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  • Strategic Plan

    See the MassHire Hampden County Workforce Board (MHHCWB) Strategic Plan for July 1, 2017 – June 30, 2020 posted here!  (Note: Developed under our former name of REBHC, Inc.)

    Here are the Year 1 and 2 4th Qtr Progress Reports of our Scoreboard-Key Performance Indicators (KPIs).  Year 3 FY20 Quarterly KPIs will be also be added as completed:

    Talent is a key factor that will play a significant role in the competitiveness of the Region and the Commonwealth in the future. Our FY 2018-2020 Strategic Plan is an aggressive and thoughtful agenda to ensure that all our residents are prepared to access career pathways that lead to economic self-sufficiency, and that regional business and industry have the highly skilled workforce they need to grow their business, strengthen the regional economy, and create wealth opportunities for their companies and employees.

    The Plan is grounded in the our commitment to use labor market data to inform decision making, drive regional cluster development and deployment, create innovative workforce development practices, develop career pathways for sustainable job creation for all Hampden County residents, and enhance the quality of life and social fabric of our communities. The workforce development eco-system in Hampden County is arguably the strongest in the State, and its capacity to implement workforce development programming that will drive economic expansion has never been stronger.

    The FY 2018-2020 Strategic Plan builds off our first Strategic Plan of 2001, and subsequent updates including most recently, FY2015-FY2017.   This update process included the following:

    • Continuing to research methods to create structured career pathways along the workforce development continuum of life-long learning and sector strategies aligned with those pathways.
    • Updating current demographic and occupational labor market data, trends and projections.
    • Updating the original “stakeholder analysis” to add in new partners that have a stake in and/or influence our work and to re-assign priorities for many entities that are under WIOA of more importance and/or influences of our work.
    • Continuing to commit to the following areas identified for further improvement in our workforce development system:
    • Convening key stakeholder partners for presentations/briefings on issues and best practices.
    • Enhancing communication with external partners to facilitate alignment of workforce development initiatives.
    • Increasing involvement in policy development at the State level.
    • Accelerating business involvement and co-investment.
    • Expanding approaches to cluster deployment strategies in new and emerging sectors.
    • Enhancing our engagement in regional and municipal economic development.
    • Focusing on collaborative leadership as an essential strategy for community engagement and organizational capacity building.

    A particular focus of the updated Plan is to ensure we have a workforce delivery system to support success at vulnerable transition points: K through Grade 3 reading proficiency, middle-school to high school, high school to college and between 1st and 2nd years of college when many students, particularly those required to take developmental courses, are dropping out. Based on this, the FY 2018-2020 Strategic Plan continues our commitment to developing a continuum of strategies that address all segments of the workforce.

    • The Emerging workforce of in-school and out-of-school, particularly Pre-K and at-risk youth aged 14-24, who are or will be the newest entrants into the workplace, and who need education, career guidance, job readiness skills, and support services.
    • The Transitional workforce of unemployed or underemployed workers who need retraining and job search assistance to move into new jobs, including ex-offenders, and disconnected older youth.
    • The Incumbent workforce of employed workers who need additional education and training to retain or advance in their jobs.


    We welcome your comments on the MHHCWB’s (formerly REBHC) Strategic Plan! Please call David M. Cruise, the President & CEO at 413-755-1362.