Strengthening Apprenticeships: Reflections from a Congressional Hearing

Posted on by Grace Moster

By Dr. Jennifer Wilson

I recently attended a House Education and Workforce Subcommittee hearing focused on apprenticeships. This was of particular interest to me as a former Vice President of Workforce Development at a community college and a Board member of the National Association of Workforce Boards (NAWB).

The hearing centered in part on President Trump’s agenda to have 1 million apprentices by 2030, including ways to meet that critical goal. It was encouraging to see bipartisan support for a proven training and employment model that can help build a stronger, more qualified and resilient workforce.

Throughout the hearing, witnesses emphasized the growing importance of nondegree pathways. Apprenticeships stand out because they combine paid, on-the-job experience with structured learning in a way that benefits both employers and workers. At the same time, the conversation did not devote a lot of focus to the ongoing challenges facing the broader workforce system, including how it can help to support these pathways to family sustaining employment.

A Fragmented System

One of the most persistent challenges is how disconnected the workforce system can feel. There is often limited clarity around how employers, education providers, and workforce organizations should work together, what role each plays, what resources are needed to support effective implementation, and too little agreement on a needed common language to describe this work and related outcomes.

These challenges were also evident in discussions about apprenticeships. While multiple approaches are designed to support talent development, many employers choose to create their own programs rather than pursue formal registration. Using this Earn-While-You-Learn model for many cases reflects a reduction of time and administrative demands associated with the registration and tracking process.

In Iowa, I have worked extensively on designing short-term, credential-based career pathways using an apprenticeship model without red tape.  I have observed the practical challenges of these registration requirements firsthand. Many small and mid-sized businesses do not have the internal systems or staff needed to manage reporting expectations. Employers are often interested in investing in their workforce, but participation must be balanced with day-to-day operational demands.  Additionally, there is not a scalable business model where there is dedicated funding for intermediary organizations who help align pathways, systems, or oversee required reporting.

Simplifying the registration process would be a good first step. The National Association of Workforce Boards, where I am proud to serve on the Board, has a toolkit to help address the complexities of registered apprenticeships.

Gaps in the Conversation

Several important areas could benefit from further attention from lawmakers:

  1. The role of workforce boards: Workforce boards operate at the intersection of employers, education providers, and community organizations. This positioning allows them to play a more central role in advancing apprenticeship efforts. They can help employers (small, mid-sized, and large) navigate available options, connect training providers with industry needs, support data coordination, and strengthen collaboration across partners. Expanding support for this much needed intermediary role may require clearer guidance, improved alignment across systems, flexibility to support different apprenticeship models, and, most importantly, predictable funding streams to help scale these efforts.
  2. Data and return on investment: There was limited discussion about how apprenticeship programs are evaluated relative to other workforce initiatives or how return on investment is consistently defined and measured. While apprenticeships differ from other programs in significant ways, alignment of consistent metrics for apprenticeships would be helpful, particularly within existing frameworks such as WIOA. Without common definitions and measurable benchmarks, programs can operate independently, with funding, reporting, and program goals that may not be in alignment.
  3. Rethinking higher education: It was also suggested that higher education needs to be redesigned to better meet workforce needs, and I couldn’t agree more. This is an important conversation to have. Workforce Pell, which allows short-term workforce training, is one way to address the issue, and Apprenticeships for America has produced an implementation guide to support these efforts. Another approach would see more alignment from the outset between education providers, accrediting bodies, employers, workforce boards, and policymakers. Apprenticeships can be a valuable component when supported by a coordinated system, particularly when apprenticeships and postsecondary education are more tightly connected with one another.

Call to Action

  • Workforce boards are inextricably involved in facilitating and supporting apprenticeships across the country, but lawmakers do not seem aware of this work. My fellow workforce board leaders can use NAWB’s customizable template letter to share both how they are contributing to accomplishing the goal of increasing the number of apprenticeships and how the processes can be improved going forward.
  • Policymakers can help by working toward greater alignment between education and workforce systems so that policies reinforce, rather than complicate, apprenticeship models.
  • Education providers can design programs that integrate more seamlessly with work-based learning.
  • Employers remain central to this effort, and their experience is critical in shaping how systems evolve. Their local workforce boards can support them in exploring new apprenticeships.

There is broad agreement that apprenticeships offer an effective pathway to connect individuals to meaningful careers while helping employers meet workforce needs. Fully realizing that potential will depend on clearer coordination, defined roles, and practical support for employers.

Dr. Jennifer Wilson sits as a Board of Director for the National Association of Workforce Boards, has been a nationally recognized advocate of education and workforce development, and currently is CEO of her own consulting firm, Tripple C Solutions, LLC, where she assists associations, workforce boards, higher education institutions, and employers in REAL systemic change by connecting credentials to careers.   

 

We Need Your Voice—And We Need It Now 

Posted on by Grace Moster

At a time when workforce boards are being asked to produce better outcomes with fewer resources, the federal government has proposed sweeping changes to the rules governing federal grants. 

The National Association of Workforce Boards (NAWB) strongly opposes these proposed changes. 

