Recommendations for Building a

Healthcare Career Pipeline in Baltimore

Phyllis Snyder, Regional Vice-President

Council for Adult and Experiential Learning

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

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 schoolsBaltimore City schools:PattersonEdmonsonNew/Old DunbarHarbor CityDouglasPotential partnership with:MOED, EBMC, MCATA healthcare specific one stop could facilitate the building of a pipeline

Build a pipeline of incumbent workersPrograms like STEP have facilitated this processJohns Hopkins’s LINC program (only for nurses)Enhance available information about internal opportunities and educational providers

Enhance intake and assessment processDevelop criteria for incumbent employees to enter training programInternal externshipsProblem-Solving and communication skillsTarget specific population groups such as transitioning military personnel

Develop broader range of training programsFlexible models in terms of hours and locationAddress basic skills and job readinessOffer a range of teaching modalitiesDistance learningClassroomInclude support servicesProvide mentors where appropriate

Consider Apprenticeship ApproachCombine work and learningImprove advancement opportunities with ongoing skill developmentOffers 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

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 schoolsBaltimore City schools:

PattersonEdmonsonNew/Old DunbarHarbor CityDouglas

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 Consolidate job listings Convey accurate job

information Assess candidates’ readiness,

competencies and skill levelOffer remediation where

necessaryTarget specific population

groups, such as transitioning military personnel

Develop broader range of

training programsFlexible models in terms of

hours and locationAddress basic skills and job

readinessOffer a range of teaching

modalities Distance learning Classroom

Include support servicesProvide mentors where

appropriate

Consider Apprenticeship Approach

Combine work and learningImprove 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

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