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The 411 The 411 for for
Workforce Workforce Development Development
Board MembersBoard Members
Private, non-profit organization
Volunteer Board of Directors
One of 24 Florida Workforce Boards
Board authority established through legislation
Who We Are
Serve as point of contact on workforce issues
Provide forum to consider workforce needs
Develop and promote strategic initiatives
Advise elected officials on workforce policy
Coordinate with economic development effort
Coordinate with education efforts
What We Do
Strategic Direction
MissionMissionFacilitate and be the Facilitate and be the
catalyst for catalyst for workforce development workforce development
services that are responsive services that are responsive to theto the
Employment needs of Employment needs of Brevard.Brevard.
MissionMissionFacilitate and be the Facilitate and be the
catalyst for catalyst for workforce development workforce development
services that are responsive services that are responsive to theto the
Employment needs of Employment needs of Brevard.Brevard.
VisionVisionA highly A highly
competitive competitive workforce for workforce for
Brevard.Brevard.
Convene the community around workforce issues
Strengthen key industries
Oversee performance of the system
Set strategic direction and policy for operational design of the system
Ensure financial stability
Major Functions and Major Functions and Activities of BWDBActivities of BWDB
Legally responsible for making sure funds are spent in responsible manner
Ensure the organization is well managed
Create the organization’s identity
Communicate and promote the organization’s mission and goals to their communities
Responsibilities of Responsibilities of Board MembersBoard Members
General:General:
What are barriers faced by workers and job seekers to obtaining employment/adequate income?
What are hiring requirements of employers?
What are effective strategies for bridging skills gaps?
What are the industries most important to Brevard?
Responsibilities of Responsibilities of Board MembersBoard Members
Specific – Provide Knowledge & Insight:Specific – Provide Knowledge & Insight:
Be an active participant in Board proceedings
Be a member of at least one committee
Participate in an open, honest, respectful, and non-serving manner in all deliberations
Be an agent of change within own organization, system and community toward achieving the goals of the Board.
Responsibilities of Responsibilities of Board MembersBoard Members
Expectations of Board Members:Expectations of Board Members:
Leadership
Scope of Board Activities
Board Meetings
Executive Committee Meetings
Committee Activities
Executive Director Relations
Events
Development
Board Succession
Knowledge and Training
Responsibilities of theResponsibilities of theChairmanChairman
Maintain relationships with other agencies
Facilitate Work of BWDB & Committees
Work for Entire Board, and Closely with Board Chair
Lead BWDB within Confines of its Mission
Be “Chief of Staff” for BWDB
Present Annual Budget for Modification/Approval
Provide Fiscal Information for Financial Oversight
Report on work of contractors/service providers
Train staff & assist in training Board Members
Be responsible for media/public relations
Responsibilities of Responsibilities of BWDB BWDB
President/Executive President/Executive DirectorDirector
Each committee has a specific job
Formed by the Board and makes recommendations to the Board
Board and non-board members participate to bring valuable expertise to the work of the committee
The Executive Committee is each Committee Chair, Officers and immediate Past Chair
Responsibilities of Responsibilities of Board CommitteesBoard Committees
Leadership
Scope of Committee Activities
Board Meetings
Other
Responsibilities of theResponsibilities of theCommittee ChairsCommittee Chairs
Most important Board decisions:
Selection of Executive Director
Selection of Board Chair
Defines relationship between the whole Board and whole staff and the quality of the organization
Board’s task is governance. Executive Director’s job is management
Board should not try to micromanage operations.
Board members need training to do what they do, so do Executive Director and staff
Board/Executive Board/Executive Director RelationshipsDirector Relationships
Study the economy
Share your own experiences
Participate in education sessions
Understand the One-Stop Career Center concept
Be aware of performance numbers
Promote staff and board training
Be an ambassador for the Board
Practice patience and promote success
Remember the taxpayer
Tips For New Tips For New Board MembersBoard Members
Questions?
The Evolution
BWDB Board Member Orientation
Part 2
• Introduce WIA
• Describe WIB membership and funding
• Identify the characteristics of an effective WIB
Section 1 Objectives
Workforce Investment Act (WIA)
• Enabling legislation enacted in 1998
• Defines WIB structure, membership, services, funding and performance.
• 591 state and local WIBs
• Legislation designed to provide workforce solutions that are locally determined
WIB Membership
• 50% of WIB members must be private sector
• Chair must be a private sector member
• Required public partners are education (K-16), vocational rehabilitation, labor, economic development
Flow of Funds and Authority
• Flow from US Department of Labor (DOL) to WIBs via states
• Some funds are formula driven (WIA)• Some funds are subject to elected officials desires (TANF)• Authority for funds and resource allocations varies among
WIBs.• WIBs can use 10% for administration and the balance is
available for One Stop infrastructure, basic skills and occupational training, remediation, and business services.
WIBs as Resource Developers
WIBs have been increasingly successfully generating funds via:
• State and local general funds
• Fundraising targeted to business foundations
• Federal grants
• Enhanced business services for a fee
Beyond WIA An Effective Workforce Board
Researches the local economy Takes a data driven strategic focus Accepts responsibility for high quality services Convenes essential voices for critical decisions Engages business members in decisions Seeks diversified funds to support strategic
goals Demands proactive and diverse business
services
What You Need to Know About Your WIB
• Is the WIB a 501 3 (c )? Fiscal agent?
• Who is on the WIB? 50% businesses? From what key industries?
• What is the overall budget of the WIB?
• What other resources is the WIB developing?
Section 2 Objectives
• Describe the One-Stop concept and services involved
• Describe the E3 concept
One-Stop Workforce Concept
• Mandatory Partners under WIA Adult Education and literacy activities Vocational Rehabilitation Housing Authority Senior Community Employment Service Veterans Employment Services Temporary Aide to Needy Families (TANF) Wagner-Peyser programs
Services to Business
WIBs have independently developed business services:
• Labor Market Information • Rapid Response Services• Employed Worker Training• OJT Contracts• Business Learning Events• Virtual Job Fair• Specialized training for national certification• Specialized assessment services (Profiles)• HR services for small businesses
CORE SERVICESUniversal
No Eligibility StandardLow Cost - High Volume
Job Placement Recruiting for Employer ListingsInformation - LMI Consumer ReportsProvider/Area Performance Initial AssessmentReferral to Community and Specialized Services
INTENSIVE SERVICESLimited By:
Program EligibilityNeed-Couldn’t Get Job
Moderate Cost - Reduced Volume
Intensive Assessment & Testing "Counseling"Case Management Support Services
Employability TrainingProgram Benefits e.g. UC, VR, WAGES, etc.
TRAINING SERVICESTightly Controlled By:
Eligibility, Compelling Need, Local Funding PrioritiesHigh Cost-Low Volume Vouchers/ITAs
Postsecondary Basic & Occupational EducationOJT
Customized Training
WIA - One-Stop Service Delivery System
Services to Job Seekers
• Labor exchange (what jobs are available)
• Work readiness training
• Literacy and remediation
• Occupational Training
• Workshops (Interviewing, Resumes)
• Access to other publicly funded services
• Transportation assistance
• Access to computers, fax, phone
E3 Concept
Who is Involved? How are they connected?
• Economic Development
• Education (K-16)
• Employment
The E3 Concept
• Workforce Boards cannot prepare people for jobs where they do not exist
• Jobs do not come, or grow, where there is not a skilled workforce.
• Each of our Successes is dependent on the successful outcomes of the other
What You Need to Know
• Where are the One Stops in your area?
• What services are currently offered to business?
• What services are offered to job seekers?
• How does BWDB engage in the E3 concept?
Questions?
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