The relationship between a Workforce Development Board and its contractors is the engine of the public workforce system. As federally mandated, fund-holding entities, Boards are strategic investors, allocating resources from sources such as WIOA to address regional labor challenges. Contractors are the mission-critical implementers, the organizations on the ground delivering career services, training, and support to job seekers and businesses.
When this relationship fractures, the system seizes. The classic pain points are all too familiar: a funder-grantee dynamic rife with compliance fear, where contractors hide challenges to avoid being penalized, and boards micromanage inputs because they distrust outcomes. Communication becomes a one-way stream of mandates and reporting demands, stifling innovation. The result? Services that may be technically compliant but are often inflexible, slow to adapt, and focused more on audit trails than on changing lives. The community we serve pays the price.
To reset for the demands of 2026, we must move from a transactional "funder vs. vendor" model to a strategic "investor-partner" alliance. This requires intentional leadership from Boards in four tactical areas:
1. Recognize Contractor Efforts.
Go beyond the standard contract monitoring visit. Publicly commend their staff at board meetings. Share their success stories with elected officials and in annual reports. Invite them to present outcomes with you, not just to you. This transforms their role from a hidden executor to a valued, visible partner in the mission.
2. Lead From A Post-Pandemic Perspective.
Acknowledge that the old "butts in seats" and pure output metrics are often obsolete. Engage contractors in redefining what "performance" means in an era of virtual services, hybrid work, and supply chain crises—co-create flexible models that reward innovation in engagement and quality of placement, not just quantity. Your role as a board is to remove barriers, not just audit them.
3. Communicate From A "We" Perspective.
Scrutinize your language. Replace "You must submit..." with "We need to report on..." Shift from "Your outcomes are low" to "Our challenge in this sector is... how do we solve it?" This linguistic shift is powerful. It signals shared ownership of both problems and solutions, fostering proactive problem-solving instead of defensive compliance.
4. Don't Be Vague With Goals, Clarify Expectations.
Ambiguity is the root of underperformance and conflict. "Improve employer engagement" is not a goal—it's a slogan. Collaborate to set goals like: "By Q3, we will jointly pilot a new outreach model with 20 target manufacturers in the aerospace cluster." Provide clear, written policy guidance and consistent interpretation. When contractors know exactly what the finish line looks like and have a clear lane to run in, they can sprint.
The reset starts with Boards. By leveraging our power as funders not just as a compliance lever, but as a tool for empowerment and partnership, we unlock the full potential of our contractor network. Our 2026 mandate is clear: to build a system that is not just funded but truly aligned—where fear is replaced by shared ambition and our collective focus is squarely on the success of every job seeker and employer we serve.
We recently coached the Pee Dee Workforce Regional Council of Government's Workforce Development Board in South Carolina on these four components, where they took the time to master the tactical areas. In a follow up meeting they shared that because of their work in these four core areas, their relationships have been enhanced and, due to their team-centered approach, the board has been recognized in the state as one of the top boards.
This is clear evidence that taking the time to invest in critical relationships is well spent and produces measurable results.
