Workforce Development Board Sample Clauses

Workforce Development Board. 4.01: CREATION of the CENTRAL VIRGINIA WORKFORCE DEVELOPMENT BOARD. There is hereby created, the CENTRAL VIRGINIA WORKFORCE DEVELOPMENT BOARD, referred to as the ''BOARD”.
Sample 1
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Workforce Development Board. The local Chief Elected Officials (CEO’s) are authorized to appoint the members of the local board pursuant to Section (107)(c)(1)(B)(i) of the Act using criteria established by the Governor and the State Workforce Development Board. The Workforce Development Board (WDB) membership shall be developed using the composition required by Section 107(b)(2) as well as additional criteria established by the Governor. When possible, the membership of the WDB shall be in the same ratio, or percentage, as the population of the three counties, using the 2013 Population Estimates for the US Bureau of the Census 2013 POPULATION ESTIMATE COUNTY ESTIMATES PERCENTAGE Berkeley 194,020 27.2% Charleston 372,594 52.3% Dorchester 145,397 20.4% Total 712,011 The Counties shall jointly bear the responsibility for meeting the standards for membership prescribed in the Act. The Counties shall establish the WDB in accordance with the provisions of Section 107 of the WIOA and criteria established by the Governor.
Sample 1
Workforce Development Board. The WDB shares responsibility with the Policy Board for overseeing funding and policy development under WIOA. The WDB is particularly focused on identifying labor market needs in the San Diego region and developing effective and innovative workforce solutions. The WDB has the responsibility to oversee and evaluate the programs throughout San Diego County. As such, the WDB is committed to the highest quality of services, achievement of high performing programs, customer satisfaction, and continuous improvement. Roles and Responsibilities‌ SDWP agrees to:
Sample 1
Workforce Development Board. Educate businesses while attending employer events and through targeted information sessions and committee meetings on the employment support programs available through WDD, IRC, and DOR, i.e. Paid Internship Programs (PIP) and Customized Employment. Link employers to core partners and community rehabilitation programs. Explore training options to support the local community rehabilitation programs, i.e. job coaching, targeted instruction, conducting assessment, behavior management, etc. Explore training to enhance workplace skills for students with ID/DD, i.e. foundational employment skills, self-determination, workplace technology etc. Provide vocational training services, i.e. referral to the youth program. Assist with a business campaign to recruit businesses and potential employers.
Sample 1
Workforce Development Board. WDB sets the strategic direction of local workforce strategy and funding priorities with the goal of increasing regional prosperity and income mobility in San Diego. The WDB is a federally mandated board that shares responsibility with the Policy Board for overseeing funding and policy development under WIOA. The WDB’s expertise is in labor market conditions and the development of effective responses to regional economic needs.
Sample 1
Workforce Development Board. The Local WDB ensures the workforce-related needs of employers, workers, and job seekers in the Local WDA and/or the region are met, to the maximum extent possible with available resources. The Local WDB will, at a minimum: ❖ In Partnership with the CEO and other applicable Partners within the Local WDA, develop and submit a Local WDA plan that includes a description of the activities that shall be undertaken by the Local WDB and its Partners, and that aligns its strategic vision, goals, objectives, and workforce-related policies to the regional plan and economy, ❖ In Partnership with the CEO and other applicable Partners within the planning region, develop and submit a single regional plan that includes a description of the activities that shall be undertaken by all Local WDBs and their Partners, and that incorporates plans for each of the Local areas in the planning region, ❖ In collaboration and Partnership with the CEO and other applicable Partners within the planning region, develop the strategic regional vision, goals, objectives, and workforce-related policies, ❖ In cooperation with the Local CEO and the other Local WDBs within the regional area, design and approve the American Job Center network structure. This includes, but is not limited to: ❖ Adequate, sufficient, and accessible one-stop center locations and facilities, ❖ Sufficient numbers and types of providers of career and training services (including eligible providers with expertise in assisting individuals with disabilities and eligible providers with expertise in assisting adults in need of adult education and literacy activities), ❖ A holistic system of supporting services, and ❖ One or more competitively procured one-stop operators. ❖ In collaboration with the CEO, designate through a competitive process, oversee, monitor, implement corrective action, and, if applicable, terminate the one-stop operator(s), ❖ Determine the role and day-to-day duties of the one-stop operator ❖ Approve annual budget allocations for operation of the American Job Center network, ❖ Help the one-stop operator recruit operational Partners and negotiate MOUs with new Partners, ❖ Leverage additional funding for the American Job Center network to operate and expand one-stop customer activities and resources, and ❖ Review and evaluate performance of the Region VI Workforce Development Area and one-stop operator. Local Workforce Development Board Staff Specific responsibilities include, at a minimum: ❖ Assist the C...
Sample 1
Workforce Development Board. The WDB ensures the workforce-related needs of employers, workers, and job seekers in Berks County are met, to the maximum extent possible with available resources. The WDB will, at a minimum: • In cooperation with the CEO, design and approve the PA CareerLink® Berks County. This includes, but is not limited to: • Adequate, sufficient, and accessible one-stop center, • Sufficient numbers and types of providers of career and training services (including eligible providers with expertise in assisting individuals with disabilities and eligible providers with expertise in assisting adults in need of adult education and literacy activities), • A holistic system of supporting services, and • One competitively procured one-stop operator. • In collaboration with the CEO, designate through a competitive process, oversee, monitor, implement corrective action, and, if applicable, terminate the one-stop operator, • Approve annual budget allocations for operation of the PA CareerLink® Berks County, • Help the one-stop operator recruit operational Partners and negotiate MOUs with new Partners, • Leverage additional funding for the PA CareerLink® Berks County to operate and expand one-stop customer activities and resources, and • Review and evaluate performance of the one-stop operator. WDB Staff Specific responsibilities include, at a minimum: • Provide operational and grant-specific guidance to the one-stop operator, • Investigate and resolve elevated customer complaints and grievance issues, • Prepare regular reports and recommendations to the WDB, and • Oversee negotiations and maintenance of MOUs with one-stop Partners. One-Stop Operator The operator will provide functional supervision of one CareerLink® Administrator who will act as a functional leader within the one-stop. As such, they will have the authority to organize and supervise Partner staff, in order to optimize and streamline service delivery efforts. Formal leadership, supervision, and performance responsibilities will remain with each staff member’s employer of record. The one-stop operator, through the CareerLink® Administrator, will, at a minimum: • Manage daily operations, including but not limited to: • Managing and coordinating Partner responsibilities, as defined in this MOU, • Managing hours of operation, • Coordinating daily work schedules and work flow based upon operational needs, and • Coordinating staff vacations/unscheduled absences with the formal leader to ensure service coverage by cente...
Sample 1
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Workforce Development Board 
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Related to Workforce Development Board

