Part II - Mass.Gov

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1、FY08 and FY09Massachusetts State PlanWorkforce Investment Act and Wagner-Peyser FundingSubmitted by:Executive Office of Labor and Workforce DevelopmentOne Ashburton Place21st FloorBoston, MA 02108142Massachusetts State Plan for FY08 and FY09Workforce Investment Act and Wagner-Peyser FundingPart II.

2、State Planning Instructions Table of State Plan ContentsTABLE OF CONTENTSPage #Public Process for State Plan3I. State Vision4A. Economic Development GoalsB. Leveraging ResourcesC. Continuum of Skill DevelopmentD. Partnership DevelopmentE. Youth PipelineII. Governors Workforce Investment Priorities24

3、III. State Governance Structure28A. Organization of state agencies in relation to GovernorB. State Workforce Investment Board (WIB)C. Structure/Process for state agencies and state board to collaborate and communicate with each other and with the local workforceinvestment systemIV. Economic and Labo

4、r Market Analysis41V. Overarching State Strategies53VI. Major State Policies and Requirements66VII. Integration of One-Stop Service Delivery70VIII. Administration ad Oversight of Local Workforce Investment System73IX. Service Delivery94A. One-Stop Service Delivery StrategiesB. Workforce InformationC

5、. Adults and Dislocated WorkersD. Rapid ResponseE. YouthF. Business ServicesG. Innovative Service Delivery StrategiesH. Strategies for Faith-based and Community-based OrganizationsX. State Administration128XI. Assurances141ATTACHMENTS A. State Partners Organizational ChartB. Massachusetts Workforce

6、Investment Board authorizing statuesC. Diagram of Communication Flow for Workforce Development SystemD. List of Research and Evaluation ProjectsE. State Waiver Requests F. WIA Communication on Unified Complaint ProcessG. Governors Signature page (separate electronic attachment)H. Massachusetts Open

7、Meeting Law (excerpt)Public Process for State PlanThe process for development of the State Plan relied on input from many workforce stakeholders across the state. The key meetings that assisted in developing and solicited input on the State Plan are listed below: In early February, the Secretary of

8、Labor and Workforce Development initiated constituency meetings to begin work on the Administrations priorities for workforce development. The Governors Transition Work Group on Workforce Development issued a white paper outlining the major workforce issues raised throughout the campaign. The Secret

9、ary convened members of the Massachusetts Workforce Investment Board met in focus groups to review the Work Groups recommendations and raise top priorities with the Secretary. The Executive Office of Labor and Workforce Development analyzed major themes and designed the three priority areas. These p

10、riorities were vetted with all major state partner agencies, Workforce Boards, One-Stop Career Centers and Title I Administrators. Finally, the Secretary met with the Governor to finalize the information on the Administrations workforce development priorities presented in the State Plan. An abbrevia

11、ted timeline is below:JanuaryGovernors Transition Work Group on Workforce Development issued a white paper outlining the major workforce issues raised throughout the campaign.January Focus groups with Massachusetts Workforce Investment Board.FebruaryMarch 7Massachusetts Workforce Partners Meeting di

12、scussion of the effectiveness of the 3 current waivers and an exercise to solicit input on other waiver requests.April 27Initial meeting with EOLWD departments to review and discuss workforce priority areas.May 24 Meeting with representation from the Mass Workforce Board Association and Workforce In

13、vestment Association (an open invitation to participate was sent to all workforce Partners).June 4Secretary of Labor and Workforce Development re-convened the members of the Governors Workforce Transition Team and interested MWIB members to discuss the Administrations workforce priorities.June 9 Mas

14、sachusetts Workforce Partners Meeting - Presented an overview of the Administrations workforce priorities and content of the State Plan for FY08 &FY09, which included small group discussions on priorities.June 13 Presented at Mass Workforce Investment Board (MWIB) - Overview of the Administrations w

15、orkforce priorities and content of the State Plan for FY08 &FY09 to gain endorsement of the State Plan.June 20Posting of Draft State Plan FY08 & FY09 on massworkforce.org for review and comment. Notice of posting sent to all Massachusetts workforce partners. Comments received were incorporated into

16、the final document.State Plan ContentI. Describe the Governors vision for a Statewide workforce investment system. Provide a summary articulating the Governors vision for utilizing the resources of the public workforce system in support of the States economic development that address the issues and

17、questions below. States are encouraged to attach more detailed documents to expand upon any aspect of the summary response if available. (112(a) and (b)(4)(A-C).) A. What are the States economic development goals for attracting, retaining and growing business and industry within the State? (112(a) a

18、nd (b)(4)(A-C).) The Patrick Administration took office in January 2007. In the short months in office, a new set of economic goals are emerging. The Massachusetts economy was hard hit through the recession. A key goal for the Governor is to recover the 100,000 jobs lost since 2001. Attracting new b

19、usiness is as important as growing the businesses in the state. Thus one of the first priority areas for the Administration is an “all hands” approach to coordinate economic, infrastructure, workforce and capital investments to stimulate job growth. Below is an outline of emerging economic and workf

