A MESSAGE FROM ED BRAUNIG, GRWIB CHAIR

New Jersey’s Local Workforce Investment Boards

New Jersey’s local Workforce Investment Boards (WIBs) were initially established through the Governor's Executive Order #36 and subsequently through the Workforce Investment Act (WIA) of 1998. WIBs are expected to take a leadership role on workforce issues in their local communities in overseeing the redesign of their local workforce system as it is restructured into a streamlined, customer-responsive workforce investment system. In passing WIA, Congress intended for WIBs to be led by knowledgeable, high-level decision-makers that are able to bring a rational perspective to the needs of their community. The expectation is also that the business community will bring best business practices into the process of realigning government resources through system-building and integration and, in turn, create a process for increased accountability and system improvements.

There are 17 local WIBs covering the 21 counties in New Jersey. The Greater Raritan Workforce Investment Board (GRWIB) covers Somerset and Hunterdon Counties. Through federal and state statute, the Board of Chosen Freeholders appoints members to the WIB. Furthermore, each WIB must be comprised of a majority of business members along with representatives from organized labor, education, community-based organizations, education and economic development. The Greater Raritan WIB has 32 members. Both Somerset and Hunterdon County Freeholder Boards equally share in appointing the members.

While WIBs are responsible for the planning and oversight of WIA funds, New Jersey has broadened the scope of the WIBs and ascribed responsibilities to the WIBs to develop a comprehensive and integrated workforce system from what was previously a disparate and incongruent set of programs that functioned autonomously -- resulting in overlap and duplication of services. Therefore, the State expanded the local WIBs planning and oversight role to include planning for all “to-work” related programs and services, covering nearly 26 separately funded programs, with the goal of establishing a consolidated an integrated local workforce development system. To accomplish this mission, WIBs are expected to be the visionaries, workforce planners and developers, and continuous improvement ambassadors in designing their local workforce investment systems. WIBs are to set the strategic direction for workforce programs in their local community, but not to operate programs.

The Greater Raritan WIB’s roles and responsibilities include, but are not limited to the following key areas of emphasis:
Workforce System Leadership: WIBs create the forums for analyzing and discussing critical workforce issues to determine the best implementation strategies to effect positive change. They create a vision for the future and build consensus among local stakeholders to join in achieving that vision.

Partner with State and Local Elected Officials: Success of a WIB is built upon a true partnership between the WIB and their respective Boards of Chosen Freeholders. Local elected officials play a critical role in both appointing high level leadership to the local WIB as well as supporting and enhancing the WIB’s development of programs and services; making them an invaluable partner. Clear communication and linkages between state policy and local programs are essential to gaining the support for implementing the local vision.

Advocate for Employer Workforce Needs: WIA is the first federal workforce legislation to recognize employers as a customer. WIBs build partnerships with employers, not only through customer roles, but by fully engaging their support and expertise in developing local policy and designing the local workforce delivery system.

Partner with Economic Development: Workforce Development is Economic Development. As such WIBs partner with economic development to synchronize long term planning for the economic growth of their local communities.

System-wide Strategic Analysis, Policy Development & Operational Planning: WIBs closely examine workforce needs, identify the gaps in service and develop priorities for funding employment and training related services. In-depth planning occurs in areas such as literacy, welfare initiatives, youth system building, Customized Training, among others. WIBs have the authority to establish standards, recommend the realignment of resources within federal and state guidelines and oversee the quality of the programs.

One-Stop Development & Oversight: WIBs are explicitly responsible for developing their local One-Stop system and for ensuring that their Centers meet the state’s intent for a high quality, comprehensive One-Stop Center. By federal statute, WIBs have responsibility for selecting the One-Stop Operator, determining the site for the comprehensive One-Stop Center(s), and entering into agreements between the WIB, Freeholders, One-Stop Operator and the One-Stop Partners. These agreements define the extent of integration in the delivery of services among the partners and the allocation of costs. The Greater Raritan Workforce Investment Board has designated Raritan Valley Community College as the One-Stop Operator to work in coordination with ten partnering organizations in carrying out services in its two One-Stop Centers. In addition, New Jersey is developing a process for instituting One-Stop Chartering to ensure that the local One-Stop Centers are meeting the State’s standards for high quality customer service. The GRWIB will insure that its two local One-Stop Centers are prepared to meet the rigors of chartering.

Performance Management & Oversight
WIBs are responsible, in partnership with local elected officials, for negotiating standards for 14 performance measures and in turn, overseeing the local delivery system to insure that these standards are met. WIBs also have the authority to establish higher standards than the minimum required by law. As noted above, there are also other programs/funding sources that come under the WIBs purview. These programs may have different standards and will require WIBs to provide planning and oversight as well. In all instances, WIBs have the responsibility of insuring that all programs and services are adequately reviewed and monitored.

Ultimately, the long term success of local Workforce Investment Boards is measured by how many more employers and job seekers avail themselves of the service, the degree to which local programs and services have added value to the employers and job seekers workforce needs, and the economic impact of these services on the communities they serve.

