Building Better Communities

History of Local Boards

On August 7, 1998, President Clinton signed the Workforce Investment Act of 1998 (WIA), comprehensive reform legislation that replaced the Job Training Partnership Act (JTPA) and amended the Wagner-Peyser Act by reforming the Federal job training programs and creating a new, comprehensive workforce investment system. The reformed system is designed to be customer-focused to assist participants to find and select—from many possible options—the career assistance or training that best meets their needs.

The goal of the system is to enhance the productivity and competitiveness of the nation and improve the quality of the workforce. More specifically, WIA aims to increase the occupational skills or the employment, retention, and earnings of participants.

Stated more simply, WIA helps people who want to find, get, and keep jobs and it helps U.S. companies hire the skilled workers they need to remain successful.

WIA provides an unprecedented opportunity for major reforms that can result in a reinvigorated, integrated workforce investment system. State and local communities, together with business, labor, community-based organizations, educational institutions, and other partners, have the opportunity to think creatively as they design a customer-focused, comprehensive delivery system. [20 CFR Part 660 through 671]

WIA embodies seven key principles:
• Streamlining Services
• Empowering Individuals
• Universal Access
• Increased Accountability
• Responsiveness to Local Input and the Private Sector
• State and Local Flexibility
• Improved Youth Programs

Streamlining Services

through better integration at the street level in the One-Stop delivery system. Programs and providers of services will coordinate, integrate and co-locate activities and information so that the system as a whole is coherent and accessible for job seekers and employers.

Empowering Individuals

First, individuals are empowered with greater levels of information and guidance, through a system of consumer reports providing key information on the performance outcomes of training and education providers. Second, individuals are empowered through the advice, guidance, and support available through the One-Stop system and the activities of One-Stop partners. Although not a typical feature of NFJP program design, farmworker grantees may partner with some providers who use Individual Training Accounts (ITAs). These ITAs are used like a voucher and are designed to allow participants greater choice in selecting training providers. An ITA may supplement financial aid already available through other sources, or, depending on need, it may pay for all the costs of training.

Universal Access

for all customers in the One-Stop system and to core employment-related services. At a minimum, any job seeker in the U.S. or anyone who wants to advance his or her career should be able to easily find information about job vacancies, career options, student financial aid, employment trends, and training options.

Increased Accountability

The Act identifies core indicators of performance that state and local entities managing the workforce investment system must meet. Training providers and their programs also must demonstrate successful performance to remain eligible to receive funds under the Act. And participants, with their ITAs, have the opportunity to make training choices based upon the success of a training program. Participants will have access to information about training providers so that they may make more informed choices about their futures.

Strong Role for Local Workforce Investment Boards and the Private Sector

The quality of the workforce investment system depends to a great extent on the active involvement of local business and labor leaders who have a direct stake in the success of the system. These local leaders will play a critical role by identifying what skills are in demand, what jobs are available, and what career fields are expanding. Local Workforce Investment Boards (WIBs)—acting as “boards of directors”—will conduct strategic planning, policy development and oversight of the local workforce investment system, helping to identify and develop programs that best meet local employer needs.

State and Local Flexibility

Under WIA, states and localities have increased flexibility, with significant authority reserved for the governor and chief elected officials to build on existing reforms in order to implement innovative and comprehensive workforce investment systems tailored to meet the particular needs of local and regional labor markets.

Improved Youth Programs

WIA will tie youth programs more closely to local labor market needs and forge strong connections between academic and occupational learning. Youth programs include activities that promote youth development and citizenship, enhancing the leadership skills of young people through voluntary community service opportunities, adult mentoring, follow-up and other activities.

Staffing

The Board focuses on establishing and promoting workforce development policies and systems that improve the social and economic life of the region while expanding competitive advantage. It brings together a consortium of key players from business, education, labor, and government to identify workers’ and business’ needs and develops ways to meet them. The Board:

• Builds partnerships and alliances needed to advance the local and regional economy on an industry sector basis.

• Acts as a catalyst to create a framework for a business driven workforce system that builds a competitive workforce and economy now and into the future.
• Pursues regional approaches for addressing workforce issues in partnership with other boards in the Sacramento Metropolitan Statistical Area

WIA section 117(d) specifies that the Local Board is responsible for:

1. Developing the five-year local workforce investment plan (Local Plan) and conducting oversight of the One-Stop system, youth activities and employment and training activities under title I of WIA, in partnership with the chief elected official;
2.  Selecting One-Stop operators with the agreement of the chief elected official;
3. Selecting eligible youth service providers based on therecommendations of the youth council, and identifying eligible providers of adult and dislocated worker intensive services and training services, and maintaining a list of eligible providers with performance and cost information, as required in 20 CFR part 663, subpart E;
4. Developing a budget for the purpose of carrying out the duties of the Local Board, subject to the approval of the chief elected official;
5. Negotiating and reaching agreement on local performance measures with the chief elected official and the Governor;
6. Assisting the Governor in developing the Statewide employment statistics system under the Wagner-Peyser Act;
7. Coordinating workforce investment activities with economic development strategies and developing employer linkages; and
8. Promoting private sector involvement in the Statewide workforce investment system through effective connecting, brokering, and coaching activities through intermediaries such as the One-Stop operator in the local area or through other organizations, to assist employers in meeting hiring needs.

Staffing

The Workforce Investment Board currently has four committees and one required council.  These are:

1. The Executive Committee
2. The Finance Committee
3. The Business Services Committee, and
4. The One-Stop Service Delivery Committee

This WIB is always looking for private sector business leaders who believe in public service.  These leaders are clearly the strength of our Board.  Should you find this service something of interest to you please feel free to contact us for additional information.

WIB Membership Application