Part II

By Marion Cook,2014-08-11 19:05
9 views 0
Part II

FY08 and FY09

    Massachusetts’ State Plan

    Workforce Investment Act and Wagner-Peyser Funding

    Submitted by:

    Executive Office of Labor and Workforce Development

    One Ashburton Place st21 Floor

    Boston, MA 02108


    Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

    Part II. State Planning Instructions Table of State Plan Contents


    Public Process for State Plan 3

    I. State Vision 4

    A. Economic Development Goals

    B. Leveraging Resources

    C. Continuum of Skill Development

    D. Partnership Development

    E. Youth Pipeline

II. Governor‘s Workforce Investment Priorities 24

    III. State Governance Structure 28

    A. Organization of state agencies in relation to Governor

    B. 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 workforce

    investment system

    IV. Economic and Labor Market Analysis 41

    V. Overarching State Strategies 53

    VI. Major State Policies and Requirements 66

    VII. Integration of One-Stop Service Delivery 70

    VIII. Administration ad Oversight of Local Workforce Investment System 73 IX. Service Delivery 94

    A. One-Stop Service Delivery Strategies

    B. Workforce Information

    C. Adults and Dislocated Workers

    D. Rapid Response

    E. Youth

    F. Business Services

    G. Innovative Service Delivery Strategies

    H. Strategies for Faith-based and Community-based Organizations X. State Administration 128

    XI. Assurances 141


    A. State Partners Organizational Chart

    B. Massachusetts Workforce Investment Board authorizing statues C. Diagram of Communication Flow for Workforce Development System D. List of Research and Evaluation Projects

    E. State Waiver Requests

    F. WIA Communication on Unified Complaint Process G. Governor‘s Signature page (separate electronic attachment)

    H. Massachusetts Open Meeting Law (excerpt)


Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

Public Process for State Plan

    The 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 Labor and Workforce Development initiated constituency meetings to begin work on the Administration‘s priorities for workforce development. The Governor‘s Transition Work Group on Workforce Development issued a white paper outlining the major workforce issues raised throughout the campaign. The Secretary convened members of the Massachusetts Workforce Investment Board met in focus groups to review the Work Group‘s 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 priorities 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 Administration‘s workforce development priorities presented in the State Plan. An abbreviated timeline is below:

    January Governor‘s 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.


    March 7 Massachusetts Workforce Partners Meeting discussion of the effectiveness of the 3

    current waivers and an exercise to solicit input on other waiver requests.

    April 27 Initial meeting with EOLWD departments to review and discuss workforce priority


    May 24 Meeting with representation from the Mass Workforce Board Association and

    Workforce Investment Association (an open invitation to participate was sent to all

    workforce Partners).

    June 4 Secretary of Labor and Workforce Development re-convened the members of the

    Governor‘s Workforce Transition Team and interested MWIB members to discuss the

    Administration‘s workforce priorities.

June 9 Massachusetts Workforce Partners Meeting - Presented an overview of the

    Administration‘s 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

    Administration‘s workforce priorities and content of the State Plan for FY08 &FY09 to

    gain endorsement of the State Plan.

June 20 Posting of Draft State Plan FY08 & FY09 on for review and

    comment. Notice of posting sent to all Massachusetts workforce partners. Comments

    received were incorporated into the final document.


Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

State Plan Content

    I. Describe the Governor’s vision for a Statewide workforce investment system. Provide a summary articulating the Governor’s vision for utilizing the resources of the public workforce system in support of the State’s economic development that address the issues and 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 State’s economic development goals for attracting, retaining and growing

    business and industry within the State? (?112(a) and (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 business 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 workforce goals.

    1. Coordinate Business and Job Growth Across the State

     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 Governor‘s

    Office, Energy and Environmental 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

    collaboration 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.

     Coordinate and Streamline Business Permitting Regulations.

    The Governor appointed a permitting 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 payment of fees.

