Southeast Tennessee Workforce Investment Board Overview


"To drive innovative and transformational change in the development of the region's talent through focused delivery of quality services with integrity and flexibility.  We collaborate with business, industry , economic development and education to prepare and provide skilled workers and improve the standard of living in our communities."


"We are a dynamic and thriving region where prepared job seekers and quality career opportunities align with the needs and demands of business and industry."

Role of the Local WDB

Local Workforce Development Boards, in partnership with local elected officials, plan and oversee the local system. Local plans are created and updated annually to be submitted for the Governor’s approval. Local boards designate "One-Stop" operators and identify providers of training services, monitor system performance against established performance measures, negotiate local performance measures with the state board and the Governor, and help develop the labor market information system.

Strategic Planning

Strategic planning is one of the areas of key responsibility of a Board. Each Local Workforce Development Area (LWDA) Board orchestrates the design of a local plan, which it submits to the state for approval. It is the culmination of long-term goal setting, future-oriented thinking, and sound decision making. The strategic plan establishes a path between the present and a vision for the future. The goals of strategic planning are to develop a vision, to determine performance indicators for fulfilling that vision, and to outline the steps necessary for meeting those performance outcomes.

Youth Committee

The Youth Committee is a subgroup of the local board charged with developing and maintaining parts of the local plan relating to youth, recommending providers of youth services, and coordinating local youth programs and initiatives.

Composition on the WDB

Workforce Development Boards must be majority private sector/business representatives and also include representatives of education providers, labor organizations, community- based organizations, economic development agencies, and each of the "One- Stop" partners.

Attracting and Involving Employers

Both the U.S. Congress and the Tennessee Legislature have mandated that employers drive the WDB’s policy direction. It is imperative that the WDB includes in its planning a process for ensuring that local business and industry are an integral part of the workforce system. To serve job seekers successfully, the whole system must be fully responsive to employers’ needs for skilled workers.

The more employers use the system, the better the system becomes. This includes Board members themselves who set an example by taking advantage of the services available in the workforce system. Board members who use the system increase their insight into the system which allows them to make more significant suggestions for improvement and to contribute more meaningfully to planning, oversight, and evaluation.


Another key responsibility of the WDB is oversight. To ensure efficient management of the system, board members must clearly communicate expectations to board staff, who are there to implement the plan as the board exercises its oversight responsibility.

Oversight begins with asking critical questions that determine whether the WDB is an effective steward of the system and the tax dollars it manages on behalf of its constituents. WDB members must regularly evaluate internal budgets and its contractors’ expenditures and progress toward meeting performance goals.  The LWDA directs American Job Center staff to develop a process to ensure that performance goals are achieved, and staff performance is evaluated on the outcome. Oversight must be an ongoing, continuous process.

Areas of Responsibility:

Areas of responsibility for WDB members include, but are not limited to:

  • understanding and communicating employer needs
  • maintaining a strategic focus on workforce issues in the community
  • building a plan with objectives designed to meet the skill needs of local employers
  • taking a leadership role in setting local workforce policy
  • designing the area’s workforce solutions
  • utilizing the services of workforce solutions
  • identifying employers who will hire trained workers
  • developing expectations of performance outcomes and customer satisfaction
  • meeting performance measures for the local workforce system
  • monitoring and evaluating the effectiveness of the area’s service providers
  • directing Board staff to make adjustments, as appropriate, to ensure quality of services and attainment of goals
  • designing solutions to assist job seekers in meeting the hiring needs of employers


revised 03/21/2017 - BK

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