Not because we oppose accountability. Quite the opposite. Workforce boards understand better than anyone that public dollars carry public trust. Every day, boards across the country are accountable to taxpayers, local elected officials, governors, state workforce agencies, federal partners, employers, and the workers who depend on us. We welcome oversight. We welcome transparency. We welcome responsible stewardship of federal funds. 

What we cannot support are regulations that increase administrative burden, associated compliance costs, and disruption of critical services all without providing any tangible benefits or improvements to the current regulatory framework for federal grant funding. 

If adopted as written, these proposed changes would make it harder for workforce boards—and virtually every organization or entity that receives federal grant funding directly or indirectly—to focus on the work Congress intended those dollars to accomplish. Instead of investing more time connecting workers to careers, helping employers address workforce shortages, supporting veterans, serving opportunity youth, strengthening apprenticeship programs, or responding to local economic challenges, organizations will be forced to devote even more time to navigating new compliance requirements, documenting routine activities, and managing additional administrative risk.  Here are just a few examples of how this may play out in practice: 

Employer Services 

Instead of spending time meeting with employers to understand hiring needs, business services staff would spend additional hours documenting expenditures, justifying payments, and responding to expanded oversight requirements. That means fewer employer visits, fewer customized hiring events, and slower responses to businesses trying to fill critical positions. 

Training Contracts 

Boards may become more cautious about entering into innovative training partnerships or multi-year contracts because of increased uncertainty surrounding grant administration and changing award conditions. Programs that help employers quickly upskill workers could take longer to launch—or never move forward at all.  

Professional Development 

If conference attendance, professional memberships, publications, and training require additional approvals or become unallowable under certain circumstances, workforce professionals may lose access to the very professional development, technical assistance, and best practices that improve program performance and strengthen accountability. Indeed, current law authorizes these activities and encourages them throughout the public workforce system. 

That’s incredibly important because Congress generally understands why teachers, lawyers, and healthcare workers need continuing education. Workforce professionals are no different. 

Rural Communities 

Smaller and rural workforce boards often operate with very limited administrative staff. New compliance responsibilities may fall on the same employees responsible for business engagement, program oversight, fiscal management, and grant administration, stretching already limited capacity even further.  

Customer Wait Times 

Every hour staff spend responding to new administrative requirements is an hour not spent helping jobseekers build resumes, connect with employers, enroll in training, or receive career coaching. Collectively these proposals could reduce the amount of staff time available for direct customer service. 

Board Governance 

Local board members are volunteers drawn from business, education, labor, and community leadership. Increased uncertainty surrounding federal requirements and compliance obligations are likely to shift board meetings away from strategic discussions about workforce needs and toward risk management, compliance, and administrative oversight. 

Small Nonprofits 

Many nonprofits that provide services to our system operate on extremely thin administrative margins. New documentation, payment justification, and monitoring requirements could make participation in federally funded partnerships financially unsustainable, reducing local capacity to deliver services. 

This change is the wrong direction. 

For years, workforce boards have been challenged to become more agile, more innovative, more responsive to employers, and more focused on outcomes. We have embraced that challenge. Across the country, boards have built partnerships, leveraged funding, modernized service delivery, and demonstrated that local leadership produces results. 

These proposed regulations move us in the opposite direction. 

Rather than trusting local communities to solve local workforce challenges, they centralize authority, expand administrative oversight, and layer new compliance obligations onto a system that is already operating with limited administrative resources and capacity. At a time when employers are struggling to find talent and communities are asking the workforce system to do more than ever before, we should be removing unnecessary barriers—not creating new ones. 

One of the most frustrating aspects of this proposal is that it comes at precisely the wrong moment. Workforce boards are already navigating historic labor market change, rapid advances in artificial intelligence, demographic shifts, persistent workforce shortages, and growing expectations from employers and policymakers alike. Every conversation we have with Congress, the Administration, and business leaders centers on one theme: produce better outcomes, move faster, innovate more, and do it with the same, or in most cases fewer, resources. It is difficult to reconcile that expectation with a proposal that asks local organizations to absorb another significant layer of administrative responsibility without providing additional capacity to implement it. 

On Wednesday, July 1st, NAWB along with NAWDP, released an Advocacy Toolkit for workforce boards and professionals breaking down the issue and providing guidance on how to fight back.  

In this blog I’ll be more direct:  

  • Every workforce board should request meetings with its county commissioners, mayors, chief elected officials, congressional delegation, and governor’s office over the coming weeks.  
  • Walk them through the proposal. Help them understand what these changes would mean for your organization and, more importantly, for the workers, businesses, and communities you serve.  

Policymakers cannot appreciate the consequences of this proposal if they only hear from Washington.  

You may think that local leaders are well aware of this proposal, but over the last two weeks I have traveled to multiple events with county commissioners and mayors from a number of States, and even our Senior Director of Government Relations and Advocacy, Gail Silberglied has met with congressional offices where awareness of the OMB proposal is minimal. So far.  

At the local level, our partners at the National Association of Counties, the U.S. Conference of Mayors, and the National League of Cities mounted a robust response, including producing a webinar for local leaders, and urging their members to submit public comments. But these local leaders who navigate hundreds of local issues also need to hear from constituents and organizations responsible for implementing workforce policy about how it will impact their communities. 

