Baltimore Workforce Investment Board by J6357U

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									                       Baltimore Workforce Investment Board
                             Strategic Planning Session

                                      Background


Introduction

Since its inception four years ago, the Baltimore Workforce Investment Board (BWIB)
has taken a leadership stance in promoting Baltimore’s efforts to ensure the highest level
of prosperity for both the City’s businesses and citizens. Our motto, “We Mean Business”
is the BWIB’s pledge that the voice of the business is heard and heeded in the various
areas of workforce development.

Mayor Martin O’Malley in September 2000 as part of Baltimore’s implementation of the
Workforce Investment Act of 1998 established the BWIB. While adopting the proceeding
mission and vision, the business-led BWIB was set up to drive and support the local
economy through building a more integrated and responsive system of workforce
development.

       Vision:
       The Baltimore Workforce Investment Board envisions a city where every person
       maximizes his or her full potential and all employers have the human resources to
       grow and prosper.

       Mission:
       The Baltimore Workforce Investment Board, with the support of the political
       leadership and the commitment of the local and state partners, will build a world
       class workforce development system that drives and supports the local economy.

Subsequently, the Mayor providing guidance to the Board outlined his expectations of the
board and where he believed the greatest success could be attained. Some of the main
premises included:
    Bringing the “voice of business” to the City’s workforce efforts.
    Establishing industry standards for training ensuring that training efforts are
       “relevant”.
    Increasing employer engagement in Baltimore’s job connection activities.


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      Taking the lead in building employment pipelines and career ladders for low-
       wage workers in targeted industries.

With its direction clearly defined, the BWIB as part of its ongoing work, and through its
annual Strategic Planning activities, takes an inventory of where the City’s economic and
workforce needs exist and compares them with work both accomplished and underway
throughout the Board’s committees and task forces.

In preparation for the September 10th Strategic Planning Session, the following materials
and graphs were prepared to highlight Baltimore’s economic and employment landscape,
provide the history of the BWIB and its accomplishments to date, and offer
recommendations for consideration as the BWIB looks to its immediate and long-term
future.

Section I – A View of Baltimore City

Employment

As reported by the Maryland Department of Labor, Licensing and Regulation (DLLR),
the 2003 Annual Unemployment Rate average for Baltimore City was 8.6% representing
24,810 persons out of a reported civilian labor force totaling 288,454 over a 12 month
period. A closer examination of these numbers reveals additional interesting facts:

      Baltimore’s labor force ranks as Maryland’s fourth largest workforce area behind
       Montgomery, Prince George’s and Baltimore Counties respectively.
      Due to a combination of declining employment opportunities and an increase in
       labor the city saw a 0.6% aggregate increase in the unemployment rate from 2002
       to 2003
      The first half of 2004 has seen a decline in the average unemployment rate by
       0.5% but as of June the numbers of unemployed persons in Baltimore has spiked
       to 8.7%

Who lives in Baltimore? (The Supply Side of the Workforce Equation)

Gleaned from data received from the U.S Bureau of the Census, DLLR reports the total
population of Baltimore City as 651,151. Included among these persons are the following
(see attached charts):

      There are 347, 467 (53.4%) females compared to 303,687 (46.6%) males
      A 64.3% majority of the City’s population is African American
      The median age is 35 years of age
      Of the 419,581 residents that are 25 years and older, 68.4% have attained a high
       school diploma/GED or higher (nearly 1/3 of Baltimore’s adult population do not
       have a high school diploma)
      The median household income rests at $30,078, which calculates to
       approximately 150% of the federal poverty guidelines for a family of four


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       Persons reporting a disability between the ages of 21 to 64 are employed at a
        48.8% rate compared to the 69% reporting no disability
       According to the 2000 Census, 4.6% of Baltimore City’s residents are foreign-
        born with the largest community reporting themselves as Latino (11,061)
       As of July 2003, an estimated 9,558 ex-offenders return to Baltimore City as
        compared to Baltimore County, which ranks second with 1,320.
       According to the 2004 Kids Count Factbook only 54% of Baltimore City students
        graduate in the minimum 4-year period (Of those graduating, 50.9% meet the
        minimum standard requirements for entering college).


