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Strategic Boards Tool Kit

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To help workers and job seekers achieve their full potential

To reimagine how we work together to create a talent pipeline for the 21st century

To open a dialogue about what’s working for us and our customers

“The greatest danger for most of us lies not in setting our aim

too high and falling short, but in setting our aim too low and

achieving our mark.”

Michelangelo

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Based on three key pillars of our system:

One-Stop career centers provide first-rate customer service to jobseekers, workers, and businesses.

The demands of businesses and workers drive workforce solutions.

The workforce system supports strong regional economies.

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1. The needs of business and workers drive workforce solutions

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2. One-Stop Centers provide excellent customer service and focus on continuous improvement

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3. The workforce system actively supports vibrant regional economies and plays an active role in community and economic development

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Lead the Board to develop a guiding Vision and Mission statement that aligns with Regional and State priorities

Act as the lead strategic convener to promote and broker effective relationships between CLEO’s and economic, education, and workforce partners in the local area

Work with Board members and Staff to Ensure Board meets WIOA Compliance Guidelines

Lead an Executive Committee to guide the work of the Board, and ensure that Committees or Task Forces have necessary leadership to perform the work of the Board

Lead the Agenda setting process for the year, and guide meetings to ensure both Tactical and Strategic work is completed in all meetings

Work with other Local Board Chairs to develop a Regional Plan and Strategy for Workforce Development with aligns local to state plans.

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Ensure the appointment of a WIOA Compliant Local Board, consistent with the criteria established by the Governor and the State Board, for which members have “optimum policy making authority” as required

Ensure that Board membership connects all key resources and stakeholders

Work across local areas with other LEO’s to ensure the development of a Regional Plan for Workforce Development by the Local Boards

Interlocal Agreement How CLEO is determined

How Board members are appointed, removed or reappointed

Who the local workforce fiscal agent is and how they are selected

How is liability apportioned

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1. Quality Partnerships for System Alignment

2. Strategic Boards

3. Strong Regional Economies

4. Seamless, Customer-Centered One-Stop Delivery

5. Data-Driven Decision Making and Continuous Improvement

http://wdr.doleta.gov/directives/corr_doc.cfm?DOCN=7353

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They facilitate public private partnerships; and support sector strategies and career pathways

Business-led Boards with a majority of employers

Board responsibilities:

Engaging employers, especially in sector strategies

Developing career pathways

Strengthening connections between core programs

Promoting proven and promising practices

Effectively using technology

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State and local workforce boards are smaller, more agile strategic boards in partnership with governors and chief elected officials; must fully engage all WF system stakeholders.

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Align systems and ensure effective operations across workforce programs

Develop regional and local plans

Designate One Stop operators

Take the lead in career pathways development

Promote industry and sector partnerships

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State Plan:

Establishes policy and designates planning regions

Regional Plan: Coordinates:

Local Plan:

Must align to regional plan, focuses on how services will be delivered

• Regional service strategies

• Regional sector initiatives

• Analysis of regional labor market data

• Admin costs

• Coordination with regional economic development

• Etc.

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Reduces the size of boards

Streamlines board membership primarily by eliminating requirement

that all One-Stop programs be represented

Enhances local control over the appropriate mix of services by giving

local CEOs authority to add non-core partners

Retains business majorities and leadership role

Adds requirement that businesses must be employers that provide

high-quality training in in-demand industry sectors or occupations

Adds Vocational Rehabilitation, Adult Education, and

Registered Apprenticeship as required members at local level

Authorizes optional standing committees such as Youth

Services

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The Interlocal Agreement explaining how local governments will conduct their many WIOA mandated tasks.

A Partnership Agreement between the local elected officials and the Workforce Board explaining who does what and how disputes are resolved.

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Developing the new strategic workforce plan for the entire local workforce system

Cooperating with other workforce areas in your region

Agreeing on an annual workforce budget

Choosing Career Center operators

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Prepare a regional plan

Establish regional service strategies

Develop and implement sector strategies

Collect and analyze regional labor market data

Establish administrative cost arrangements

Negotiate and oversee regional performance goals

Coordinate transportation and support services

Coordinate with regional economic development

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Maher & Maher completed this project, with Federal funds from the U.S. Department of Labor, Employment and Training Administration under Contract Number DOLQ131A22098.