GOAL 1: MARYLAND WILL HAVE A CUTTING EDGE EDUCATION SYSTEM THAT IS SUPPORTIVE OF THE
CHANGING NEEDS OF ITS BUSINESS.
Global competition, advances in technology, and the transformation of the state to a
knowledge-based economy require a new focus on a different standard of performance by the state's
education system. In order for the businesses to survive and thrive in a global economy it is critical
for the educational system to produce students prepared for their next steps as knowledge workers. A
cutting edge education system focuses on a different core of knowledge than it has in the past, with
rigorous relevant curriculum designed to ensure that every student graduates with the necessary skills
to succeed in life and work in the 21st century. Every effort should be made to ensure that students
are prepared for success in both post-secondary education and work.
Maryland continues to rank as first among the states in the percentage of professional and
technical workers and has the second highest concentration of doctoral scientists and engineers in the
workforce. To ensure an ongoing supply of these workers and the state's ability to successfully
compete in a global economy we must support the Maryland State Department of Education's Strategic
Plan to improve achievement for every student by focusing on accelerated academic achievement for all
students; aligning instruction, curriculum, and assessment; ensuring that all schools are safe,
drug-free, and conducive to learning; providing educators with the skills to improve student
achievement; and involving families and communities in their schools. It is very important that steps
be identified and taken to reduce drop out rate and increase high school graduation rate.
For adults, lack of basic education, a high school diploma or English language proficiency can
create great barriers to employment or advancement in the workplace for many Marylanders. Particular
emphasis should be placed on programs that provide the necessary skills to overcome these barriers by
ensuring that every adult requesting assistance is able to obtain the appropriate educational services
necessary to advance their academic skills.
CRITICAL SUCCESS FACTORS:
Increase the graduation rate of high school students.
Ensure the dropout rate (9-12) reflects full 4-year participation in high school.
Increase the rigor and relevance of K-12 programs.
Increase student enrollment and completion rate in Science, Technology, Engineering, and Math
(STEM) K-16 coursework.
Increase the number of qualified teachers in STEM.
Increase the number of students graduating with STEM courses.
Increase the number of students meeting the state's minimum higher education requirements.
Improve career awareness for K-16 students.
Implement an ongoing review of the K-16 education capacity to fulfill business needs.
Establish sufficient capacity and program offerings to meet the education and training needs of adults.
GOAL 2: MARYLAND WILL HAVE A FULLY FUNDED, COMPREHENSIVE STATE WORKFORCE DEVELOPMENT SYSTEM.
No single state agency has sole responsibility for the development of the state's workforce. Many
state agencies have responsibility for preparation, training, and retraining of our workforce to meet
the changing needs of Maryland businesses, and other departments play crucial supporting roles. A
comprehensive system brings all the state resources together to address the business need for
workforce training and development. The needs of business and industry should be the driver of any
redesign of the workforce development system assessing the needs of business and designing programs
and a delivery network that meet those needs.
Through GWIB's industry initiatives process, each industry's workforce needs and challenges
(demand-side) will be identified and will require an appropriate response from the state workforce
development system (supply-side). In many cases the existing capabilities within partner agencies can
be focused to address issues and challenges. In some cases where gaps in services are identified
recommendations for supplemental resources may be requested to address those gaps.
The state's workforce challenges are two-fold: 1.) individuals facing barriers to employment -
often low-skill, low-wage workers - and 2.) the increasing demand for knowledge workers. The
traditional role of the state Workforce Investment Board has been focused primarily on ensuring that
services were provided to assist individuals with barriers to employment. Given the state's low
unemployment rate, many marginally skilled people have found work, but at low-skill, low-wage jobs.
Little or no chance of advancement exists without intervention - typically education and/or training
along with supportive services to help them rise above their challenges. The second part of the state
workforce challenge is the dramatic and rapid change in the state's economy driving the demand for
knowledge workers. Workers continue to face changing work demands that require higher and higher
levels of education. It is critical to the success of Maryland businesses that workers continue to
gain new knowledge, skills and abilities through life long learning.
Maryland, with it strong economy, is fortunate to be experiencing unprecedented growth. This growth
has led to a different set of challenges - addressing potential workforce shortages. In order to
support this continued growth in the state's economy, new designs for the delivery of service need to
be developed based on business needs. Thoughtful consideration on the best delivery of services,
recognizing there may be need for change in the delivery methodology, is the critical first step
before requests for additional funding.
Beyond the Board, the vehicle for coordination and collaboration at the state level is GWIB's
Subcabinet. The Subcabinet brings together nine state departments that make up the system. Members of
the Subcabinet are committed to identify barriers to coordination, develop policies and procedures to
ensure greater coordination and create greater efficiency of services at all levels.
