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Few elements of education broadly and postsecondary education specifically have more political cache across the spectrum in the early 21st century than workforce development. Politicians regularly campaign for office by vowing to improve the economic health of their communities through workforce development. Frequently, community colleges are at the center of such campaign promises. Still, the term workforce development is ambiguous, even when viewed at the level of single institution. This entry describes workforce development; its role within the community college mission; the challenges that policy makers, higher education leaders, and practitioners face in executing workforce development; and the contribution of workforce development to a set of public policy priorities.

At its broadest, workforce development refers to the building of skills that are valued in the market. Frequently, the term refers to the programs, services, and policies that support the acquisition of occupational or technical skills. These occupational and technical skills join education, experience, leadership skills, and personal health in comprising human capital. A variety of public and private entities formally and informally contribute to the development of a market’s workforce. Examples include programs and services provided by the federal government through the Workforce Innovation and Opportunity Act, apprenticeships provided by labor unions, on-the-job training and professional development offered by large and small companies, and a wide range of training and education offered by institutions of secondary and postsecondary education.

Within higher education, the term workforce development has application and currency across a broad set of institutions, including but not limited to land-grant universities, for-profit colleges, regional universities, and community colleges. Among providers of higher education, community colleges are seen as the largest and primary providers of workforce development, particularly at the sub-baccalaureate level. Within community colleges, workforce development is a primary component of the institutional mission.

Workforce Development in the Community College

While some elements, such as personal enrichment and remedial education, are inconsistently identified as fundamental components of the community college mission, there is agreement that the comprehensive community college mission has two primary components: (1) collegiate education leading to a university degree or transfer preparation and (2) occupational education leading directly to employment or workforce development. The community college workforce development mission can be succinctly described as all things that community colleges do that are intended to move people directly to work or immediately improve their employment. This is differentiated from all things that community colleges do to prepare students for postsecondary training and collegiate education, such as remedial education, adult basic education, English for speakers of other languages, and preparation for university transfer.

The practice of workforce development at community colleges has two major constituents: (1) people seeking skills for employment and (2) employers seeking skilled people. Workforce development programs intend to provide people with the skills they need to directly access employment in a given field, advance within their current field, or retain existing employment, so that they may thrive economically. The same workforce development programs intend to provide employers with a skilled workforce, so that the employers may thrive economically. Workforce development programs may be delivered (a) through credit instruction leading to certificates and applied associate degrees issued by the college (e.g., an associate degree in nursing or a college certificate in computer-aided design); (b) through short-term training, delivered without college credit, and frequently leading to an industry certification or license (e.g., a certification issued by the American Welding Society or a pharmacy technician license issued by a state board of pharmacy); or (c) through customized or employer-specific training programs to build new skills for an employer’s existing workforce.

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