Greater New Bedford Workforce Investment Board, Inc.
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GNB Workforce Investment Area
2003 Year End Report

Leadership:

WIB leadership remained active on the State and Local level.

  • Following a leadership retreat last June, the GNB Workforce Investment Board developed and approved a ten-year workforce vision for the region and began implementation.

  • The Board took a close and evaluative look at itself, through strategic planning sessions that resulted in a restructuring of its Committees. Standing Committees, Working Groups, and Advisory bodies have formed to address key priority areas. Members have the ability to make a meaningful contribution on policy issues important to them.

  • In response to a Board member survey conducted last June and the number one response to help Board members better understand the workforce development system, a New Member Orientation Package was developed and individual and group orientation sessions have been conducted.

  • We established a new home in the heart of the downtown business district, and created a contemporary new image with our new logo designed by Board member, Liz Isherwood.

  • Chairman Sapienza’s active participation with the MA Workforce Board Association included his re-election as a Vice Chair of the Association.

  • Our Chair presented the Association’ views on “The Future of Workforce Development in Massachusetts” at a statewide conference at UMass - Boston.

  • WIB Association leadership met personally with the Governor’s Chief of Commerce & Labor, Robert Pozen, to discuss effective strategies for driving the workforce development system, integration of agencies and funding streams, and best practices and budget priorities.

  • Next Step: Design and implement a Board Development Plan.

    Finance and Resource Development:

  • Budget Development - For the second year, regional teamwork produced an integrated budget that fully addresses the best use of the region’s workforce investment resources.

  • System Restructuring - For over a year, the Board has been working through the range of issues related to a restructuring of the system that establishes three distinct units - governance, fiscal and program administration, and operations - to address past issues of conflict of interest. Clarity is being reached regarding New Directions employee status as City of New Bedford employees.

    Over $8.4 million dollars in state and federal funds currently provide services via our region’s workforce investment system (Regional Integrated Budget). However, the Greater New Bedford Workforce Investment Board is committed to using these funds to leverage the additional dollars needed to accomplish its mission. Among the initiatives of the WIB:

  • $2,324,494 federal Manufacturing National Emergency Grant, awarded on July 1, 2002 that funds services for laid off manufacturing workers from Volex, Acushnet Rubber Co., Madeira Twin Fashions, and Justin Shepard.

  • $128,000 School to Career Connecting Activities grant, which funds the brokering of student internships and other work and learning opportunities for students in the region’s 13 school districts, leverages a further $159,000 in matching investments from the school districts, and $2.9 million in student wages via paid internships.

  • The State's federal H-1B grant will bring $315,628 into the Southeast region of Massachusetts to build and strengthen the nursing development infrastructure (NuCLI) and begin to address the nursing staff crisis. The GNBWIB, working with Cape & Islands WIB, serves as the Regional Operator for this initiative, convening a partnership to design and oversee the implementation of a nursing recruitment, development and retention program within the five workforce Investment Areas in Southeastern Massachusetts.

  • A Building Essential Skills through Training (BEST) Initiative brought together 10 manufacturers from both Bristol WIB and Greater New Bedford, to address a range of training needs, ranging from ABE/ESOL to supervisory training, computer training and personal career development. The award totals $548,000.

  • As we work to broaden the base of funding in the region, the WIB has begun seeking private corporate grants. Since September 2002, the WIB has been awarded $25,000 in grants by Verizon and the Polaroid Fund of the Boston Foundation to fund pre-GED classes. This initiative begins to address the critical need for literacy programs in the region, one of the WIB’s key priorities.

  • Through the Youth Council, over $1 million is disbursed for year-round direct services to youth in Greater New Bedford. This includes funds for youth programming, and wages paid to youth. Other programs include Connecting Activities, FBO/CBO, Youth Mapping and MCAS grants. We also received a $15,000 grant from Fleet Financial Foundation for a mentoring program for 30 freshman at New Bedford High School.

