WIOA State Plan Common Elements

(c) State Strategy. The Unified or Combined State Plan must include the State's strategies to achieve its strategic vision and goals. These strategies must take into account the State’s economic, workforce, and workforce development, education and training activities and analysis provided in Section (a) above. Include discussion of specific strategies to address the needs of populations provided in Section (a).

(1) Describe the strategies the State will implement, including industry or sector partnerships related to in-demand industry sectors and occupations and career pathways, as required by WIOA section 101(d)(3)(B), (D). “Career pathway” is defined at WIOA section 3(7). “In-demand industry sector or occupation” is defined at WIOA section 3(23).

Businesses serve as partners to the workforce system by providing input regarding in-demand training needs, and policy guidance for the system to ensure that initiatives are driven by industry demands. As businesses change and adapt to labor markets, a workforce development system that successfully partners with business must also evolve to ensure that jobseekers receive proper training and opportunities for in-demand careers.

Maryland is committed to meeting the needs of its business community while also providing jobseekers with career pathways in in-demand sectors through making strategic investments in: (1) EARN Maryland; (2) RA; and (3) career pathway initiatives. The following provides details on the specific financial and technical assistance investments Maryland plans to make. 

Employment Advancement Right Now (EARN) Maryland

Employment Advancement Right Now (EARN) Maryland is the State’s nationally-recognized, sector-based workforce program. The program, which is overseen by MD Labor, is industry-led, designed to address business workforce needs by focusing on industry sector strategies that produce long-term solutions to sustained skills gaps and personnel shortages. The success of the program is seeded in collaboration among a diverse group of partners, including employer and industry partners, nonprofit and community-based organizations, and workforce, economic development, and education partners. Based upon employer-identified training needs, Strategic Industry Partnerships provide education and skills training to unemployed and underemployed Marylanders, including support for individuals with specific barriers to employment. EARN also provides career advancement strategies for incumbent workers.

Since the program began in 2014, EARN has been recognized as a national best practice for its innovation and implementation of sector strategies. In 2015 and 2016, the National Skills Coalition and Urban Institute praised EARN as a leader in industry-led workforce initiatives. In 2017, EARN was highlighted at the National Conference for State Legislatures as a model to be emulated. In 2018, EARN was named one of the Top 25 programs in Harvard’s 2018 Innovations in American Government Award competition, which highlights exemplary models of government innovation.

EARN focuses on three distinct subsets of the workforce: unemployed, underemployed, and incumbent workers. Regardless of industry and region of the State, employers identify a similar challenge around recruiting candidates with the appropriate skill sets for employment. As of October 2019, over 7,400 incumbent workers have participated in training, earning a new skill, certification or credential.
As a result of their participation in EARN, employers have a steady pipeline of candidates with relevant skills to consider for hire, thus decreasing screening, interviewing, and training costs and reducing worker turnover.

Recognizing the success of the program, Governor Hogan has more than doubled the appropriation for EARN since 2015. Specifically, $3 million annually has been earmarked in Fiscal Years (FY) 2018, 2019, and 2020 to promote training in Cyber and Information Technology. Additionally, $1 million annually for FY 2018, 2019, and 2020 was allocated for green jobs training. While this funding will sunset in 2020, EARN will receive funding through the Clean Energy Jobs Act (CEJA) beginning in FY 2021. Passed during the 2019 Legislative Session, the CEJA will provide $8 million to the Department of Labor to support clean energy job development utilizing Pre-Apprenticeships and RAs. Finally, in FY 2020, $500,000 was earmarked to benefit employers and residents in and around the State’s 149 Opportunity Zones. These key investments by Governor Hogan will allow a larger number of employers to benefit from this industry-driven program, and ensure a more highly-skilled workforce.

The WIOA Partners are committed to looking for opportunities to expand, promote, and raise awareness about this industry-driven model.

Registered Apprenticeship (RA)

Maryland continues to focus its efforts on RA expansion. The State’s goal is to fully align RAs with the Maryland workforce system to provide Maryland’s businesses with a sustainable employment pipeline in both traditional and non-traditional industry sectors. To effectively expand RA, Maryland remains focused on expanding capacity by: (1) increasing staffing and infrastructure; (2) strategically conducting outreach and education with stakeholders, including the business community and the WIOA Partners; and (3) advancing innovative practices.

To strengthen the infrastructure, in October 2016, the Maryland Apprenticeship and Training Program was transferred to the DWDAL with the enactment of 2016 Chapter 343 - Planned Apprenticeship Standards and OJT Activities - Revisions. Also in 2016, the United States Department of Labor awarded MD Labor $2.2 million to accelerate and expand RA opportunities within the State. As a result, Maryland is seeing tremendous overall growth both in skilled trades-based RAs as well as non-traditional areas, such as health care and information technology.

