I’m a Workforce Board Member. Now, What Do I Do? David Hollars Centralina Workforce Development Board December 12, 2017

The Biggest Threat “The biggest threat to our economic survival is the lack of a skilled workforce” Tony Zeiss Former President - Central Piedmont Community College

A Sense of Urgency “States and 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 state and local economic development efforts.’ ‘Because there is a sense of urgency to deal with a host of workforce development challenges and needs...state and local workforce boards are evolving into a pivotal role: organizing comprehensive responses to these challenges.” NAWB Visionary Leadership and Planning Guide

The WIOA Vision The needs of business and workers drive workforce solutions One-stops provide excellent customer service to jobseekers and employers and focus on continuous improvement The workforce system supports strong regional economies and plays an active role in community and workforce development

Board Expectations The Governing Principles Programs and services are integrated through a unified delivery system, the One-Stop Boards focus on strategy, not just compliance support for sector strategies and career pathways Boards align their work to regional economic development strategies and board strategic plans are unified across a region

Roles for Workforce Boards Stewardship Requirements (How the Government will measure your success) Oversight of WIOA Title I Funds Operation/Oversight of One-Stops (NCWorks Career Centers) Leadership Requirements (How your Community will measure your success) Strategic Planning Partnerships Leveraging of Resources Quality of the Workforce as a Driver of Economic Development Defined System-Wide Outcomes and Perceived Quality Improvement in the System over Time

Expertise Need By Workforce Boards The Board membership comes with the expertise necessary to define and drive a workforce agenda. Be familiar with federal and state requirements, but do not allow them to drive the Board or its strategic agenda. The Board’s strategic vision and planning should drive stewardship and governance; the rules and regulations should be secondary The workforce system needs the benefit of learning from the Board membership – not the other way around.

Successful Workforce Development Boards Have… A Clear Vision A Focus on Priority Issues Priority issues should align with those of the chief elected officials and help define the local area’s economic development strategy. Defined Expectations for themselves and the local workforce system Staff with the Capacity to Support the Board’s Work Strong Strategic Partnerships CEO Level Agendas A Strong Sense of Accountability

Lessons Learned Parallel systems are economically unsustainable. Workforce Boards must be flexible, but remain true to their core vision Workforce Boards should drive the system, not the other way around Workforce Boards have more power than they often realize Leverage it at home. Leverage it in Raleigh and Washington.

The Board Description and Expectations

Key Assumptions About Boards Board is an organization -- not just volunteers Boards have major role in system Board = board + staff Board -- credibility and policy Board staff -- most of the day-to-day work

The Foundation Strong leadership Strong committees Clarity of form - full board meetings vs. committees Strong staffing

Role of the Board and Its Members

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”

Workforce Development is Not a Social Service Experiment But Instead an Investment in the Country’s Future “People involved in this work need to start thinking like investors who look at long-term outcomes, rather than like lenders who look at short-term risks” Patrick Harker, Chief Executive – Federal Reserve Bank of Philadelphia

THE BOARD Policy centered Driven by a strategic vision for local and regional issues Forms committees for board work Acts as advocate for workforce development issues Acts as accountability and change agent Internal and external

BOARD MEMBERS Attend board/committee meetings Act as agents for change Provide community input Work on committees Prepare to discuss issues Recommend/provide solutions to issues

COMMITTEES Drives Goals and Work Plans Product of strategic plan goals Reviewed quarterly and annually Fully empowered by the board Maintains alignment with strategic plan Come together at the executive committee

BOARD CHAIR Runs board and executive committee meetings Sets the agenda with support of the director Develops and articulates the region’s workforce development vision and mission Builds relationships with all critical stakeholders Represents the board to the state board Builds consensus for workforce policy Holds agencies and committees accountable for success Directs board staff’s daily activities

DIRECTOR Full time support to the board’s agenda Helps the Chair prepare the board’s meeting agenda Staffs the committees’ work Represents the board to the community and stakeholders in absence of board meetings Prepares the board budget for approval Provides for evaluation of service providers

Tips for New Workforce Board Members 1. Study the Economy 2. Meet the Customers 3. Find out about Education and Training 4. Learn the Law 5. Get to Know the Staff and Service Providers 6. Study the Performance Numbers 7. Promote Staff and Board Training 8. Use your Networks 9. Practice Patience and Promote Success 10. Remember the Taxpayer

Final Thought “There is nothing more vital to a community than that of providing employment opportunities for its citizens. Employment not only has an economic impact on communities, but also has a direct relationship with the quality of life within the community.”

Thank You!! Want to Know More… David Hollars, Executive Director Centralina Workforce Development Board (704) 348-2717 dhollars@centralina.org www.centralinaworks.com www.agreatworkforce.com