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Transforming Healthcare Workforce Development in NYS

HWNY has been influential in steering a larger vision to transform local, regional, and statewide workforce development. In 2020, HWNY, along with four other partners formed the Heath Workforce Collaborative (HWC), a much-needed infrastructure for health workforce development in NYS.

The HWC is strategically designed to support existing health career programs, initiatives, trainings, and employment opportunities by proving the infrastructure needed to communicate, collaborate, coordinate, and leverage these resources. Through extensive community outreach and by deploying a Digital Platform, the HWC promotes local/regional workforce information, career pathways, data, tools, resources, and direct connections between students, career-seekers, training institutions, employees, employers, and community development agencies.

The project is comprehensively and systemically designed and will measurably address the nexus of workforce development factors, including education/training attainment, living wage employment, professional development, adequate pool of well-trained workers, diversity, equity, inclusion, and local economic development.


Research and consultation will lead to various solution options. In the case where a digital platform is selected as an option, the following impact points are targeted for essential stakeholders:

  1. Employers
    • Access to a robust and comprehensive collection of digital and face-to-face workforce development services
    • Direct access and linkages to training programs, students, and potential employees
    • Access to essential workforce data and information
    • Networking opportunities with other stakeholders
  2. Workers
    • Access to relevant employee-based information, tools, and resources
    • Networking opportunities with peers
    • Access to professional development and continuing education opportunities
    • Access to career development information and opportunities
    • Direct linkages to community-based social support agencies, initiatives, and programs
    • Access to trainings and programs
  3. Career/Advancement-Seekers
    • Notices of employment opportunities
    • Listings of training and apprenticeship offerings
    • Postings of professional development opportunities
  4. Educational/Training Institutions and Programs
    • Ability to post and promote degrees, trainings, apprenticeships, and programs available to workforce stakeholders
    • Access to essential workforce data and information for planning
    • Networking opportunities with other stakeholders
    • Opportunities to remain financially and programmatically viable
  5. Students
    • Access to career information and a variety of career-planning and support tools
    • Access to community-based career preparation programs, both digital and face-to-face
    • Direct linkages to the full scope of training programs and support services
    • Networking opportunities with peers, near-pears, instructors, and employers
  6. Economic and Community Development Agencies – Community at Large
    • Decrease in un/underemployment
    • Increased access to the full scope of services
    • Enhanced economic impact
    • Development of a more DEI-sensitive workforce and community
    • Increase in services to the traditionally underserved
    • Increase in underrepresented workers
    • Access to local and regional workforce data and information
    • Ability to target and deliver on priority workforce development service areas


If using a digital platform, process and outcome measures will include quantitative data regarding:

  • Traffic/visits on the digital platform
  • Access to information, data, and resources, and tools on the digital platform
  • Business to business and consumer to business transactions through the digital platform marketplace
  • Trainings, certifications, apprenticeships, degrees conferred, and licenses earned through use of the digital platform
  • Jobs obtained through use of the digital platform
  • Career advancements through use of the digital platform
  • Local economic impact of the project
  • User experiences using the digital Platform


  1. The digital platform technology is unique, lean, agile, and able to be modified for use in a variety of industry sectors
  2. The digital platform can be tailored to drive initiatives focused on specific populations or target regions
  3. PivotSixtyFive. seeks to engage with New York State to assist with current workforce development efforts and to identify and develop new programs and initiatives to provide New Yorkers with the most comprehensive workforce development tools.

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