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The report focuses on implementation of key changes to governance of the workforce system and how state and local workforce boards engage in planning across the core programs. Discussed here are the successes and challenges, promising practices, and possible areas for further technical assistance related to WIOA for workforce system governance and planning.

Data for this report are drawn primarily from site visit interviews, conducted in early 2019, with administrators, board chairs and members, employer and agency partners, and frontline staff in 14 states and 28 local areas. Other sources of information include relevant state and local documents. The site visit locations were purposively selected to assure diversity geographically and in size, among other criteria. The findings here, based on those interviews, should therefore be viewed as suggestive of common experiences and not assumed to be nationally representative.

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Research Questions

• How are reforms under WIOA being implemented for the core workforce programs for Titles I and III?
• To what extent are states and local areas developing partnerships with Titles II and IV stakeholders to achieve the integrated workforce development system envisioned by WIOA?
• What additional technical assistance, guidance, or policy changes would help states administer these core programs and provide guidance and oversight at the local level?

Key Takeaways

• Some state boards reported a decrease in board size while others reported larger boards under WIOA.
• Observations about the value of these changes varied according to size of the new boards.
• Including representatives from AEFLA and VR was viewed as beneficial.
• WIOA requirements resulted in both more strategic planning and more “administrative” tasks for boards.
• Respondents reported increased connections to education partners at the local level.
• Governor’s role viewed as helpful for strategic planning.
• Additional oversight stretched board staff capacity.
• Inclusion of core partners viewed as beneficial.
• State board staff reported using multiple methods for obtaining input from all partners.
• Changes in plan content were small.
• Collaboration brought with it challenges in communication and consensus.
• The most common approach for designating regions was to designate individual local areas as regions.
• When multiple local areas were designated as a region, some states provided additional funding to support planning activities.
• Challenges with regional planning included competing planning activities and difficulty aligning local interests.
• Local board chair involvement appeared to be a critical factor.
• Involvement of AEFLA and VR program staff was greater than under WIA but not universal.
• Differences in administrative structures across partners were a barrier to planning.

Citation

Sattar, S., English, B., van Docto, C. (2020, November). Mathematica. Implementation Study of the Workforce Innovation and Opportunity Act (WIOA) Regarding Title I and Title III Core Programs: State and Local Efforts to Strengthen Workforce System Governance and Planning Under WIOA. Based on findings from 14 states and 28 local areas in 2019. Chief Evaluation Office, U.S. Department of Labor.

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The Department of Labor’s (DOL) Chief Evaluation Office (CEO) sponsors independent evaluations and research, primarily conducted by external, third-party contractors in accordance with the Department of Labor Evaluation Policy and CEO’s research development process.