Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by The Kansas Foodbank Warehouse. The information is drawn from a national study, Hunger in America 2010, conducted in 2009 for Feeding America (FA) (formerly America's Second Harvest), the nation's largest organization of emergency food providers. The national study is based on completed in-person interviews with more than 62,000 clients served by the FA national network, as well as on completed questionnaires from more than 37,000 FA agencies. The study summarized below focuses on emergency food providers and their clients who are supplied with food by food banks in the FA network.
The FA system served by The Kansas Foodbank Warehouse provides emergency food for an estimated 137,300 different people annually.26% of the members of households served by The Kansas Foodbank Warehouse are children under 18 years old (Table 5.3.2).36% of households include at least one employed adult (Table 5.7.1).Among households with children, 78% are food insecure and 50% are food insecure with very low food security (Table 220.127.116.11).54% of clients served by The Kansas Foodbank Warehouse report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).36% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).27% of households served by The Kansas Foodbank Warehouse report having at least one household member in poor health (Table 8.1.1)The Kansas Foodbank Warehouse included approximately 230 agencies at the administration of this survey, of which 229 have responded to the agency survey. Of the responding agencies, 172 had at least one food pantry, soup kitchen, or shelter.77% of pantries, 68% of kitchens, and 47% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1).Among programs that existed in 2006, 76% of pantries, 70% of kitchens, and 67% of shelters of The Kansas Foodbank Warehouse reported that there had been an increase since 2006 in the number of clients who come to their emergency food program sites (Table 10.8.1).Food banks are by far the single most important source of food for agencies with emergency food providers, accounting for 64% of the food distributed by pantries, 35% of the food distributed by kitchens, and 28% of the food distributed by shelters (Table 13.1.1).As many as 92% of pantries, 83% of kitchens, and 81% of shelters in The Kansas Foodbank Warehouse use volunteers (Table 13.2.1).
National Fund for Workforce Solutions;
The need to build a more robust workforce development pipeline is evident in the hundreds of thousands of job openings in our nation's advanced manufacturing industry. Rapid technological change has created a severe skills gap, compounded by a pending wave of retirements due to the aging of the workforce.
Investment in industry-driven on-the-job training (OJT) can be an effective workforce development strategy in this economy. This brief explores one promising OJT model: the Boeing Manufacturing On-the-Job Training Project (the "Boeing Project"), funded by The Boeing Company and managed by the National Fund for Workforce Solutions (National Fund).
The Boeing project demonstrates that a well-designed OJT initiative can be valuable for both workers and employers. The project provided insight into the best uses of on-the-job training within the workforce development system, as well as recommendations for which design elements are most likely to help programs succeed. Results show that the OJT model is well suited for creating career advancement opportunities for entry-level employees, as well as for helping workforce development partnerships build relationships with employers.
Between the summer of 2012 and the spring of 2013, the Boeing OJT project placed 101 unemployed workers into training at 39 advanced manufacturing companies. Eight regional workforce industry partnerships of the National Fund provided employers with 50 percent wage subsidies during training periods of between 10 and 15 weeks. At the end of this training, employers retained 91 of those workers. Employers and employees overwhelmingly found the program beneficial, reporting high levels of satisfaction with the training experiences and the skills required.The following are the three key lessons learned from the project about the role of on-the-job training in workforce development:
On-the-job training is well suited to customize training to the employer's specific needs, while creating career advancement opportunities for entry-level workers
On-the-job training must include clear employer incentives to consider low-skilled candidates-and to hire newly trained workers-in order to serve as an effective job placement strategy for low-skilled, unemployed adults
Creating on-the-job initiatives helps workforce development programs strengthen existing partnerships with employers and build new employer relationships.