1. Leah A. Coleman-Alexander 1
NPSE Internship Spring 2014
Internship Research Paper
May 16, 2014
Internship Research Paper
Introduction
Public-private nonprofit partnerships are the new form of governance which
emphasizes collaboration rather than competition between the public and private sectors.
Public-private partnerships are defined as the “process by which organizations with a
stake in a problem seek a mutually determined solution pursuing objectives they could
not achieve working alone” (Gazley and Brudney 2007). The relationship is not simply
contractual but it requires shared power and specific common goals. The collaboration is
a very involved partnership with mutual planning, management, unified goals, equal
investments, and pooled resources. The collaborators must also share liability and risk.
Public-private partnerships are considered privatization but the term creates a
certain amount of confusion since the word “privatization” is often used without clear
definition. According to the article “The Purpose (and Perils) of Government-Nonprofit
Partnerships”, government partnerships are described as the following;
 there are two or more partners and one is public
 each partner can negotiate on its behalf
 the relationship is long lasting

2. 2
 each party contributes either through resources or sharing or authority
 all parties share responsibility for outcomes
Privatization can create a series of challenges. The use of PPP’s (public-private
partnerships or P3’s) may cause mission drift, difficulty holding partners accountable,
and the loss of control over the partnership. Public entities may have great difficulty
holding private partners to the standards of public governance boards. However, P3’s are
also associated with an increased ability to work synergistically to achieve their common
goals.
Partnership is cost-effective; saving organizational costs, improving institutional
learning, resulting in a higher quality outcome (Gazley and Brudney 2007). P3’s often
result in increased competitive advantage, reduced liability, and opens the potential for
increased market share. For non-profits partnership can improve services, creating more
secure community connections. For public agencies, privatization can create more public
accountability because non-profits have strategic community alliances that enhance the
capacity of government to achieve its goals. Donors perceive P3’s as beneficial and may
enhance a non-profit’s ability to fundraise. Public-private partnership may even be a
requirement for some organizations to receive funds.
The Mayor’s Office for Employment Development
The Mayor’s Office of Employment Development (MOED) is a public-private
partnership between MOED (Baltimore City), DLLR, DSS, Veterans Affairs, AFL-CIO
and several other partner organizations. It is a workforce development program that
manages and guides workforce development initiatives in response to the needs of

3. 3
Baltimore City employers and job seekers in order to reinforce and stimulate the local
economy. The vision for MOED is that every resident can reach his or her full career
potential and that all employers have the human resources to grow and prosper.
MOED provides city residents with tailored job search resources to aid in
reaching specific career goals. Because job seekers derive from varied backgrounds with
a multitude of occupational interests, the network of career centers and integrated
employment programs provide access to training and career counseling services, and job
placement assistance for thousands of citizens every year access. The core of the career
center network is the One Stop Career Center. There are three centers in Baltimore City
and a total of 36 statewide. The Northwest Career Center in Baltimore is centered on
aiding ex-offenders. The Eastside and Baltimore Works Career Centers are located
strategically to benefit residents on the east side and west side of Baltimore city.
The Mayor’s Office of Employment Development is part of Maryland Jobs Now
(MJN), a collaboration of high-performing, results driven workforce organizations that
support employment through training and job seeker services which enable Marylanders
to obtain economically sustainable jobs in a growing economy. MOED is partnered with
the Baltimore Workforce Investment Board. It is a mayoral appointed board established
to address the assorted workforce needs of Baltimore’s employers and job seekers.
Through the collaboration of an array of specialized organizations, MOED is the primary
agent of workforce development services which creates a structured workforce system.
The Office of Workforce Development coordinates the 34 one-stop career centers
across the state of Maryland. A plethora of services are provided to adults through core,

4. 4
intensive, and training assistance. Federally funded Wagner-Peyser staff provides core
services. The core services are outreach, intake, assessment, orientation, eligibility
determination, job placement assistance, career guidance, partner referral, follow-up,
labor market information, and information on training provider service and performance.
Unemployed or underemployed customers receive intensive services that
includes but is not limited to comprehensive and specialized evaluation, individual
employment plan development, group and individual counseling, career planning, case
management, and short-term pre-vocational services. Additional services such as out of
area job searches, relocation assistance, literacy readiness, internships, and work
experience are also available.
CCN is Baltimore’s hub for workforce development services to employers and
jobseekers. The main purpose of CCN is to prepare the local workforce to qualify for
careers in the current marketplace. City residents have access to training, education,
technology, and skills building activities to enable them to become gainfully employed.
The “customer driven” style of the career centers allows for a seamless transition of
unemployed or underemployed city residents into the current demanding workplace.
"Employ Baltimore – Ready to Work for You” is the strategy of the Career Center
Network. It bridges the gap between comprehensive workforce solutions and Baltimore
city residents and prepares customers to become “job ready” according to the 21st
Century Job Readiness Standards. Developed by the Baltimore Workforce Investment
Board (BWIB), the standards provide a common description between employers and job
seekers for which skills are required in the workplace. The career centers are staffed by

