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Becoming an Effective Board Member. The Heartland Conference April 9, 2008. Introductions. When someone asks you what it means to be a WIB member, what do you say? Turn to your neighbor and share. WIB Member Job Description. Identify and assess issues and needs

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becoming an effective board member

Becoming an Effective Board Member

The Heartland Conference

April 9, 2008

  • When someone asks you what it means to be a WIB member, what do you say?
  • Turn to your neighbor and share.

Dynamic Works Institute

wib member job description
WIB Member Job Description
  • Identify and assess issues and needs
  • Solicit input and participation
  • Provide guidance and oversight

Dynamic Works Institute

wibs the cornerstone
WIBS – The Cornerstone
  • Convener of community to develop workforce solutions
  • WIB Role:
    • Provide program and performance oversight
    • Align resources and partners of local workforce system with private sector

Dynamic Works Institute

effective workforce boards
Effective Workforce Boards
  • Understand local economy
  • Data-driven strategic focus
  • Accept responsibility for services
  • Convene essential voices
  • Engage business members
  • Seek diversified funds
  • Demand proactive & diverse business services
  • Advocate on behalf of community

Dynamic Works Institute

characteristics of competitive communities
Characteristics of Competitive Communities
  • Forward Thinking Community Leaders
  • Business Investment in Human Capital
  • Strong and Diverse Economy
  • Integrated Infrastructure
  • Effective, Articulated Education System
  • Clearly Defined and Accessible Career Pathways
  • Ready, Willing and Able Workforce

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wib evolution

Comprehensive strategy; service focus

Secures and targets funds

Community outcomes

Customers: employers and residents


Implements programs

Targets funds

Grant outcomes

Customers: funding sources

WIB Evolution

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moving a board to a systemic approach
Moving a Board to a Systemic Approach
  • Define management’s authority
  • Clarify management decisions
  • Strategic initiative instead of operational improvement

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board and staff roles
WIB Member

Convene broader community

Create plan

Provide oversight

Connect community to WIB


Manage services and resources

Administer grants and budgets

Manage measures and goals

Foster relationships

Board and Staff Roles

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management or board
Management or Board?
  • Activity
    • With a partner, complete the management or board activity
    • Share and discuss answers with large group

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benchmarking success factors
Benchmarking: Success Factors
  • It’s about relationships, connections and communications
  • Great boards define roles broadly
  • Great boards don’t just think regionally, they act regionally
  • The Executive Director is a critical position
  • Both good staff and good members are critical
  • Board membership and its staff collectively comprise “the board”

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success factor relationships
Success Factor: Relationships
  • The law does not structure WIBS to be “great,” only “in compliance.”

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success factor roles
Success Factor: Roles
  • Workforce Intelligence Provider
  • Convener of “Bigger Tables”
  • Campaign Manager
  • Quality Assurance Agent
  • Resource Development and Venture Capitalist

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success factor regionalism
Success Factor: Regionalism
  • Good boards foster regionalism by getting people to understand the interdependence of the various part of the region

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success factor the ed wib director characteristics
Business competent


System thinker

Strategic thinker

Political strategizer

Problem solver

Relationships manager




Team player

Success Factor: The EDWIB Director Characteristics

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success factor the board
Success Factor: “The Board”
  • Members and staff work together in partnership:
    • Members aren’t expected to do staff work
    • Staff don’t expect members to deal with categorical programs

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how to make an impact
How to Make An Impact
  • Learn relevant facts
  • Attend meetings REGULARLY
  • Serve on committees
  • Visit a One Stop
  • Learn the rules
  • Be positively impatient

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Desired State

Revolving Gap Analysis

Trends & Issues

Current Conditions

Outcomes Vision Mission Goals Activities

Process Keep Modify Let Go Create


Strategic Plan


Planning Strategically

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contact me
Contact Me:

Ann Merrifield, General Manager

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Dynamic Works Institute