Training and Readiness
DEFINITION/DESCRIPTION
In a city where 75% of adults lack a college degree, job readiness is critical in promoting the economic well being of the city’s low-skilled adult population. Launching workforce development strategies, which offer a larger menu of pathways into family supporting careers, can increase access to employment and economic opportunity. A focus on meeting people where they are, particularly people facing multiple barriers to employment such as youth, immigrants, and those with criminal records, must be a priority. In order to ensure training programs teach relevant
skills in relatable ways, the emphasis should be placed on engaging employers and participants in the creation of new programs.
CURRENT STATUS
The City offers customized and on the job training programs as well as apprenticeships, digital learning labs and GED classes. A number of nonprofits offer training and readiness programs. Civic Works’ Baltimore Center for Green Careers uses a three-part model of workforce development, social enterprise and high-road business development for building up an inclusive and equitable green economy. Humanim provides career training, job placement and job support services. Services
are designed to equip people with the skills to achieve greater financial ndependence and long-term success. Humanim partners with the Hopkins Local Initiative to place job seekers into positions at Johns Hopkins institutions. Jobs Opportunities Task Force (JOTF) supports public policy initiatives and budget decisions, including increased investment in adult education and training, expanding the Earned Income Credit, reducing barriers to work for ex-offenders, and unemployment insurance reform.
EQUITY INDICATORS
Economic inequality is unsustainable. The people most impacted by workforce development programs are without adequate skills for available jobs or have barriers to employment. In order to ensure programs improve employment outcomes for these individuals, participants and employers must work together to develop a sustainable model for program development and implementation. Additional emphasis should be placed on programs designed to connect returning citizens to job opportunities and wraparound services within short time frames.
STRATEGIES
1. Demonstrate improvements in workforce training outcomes for participants and increased educational attainment opportunities
Action 1 - Support expansion of vocational training programs for high school and college-aged residents and add more satellite-training sites.
Action 2 - Provide training and support services tailored to the needs of the local workforce
Action 3 - Include program participants in the development, evaluation, and adjustment of training programs
Action 4 - Produce an annual report that tracks workforce readiness performance measures, and reliesheavily on participant and employer feedback.
2. Reduce barriers to employment
Action 1 – Eliminate policies, practices and institutional cultures that promote and support structural racism
Action 2 – Improve the availability of transportation between low-income neighborhoods and job centers
Action 3 – Increase availability, awareness and completion of Adult Basic Education and GED preparation courses
3. Increase job placement and retention in training program participants over time Action 1 – Align economic development policies with workforce programs
Action 2 – Require local government contractors and entities receiving financial assistance to hire city residents
Action 3 – Create incentives for businesses to hire from training programs
METRICS FOR SUCCESS
Strategy 1: Demonstrate increase in program participation ad satisfaction over time
Strategy 2: Demonstrate increase in the number of vocational training certifications and degrees awarded by post-secondary educational institutions
Strategy 3: Demonstrate increase in program participants placed in and retaining jobs for more than one year