“Baltimore’s Workforce System at Work” A Report prepared for the B W I B by the Workforce System Effectiveness Committee (March 2004)

Objectives of the Report 1.Provide an overview of “One-Stop Career Center Network” structure, services, customers, performance (not including other parts of the workforce system, and other individuals). 2.Be a primer for new/prospective Board members. 3.Report progress with WSEC studies previewed at June 2003 BWIB meeting. 4.Make findings-based recommendations for Board consideration.

Projects previewed in June Customer flow/process mapping study 2.Client cohort outcomes and employer characteristics 3.Return on investment pilot 4.Performance support plans for intensive services contractees 5.Private sector performance practices 6. Comparable cities benchmarking project 7. Responses to extreme fiscal stress 8. Role of temporary help supply/staffing industry 9. Identification of employer needs 10.‘State of the Workforce System Report’

Report structure 1. The workforce landscape -unemployment, projections, review of existing work 2. Local One-Stop Career Network at work -role of the Board; system and services; client flow and demographics; employer analysis; comparable city benchmarking; training investment analysis (cost- effectiveness and ROI) 3. Future opportunities - strategies, sector/cluster-based approaches, develop more training funds, modern performance measurement /management system.

Teaser detailed findings (1) manufacturing provided 20% of all jobs in the City in 1970, but only 8% today; health, education, social services are now over one quarter of all jobs (second only to Boston); these new opportunities require higher training/educational preparation to participate; 132,000 adults over age 25 lack post-secondary qualification (2000 Census);

Teaser detailed findings (2) City’s unemployment rate has fluctuated between 7.2% and 9% in last 3 years: Dec ’03 was 7.8%, compared to 4.7% for Greater Balt. metro area; over 22,700 unemployed job-seekers in City; One-Stop Career Center Network served 21,361 adult job-seekers (100% received self-service core services) and 1,260 youth in first 18 months; snapshot tally of over 4,000 formally registered adults: 35% in staff- assisted core, 51% in intensive, 14% in training; 2,231 employers served in the first year, hiring 6,055 job-seekers;

Teaser detailed findings (3) Analysis of sample of 216 trainees showed before/after wage gain of $2.20 for every $1 invested in their training ($3.55 for “customized training”, $1.49 for “ITA- funded”) (see chart); Return on taxpayer’s investment in their training is positive by end of year 2 after customized training, and by end of year 3 after ITA-funded training: hence retention over time is key (see chart);

Main findings 1. One-Stop Career Network part of system is performing well by federal standards and in comparison to peer areas, but a more relevant, informative, and timely local measurement system could be constructed. 2. We do not know what is happening outside this part of the system. 3. Scale of skills uplift required is the challenge. 4. Training pays off for individuals and public, but significantly more funds without WIA strings are necessary to meet the need fully.

Main recommendations 1. Expand opportunities in high-growth target industries to a larger sector/cluster, creating entry/attachment points for low- skilled. 2. Greatly increase skills training through significant additional sources of funds. 3. Institute a modern local performance measurement system.

Questions for the future 1. What goes on “outside” the One-Stop Career Center Network? 2. Are there individuals seeking training who cannot get any? 3. How do we fund training at a larger scale and more creatively, especially for the lowest-skilled?

What WSEC wants from the full Board 1.Review report, and comment back to by April 2. 2.Consider results in your future strategic planning. 3.Which other forums should we share this with? 4.Which other questions would you like us to consider over the coming year?