20、orce goals.1. Coordinate Business and Job Growth Across the Staten Coordinate and Streamline Growth Policies. The work of government, too often, is performed in silos. Within days of taking office, the Governor created a Development Cabinet to organize the work of the Governors Office, Energy and En

21、vironmental Affairs, Housing & Economic Development, Labor & Workforce Development and Transportation & Construction. The Cabinet meets weekly and is chaired by the Governor. The Cabinet focuses on projects of specific importance to regional and statewide development and encourages cross-cabinet col

22、laboration on permitting and complex initiatives. Currently, the Development Cabinet is tackling a revitalization plan for the City of Springfield and the South Coast Rail Line proposal for the New Bedford region.n Coordinate and Streamline Business Permitting Regulations. The Governor appointed a p

23、ermitting ombudsman to create a single point of contact for business to ensure state permitting for development projects within six months. In addition, the State is working on a website as a single source for all businesses to access all resources including permitting, license requirements, and pay

24、ment of fees.n Coordinate and Streamline Business Services The new Administration continues to support the “Business Resource Team”(BRT) as a one-stop shopping option for small to large businesses, which was described in the prior plan. The BRT developed a coordinated voice for state government to u

25、se in outreach with businesses. The BRT also worked on coordinated marketing packages, 800 phone lines, websites, business events, technical assistance services and state oversight of various employer services. The BRT in many ways coordinated the “face” of state services as well by creating a “tria

26、ge” system or internal referral and follow up system across multiple economic development programs. The BRT works with the workforce development system to respond to the business and job needs that arise. Results-To-Date Performance MeasuresActualFY 05GoalFY 06Actual FY 06Change from FY05Jobs Create

27、d3,7604,15010,2866,526Jobs Retained11,21912,30012,218999Private Investment ($ mil)$814$900$4,454$3,640Total Project Wins13413417238Calendar Days from Start to Decision187180155-32The new Administration is proposing to add the next level of capacity to the Business Resource Team and the states abilit

28、y to coordinate services for business. The following initiatives started up in Spring of 2007.n Massachusetts Sales Force (6 to 14). The Massachusetts office of Business Development is assisting the private sector in job creation and economic expansion. This is done in part through financial incenti

29、ves and the creation of a sales force team to support existing businesses as well as market the Commonwealth to attract new companies. Through the state budget process, the Commonwealth expanded its “sales force” to work with small businesses to grow in size and strength, to keep large businesses he

30、re and encourage new ones to make their homes here. Previously, the state employed 6 business representatives, the same as South Dakota. The team now supports 14 individuals who cover our various regions and industries .We are currently working very closely with life sciences and renewable energy (s

31、ee Sector Strategies below).n Ramp Up Small Business Initiative (House 1). The Governors budget proposes to expand the office of small business and entrepreneurship. There are $2 million in technical assistance grants available through that office, which is vital since the majority of employees in t

32、his Commonwealth are employed by small businesses. n Broadband Access Statewide. A major challenge for business and job growth statewide is the uneven coverage of high speed internet access and broadband access. The Administration intends to take on a “whole” state approach and raise the level of pr

33、iority for developing broadband access in Western parts of the state - which boast attractive housing costs and low cost of living - in order to encourage business growth, expansion and relocation. n Public Accountability for Business Assistance. The Executive Office of Housing and Economic Developm

34、ent is creating a “Job Growth” Report Card: We are working to recover the 100,000 jobs lost since 2001 by the end of the Administrations first term. Progress will be measured on a regular basis through a quarterly report card. The Report Card will be sharing with the Legislature and media outlets.2.

35、 Prioritize Housing & Impact on EconomyA significant economic development theme emerged from the Governors Transition Team process, which gathered public testimony on key areas before the Governor took office. Specifically, the Commonwealth is facing a monumental challenge created by the high price

36、of housing currently threatening the financial stability of the existing and future workforce base. Despite a highly educated population, first rate post-secondary schools attracting new graduates each year, and high average wages compared to other parts of the US, the ability to afford housing is a

37、 major concern for many individuals. The Administration reorganized several state agencies to integrate the work of housing development and economic growth. The newly formed Executive Office of Housing and Economic Development was created to examine and address the sizable impact of housing supply a

38、nd pricing on overall economic growth trends.The Office will coordinate the Business Resource Team and Sales Force with housing access and development. By aligning the states housing & economic development agencies, and better coordinating our policies & programs, we can retain and attract the best

39、and brightest people and keep this state competitive for many years to come. In the last few years, partners across the state have worked together to build transit-oriented development projects, pass new “Smart Growth” policies and ramp up the stock of affordable housing. The Executive Office will d

40、eepen these efforts in partnership with the Business Resource Team/Sales Force to encourage business expansion and location in lower cost areas of the state through state development projects. The goal is to connect affordable housing with job creation generated by the Sales Force. Thanks to the reo

41、rganization, we can effectively create more housing while stimulating a robust economy and business climate which, in turn, will generate new jobs. Over the next four years, the Governor will focus on a critical challenge facing the state: a large number of people leave the state due to the high cos

42、t of living. Together, agencies are working to harness the wealth of resources currently available in quasi-public agencies like MassDevelopment, MassHousing and the Massachusetts Housing Partnership to ensure that they are all working in a coordinated fashion toward a common goal of expanding our e