The July 13 comment deadline for the Federal Register is important, but it is not the finish line. OMB is required to review and address substantive comments and consider changes based on public feedback prior to the October 1 implementation. Congressional oversight will continue, and the opportunity to shape the outcome of this proposal will continue. Submit your comments before the deadline, but don’t stop there. Continue raising this issue in every meeting with your Members of Congress, your Governor, your local elected officials, and your community partners. 

The workforce system has spent decades demonstrating that local leadership, local accountability, and local innovation produce better outcomes than one-size-fits-all solutions. We should not allow that progress to be undermined by regulations that add cost, complexity, and uncertainty. 

NAWB is committed to opposing these proposed changes, and we need you to stand with us. Because this isn’t simply about grant regulations. It’s about preserving the ability of local communities to build the workforce they need to compete and ensuring that every federal dollar is spent where it creates the greatest value: serving people, strengthening businesses, and growing local economies. 

Apprenticeship Works—And We See It Every Day

Posted on by Grace Moster
National Apprenticeship Week always feels a little different when you work in this field.
For many people, it’s a chance to learn what apprenticeship is. But for those of us in workforce development, it’s something else entirely. It’s a moment to reflect on what we’ve seen work again and again in communities across the country.
And in many ways, we’re part of a story that goes back to the very beginning of the American workforce.
Apprenticeship has been part of this country since the colonial era, when young people learned trades like printing, shipbuilding, blacksmithing, and even brewing by working alongside skilled craftspeople. It was one of the earliest ways this country built talent, grounded in the simple idea that skills are best learned through doing.
That idea has endured, even as the economy has changed.
Today, the tools look different. The industries are more complex. But the core principle is the same. People learn best by doing the work, and employers play a central role in shaping that learning.
We’ve seen that principle in action.
We’ve seen apprenticeship open doors for people who weren’t sure where their next step would come from.
We’ve seen employers stop searching for talent and start building it.
And we’ve seen local partnerships turn into real, lasting systems of opportunity.
That’s why this week matters. Not just as a celebration, but as a reminder:
Apprenticeship is one of the most practical, proven strategies we have to strengthen our workforce and our economy.
Why it works, especially now
Even for those of us who have been doing this work for years, it’s worth stepping back and naming what makes apprenticeship so effective.
It starts with alignment. Apprenticeship meets employers where they are. Instead of asking businesses to adapt to available talent, it gives them a way to shape it. Training becomes relevant, immediate, and tied directly to real work.
It also changes how people learn. When learning is embedded in the job, progress happens faster and sticks longer. Research from Jobs for the Future shows that strong work-based learning models can increase productivity by 10–15%, in part because workers reach proficiency more quickly. That’s something we hear from employers all the time. They don’t just get workers, they get ready workers.
And then there’s retention. Apprenticeship builds connection to the job, to the employer, and to a career pathway. The data reinforces what we see in practice:
  • 94% of apprentices are still employed after completing their program
  • Employers see an average return on investment of about 44%
  • 81% report reduced turnover
  • 96% say apprenticeship improves company culture
These are the kinds of outcomes that change how organizations think about talent.
What this looks like on the ground
Across the NAWB network, apprenticeship isn’t standing still. It’s expanding into sectors that are critical to both our economy and our communities.
In supply chain and logistics, the Supply Chain Automation Hub is helping employers rethink how they build talent in an increasingly complex environment. These are roles that require new skills, new technologies, and new approaches. Apprenticeship is meeting that moment.
In the care economy, we’re seeing something equally important. Through partnerships with FHI 360’s National Institute for Work and Learning, apprenticeship is creating structured pathways into roles like youth development, behavioral health, and community health work. These are roles that communities depend on every day, and apprenticeship is helping make them more accessible, more supported, and more sustainable.
And in the electric vehicle sector, the pace of change is hard to ignore. Through collaboration with the American Association of Community Colleges, apprenticeship programs are being developed alongside employers in real time. One example, an EV battery manufacturing program developed with Panasonic Energy and Kansas City Kansas Community College, shows how quickly apprenticeship can respond to emerging industries when the right partners are at the table.
Taken together, these efforts tell a bigger story. Apprenticeship is adaptable, responsive, and capable of growing alongside the economy itself.
A shared resource for moving the work forward
Of course, knowing apprenticeship works and scaling it are two different things.
That’s where NAWB’s Registered Apprenticeship Hub comes in. It was built with the field in mind for workforce boards, partners, and practitioners who are navigating how to expand and strengthen apprenticeships in their regions.
The Hub brings together what we need most:
  • Practical tools for launching and growing programs
  • Clear connections to WIOA strategies and outcomes
  • Real examples from across the country
  • Resources to support employer engagement and messaging
It is not just a collection of information. It is a way to make the work more accessible and more actionable, especially for boards that are building or scaling apprenticeships in real time.
And with more than 570 workforce boards in the NAWB network, that kind of shared infrastructure matters.
Looking ahead
If there’s one thing this work makes clear, it’s that apprenticeship is not just effective. It is essential.
It helps businesses stay competitive.
It helps workers build real, lasting careers.
And it gives workforce systems a way to deliver on both at the same time.
National Apprenticeship Week is a chance to celebrate that progress. It is also a chance to keep pushing forward.
Because we are not starting from scratch.
We are building on something that already works.
And when apprenticeship works, communities do too.
Call to action
This National Apprenticeship Week, take a moment to move the work forward.
Explore NAWB’s Registered Apprenticeship Hub. Share it with a partner who is just getting started. Revisit it with fresh eyes if you are already building programs. There is always another opportunity to strengthen what is working or to bring a new employer into the fold.
Most importantly, keep doing what this field does best. Bring people together, connect training to real opportunity, and build systems that last.
Because the impact of apprenticeship does not happen in theory.
It happens through the work you do every day.

