Northern Virginia WIB New Member Orientation

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Northern Virginia WIBNew Member Orientation

• An Introduction

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ORIENTATION AGENDA

• Overview of WIB Vision, Mission, Goals (Strategic
  Plan)
• Overview of WIB Structure and Committees
• Overview of WIA
• Discussion What are your individual interests
  in becoming part of the WIB and how can we help
  you pursue them?

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Strategic Planning Process

• The WIB conducts strategic planning yearly. Each
  Committee uses the strategic plan to drive their
  work
• Each strategic planning cycle starts with a
  Community Forum this summit is meant to kick
  off the environmental analysis required for
  strategic planning. Here we listen to the
  community with an emphasis on the business
  community to ascertain needs.

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Strategic Planning Process

• The Executive Committee and the full WIB conduct
  a retreat to complete a full SWOT analysis which
  includes an examination of the external
  environment, the organizational environment, and
  the regulatory environment

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Northern Virginia WIB VISION

• A community where every business can attract and
  retain highly skilled workers and every worker
  gains the skills they need to become employable.
• Crafted at the first retreat in September 2000

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Northern Virginia WIB Mission

• A system that is demand side led, meeting
  businesses' demand for a highly skilled workforce
  and assists businesses in sustaining economic
  growth. The system offers world-class (quality)
  preparations to every Northern Virginia resident
  throughout his or her lifetime.

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CUSTOMERS

• Businesses
• Jobseekers (emerging, transitional, and incumbent)

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Northern Virginia WIB Goals

• Goal 1 Guarantee that the areas workforce has
  opportunities to improve skills and wages through
  a system of employment services and lifelong
  learning opportunities.
• Goal 2 Increase the labor supply for high demand
  industries, both current and future, in
  cooperation with state and local economic
  development strategies through workforce
  development
• Goal 3 Decrease the skills gap between
  industries skill needs and the potential
  workforce by creating a mechanism for clearly
  defining industry based skills standards,
  communicating them to educational providers, both
  public and private, and integrating the skill
  standards into curriculum.

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Goals

• Goal 4 Serve as an efficient nexus between the
  education community, businesses, and the defined
  workforce by increasing their knowledge of the
  entire workforce development system.
• Goal 5 Work effectively with economic
  development organizations to assist in creating
  employment opportunities, continuing to enhance
  the image of the region, and insuring that all
  the areas workers have access to these
  opportunities.
• Goal 6 Integrate services and insures access to
  all citizens and businesses.

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Focus Areas for 2002

• Based on the information generated at the Forum
  2001, the WIB identified three priority action
  items for 2002. They are
• Build strategic alliances and partnerships and
  leverage those alliances for integration of the
  systems services, policies, and strategies.
• Status as of 9.02 The WIB has initiated formal
  agreements with Fairfax County Chamber of
  Commerce and with the Northern Virginia
  Technology Council. A VA WIB Chairs Association
  was formed and is led by the NVA WIB.
• Seek to increase the financial investment in the
  WIB to develop innovative systems and strategies
  to provide and improve workforce serves to
  businesses.
• Status as of 9.02 Over 4 million in additional
  funds has been developed.
• Create an incorporated entity for the WIB. This
  will assist in the creation of an identity for
  the WIB and therefore for workforce investment as
  a priority area for the community.
• Status as of 9.02 Completed

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Focus Areas for 2003

• The Northern Virginia Workforce Investment Board
  set several strategic priorities for 2003.
• DEVELOP A SECTOR STRATEGY TO POLICY AND PROGRAM
• Develop an industry sector approach to business
  services. The Program Planning and Development
  Committee will identify several industries with
  which to begin this approach over the next twelve
  months.
• Develop Industry Consortia for the selected
  industries to advise the NVWIB on the industries
  current workforce needs and the predicted future
  trends within the industries.
• Continue to link the work of the WIBs Business
  Center to growth industries in the area
• GATHER LABOR MARKET INTELLEGINCE
• Continue to research regional requirements for an
  automated labor market information system for the
  Northern Virginia area.

