FACACLASSIC

Note: An Annual Comprehensive Review, as required by §7 of the Federal Advisory Committee Act, is conducted each year on committee data entered for the previous fiscal year (referred to as the reporting year). The data for the reporting year is not considered verified until this review is complete and the data is moved to history for an agency/department. See the Data From Previous Years section at the bottom of this page for the committee’s historical, verified data.

Details on agency responses to committee recommendations can be found under the Performance Measures section for each committee in the fields “Agency Feedback” and “Agency Feedback Comment.”

DOL - 2543 - Workforce Information Advisory Council - Statutory (Congress Created)

GENERAL INFORMATION

Committee Name	Workforce Information Advisory Council	Agency Name	Department of Labor
Fiscal Year	2025	Committee Number	2543
Original Establishment Date	7/21/2015	Committee Status	Chartered
Actual Termination Date		Committee URL	https://www.dol.gov/agencies/eta/wioa/wiac
Actual Merged Date		Presidential Appointments*	No
New Committee This FY	No	Max Number of Members*	14
Terminated This FY	No	Designated Fed Officer Position Title*	Division Chief -- National Programs, Tools, and Technical Assistance
Merged This FY		Designated Federal Officer Prefix
Current Charter Date	7/14/2025	Designated Federal Officer First Name*	Steven
Date Of Renewal Charter	7/14/2027	Designated Federal Officer Middle Name
Projected Termination Date		Designated Federal Officer Last Name*	Rietzke
Exempt From Renewal*	No	Designated Federal Officer Suffix
Specific Termination Authority	n/a	Designated Federal Officer Phone*	(202) 693-3912
Establishment Authority*	Statutory (Congress Created)	Designated Federal Officer Fax*	(202) 693-3015
Specific Establishment Authority*	Section 308 of WIOA (Pub L 113-128)	Designated Federal Officer Email*	rietzke.steven@dol.gov
Effective Date Of Authority*	7/31/2014
Exempt From EO 13875 Discretionary Cmte	Not Applicable
Committee Type*	Continuing
Presidential*	No
Committee Function*	National Policy Issue Advisory Board

RECOMMENDATION/JUSTIFICATIONS

Agency Recommendation*	Continue
Legislation to Terminate Required	Not Applicable
Legislation Status	Not Applicable
How does cmte accomplish its purpose?*	The purpose of the Workforce Information Advisory Council (WIAC or Council) is to consult with and provide written recommendations to the Secretary concerning the evaluation and improvement of the nationwide workforce and labor market information system, including recommendations for the two-year plan for the workforce and labor market information (LMI) system required under Section 15(c) of the Wagner-Peyser Act. The WIAC accomplishes its objective by: 1) studying workforce and labor market information issues; 2) seeking information on innovative approaches, new technologies, and data to inform employment, skills training, and workforce and economic development decision making and policy; and 3) advising the Secretary on how the workforce and labor market information system can best support workforce development, planning, and program development.
How is membership balanced?*	The WIAC keeps its membership balanced by following the guidelines set forth by the Workforce Innovation and Opportunity Act (WIOA), the WIAC charter, and the WIAC membership balance plan. WIOA provides that WIAC membership be composed of fourteen representative members in eight categories: (1) four state agencies responsible for workforce investment activities, (2) four state workforce and labor market information directors, (3) one training services provider, (4) one economic development entity representative, (5) one business representative, (6) one labor representative, (7) one local workforce development board member, and (8) one research entity utilizing workforce and labor market information. WIOA further provides that membership be geographically diverse, and that no two members appointed in categories one, two, and seven represent the same state.
How frequent & relevant are cmte mtgs?*	Per its charter, the WIAC meets in-person or virtually at least twice per year. The WIAC identifies and reviews issues and aspects of the Workforce and Labor Market Information (WLMI) system and statewide systems that comprise the nationwide system and how the Department and the States will cooperate in the management of those systems. As part of this process, the Council meets to gather information and to engage in deliberative and planning activities to facilitate the development and provision of its recommendations to the Secretary in a timely manner.
Why advice can't be obtained elsewhere?*	The WIAC is the only advisory committee dedicated to providing the Secretary of Labor advice and proposed actions to improve the workforce and labor market information system.
Why close or partially close meetings?	N/A.
Recommendation Remarks	None.

