1. Recommendations for Building a Healthcare Career Pipeline in Baltimore Phyllis Snyder, Regional Vice-President Council for Adult and Experiential Learning

2. CAEL’S Work with the Coalition Interviewed key members of the coalition, including hospital administrators, educators, staff of the Workforce Investment Board and the Empower Baltimore Management Corporation Looked at how the issues facing Baltimore have been addressed in other cities and provided examples of recruitment and training models

3. Determine Workforce needs  A committee of the coalition is currently assessing hospital needs, but the next step is to include regional forecast and long term labor market predictions Build a pipeline of future workers and conduct outreach to city schools  Baltimore City schools: Patterson Edmonson New/Old Dunbar Harbor City Douglas  Potential partnership with: MOED, EBMC, MCAT  A healthcare specific one stop could facilitate the building of a pipeline Build a pipeline of incumbent workers  Programs like STEP have facilitated this process  Johns Hopkins’s LINC program (only for nurses)  Enhance available information about internal opportunities and educational providers Enhance intake and assessment process Develop criteria for incumbent employees to enter training program Internal externships Problem-Solving and communication skills Target specific population groups such as transitioning military personnel Develop broader range of training programs  Flexible models in terms of hours and location  Address basic skills and job readiness  Offer a range of teaching modalities  Distance learning  Classroom  Include support services  Provide mentors where appropriate Consider Apprenticeship Approach  Combine work and learning  Improve advancement opportunities with ongoing skill development  Offers additional credential Capture data that can be used for measurement of return on investment in learning.  In addition to collecting data about workforce needs, the coalition could work to track return on investment

4. Determine Workforce needs  A committee of the coalition is currently assessing hospital needs, but the next step is to include regional forecast and long term labor market predictions

5. Build a pipeline of future workers and conduct outreach to city schools  Baltimore City schools: Patterson Edmonson New/Old Dunbar Harbor City Douglas  Potential partnership with: MOED, EBMC, MCAT  A healthcare specific one stop could facilitate the building of a pipeline

6. Build a pipeline of incumbent workers  Programs like STEP have facilitated this process  Johns Hopkins’s LINC program (only for nurses)  Enhance available information about internal opportunities and educational providers

7. Enhance intake and assessment process  Consolidate job listings  Convey accurate job information  Assess candidates’ readiness, competencies and skill level  Offer remediation where necessary  Target specific population groups, such as transitioning military personnel

8. Develop broader range of training programs  Flexible models in terms of hours and location  Address basic skills and job readiness  Offer a range of teaching modalities  Distance learning  Classroom  Include support services  Provide mentors where appropriate

9. Consider Apprenticeship Approach  Combine work and learning  Improve advancement opportunities with ongoing skill development  Offers additional credential

10. Capture data that can be used for measurement of return on investment in learning.  In addition to collecting data about workforce needs, the coalition could work to track return on investment

11. Develop plans for a center devoted to outreach for healthcare careers Provide more flexible learning options for students entering healthcare careers in high school Provide tools for measuring return on investment (ROI) Target sources of funding appropriate for the goals of the Coalition Next Steps