New Board Member Orientation Guide - Twc.state.tx.us
New Board Member Orientation GuidePrepared by theTexas Workforce CommissionTraining and Development Department191104
Training and Development MissionWe are here to help TWC and our partners enhance employee workplace skillsand productivity through the development, coordination, and delivery of qualitylearning opportunities.Texas Workforce Commission101 East 15th StreetAustin, Texas 78778-0001(512) 463-2222Equal Opportunity Employer/ProgramAuxiliary aids and services are available upon request to individuals withdisabilities.Relay Texas: 800-735-2989 (TTY) and 711 (Voice).Copies of this publication (10/2015) have been distributed in compliance with theState Depository Law, and are available for public use through the Texas StatePublication Depository Program at the Texas State Library and other statedepository libraries.http://www.texasworkforce.org
New Board Member Orientation GuideTable of ContentsThe Texas Workforce Commission . 1Our Vision Statement. 1Our Mission Statement . 1Chapter One: Texas Workforce Solutions. 2Guiding Principles of the Workforce Solutions . 2A Demand-Driven System . 5The Business Relationship . 6Workforce Services . 6Chapter Two: The Workforce Board . 11Role of the Board . 11Planning . 12Strategic Planning . 13Key Steps In the Strategic Planning Process . 13Attracting and Involving Employers . 15Targeting Industry Clusters . 17Using Labor Market Information . 19Building Strategic Partnerships . 19Aligning Resources . 20Operational Planning . 21Strategic Versus Operational Responsibilities . 22Oversight . 22TWC Evaluation of Board Oversight Capability . 23Accountability . 23TWC Training and Development
New Board Member Orientation GuidePerformance Standards . 24Performance Measures . 25Board-Defined Standards . 25Board Performance . 26Evaluation . 27Sanctions . 28Fiscal Responsibility and Liability . 29Board and Funds Management . 30Board Coordination in Policy Development . 33Chapter Three: The Workforce Board Member . 35Areas of Responsibility . 36The Appointment Process . 37Local Workforce Development Board Membership . 40Key Characteristics of a Successful Workforce Board Member . 41Networking . 42Conflict of Interest . 44Board Policy on Conflict of Interest . 46Texas Public Information Act and Open Meetings Act . 47Liability . 50Board Staff . 51Service Providers. 54In Conclusion . 56TWC Training and Development
New Board Member Orientation GuideThe Texas Workforce CommissionBryan Daniel, ChairmanCommissioner Representing PublicJulian Alvarez IIICommissioner Representing LaborAaron DemersonCommissioner Representing EmployersEd SernaExecutive DirectorOur Vision StatementTWC and its Workforce Solutions partners will maximize the power ofinnovation and partnerships to boost superior business outcomesand realize a competitive advantage for all Texans in the globaleconomy.Our Mission StatementTo promote and support a Workforce System that creates valueand offers employers, individuals, and communities theopportunity to achieve and sustain economic prosperity.TWC Training and Development1
New Board Member Orientation GuideNew Board Member Orientation GuideChapter One: Texas Workforce SolutionsTexas Workforce Solutions is a consortium of the Texas WorkforceCommission (TWC), local workforce development Boards, WorkforceSolutions Office operators and other community organizations. TheTexas Workforce Solutions is a leader in the nation and continues tomake great strides in workforce development compared to otherstates.The system, strategically linked to and cooperatively engaged withlocal economic development efforts, provides employers and jobseekers access to local Workforce Solutions and statewideemployment and training services through local Workforce SolutionsOffices located throughout Texas.The purpose of the Texas Workforce Solutions is to provide solutionsthat meet the workforce needs of area employers. Job seekers receiveservices that upgrade their occupational skills and improve their jobretention capabilities in order to fit the workforce needs of areaemployers. The Texas Workforce Solutions focuses on providing skilledworkers for employers and integrating people into the workforce.Guiding Principles of the Workforce SolutionsGuiding principles of the Workforce Solutions include the following:2TWC Training and Development