Where are the jobs in Baltimore? (The Demand Side of the Workforce Equation)

A scan of Baltimore’s Employment Distribution indicates that Education and Health
Services encompass 25% percent of the City’s employment making it the City’s largest
employment sector. Additionally:

       Government (Federal, State & Local) totals16% of the City’s employment
       Professional and Business Services make up 14% of Baltimore’s job base
       Occupational Projections between 2000 – 2010 (see attachment) highlight that the
        top 10 growth occupations and wages for this period will be:
            o Registered Nurses
            o Cashiers
            o Office Clerks
            o Food Preparation
            o Operations Managers
            o Secretaries (except legal, medical and executive level)
            o Laborers (Material Movers)
            o Retail Salespersons
            o Graduate Teaching Assistants
            o Executive Secretaries and Administrative Assistants

 NOTE: Based on these projections of the top 50 growth occupations, Healthcare, Hospitality/Tourism
  and Business Related Services stand to have the greatest opportunities available.



What about Economic Development?

As documented in the Baltimore Development Corporation’s (BDC) Mission
Organizational Overview – 2004 WorkPlan (see attachment) the key assets for building
the City’s economic growth were identified. Building off of the Mayor’s economic goals
and strategies the assets include:

       Johns Hopkins University and Medical Institutions
       Inner Harbor and the Waterfront Neighborhoods
       University of Maryland at Baltimore/University of Maryland Medical System


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        Industry Clusters: Healthcare, Financial Services, Niche Manufacturing, Port of
         Baltimore/Distribution, Technology/Biotechnology, Tourism
        Expanded Arts, Cultural and Entertainment Facilities


Section II – The History, Activities and Priorities of the BWIB

Former President Clinton signed the Workforce Investment Act of 1998 on August 7th
essentially giving state and local officials new authority and flexibility for using federal
job training systems. The law gave the business community, in partnership with public
officials, authority to ensure the public workforce system efficiently responds to the
marketplace. Some of the primary tenants of the legislation mandated the funding and
formation of a “demand driven” public workforce development system including local
One-Stop Career Centers and Youth Centers where local job seekers (Adults, Dislocated
Workers and Youth) can receive career advice, skill assessments, referrals to programs
and services from trained staff to help in securing employment. In addition, local
employers can access qualified candidates to fill their workforce needs. Oversight and
evaluation authority was delegated to Workforce Investment Boards formed on both the
state and local levels in addition to setting up Youth Councils to address the specific
needs of young people.

This legislation was formally enacted in Maryland in July 2000. The Baltimore
Workforce Investment Board (BWIB) established in September by Mayor Martin
O’Malley was charged with developing the local workforce plan. The Mayor appointed
Ronald R. Peterson, President of Johns Hopkins Health System as the BWIB’s first
Chairman. Subsequently, Mr. Peterson appointed Dr. Robert L. Wallace, President and
CEO of the BITH Group, Inc. as Vice Chairman each bringing extensive expertise and
energy to the Board in its formative stages. Currently made up of 40 members from the
business, non-profit and public sectors, the BWIB in concert with it’s administrative
entity, the Mayor’s Office of Employment Development delivers and evaluates the
services funded by the Workforce Investment Act. However, in its earlier discussions, the
BWIB recognized that the challenges facing the City’s economic and workforce
landscape spanned well beyond the scope of what the Workforce Investment Act was
meant to accomplish.

To its credit, the BWIB in its strategic discussions, at the very outset, decided to include
broader issues in an effort to address the multiple barriers Baltimore continues to face in
its business and employment development. Having established a concrete vision and
mission and an strong organization structure, the BWIB over the past four years
conducted the following work:

Year 1

        Educated itself on the basic premises of the Workforce Investment Act outlining
         the role of the State and Local Boards, the role of the One-Stop Centers, universal




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    access to training opportunities, understanding the targeted groups under WIA
    (Adults, Dislocated Workers & Youth).

   Began the mapping of the public workforce development system including the
    partners not funded by WIA.

   Applied for and secured a $75,000 Sectoral Employment Development
    Formation Grant from the federal U.S. Department of Labor to form a Bio-
    Science Coalition to create a sectoral employment blueprint for Baltimore and
    develop a plan for building a pipeline of qualified workers for the emerging bio-
    science industry in the City.

   Created the “Job Readiness Standards” which were a set of criteria endorsed by
    the Board that set minimum requirements for preparing job seekers.

   Sponsored YouthWorks 2001- the most successful summer job program to date,
    which raised over $ 1.2 million of public and private funds and linked over 5,000
    teens to summer jobs.