From EV Hype to Workforce Strategy: Designing Apprenticeship-Ready Systems

Posted on by Grace Moster

In March 2026, the National Association of Workforce Boards (NAWB) in partnership with NevadaWorks and the American Association of Community Colleges (AACC), hosted an action-oriented workshop in Las Vegas in March 2026. The workshop focused on the electric vehicle (EV) industry cluster and the workforce systems needed to support the full ecosystem—from critical mineral extraction and the lithium battery lifecycle to vehicle manufacturing, retail, and maintenance.

A select group of workforce, industry, and education leaders from ten states and Puerto Rico convened for this day-long program, supported by the U.S. Department of Labor’s Apprenticeship Building America initiative. The workshop was designed for workforce board leaders ready to move beyond buzzwords and take meaningful action on EV workforce development.

To see these leaders in action and get a first-hand look at the event, check out this video summary of the day. 

Labor market data shows a nationwide shortage of workers with relevant EV skills, particularly in occupations that require industry credentials rather than traditional college degrees. Registered Apprenticeships offer workers the opportunity to earn competitive wages while developing in-demand skills. “When you think about how technical some of these jobs are and how expensive postsecondary education can be, having an opportunity to earn and learn at the same time is incredibly valuable,” said Drew Bercich, CEO of the National Association of Workforce Boards (NAWB). “It benefits not only the employee—who may avoid significant student loan debt—but also the employer, who can train workers specifically for their operational needs.”

Navigating the EV Labor Market The workshop featured a deep dive into the EV labor market based on a study completed by Lightcast. The study examined both labor demand and training supply across the EV mobility sector

Lightcast defines the Total Mobility Sector as a comprehensive ecosystem encompassing the full value chain of modern transportation and automotive innovation, with an emphasis on electric and next-generation mobility technologies. EV Subsectors include:

  • EV Manufacturing: The actual manufacturing and assembly of battery electric vehicles (BEVs) and plug-in hybrids (PHEVs).
  • Battery Production: Manufacturing cells and energy storage systems.
  • Testing Facilities: Vehicle testing, validation, and certification.
  • R&D / Design: Research and development for mobility innovations.
  • Connected & Autonomous Vehicles (CAV): Developing self-driving technology and intelligent systems.
  • Intermediate Producers: Suppliers of the components, parts, and materials feeding the entire ecosystem.
  • EV Charging Infrastructure: The development, installation, and maintenance of charging networks.

The Lightcast study further analyzed workforce demand by experience level, education, employers, and skill requirements, including non-degree skills, industry credentials, and academic degrees. Read our full blog post breaking down the Lightcast EV Labor Market Assessment. 

The Role of Workforce Boards in EV Apprenticeships A core focus of the workshop was translating this labor market data into actionable training models. Workforce boards are uniquely positioned to serve as conveners, sponsors, and intermediaries in the Registered Apprenticeship space. To help local boards navigate this, NAWB has released several resources detailing strategies and frameworks for success:

Throughout the session, participants engaged in focused discussions and collaborative learning activities. A highlight of the workshop was a field experience featuring the Tesla Loop, where participants observed emerging transportation technology in action.

The day also highlighted Northern Nevada’s growing role in the EV supply chain. Nevada is home to North America’s largest known lithium deposit and is quickly emerging as a major hub for EV and battery manufacturing. Investments from automakers, energy companies, and public funding are accelerating the state’s role in the national EV economy. “We’re excited to share the work being done—particularly in Northern Nevada—around EVs,” said Milt Stewart, CEO of Nevadaworks, the region’s local workforce development board. “The lithium lifecycle is rapidly expanding here, including mining, processing, manufacturing, and recycling.”

Turning Ideas into Action: The EV Workforce Pitch Competition To culminate the day’s collaborative efforts, participants took the stage for a live, NAWB-sponsored Pitch Competition. Workforce leaders presented actionable, regional strategies for EV apprenticeship programs designed to tackle specific local challenges. After a series of compelling presentations, three standout pitches were awarded top honors:

1st Place: Sherri Mantanona Lead of Industry Sector Partnerships, Workforce Connections (Southern Nevada) In Southern Nevada, an emerging EV sector boasts about 1,500 jobs and strong entry-level Career and Technical Education (CTE) programs. However, Mantanona identified a critical bottleneck at the mid-level and journey-worker stages. Because state regulations require a 1-to-1 ratio for electrician apprenticeships, upward movement has stalled, effectively blocking CTE graduates from entering the pipeline. To solve this, Mantanona pitched an “EV Workforce Mobility Pilot” focused on incumbent worker advancement. By leveraging Incumbent Worker Training (IWT) funds to upskill current employees through apprenticeships, employers gain immediate value, the mid-level bottleneck is cleared, and new entry-level opportunities open up for incoming students.