5. 5
the Mayor’s Office of Employment Development and non-profit partner agencies to
provide the services outlined by the BWIB. Services are provided for target populations
such as the unemployed, underemployed, veterans, the disabled, seniors, and youth.
The Baltimore Workforce Investment Board (BWIB) is a Mayoral-appointed
board that works in partnership with the Mayor’s Office of Employment Development
(MOED) to develop Baltimore’s workforce in order to create sustainable prosperity. The
board members are comprised of Baltimore’s leading employers and industries. They
develop relationships between the workforce stakeholders to establish career pipelines
within the growth industries. The BWIB matches jobseekers to employment opportunities
through the career center network. The youth services division of MOED works with the
BWIB to prepare youth for college and career exploration. Aside from overseeing the
Workforce Investment Act (WIA) funds, the BWIB engages local businesses in
collaborating with the Mayor to align themselves with the workforce development
initiatives (Baltimore Workforce Investment Board n.d.).
The BWIB is comprised of five components; the executive committee, public
policy committee, workforce system effectiveness committee, youth council, and
business engagement with the public workforce system. The executive committee is the
managing arm of the BWIB. The public policy committee identifies emerging policy
concerns stemming from the workforce development system. They advocate on behalf of
policies that aid the city’s economy. The workforce system effectiveness committee
monitors and examines the competence of the workforce system in Baltimore. They
research the practices of the BWIB and their usefulness in achieving measureable goals
set by the BWIB. The youth council focuses on youth strategic planning, program

6. 6
coordination and development, resource allocation, youth opportunity, and collaboration
with the Baltimore City School System to promote and develop school to career
initiatives. The Business engagement committee analyzes the needs of businesses in order
to detect ways the workforce system delivers value-based employer services that
facilitate the collaboration of workforce partners in the educational, public, and private
sectors.
The BWIB has chosen eight targeted industries based on need, wage growth, job
availability, sector growth, and availability of entry level positions. The industries are
health care, bioscience, business services, information technology, construction,
hospitality, port services, and sustainable energy (Baltimore Workforce Investment Board
n.d.).
Baltimore Works Career Center is the center where I spent the majority of my
internship. Located in the Department of Labor, Licensing, and Regulation building at the
state office complex at State Center, we share facilities with the state administrative
bureau. At Baltimore Works my role as intern included managing the three main
databases utilized by the CCN; Talent Scout, Ready to Work for You, and the Maryland
Workforce Exchange.
Talent Scout provides access to individuals’ demographic information including
assessment, certifications, and experience by occupation, and job readiness skills. The
applicant’s resumes are entered into Talent Scout and categorized according to the
BWIB’s targeted industries. Talent Scout is utilized throughout the CCN and can be
referenced by all three career centers. When employers or career counselors are looking

7. 7
for qualified applicants, they search the Talent Scout database. Also, the employers are
listed in Talent Scout when they post job openings. The employer side of Talent Scout
lists the number of positions available, the specific job openings, the requirements for
each job, and the dates of the job openings.
The Maryland Workforce Exchange (MWE) is where jobseekers go to find a job,
create a resume, receive training, find career and workforce information, and access the
One-stop career center information. Employers can use MWE to find a candidate, post a
job opening, access links for education and training, search job market trends, and locate
the One- stop career centers.
Employ Baltimore (EB) “Ready to Work for You” is specifically for employer
listings. It is the counterpart to Talent Scout except that it is a database for businesses.
Each employer is listed in EB “Ready to Work for You” according to location, point of
contact, industry, and positions available. Career counselors cross-reference EB “Ready
to Work for You” with “Talent Scout” to compare job openings with compatible job
seekers. The counselors contact the job seekers whenever a well-matched job opening is
posted.
Youth Services
In the United States there are 6.7 million young people 16-24 years of age who
are out of school and unemployed, according to the Aspen Institute’s 2012 report
“Collective Impact for Opportunity Youth” (Corcoran, et al. 2012). Approximately
15,400 young adults in Baltimore do not have a high school diploma. While more than
40% of Baltimore youth are without a high school diploma and are outside of the job