   Developed and implemented a youth service provider selection process and
    awarded nine organizations over $ 3 million Workforce Investment Act funds to
    deliver a broad range of career development activities for several hundred at risk
    in-school and out-of-school youth.

   Produced a new BWIB logo for marketing Baltimore’s Workforce Development
    System.

   Additionally, the BWIB Youth Council accomplished a great deal in Year I with
    the major highlights being:

           o Won a $900,949 federal Department of Labor Rewarding Youth
             Achievement Grant that provided over 400 of our City’s best and
             brightest teens with exciting summer work and learning opportunities.

           o Awarded a $50,000 Peer- to-Peer Grant from the U.S. Department of
             Labor to host a Department Peer-to-Peer Learning Project which
             brought over 50 youth professionals from 5 states to Baltimore to learn
             best practices of Baltimore’s Youth System.

           o Implemented the $44M federal Youth Opportunity Grant and
             developed Baltimore’s new YO! System. In its first year, the system
             set up four Youth Centers/Satellites and offered a full menu of
             academic, career and leadership development activities to over 1200
             youth in the Empowerment Zone.




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               o Established the first Youth Practitioner Institute in the country and
                 trained and certified over 70 Youth Professionals to work in the YO!
                 System.

               o Supported a Youth Resource Mapping Project, which created a
                 citywide directory of available services for our City’s teens.

Year 2
The second year of the BWIB’s work saw a continuation of many of the initiatives begun
in Year I including supporting of the YouthWorks program, continuation of the YO!
System and WIA Youth Services Provider programs and building upon the initial
mapping of the workforce system. Critical to the work of the Board became the adoption
of five specific goals, which would drive the BWIB’s agenda for the foreseeable future.
These included:

1. Create a workforce development system that provides the system partners and
   customers, both job seekers and employers, with information and services to prepare
   for careers.

2. Formally established a separate Legislative Committee to look at public policy issues
   at all levels of government. The Legislative Committee immediately became active in
   promoting the BWIB’s policy initiatives via:

       a. Face-to-face meetings with legislators

       b. Position papers on various workforce related issues

       c. Coordination of written testimony in concert with the Mayor’s Office

3. Develop a workforce system that improves the skills of Baltimore’s current and
   emerging workforce to be prepared for careers of the future.

4. Coordinate and promote a delivery system that provides easy access to training and
   support for individuals and special populations in need of developing or upgrading
   their skill set and job readiness to be competitive.

5. Implement a workforce system that promotes unified planning, continuous
   improvement, and accountability for performance of the system.

6. Recognition of Baltimore’s system for workforce development and interventions
   strategies as innovative, cutting edge, and effective in addressing the urban challenge.




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During Year 2, the Board moved these goals forward by:

      The convening of the Baltimore Bioscience Coalition, which brought together
       leaders from this projected high growth industry to examine their workforce needs
       both present and projected.

      Identification of the BWIB Target Industries (see attachment) that designated the
       high growth industries within the City and making assisting their viability a top
       priority for the BWIB.

      Establishment of three new BWIB Task Forces in an attempt to address the three
       main priorities resonating from the BWIB’s first annual Strategic Planning
       Session:

               o Connecting with the public school system to build pipelines and
                 promote job readiness of Baltimore’s students.

               o Connecting with economic development & facilitating employer
                 engagement in the public workforce system and to enhance the City’s
                 workforce development efforts.

               o Addressing the specific employment needs of the City’s underserved
                 populations.

      Implementation of the Skills-Based Training and Employment Promotion
       Program (STEP) aimed at providing training and skills upgrades for incumbent
       workers in the Healthcare field.

Year 3
Having ratified a strong set of priorities, the BWIB in its third year increased its
activities, now targeted at affecting the overall workforce system. It adopted two themes
by which its work would stem “action” and “influence”. These ideals became the basis
for the following priorities in the third year:

1. The BWIB will build linkages with Baltimore City’s schools to promote the school-to-
   career transition for youth by creating internships and work opportunities, serving on
   industry advisory councils, supporting school-based career centers, and promoting
   greater school system emphasis on retention, computer literacy, job preparedness,
   and alignment with industry needs.

      The BWIB through its Building Linkages with Baltimore City Schools Task
       Force published a white paper entitled “A Business Perspective on Baltimore City
       Neighborhood High School Reform” which offered the Board’s recommendations
       regarding bridging the gap between the classroom and workplace.