  • Next Steps: Focus on fundraising ($750,000 annual goal) as a top priority with energy devoted to new resource development for established priorities. Establish and maintain a WDS Community Portfolio of Resources.

    Planning:

  • A Strategic Plan was developed by the Board’s Planning Committee. This process included development of the Board’s priorities (Employer Service Needs, Adult Basic Education and Frontline Service Delivery Improvements).

  • The SEWIB Regional Community Audit will result in a comprehensive report to support strategic planning at the regional level in Southeastern MA. The five WIBs have been working together to identify industry trends, employer needs, worker demographics and skills, community resources and workforce development funding to create a regional picture of the workforce investment areas involved.

  • The Employer Training Needs Workgroup broadened its scope and is now identified as the Employer Service Needs Workgroup. Work has begun in outlining policy regarding worker readiness certification.

  • The Adult Basic Education Workgroup has also broadened its scope and is now identified as the Lifelong Learning Workgroup. Youth Council, WIB and Department of Education funded programs are represented and a Summit presenting findings from a recent needs and assets report was held on May 29. This workgroup is committed to setting policy and strategizing in the areas of fundraising, marketing and customer employment.

  • The Workforce Issues Sub-Committee is outlining policy regarding transportation, a crucial barrier to obtaining and maintaining employment in the Greater New Bedford region.

  • Next Steps: Commission updated Regional Blueprint (with UMass support). Create WDS Business Plan with accompanying performance measures for the system.

    Performance:

    The WIB has undertaken significant work to ensure that the region’s workforce investment system is coordinated and accountable.

  • The Performance Committee has worked bilaterally this year with the Planning Committee with the twin goals of developing new and better ideas and being able to measure our progress to those ends. The Performance Committee also worked closely with the Finance Committee to create a charter, business plan and more unified approach to assisting New Directions and the DET in creating better One Stop Career Centers.

  • Annual Charter Review Process - A key responsibility of the WIB, this process included interviews and focus groups to elicit performance feedback from over 100 Career Center customers, including employers, job seekers, partners, vendors and Board members. It culminated in a report delineating areas of strength as well as focal points for improvement by the Career Center Operator, New Directions and principal partner, DET.

  • Charter Development - The Board will be asked at the June 19 meeting to vote on the updated Career Center Operator Charter. Through an extensive research and development process, a new Charter and accompanying Business Plan have been designed and written. Terms of service in the Charter are set at three years.

  • Performance Measurement - The Board’s Performance Committee has identified using the Baldrige Performance Excellence framework, additional measures that will give system managers the tools they need to evaluate and improve the region’s workforce investment system.

  • Beginning with a commitment to Quality established at the December 11, 2001 Board Meeting, the WIB has been working toward a system-wide commitment to Continuous Quality Improvement (CQI). Eight Quality Improvement Teams designed solutions to identified projects and began implementation in the fall of ‘03. Specific solutions regarding service delivery to businesses has been incorporated into the CC Operator’s Business Plan.

  • Phase II CQI teams will begin training in June of ‘03 and project research, design and solution implementation will take place in FY ‘04.

  • Next Steps: Analyze and publish Career Center performance data against established baselines. Continue annual Charter Review process with strategic focus on evidence of improved business services. Establish WIB Performance Measures as component of full WDS Business Plan.

    Marketing and Publicity:

    A number of activities over the last year have been oriented towards developing the Board as a strategic entity in the community, and toward developing relations with business.

  • The Marketing Committee established itself and includes experienced members in the field: Liz Isherwood (Moore & Isherwood), Maureen Geller (Standard Times), Jim Mathes (NB Chamber of Commerce) Deb Seguin (Freestones).

  • The board has taken significant steps in forging the relationship between Workforce Development and Economic Development in the region. Cross-board and committee work is now occurring on the Board, Committee, and Management level, and new initiatives will be launched in FY ‘04 as part of the GNB Workforce Development System’s Business Marketing Plan.

  • Marketing of regional sectoral initiatives.