2nd Place: Megan Boddy Talent Pipeline Manager, UP Michigan Works! (Upper Peninsula, Michigan) Representing a 15-county rural region, Boddy noted that while the Upper Peninsula operates behind the national curve in EV adoption, it is deeply connected to the EV transition via advanced manufacturing, grid infrastructure, and a massive outdoor recreation economy. She pitched the “Rural Electrification and Electric Recreation Apprenticeship Accelerator.” This innovative model integrates charging installation, battery systems, grid modernization, and electric Off-Road Vehicle (ORV) diagnostics into existing electrician and industrial maintenance apprenticeships. The strategy also includes a shared pre-apprenticeship program to seamlessly transition youth and dislocated workers into these registered apprenticeships.

3rd Place: Steve Saunier Director of Apprenticeships, ASPYR Workforce Innovation (Columbus, Ohio). Serving as a registered apprenticeship hub in Central Ohio, ASPYR found that local employers often shy away from the liability and administrative burden of owning an apprenticeship program outright. With a recognized knowledge gap regarding the specific training needs for EV fleets, Saunier pitched a localized, collaborative solution. Over a six-month timeline, ASPYR will convene major stakeholders including “JobsOhio,” “One Columbus,” and local training providers to accurately map EV employer needs and training capacity. Following this discovery phase, ASPYR will launch a targeted operating plan and hold a group sponsorship specifically for EV apprenticeships, removing the administrative burden from employers so that vital workforce training can actually begin.

DISCLAIMER: This workforce product was funded by a grant awarded by the U.S. Department of Labor (DOL’s Employment and Training Administration (ETA). The product was created by the recipient and does not necessarily reflect the official position of DOL/ETA. DOL/ETA makes no guarantees, warranties, or assurances of any kind, express or implied, with respect to such information, including any information on linked sites and including, but not limited to, accuracy of the information or its completeness, timeliness, usefulness, adequacy, continued availability, or ownership. This product is copyrighted by the institution that created it.

Beyond the Headlines: The Data-Driven Reality of the EV Workforce

Posted on by Grace Moster

If you follow the daily news cycle, the electric vehicle (EV) industry can seem like a rollercoaster. Between shifting federal investments, political debates, and fluctuating automaker commitments, it is easy to wonder about the true state of the EV economy.

But when we tune out the noise and look at the actual labor market data, a much clearer, undeniable reality emerges: The EV mobility market is not just a speculative future endeavor—it is here, it is massive, and it is critically starved for skilled talent.

With support from a U.S. Department of Labor Apprenticeship Building America (ABA) grant the National Association of Workforce Boards (NAWB) in partnership with Lightcast has released a comprehensive labor market assessment of the EV Mobility Sector. This report cuts through the hype to provide workforce boards, educators, and industry leaders with a data-driven roadmap for action. Here is a look at what the data reveals, and why local workforce systems are the key to unlocking this economic opportunity.

Understanding the Ecosystem: It Is More Than Just Manufacturing

To accurately gauge the workforce need, we first have to understand what the “EV Sector” actually is. The Lightcast study defines the EV Mobility Sector not as a single industry, but as a comprehensive value chain comprised of distinct subsectors:

  • EV Manufacturing: The actual manufacturing and assembly of battery electric vehicles (BEVs) and plug-in hybrids (PHEVs).
  • Battery Production: Manufacturing cells and energy storage systems.
  • Testing Facilities: Vehicle testing, validation, and certification.
  • R&D / Design: Research and development for mobility innovations.
  • Connected & Autonomous Vehicles (CAV): Developing self-driving technology and intelligent systems.
  • Intermediate Producers: Suppliers of the components, parts, and materials feeding the entire ecosystem.
  • EV Charging Infrastructure: The development, installation, and maintenance of charging networks.

When we break the market down this way, occupational demand becomes much clearer. Some occupations are universally needed and cut across multiple subsectors—for example, Software Developers are highly demanded in CAV, Electric Vehicles, and EV Charging. Conversely, other roles are highly unique to a single subsector, such as Chemical Equipment Operators anchoring Battery Production, or Autonomous Vehicle Operators driving the CAV space.

The EV Manufacturing Core & The Battery Belt

When most people think of the EV transition, they think of the EV Manufacturing subsector—the direct manufacturing and assembly of the vehicles themselves. This core subsector alone generated 104,750 job postings nationwide, with an impressive average advertised salary of $120,614.

But the manufacturing footprint extends far beyond traditional automotive strongholds. A massive “battery belt” is driving immense demand. Tennessee, for example, generated over 1,000 postings in Battery Production and more than 35,000 in Intermediate Producers over the last five years. Similarly, states like North Carolina, Kansas, and Nevada are showing highly concentrated demand for battery materials and production, offering tremendous opportunities for local workforce boards to build specialized technical pipelines.

Unexpected Hotspots: The EV Boom is Happening Everywhere

Because the EV ecosystem relies heavily on intermediate producers, charging networks, and testing, massive employer demand is showing up in states with smaller populations or areas you might not typically associate with EV dominance.