New Board Member Orientation Guide Economic Development: recognizing the critical link betweenworkforce development activities and the growth of the localeconomy. Demand-Driven Focus: the system is driven to meet thedemands of business and industry, based on the changingrequirements of the workplace. Focusing on business needscreates a stronger, interactive role for employers, communitystakeholders, and workforce developers One-Stop System: streamlining the availability of services andinformation to the community through a one-stop system (theTexas Workforce Solutions Offices). The keystone of thesystem is the Workforce Solutions Office — physical andvirtual locations where all available federal, state, and localWorkforce Services can be integrated. Flexibility: providing increased state and local flexibility toimplement innovative and comprehensive WorkforceSystems. Changes are made regularly to respond quickly in arapidly changing economic environment. Universal Access: ensuring universal access to basicWorkforce Services. Customer Choice: working with employers to identify theirworkforce needs and empowering job seekers to move rapidlyinto employment by choosing services that best suit theirneeds. Customer satisfaction is a specific indicator of success,TWC Training and Development3
New Board Member Orientation Guideas measured by the quality, relevance, and responsiveness ofservices. Accountability: increasing the accountability of the state,local Boards, and contractors for appropriate use of taxdollars toward achieving successful performance outcomes.The system is based on clear, measurable indicators ofsuccess. Training providers must meet or exceed state andlocal Board performance standards and results are madepublic. Customized Training: training strategies tailored to meet theindividual customer’s needs. Workforce Solutions tailored tomeet a community’s unique needs4TWC Training and Development
New Board Member Orientation GuideA Demand-Driven SystemBecause all workforce remediation occurs within the context of aregional economy, the system emphasizes a demand-driven model forservice delivery. It also underscores the fact that, regardless of whereor how preparation takes place, all job seekers must compete within aglobal labor market for work and wages earned.This demand-driven model is based on a framework that is responsiveto: The specific workforce needs of employers. Worker job preparation and retention support needs. Skill upgrading and certification requirements of theworkplace. Other workforce issues that individuals, communities, andemployers in each regional economy face.A demand-driven system understands that meeting employer needs isessential to meeting the needs of job seekers. Services that addressthe changing needs of business and industry help increase a company’sproductivity and profitability. This includes layoff aversion initiatives,such as directing funds toward retraining current workers throughcustomized training and skill upgrading. Collective efforts promoteincreased stability and sustainability within the local economy. Thiseffort leads to greater worker self-sufficiency.TWC Training and Development5
New Board Member Orientation GuideThe Business RelationshipAchieving an employer-driven Workforce System depends on the localsystem’s ability to establish ongoing relationships with area businessesand training institutions that foster and champion employers’ needsfor skilled workers and provide job seekers with access to qualityeducation, skills training and jobs.To build these “quality supplier/purchasing-agent” relationships, thelocal Workforce System must understand the needs of business, workwith employers to solve workforce problems, and design solutions thatpositively affect the employer’s “bottom line.” The suitability andquality of these solutions will determine whether the relationshipsflourish.Workforce ServicesThe Board can be a creative and supportive partner with local businessand industry by implementing a flexible Workforce System that offersservices to employers that cover a broad spectrum of needs, including: Matching employers’ job openings with qualified applicants. Working with state and local economic development entitiesto attract new employers. Providing economic and labor market information for aspecific area, including wage and salary information that helpsexisting employers sustain and expand their business.6TWC Training and Development
New Board Member Orientation Guide Enabling rapid response to aid companies who are facing ortrying to avert layoffs. Recruiting job candidates. Consulting with employers about tools and strategies toaccommodate people with disabilities in the workplace. Conducting pre-employment assessments for businesses,including new companies moving into the local WorkforceArea. Matching local companies with educational institutions thatprovide specific employment certificate programs for jobsprojected to be in demand in the local area’s labor market. Testing and assessing the education, interests, aptitudes andskill levels of an employer's current workforce. Arranging education and skills training for new and currentworkers, including customized training for individualemployers or industries. Assisting in developing or obtaining customized training andassociated labor market data. Sponsoring business-focused seminars on topics such as taxcredits and local labor market conditions.TWC Training and Development7
