Prepared December 2013

 New and innovative $4.5 million State grant program  A paradigm shift -- Industry collaboration with critical and diverse partners to meet changing workforce needs and skills shortages  A new way of creating sustainable employment and careers for working families in Maryland  Targets incumbent workers as well as low and no-skilled workers to eliminate barriers and create responsive career paths 2

 Driven by industry experience and data  Collaborative  Dynamic and nimble; responsive to changing industry needs  Industry-wide, long-term solutions to the development of a skilled and responsive workforce 3

 Typical way of doing business  Customized training for an individual employer  Funding stream to support training and education not grounded in data and experience-driven industry workforce needs 4

 Industry drives the process  Collaboration and partnerships are key 5

Purpose EARN’s Purpose  Advance Skills  Grow the Economy  Sustainable Employment for Working Families  Create a common platform on which collaboration thrives Creation of Industry-Led Partnerships 6

AND a strategic collaboration of  Nonprofits  Two and four-year institutions of higher education  Local Workforce Boards  Industry Associations  Labor Unions  Local Governments  Local and regional economic development entities  philanthropic organizations  community-based organizations  K-12 programs  other training providers and relevant partners Employers in a Target Industry 7

 Led by employers in a regional target industry  Data Driven  Identify common workforce needs for high demand occupations  Identify strategies to meet workforce needs/skills shortages  Tap into recruiting “pipelines” 8

 Evidence of skills shortages & growth  Clarity about target occupations and skills sets  Specifics of training programs for credentials or skills  employment or advancement 9

Under EARN Maryland, Strategic Industry Partnership Plans are the Drivers. 10

Examples:  A plan that recruits deep into communities because of its robust collaboration with a CBO or GED program and focuses on job readiness  A plan that maps ways to reach out to veterans or engages local CTE initiatives  A plan promoting a lasting industry-led partnership that will tackle long-term workforce needs and economic growth opportunities 11

12

13

Click here to Watch the Video Metro Denver Healthcare Partnership 14

Greater Metro Denver Healthcare Partnership, CO Greater Metro Denver Healthcare Partnership, CO  Activities: ◦ Narrowed highest priority need down from 145 different occupations to 4:  Nursing (ADN, RN, BSN)  Laboratory Technologists  Medical Laboratory Technicians  Surgical Technicians ◦ 5 New Education and training pathways to direct employment in middle-skilled, higher wage jobs  Impact: ◦ Exceeded all training and placement goals ◦ Single point of contact for industry ◦ Pooled resources and expertise ◦ Surprise by employers that they shared problems and that solutions better implemented as a group ◦ Regular discussions about HC policy in region and state Challenges: Surging demand for HC services Rapid facility expansion Difficulty filling positions Employers being asked by too many programs, councils, program staff to partner/help Solution: One Greater Metro HC Partnership 7 Major Hospital Systems 8 Educational Institutions 4 Economic Development Orgs 3 Workforce Investment Boards 15

“The Power Generation Skill Panel has effectively met the needs of employers, workers, and the training system through collaboration and focused work on critical issues. By meeting the demand driven skills needs of industry we are all more competitive.” --Bob Guenther, IBEW Local 77 Convened by the Centralia Community College Involves major power generation plants (coal, hydro, and wind), plus major public utilities around the state Key partners are Labor, community colleges, workforce Boards, and industry experts Products include: 17 articulated “skills standards”manuals for key occupations Shared purchase of OJT key curriculum Revised apprenticeship program Creation of hands-on training facility at an un- used nuclear power plant 16

 Problem: Sulphur Springs Valley Electric Cooperative (SSVEC) realized no local pool of skilled line workers  Cost: Recruiting from outside the area expensive, and relocating workers risky  College could not create a program for just one company – no economy of scale  Convener: SSVEC  Corporate partners: SSVEC, Sierra Southwest Cooperative, Apache Nitrogen Products, Southwest Gas, Valley Telecom, Cox Communications  Public partners: Southeast Arizona Workforce Connection, Cochise Community College  Outcomes: ◦ New 1-year Utility Industry Certificate ◦ Industry guest speakers and instructors ◦ Company sponsored, for-credit internships ◦ Shared job fairs across corporate partners ◦ Company-to-company networking formerly non-existent “Getting approached by a peer company was a breath of fresh air, someone who is actually a competitor. The resulting utility program and certificate would not have happened without that outreach. And there’s so much more to do.” – Elaine Babcock, HR Manager, Southwest Gas 17

18

19

◦ Webinars - Ready to View ◦ Tools for Building Partnerships ◦ Best Practices from Other States ◦ FAQs ◦ Important Dates ◦ How to Apply 20

"Building Strategic Industry Partnerships" Three Part Webinar Series Webinar 1 Industry Partnerships 101: What, Why, How and Impact Webinar 2 Industry Data: How to Identify (or Confirm) Your Target Industry Webinar 3 Mobilizing Your Partnership All EARN Maryland Webinars are archived for viewing and downloading at 21

 January 2014 – Solicitation for Implementation Grant (IG) Proposals Released  March 31, 2014 – IG Proposals Due  May 2014 – Implementation Awards Announced  June 2014 – Funding Begins 22

For specific questions, please contact: Amy Fusting Special Assistant, DLLR Office of the Secretary Check our website for updated information: 23