By using a blended importance score based on state subsector concentration (Location Quotient, or LQ) and job postings, the data reveals several unexpected hotspots:

  • Utah is emerging as a powerhouse for EV Charging Infrastructure. With an exceptionally high LQ of 5.67, the state has generated nearly 1,000 specific postings in charging deployment, along with over 20,000 postings for Intermediate Producers.
  • Idaho shows a surprising and robust concentration in Connected & Autonomous Vehicles, generating 1,860 postings in this highly technical subsector.
  • Indiana and Ohio are dominating the critical supply chain, leading heavily in Intermediate Producers and R&D/Design. Indiana posted over 50,000 jobs, and Ohio over 68,000 jobs, in the intermediate supply roles that physically build the components for the national EV ecosystem.
  • Illinois and New York both rank at the top of the nation for concentration in EV Charging Infrastructure, with over 1,000 postings each specifically dedicated to charging networks.

The Supply Crisis in “The Middle”

Across the entire EV Mobility Sector, Total Demand reached 1,713,637 postings with an average advertised salary of $74,428. But the most critical finding is who these jobs are for. The EV sector is a “two-lane” market. While there is a lane for bachelor’s-degree engineering roles, the vastly larger opportunity sits in the middle: 70.5% of EV postings require a high school diploma or an associate degree. Furthermore, 56.9% of postings ask for just 0–1 years of experience.

Despite this, our training supply is dangerously misaligned. For bachelor’s degree pathways, supply is relatively strong, with a supply/demand ratio of 1.23. But for the sub-baccalaureate (Sub-BA) pathways that fuel 70% of the industry, the ratio plummets to a catastrophic 0.17. Shorter awards under one year have a ratio of just 0.16, indicating a massive shortfall in the exact skilled talent employers desperately need.

Registered Apprenticeships: Bridging the Gap Regionally

If employers need workers with sub-baccalaureate education and 1-2 years of experience, Registered Apprenticeships (RAs) and work-based learning models are the clearest way to bridge that gap.

In some areas, RA uptake is already showing strong success. Chemical Equipment Operators (crucial for Battery Production) saw a 64.1% growth in apprenticeships over the last five years, yielding an established base of 1,349 active RAs.

But in other critical EV occupations, the apprenticeship pipeline is virtually non-existent, creating an immediate opportunity for workforce boards to lean in:

  • Maintenance and Repair Workers (EV Charging): With over 64,000 postings and an average salary of $58,314, general repair pathways need to be adapted for charging deployment. States experiencing a massive concentration of EV Charging postings—like Utah, Illinois, and New York—should lean heavily into commercial technician work-based learning models.
  • Software Quality Assurance Analysts and Testers: Highly demanded in the CAV subsector (2,683 postings), yet there are zero active RAs in the data file. Boards in CAV-heavy states like Idaho, Washington, and Massachusetts should immediately prioritize tech and software validation apprenticeships.
  • Calibration Technologists and Technicians: With an incredibly high average salary of $132,103, there are only 33 active apprentices nationwide. This presents a highly lucrative, untapped pathway for technical talent.

A Playbook for Workforce Boards

The market is real, the jobs pay well, and the supply of talent is dangerously low. The Lightcast report outlines five strategic recommendations for local boards:

  1. Target the High-LQ Middle: Focus on accessible, sub-BA roles with strong EV concentration, such as high-voltage technicians, field service techs, and quality inspectors.
  2. Expand Stackable Sub-BA Pathways: Prioritize certificates and one-to-two-year programs, which remain the tightest and most under-supplied part of the market.
  3. Convene Employer Consortia: Do not wait for one flagship employer. Build work-based learning consortia around shared regional clusters (like battery firms, contractors, and charging companies).
  4. Use Salary Data in Outreach: Show job seekers that roles like High Voltage Technicians ($119k) and Commissioning Specialists ($73k) offer incredible earning potential without requiring a four-year engineering degree.
  5. Align with Local Subsector Demand: Use the data to map your specific regional strengths. Appendix A in the full report provides a 50-state quick reference to the top two subsectors in every single state, making it easy to connect national findings to your local context.

The Window of Opportunity is Open The demand is robust enough to justify immediate action. Workforce boards that move now will be uniquely positioned to shape who benefits from the EV transition in their communities.

Dive into the Data and the Resources:

DISCLAIMER: This workforce product was funded by a grant awarded by the U.S. Department of Labor (DOL’s Employment and Training Administration (ETA). The product was created by the recipient and does not necessarily reflect the official position of DOL/ETA. DOL/ETA makes no guarantees, warranties, or assurances of any kind, express or implied, with respect to such information, including any information on linked sites and including, but not limited to, accuracy of the information or its completeness, timeliness, usefulness, adequacy, continued availability, or ownership. This product is copyrighted by the institution that created it.

