Adult, Dislocated Worker, and Youth Activities

(1) Work-based Training Models. If the State is utilizing work-based training models (e.g. on-the-job training, incumbent worker training, transitional jobs, and customized training) as part of its training strategy and these strategies are not already discussed in other sections of the plan, describe the State’s strategies for how these models ensure high quality training for both the participant and the employer.

EARN

EARN is a state-funded, competitive workforce program that is industry-led and regional in focus. The program’s flexible and innovative design ensures that Maryland’s businesses have the talent they need to compete and grow, while providing targeted education and skills training to Maryland jobseekers. EARN is comprised of Strategic Industry Partnerships (SIPs) that represent a variety of industries, including healthcare, manufacturing, construction, and biotechnology.

While traditional workforce programs often look to training entities or higher education to determine training needs and develop curriculum, EARN’s innovative model tasks business and industry partners with designing the programs. At a higher level, employers are challenged to look both within and beyond their individual organization, to identify the specific skill needs for their workforce as well as the broader range of skills needed within their industry sector.

Employers and industry partners are encouraged to analyze the diverse evolving needs within their industry, too, such as training needs associated with keeping pace with increasingly sophisticated technology, and the shifting demographics caused by retirements, etc. By anticipating the changing landscape of training needs, curriculum can be designed flexibly to perform over time as an effective workforce solution.

During the development of training, employer and industry partners are consulted to determine which training strategies and techniques will be most effective in training for the skill sets they need in workers. For instance, some employers indicate that in order to truly master certain skills, on-the-job learning experiences, rather than classroom training, or some combination of both, are ideal. Because employers are the experts on what makes a competent employee, they are experienced in identifying the correct training techniques to ensure success of skill formation.

Finally, employers are required to participate in training. This occurs in a variety of ways, including teaching specific courses, observing training, and mentoring trainees. This level of participation not only allows employers to ensure the training meets their vision, but also gives employers exposure to potential employment candidates.

Soft skills are frequently rated by EARN employers as being equal in importance with specific occupational or technical skills. To address the soft skills issue, EARN partnerships participate in identifying which soft skills are critical to success in the industry. Soft skills training is implemented in the classroom and modeled in on-the-job work experiences. Some partnerships utilize a simulated work environment throughout training that requires trainees to clock in and out and practice leadership techniques on newer trainees. Essentially, trainees are required to prove that they are able to meet employer standards and that they are adequately prepared for employment.

Because EARN employers and industry partners are involved in training throughout the entire process, they play a key role in quality control. Employers are encouraged to provide feedback on training curriculum and implementation during quarterly partnership meetings throughout their participation in the program. And because the EARN program is flexible, changes to curriculum and/or training implementation can be made based on employer feedback. Upon the completion of entry-level training, employers will ideally interview successful candidates who have gone through training designed according to their standards.

EARN trainees often have significant barriers to employment, including criminal backgrounds, low levels of literacy, lack of transportation, and disadvantaged backgrounds. Each industry partnership operating an EARN grant must include at least two “diverse partners,” with experience in barrier removal. Partnerships targeting underserved groups must focus on the whole person when developing a training plan. An EARN trainee may have a wide array of technical skills and strong soft skills, but without transportation to get to work on time, their retention will not be high. To provide holistic services, partners work individually with trainees to ensure all barriers to employment are removed before entering the workforce, maximizing the odds for success. Examples of barrier removal services provided to EARN trainees include record expungement, bus tokens or a vehicle, providing bridge instruction in math and reading, GED^® courses and stipends for training.

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. Additionally, at the request of the National Skills Coalition, EARN staff provided technical assistance to states seeking to emulate this national best practice. 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 has received these accolades because the program works. As of October 2019, 5,422 unemployed and underemployed participants completed entry-level training programs. Of those, 4,558 (84 percent) obtained employment. As of October 2019, over 7,400 incumbent workers participated in training, earning a new skill, certification or credential.

EARN, Going Forward

Recognizing the success of the program, Governor Hogan has more than doubled the appropriation for EARN since taking office in 2015. Specifically, $3 million annually has been earmarked in FY 2018, 2019, and 2020 to promote training in Cyber and Information Technology. Additionally, $1 million annually in 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 MD Labor to support clean energy job development utilizing Pre-Apprenticeships and RAs. Finally, in FY 20, $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.