PERFORMANCE MEASURES

Outcome Improvement To Health Or Safety*	No	Action Reorganize Priorities*	No
Outcome Trust In Government	No	Action Reallocate Resources	No
Outcome Major Policy Changes	No	Action Issued New Regulations	No
Outcome Advance In Scientific Research	No	Action Proposed Legislation	No
Outcome Effective Grant Making	No	Action Approved Grants Or Other Payments	No
Outcome Improved Service Delivery	Yes	Action Other	No
Outcome Increased Customer Satisfaction	Yes	Action Comment	N/A.
Outcome Implement Laws/Reg Requirements	No	Grants Review*	No
Outcome Other	No	Number Of Grants Reviewed	0
Outcome Comment	N/A.	Number Of Grants Recommended	0
Cost Savings*	Unable to Determine	Dollar Value Of Grants Recommended	$0.00
Cost Savings Comment	N/A.	Grants Review Comment	N/A.
Number Of Recommendations*	33	Access Contact Designated Fed. Officer*	Yes
Number Of Recommendations Comment	The WIAC presented the Acting Secretary of Labor five recommendations in FY 2025. The recommendations were: Recommendation 1. Strengthen the coverage and accuracy of the National Labor Exchange (NLx), so that it can serve as a low- or no-cost foundation for near-real-time WLMI products providing timely, accurate, and local skills-based information. Recommendation 2. Encourage, incentivize, and enable open, innovative, and actionable information, reports, and dashboards that result from collaborative work among and between the state partners in the Workforce Innovation and Opportunity Act (WIOA) and WLMI communities. A collaborative approach will ensure that advancements made by any individual state, local, or tribal government can be shared by all of them and lift the whole WLMI system. Recommendation 3. Develop a national data sharing partnership with the U.S. Department of Transportation and their state counterparts to match and leverage demographic data collected from motor vehicle license applications with state payroll administrative data collected in the Unemployment Insurance (UI) program to enhance administrative data with much-needed demographic information and improve record matching throughout the system. Recommendation 4. Test the potential to produce new products that report the impact of local labor market shocks on skill demand and career transitions so that the WLMI system can proactively prepare to meet the needs of its constituents in the face of future challenges. Recommendation 5. Ensure that the data already produced by the BLS is made broadly available to the public through a robust, modern [Application Programming Interface (API)]. As new data sources are developed, these should also be made available through the API. This leaves the total number of recommendations made by the WIAC since its inception at 38.	Access Agency Website	No
% of Recs Fully Implemented*	23.68%	Access Committee Website	Yes
% of Recs Fully Implemented Comment	The WIAC has provided 38 recommendations since its inception. Of those, nine have been fully implemented. The recommendations fully implemented are: - Expand Information on Occupations, Skills, and Credentials - Utilize existing WLMI to implement focused marketing strategies to reach those individuals who may be unemployed but have not filed for UI and provide them with information on jobs, training, and the availability of the AJC’s and the services they offer. Similar marketing efforts should also be developed to target individuals with disabilities, with a special emphasis to connect them with AJCs so they can have access to the wide range of services an AJC can provide. - Encourage apprenticeship and training agencies within the states to work with unions and trade schools to promote apprenticeship opportunities and trade school curriculum that can lead to lucrative careers. Contacting high schools and conducting outreach activities to students in their early high school years is important so students are aware of career options other than those that require a college education. - Encourage AJCs to utilize social media or other non–traditional means to conduct marketing and outreach of WLMI to reach populations that may not be responsive to traditional outreach efforts. This would include the Department of Labor providing the AJCs with tools and technical assistance toward that end. As an example, during the COVID-19 pandemic, CareerOneStop conducted a successful social media marketing campaign through YouTube, Spotify, and Pandora to reach populations that were unaware of the resources that CareerOneStop provides. - Both the U.S. Department of Labor and the state workforce agencies should conduct marketing and outreach activities specifically targeted to promote how workforce agencies can use WLMI with employers to enhance their recruitment, hiring, and retention. By making employers more aware of the types of business concerns that can be addressed by workforce agencies and the AJCs, workforce agencies can provide a value-added service to enhance the human resource component of business emphasizing enhancement rather than enforcement. - Create and regularly update a comprehensive list, by federal department and agency, of industrial policy efforts that depend on WLMI provided by the Department of Labor. - Take steps to ensure that the agencies responsible for these efforts are fully aware of the Department of Labor’s WLMI resources and how to access and use them. - On a regular basis, gather requests from these agencies for improvements in WLMI that would enhance the effectiveness and efficiency of their efforts to promote the ability of U.S.-based industries to compete in global markets. - Ensure that the data already produced by the BLS is made broadly available to the public through a robust, modern [Application Programming Interface (API)]. As new data sources are developed, these should also be made available through the API.	Access GSA FACA Website	Yes
% of Recs Partially Implemented*	42.10%	Access Publications	No
% of Recs Partially Implemented Comment	Sixteen of the thirty-eight WIAC recommendations have been partially implemented. They are: - Enhance Unemployment Insurance (UI) Wage Records - Develop Information on the Changing Nature of Work - Overcome Barriers to Data Sharing - Create a 21st Century WLMI System Using Advanced Technologies - Advocate for the Adoption of Enhanced Unemployment Insurance Wage Records by including Information on the Occupational Job Title(s), Hours Worked, and Job Site Location - Improve Data and Information on the Changing Nature of Work through a DOL Working Group - Support immediate action to establish a National Secure Data Service (NSDS) - Direct BLS and ETA to co-author a plan for improving DOL-supported data on job openings based on input from the associations representing state WLMI agencies (LMI Institute, NASWA) - Direct ETA’s [OUI] and the Secretary’s Office of Unemployment Insurance Modernization (OUIM) to obtain state agency input regarding how DOL can best provide UI grant funding to expand state capacity to gather and effectively use current, reliable UI data in support of UI claimants finding new work - Direct OASP to prepare a report, in consultation with ETA and BLS, for the Secretary’s consideration that: a) identifies public and private data sources which have the potential to build evidence regarding workers’ experiences and challenges in seeking and finding new jobs; and b) suggests options for DOL agencies to use these data sources to help address barriers that workers experience - Invest in in-depth qualitative research to identify, update, and refine understanding of the reasons why individuals leave the labor force and why they remain out of the labor force. This could take the form of a competitive bidding process for focus groups organized by need, region, and/or population group. Such research should embrace principles of qualitative research that facilitate self-identification of issues and problems from among the respondents - Engage in stakeholder discussions to identify gaps in existing labor market information that impede our understanding of labor force participation. This may include state and federal health and human services agencies, the Federal Reserve system, think tanks and advocacy organizations focused on the dynamics of labor force participation, and a cross-section of state, tribal, and local governments - Direct BLS to investigate opportunities to expand the data that can be published about reasons for nonparticipation that are collected and categorized under “Other.” One opportunity may be improving the clarity of the question or explaining the answer options - Providing Unemployment Insurance (UI) filers (not just recipients) with information on job postings, training, and the location of or even contact names within AJCs. This information should be provided multiple times either through email or text messages to act as a catalyst to promote employment - Strengthen the coverage and accuracy of the National Labor Exchange (NLx), so that it can serve as a low- or no-cost foundation for near-real-time WLMI products providing timely, accurate, and local skills-based information. - Encourage, incentivize, and enable open, innovative, and actionable information, reports, and dashboards that result from collaborative work among and between the state partners in the Workforce Innovation and Opportunity Act (WIOA) and WLMI communities. A collaborative approach will ensure that advancements made by any individual state, local, or tribal government can be shared by all of them and lift the whole WLMI system	Access Other	Yes
Agency Feedback*	Yes	Access Comment	WIAC reports are filed with the Library of Congress.
Agency Feedback Comment*	The Department of Labor provides responses to the WIAC by publicly posting those letters along with the recommendations on a DOL web page dedicated to WIAC.	Narrative Description*	The WIAC supports the mission of the U.S. Department of Labor by (1) evaluating and suggesting improvements to the nationwide workforce and labor market information system and statewide systems that comprise the nationwide system, and (2) suggesting approaches addressing how the Department of Labor and the States will cooperate in the management of those systems. These systems include programs to produce employment-related statistics and State and local workforce and labor market information for use by job seekers, employers, educational institutions, and students.

