{"id":267474,"date":"2025-10-23T10:00:03","date_gmt":"2025-10-23T14:00:03","guid":{"rendered":"https:\/\/ncrc.org\/?p=267474"},"modified":"2025-10-23T10:49:25","modified_gmt":"2025-10-23T14:49:25","slug":"partnerships-that-work-building-equitable-workforce-systems-from-the-ground-up","status":"publish","type":"post","link":"https:\/\/ncrc.org\/partnerships-that-work-building-equitable-workforce-systems-from-the-ground-up\/","title":{"rendered":"Partnerships That Work: Building Equitable Workforce Systems from the Ground Up"},"content":{"rendered":"

Equitable workforce development isn\u2019t just about job placement or vocational credentials. At its core, it\u2019s about ensuring a person\u2019s race, gender or zip code does not determine their financial stability by helping people access high-quality employment that provides long-term economic security. <\/span>\u00a0<\/span><\/p>\n

While funding streams and sector strategies matter, we have to stay focused on the real people at the heart of our work. Workforce equity is built on trust, local relationships and meeting people where they are, which can only happen through cultivating meaningful partnerships.<\/span>\u00a0<\/span><\/p>\n

Effective workforce strategies are not created in isolation. They emerge through collaboration between housing providers, employers, small business leaders, training institutions and the communities themselves. For many NCRC members, workforce development is not a standalone effort, but one piece of a broader ecosystem connected to housing, entrepreneurship, credit access and small business development. <\/span>\u00a0<\/span><\/p>\n

These connections matter. They strengthen local economies and help close the gaps that often leave workers behind. An example of an organization that has taken this philosophy to heart is NCRC member <\/span>Women\u2019s\u00a0Economic Ventures<\/span><\/a>\u00a0(WEV). WEV has long supported small business development\u00a0and entrepreneurship\u00a0in the Santa Barbara,\u00a0California area,\u00a0but their work is evolving.\u00a0<\/span>\u00a0<\/span><\/p>\n

WEV\u2019s team brought together single parents who have participated in their programs and asked candidly about the barriers they face, including childcare costs and the lack of reliable transportation. WEV then brought those insights directly to the table with local chambers of commerce, prospective employers and workforce development boards. Through these conversations and focus groups with single parents and community partners, WEV recognized that entrepreneurship, while important, is not always the best fit for everyone. <\/span>\u00a0<\/span><\/p>\n

Instead of drawing rigid lines between the workforce development and entrepreneurship fields, they are creating thoughtful connections across both. Because the program evaluation process was directly informed by participants\u2019 voices, they were able to identify tangible, community-informed solutions. This is a clear reminder that community-based organizations (CBOs) do not just provide services: they shape systems. WEV is now building programming rooted in lived experience, with the result being a more inclusive and responsive approach to economic mobility.<\/span>\u00a0<\/span><\/p>\n

This kind of leadership is especially critical in\u00a0cross-sector partnerships. When done well, these partnerships\u00a0help\u00a0CBOs, employers, training\u00a0providers\u00a0and public agencies\u00a0get better aligned\u00a0around shared goals\u00a0for\u00a0workforce development opportunities\u00a0in\u00a0high-demand industries. They help scale\u00a0the right kinds of programming, address\u00a0systemic\u00a0inequities\u00a0and connect people to real opportunities. But they only work when all partners, especially those closest to\u00a0and based in\u00a0the community, have a seat at the table from the start.<\/span>\u00a0<\/span><\/p>\n

Too often, CBOs are brought in after the fact. By then, the program design is set and their input becomes an afterthought. CBOs need to be a part of the process from the very beginning, helping to shape outreach strategies, establishing program timelines and deciding what success will actually look like. Strong partnerships value shared goals, complementary strengths and clear accountability measures.<\/span>\u00a0<\/span><\/p>\n

For CBOs\u00a0looking to create and\u00a0maintain\u00a0strong partnerships, the following steps\u00a0can\u00a0be useful:<\/span>\u00a0<\/span><\/p>\n