By supporting company efforts to update skills for new processes and equipment, there is an opportunity for business services to educate businesses not currently involved with EARN on both entry-level and incumbent worker training efforts, where appropriate. Both MD Labor and Commerce have previously invested in matching grant programs directed to businesses. These investments in Maryland’s businesses provided customized training solutions for individual companies with unique or proprietary technical skill requirements.

Much has been learned through the implementation of EARN to date, but there are new ideas to explore and further develop to better serve businesses and jobseekers.

Areas for future exploration:

1. Developing an approach for industry-lead programs to target special populations such as those served by DORS, TANF, etc. - The interplay between industry-led partnerships and provision of services to targeted populations is one that some grantees have undertaken. Maryland looks forward to learning from their experiences.
2. Bringing programs such as EARN to scale - EARN has been successful and has involved more than 1,000 business and industry partners. However, Maryland has approximately 10,000 businesses. The effort to involve a larger number of businesses in industry-led partnerships, leading to training, and the creation and use of career pathways, is a challenge that EARN can help to address by providing lessons learned.
3. Outline strategies to increase work-based learning experiences such as paid internships and RAs that provide jobseekers with the skills and credentials necessary to secure employment and advance in their jobs with family sustaining wages and benefits by building new sector partnerships and strengthening existing partnerships - EARN will serve as the starting point for this, as some SIPs are providing work-based learning experiences. Maryland look forward to building on lessons learned.
4. Tying business services with EARN - Maryland is committed to creating a business-focused delivery system for workforce needs. In a business-focused system, customized training can be used to meet the special requirements of an employer or group of employers, conducted with a commitment by the employer to employ all individuals upon successful completion of training. Some EARN Partnerships are providing incumbent worker training that meet an employer’s specialized needs. Under WIOA, incumbent worker training is an allowable cost, so the partners will review best practices from these training initiatives. The WIOA Partners collaborate with the business to identify eligible program participants and potential sources of training funds.
5. Identification and delivery of industry recognized credentials through industry-led partnerships.

Maryland Business Works

 Maryland Business Works is Maryland’s incumbent worker training program. It is available to all businesses seeking to upskill their current workforce. Local Boards also can utilize funds for incumbent worker training programs and continue to leverage State and local grants to meet the needs of business. In Maryland, navigators have leveraged use of Title I funds, Maryland Business Works funds, and Registered Apprenticeship tax credits to assist businesses reduce costs of creating work and learn programs by blending each funding opportunity to assist the business offset their costs.

Registered Apprenticeship and Youth Apprenticeship

Maryland’s expanding youth apprenticeship programming further demonstrates the State’s commitment to high quality work-based training opportunities for both participants and employers.

Youth apprenticeship gives business the unique opportunity to train, influence, and shape high school students into top-performing employees who are invested in their business. The program requires that eligible employers hire Apprenticeship Maryland Program (the State’s youth apprenticeship initiative) participants in eligible career track occupations related to in-demand industries including manufacturing, science, technology, engineering and math (STEM), and provide paid compensation thus creating an “earn and learn” opportunity.

Registered Apprenticeships are opportunities where workers “earn and learn.” While working on the job, employees receive one-on-one full-time training from a skilled craftsperson as well as related classroom instruction. An apprentice is “sponsored” by an employer or association and is paid according to a progressive pay scale.

In both youth and Registered Apprenticeships, Maryland’s business and apprenticeship navigators work with Local Areas, employers, and school systems to connect interested job seekers and students to high performing apprenticeships. Using “boots on the ground” visits, navigators promote the work and learn properties of Registered Apprenticeship to build relationships with businesses for future programs, as well as referrals for employment.

Continuous work with Local Areas to educate staff on the value of apprenticeships as a workforce tool builds additional partnerships as well as pipelines to fund related instruction and OJT using Title I funding for those eligible under Title I youth, adult, and dislocated worker programs.

Maryland will further ensure that at least 20 percent of youth formula funds at the local level are used on work-based training activities such as summer jobs, OJT, and apprenticeship for in school and out of school youth. Local Boards must further utilize WIOA funds in support of the business focused system. Local Boards must identify locally defined priority industries, and develop and provide appropriate services based upon input received from employers and other key partners. Apprenticeships, OJT, incumbent worker training, and individual training accounts can be used to provide business-driven training.