As GWIB has transitioned to a demand-driven focus, the Subcabinet has been instrumental in
supporting that effort. Working in close collaboration with the healthcare steering committee of
GWIB's Center for Industry Initiatives, the Subcabinet has worked to align the supply-side side of the
equation to provide more and better workforce solutions to meet the needs of business. The Subcabinet
is strategically positioned to respond to the needs identified by the other industry steering
committees. In many cases, programs exist that can be utilized to address the issues and concerns
raised by the industry steering committees. The Subcabinet members are in position to assign resources
to address industry challenges. When gaps in services are identified, the Subcabinet can make policy
recommendations to the Board for action.
CRITICAL SUCCESS FACTORS:
Redefine what the various parts of the state workforce development system need to do to meet the
needs of changing needs of business.
Ensure state and other investments are adequate to achieve those goals.
Continue the efforts of the Center for Industry Initiatives as a vehicle to ensure the needs of
business (demand) are assessed and communicated to the state workforce development system (supply).
Inform and educate the administration and the legislature about the workforce development needs of
GOAL 3: MARYLAND'S WORKFORCE DEVELOPMENT SYSTEM WILL BE UNIVERSALLY RECOGNIZED AS KEY TO
HELPING THE STATE'S BUSINESSES GROW AND THRIVE IN A GLOBAL ECONOMY.
While Maryland continues to be touted as a national and international leader for demand-driven
approaches to workforce development, it is critical that we continue to both innovate and implement.
GWIB will continue to provide leadership and technical support to other states and jurisdictions
regarding our business-led workforce development system that is demand-driven, innovative, proactive,
collaborative, and linked with economic development and labor market opportunities.
Another critical role for GWIB is to disseminate information that will contribute to high-quality
workforce development. One strategy to engage the business community and disseminate information is
through a regularly scheduled workforce conference. With the business leaders throughout the state as
the target audience, presentations have been designed to not only identify issues but provide possible
strategies and best practices to address those issues. Future conferences will also include the
release of a periodic state of the workforce report. This report will be THE quantitative and
qualitative description of the state's workforce. It will detail the findings of each industry on the
current state of their workforce and efforts underway to address issues they have identified.
To be truly effective, the state's workforce development system needs to be in the minds of
businesses when they think about recruitment, retraining and retention of its workforce. Many
businesses report little or no awareness of the services available to them to address their workforce
issues. In fact, the state's workforce development system frequently is referred to as the state's
"best kept secret". In order to fulfill its potential it is critical to invest the necessary resources
in the design, development and implementation of a comprehensive marketing plan.
CRITICAL SUCCESS FACTORS:
Increase the recognition of the Governor's Workforce Investment Board (GWIB) as a leader and
innovator of workforce solutions.
The State of the Workforce Report will be seen as Maryland's premier workforce supply/demand
information source for all interested parties and stakeholders.
Develop and fund an integrated marketing/public relations/education campaign customized to each
GOAL 4: MARYLAND WILL HAVE A SIMPLE YET COMPREHENSIVE MEASUREMENT (REPORT CARD) TO EVALUATE
THE SUCCESS OF THE STATE'S WORKFORCE DEVELOPMENT SYSTEM.
The three previous goals will give us direction on what the workforce system must do. Once that is
determined we can measure the outcomes and determine the level of success. A simple yet comprehensive
measure has been an elusive goal over the past years. A performance measurement committee could focus
on changes in the system and better ways to measure success in meeting business workforce demands.
CRITICAL SUCCESS FACTORS:
A periodic survey system will assess the workforce needs of businesses (academic and job readiness)
and business level of satisfaction with the workforce development system.
A measurement system will accurately report the number of job openings in the state on a periodic
basis and our progress in filling those positions (a workforce census).
WORKFORCE DEVELOPMENT PLAN NOMENCLATURE
The vision is a statement of the "future state." That is to say, if the Comprehensive Plan is
effectively implemented, and the goals are met, the vision will become the "current state" at the end
of the planning period.
The mission describes in the broadest terms the purpose, function and direction of the Governor's
Workforce Investment Board. By accomplishing our mission, we will attain our vision.
The goals are the long-term desired results. To the extent feasible goals will be specific and
(1) State agencies that contribute resources to the Governor's Workforce Investment Board to help
ensure its' success.
(2) Those state and local agencies that issue or manage public funds and programs for the Workforce
Business organizations, community based organizations, private colleges, foundations, training
providers, legislators, local elected officials and ultimately every business or citizen in Maryland
with an interest in workforce development.
CRITICAL SUCCESS FACTORS
Critical Success Factors are those actions, activities or results that the Governor's Workforce
Investment Board generally agrees must be accomplished if the goal is to be attained.