Maricopa Workforce Development Board
The Maricopa Workforce Development Board (MCWDB) shall be established to assist the Board of Supervisors (BOS) as the Chief Local Elected Officials in strategic planning, oversight, and evaluation of the local workforce development area, and shall promote effective outcomes consistent with statewide goals, objectives, and negotiated local performance.
The BOS shall establish the MCWDB to represent a wide variety of individuals, businesses, and organizations throughout the local area. The MCWDB serves as a strategic convener to promote and broker effective relationships between the County and economic, education, and workforce partners. The MCWDB shall maintain strategic and strong relationships with business organizations, chambers of commerce, labor and trade associations, education providers, and others as needed or required.
- 3rd Wednesday of Every Other Month
- January, March, May, July, September and November
All agendas will be posted on the MCWDB website and in the Human Service Department lobby (234 North Central Avenue, 3rd Floor, Phoenix) 24 hours prior to the day of the meeting.
|Business Representative||Education and Training Representative||Government, Economic & Community Development Representative
|Neal Dauphin||Julie Stiak||Maria Lazere||Reid Graser|
||Elizabeth Cole||Gregg Ghelfi||Shawn Hutchinson|
|Kelsie McClendon||Charisse Sink||Sally Downey|
The MCWDB shall be comprised of private business sector and public sector members. Board membership shall be representative of the local area's geography and business demographics. To the greatest extent possible, the MCWDB will seek to have a membership diverse in gender and ethnicity. The membership shall be kept to the smallest number possible by having members represent more than 1 category whenever possible and as permitted by WIOA.
At least 51% of members shall be representatives of businesses in the local area, at least 20% of the members must represent small business as defined by the U.S. Small Business Association, and the balance of the Board membership shall include individuals with optimum policy making authority. For a more comprehensive breakdown of member qualifications, please refer to the bylaws.
Duties & Powers
In cooperation with the Maricopa County Human Services Department (HSD) and subject to the approval of the BOS, MCWDB shall be responsible to ensure the completion of the following:
- Local Plan: Develop and submit a local workforce development area plan to the Governor of Arizona;
- Regional Plan: Collaborate with the other local boards and chief elected officials, or their delegates, from the other local areas in the preparation and submission of a regional plan, if the local area becomes a part of a planning region with other local areas;
- Workforce Research and Regional Labor Market Analysis: Conduct research, specified regional market labor analysis, and periodic economic and workforce analyses as a part of the local planning process and to assist the Governor in developing the statewide workforce and labor market information system;
- Convening, Brokering, and Leveraging: Convene the local workforce development system stakeholders to assist in the development of the local area plan, and identify non-federal expertise and resources to leverage support for workforce activities;
- Employer Engagement: Lead efforts to engage with a diverse range of employers, entities in the region, and economic development entities, including coordination with BOS economic development strategies, in order to promote the participation of local area and regional private-sector employers, develop effective linkages with employers, support employer utilization of the Maricopa County workforce system, ensure the workforce investment activities meet the needs of employers, and support economic growth in the region;
- Career Pathways Development: Collaborate with secondary and postsecondary education program representatives leading the efforts in the local workforce development area to develop and implement career pathways;
- Proven and Promising Practices: Identify, promote, and disseminate proven and promising strategies, initiatives, and practices for meeting the needs of job seekers and employers;
- Technology: Develop strategies for using technology to maximize the accessibility and effectiveness of the local workforce development system for employers, workers, job seekers, and those with barriers to employment; develop intake and case management information systems, remote access, and improve digital literacy skills while leveraging resources and capacity within the system;
- Program Oversight: Conduct program oversight for: local WIOA youth, adult, and dislocated workforce development program activities; the local service delivery system; and the use, management, and investment of workforce development funds to maximize performance outcomes under WIOA through evidenced-based decision-making;
- Negotiation of Local Performance Accountability: Establish, through negotiation with the BOS and the Governor, local performance and accountability measures;
- Selection of Operators and Providers: Designate and certify one-stop operators, identify eligible adult and youth training providers, and also ensure the provision of opportunities that lead to competitive employment for individuals with disabilities; in conjunction with the State, ensure there are sufficient numbers and types of career and training service providers in a manner that maximizes consumer choice;
- Coordination of Education Providers: Coordinate activities with education and training providers;
- Budget and Administration: Develop a budget for the activities of the MCWDB consistent with the local workforce development plan and the duties of the MCWDB under WIOA; and
- Accessibility for Individuals with Disabilities: Annually assess the physical and programmatic accessibility of all one-stop centers in the local area in accordance with the Americans with Disability Act of 1990.
The Board of Supervisors and the Workforce Innovative and Opportunity Act (WIOA) signed into law on July 22, 2014 as Public Law 113-128.