Statutory Authorities:

The duties of the State Council on Workforce Services are outlined in the Workforce Services Code, Title 35A, Chapter 1, Section 206 .  A summary of the responsibilities are as follows:

  • Develop a state workforce services plan.
  • Review regional workforce services plans to certify consistency with state policy guidelines.
  • Work cooperatively with regional councils on workforce services to oversee regional workforce services area operations and to ensure that services are being delivered in accordance with regional workforce services plans.
  • Oversee the department's provision of technical assistance to the regional workforce services areas.
  • Evaluate program performances, customer satisfaction, and other indicators to identify program strengths and weaknesses.
  • Develop plans to improve program outcomes.
  • Improve the understanding and visibility of state workforce services efforts through external and internal marketing strategies.
  • Make an annual report of accomplishments to the governor and the Legislature related to the activities of the department.
  • Issue other studies, reports, or documents the council considers advisable.
  • Coordinate the planning and delivery of workforce development services with public education, higher education, vocational rehabilitation, and human services.

The Workforce Investment Act of 1998 (WIA) reforms the nation’s job training system and guides statewide and local workforce development systems to increase the employment, retention, and earnings of customers, and as a result, improve the quality of the workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the Nation. A key component of this reform is the strong role of boards (and thereby the private sector) in the workforce investment system. The following are board functions taken from the Act that apply to Utah’s State Council on Workforce Services (also the State and Local Workforce Investment Board for Utah):

  • Conduct oversight to ensure implementation of the plan
  • Develop a statewide employment statistics system (i.e. the Department of Workforce Services, or DWS)
  • Monitor and oversee the system
  • Prepare an annual report for the US Department of Labor
  • Designate One-Stop operators (i.e. DWS)
  • Negotiate performance measures and ensure continuous improvement
  • Publish "report cards" on training providers
  • Organize the Youth Council and select youth services providers
  • Oversight of public funds from all sources (not just WIA)
  • Forge industry-led partnerships
  • Integrate economic and workforce development
  • Assist employers with hiring needs