Why the “A Stronger Workforce for America Act of 2026” Falls Short—and Why Your Voice Matters Now

Posted on by Grace Moster
The House Education and Workforce Committee is preparing to take up the A Stronger Workforce for America Act of 2026 (ASWA 2026) as soon as next week. As drafted, this bill represents a significant step backward for the nation’s workforce development system at a time when workers, job seekers, and employers urgently need more support, not less.
At NAWB, we believe deeply in the power of locally driven workforce solutions. Workforce boards across the country are helping people adapt to rapid technological change, navigate economic disruption, and are helping local employers find skilled workers. But ASWA 2026, in its current form, undermines that mission in several critical ways.
ASWA 2026 Fails to Invest in the Workforce System
Federal funding for workforce development has steadily declined for two decades. Congress has never funded the Workforce Innovation and Opportunity Act (WIOA) at its authorized levels.
Yet instead of reversing this trend, ASWA would:
• Freeze funding levels for Adult and Youth programs for six years
• Cut Dislocated Worker funding by nearly 5%
This comes at a time when AI, automation, and advanced technologies—which Congress and the administration are supporting and investing in—are reshaping the labor market. Workers and employers need more support to stay competitive. This bill does not meet that moment.
A Rigid 50% Training Requirement Doesn’t Reflect Local Needs
Local workforce boards understand their communities. They know which industries are growing, which skills are in demand, and what barriers job seekers face.
ASWA 2026 would implement a one‑size‑fits‑all 50% training expenditure requirement for Adult and Dislocated Worker programs. While the bill allows a 10% set‑aside for supportive services or individualized career services, this new mandate is arbitrary and disconnected from real‑world needs.
This requirement would:
• Force boards to meet a metric rather than serve people holistically
• Limit funding for essential services like business engagement, labor market analysis, and sector partnerships
• Ignore barriers—such as childcare, transportation, or housing—that often determine whether someone can complete training at all
If training is needed, shouldn’t we prioritize the successful completion of that training? This often requires these wraparound services, including case management, to ensure the appropriate supports are in place.
Expanded Governor’s Reserve That Reduces Local Capacity
ASWA 2026 would allow governors to set aside an additional 10% of state allocations (on top of the existing 15%) for a new Critical Industry Skills Fund.
While supporting critical industries is important, this approach would further divert vital WIOA funding away from serving workers and employers. The U.S. Department of Labor has already distributed grants for this purpose. Duplicating that effort at the expense of local funding is misguided.
Single State Redesignation Authority Undermines Local Leadership
Under ASWA 2026, states with fewer than 5.1 million people (or fewer than six local workforce boards) could redesignate as Single State Areas. At least 26 states would qualify.
This would be a dramatic departure from WIOA’s design, which centers local business and civic leadership in workforce decision‑making. Consolidating authority at the state level risks weakening the responsiveness and innovation that local boards bring to their communities.
A Block Grant Pilot Threatens the Local Workforce Model
The bill would also expand the Make America Skilled Again (MASA) block grant concept from the Administration’s FY2027 budget request.
The pilot would:
• Allow up to 10 states to collapse multiple workforce funding streams into a single block grant
• Remove previous guardrails related to labor market participation and population
This shift would jeopardize the success of the locally driven workforce system and concentrate funding authority at the state level, moving away from the community‑based approach that has proven effective.
So, where do we go from here?
NAWB has been deeply engaged with lawmakers, committee staff, and partners across the workforce ecosystem to ensure that any reauthorization of WIOA strengthens—not weakens—the system that millions of workers and businesses rely on.
We have:
• Provided detailed feedback on ASWA provisions
• Shared data and stories from local boards nationwide
• Coordinated with national partners to amplify concerns
• Engaged directly with committee members and staff
• Advocated for increased funding and flexibility to meet local needs
We will continue this work, but your voice is essential.
Take Action: Contact House Education and Workforce Committee Members Today
The committee may take up ASWA 2026 as soon as next week. Now is the time to make sure lawmakers understand how this bill would affect your community.
Contact your lawmakers on the House Education and Workforce Committee [link to https://edworkforce.house.gov/committee/fullcommittee.htm] and share your concerns about ASWA 2026.
[Link to Committee Contact Page]
Tell them:
• Local workforce boards need flexibility—not rigid mandates
• Funding must reflect the scale of economic trends, new work requirements, and technological change
• Workforce development works best when decisions are made close to the community
• ASWA 2026, as drafted, does not meet the needs of workers, job seekers, or businesses
Your outreach can make a real difference in shaping the future of workforce development.
Contact us at NAWB (link to nawb@nawb.org) for assistance. We are here to help.

Trump Administration Releases Initial FY27 Budget Request

Posted on by Grace Moster

Topline Overview

The Trump Administration released its initial Fiscal Year 2027 (FY27) budget request on April 3rd, proposing significant shifts in federal spending priorities. The budget includes $1.5 trillion for national defense—a 44 percent increase over the FY26 enacted level—while cutting non-defense discretionary spending by 10 percent compared to current funding. For workforce development stakeholders, the U.S. Department of Labor (DOL) would see its discretionary budget reduced by $3.5 billion, or nearly 26 percent, from FY26 if enacted.

The release represents the Administration’s top-level “skinny” budget. Additional details, including Congressional Budget Justifications, are expected in the coming weeks and will provide greater specificity on program-level funding for workforce development and related investments. NAWB will continue to analyze these materials as they become available.

