Workforce development has changed dramatically in recent years. Just since the time I left technical higher education in 2021, there’s been myriad of federal programs, the revival of registered apprenticeship, Workforce Pell, and more. Even the stoic WIOA remains a staple of workforce development across the land. In many ways, that is a very good thing. (This article won’t get into the latest WIOA news, more to come on that soon!)
Across the country, public agencies, colleges, universities, workforce boards, nonprofits, chambers, economic development organizations, employers, philanthropy, and industry associations are doing some of the most creative work we have seen in a generation. They are building new pathways into advanced manufacturing, semiconductors, construction, health care, infrastructure, energy, IT, and other sectors that can create family-sustaining careers without always requiring a traditional four-year degree. That kind of momentum should be celebrated.
But here is the honest part: innovation has also created a lot of complexity. I first wrote about this on LinkedIn a few years ago when I noticed a theme…with new programs and funding, came a very measurable confusion among the agencies and entities who could benefit the most. I saw it first-hand working with clients across the country. And the confusion for some is only deepening.
Workforce Pell is coming online and will allow eligible students to use Pell Grants for shorter-term workforce programs beginning in July 2026, including programs that may be as short as eight weeks. That is a major shift for colleges, universities, states, and employers trying to build faster, more responsive pathways into good jobs.
At the same time, Registered Apprenticeship is receiving renewed attention and funding. The U.S. Department of Labor announced $145 million in February 2026 for performance-based Registered Apprenticeship expansion across key industries, followed by another $85 million in April 2026 to support state apprenticeship expansion and modernization. And, of course, WIOA is still out there.
That is not a throwaway line. The Workforce Innovation and Opportunity Act remains one of the core operating systems of the public workforce system. It shapes how local workforce boards serve job seekers, support employers, fund training, manage performance, and align with state and federal priorities. Yes, there’s lots of debate about the efficacy, administration, and funding of some titles inside WIOA. But I believe that Congress knows and recognizes its significance, both in the past and now. Today, they’re actively debating WIOA reauthorization through the A Stronger Workforce for America Act of 2026, which adds another layer of policy uncertainty and opportunity.
So, for employers and economic development leaders, the question is no longer, “Is there innovation happening in workforce development?” The better question is, “How do we make all of this usable?” That is where economic development organizations can play a powerful role.
The problem is not lack of effort. It is lack of alignment.
One thing I have learned over years working across workforce development, economic development, higher education, and employer engagement is that most organizations are not failing because they lack commitment. Colleges are not ignoring employers. Workforce boards are not avoiding innovation. Employers are not refusing to engage. Nonprofits are not working in isolation because they want to. Economic developers are not leaving workforce off the table.
The problem is usually that everyone is moving with a different set of rules, timelines, incentives, acronyms, funding streams, and accountability requirements. A college may be focused on standing up short-term credential programs that can eventually qualify for Workforce Pell. A workforce board may be focused on WIOA eligibility, performance outcomes, ETPL requirements, supportive services, and employer services. An apprenticeship intermediary may be focused on standards, related instruction, on-the-job learning, wage progression, mentor capacity, and sponsor compliance. An employer may simply be saying, “I need reliable people who can show up, learn quickly, and grow with the company.” All those perspectives are valid.
That is exactly why economic development organizations matter. EDOs sit in a unique position. They understand employer demand. They understand regional competitiveness. They are often trusted by CEOs, plant managers, site selectors, chambers, public officials, education leaders, and community partners. They are close enough to business to understand urgency, and close enough to the civic infrastructure to convene the right people. That makes EDOs ideal translators. Not owners of the entire workforce system. Not replacements for workforce boards, colleges, or apprenticeship partners. Translators, conveners, and activators.
EDOs should build a working knowledge of each tool, not try to become experts in everything.
