WIOA State Plan Common Elements

(A) Core Program Activities to Implement the State’s Strategy. Describe the activities the entities carrying out the respective core programs will fund to implement the State’s strategies. Also describe how such activities will be aligned across the core programs and Combined State Plan partner programs included in this plan and among the entities administering the programs, including using co-enrollment and other strategies, as appropriate.

To support Maryland’s comprehensive and collaborative workforce system, the Maryland WIOA Partners are committed to ensuring effective coordination and alignment of the State’s WIOA programs through strategic policy development, coordinated resource sharing, and collaboration with local and regional partners. Together, Maryland’s WIOA Partners will facilitate the creation of a strong, skilled workforce that effectively connects with businesses to help them compete in the global, State, and local economies. Consistent with Governor Hogan’s vision, the WIOA Partners will continue to ensure that customers are provided with the services they need, in a way that avoids duplication of programs and activities carried out through the system.

In commitment to the Benchmarks of Success, the WIOA Partners will also conduct strategic outreach to entities outside of the formal WIOA network to: (1) educate them on the vast array of services, programs and supports available through the WIOA network in an effort to raise awareness among their customers; and (2) to learn about the available services and supports that exist outside of the WIOA network that could potentially benefit jobseekers, such as health resources, child care services, financial empowerment tools, and library resources.

MD Labor’s DWDAL leads the State WIOA workforce system’s implementation of operational protocols, programs, and practices. The Division is committed to the collaborative implementation of policies and procedures that promote systems improvement, efficient operations within the AJC system, and the expansion of established best practices related to service provision. Maryland is positioning itself to make certain that investments in the State’s workforce system foster an ecosystem of innovation. With a commitment to continuous improvement, Maryland will continue to take a customer-focused approach to workforce development issues to successfully meet both jobseeker and business needs.

Core program activities to implement the State's strategy include:

• MD Labor includes WIOA Partners in policy decision-making meetings as well as shares completed policies with them through the State’s WIOA network email.
• The WIOA partners, at the local and State level, are represented on the Benchmarks of Success committees, working to set the vision for the State and implement it. Most committees meet on a monthly basis.
• The WIOA partners have a shared Benchmarks of Success calendar detailing each partner’s professional development events, so other partners can participate.
• MD Labor has an MOU/RSA policy, and with the assistance of USDOL, developed a fiscal tool that was distributed to all partners in January 2020. DWDAL’s Fiscal Administration Sub-Recipient Financial Handbook outlines the guidelines for partners in terms of sub-awards, monitoring, and system standards.
• Maryland’s WIOA partners have convened on three different occasions thus far to bring together local, state, and federal subject matter experts to break down silos and plan a path forward for the State of Maryland, concerning the implementation of WIOA. Each Convening brought together 150-250 State and local leaders from the workforce system.
• Maryland WIOA partners established the Maryland Apprenticeship Think Tank in January of 2018. The Think Tank is a network of professional organizations committed to expanding apprenticeship opportunities to individuals with disabilities. Through a diverse array of initiatives – research, education, public engagement, and on-the-ground innovation and practice – the Think Tank shares information on emerging trends and opportunities, best practices in apprenticeship and highlight how apprenticeship can break into new industry sectors and serve a more diverse population of VR individuals. Think Tank members consist of a variety of leaders from DORS, including leadership from DORS’ Workforce Training Center, along with MD Labor, Maryland Department of Disabilities, the Community College of Baltimore County, and community program providers such as, the ARC, who are collaborating to secure lasting change in the area of Youth, Pre-Apprenticeship and RA at the State and local level.
• Co-location of services: when possible, partners are encouraged to coordinate services in a shared physical location to enhance customer access. The Upper Shore and Prince George’s County have been leaders on this effort, establishing AJCs and Local Departments of Social Services at the same site.
• Maryland continues to seed opportunities to invest in the co-enrollment of WIOA Title I and Title II participants through the Career Pathways project (mentioned above) in order to fully integrate adult education and training services.
• The State created a new policy on TAA in 2019 and encourages Local Areas to co-enroll Trade participants in WIOA Title I programming, so customers have a full menu of opportunities available to them.
• The State allows partner access to the MWE in order for staff at DORS, DHS (TANF), and DHCD to determine if their customers are enrolled in or should be referred to partner programming.
• Maryland’s State Plan partners are all represented on the GWDB, and thus this serves as the primary entity that drives employer voice in the State’s WIOA programming. Through these connections, partners such as WIOA Title I and Title III interact with businesses to gauge evolving trends, demand, and how to fill critical vacancies. Title II learns of the academic demands related to literacy and numeracy that employers require in their workplaces. Title IV utilizes GWDB connections to further develop opportunities aligned with integrating individuals with varying levels of ability into Maryland’s workforce. And finally, SCSEP, TANF, TAA, DUI, JVSG, and CSBG staff are able to align the training services for jobseekers with the hiring practices/requirements of the State’s business community.