New Board Member Orientation Guide Providing information and technical assistance on federal andstate rules and regulations affecting employment. Providing assistance to employers who are restructuring.Services to job seekers must complement the employers’ needs by: Matching qualified job seekers with the right employer. Providing timely outreach and registration. Offering job search, job referral and placement assistance. Conducting career counseling. Maintaining and providing up-to-date labor market information,including:o Local, regional, and national employment trends.o Job vacancies.o Skills needed for Board-targeted demand occupations. Assessing skills and needs promptly. Assuring the availability of resource rooms (e.g. Internet access,resume writing, job search assistance, etc.). Disseminating information on available services.8TWC Training and Development
New Board Member Orientation Guide Conducting individual job development. Developing and providing job clubs. Creating individual employment plans. Providing short-term prevocational services including progresschecks. Offering relevant occupational skills training. Combining workplace training with related instruction to fostera cooperative education. Providing skills upgrading and retraining. Offering job readiness training. Providing entrepreneurial training. Offering adult education and literacy. Providing on-the-job training (OJT). Offering customized training.Job seekers who are eligible for vocational rehabilitation services mayreceive a variety of services consistent with their individualized needs.TWC Training and Development9
New Board Member Orientation GuideExamples of specific services and programs are listed in Appendix E:Programs in the Texas Workforce System.10TWC Training and Development
New Board Member Orientation GuideChapter Two: The Workforce BoardCentral to the Texas Workforce Solutions are the local workforcedevelopment Boards. Using local economic development strategies,each of the 28 workforce Boards in Texas (see Appendix A) plans,oversees, and evaluates workforce service delivery in its community. Amajor role of the Boards is strategic planning to meet the employmentand training needs of local businesses and industries. The wide varietyof organizations represented on each Board ensures input fromexperts throughout the community. Through oversight and evaluation,the Boards ensure that their strategic and operational plans areimplemented.Role of the BoardWorkforce Boards assume critical leadership roles in the localWorkforce System. To ensure a comprehensive Workforce System,your local workforce Board plans, oversees, and evaluates in order to: Build links between workforce and economic developmentand related activities. Convene industry-specific groups and general businessorganizations to identify occupational skill needs and discussbasic employment skill requirements. Form strategic alliances, negotiate relationships and brokerresources.TWC Training and Development11
New Board Member Orientation Guide Identify training service providers and require that they meetindustry standards. Ensure that training meets business and labor market needs. Designate, certify, and oversee Workforce Solutions Officeoperators. Create measures of customer satisfaction. Establish systems for gathering and publicizing localemployment statistics. Leverage local donations to secure state and federal matchingfunds. Assess effectiveness of local Workforce Solutions.PlanningPlanning is the key responsibility of a Board. Each Board orchestratesthe design of a local plan, which it submits to TWC for approval. Onceapproved, the plan is forwarded to the Texas Workforce InvestmentCouncil (TWIC) for recommendation to the Governor (see Appendix B).Once approved by the Governor, the plan becomes a state-approvedlocal plan. The plan includes both a strategic and an operationalcomponent, with federal law requiring that certain sections of the planbe modified annually. The plan must demonstrate that operations aredesigned to meet the skill needs of local employers and industry forcompetitiveness in the marketplace.12TWC Training and Development