Using USDOL grant funding, MD Labor established its “Apprenticeship Innovation Fund” to invest in programs that support and enhance RA expansion strategies, particularly for vulnerable populations, youth, and dislocated workers. Through this fund, the Department has dedicated over $1.1M since 2017 (initial funding of approximately $612,000 and continuation funding of approximately $518,000) to award competitive grants to applications, so that they may implement new and promising ideas or adapt proven strategies, at the systems or service delivery level, to expand the reach of RA programs in Maryland. Maryland will remain focused on supporting its business community and jobseekers with this proven earn-and-learn model.

Following the success of its initial USDOL award, MD Labor received a new RA State Expansion Grant in 2019 totaling $2,854,797.39. With this new funding, Maryland will continue to grow the capacity of RA by implementing six strategies:

1. Related Instruction Reimbursement Program: Grant program available to RA sponsors or participating/signatory employers with a RA sponsor to cover the actual cost of Related Instruction, up to $3,000 per new Registered Apprentice in their first year of a RA.
2. Apprenticeship Innovation Fund (AIF) 2.0: Competitive grant program that awards up to $250,000 to up to seven separate entities to develop and scale larger RA programs.
3. Infusion of Additional Leveraged Staffing Resources: Cross-training and collaboration between MD Labor’s Apprenticeship and Training Program and Business Solutions Unit to increase the State’s capacity to conduct outreach, develop RA programs, design curriculum, and to provide more in depth business services. MD Labor will leverage existing funding streams and staff to implement this strategy.
4. Apprenticeship Roundtables: Quarterly discussion sessions, targeting a variety of industry sectors and geographic areas, in order to stimulate future RA growth opportunities.
5. Youth Apprenticeship and School-to-Apprenticeship on-Ramps to RA: Building upon the existing AMP, the State’s Youth Apprenticeship initiative to help employers become their own RA program Sponsors (or alternatively, become a participating employer with a Group Joint or Group Non Joint sponsor) and dually register youth apprentices as RAs. MD Labor will work with RA sponsors to expand the School-to-Apprenticeship model based on pilot success.
6. Prison-to-Apprenticeship on-Ramp to RA: Creating pathways and connecting correctional education occupational programming to RA sponsors, providing incarcerated individuals with a minimum of one year of Related Instruction approved by a RA program Sponsor. The Related Instruction will incorporate work in prison, on work release or through intensive labs as available.  The inmates will be registered as apprentices prior to release in order to help facilitate a more seamless connection to new employment.

Career Pathway Investments

Maryland continues to prioritize support for career pathway initiatives by providing technical assistance and funding. A strong career pathway system will ensure Maryland’s job seekers are offered education and skills training along with the necessary credentials to meet industry demands.

Between 2017 and 2019, MD Labor committed $1.5M of Maryland’s WIOA Set Aside funding to supporting Local Areas and adult education providers in implementing career pathway demonstration projects that increase training and employment opportunities for Marylanders who do not yet possess high school diplomas or those who are not yet proficient in English. Through this initiative, the Department has funded three rounds of demonstration projects that pilot interventions involving proven strategies, such as pre-apprenticeship training, English Language Acquisition, distance learning, bridge programming, pathways to employment for out-of-school youth, and more.

Literacy, numeracy, and English language requirements often make it challenging for adult learners to access occupational training opportunities. Historically, educational prerequisites have prevented adult learners from enrolling in job preparation courses due to requirements related to minimum levels of academic proficiency or achievement of a high school diploma. The career pathways developed through this funding will create integrated education and training opportunities that ensure accelerated access to industry credentials and work opportunities for adult learners

Maryland will continue to actively pursue opportunities to further build capacity for sustainable career pathways throughout the State. By investing in career pathways, the state’s local workforce agencies and partners will strengthen the link between adult education, workforce training, and businesses.

(2) Describe the strategies the State will use to align the core programs, any Combined State Plan partner programs included in this Plan, required and optional AJC partner programs, and any other resources available to the State to achieve fully integrated customer services consistent with the strategic vision and goals described above. Also describe strategies to strengthen workforce development activities in regard to weaknesses identified in section II(a)(2).

In order for the Plan to succeed, leadership from the WIOA Partners must ensure that the programs they administer adapt and effectively integrate to ensure seamless delivery of services for the workforce system’s collective customers. This requires a greater level of communication between the WIOA Partners, as well as a communication throughout the system. The constituent programs within Maryland’s workforce system must be aligned to provide businesses and jobseekers with the best possible service.

Maryland’s WIOA Alignment Group

In 2015, the WIOA Partners established a WIOA Alignment Group to ensure a smooth transition into WIOA. To date, the Alignment Group has been critical to Maryland’s successful implementation of the WIOA State Plan. Therefore, the Alignment Group continues to meet monthly and serves as a forum for the WIOA Partners to collaboratively approach the challenges of WIOA implementation.