COSTS

1. Payments to Non-Federal Members*		1. Est Paymnts to Non-Fed Membrs Nxt FY*	$0.00
2. Payments to Federal Members*		2. Est. Payments to Fed Members Next FY*	$0.00
3. Payments to Federal Staff*	$112,725.00	3. Estimated Payments to Federal Staff*	$225,450.00
4. Payments to Consultants*	$62,492.67	4. Est. Payments to Consultants Next FY*	$75,000.00
5. Travel Reimb. For Non-Federal Membrs*	$43,482.07	5. Est Travel Reimb Non-Fed Membr nxtFY*	$50,000.00
6. Travel Reimb. For Federal Members*	$0.00	6. Est Travel Reimb For Fed Members*	$0.00
7. Travel Reimb. For Federal Staff*	$0.00	7. Est. Travel Reimb to Fed Staf Nxt FY*	$0.00
8. Travel Reimb. For Consultants*	$0.00	8. Est Travel Reimb to Consltnts Nxt FY*	$5,000.00
10. Other Costs	$3,667.00	10. Est. Other Costs Next FY*	$5,000.00
11. Total Costs	$222,366.74	11. Est. Total Next FY*	$360,450.00
Date Cost Last Modified	9/10/2025 10:06 AM	Est. Fed Staff Support Next FY*	1.00
Federal Staff Support (FTE)*	0.50	Est Cost Remarks	These figures assume two full WIAC meetings this year (one virtual and one in-person), along with several sub-committee meetings held in-between the full WIAC meetings.
Cost Remarks	Costs were below budgeted levels due to the temporary pause in FACA activity during FY25. The Payment to Federal Staff category was initially budgeted to 1.0 FTE, but due to the temporary pause in FACA activity, only 0.5 FTE was utilized for WIAC activities in FY25. This reduction accounts for most of the discrepancy between anticipated ($225,450) and actual costs ($112,725) for FY25. Other costs were below estimated values due to WIAC inactivity during most of FY25.

Interest Areas

Category Area Applied Science Statistics Business Industry Manufacturing Small Business Data Data Integrity Data Quality Education Education Training Eligibility Social Services Government Federal Government State Government Labor Employment Job Training Labor Wages Workforce and Occupations

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