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      Through the BWIB Youth Council the board connected more than 5,500
       Baltimore city youth and young adults to summer employment opportunities with
       More than 120 Baltimore City private sector employers and city agencies through
       YouthWorks.

      The entire BWIB endorsed supporting the proposed MOED/Johns Hopkins
       University Institute for Policy Studies sponsored Innovation High School to be
       named the Academy for College and Career Exploration.

2. The BWIB will engage more employers in the workforce development system and
   strengthen recognition of workforce development as an essential economic
   development tool.

      The Board held a discussion on Baltimore’s Economic Development landscape
       with Gary Kunkle from the Maryland Department of Business Economic
       Development and Andrew Frank of the Baltimore Development Corporation.

      Reconvened the Baltimore Bioscience Coalition (BBC) in an effort to identify the
       existing workforce development efforts throughout the city related to this targeted
       industry.

3. The BWIB will develop strategies and potential legislative initiatives to connect
   Baltimore’s populations with the greatest barriers to employment

      Continued to support the highly successful Skills-Based Training for Employment
       Promotion program, which assisted significant numbers of low-wage working
       parents to move up the career ladder and fill higher paying jobs in demand.

      Through its Target Populations Task Force, and using the Tier I Catalogue, the
       board conducted a survey of with its members and partners to identify gaps in the
       services provided to various job seeking populations.

      The Target Populations Task Force identified and began research on low literacy
       and criminal backgrounds in an effort to address these barriers to employment

      The Target Populations Task Force after identifying the two barriers for their
       initial focus, formed formal partnerships with Baltimore Reads and the Baltimore
       City Ex-Offender Task Force.

      The Board through the Legislative Committee hosted a One-Stop Tour for
       Congressional and local officials at the Eastside Career Center.

Additional work conducted included:

      Completed its cataloguing of it’s Tier I Partners and published the listing of
       services provided by these organizations.


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        Via the BWIB Workforce System Effectiveness Committee, the board
         commissioned a series of studies aimed at quantifying the effectiveness of current
         workforce development efforts throughout the city. Initial studies conducted
         included:

            o   Customer flow study.
            o   Comparable cities benchmarking study.
            o   National survey of LWIB responses to fiscal stress.
            o   “Baltimore’s Workforce System At Work” report.

        The Board as recommended by the Executive Committee ratified changes to the
         Individual Training Account (ITA) Guidelines in order to promote training in the
         BWIB’s targeted industries and other industries demonstrating significant growth
         in wages and placement outcomes.

Year 4

The Board at its September 2003 Strategic Planning Session while reconfirming the goals
and priorities it set the previous year, did agree upon a revised set of desired outcomes it
wished to see as a result of the work carried out at the committee/task force level. It was
also determined that the establishment of a new subcommittee to look at sectoral
strategies and career ladders within its targeted industries was warranted. The themes
resonating from the Board’s discussions included:

        More Employer Awareness & Engagement
        Increased Employment for Ex-Offenders & Adults with Low Literacy
        More Baltimore City Public School Students Entering Careers & Colleges
        Ongoing Performance Measurement System
        More Opportunities for Career Advancement
        Increased Resources for WIB’s Priorities

From these themes the following actions were taken during Year 4 of the BWIB’s work:

1. More Employer Awareness & Engagement

        Through its Engaging Employers and Economic Development Task Force the
         BWIB designed and launched the “employertoolkit.com” website that provides
         employers and human resource professionals web-based links to services and
         resources throughout the public workforce development system aimed at building
         its workforce capacity.

2. Increased Employment for Ex-Offenders & Adults with Low Literacy




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      The Target Populations Task Force and Legislative Committee supported bills in
       the 2004 Legislative Session aimed at removing employment barriers for persons
       with criminal records and low literacy.

      The Target Populations Task Force conducted a focus group made up of
       practitioners who are working with persons with criminal records to identify best
       practices and greatest barriers.

      A Basic Skills Survey of 800+ companies to better understand number and
       content of employer-led training and the basic skills challenges was issued by the
       Target Populations Task Force on behalf of the BWIB.

3. More Baltimore City Youth Entering Careers & Colleges

      The Youth Council once again sponsored the YouthWorks initiative, which
       connected more than 4,000 Baltimore city youth and young adults to employment
       opportunities with private sector employers and city agencies.

      Via the Youth Council various WIA Service Providers were selected through an
       RFP and proposal review process that has been replicated across the country. The
       service providers offer occupational skills training, workplace readiness skills,
       academic remediation and life skills training to 16-21 year old youth.

