Last year, at the urging of Louisiana’s business community, legislation was enacted to change the way the state assists employers in obtaining the workers needed to keep their shops and plants operating. Businesses complained their growth was restricted by an insufficient labor pool lacking the skills required for most jobs. They also questioned the validity of state forecasts for future labor demands.
The Louisiana Association of Business and Industry (LABI) worked with the governor and the Legislature to reform an unresponsive system by delegating needs assessment, decision making and problem solving to local Workforce Investment Boards (WIBs). Thus, outcomes would be relevant to local economies. In addition, numerous state and federal programs that relate to the employment and training of Louisiana’s workers were to be integrated into a coordinated workforce development service delivery system statewide.
Now is a good time to assess whether we are any closer to improvement, especially as a change recently occurred in the department’s leadership. The new Louisiana Workforce Commission (LWC) that replaced the state’s Department of Labor welcomed a new chief. Curt Eysink became LWC executive director when Tim Barfield left to replace Jimmy Faircloth as the governor’s executive counsel. Eysink will carry forward the vision he helped Barfield develop for implementing the legislation.
Barfield and Eysink agree that results to date have been less than intended. (To be fair, implementation was hampered by last fall’s two hurricanes, which occupied the full attention of most of the state’s agencies for a few months.) However, both gentlemen also agree that the last couple of months have finally produced progress that augurs well for more effective workforce development in the near term. And, there is some indication that businesses are noticing.
The integration process is progressing, particularly because the involved state department leaders are committed to the new system’s success. The turf battles that frequently prevent state agencies from working together and relinquishing control have not materialized. Much remains to be done in this regard, but the level of cooperation so far is reassuring.
The LWC has finalized its criteria for chartering WIBs. Meanwhile, WIB directors worked to upgrade their memberships. Some have been more successful than others because of the willingness of business leaders to serve and/or the willingness of local officials to appoint stronger WIB members.
One of the major impediments to a WIB’s success will be a lack of cooperation from the appointing authority, but this was always expected. Businesses in districts where local officials refuse to take actions that would improve the WIBs must actively assist the LWC in obtaining cooperation. This requires communication from the LWC and motivation on the part of the businesses. LABI will assist in the communication process, but businesses that become motivated sooner will see positive results sooner.
Improved business engagement with the LWC is most evident in the use of its Website. There has been a 27 percent increase in the number of businesses logging onto the Website over last year. Yet, there must be even more business involvement if the LWC’s services are to improve.
Responding to LWC job surveys, serving on a WIB or attending a WIB meeting to provide input are but a few ways that businesses can help.
Last month, the LWC released an occupational forecast considered much more accurate than past projections. The forecast predicts Louisiana will add 350,000 jobs to its economy by 2016-the current economic downturn notwithstanding. That is a tall order, but one that can be met if businesses across the state become involved and participate in the new initiatives undertaken by the LWC.
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