  • Workforce Development MPC’s technical training program is having a major impact in the region. Online modules, short courses, webinars, and on site/videoconferencing events are reaching state and local transportation department employees and tribal transportation planners. By harnessing the capabilities of the four LTAP centers located at the MPC universities and the multimedia capabilities of the Transportation Learning Network (which was founded and is partly funded by MPC) more than 76 technical training events were offered in the second half of 2015. These training modules and short courses are critical to transportation agencies that need to improve or renew the skills of engineering technicians and other frontline workers. Many MPC courses or training events result in the certification of workers. Even when certification is not required, TLN’s online learning management systems allow employees and employers to set learning goals and monitor progress towards these goals. MPC is making another major impact in workforce development. Altogether, 57 graduate students are working on MPC research projects under the tutelage of faculty researchers. These graduate students represent the researchers and technical analysts of tomorrow. Without the MPC program and the stipend funds that it provides, these students may not be specializing in transportation; but, instead would be seeking career opportunities in other fields. The MPC research program allows faculty to mentor graduate students while allowing the students to work on projects for federal and state transportation agencies—thereby, gaining valuable practical experience.

  • Technical Committee 1. The Technical Committee shall comprise:

  • TRAINING AND EMPLOYEE DEVELOPMENT 9.1 The Employer and the Union recognize the value and benefit of education and training designed to enhance an employee’s ability to perform their job duties. Training and employee development opportunities will be provided to employees in accordance with college/district policies and available resources.

  • Job Development Job development/placement is individualized and shall include weekly person-to-person job search assistance, assistance with identifying job leads, interview coaching and support, and maintaining a log of job search activities for the purposes of obtaining competitive integrated employment. By mutual consent of the consumer and the KARINA ASSOCIATION, INC. , these services may be provided in-person or by Skype, FaceTime, or other online communication tools. Job development/placement may also include arranging job trials/job shadowing for individuals with a DORS Trial Work Experience Plan, assistance with completing applications, assistance with employer follow-up after interviews, use of personal employment networks in job search, and resume update. It would include time spent calling employers, visiting and educating employers and similar activities. Job development/placement shall not be paid for using supported employment funding and shall not include the Discovery process, which is pre-vocational in nature and may be completed prior to job development. Up to 60 hours for job search assistance, authorized in 20-hour increments, may be used for job development. Additional hours of job development may be requested and require written justification by KARINA ASSOCIATION, INC. and approval of the DORS regional/program director. Authorizations for Job Development. DORS only pays for job development services which have been previously authorized by a DORS official. Job Development Reporting. The Employment Service Progress Form is expected to be submitted to DORS on a monthly basis per consumer. This form is available on the DORS website (xxx.xxxx.xxxxxxxx.xxx).

  • Professional Development Committee There shall be a Professional Development Committee composed of at least two (2) representatives of the Association and an equal number of representatives from the Hospital. Each party may have alternates to replace a member from time to time.

  • Local Professional Development Committee 1. The Local Professional Development Committee (LPDC) shall be established to oversee and review professional development plans pursuant to ORC 3319.22.

  • Employee Development The Employer may provide employees the opportunity to participate in appropriate seminars, workshops or short courses. When possible and appropriate the Employer will provide to all staff information on seminars, workshops or short courses by posting a notice on the Employer’s internal web site.

  • Program Development NWESD agrees that priority in the development of new applications services by XXXXX shall be in accordance with the expressed direction of the XXXXX Board of Directors operating under their bylaws.

  • Staffing Committee A. Responsibilities. The Nurse Staffing Committee (“NSC”) shall be responsible for determining the Institute’s staffing plan and resolving complaints raised by nurses regarding the implementation of the plan as well as those activities required of it under RCW 70.41, et seq and its successors.

  • Faculty Development Faculty who develop and/or teach Distance Education courses shall be provided with reasonable technical support and opportunities for Faculty development, consistent with the needs of the Faculty and availability of Board resources and services for that purpose. In the event that a Faculty member develops and/or teaches a Distance Education course for the first time, the Faculty member shall receive reasonable and appropriate professional development and technical support assistance, consistent with the needs of the Faculty and availability of Board resources and services for that purpose. In instances of succeeding assignments to teach Distance Education courses, the Faculty member is expected to demonstrate a level of technical competence sufficient to teach the course. Ongoing technical support assistance may be available to Faculty who teach succeeding offerings of the same course.

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