Managing the Public Workforce System through Governance and Collaboration
Local Workforce Boards are charged with coordinating their local plans with their state’s workforce goals. The implementation of the Workforce Innovation and Opportunity Act (WIOA) created changes to the responsibilities and structure of these boards. For example, WIOA reduced the number of required members. While resources in this announcement focus largely on WIA, they also include useful information for boards and other stakeholders in governing their local workforce systems under WIOA.
Governing the Public Workforce System: The Structure and Priorities of Local Workforce Investment Boards. 2015. This brief describes the board size, membership, staffing and strategic priorities of 28 Local Workforce Boards randomly chosen to participate in the WIA Adult and Dislocated Worker Programs Gold Standard Evaluation. It also discusses possible changes to workforce boards’ strategic priorities, capacities and organization to meet the new requirements of the WIOA.
Serving the Regional Economy: Collaboration Among Local Workforce Investment Boards. 2015. This brief discusses collaboration among local workforce boards as well as the key goals of these collaborations. It “…provides a detailed description of a particularly comprehensive, multifaceted [local workforce board] partnership that can serve as a model for [boards] currently considering or pursuing collaboration. This information can help states and local areas as they plan to meet WIOA’s requirements for regional collaboration.” The brief includes case studies from the Southeast Michigan Works Agency Council and the Dallas-Fort Worth Regional Workforce Leadership Council to demonstrate examples of regional collaborations.
Innovative Collaborations Between Workforce Boards and Employers Helped Meet Local Needs. 2012. This study reviewed 14 Local Workforce Investment Board partnerships with employers to “illustrate how workforce boards collaborated with partners to develop innovative and employer-driven services that helped address urgent local workforce needs.” “While the 14 selected initiatives varied in terms of their purpose, sector, and partners involved, the boards and their partners cited [six] common factors that facilitated and sustained collaboration.” For example, minimizing the administrative burden, such as streamlining data collection, across employers and partners helped reduce inefficiencies. The resource includes detailed profiles of the 14 study sites.