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CENTRALINA 'v ORKFORCE DEVELOPMENT BOARD · : (WDB) <br /> <br />General Information <br /> <br />The Centralina Workforoe Development Board (WDB), in partnership with the local elected <br />officials on the Centralin~ Workforce Development Consortium, establishes workforce <br />investment policies and .develops the local comprehensive workforce development plan for the <br />region. The WDB initiatqs planning, negotiation, and integration of various workforce <br />preparedness services at ~te local level, in addition to coordinating workforce investment <br />activities with economic ~evelopment strategies. The Workforce Development Board plays a key <br />role in designing a workfbrce development system to better meet the needs of dislocated workers, <br />welfare clients, and othe~ seeking to enter or re-enter the labor force as well as the needs of <br />employers. <br /> <br />Among the duties of the WDB, the chartering of JobLink Career Centers is one of the most <br />important since these "ong_ -stop" centers have direct, daily contact with citizens in the counties. <br />The WDB is also respon~ble for assuring local JobReady (School-To-Work), Work First (welfare <br />reform), Welfare-to-Wort (WtW), and Workforce Investment Act (WI.A) programs and services <br />are properly coordinated in a seamless delivery system throughout the region. <br /> <br />The Workforce Development Board replaces separate governing boards for individual federally <br />funded programs. The Cehtralina WDB also makes decisions about the allocation of funds, <br />provision of services thro~.~ gh local JobLink Career Centers, monitoring activities, and <br />coordination of various Idcal.job training and education efforts under the Workforce Investment <br />Act (WlA) to further workforce preparedness in the county. <br /> <br />The core functions of the £entralina WDB are policy guidance (strategic planning and <br />establishing local objectives); coordination and negotiation (connecting and brokering activities; <br />coordinating workforce i~lvestment activities with economic development strategies; negotiating <br />local performance measure_ s); and program oversight (.program planning, labor market <br />information, career cente~ chartering, youth activities oversight, plan review, and <br />evaluation/monitoring). : <br /> <br />Membership <br /> <br />The membership of the C~._' ntralina Workforce Development Board (WDB) must meet the <br />requirements of the Work~'~ orce Investment Act (WIA). While other individuals may be appointed <br />to replace current members whose terms are expiring, they must be selected from and according to <br />the conditions for the catdgories listed below. <br /> <br /> ! <br />A majority of members o~{the Workforce Development Board must be from the private <br />sector. The Chairpersod of the Workforce Development Board shall be a Private <br />Sector member. ~ <br /> <br /> _: <br />Private Sector represent~itives shall be selected from among individuals nominated by general- <br />purpose business organizations in the county. The number of nominations shall be at least 150 <br />percent of the number of~rivate sector individuals to be appointed in the county. Such <br /> <br /> <br />