The workforce development system has undergone significant change in the past five years, including the development and implementation of new partnerships. Maintaining the integrity of services and conducting major organizational change has been a challenge for local, state, and federal leaders. Some states have a limited vision of how this new workforce system can operate and the ways in which their customers can benefit from the new partnerships. Other states, however, have embraced the challenge put forth in the Workforce Investment Act (WIA) and have built on previous collaborations or begun new initiatives. This publication discusses some of the challenges faced by leaders in the workforce system and strategies that may assist in addressing these issues. This brief is part of a series of products offering practical solutions for state and local entities as they implement the Workforce Investment Act. Topics covered in other briefs include: co-location, merging cultures between partnering agencies, accessibility, and inclusion of people with disabilities in the workforce planning process. The source of much of the information presented below is from state case studies conducted in Maine, Minnesota, and Kentucky, completed as part of the Center on State Systems and Employment. Additional information is derived from other Institute for Community Inclusion work on increasing access for individuals with disabilities within the workforce system.
Fesko, Sheila; Timmons, Jaimie Ciulla; and Hall, Allison Cohen, "Case Studies on the Implementation of the Workforce Investment Act: Focus on Leadership" (2003). Case Studies Series, Institute for Community Inclusion. 7.