Young man in classroom

Project Catapult

Investing in next-generation workforce solutions

SHARE

New: The third installment of the Catapult Papers series on the future of workforce development is now available.

Paper one, released January 17, is available here, and Paper two, released January 31, is available here. We have also invited business, workforce, academic and public sector leaders to share takeaways in our discussion section.

Today’s unprecedented tight labor market, anticipated attrition due to baby boomer retirements, and growth of high demand and skilled jobs, has created a never before seen tension between the demand to fill jobs and the lack of supply ready to fill those jobs.

That tension requires a more robust workforce development solution that can launch our untapped talent into new opportunities at a much faster, more direct and sustained rate while also supporting and leveraging the long term success of workers and their employers via advancement, retention, and strong employment practices.

The goal of Catapult is to invest in the exponential growth of Greater Boston’s most effective, market-driven training and education organizations in partnership with the region’s most savvy businesses in order to leverage the region’s potential for sustaining talent via the workforce system.


Vitas mori. Albus orexiss ducunt ad gabalium. Ubi est altus nomen? Liberi de castus bubo, pugna species! Persuadere diligenter ducunt ad bi-color barcas.

Project Catapult: Investing in Next-Generation Workforce Solutions

Please join the Boston Foundation, SkillWorks, JVS, Resilient Coders and JP Morgan as we highlight the release of a new series of essays on the next generation of workforce development, and a discussion of new initiatives to accelerate change in policy around workforce training.

Learn more and register

Pillars

Our new model will focus on the success of the jobseeker and employer equally, built upon six pillars:

  • Catapult Venn Diagram
    Invest in What Works: Greater co-investment for greater returns.
  • Emphasize the role of business: Create space and value for business engagement and ownership of outcomes for their workers.
  • Incentivize and Value Strategic Coalition-Building: Build systems that financially incentivize collaboration and ownership equally among workforce providers and employers and support the true cost of getting jobseekers through training and into good jobs.
  • Reward Risk: Place a premium on innovation and taking chances.
  • Continuous Improvement: Iterate relentlessly for ongoing enhancement and increasing capacity to deliver core services to jobseekers and employers as the primary customers.
  • Appropriately Finance Capacity: Invest in staffing and other organizational capacity building across business services, HR, technology and other needs to achieve more scale and greater impact. 

Catapult will create a new way of doing business that is at the convergence of social/economic mobility, business needs and job seeker opportunities.

The Catapult Papers

The Catapult Papers are a series of essays on the future of workforce development and the kinds of workforce organizations that need to be created to expand opportunity for lower-income individuals and create competitive advantages for businesses in need of workers.  These "Next Gen Workforce Organizations" will not only require different structures, they will require accompanying investment by philanthropy and government that can make Next Gen workforce development a reality.  

Based on the innovative and field-proven practices of JVS Boston's own transition experience and produced as a partnership between JVS Boston, SkillWorks and the Boston Foundation, these four papers tackle the key features organizations will need to embrace to succeed in the changing economy.

Vitas mori. Albus orexiss ducunt ad gabalium. Ubi est altus nomen? Liberi de castus bubo, pugna species! Persuadere diligenter ducunt ad bi-color barcas.

Paper 1: Next Generation Workforce Development Organizations for Our Time: How JVS Is Re-Tooling for a New Economy

In the first paper, JVS Boston President and CEO Jerry Rubin calls for and describes a new, or “Next Generation,” model for workforce organizations. The essay is based on the innovative and field-proven practices of JVS Boston’s transition to a “Next Gen” workforce organization.

Read the paper online
Catapult Paper 2 cover image
Vitas mori. Albus orexiss ducunt ad gabalium. Ubi est altus nomen? Liberi de castus bubo, pugna species! Persuadere diligenter ducunt ad bi-color barcas.

Paper 2: Scaling Up: Lessons from the Front Lines

In paper 2 of the four-part series, we look at the importance of scale for Next Gen workforce organizations, the challenges of scaling, and issues that the Next Gen workforce organizations and the broader field need to consider as they scale up their efforts.

Read the paper online
Catapult 3 cover
Vitas mori. Albus orexiss ducunt ad gabalium. Ubi est altus nomen? Liberi de castus bubo, pugna species! Persuadere diligenter ducunt ad bi-color barcas.

Paper 3: Not Just Any Job: How Next Generation Workforce Organizations Can Help Improve Job Quality for Workers and Competitiveness for Employers

In this third essay, we look at the issue of job quality, and how the current tight labor market can provide an opportunity for workforce development organizations to better align the interests of employers and the needs of workers. 

Read the paper online

Upcoming Papers:

February 28: 
Tapping the Untapped Workforce
: How Next Generation Workforce Development Organizations Can Help Employers Recruit and Retain the Talent They Need

Discussion

The Catapult Papers are designed to spur discussion. With that in mind, the authors have invited key workforce, business and academic leaders and members of the public to share their reactions to each paper.

Read comments from:

Paul Osterman, MIT Molly Baldwin, Roca
 Michael Scannell, State Street Foundation  MJ Ryan, Partners HealthCare
Deborah Ruhe, Just-A-Start Jodi Rosenbaum, More Than Words
David Cruise, MassHire Hampden County Workforce Board