  • Employer Services Grant - Through a $23,000 grant from the Division of Employment and Training, the Board, with help from consultant Joan Branton, has developed a business services marketing strategy that can effectively sell the workforce investment system to the region’s employers.

  • Prioritized marketing spending on key products and outreach for remainder of FY ‘03.

  • Next Steps: Produce and publish WDS Report Card and WIB Periodical. Implement products as decided upon by the marketing committee for remainder of FY ‘03. These include:
    1. Business Brochure - Produce and distribute updated brochure for the business community outlining services provided by the workforce development system.
    2. Work Ethic Brochure - Produce and distribute companion brochure for job seekers of all ages and business community outlining elements of ethical behavior in the workplace.
    3. WIB Banner & Exhibit Tabletop Visuals - Purchase and design materials for WIB presentations before business community.
    4. CC Website - Implement Career Center interactive website design that meets business community needs.
    5. Radio Advertising - Implement radio campaign targeting business community and use of One-Stop Career Centers to meet market needs.
    Legislative Outreach:

    Legislative outreach was carried out on both the State and National levels.

  • Our WIB played a leading role in developing a White Paper on “Workforce Development in the Commonwealth,” and contacting the new Administration and area legislators to communicate WIB priorities.

  • We held a successful Legislative Breakfast and presented the Board’s funding priorities to the area’s legislative delegation.

  • The breakfast was followed-up with personal visits with several senators and representatives and their staff to stress the importance of workforce investments during this sluggish economy and the need to be creative in developing alternative funding strategies during the prolonged fiscal crisis.

  • Legislative Outreach - A phenomenal 40% of our Board (21 members) was mobilized to urge our State Representatives and House leadership to support continued funding for our Board and Youth Council.

  • Our objectives were met when both the House and the Senate level funded career centers using Reed Act funds, level funded WIBs and Youth Councils and Connecting Activities, and other key workforce investments during a period of major cuts in vital areas such as Local Aid, Higher Education, Healthcare, Human Services, etc.

  • Next Steps: Continue to maintain communications with state and federal legislators/elected officials on the importance of workforce programs and funding needed.

    Youth Council:

  • In July, 2002, focus group meetings with new YC Chair and YC members were held to determine commitment and future work on the council. Three areas of concentration were identified (1.) YC composition, (2.) Marketing YC , and (3.) Resource Development.

  • YC composition - Five new Youth Council members have been appointed, including two youth representatives.

  • Marketing of Youth Council - We needed to increase the visibility of the YC, it’s mission and work thru a marketing effort. We determined that we would piggy-back on the WIB’s establishment of a new marketing committee chaired by Liz Isherwood, a YC member. Also sitting on that committee is Jim Mathes, YC Chair. In addition, the YC has received grants and has published articles explaining the grants and their activities in the Chamber Focus newsletter.

  • Resource Development - The YC, supported by other WIB staff, has been aggressively seeking additional resources from both State and Private funders.
    1. We continue to be funded for our very successful Connecting Activities program. Last year we received $ 128,129 from the DOE. While this reduced level of funding did not support our staffing pattern for the entire year, we are grateful to the Chamber of Commerce and Bristol Community College for absorbing some of the costs to allow this program to run the entire year. Through the 3rd quarter we were able to provide1,040 paid and unpaid internships at 211 employers, having an economic impact of wages paid to youth totaling $2,384,498.
    2. We submitted and received a grant for $15,000 from Fleet Financial Foundation to conduct a mentoring and advising program for 30 incoming freshmen at NBHS. Fifteen students participated in the Spring of 2003 and an additional 15 students will participate in the Fall.
    3. We applied for and received a Pathways for MCAS Success grant from the DOE for $60,000 to connect students who have not earned a competency determination to Career Center services and appropriate educational/occupational opportunities.
    4. We received a grant from CommCorp for $ 25,000 to conduct Resource Mapping in New Bedford. Through this activity,30 out of school youth mappers will canvass area businesses and organizations to determine the type of services provided to youth in our City. Data will be available on our web site in December 2003.
    5. Through CommCorp we received an FBO/CBO grant for $ 207,000 to connect older, out of school youth age 18-21 to Career Center services. We have partnered with 5 CBOs to provide outreach, recruitment, educational, leadership and employability skills to approximately 140 youth.
  • The YC is working with the SouthCoast Education Compact and it’s district wide Parental Involvement Committee to address increasing parental involvement and awareness in their children’s education. This initiative utilized focus groups of employees conducted at an area employer to determine how schools can engage parents in their child’s education. A report and recommendations are being formulated and will be released soon.

