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Massachusetts Workforce Competitiveness Trust Fund Advisory Committee Meeting October 19, 2006

Massachusetts Workforce Competitiveness Trust Fund Advisory Committee Meeting October 19, 2006. What is the sector approach?. A workforce development strategy that: Targets a specific industry

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Massachusetts Workforce Competitiveness Trust Fund Advisory Committee Meeting October 19, 2006

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  1. Massachusetts Workforce Competitiveness Trust Fund Advisory Committee Meeting October 19, 2006

  2. What is the sector approach? A workforce development strategy that: • Targets a specific industry • Creates education, training, and other supports for workers that respond to the needs of the industry • Benefits • Employers – get skilled workforce they need • Workers – opportunity for skill attainment and career advancement • Needs the work of an intermediary with deep knowledge of the industry to facilitate partnership development and solution-generation • Often results in systemic change

  3. Other Leading States • Pennsylvania – Industry Partnerships • Over $40 million since 2005 • www.paworkforce.state.pa.us • Michigan – Regional Skill Alliances • Approximately $18 million since 2004 • www.michigan.gov/rsa • Washington – Partner Sectoral Initiatives • Approximately $10 million since 2000 • www.wtb.wa.gov/IndustrySkillPanel.asp • Illinois – Critical Skill Shortage Initiatives • $18 million • www.commerce.state.il.us/dceo/Bureaus/Workforce_Development/

  4. Massachusetts • ECCLI (Extended Care Career Ladder Initiative) • NUCLI (Nursing Career Ladder Initiative) • BEST (Building Essential Skills through Training) • BayStateWorks • SkillWorks

  5. ECCLI: Improving direct care worker skills and work practices to improve the quality of care provided in nursing homes and by home care orgs • $33 million investmentsince 2000 State: $20 million Match: $13 million • 158 employers – over 7,000 workers • Some of the results reported: • Workers: Received average wage increase of $.96 per hour • Employers: Reported average cost savings of $47,000 Reported that average vacancy rate declined from 11.4% to 1.4% • www.commcorp.org/eccli/

  6. NUCLI: Reduced the RN nursing shortage by increasing number of graduates and improving the nurse education pipeline • $5.9 million investment Federal: $2.9 million Match: $3 million • Partnership projects created in 4 regions of state • 823 graduated, 625 obtained RN licensure, 1013 in pipeline • Brought forward nursing faculty shortage issue • Supported development of the MA Center for Nursing • www.commcorp.org/nucli/

  7. BEST: Supported industry driven partnerships, addressing the workforce development needs of businesses by building worker skills • $10.9 million investment State: $4.38 million Match: $6.53 million • Range of industries • 3021 workers received services • 37 companies participated • Some of the results reported: • Workers: Post program job retention rate of over 90% for participants. • Employers: 64% reported cost savings 68% reported positive return on investment • www.commcorp.org/best/

  8. BayStateWorks: Next round of BEST • $11.4 million investment State: $5.75 million Match: $5.64 million • Range of industries • 3,888 workers received services - 109 companies participated • Some results reported to date: • Workers: 443 of 688 unemployed or pre-employed participants placed in employment with average starting salary of $25,680 Employed participants received average wage increases of $1.48 • Employer impact research underway • www.commcorp.org/baystateworks/

  9. SkillWorks: Aims to help low-skill, low-income residents move to family-sustaining jobs while helping employers find and retain skilled employees • Collaborative effort on the part of philanthropy, government, community organizations, unions, and employers • $15 million over 5 years • 5 partnership projects in Greater Boston: building services, healthcare (2), hotel services, automotive • Results to date 2050 participants overall 350 of 650 pre-employed participants placed in employment with an average wage increase of 10% - 34% 920of 1400 incumbent participants received wage increases • www.skill-works.org

  10. We’ve been learning that the sector approach……………….. • Builds relationships between employers, education, and the workforce development system • Directly connects workforce development to economic development • Can be a powerful strategy to leverage resources • Can create partnerships that continue into the future that anticipate and build infrastructure for skilled workforce pipelines

  11. Sector Video

  12. Overview ofWorkforce Competitiveness Trust Fund (WCTF) WCTF Advisory Committee October 19th

  13. Big Picture • Grants to partnerships of companies and/or employer associations, labor unions, higher education, education/training providers, non-profits, Career Centers, and WIBs. • Grants can be up to $500k, for up to 3 years, must be awarded competitively within regional allocation formulas. • Range of eligible programs is extremely broad: • From GED to post-secondary, skills training and support services • Both youth and adults, employed and unemployed • All industries, but must include healthcare and travel/tourism industries • Fund to be administered by DWD and Commonwealth Corporation • One tool in a larger public workforce development tool box! • Workforce Training Fund • Adult Education, Workplace Education Grants • TANF grants • One-Stop Career Centers

