Career Pathways Initiative

System Builder Resources

One of the key principles of WIA is a commitment to streamlining services through alignment. This section focuses on strategic partnerships and collaborative service design in service of system-level improvements – better aligned programs and services and complementary investment strategies across programs and agencies, for example. Resources in this section provide research and examples of:

  • Convening industry and regional partners and stakeholders to advance common goals.
  • Aligning performance measures, investments, policies, even operations – customer contact and outcome reporting, for example – across workforce programs and partner programs, such as education and economic development.
  • Leveraging program resources and services to maximize the impact of all resources invested in common workforce outcomes.
  • Building the capacity of all partners in the system to deliver excellent workforce services that meet the needs of their communities.

Many Workforce Boards have embraced the role of system building. They are increasingly working across programs and agencies to improve programs and services and meet community needs in efficient, effective, and sustainable ways. We have included a range of tools and resources to help WIBs build their own capacity to fulfill this role and that of their partner agencies and stakeholders.

Folder: System Builder\Papers and Briefs
Total ( 9 )
Title
A Summary of Lessons from Ten Years of Workforce Innovation Networks (WINs) (Collection of Reports)
From 1997-2007, Jobs for the Future (JFF) worked with employer organizations across the country to collaborate more effectively with the public workforce systems -- Workforce Investment Boards (WIBs), workforce agencies, and One-stops. The lessons from this initiative are summarized in a collection of 19 reports that cover topics ranging from 'How to Partner with One-Stops' to employer investment in training. One of these reports, High Leverage Governance Strategies for Workforce Development Systems, may be of particular relevance for WIBs seeking to improve their governance practices, but since governance is a critical aspect of the partnerships described in nearly all of the reports, the link to the entire compendium is provided. The lessons in each report are supported by real-world examples and additional resources. [Series of Reports, 2003- 2008]
American Energy & Manufacturing Competitiveness Partnership: The Power of Partnerships
This Council on Competitiveness Report centers on public private partnerships between the manufacturing sector and government in the energy industry. Workforce issues are addressed as one interest in the broader partnerships represented in the case studies. Workforce Investment Boards may benefit from this resource as it addresses many issues of concern to them: how workforce fits into the larger context of industry partnerships, what structures are used to support public private partnerships, and how to characterize the benefits of these partnerships are a few examples. [Report, 2013]
Montgomery County WIB: Becoming a 501(c)(3)
Many Workforce Investment Boards are structured as 501(c)(3) organizations; others are looking at this kind of structure. This slidedeck, developed by Strumpf Associates and the Center for Strategic Change, was intended to inform the Montgomery County Workforce Investment Board's (WIB's) exploration of the nonprofit organization option. The slides outline the characteristics and pros and cons of the 501(c)(3) structure, and provide examples of various nonprofit WIBs across the country. [Slidedeck, 2012]
National League of Cities Research Brief on the State of America’s Cities: Special Section on Workforce Development
This research brief summarizes the results of a survey of chief elected officials from 349 small cities and municipalities (all National League of Cities members). The survey focused on the economic welfare of the cities, the role of workforce development in the recovery effort, and the kind of collaboration occurring around workforce development in respondents' communities. Results indicate considerable opportunity for greater alignment between economic development and workforce development agencies, cities, and other system partners around common goals. In addition to the results, suggested reasons for low levels of collaboration among key partners may be instructive for WIBs seeking to increase or improve their own partnerships. [Research Brief, 2011]
Regional Industry-Driven Centers of Excellence as a Vehicle for Investment in Innovation (Lancaster County, PA Workforce Investment Board)
This slidedeck developed by the executive director of the Lancaster County, PA Workforce Investment Board (WIBs), explains how WIBs can help build regional economic innovation through Centers of Excellence -- by promoting R&D, career ladder development, incumbent worker training, technology transfer, and entrepreneurial development. Case study examples of the basic structure of a Center of Excellence are provided, and lessons learned documented. As WIBs explore new roles that can play to help their communities build next-generation economic futures, examples like this can be instructive. [Slidedeck, undated]
Responding in a Turbulent Economy: Creative Roles for Workforce Investment Boards
This report profiles 12 cutting-edge examples of Workforce Investment Boards (WIBs) playing leadership roles in communities navigating economic uncertainly. Profiles illustrate one of two model innovations: (1) Regional initiatives that coordinate workforce and economic development to establish common goals and maximize resources; and (2) Workforce system interventions designed to promote economic growth throughout the life cycle of a company or industry. Novel governance structures that enable collaboration between WIBs and industry partners, state and local governments, education and economic development agencies, nonprofit organizations and others are described and documented in the report, and may be of interest to many WIBs adopting these models today or seeking to improve their governance practice. Authored by the National Center on Education and the Economy for the Ford Foundation. [Report, 2004]
Responding in a Turbulent Economy: Creative Roles for Workforce Investment Boards
This report profiles 12 cutting-edge examples of Workforce Investment Boards (WIBs) playing leadership roles in communities navigating economic uncertainly. Profiles illustrate one of two model innovations: (1) Regional initiatives that coordinate workforce and economic development to establish common goals and maximize resources; and (2) Workforce system interventions designed to promote economic growth throughout the life cycle of a company or industry. Novel governance structures that enable collaboration between WIBs and industry partners, state and local governments, education and economic development agencies, nonprofit organizations and others are described and documented in the report, and may be of interest to many WIBs adopting these models today or seeking to improve their governance practice. Authored by the National Center on Education and the Economy for the Ford Foundation. [Report, 2004]
State Sector Strategies Coming of Age: Implications for State Workforce Policy Makers
This report explores numerous state-level sector strategies and the partnerships that support them. The report offers snapshots of a range of sector strategies at work and describes how these strategies are softening traditional boundaries between cities, counties, and states, and their respective workforce, education, and economic development agencies. These kinds of strategies have the potential to reduce inefficiencies and align and amplify efforts to achieve common goals, and require the right operational supports, policy and program incentives, and collaborative leadership to enable success. Developed by the National Governors Association, Corporation for a Skilled Workforce and the National Skills Association. [Report, 2013]
Under One Roof: New Governance Structures for Local Economic and Workforce Development
This three-part series focuses on increasing alignment between workforce development and economic development agencies and priorities. The series offers real-world examples and case studies of Workforce Investment Boards (WIBs) and other agencies taking practical steps to align their resources for the benefit of their communities. While organizational and structural realignment (e.g., merging of agencies) is discussed, many other options are also presented ranging from data sharing initiatives to innovative partnerships with nontraditional partners, such as incubators, port authorities, utilities, manufacturing extension partnership programs and others. WIBs seeking to better align their work with that of their economic development counterparts may benefit from reviewing the examples profiled in this series. Developed by Jobs for the Future. [Case studies, 2007]