U.S. Department of Labor

The budget requests $9.9 billion in discretionary funding for DOL in FY 2027, down from $13.3 billion in FY 2026. The Administration frames this reduction as a streamlining of the federal workforce system, with DOL positioned as the lead agency for several programs proposed for transfer from other agencies—including Career and Technical Education programs currently housed at the U.S. Department of Education (ED).

The central workforce proposal remains the “Make America Skilled Again” (MASA) grant, which would consolidate multiple WIOA Title I formula and competitive programs into a single block grant to states and localities. The budget does not specify a funding level for MASA in this version of the request but describes it as key to expanding Registered Apprenticeship Programs (RAPs) to help meet the Administration’s goal of one million active apprentices. A related factsheet indicates that 10 percent of MASA funds would be reserved for RAPs. The budget also cites Workforce Pell, enacted last year, as a complementary tool for workforce training.

The budget proposes the following specific cuts and eliminations at DOL:

  • Job Corps — eliminated (–$1.6 billion): The budget again proposes fully eliminating Job Corps, following the Administration’s 2025 closure attempt that was blocked by a federal court injunction. The justification cites high per‑graduate costs and poor employment outcomes.
  • Senior Community Service Employment Program (SCSEP) — eliminated (–$395 million): The budget proposes eliminating SCSEP, which provides subsidized employment and training for low‑income adults aged 55+, citing duplication with other federal programs, including MASA.
  • Office of Career, Technical, and Adult Education (OCTAE) (–$1.5 billion): The Budget prioritizes the partnership between ED and DOL and transfers career and technical education to DOL while also eliminating Adult Education.

Next Steps

It is important to note that this budget request is a proposal—Congress must still act on annual appropriations bill and lawmakers are unlikely to adopt these cuts in full. When faced with similar proposals in the FY26 appropriations process, Congress rejected the administration’s workforce consolidation plan and maintained separate WIOA program funding.

NAWB will continue to monitor developments as additional budget details are released and appropriations work begins and will continue to advocate for strengthened investment in workforce development initiatives.

Your advocacy is important, too. Contact your members of Congress and let them know how such drastic cuts to the Department of Labor could jeopardize the work you do.

National Association of Workforce Boards and Microsoft Elevate Partner to Build AI Skills Across the American Workforce

Posted on by Grace Moster

FOR IMMEDIATE RELEASE

March 26, 2026

National Association of Workforce Boards and Microsoft Elevate Partner to Build AI Skills Across the American Workforce

New collaboration delivers free, LinkedIn Learning-based AI courses aligned to the U.S. Department of Labor’s AI Literacy Framework

WASHINGTON, D.C. — The National Association of Workforce Boards (NAWB) today announced a partnership with Microsoft Elevate to equip job seekers, career coaches, and workforce agency professionals with the artificial intelligence skills needed to succeed in today’s rapidly changing labor market. The initiative brings free, practical AI training to workforce development organizations nationwide.

Through this collaboration, NAWB and Microsoft Elevate have developed a suite of LinkedIn Learning courses grounded in real-world scenarios created with workforce professionals. The curriculum is shaped directly by the needs of workforce agencies and aligned to the U.S. Department of Labor’s AI Literacy Framework, ensuring learners build skills that are both practical and nationally recognized.

“Workforce boards across the country are on the frontlines of preparing Americans for the jobs of tomorrow. This partnership with Microsoft Elevate gives our members the tools and training they need to help workers adopt AI responsibly and confidently — and positions the workforce system as a leader in AI readiness.” — Andrew Bercich, CEO, National Association of Workforce Boards

“At Microsoft Elevate, we believe in the power and potential of individuals first. That’s why our partnership with NAWB is focused on meeting job seekers, coaches, and workforce professionals right where they are. By empowering people across the workforce with AI literacy and skills aligned to their roles, we can help people not just adapt but truly flourish in the AI era.” — Justin Spelhaug, Vice President, Microsoft Elevate

The partnership offers three dedicated AI courses available at no cost through LinkedIn Learning:

  • Generative AI for Career Growth and Job Search — Designed to help job seekers leverage AI tools in their employment journey. aka.ms/AIforJobseekers
  • Generative AI for Career Coaches — Equips career coaches with AI skills to better serve clients. aka.ms/AIforCareerCoaches
  • Generative AI for Workforce Agency Administrators — Helps agency staff integrate AI into their operations and service delivery. aka.ms/AIforWorkforceAdmin

Participants who complete a course will earn a certificate through LinkedIn Learning. For more information about the program, visit aka.ms/AIforWorkforce.

About NAWB The National Association of Workforce Boards (NAWB) represents approximately 550 workforce development boards and their partners across the United States. NAWB advocates for policies and investments in workforce development that help individuals connect to meaningful employment and help businesses find the skilled workers they need to grow.

About Microsoft Microsoft (Nasdaq “MSFT” @microsoft) creates platforms and tools powered by AI to deliver innovative solutions that meet the evolving needs of our customers. The technology company is committed to making AI available broadly and doing so responsibly, with a mission to empower every person and every organization on the planet to achieve more.

Media Contacts

Microsoft Media Relations We. Communications (425) 638-7777 rapidresponse@wecommunications.com

Grace Moster Novel Strategies gmoster@noveldc.com