Sincerely,

Ed Braunig
WIB Chair



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	A MESSAGE FROM ED BRAUNIG, GRWIB CHAIR New Jersey’s Local Workforce Investment Boards New Jersey’s local Workforce Investment Boards (WIBs) were initially established through the Governor's Executive Order #36 and subsequently through the Workforce Investment Act (WIA) of 1998. WIBs are expected to take a leadership role on workforce issues in their local communities in overseeing the redesign of their local workforce system as it is restructured into a streamlined, customer-responsive workforce investment system. In passing WIA, Congress intended for WIBs to be led by knowledgeable, high-level decision-makers that are able to bring a rational perspective to the needs of their community. The expectation is also that the business community will bring best business practices into the process of realigning government resources through system-building and integration and, in turn, create a process for increased accountability and system improvements. There are 17 local WIBs covering the 21 counties in New Jersey. The Greater Raritan Workforce Investment Board (GRWIB) covers Somerset and Hunterdon Counties. Through federal and state statute, the Board of Chosen Freeholders appoints members to the WIB. Furthermore, each WIB must be comprised of a majority of business members along with representatives from organized labor, education, community-based organizations, education and economic development. The Greater Raritan WIB has 32 members. Both Somerset and Hunterdon County Freeholder Boards equally share in appointing the members. While WIBs are responsible for the planning and oversight of WIA funds, New Jersey has broadened the scope of the WIBs and ascribed responsibilities to the WIBs to develop a comprehensive and integrated workforce system from what was previously a disparate and incongruent set of programs that functioned autonomously -- resulting in overlap and duplication of services. Therefore, the State expanded the local WIBs planning and oversight role to include planning for all “to-work” related programs and services, covering nearly 26 separately funded programs, with the goal of establishing a consolidated an integrated local workforce development system. To accomplish this mission, WIBs are expected to be the visionaries, workforce planners and developers, and continuous improvement ambassadors in designing their local workforce investment systems. WIBs are to set the strategic direction for workforce programs in their local community, but not to operate programs. The Greater Raritan WIB’s roles and responsibilities include, but are not limited to the following key areas of emphasis: Workforce System Leadership: WIBs create the forums for analyzing and discussing critical workforce issues to determine the best implementation strategies to effect positive change. They create a vision for the future and build consensus among local stakeholders to join in achieving that vision. Partner with State and Local Elected Officials: Success of a WIB is built upon a true partnership between the WIB and their respective Boards of Chosen Freeholders. Local elected officials play a critical role in both appointing high level leadership to the local WIB as well as supporting and enhancing the WIB’s development of programs and services; making them an invaluable partner. Clear communication and linkages between state policy and local programs are essential to gaining the support for implementing the local vision. Advocate for Employer Workforce Needs: WIA is the first federal workforce legislation to recognize employers as a customer. WIBs build partnerships with employers, not only through customer roles, but by fully engaging their support and expertise in developing local policy and designing the local workforce delivery system. Partner with Economic Development: Workforce Development is Economic Development. As such WIBs partner with economic development to synchronize long term planning for the economic growth of their local communities. System-wide Strategic Analysis, Policy Development & Operational Planning: WIBs closely examine workforce needs, identify the gaps in service and develop priorities for funding employment and training related services. In-depth planning occurs in areas such as literacy, welfare initiatives, youth system building, Customized Training, among others. WIBs have the authority to establish standards, recommend the realignment of resources within federal and state guidelines and oversee the quality of the programs. One-Stop Development & Oversight: WIBs are explicitly responsible for developing their local One-Stop system and for ensuring that their Centers meet the state’s intent for a high quality, comprehensive One-Stop Center. By federal statute, WIBs have responsibility for selecting the One-Stop Operator, determining the site for the comprehensive One-Stop Center(s), and entering into agreements between the WIB, Freeholders, One-Stop Operator and the One-Stop Partners. These agreements define the extent of integration in the delivery of services among the partners and the allocation of costs. The Greater Raritan Workforce Investment Board has designated Raritan Valley Community College as the One-Stop Operator to work in coordination with ten partnering organizations in carrying out services in its two One-Stop Centers. In addition, New Jersey is developing a process for instituting One-Stop Chartering to ensure that the local One-Stop Centers are meeting the State’s standards for high quality customer service. The GRWIB will insure that its two local One-Stop Centers are prepared to meet the rigors of chartering. Performance Management & Oversight WIBs are responsible, in partnership with local elected officials, for negotiating standards for 14 performance measures and in turn, overseeing the local delivery system to insure that these standards are met. WIBs also have the authority to establish higher standards than the minimum required by law. As noted above, there are also other programs/funding sources that come under the WIBs purview. These programs may have different standards and will require WIBs to provide planning and oversight as well. In all instances, WIBs have the responsibility of insuring that all programs and services are adequately reviewed and monitored. Ultimately, the long term success of local Workforce Investment Boards is measured by how many more employers and job seekers avail themselves of the service, the degree to which local programs and services have added value to the employers and job seekers workforce needs, and the economic impact of these services on the communities they serve. Sincerely, Ed Braunig WIB Chair
	GRWIB \| c/o Somerset County Human Services \| P.O. Box 3000 \| Somerville, NJ 08876-1262 \| Phone: 908-704-6301x6270 \| Fax: (908) 704-1629 \| Email: grwib@co.somerset.nj.us