The Alignment Group will include leadership from the key programs represented in the Maryland State Plan. At a minimum, the Alignment Group will be comprised of the following: 

• At least one representative of the GWDB;
• At least one representative from the Maryland MD Labor’s DWDAL (including TAA);
• At least one representative from the Maryland MD Labor’s DUI;
• At least one representative from the Maryland DHS’ FIA;
• At least one representative from the MSDE’s DORS;
• At least two Local Board representatives;
• At least one local representative from the DORS;
• At least one local representative of a WIOA Title II adult education service provider;
• At least one representative from a LDSS; and
• At least one representative from the DHCD.

All of Maryland’s WIOA Core Partners are represented on the WIOA Alignment Group, including the TAA program which is represented by DWDAL’s Director or Workforce Development who oversees it. Together this body works to integrate services among shared customers. Evidence of integration efforts is evidenced by, but not limited to, the following examples:

• 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; and
• 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.

The Alignment Group will continue to receive strategic direction from the GWDB along with the Benchmarks of Success Executive Steering Committee. The Alignment Group will, in turn, provide key oversight to ensure the successful, collaborative implementation of the Maryland WIOA State Plan and to facilitate system-wide adoption and implementation of the Benchmarks of Success initiative.

When developing and/or revising the WIOA State Plan, the WIOA Alignment Group should review membership to ensure the Group maintains appropriate levels of representation. The Group should further ensure that Maryland’s WIOA Work Groups exist to support the execution of the vision and goals outlined in this State Plan.

The MD Labor’s DWDAL should ensure that the Alignment Group has the appropriate level of staff support to function effectively.  It is important to note, however, that the Group is intended to serve as a collaborative, joint decision-making body where no one agency or individual has sole authority or ownership. 

Communications

For Maryland to achieve its goal of strengthening and enhancing the effectiveness and efficiency of the State’s workforce system, it is paramount that the WIOA Partners prioritize clear, consistent communication between partners. 

Recognizing the importance of a clear communication strategy, the WIOA Partners are committed to regularly:

• Support transparency about progress in implementing the WIOA State Plan;
• Leverage technology to communicate en masse about important initiatives, policies and other updates via the WIOA distribution list (Anyone can sign up here: https://public.govdelivery.com/accounts/MDDLLR/subscriber/new?qsp=MDDLLR_3);
• Offer cross-agency technical assistance and professional development events; including in-person statewide WIOA Convenings;
• Educate stakeholders internal and external to the State’s workforce system on the Benchmarks of Success initiative that includes:
  • The identification of internal stakeholders in the State’s workforce development system as well as the external stakeholders who use and benefit from system services;
  • Clear value statements that are relevant for each of the targeted stakeholder groups;
  • Individualized communication strategies that are designed to be effective in reaching specific target audiences;
• Leverage social media to conduct effective outreach and to reinforce messages;
• Promoting WIOA Partner initiatives, events and services, as appropriate;
• Embrace the “AJC” common identifier and invest in branding efforts to ensure that consistent messaging exists across the State and to increase Marylanders’ familiarity with the services available through the WIOA network;
• Develop and refine outreach materials targeted at jobseekers and businesses; and
• Identify and implement strategies that will enhance and continuously improve communications internal and external to the WIOA Partners.

Maryland WIOA Workgroups

To support the successful implementation and adoption of the Benchmarks of Success initiative, Maryland utilizes the following Work Groups (in addition to the Executive Steering Committee and the WIOA Alignment Group):

• Communications – To promote the Benchmarks of Success initiative and to educate Maryland’s workforce system on the value, implementation, and outcomes of the initiative;
• Policy – to identify opportunities to support the implementation of the Benchmarks of Success via policy change;
• Data and Dashboard – To create a sustainable system that supports Local Areas in using the Benchmarks of Success to continuously improve the quality of their service delivery;
• Professional Development & Technical Assistance – To produce, disseminate, and facilitate professional development and technical assistance programming that supports Maryland’s WIOA partners in what the Benchmarks of Success are and how they can be used to drive continuous improvement.

Jobseeker Voice

Maryland’s customer–centric approach requires that the WIOA partners continue to meet the needs of jobseekers and businesses who utilize the services of the WIOA system. As GWDB continues to ensure that businesses are proactively engaged and that the voice of business is represented, the WIOA partners are also dedicated to including jobseekers in decision making. This effort will engage jobseekers throughout the state in an effort to better understand the barriers they face in securing employment. Local Areas are required to speak to how they will ensure that jobseekers have a role or voice in the board’s decision making processes and in informing the services that the Local Area provides (e.g. forming a jobseeker advisory group). As Maryland’s system continues to dedicate its efforts to those with barriers to employment, this effort will ensure that the WIOA partners are continually aware of the barriers faced by jobseekers and workers in securing and maintaining stable employment, and earning a family–supporting wage. Engagement of jobseekers will allow the WIOA partners to further develop an understanding of how processes could be streamlined from a customer’s point of view. Jobseekers could also help improve the reemployment efforts, Rapid Response, and other programs provided at the AJCs throughout the state by providing first–hand information on how these programs can help jobseekers overcome the barriers they face in order to become re– employed quickly.