  • The YC, in line with it’s mission to impact the drop out rate, has been working with the drop out prevention committee of NBHS. It’s findings have resulted in five recommendations to the Steering Committee for consideration for inclusion into the Superintendent of NBPS five year strategic plan.


  • In spite of budget cuts, the YC has issued RFP’s for serving In school and Out of School youth. We will issue contracts totaling $470,000 to seven vendors to serve 325 youth in FY ‘04. While this represents a reduction in the number of youth served with Title I dollars, the addition of the FBO/CBO grant will allow us to serve more youth in FY ‘04 than we served in FY ’03.

  • The YC has established a relationship with NFTE to bring their entrepreneurship program to our region. We are happy to announce that they will provide an entrepreneurship program through NBHS this summer and will offer an elective course at NBHS in the Fall and next Spring. We are pleased that our at risk youth will have access to a program that will improve their academic, business, technology and life skills.

  • Again this year, we issued an RFQ and will be adding four additional vendors to our approved list of Occupational Training Vendors.

  • The YC issued an RFP for Follow-Up services and intends to execute a contract and MOA with New Directions for these services.

  • In the Fall of 2002, eleven of our youth, working with Artworks and New Directions Youth Dept. developed and introduced a newsletter created by youth for youth. The newsletter has been well received by our youth and CommCorp considers the newsletter worthy of a best practice designation. Many thanks to Artworks, New Directions, The Standard Times and our youth for creating the newsletter.

  • For the second year in a row, New Directions will conduct a mandatory two day training session for our WIA vendors. CommCorp will provide technical assistance on the Ten Service Elements, New Directions will train on case notes, reporting, job coaches, etc., and Connecting Activities staff will provide training on the work based learning plan. This year we will incorporate staff of FBO/CBO, Youth Mapping and Pathways into the training.

  • Next Steps: Focus on the FBO/CBO, Youth Mapping, Pathways, Connecting Activities and other grants to assure goals are attained. Work closely with NBHS and Chamber of Commerce to establish and staff a mentor program at all middle schools. Explore other grant opportunities and regional collaborations with focus on expanding Career Center services to youth and sustaining youth newsletter activities.

    Nursing Career Ladder Initiative (NuCLI) - Southeast:

    The GNBWIB, in partnership with the Cape & Islands WIB, was selected by the Commonwealth Corporation to be the Regional Operator for the NuCLI covering five workforce investment areas in Southeastern Massachusetts. As Regional Operator, we are charged with convening and staffing a Regional Advisory Committee (RAC) consisting of employers, educators, labor representatives, and other workforce professionals to identify and implement strategies to address the nurse staffing crisis.

  • Established a forty-five member Regional Advisory Committee to frame the local implementation strategy while advancing the overall goal of building the Commonwealth’s nurse corps.

  • Established a NuCLI / SE Steering Committee chaired by industry leaders (David DeJesus, Southcoast Health System) to ensure the initiative is industry-led and that goals and objectives are met.

  • Hired a Project Coordinator to provide dedicated staff support.

  • Conducted a Needs Assessment of Southeastern Massachusetts to identify barriers to the success of existing nurse development programs, potential service gaps and potential program populations.

  • Next Steps: Develop a Request for Proposals to establish demonstration projects geared to achieve program objectives using a $250,000 grant from the Commonwealth Corporation and in-kind match from NuCLI stakeholders.

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