The formation of local workforce investment boards (WIBs) was examined through case studies of two sites in Indiana and two in Kentucky. The four sites had very different labor market conditions, contexts, and One Stop histories that affected their formation of local WIBs and selection of One Stop operators. The boards surveyed ranged in size from 48 to 53 members. All four WIBs formed an executive committee and subcommittees. Most policy work was performed at the committee level. The size of the boards was unwieldy and caused logistical difficulties for WIB staff. Board members at all four WIBs relied on WIB staff to provide research and information and ensure that the board meets guidelines and deadlines. All four WIBs were seeking additional funding in various forms. Some individuals interviewed expressed concern that the Department of Labor (DOL) was not coordinating with other agencies; others voiced complaints about the lack of guidance and coordination at the state level. Despite the challenges facing the WIBs surveyed, they all supported the idea of creating an integrated workforce investment system for their local area. (The following items are appended: state profiles; WIB profiles; a list of acronyms; and the DOL response to the draft report.) (MN)