.D2 Adoption and implementation of a Time Distribution System

o SA1.D2.a FTE Allocation plan for employees assigned

o SA1.D2b Activity Reports for Staff assigned on

3. SA1.D3 Cost Adjustments for Program Years cited

o SA1.D3.a Cost Adjustment Plan for Compliance

SA1.E An automated OSCC program environment

Outcome Indicators (OA-OL)

Actionable Strategies: (SA2.A-SA2.B)

Outcome Indicators: (OA2.A-OA2.E)

Sub POW 1A3 Internet-Based Workflow System

Actionable Strategies: (SA3.A-SA3.B)

Outcome Indicators: (OA3.A-O3.E)

Sub POW 1A4 Marketing and Outreach

Actionable Strategies: (SA4.A-SA4.D)

Outcomes Indicators: (OA4.A-O4A.F)

Actionable Strategies: (S1A5.A-S1A5.C)

Outcome Indicators: (O1A5.A-O1A5.C)

Sub POW 1A6 Case Management Flow Processes and Protocol

Actionable Strategies: (S1A6.A-S1A6.C)

Outcome Indicators: (O1A6.A-O1A6.C)

Actionable Strategies: (S1A7.A-S1A7.C)

Outcome Indicators: (O1A7.A-O1A7.C)

National Key Program Components:

Actionable Strategies: (S2A.A-S2A.G)