Performance Excellence Environmental Scan: Southern California One-Stop System Synopsis

If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on Performance Excellence Environmental Scan: Southern California One-Stop System Synopsis. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Performance Excellence Environmental Scan: Southern California One-Stop System Synopsis paper right on time.

Out staff of freelance writers includes over 120 experts proficient in Performance Excellence Environmental Scan: Southern California One-Stop System Synopsis, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your Performance Excellence Environmental Scan: Southern California One-Stop System Synopsis paper at affordable prices!

The Southern California Regional Performance Excellence Forum (SCRPEF), the Employment Development Department (EDD), and the California Workforce Investment Board joined to study customer satisfaction concerning the California One-Stop Career Center System, "a statewide network of conveniently located centers that each provide employment, education, and training services all in one place" (EDD, par. ). The purpose of the study was to analyze customer satisfaction with and determine performance improvement by the local One-Stop Centers. In addition, it was hoped that the results of the study could be used to identify future expansion of the program (SCRPEF, page 1) by means of resources and assistance (SCRPEF, page 0). SCRPEF is comprised of voluntary representatives from Federal, state, and local workforce investment systems (SCRPEF, page 0).

Methodology

To adequately meet the needs presented by the study, a survey was developed to survey the staff of full-service One-Stop Centers located in Southern California from San Diego to Santa Barbara, California (kiosk and satellite One-Stop Centers were not included). The survey consisted of sixteen multiple-choice questions that were divided into three areas of analysis customer satisfaction, continuous improvement systems, and performance management. The first set of questions (customer satisfaction), were divided into four separate sections. The survey was mailed, faxed, or distributed in person to the One-Stop Centers, and follow-up telephone or email interviews were conducted with Local Workforce Area staff members responsible for monitoring customer satisfaction and improvement systems. When all the One-Stop Centers in a particular Local Workforce Investment Area used the same methods and tools, they were considered to be one entity. Results were compiled from seventy-one percent of the One-Stop Centers, a seventy-percent response rate (SCRPEF, pages and ).

Results

Over sixty-three percent of the One-Stop Centers interviewed reported collecting customer satisfaction information daily. Young adult customers are under-represented in the survey results because most of the youth serviced by the One-Stop Centers attend kiosk or satellite centers rather than the full-service centers. The kiosk and satellite centers were not included in the study. Sixty percent of the One-Stop Centers use the same tool to collect results (SCRPEF, page 4).

Nearly half of those respondents interviewed, forty-nine percent, said that results of customer satisfaction input is communicated to other staff members monthly. A smaller percentage of respondents communicated with other staff members weekly and another smaller percentage communicate results quarterly (SCRPEF, page 4). The survey results also indicate that staff members responsible for monitoring customer satisfaction and improvement systems vary widely and include special staff coordinators, managers, receptionists, teams of staff members, or no specific person (SCRPEF, page 4).

The great majority of respondents indicated that a standard customer satisfaction system is in place (6 percent), as well as a continuous improvement system (eighty-six percent) (SCRPEF, page 6). In addition, sixty-three percent of those with a system in place indicated improvements in performance since implementation (SCRPEF, page ).

Continuous Improvement Methods

Continuous improvement tools used by the One-Stop Centers surveyed varied (SCRPEF, page 6 and 7and included) the following

• Malcolm Baldridge Quality Criteria (forty-five percent)

• Total Quality Management (twenty-three percent)

• "Simply Better!" (fifteen percent)

• International Standard for Organization (one percent)

• Combination of tools including those listed above and the Balanced Scorecard (fifteen percent)

Implications

Because the majority of One-Stop Centers displayed an improvement in their staff's performance with a monitoring system in place, the SCRPEF concluded that some assistance would be appropriate to help the One-Stop Centers maintain and expand their monitoring of customer satisfaction and continuous improvement programs (SCRPEF, page 10).

"The private sector (for-profit) has found customer service and best practices have led to significant profit gains and repeat business" (SCRPEF, page 10). However, the public sector does not have the same goals.

For the public sector, the goals include maintaining the same customer base (keeping customers from switching to a different government agency to meet their needs) and proactively averting negative outcomes (SCRPEF, page 10). The report of this study cited another study by Accenture, titled, "Customer Relationship Management A Blueprint for Government," which detailed goals for the public sector in maintaining customer satisfaction. The Accenture study also concluded that obstacles to maintaining customer satisfaction were bureaucracy and managing technology (cited in SCRPEF, page 10). Therefore, the SCRPEF study concluded that technology assistance would be an appropriate method to help the One-Stop Centers expand and maintain their customer satisfaction and continuous improvement systems (SCRPEF, page 10).

Recommendations

As a result of the study, two recommendations were made (SCRPEF, page )

• Establish training for the Local Workforce Investment Area personnel on customer service strategies and data management

• Establish training for pertinent Local Workforce Investment Area personnel on implementing continuous improvement strategies

Employment Development Department, California Worknet One-Stop Career Center System. http//www.edd.ca.gov/one-stop/

Southern California Regional Performance Excellence Forum (00).

Performance Excellence Environmental Scan Southern California One-Stop System. http//www.calwia.org/pdf_reference/OneStopStudy0.pdf

Please note that this sample paper on Performance Excellence Environmental Scan: Southern California One-Stop System Synopsis is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Performance Excellence Environmental Scan: Southern California One-Stop System Synopsis, we are here to assist you. Your cheap custom college paper on Performance Excellence Environmental Scan: Southern California One-Stop System Synopsis will be written from scratch, so you do not have to worry about its originality.

Order your authentic assignment and you will be amazed at how easy it is to complete a quality custom paper within the shortest time possible!