     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 use 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‖


    Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

    of state services as well by creating a ―triage‖ 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 Actual Change Actual Goal

    from Performance Measures FY 06 FY 05 FY 06


    Jobs Created 3,760 4,150 10,286 6,526

    Jobs Retained 11,219 12,300 12,218 999

    Private Investment ($ mil) $814 $900 $4,454 $3,640

    Total Project Wins 134 134 172 38

    Calendar Days from Start 187 180 155 -32

    to Decision

    The new Administration is proposing to add the next level of capacity to the Business Resource Team and the state‘s ability to coordinate services for business. The following

    initiatives started up in Spring of 2007.

     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 incentives 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 here 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 (see Sector Strategies


Ramp Up Small Business Initiative (House 1). The Governor‘s 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 this Commonwealth are employed by small businesses.

Broadband Access Statewide. A major challenge for business and job growth

    statewide is the uneven coverage of high speed internet access and broadband access.


    Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

    The Administration intends to take on a ―whole‖ state approach and raise the level of

    priority 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.

     Public Accountability for Business Assistance. The Executive Office of Housing and

    Economic Development is creating a ―Job Growth‖ Report Card: We are working to

    recover the 100,000 jobs lost since 2001 by the end of the Administration‘s 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. Prioritize Housing & Impact on Economy

    A significant economic development theme emerged from the Governor‘s 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 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 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 and 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 state‘s housing & economic development

    agencies, and better coordinating our policies & programs, we can retain and attract the best 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 deepen 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 reorganization, 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 cost 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 economy.

    3. Prioritize Government Support and Investment in Strategic Industry Sectors


Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

    The 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 Development 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 on, 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 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 jobs for low-skilled to semi-skilled workers

    while we develop solutions to support the sectors‘ need for engineers, researchers, and


    In summary, the Patrick/Murray Administration is set to announce an economic development agenda, titled in draft as Innovation Massachusetts 2010: An Agenda for Growth and

    Prosperity‖, which will launch the strategic initiatives described above. This agenda will serve as the administration‘s roadmap for sustained economic development across the entire Commonwealth.

    State leadership for the public workforce system will engage regional partners in this agenda 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 many 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 growth 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. Given that a skilled workforce is a key to the economic success of every business, what is

    the Governor’s vision for maximizing and leveraging the broad array of Federal and

    State resources available for workforce investment flowing through the State’s cabinet

    agencies and/or education agencies in order to ensure a skilled workforce for the State’s

    business and industry? (?112(a) and (b)(4)(A-C).) DWD

    The state‘s 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 Commonwealth convened in 2000 to develop a vision for the

    workforce development system. The Commonwealth‘s plan for implementing the

    Workforce Investment Act was and continues to be guided by the following vision and



    Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

    1. All Massachusetts residents will have the competencies, employment skills, and

    education to support themselves and their families and to live a quality life. 2. Massachusetts’s employers will have access to the skilled and educated workforce

    necessary to remain competitive in a dynamic global economy.

Guiding Principles

    The pursuit of this vision will be guided by the following 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


    ; A common strategic vision will guide the entire workforce investment system, which

    each partner will translate into concrete goals that complement the goals of all other


    ; 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 that improve

    their employability and earnings in the labor market.

    ; Programs and services will be developed based on an ongoing assessment of firm‘s'

    needs and workers‘ skills.

    ; The workforce investment system will provide a coordinated progression of services

    that is easily understood by, and accessible to, the Massachusetts workforce and


    ; 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 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 customers 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 Administration. 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 maximize 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 outreach on workforce development services. Our goal is to make


    Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

    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; National Emergency Grants; TRADE; Veteran‘s DVOP and LVER; Reemployment grants; ―walk-in‖ services for unemployment insurance

    benefits; input on products and services developed from LMI grants; and, state funding support for One-Stop Career Centers.