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Focus Areas for 2003

• ENSURE VALUE ADDED SERVICES
• Conduct an examination of the NVWIBs current
  products and services (e.g., training,
  information, skilled workers) from an industry
  perspective, identify what value the product
  brings to the business customer/industry,
  identify key features of the product that the
  customer would value, and design or redesign
  based on the expectations of the industry
  customer.
• PROMOTE CAREERS WITHIN THE SPECIFIC INDUSTRIES TO
  THE EMERGING WORKFORCE
• Develop a Youth Employment Center that will focus
  on helping youth get jobs and explore careers
  within selected industries.
• DEMONSTRATE EFFECTIVENESS TO THE BUSINESS
  CUSTOMER
• Develop a set of metrics that can measure return
  on investment to demonstrate performance to the
  business customer

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WIB STRUCTURE

• Five Standing Committees Refer to Committee
  Guide
• Executive Committee all officers and Committee
  Chairs
• Finance Committee
• Program Planning Committee
• Quality Assurance Committee Certification
  Subteam for certification of Centers is housed
  here
• Youth Council comprised of voting and non
  voting WIB members

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Workforce Organizational StructureWIB as Policy
Body with 5o1c3 as Operating Arm
LEOs
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FUNCTIONS

• WIB
• Policy setting
• Provide direction to committee work
• Oversight of WIA
• Fundraising make visits as deployed by staff
  identify opportunities

• SkillSource Group, Inc
• Implement WIB policies
• Staff Committees
• Conduct oversight responsibilities, e.g.,
  monitoring
• Fundraising write proposals create
  opportunities
• Administration of WIA grant

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OVERVIEW OF THE WORKFORCE INVESTMENT ACT (WIA)

• Purpose of the Workforce Investment System
• Designed to Impact
• Access
• Skills development
• Poor quality jobs
• Job creation
• Retention/wage progression

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THREE KEY THINGS TO KNOW ABOUT WIA ONE Key
Principles

• The Workforce Investment Act is currently based
  on seven key principles
• streamlined services through a one-stop delivery
  system
• empowering individuals to make informed choices
• universal access
• increased accountability
• a strategic role for local boards and the
  private sector
• state and local flexibility
• improved youth programs.

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TWO WIB RESPONSIBILITES

• General Responsibilities of WIB in Partnership
  with Local Elected Officials (LEOs)
• Develop and enter into a MOU with one-stop
  partners
• Certify one-stop operators
• Conduct oversight to the one-stop delivery system
  in the local area
• Create consumer reports

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THREE BUSINESS RESULTS

• The current Law specifies performance outcomes
  for youth and adults based on
• Placement
• Retention
• Earnings
• Skill Attainment
• Credentialing

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USDOL PRINCIPLES FOR REAUTHORIZATION

• The law is due to expire in 2004 if Congress does
  not reauthorize it.
• DOL has six general principles
• Customer Focused Service Integration
• Greater Responsiveness to Employers
• Increase State Flexibility
• Improve Program Performance
• Individualized Opportunities for Training
• Improve Youth Programs

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Other Key Facts About WIA

• There is a State Workforce Investment Board
  appointed by the Governor that sets statewide
  policy
• Local WIB is appointed by the local elected
  officials and certified by the State Board
• The Local Elected Officials in this area have
  appointed a chief local elected official (CLEO)
  that sits on the WIB and acts on their behalf
  when necessary

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Other Facts

• WIBs are certified every 2 years
• Can be decertified for
• Failure to meet performance measures for 2
  consecutive years
• Fraud or Abuse
• Failure to carry out the functions of the board

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Northern Virginia WIBs Four Core Businesses

• Provision of workforce services to businesses and
  jobseekers through full service and affiliate
  one-stop centers through core services,
  intensive services and training and through our
  Business Center(s)
• Certification for Organizational Quality
  providing a license to display the SkillSource
  Logo to both funded and non-funded organizations
• Certification of Worker Skills through the
  Northern Virginia Core Competencies for a
  Workforce Professional

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Core Businesses

• Fostering Partnerships and Community Awareness
• The WIA requires 17 individual program partners
• There are also voluntary partners in the system
  those organizations who choose to partner with
  the one-stop delivery system and are not required
  by law to do so.

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SUPPORT MATERIAL IN YOUR NOTEBOOKS

• STRATEGIC PLAN
• RECENT COMMUNITY FORUM REPORT
• NEW WIB MEMBER GUIDE ON STANDING COMMITTEE
  STRUCTURE
• COMMITTEE SELECTION FORM
• RECENT EXECUTIVE COMMITTEE AND WIB MINUTES

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Material in Notebook

• QUALITY STANDARDS FOR SKILLSOURCE CERTIFICATIONS
• TWO PAGE DESCRIPTION of WIA
• COPY OF THE WIB BYLAWS
• WIB MEMBER ROSTER
• Important WEB sites including how to access the
  law if interested.