Rethinking the Napa County Workforce Investment Board

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Your Logo Here

• Rethinking the Napa County Workforce Investment
  Board

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Urgency

• Communities across the country are looking for
  ways to compete for economic growth and good
  jobs. Developing a skilled high quality
  workforce has become an important strategy in
  local economic development efforts
• Because there is a sense of urgency to deal with
  a host of workforce development challenges and
  needsstate and local workforce boards are
  evolving into a pivotal role organizing
  comprehensive responses to these challenges
• Visionary Leadership and Planning Guide

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The Threat

• The biggest threat to our economic survival is
  the lack of a skilled workforce
• Tony Zeiss, President CPCC

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Looking at Workforce Values

• View of the community that takes into account the
  links between the economic development,
  educational development and workforce
  development.
• The question 'Do the jobs available match the
  skills of the available work force?' looks at the
  link between economic development, workforce
  development and education development

Economy
Education
Workforce
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The Workforce System Triangle

• Education Training Employer Practices
• (Capacity) (Demand)
• Existing/Potential Workforce
• (Supply)

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End Results Who Are We?

• Be the champion for workforce issues
• Be the communitys change agent
• Be the communitys convening agent
• Be the communitys accountability agent

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How do we move to Leadership

• Effective WIBs provide leadership in two distinct
  and valuable arenas
• Accountability for the delivery of quality
  publicly funded workforce services
• Identification and management of workforce issues
  in the community

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How do we show leadership?

• Resolving workforce challenges
• Being able to set resources in motion that
  already exist
• Influencing both public and private funding for
  workforce development that you do not have direct
  control over

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Accountability is

• Ways of knowing whether the job is getting done
  without looking over any shoulders which in turn
• Frees up the Board for strategic thinking and
• Enables the board to seize opportunities and
  derail threats to the vision

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Like Chapters in a Book

• Chapter One
• Create an internal Strategic Business Plan
• Organize ourselves for governance and leadership
• Chapter Two
• Conduct workforce intelligence (Assess needs)

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Like Chapters in a Book

• Chapter Three
• Make change happen
• Engage the community in our work
• External community strategic planning
• Develop comprehensive responses to workforce
  Issues
• Chapter Four
• Measure change

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Internal Strategic PlanWho are we as a
board?not the Job Connection!

• Purpose
• The boards business plan
• Identify the boards vision, mission, purpose
• Defines the boards work
• Organizes the boards work
• Sharing common vision
• Organizing to take action
• Managing partner relationships
• Developing board membership
• Planning for board succession
• Staff development
• Diversifying the budget and funding streams

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Internal Strategic Plan

• Process
• Board retreats
• Board committee planning sessions
• Board leadership planning sessions
• Board staff planning sessions
• Internal business plan development

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Workforce Intelligence

• Purpose
• Assess community needs
• Build foundation for local workforce planning
• Identify critical workforce issues
• Provide information about local labor market and
  economy
• Targets internal capacity of the board to engage
  broad base of stakeholders

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Workforce Intelligence

• Process
• Conduct baseline community audit
• Local research studies
• Board planning committee meetings
• Maintain a State of the Community report

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External Planning

• Purpose
• The board and the community
• Connect workforce development with economic and
  educational development
• Establish measurements for success
• Assign to appropriate committees to get the job
  done

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External Planning

• Process
• Analyze community data to identify major
  community workforce issues that are barriers to
  employment
• Create a vision for the community based on the
  work of the board
• Engage community leaders in establishing goals

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Internal External Alignment

• The WIB must ensure that its work has alignment
  and accountability within the following areas
• Board Vision
• Board Mission
• Board Issues
• Board Goals
• Board Work

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Build Strategic Partnerships

• The Boards power is as a convener and
  facilitator, not its legal authority
• Effective community planning only happens if it
  engages the community
• Goal is to influence public and private
  decision-makers well beyond funds under Board
  authority
• Keep stakeholders on your side

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Position the Board Intelligently

• Map other community planning bodies, processes
  before launching our own
• Build off others with momentum where they exist
  (Destination strategy, Chambers, Gen. Plan)
• Educate the community on workforce issues
• The Theme.Workforce is an economic development
  issue with broad social implications

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Engage the Community!

• Purpose
• Share data about the workforce
• Create a sense of urgency to eliminate the
  workforce issues
• Create a common vision
• Solicit opinions about important goals and
  strategies for workforce development
• Develop an accountability tool

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Engage the Community!

• Process
• Develop information vehicle mailing list to
  distribute relevant materials (Website)
• Hold public forums for citizens to consider and
  debate the choices concerning education/training,
  economic goals, and work opportunities (G.P.
  Economic Outreach meetings)

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Engage the Community!

• Process
• Conduct meetings with groups of educators, local
  employers, key economic and workforce development
  leaders to help them understand the current state
  of the County
• Make presentations to various community
  organizations, associations service clubs
• Create a sustained communications and engagement
  strategy about the data to identify ongoing
  policy opportunities (planning department, CVB
  board, etc)

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Measure Change

• Purpose
• Know that your work makes a difference
• Create community accountability

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Measure Change

• Process
• Community work groups determine the overall
  performance of success
• Translate to board goals
• Publish periodic reports on gains/losses
• Complete an annual report

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Why Boards Exist

• One fundamental reason for a Workforce Board to
  exist is to identify and facilitate the
  management of workforce issues, and to convene
  the relevant organizations and individuals to
  address them.

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Whats Next

• Fill empty seats with powerful members - Now
• Conduct Strategic Planning Session - September