Provides a logic model for practitioners and funders to describe, measure, monitor, and manage their workforce systems change work.

“[The authors] provide a conceptual framework of systems change goals and activities and offer measurement options that stakeholders can consult to suit their particular efforts. The [logic model] provides…common language for practitioners, funders, policymakers, and researchers to use when discussing this sometimes amorphous concept, and tools for thinking through measurement practices for their initiatives. By defining the key components of a local workforce system, systems change activities, and intended outcomes, this conceptual model provides a foundation for…dialogue and practice. It applies to a wide range of initiatives that go beyond providing direct services to individual jobseekers and work for broader, sustained changes in workforce systems.

[The authors] drew from several sources of information to develop the framework. [They] conducted a literature review, investigated a range of current initiatives by examining the portfolio of programs supported through [their funder’s] Workforce Readiness grants, and conducted in-depth, semistructured interviews with 10 grantees to explore their systems change goals, activities, and measurement practices. [They] developed the conceptual framework incorporating the insights from these sources and shared it for review with experts in the field” (p.v).

“The report grounds this conceptual framework in concrete examples of systems change efforts and measurement taking place in communities across the United States. Grantee interviewees also share their insights on lessons and considerations for practitioners and funders pursuing systems change work” (

“Organizations doing systems change work can use [the] framework to help describe their work and think through effective ways to measure their progress” (

“For funders, this framework provides a common vocabulary and structure that can be used to better coordinate efforts with other funders and with the grantees and programs they support” (

(Abstractor: Author and Website Staff)

Major Findings & Recommendations

“While the reality of systems change is complex, the framework provides a succinct illustration of the components of a workforce system, the range of systems change activities, and the system-level and employer- and worker-level goals of systems change work...” ( System components include: 1. Employers, industry, and the workforce; 2. Education and training providers; 3. Government and the public sector; and 4. Nonprofit and collaborative entities and funders. (p.9) System change activities include: 1. “Identify system needs[:] Identify and highlight challenges and opportunities in a local workforce system” (p.12). 2. “Develop a systems change plan – With input from appropriate stakeholders, determine strategies to improve a local workforce system” (p.12). 3. “Coordinate or improve system components[:] Strengthen the capacity of system components, change practices, or build connections” (p.12). 4. “Track systems change progress and make continuous improvement[:] Regularly collect and assess data to measure progress towards goals and make adjustments” (p.12). 5. “Scale or replicate strategies or solutions” (p.12). System-level goals include: 1. Collaboration 2. Quality and accessibility 3. Industry engagement 4. Data-driven decision making 5. Scale and sustainability. (p.9) Worker- and employer-level goals include: 1. “Workers have good jobs and opportunities for advancement” (p.9). 2. “Employers can hire and retain workers with needed skills” (p.9). “[The authors also] provide… more detailed…menus that provide ideas for how practitioners and funders can measure their progress on systems change activities....Outputs measure the activities, and outcomes measure the progress toward goals. The menus list examples of metrics that may be used, depending on the systems change initiative” ( (Abstractor: Author and Website Staff)