43、conomy.3. Prioritize Government Support and Investment in Strategic Industry SectorsThe Administration is currently reviewing ways to identify policies and initiatives to support priority industry sectors critical for economic growth in the Commonwealth. The Executive Office of Labor and Workforce D

44、evelopment will spearhead various initiatives to enhance existing data tools on skill shortages in the economy, described in other sections of this Plan. These data will not only be used to inform regional education and training program design, but also to inform economic development policy. Early o

45、n, the Governor announced a commitment to invest in two key sectors, namely, alternative energy and the life sciences. A major priority for the workforce system is to assist the Administration in developing workforce strategies to meet the needs of these two sectors. A key challenge in working with

46、these two sectors is the need to focus on skill development along the continuum of worker need from low skilled to high skilled. Both sectors are known for a focus on scientific and quantitative skill. A goal for the public workforce system is to also identify strategies and programs that expand job

47、s for low-skilled to semi-skilled workers while we develop solutions to support the sectors need for engineers, researchers, and scientists.In summary, the Patrick/Murray Administration is set to announce an economic development agenda, titled in draft as “Innovation Massachusetts 2010: An Agenda fo

48、r Growth and Prosperity”, which will launch the strategic initiatives described above. This agenda will serve as the administrations roadmap for sustained economic development across the entire Commonwealth. State leadership for the public workforce system will engage regional partners in this agend

49、a and dialogue. Regional partners are a key element to success in the rollout of the economic priorities described above. Locally, Workforce Boards, Mayors and economic development organizations also work on setting economic development goals that incorporate workforce development strategies. In man

50、y of the 16 Workforce Investment Areas of the state, mayors or economic development organizations are represented on Workforce Boards. In some areas, workforce development partners are part of the review process for commercial development projects in order to ensure a connection between business gro

51、wth and job creation. In Boston, new commercial development projects pay into a “Job Linkage” fund to assist with job training and local development. Thus, it is incumbent upon state leaders to fully engage regional partners in the broad economic and workforce priorities set by the Administration.B.

52、 Given that a skilled workforce is a key to the economic success of every business, what is the Governors vision for maximizing and leveraging the broad array of Federal and State resources available for workforce investment flowing through the States cabinet agencies and/or education agencies in or

53、der to ensure a skilled workforce for the States business and industry? (112(a) and (b)(4)(A-C).) DWDThe states vision for leveraging workforce development resources is incorporated into the overall vision for the broader workforce development system. The major workforce development partners in the

54、Commonwealth convened in 2000 to develop a vision for the workforce development system. The Commonwealths plan for implementing the Workforce Investment Act was and continues to be guided by the following vision and guidelines: 1. All Massachusetts residents will have the competencies, employment sk

55、ills, and education to support themselves and their families and to live a quality life.2. Massachusettss employers will have access to the skilled and educated workforce necessary to remain competitive in a dynamic global economy.Guiding PrinciplesThe pursuit of this vision will be guided by the fo

56、llowing principles. The Massachusetts workforce investment system will be built on and guided by a genuine partnership between the public and private sectors and between state and local stakeholders. A common strategic vision will guide the entire workforce investment system, which each partner will

57、 translate into concrete goals that complement the goals of all other partners. The Massachusetts workforce investment system will be responsive to its customers and provide them with the opportunity to make informed choices. The workforce investment system will help workers focus on those skills th

58、at improve their employability and earnings in the labor market. Programs and services will be developed based on an ongoing assessment of firms needs and workers skills. The workforce investment system will provide a coordinated progression of services that is easily understood by, and accessible t

59、o, the Massachusetts workforce and employers. The workforce investment system will encourage the pursuit of education and lifelong learning in order to enhance earnings and improve workers employability, productivity, and competitiveness in the changing economy. The workforce investment system will

60、be run efficiently: customers will have access to a range of services that can accommodate those most job ready, and intensive services will be reserved for those most at risk of suffering unemployment, serious income loss, or poverty. The workforce investment system will be accountable to its custo

61、mers and for continuous quality improvement.The newly formed Executive Office of Labor and Workforce Development (EOLWD), is the state level agency responsible for the oversight of the workforce investment funding received by the state through the US Department of Labor Employment and Training Admin

62、istration. The Department of Workforce Development, the Division of Career Services and the Commonwealth Corporation are designated by EOLWD to implement specific initiatives related to the workforce development system. Since the inception of WIA, Massachusetts adopted a statewide strategy to maximi

63、ze and leverage workforce development resources in the state through our Workforce Investment Boards and One-Stop Career Centers. In Massachusetts, the One-Stop Career Center system is the cornerstone of service delivery for job development and placement, training referrals and placements, employer

64、outreach on workforce development services. Our goal is to make tightly coordinated information and/or services related to all state and federal workforce services available for individuals or business through this system. For example, the state does not have stand alone unemployment insurance offices or Wagner-Peyser services. The Workforce Boards, through One-Stop Career Centers, directly manage funding and services for the Workforce Investment Act Title I; Workforce Investment Act Title III, Wagner Peyser;