New Board Member Orientation GuideA local Board must have a Governor-approved plan, a signed contractwith TWC, and a completed procurement of at least one serviceprovider to deliver services through a Workforce Solutions Office.Strategic PlanningStrategic planning is your Board’s essential foundation for localworkforce development. It is the culmination of long-term goal setting,future-oriented thinking, and sound decision-making. The strategicplan establishes a path between the present and a vision for thefuture.The goal of strategic planning is to develop a vision and a mission foryour Board, determine performance indicators for fulfilling that visionand mission, and outline the steps necessary for meeting thoseperformance outcomes.Key Steps In the Strategic Planning ProcessThe following are key steps in the strategic planning process forworkforce development: Setting the local mission, goals, and objectives. Assessing the skill needs and expectations of employers andlocal elected officials in the Workforce Area. Assessing the past, present, and future development of jobseekers and the workforce in the area.TWC Training and Development13
New Board Member Orientation Guide Analyzing regional and local labor markets and influences ofstate, national, and international economic factors andtrends. Analyzing the influences of state and federal law as factorsthat affect the needs of employers and residents of theWorkforce Area. Identifying the gaps between the skill needs and theworkforce development capacity to address those needs. Developing service strategies, identifying and aligningresources. Identifying the performance indicators and measurements togauge progress and judge success.These steps serve to implement an employer-driven Workforce Systemthat encourages local innovation and community partnerships andsupports Texans in their efforts to improve their lives.14TWC Training and Development
New Board Member Orientation GuideAttracting and Involving EmployersBoth the US Congress and the Texas Legislature have mandated thatemployers drive the Board’s policy direction. It is imperative that theBoard includes in its planning a process for ensuring that local businessand industry are an integral part of the Workforce System. Texas’Workforce Solutions will be successful only to the extent that it meetsthe workforce needs of employers. T
New Board Member Orientation Guide 2 TWC Training and Development New Board Member Orientation Guide Chapter One: Texas Workforce Solutions Texas Workforce Solutions is a consortium of the Texas Workforce Commission (TWC), local workforce development Boards, Workforce Solutions Office operators and other community organizations. The
New Member Orientation Guide: The New Member Orientation Guide will be very similar to the New Member Orientation Trainer Guide, excluding instructions on how to c onduct orientation and tips for the orientation trainer. New Member Induction Kit: This kit could be something you order from
New Member Orientation Guide (ME-13a): The New Member Orientation Guide is very similar to the New Member Orientation Trainer Guide, excluding the instructions on how to conduct orientation and tips for the orientation trainer. Order a copy from the Membership Division (membership@lionsclubs.org) or .
The Lions New Member Orientation Guide (ME-13a), should be used in conjunction with the Basic Men - toring Program Guide to ensure the new member successfully completes both programs. Successful Orientation Successful new member orientation does more than inform the member, it inspires and motivates them to be the best Lion they can be.
Board Member Glen Journeay, M.D. editing Family Practice Board Member Maria E Arizmendez M.D. Physical Medicine Board Member Leanne Burnett M.D. Neurology Board Member Dr. Nicolo Geralde M.D. Neonatology Board Member William LaValley M.D. Internal Medicine Board Member William Pollan D.O Occupational Medicine Board Member Judson Smith M.D.
April 2015 New Board Member Orientation Guide Chapter 3 Page 8 of 22 Therefore, a quorum is six (6) members of the Board. In order for the Board to act, at least six Board members must assent or dissent. B. What You Can Expect Approximately two-weeks prior to a quarterly Board meeting, IFTA, Inc. will provide materials to the Board members .
Enneagram* personality 1,7 7,1 2,7 1,6 9,1 For each board member, leave blank or put 1 (low) through 5 (high) Board Member 1 Board Member 2 Board Member 3 Board Member 4 Board Member 5 Average Personality Traits: Outgoing 3 4 2 4 2.6 Thoughtful 4 4 5 4 4 4.2 Deliberate 3 4 4 4 4 3.8 Impulsive 2 4 3 3 3.0 Analytical 3 4 4 3 4 3.5 Logical 3 5 4 2 3.6
orientation plays a vital role in helping new members internalize what it means to be a Rotarian. This guide offers recommendations for developing each stage of your club’s orientation program, from prospective member education to new member orientation. You’re encouraged to customize it to best meet the needs of your club.
planning a business event D1 evaluate the management of a business event making recommendations for future improvements P2 explain the role of an event organiser [IE] P3 prepare a plan for a business event [TW] P4 arrange and organise a venue for a business event, ensuring health and safety requirements are met [SM, EP] M2 analyse the arrangements
