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FY2018 LABOR-MANAGEMENT COOPERATION GRANT PROGRAM FUNDING SUMMARIES

18-NY/I-001

Consortium for Worker Education

International Association of Machinists and Aerospace Workers District 15

Salem/Truck King International

New York, NY

Amount Awarded: $250,000

Problem: The regional transportation and logistics industries are deeply challenged by a 

lack of skilled workers in a number of critical areas, namely workers with a Commercial 

Driver’s License and mechanics (automotive, Diesel, and hybrid). Data from the New York 

State and Federal Departments of Labor show these titles as “in demand” occupations, 

this despite the fact that both career tracks in the unionized parts of the sector (mostly 

regionally) are very well compensated, provide family sustaining benefits, and do not 

require post-secondary education. There are a number of factors at play here, including 

the shuttering of many vocation training courses available in the public high schools, the 

aging out and retirement of the current workforce, and younger workers’ lack of 

knowledge to the occupations available in the transportation and logistics sector. The 

resultant lack of a skilled and ready workforce, or even a significant pipeline, leaves many 

employers to contend with significant idle equipment, expensive outsourcing for repairs,

and poaching of staff from competitors.

Strategy: To address these shortfalls of skilled workers in the transportation and logistics 

industries, the CWE and its union and employer partners will create a permanent LMC to 

administer a workforce development intermediary. The purpose of the LMC will be to 

recruit, assess, prepare, train and place in employment and/or apprenticeship a 

constant stream of workers with Commercial Driver’s Licenses and entry-level 

mechanical credentials. Special emphasis will be given to recruiting young workers, 

women, and veterans (currently, CWE has programmatic relationships with NYC 

Department of Education, Non-Traditional Employment for Women and Helmets to 

Hardhats). The LMC will be titled New York Alliance for Transport and Logistics 

Advancement Services (NYATLAS). Program information can be found at 

www.nyatlas.org. 

Results: The NYATLAS program will recruit, train and place with sector employers up to 50 

workers in the Commercial Driver and/or Mechanic/Technician titles over the course of 

the next 18 months. Additionally, as this grant greatly offsets training monies drawn from 

other sources, CWE will use matching funds to strengthen capacity, organizational 

sustainability, and greatly expand the participating employer base of the NYATLAS.
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18-PA/A-002

Mechanical & Service Contractors Association of Eastern PA

Steamfitters Local Union #420

Plumbers Local Union #690

Blue Bell, PA

Amount Awarded: $97,636

Problem: Current trends and predictions indicate that the Philadelphia area will continue 

to experience a workforce shortage in the coming years. Coupled with the consistent 

need to compete for market share, labor and management leaders must work together 

to educate and train the existing workforce as well as recruit new members. Additionally, 

the labor-management partnership must adapt to the constantly changing technology 

landscape to ensure they remain competitive.

Strategy: The labor-management representatives plan to cultivate and grow their 

partnership by holding regular strategic planning meetings with members from each 

organization and attending conferences and joint retreats. The Mechanical & Service 

Contractors Association (M&SCA) also plans to grow their educational offerings and 

certification classes for member employees. Additionally, M&SCA will implement a new 

and innovative online portal that allows member companies to track and document 

employee trainings and certifications. 

Results: The M&SCA of Eastern Pennsylvania sees the overall benefit of this grant program 

as strengthening its existing labor-management partnership. The improvement of the 

M&SCA education program is expected to assist their members in securing more work 

and continuing to maintain a highly skilled workforce in an ever-evolving market. Finally, 

the online training portal is expected to provide a streamlined and sustainable recordkeeping system for member companies to use going forward. 
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18-CT/I-003

New England Healthcare Employees Union District 1199 & the Connecticut Nursing Homes 

Training and Upgrading Fund

New England Healthcare Employees Union District 1199/SEIU

Advanced Center for Nursing and Rehabilitation, New Haven, CT

West Hartford Health and Rehabilitation Center, West Hartford, CT

Qualidigm

Hartford, CT

Amount Awarded: $94,117

Problem: Nursing homes across the country are required by the Centers for Medicare 

and Medicaid Services to develop Quality Assurance and Performance Improvement 

(QAPI) programs. However, many nursing homes have struggled to effectively 

implement QAPI. When implemented effectively, QAPI is a true culture change, doing 

more than what is regulated and ensuring the best outcomes for the nursing home 

residents. To implement QAPI most effectively, it is vital to involve frontline caregiving staff 

from the beginning, as they are the “eyes and ears” of what actually takes place within

nursing and rehabilitation facilities. Taking such frontline staff out of the complement to 

participate in QAPI committees and other quality improvement related work is difficult; 

without bringing in replacement workers for them. Financially, this is a challenge for many 

nursing home employers. 

Strategy: The 1199 New England Training Fund and Qualidigm, a healthcare consulting 

company, will coordinate with two Connecticut skilled nursing facilities (one inner city, 

one suburban) to fully involve frontline staff in QAPI committees. All committee members 

from both buildings will meet regularly at their respective facilities, identifying at least one 

specific topic to address based on their identification of an ideal area in need of 

performance improvement. A key to the project’s success will be the use of replacement 

workers, allowing frontline staff to attend committee meetings and participate in other 

project work during the course of each month. This will allow the staff to have 

uninterrupted time to reflect deeply, off the units while focusing on the work to be done 

and their role in it.

Results: By the end of the project, staff at both nursing homes will demonstrate improved 

communication between labor and management; improved overall employee 

satisfaction; and improved understanding of, and participation in, QAPI. This project is 

also expected to result in positive outcomes such as cost savings, and the completion of 

at least one measurable QAPI project that impacts quality, improves care, or reduces 

waste.