    In addition to funding from USDOL, multiple state agencies in the state receive both state and federal funding to support these types of services. In the first years of WIA, the Department of Labor and Workforce Development worked with state partners to establish Memorandum of Understanding (MOU) to coordinate services for job seekers and employers through the One-Stop Career Centers at the state level, in addition to the MOUs developed in each workforce investment area. For example, each year the Department of Transitional Assistance (DTA) contracts through an MOU with the Division of Career Services using performance-based contracts to serve individuals receiving TANF through the One-Stop Career Centers. Career Centers are paid for each customer placement. In addition, DTA contracts directly with local workforce investment areas to provide TANF recipients with skills training. The Department of Transitional Assistance (DTA) also contracts with the One-Stop Career Center system to implement a portion of their Employment Services Program (ESP), which provides skills training and education followed by job placement services for TANF recipients. Training programs are predominantly short-term (4-12 weeks).

    The Massachusetts Rehabilitation Commission (MRC) creates MOUs with individual local workforce areas to assist individuals with disabilities in obtaining employment. MRC staff either work out of a OSCC or create integrated referral and service delivery structures. The Massachusetts Department of Education‘s (MDOE) Adult and Community Learning

    Services program, responsible for all Title II adult education funding and state funding, also formally commits resources to the Workforce Investment Boards and One-Stop Career Centers to pay for coordination and referrals of customers or learners with adult education centers. MDOE-funded staff often works on-site at many of the One-Stop Career Centers to assist with customers with skills assessments and referrals to basic education and ESOL classes. The Workforce Boards also participate in the selection of adult education vendors through a state process managed by the Department of Education.

    Another key state partner in Massachusetts is the Executive Office of Health and Human Services (EOHHS), which oversees several state agencies responsible for clients and customers with employment needs. The Department of Transitional Assistance and Massachusetts Rehabilitation Commission are included in this umbrella. The Executive Office of Labor and Workforce Development continues to be a key member of the EOHHS Employment Committee brought together to better coordinate all services across its agencies under the EOHHS umbrella. Employment was identified as a strategy that needed


    Massachusetts State Plan for FY08 and FY09

    Workforce Investment Act and Wagner-Peyser Funding

    to be emphasized within each of its departments‘ goals. The Department of Workforce Development (DWD) worked with the leadership from EOHHS, the Commissioner of the Massachusetts Rehabilitation Commission (MRC), key individuals from EOHHS agencies and other Secretariats involved with employment services to review their current employment programs, identify gaps and opportunities, and set goals and objectives for achieving improvement and cross agency collaboration. Through this process they developed a Health and Human Services (HHS) Employment Strategic Plan and vision.

    EOHHS Employability Vision: The EOHHS believes that all people have the right and

    should be encouraged to pursue employment opportunities that provide a means of

    economic independence. It is recognized that an individual’s employment status has a

    significant influence on quality of life and can contribute to a sense of personal

    fulfillment, enhanced self-esteem, and opportunities for social relationships and

    community participation.

    This past year DWD partnered with the Institute for Community Inclusion at UMASS

    Boston, and the Massachusetts Infrastructure Comprehensive Employment

    Opportunities Grant to sponsor a one-day meeting for job developers from DWD/DCS,

    EOHHS and community agencies. The purpose:

    ; To hear directly from job developers about their ideas for strategies at the state and

    local level to improve linkages with the business community

    ; To provide job developers with new / current information and resources that will be

    useful in their day to day practice

    ; To provide an opportunity for cross agency staff who work with job development

    and engaging employers to network with others in their region.

The individual user job seeker or employer need not understand the array of funding

    streams or requirements. The One-Stop Career Centers provide key services or linkages to major resources. For workforce professionals, knowledge and information about available resources in a region is a key element in leveraging and linking resources among partners. For many policy makers and elected officials, the array of employment related programs managed by various state agencies can be overwhelming. For this reason, DWD initiated a project called the Workforce Investment Profiles (WIP) to document all education, training

    and employment resources by each of the 16 workforce investment areas across multiple sources.

This document can be found at

    WIP describes all of the resources that contribute to the continuum of service dollars that exist in the state.

    Lastly, the Legislature recently created a Workforce Accountability Task Force with similar membership to the Massachusetts Workforce Investment Board. The new Board is


Report this document

For any questions or suggestions please email