      The BWIB sponsored a new, small public high school created by the Mayor’s
       Office of Employment Development and The Sar Levitan Center at The Johns
       Hopkins University, Institute for Policy Studies, which opened August 2004.

      The Youth Opportunity Program overseen by the BWIB Youth Council saw its
       work furthered. Some of its highlights include:

       o Total Number Served of young people served: 3,761
       o Educational Achievements:
          478 earned high school diplomas, including 131 GED’s;
          206 are enrolled in college (1 BS and 2 earned an AA degree);
          326 completed skills training;
       o Placements:
          1,635 total placements (includes college placements)
          79% Employment Retention Rate

      The Building Linkages with the Baltimore City Public School System Task Force
       implemented a summer teacher internship, which provided each participant with
       four professional development credits and five hundred dollar stipends.

      Labor market information was shared with the schools to help guide their job
       readiness work with students.



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4. Ongoing Performance Measurement System

      The work conducted by the Workforce System Effectiveness Committee
       continued to look at the efficiency of parts of the public workforce system.
       Studies conducted included but were not limited to:

           o The Baltimore’s Workforce System At Work” report (Executive Summary
             attached)
           o Client cohort outcomes/employer groups study.
           o Training investment analysis (cost-effectiveness and ROI).

5. More Opportunities for Career Advancement

      The newly formed Sectoral Career Advancement Strategies Subcommittee of the
       BWIB Planning Committee began meeting in March 2004 to look at key issues
       for both the Construction and Hospitality/Tourism industries. They include:

           o Sectoral interventions targeting particular industries in which the
             employment opportunities for low-wage individuals could be expanded or
             improved.
           o Creating career ladders/lattices within the industries
           o Relating to the Construction Industry: finding workers with right skills and
             attitudes, remediation-literacy skills of employees, transportation issues,
             and the seasonal nature of the industry

6. Increased Resources for WIB’s Priorities
The BWIB in tandem with the Mayor’s Office of Employment Development provided
funding to area businesses to upgrade the skills of their current labor force through the
statewide Maryland Business Works program. Among the results and companies assisted
from these efforts are:

      25 Projects Approved for 23 City Businesses
      352 Employees Involved in Training
      $108,777 Training Dollars Awarded
      31 Planned Promotions
      21 New Positions Created
      $400 Average Cost Per Trained Employee
      10 Projects in the Healthcare Industry

Katzen Medical Associates                       Walters Art Museum
Johns Hopkins Bayview                           Brann MD LLC
Advanced Defense Technologies, Inc.             D. Myers & Sons, Inc.
Good Samaritan Hospital Of MD                   Doracon Contracting
MD Association of Non-Profit                    Nucleus Group LLC
Organizations                                   Colliers Pinkard
Provident Bank                                  St. Agnes Health Care


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Associated Black Charities                        Highlandtown Merchant Association
Treatment Resources for Youth                     Monotype Acquisition
Poly-Seal Corporation                             Eddie’s of Roland Park
University of MD Medical System                   Classic Catering
Palamino Corporation (Donna’s)                    Mercy Medical Center
Additionally, throughout the history of the BWIB, The Mayor’s Office of Employment
Development has been able to either meet or exceed the seventeen WIA performance
standards set by the Federal guidelines. This has enabled MOED to secure incentive
grants funding and national recognition as one of the country’s top workforce investment
models. The criteria by which performance is evaluated include:

      Customer satisfaction for both program participants and employers
      Employment rates for Adults, Dislocated Workers and Older Youth
      Retention rates for Adults, Dislocated Workers, Older and Younger Youth
      Earnings change for Adults, Dislocated Workers and Older Youth
      Credentials/Diploma rates for Adults, Dislocated Workers, Older and Younger
       Youth
      Skill Attainment rates for Younger Youth

The Mayor’s Office of Employment Development on behalf of the BWIB received grants
of $195,000 over three years from the Harry and Jeanette Weinberg Foundation,
Inc. and $25,000 from the Open Society Institute to promote ex-offender employment
initiatives throughout the City.

Also of note, the ex-offender employment initiative of the Mayor’s Office of
Employment Development and the Baltimore Workforce Investment Board was honored
in the first annual Recognition of Excellence program coordinated by the U.S.
Department of Labor’s Employment and Training Administration.




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