  14. Structure of Trust Fund • Setup in Section 2.WWW of Chapter 29 of the Massachusetts General Laws • Expendable Trust Fund separate from general revenue account, funding does not revert back to general revenue if unspent or require a re-appropriation each fiscal year • Capitalized by the Legislature through the Stimulus Bill minimum appropriation of $11 million from General Revenue • Can appropriate up to the amount collected by Workforce Training Fund • Requires additional appropriation or other recapitalization effort once initial capital funding is spent (public or private) • Appropriation revenue, other monies in the form of gifts/ grants/ private contributions to the Fund, and investment income can be credited to the Fund • Administered by Department of Workforce Development, contract with Commonwealth Corporation for trust administration and program management • Fund must be audited annually by an independent accountant • Advisory Committee appointed by the Director of the Department of Workforce Development

  15. Objectives of Trust Fund Section 2.WWW (a) • Develop employer and worker responsive programs • Enhance worker skills, incomes, productivity, retention to increase business competitiveness • Train and employ the unemployed • Improve employment and skill for low-income/ low-wage workers, special focus on “family-sustaining” wages • Training vulnerable youth on basic education (HS diploma) or to advance their education to post-secondary or vocational schools • Creating occupational skills for jobs with “career potential” • Training “older workers” for new occupations • “Improve the workforce development system by integrating employer and worker needs more fully in program design” • Leverage employer, public, philanthropic and other contributions and to act as “match” to federal funding

  16. Use of Funding • Planning activities to define employer need, create curriculum or refine programs to employer need, determine feasibility of proposed intervention, plan partnerships, identify education and skill needs of participants, link training initiatives with career ladders, or develop case management and support services (Section 2.WWW(f)) • Program/service activities (Section 2.WWW (a)) • Support services including, but not limited to, transportation, childcare, elimination of barriers to participation in training (Section 2.WWW (e)) • Grants to critical industries, some portion dedicated to: • Health Care (current and future labor force needs) • Travel and Tourism (labor force needs and wage improvement strategies) • 3 year grant period (maximum) • Grants shall not exceed $500K • Requires “co-investment” from employers, philanthropic and public or private organizations of 30% of grant award amount (Section 2.WWW (f)) • 7.5% cap on individualgrants’ administration expenses (administration undefined)

  17. Eligible Applicants The Universe of Organizations • Employers, employer organizations • Unionized employers must include unions as active participant in program design • Local Workforce Investment Boards • Labor organizations • Community-based organizations • Higher education institutions (not limited to public) • Vocational education institutions • One-Stop Career Centers • Local workforce development entities • Non-profit education, training and other service providers • NOTE: All applicants must notify the local Workforce Investment Board of intent to respond to RFP (Section 2.WWW (f))

  18. Target Population • Incumbent workers (all types) (Section 2.WWW(a)) • Unemployed (all types) (Section 2.WWW(a)) • Low-income, low-wage, low-skilled workers (Section 2.WWW(a & f)) • Youth (educationally or economically disadvantaged) (Section 2.WWW(a & f)) • Disabled Citizens (Section 2.WWW(f)) • Older Workers(Section 2.WWW(a)) – not less than $1,000,000 spent on projects benefiting this target pop • Industries of “Critical Consequence” to the Commonwealth (Section 2.WWW(f))

  19. Structure of Advisory Committee Section 2.WWW (b) and (f) • Represent constituencies and beneficiaries of the Fund (see Membership Matrix) • Two subcommittees on Health Care and Travel & Tourism (additional appointments) • No less than quarterly meetings

  20. Role of Advisory Committee Section 2.WWW (b) • Represent constituencies and beneficiaries of the Fund (see Membership Matrix) • Assist DWD and CommCorp in general oversight of the Fund’s implementation and: • Supply constituent focused labor market information • Review general programmatic guidelines • Assist with identification of barriers to Fund’s efficiency and effectiveness • Disseminate information about the Fund • File report to Legislature and Committees by December 31st each year • Define “regions” based on labor market factors (Section 2.WWW(f)) • Determine regional allocation formulas (Section 2.WWW(f)) • Determine apportionment of resource for grants between the general grant program, health care, and travel & tourism

  21. Points for Further Discussion • By-laws for Advisory Committee • Definition of “industries of critical consequence” • Regional definitions and allotments • Apportionment between industries • Programmatic Guidelines NOT included in authorizing language (required partners etc) • Performance / Outcome measures for grants and the Trust Fund • Others?

  22. Timeline October – November 2006 Advisory Committee determinations on: • Critical industries • Regional structure • Allocation of funds • Between program areas (general program, healthcare, T&T) • Formula for regional distribution Late November – Early December 2006 Release of Application\RFP December 2006 – January 2007 Technical Assistance Period

  23. Timeline Early February 2007 Applications\Proposals due Late February 2007 Awards announced

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