The goal is not for every economic developer to become a Pell compliance expert, apprenticeship registration specialist, or WIOA administrator. That is not realistic, and frankly, it is not the best use of the EDO role. I’ve seen them try and fail or fall into policy analysis and neglect core EDO duties that, you know, ultimately result in stronger tax bases, economic growth, and quality jobs for residents. But EDOs do need enough fluency to know which tool fits which employer problem.
Workforce Pell is especially relevant when the issue is access to short-term, high-quality training that helps students and workers afford programs tied to in-demand careers. This may be especially useful in sectors where a shorter training sequence can lead to an entry-level credential, a job, and then additional stackable learning. Think of manufacturing environments where specific, discrete skill sets can be stacked upon. A machinist, for example.
Registered Apprenticeship is especially relevant when employers need a structured earn-and-learn model that combines paid work, related instruction, mentorship, wage progression, and nationally recognized credentials. It can be powerful, but it requires operational discipline and a clear understanding of employer capacity.
WIOA remains especially relevant when job seekers need training support, career navigation, case management, supportive services, and access to federally funded workforce programs through local workforce boards. Higher education brings curriculum, instructional infrastructure, faculty expertise, accreditation, student support, and credentialing power. Nonprofits and community-based organizations bring trust, outreach, wraparound support, and lived proximity to populations that too often get left out of economic growth. Industry associations bring employer voice, peer credibility, sector knowledge, and practical insight into what companies actually need.
The EDO’s job is to know enough to say, “For this employer, this project, and this timeline, here is the right combination of partners.” That is where the magic happens.
Workforce strategy should be part of business recruitment from the beginning.
In many communities, workforce still enters the business recruitment conversation WAY too late. A company is interested in the region. The EDO prepares the pitch. Sites are discussed. Incentives are reviewed. Infrastructure is evaluated. Then, eventually, someone asks about workforce. That sequence needs to change. For many emerging industries, workforce is not a supporting issue. It is a core location decision factor. I’d say in many site selection discussions I’ve been a part of, it was the chief concern.
When an advanced manufacturing company, semiconductor supplier, aerospace firm, defense contractor, or life sciences company evaluates a market, they are not just asking whether workers exist today. They are asking whether the region can produce, train, upskill, and retain talent over time. That means EDOs should be prepared to present a workforce ecosystem map as part of the recruitment process. Not a generic list of partners. A real map that clearly articulates assets, labor shed intelligence, and an engagement strategy to identify, engage, train, and place workers. Some of these points are straightforward. Who are the relevant colleges and training providers? Which programs exist today? Which ones could be adapted? Where are registered apprenticeships already active? Which workforce board programs could support recruitment, training, or supportive services? Which nonprofits can help reach underrepresented communities? Which K-12 systems offer CTE pathways or dual credit? Which industry associations can validate demand?
This does two things. First, it gives the employer confidence that the region is organized. Second, it gives the EDO a way to move from “We have workforce partners” to “Here is how we can help you build a talent pipeline.” That distinction matters far more than you may realize, and I’ve personally seen it make the difference when all other considerations were pretty much equal.
Business retention is where the ecosystem can become real.
Recruitment gets the attention, but business retention is often where workforce innovation has the greatest immediate impact. Existing employers already have workers, supervisors, turnover patterns, skill gaps, expansion plans, and pain points. They know where the bottlenecks are. They know which roles are hardest to fill. They know where training is breaking down. They know whether new hires are struggling because of technical skills, transportation, childcare, language access, math readiness, soft skills, or lack of exposure to the industry. EDOs should use business retention visits to identify where workforce tools can be deployed.
A manufacturer with high turnover in entry-level production roles may need a stronger pre-employment pathway with a community college, nonprofit, or workforce board. A company struggling to advance incumbent workers may need a structured upskilling program. A firm with technical roles that require long ramp-up time may be a strong candidate for Registered Apprenticeship. A group of small employers with similar needs may not have enough capacity individually, but together they may be able to support a sector partnership, shared training cohort, or group apprenticeship model. This is where EDOs can bring tremendous value to members and existing businesses. They can help employers understand that they do not have to figure it out alone.
