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WIB CERTIFICATION

WIB CERTIFICATION. NOVEMBER 5, 2009. OK’s Strategic State of the Workforce Investment Plan. “ Local Workforce Boards must serve as a broker in coordinating all workforce-related services within a regional area in collaboration with economic development”.

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WIB CERTIFICATION

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  1. WIB CERTIFICATION NOVEMBER 5, 2009

  2. OK’s Strategic State of the Workforce Investment Plan • “Local Workforce Boards must serve as a broker in coordinating all workforce-related services within a regional area in collaboration with economic development”

  3. “The goal is to have WIBs that are seen as the authority on workforce and economic development issues. Too often, WIBs are seen as simply “WIA Oversight Committees” and are much too involved in programmatic minutia. The State wants to assist local WIBs to become truly system oriented by aligning services and resources and developing exciting and innovative collaborative efforts with all entities involved in economic and workforce issues.”

  4. Desired State in the Region Solving Community Issues WIBs Economic Development Education One-Stop System

  5. Certification to create effective WIBs to • Ensuring WIBs have proper membership (key industry and community leadership) • Positioning the WIB to convene and engage partners, facilitate community workforce development discussions, broker services and connect the dots • WIBs to empower themselves to • Find solutions, provide a system of quality access to services, leave no worker behind and increase per capita income, and to enhance regional economic development

  6. Process and Timeline

  7. Criteria Required • Set a Vision, develop mission, and strategic and operation plans to carry out the vision • Appropriate WIB membership • Separation of WIB, One-Stop Operator, and WIA service provider staff • Build greater collaboration with Econ. Develop • Develop Sector Strategies • Revitalize Youth Councils

  8. The key industry sectors The key community and econ dev/opinion leaders Its diversity of the workforce area The workforce area geographically Business Reps Employment by Industry type Geography Establishment size Total Payroll of employers Membership Representation

  9. Two Econ Develop Two Education Two Labor Two CBOs DHS OESC WIA Title I Adult Basic Ed Carl Perkins Voc-Rehab Native American Programs Other (LEOs) Other Reps

  10. Nomination & Appointment • Nominations from lead local business organizations or business trade associations in labor market area. (Ada, Ardmore, Durant) • Appointed by Chief Local Elected Officials • One County Commissioner designated from each of our 10 counties.

  11. Required Information • Membership checklist (Name, company, industry sector) • Explanation of Board orientation • Copy of updated WIB staff individualized training plan by the WIB and the desired state training support needed

  12. Oklahoma Envisions • the WIBs as an objective, unbiased broker within the community not tied to one service entity. • the WIBs as strategic bodies that can do broad planning; convene diverse players with multiple and at times competing agendas; and create a workforce system that extends well beyond WIA.

  13. Requirement of Separation • WIA Law and Regs indicate that WIBs “may not directly provide core or intensive services, or be designated or certified as a One-Stop Operator, unless agreed to by Chief LEO and Gov.” The restriction also applies to Board staff. • Big Five Community Services, Inc is currently • Board Staff Employer of Record • Fiscal Agent • Service Provider

  14. Requirements (If not Separate) • Organization Chart reflecting the structure of the local service delivery model • Describe the “firewall” between the service provider, local WIB and Board Staff • Concrete example the local WIB has a separate identity from the board staff and service provider and functions as an unbiased entity within the community to provide value added leadership for the entire system. • The results of a survey conducted of the local WIB members indicating whether they perceive the board to be an objective, unbiased broker within the community not tied to one service entity.

  15. Requirements Continued • The views expressed by the local WIA mandatory one-stop partner programs indicating whether the programs consider the local WIB to be a strategic body that creates a workforce investment system that extends well beyond WIA. (Letters of Support and other comments) • Demonstrate the cost effectiveness of the local area’s current organizational structure

  16. Collaboration withEconomic Development Economic Development Organizations that WIB is currently or in the past has worked with on ED projects: Past or Future event someone presenting showcasing the board, board staff or service provider working with econ dev. Plan to entice economic development organizations to become involved with your board on projects regarding recruitment of job seekers, job retention, job expansion, etc. • Summary of type of project • Employer recruitment • Employer retention • Job creation • What type of role • Advisory • Monetary • Information provider, etc.

  17. Regional Sector Strategies Identify the key industries within your region Skills needed in order to grow and expand How you would or have provided those skills to current employees or how you would or have created a pipeline. Products available in product box to meet the needs of these industries and how to ensure the products meet the needs of the industries and job seekers

  18. Revitalize Youth Councils YC membership list Major initiatives Recent minutes Program initiatives and/or goals to be accomplished How the YC developed strategies for serving the neediest youth Efforts to ensure that parents, youth participants, and other youth leaders are involved in program design and implementation

  19. Continuous Improvement Activities (by July 1, 2010) • Progress on goals/objectives and strategies of the strategic plan • WIB Chair attends system provided training to assist in accomplishing the mission of the Gov. Council and WIB • Local System Development • Determining and ensuring skills required by one-stop staff • Successful One-Stop Operator • Meeting or exceeding performance measures • Evidence of system changes as a result of skills gap analysis • Steps undertaken to connect with employers and targeted industry sectors • Utilizing more short-term pre-voc demand driven products

  20. The Board’s Vision: “The Southern Workforce Board envisions a high performance workforce in which partnerships proactively identify workforce needs and facilitate solutions” The Board’s Mission: “We implement the strategic process that aligns workforce with economic development in partnership with the community to maximize opportunities and address needs www.swb-ok.com

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