8. 8
market, by the year 2020 at least 70% of all Maryland jobs will require a minimum of
some post-secondary education and training (Corcoran, et al. 2012).
The U. S. Department of Labor’s (DOL) Workforce Investment Act (WIA)
legislation provides funds to local jurisdictions to offer services to job seekers and
business customers. A portion of WIA funds is designated for Baltimore’s Workforce
Investment Board (BWIB). The BWIB Youth Council mission is to develop an inclusive
youth system that will promote opportunities for Baltimore’s youth to obtain the essential
life skills, education and work experience to empower them to have fruitful careers and
become responsible citizens. The BWIB’s Youth Council is tasked with generating
awareness about the accessibility of these funds and conducting a fair and objective
process for choosing vendors to provide youth workforce development services in
Baltimore City. The U.S. Department of Labor focuses on demand driven workforce
systems to prepare youth for real job opportunities. The target demographic of WIA
youth funds is to assist economically disadvantaged youth ages 16-21 to achieve
significant educational attainment, skill development and employment (Baltimore
Workforce Investment Board n.d.). Services must be coordinated in a manner that
focuses on career development, job placement, and educational achievement. This can be
accomplished through strategic goals such as:
 Tying services to labor market needs
 Creating effective connections to local and regional employers
 Developing meaningful connections between academic and occupational learning

9. 9
 Providing education relevant to the job market particularly in the BWIB’s
identified high growth industries such as Healthcare, Construction, IT/Cyber
security, Transportation & Logistics and Business Services
 Creating pathways to post-secondary educational opportunities
 Providing services and activities that promote youth leadership and positive self-
image
 Providing support services that address family and community issues
 Providing one year of mandatory follow- up services after recruitment and
successful delivery of services
 Conducting outreach and recruitment
Veterans Services
The U.S. DOL’s non-competitive Jobs for Veterans State Grants Program (JVSG)
assists veterans through the one-stop Career Center network. They provide job placement
services, referrals to support services, training, and resume services to veterans. Veteran’s
services are governed by chapters 41 and 42 of US Code Title 38. Veterans and their
spouses are referred on a priority of service basis over non-veterans at the career centers.
Statewide there are 16 local veterans employment representatives, 25 disabled veterans
outreach program specialists, and one state administrator who provide these services to
veterans (Regulation 2012).
Title 38 of the US code encourages participation in the armed forces by
eliminating the challenges veterans face when entering civilian careers after civil service.
It was established to aid reentry of veterans into civilian society, their home communities,

10. 10
and places of employment upon the completion of military service (Labor 1994). Title 38
prohibits discrimination of service men and women because of their military background.
At Baltimore Works the veterans representatives host a bi-monthly job club for
veteran jobseekers. Five to ten employers attend each session and present for 15-20
minutes. Veterans can meet one on one with potential employers. The job club
strengthens the partnership between veteran’s services and employers because they are
provided with a prescreened qualified pool of applicants.
In 2012, Maryland’s workforce system served 14,338 veterans, referred 522
veterans for training, 3,427 for employment services, and has assisted 5,950 veterans in
successfully obtaining employment (Regulation 2012). Through the workforce programs
veterans have learned to match their skill sets to specific industries by creating resumes
that employers understand. Employers have been able to address cultural differences and
identify well-qualified veteran applicants to fill job openings.
The one-stop centers assist veterans through the Maryland Workforce Exchange.
They meet with a veteran representative for the same assessment that non-veterans
receive. If necessary they are given referrals to other services. If the veteran demonstrates
a great need he or she is offered intensive services. Veterans participate in job search
assistance, resume assistance, labor market information, career counseling, job referral,
and referrals to other training and supportive resources, such as housing, food, and mental
health services (Regulation 2012).
Maryland’s Veterans Full Employment Act of 2013 assists veterans, current
service members, and military spouses to attain occupational and professional licenses.

11. 11
State agencies are required to give credit for military training, education, and experience.
Licensing processes are expedited for vets, service members, and military spouses who
are already licensed and are relocating to the area.
In 2012 the demand for veteran’s services increased resulting in improved staff
development services to better equip veterans and active service members to enter the
regional workforce (Regulation 2012). New courses for veteran’s staff are now available
in the following areas:
• Labor Employment Specialist
• Case Management/Advanced Case Management
• Military-to-Civilian Transition Job Coaching
• Promoting Partnerships for Employment
• Microsoft, Word, Excel, and Outlook
Barriers to Employment
Despite the concerted efforts of the workforce development partners at MOED,
there remain barriers to employment for a percentage of jobseekers who apply for
assistance at the career centers. The most common barriers to employment are a criminal
record, medical disability, and lack of education or training. In order to participate in the
Wagner-Peyser program participants must have a high school diploma or GED. The
Northwest career center targets ex-offenders. There are workforce pipelines for ex-
offenders; however career opportunities for ex-offenders are still limited.

