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BROCKTON WORKFORCE AREA: ECONOMIC BASE ANALYSIS

BROCKTON WORKFORCE AREA: ECONOMIC BASE ANALYSIS. CENTER FOR POLICY ANALYSIS Applications, Not Theories Results, Not Hypotheses. ABINGTON AVON BRIDGEWATER BROCKTON E.BRIDGEWATER. EASTON HANSON STOUGHTON W.BRIDGEWATER WHITMAN. GREATER BROCKTON WORKFORCE INVESTMENT AREA.

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BROCKTON WORKFORCE AREA: ECONOMIC BASE ANALYSIS

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  1. BROCKTON WORKFORCE AREA:ECONOMIC BASE ANALYSIS CENTER FOR POLICY ANALYSIS Applications, Not Theories Results, Not Hypotheses

  2. ABINGTON AVON BRIDGEWATER BROCKTON E.BRIDGEWATER EASTON HANSON STOUGHTON W.BRIDGEWATER WHITMAN GREATER BROCKTON WORKFORCE INVESTMENT AREA

  3. BROCKTON WORKFORCE AREAPOPULATION: 230,970

  4. BROCKTON WORKFORCE AREA:HISTORICAL POPULATION

  5. BROCKTON WORKFORCE AREA:RACE & ETHNICITY (2000)

  6. BROCKTON WORKFORCE AREA:EDUCATIONAL ATTAINMENT (1990)

  7. BROCKTON WORKFORCE AREA:AGE OF RESIDENTS (2000)

  8. BROCKTON WORKFORCE AREA:BRAIN DRAIN ( 1990 TO 2000)

  9. BROCKTON WORKFORCE AREA:BRAIN DRAIN (1990 TO 2000)

  10. GREATER WORKFORCE AREA: ECONOMIC BASE ANALYSISTotal Employment = 93,079 (1999)

  11. BROKCTON WORKFORCE AREA:ECONOMIC BASE ANALYSIS ANNUAL AVERAGE WAGES GB WIA = $32,510 MASS = $40,355

  12. BROCKTON WORKFORCE AREA:ECONOMIC BASE ANALYSIS

  13. BROCKTON WORKFORCE AREA:ECONOMIC BASE ANALYSIS

  14. BROCKTON WORKFORCE AREA:ECONOMIC BASE ANALYSIS

  15. BROCKTON WORKFORCE AREAECONOMIC BASE ANALYSIS: CLUSTERS CRITICAL AND EMERGING (3% + GROWTH) EMERGING (SUBSTANTIAL GROWTH) CRITICAL AND DECLINING (3% + JOB LOSS) DECLINING (< 3% + JOB LOSS)

  16. BROCKTON WORKFORCE AREA: ECONOMIC BASE ANALYSIS CRITICAL AND EMERGING RETAIL TRADE (25.5%) ALLIED HEALTH SERVICES (12.9%) DISTRIBUTION (12.3%) CONSTRUCTION (6.8%) BUSINESS SERVICES (4.4%) PROFESSIONAL SERVICES (3.2%)

  17. BROCKTON WORKFORCE AREA:ECONOMIC BASE ANALYSIS EMERGING SOCIAL SERVICES (2.5%)

  18. BROCKTON WORKFORCE AREA: ECONOMIC BASE ANALYSIS CRITICAL AND DECLINING HIGH TECHNOLOGY (3.6%) METALS MFG (3.6%) FINANCIAL SERVICES (3.0%)

  19. BROCKTON WORKFORCE AREA:ECONOMIC BASE ANALYSIS

  20. Special Trade Contractors Electrnc Eq. + Cmponents Fabricated Metal Products Wholesale – Nondurable Genl Merchandise Stores Furniture Dentist Offices + Clinics Medical and Dental Labs Home Health Care Non-Depository Institutions Real Estate Eng., Accting, Res., & Mgt. Individual & Family Srvces Mailing, Reproduction, Stenography EMPLOYMENT GAIN + REAL WAGE INCREASES

  21. HIGH GROWTH OCCUPATIONS: EDUCATIONAL REQUIREMENTS:

  22. GUIDING PRINCIPLES 1 The Workforce Investment Board should adopt a multi-tiered strategy: • To move individuals into the labor force (welfare-to-work; school to work) • To provide short-term training that moves unskilled workers into low-skill occupations • To provide selected educational opportunities that help low-skill workers move up the career ladder

  23. GUIDING PRINCIPLES 2 The Workforce Investment Board should target much of its limited funding on programs that develop basic skills and occupational competencies at the bottom of the educational attainment ladder. These programs should include, but not be limited to: • English as a Second Language (E.S.L.) • Adult Basic Education (A.B.E.) • Resume, Job Application, and Interview Skills • Basic Keyboard and Computer Literacy Skills • G.E.D.

  24. GUIDING PRINCIPLES 3 The Workforce Investment Board should target vocational and job training funds at short-term certification programs in occupations with high levels of new job growth and where average wages are at least 25 percent above the current minimum wage (+$17,000): Social/Human Srv Asst ($24,852) Home Health Aides ($23,035) General Office Clerks ($24,638) Pers/Home Care Aids ($21,552) Nurses Aides/Orderlies ($24,327) Cashier ($19,750) Truck Drivers, Light ($23,610) Teacher Aides ($17,247) Reception Clerks ($23,490)

  25. GUIDING PRINCIPLES 4 The Workforce Investment Board should use its limited funding to leverage and coordinate additional funds, where possible, around the WIB’s workforce development strategy. This strategy could include: sponsoring and funding its own programs with minimal charge to recipients, seeking additional sources of funding from the Massachusetts Department of Education (A.B.E., G.E.D.), the Massachusetts Department of Transitional Assistance, and private foundations, fund full or partial scholarships (individual training accounts) for short-term certification programs, especially those that leverage additional funds from existing vendors or providers such as the public schools, colleges, and universities, and local non-profit or for-profit vendors, temporary wage subsidies for transitional assistance recipients and the chronically unemployed while receiving employer-provided on-the-job training.

  26. WORKFORCE DEVELOPMENT PARTNERSHIPS PUBLIC SCHOOLS PRIVATE EMPLOYERS STATE & FEDERAL PROGRAMS WORKFORCE INVESTMENT BOARD NON-PROFIT & FOR-PROFIT TRAINING VENDORS 4-YR COLLEGES & UNIVERSITY COMMUNITY COLLEGE

  27. GUIDING PRINCIPLES 5 The Workforce Investment Board should continue to strengthen the federal School-to-Career Initiatives by insuring that public school teachers and program coordinators receive appropriate training for their role in the area workforce development system.

  28. BROCKTON WORKFORCE AREA:ECONOMIC BASE ANALYSIS WWW.UMASSD.EDU/CFPA/DOECONOMICS.HTML

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