NWDB Leadership Committee Work Plan Goal: To have internal strategic guidance to ensure goals are met. Strategy One: Strategy Two: Strategy Three: Leadership committee provides ongoing assistance on committee processes, goal setting and outcome reporting. Assure alignment of current and potential funding, resources and partnerships. Create additional committees as needed to meet emerging needs Intended Outcome / Metric: Each committee’s goals will have been met Action Steps Responsibilities Timeline Resources Potential Barriers Outputs Communications Plan Evaluation of Action Steps Strategy One 1. To define and describe in writing the process the leadership committee has established for communication between and among the committees and the full board. Meagan, Wendy, and Natalie will summarize the process in writing for review by all committees Final version will be approved at the November Leadership Committee meeting Allot staff time to do this None identified Allot time for committee chairs to answer questions and review drafts Written document Draft reviewed by committee chairs and then leadership committee Actual document that is accepted and understood by all committees Feedback from committee chairs Committee plans and reports on progress Final document given to full board 2. To maintain documentation of engagement with committees and the provision of technical assistance when it occurs. This may include working with committee chairs to help them ensure all members have tasks to do, which may in turn, help with attendance. Leadership committee chair summarizes TA provided As needed only Committee chairs request for assistance / Leadership Committee assessment of need for assistance Poor attendance at meetings (both committee meetings and at board meetings) Unwilling to request assistance Reports not submitted or submitted late TA report – as needed Internal communication between Leadership and other committee TA has been provided; verbal report presented at Leadership Committee Any needed changes have been implemented Strategy Two 1. Link committee goals to budget 2. Define gaps in budget 3. Identify potential partners in expansion of services and in addressing any budget gaps identified. (This might include the NE Commission, NE Partnership, NC dept of commerce, etc.) Dawn and Wendy, with input from committee chairs and the written committee plans, will develop a report that links planned committee work to current budget and that identifies gaps between goals and the current budget. All staff and board work to identify potential partners. Leadership committee tasks staff with seeking support from specific entities. Draft report to be presented at the November Leadership Committee meeting Committee plans with budget requests/need completed NWDB budget Goals and activities not clearly enough defined to have associated budget needs identified. Lack of funding for specific projects Lack of overall funding A written report Discussion with committees about what, if any, funds will be needed to implement action steps Committee’s have increased clarity regarding what they are able to accomplish. Recommendations for fund development Board as a whole has better clarity about what they can accomplish to compliment and/or expand mandated work Board discussion about gaps in funds Funds identified/allocated to accomplish the work of the committees Strategy Three 1. Monitor changes in the One Stop system statewide and provide feedback. Explore need to support One Stop – ex. work on RFP process; needed quality in a Host Agency; software concerns, etc. 2. NWDB Board makes data informed decisions. 3. Staff reports on progress of mandated & grant funded activities and goals. Reports are used by the board to assess NWDB’s overall functioning and to guide NWDB’s focus and direction ( e.g. sector strategies). Leadership Committee to use Wendy – keep informed about state level work and report back to Leadership Committee on a regular basis. Ongoing until further notice. Management staff and Leadership Committee together map strategies for continuous board education and data analysis A board “training” schedule is completed by the November Board meeting Feedback from board members is sought regarding how they want data/information presented. Information from the state re requirements Waiting for outside direction NA at this time Keep committees and NA at this time board informed of state/federal guidelines as they emerge Training, report schedule Develop mechanism to request feedback from board regarding understanding of current mandates, of NWDB progress on mandates, and on how they would like to receive information and training on those issues. Process for determining how host agency might be determined Feedback from board members regarding any gaps in knowledge or understanding of WIA mandates and the work that is being done to meet those mandates Data from staff regarding work on mandates, progress towards goals presented so that board knows quantity and quality of baseline work Lack of clarity among board members regarding work of NWDB and workforce investment act. Reluctance to admit any lack of knowledge. Need for additional feedback from staff regarding baseline activities (state mandates) presented in ways that address board members’ current levels of understanding. Modified board reports if needed Board members report full understanding of mandates and NWDB work with regard to those mandates. Board trainings and reports sufficient to meet board member needs reports effectively All committee members (including Wendy) Ongoing (with specific deadline agreed to as issues emerge) Vary – based on the issues Agenda item on Leadership committee to review staff and committee reports / data from requests for information/ Time to discuss and review Reluctant to critique; reluctant to provide input Different points of view / agency perspective and goals, diversity of objectives Facilitating consensus Reports discussed at each meeting Action plans written as need Dialog between Leadership and other committee Each action plan will have outcomes with measures Dialog (discussion and/or recommendation) with full board as needed re policy, funding priorities, … Time for the work (in committee and/or prior to) Evaluation Process (How will you determine that your goal has been reached? What are your measures?) The Leadership Committee’s role is primarily one of oversight and planning. Progress is directly linked to the work of other committees as well as of the Leadership Committee itself. Progress will also be measured by the quality of reports, communications and flow of information. Measures of progress in these areas will include the establishment of and adherence to procedures that improve the flow of information. Qualitative measures of board and staff perceptions, attitudes and behaviors may also be used to assess if goals have been reached. Among the measures of success are: The existence of an overarching description of mandated activities and grant activities to include one or more trainings to ensure full board understanding of WIA and other NWDB functions and of board members roles, responsibilities and work load. Established committee structure and information flow between and among committees and the full board Reports on progress towards established objectives, goals and mandates Lessons Learned (What did you learn? What might you do differently? What needs to be done next?) Evidence Of Success (How will you know that you are making progress? What are your benchmarks?)