While successfully implementing changes to workforce development systems, training tools, and processes is challenging in and of itself, sustaining and continually improving can also loom large.  Many projects like D4AD are initiated with private or philanthropic support, but ultimately need to develop a sustainability plan beyond the initial funding phase.  This can be a particular challenge for  state agencies that have budgets that are subject to a constantly changing economy often driven by cyclical downturns and recoveries.  D4AD partners faced these pressures as state resources were dramatically shifted during the COVID-19 pandemic to support healthcare systems, unemployed individuals, and businesses and industries severely affected by the pandemic.

However, good economic times do not necessarily mean projects and organizations can count on stable funding. Budgeting is also subject to the political winds in a state or city or even within a private organization.  Programs and constituencies with political power often get the most support. Unemployed and underemployed workers, particularly those who are experiencing structural racism and economic marginalization are not the most powerful political voice in many systems. The career development and job training staff and caseworkers who are traditional advocates for these groups are also not in a position of power to drive the ongoing support or investment required to address problems across multiple systems.  As a result, sustainability requires significant attention to building the political will to address the problems that face our workforce development, education, and training systems.

To address these challenges, organizations and agencies should:

• Seek innovative grant funding that allows for human-centered design principles in the grant-writing process to ensure the most effective proposals for tool and resource development.

• Begin planning for sustainability early in the planning process, as building political will takes time.

• Make the case with real stories about workers and jobseekers and their experiences to demonstrate the need as well as the potential benefits.

• Engage a wide network of diverse supporters, from community and faith-based organizations to employers who can serve as allies, influencers, and case-makers for the work.

• Develop high-level political leaders from both parties to be vocal champions for this work, provide political guidance and insight, and to work behind the scenes to build support and coalitions for sustainability.

• Aim for “early wins” in the project that show progress and benefits and can help build political will for ongoing support.

• Create economies of scale to save on cost and better serve users by aligning the development of tools and resources with other budget priorities.

• Demonstrate return on investment for state policymakers to garner continued support.

• Seek out additional investment, particularly from other state agencies, regional business and philanthropy, national business and philanthropic organizations with large footprints in the region, and organizations that will benefit from improved workforce development and training systems.