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Strategic Plan

See Strategic Plan, July 1, 2014 – June 30, 2017 to the right!

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 2015-2017 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 REB’s 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 new Strategic Plan builds off our prior plans and the updating 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 job vacancy rates and projected hiring needs and other labor market data.
  • Re-committing to the following areas identified for further improvement in our workforce development system:
    • Convening key stakeholder partners for presentations/briefings on issues, 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 taking developmental courses, are dropping out. Based on this, the FY 2015-2017 Strategic Plan continues the REB’s 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 14-21, 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.

WorkForce Development Continuum

We welcome your comments on the REB‘s Strategic Plan! Please call David M. Cruise, the President & CEO at 413-755-1362.