Executive networks are an underused workforce asset.
One of the most powerful things EDOs have is not always a grant, a program, or a building. It is their network. Economic development leaders can pick up the phone and bring together people who might otherwise operate in separate lanes: college presidents, superintendents, workforce board executives, CEOs, plant managers, mayors, county leaders, chamber executives, nonprofit leaders, philanthropy, and state agency representatives. This isn’t breaking news folks; it happens all the time. But that convening power should be used intentionally.
The meeting cannot just be another roundtable where everyone gives updates. EDOs should activate executive networks around specific questions:
- What are the top three occupations constraining business growth in our region?
- Which industries are growing faster than our training infrastructure?
- Where can Workforce Pell, WIOA, and Registered Apprenticeship complement each other instead of competing for attention?
- Which employers are ready to lead?
- Which partners are best positioned to serve youth, adults, incumbent workers, dislocated workers, or underrepresented populations?
- What decisions need to be made in the next 90 days?
The best workforce tables are not just inclusive. They are operational. There’s a VAST difference, and it’s distinguished by the activity vs outcomes approach.
The opportunity is to simplify the front door for employers.
Federal innovation and funding are encouraging. They also create tons of noise. Please know friends, that is not criticism. It is just reality. When new funding opportunities emerge, organizations naturally move quickly. Colleges examine eligibility. Workforce boards evaluate allowable costs and performance implications. States issue guidance. Intermediaries pursue grants. Employers receive more invitations to participate. Everyone is trying to respond.
But from the employer’s point of view, it can feel like a maze. That is why EDOs should think about creating a simplified “workforce solutions front door” for business recruitment, retention, and member services. This does not mean creating a new bureaucracy. It means creating a clear process:
- An employer identifies a workforce challenge.
- The EDO helps diagnose the issue.
- The EDO brings in the right partner combination.
- The partners determine which funding streams, training models, credentials, and support services apply.
- The employer receives a clear plan, timeline, and point of contact.
That kind of coordination is not flashy, but it is incredibly valuable. It saves time, reduces confusion, and improves employer engagement. It helps partners focus on what they do best. And it makes the region look organized, responsive, and serious.
Every partner has a role.
The strongest regions will not be the ones that pick one workforce strategy and ignore the rest. They will be the regions that understand how the pieces fit together. Colleges and universities are essential because they bring educational infrastructure, credentials, instructional quality, and long-term student pathways. Local workforce boards are essential because they bring federal workforce funding, job seeker services, employer services, labor market insight, and accountability for connecting people to work. Registered Apprenticeship partners are essential because they help employers build structured, work-based learning models that can turn jobs into careers. Nonprofits and community organizations are essential because they help ensure that opportunity reaches people who may not otherwise access it. Employers are essential because without real demand, real jobs, and real advancement opportunities, workforce programs become disconnected from the economy. And EDOs are essential because they can connect the dots between business growth, talent strategy, public investment, and regional competitiveness. No one must own the whole thing. But someone has to help organize the conversation.
So, What Next?
Workforce innovation is not slowing down. Workforce Pell, Registered Apprenticeship expansion, WIOA modernization, sector partnerships, short-term credentials, dual credit, infrastructure academies, employer collaboratives, and industry-driven training models are all part of the current moment. That is exciting. It is also a lot.
Economic development organizations can help regions move from activity to alignment. They can help employers make sense of the ecosystem. They can help partners focus on shared outcomes. They can help ensure that workforce strategy is not treated as a side conversation, but as a central part of business recruitment, business retention, and regional prosperity.
The communities that win will not simply be the ones with the most programs. They will be the ones that know how to combine the right partners, the right funding, the right training models, and the right employer commitments at the right time. That is the next (and emerging now!) frontier of economic development. Those who master it will become unbeatable engines of economic growth.
Originally published on LinkedIn.