12. 12
To identify barriers to employment for one-stop customers, they are asked to
complete a BESI (Barriers to Employment Success Inventory) survey. The BESI asks
questions ranging from personal and financial limitations, emotional and physical
limitations, career decision making and planning skills, job seeking knowledge, and
training and education. The customer completes the survey and calculates his or her
scores. Scores ranging from 10 to 19 are low. They are categorized as having fewer
barriers. Scores ranging from 20-30 are average. The customers who test average have
barriers comparable to most people who have taken the assessment. Participants whose
scores range from 31-40 have more barriers than the majority of people who have taken
the assessment. The CDF can use the BESI to identify ways for the customer to overcome
barriers. They can be referred to counseling or training that corresponds to the needs
identified in the BESI. Finally the customer and the CDF develop short term and long
term plans to overcome barriers.
The state of Maryland and the Federal government offers several tax credit
programs to employers who hire workers from the groups with significant barriers to
employment. The federal tax credit is called the Work Opportunity Tax Credit (WOTC).
The following groups qualify employers to receive the WOTC credit:
 Summer youth programs for youth 16 and 17years old
 Special groups in communities between the ages of 18-39
 Veterans who receive SNAP benefits
 Veterans with service related disabilities
 Unemployed veterans
 Long term TANF recipients

13. 13
 Vocational rehabilitation program clients
 Food stamp recipients between the ages of 18-39
 Ex-offenders
 SSI recipients
Each of these special groups has criteria that apply to each such as benefits received,
location, military restrictions, and time frames in which they received benefits or were
released from prison. The WOTC can be as high as $2,400, based on wages earned by the
recipient in the first year of employment. The qualified wages are capped at $6,000.
Employees with at least 120 work hours qualify for a credit of 25% of the first year’s
qualified wages. Employees with 400 or more hours qualify for a credit up to 40% of the
first year’s wages. Disabled veterans qualify for a larger tax credit. The employer can
receive up to $4,800 in tax credits with qualified wages capped at $12,000. Employers
can receive up to $9,000 for long-term TANF recipients with a wage cap at $10,000 over
a two year period. Employers can receive up to $750 during the 90 day summer
employment period with a wage cap of $3,000. The WOTC does not apply to employees
who are relatives or dependents, former employees, or majority owners of the employer.
In 2012, 12,602 individuals qualified for the WOTC (Regulation 2012).
For veterans, finding steady employment is more challenging because of the
transition from military to civilian life. Military skills must translate into civilian job
skills. Veterans are encouraged to avoid military jargon to relate to potential employers.
Veterans returning from war may suffer from conditions that prevent them from
securing gainful employment. Post-traumatic stress disorder and psychological trauma
may have occurred resulting in nightmares, emotional distress, and lack of focus. The

14. 14
Army and Marine veterans are most often affected by direct trauma. Without proper
treatment the likelihood of veterans committing violence crimes dramatically increases.
Your Choice Program
The “Your Choice” Program is a food stamp eligibility program run by the
Department of Social Services (DSS) in partnership with MOED. The purpose of the
“Your Choice” program is to offer One-Stop services to food stamp recipients. The
program runs on a 2 year contract that is up for renewal in September 2014.
Participation in the “Your Choice” program has increased significantly in the past
4 years. Enrollment has increased from 2% of food stamp recipients to 7%. Customers
are eligible to participate if they only receive Food stamps. Food stamp recipients who
are exempt from the program are those who receive social security, SSI, or temporary
cash assistance. Other exemptions include full time employees, those under physicians
care, and those who are the sole care provider of a disabled adult.
“Your Choice” participants are required to complete 20 hours of training within a
30 day period. The training is facilitated by the One-stop center. They are assigned a
Career development facilitator (CDF) in the same manner as the veteran and non-veteran
customers of the one-stop centers. The various one-stop activities count toward the 30
hour requirement. If there are circumstances that prevent recipients from completing the
hours in the 30 day window, the CDF can allow the customer to take more time to
complete the requirements. Upon completion of the “Your Choice” program, the
customer receives a certificate and DSS is notified. Once a recipient completes the
program he or she will not be recommended again.

15. 15
Since the beginning of President Obama’s second term in office, conservative
Republicans have been focused on cutting funding to entitlement programs. Customer
participation increased at the same time that MOED experienced federal budget cuts. Due
to layoffs and the recession the case load for the “Your Choice” program has tripled.
In 2012 SNAP benefits were cut for the majority of food stamp recipients. The
“Your Choice” program has been utilized as a method to reduce the participation of
individuals in the food stamp program. If an individual receives a small amount of SNAP
benefits he or she may decline to participate in the program and opt to lose the benefits
instead of completing the 30 hour requirement. Barriers to “Your Choice” completion are
low benefits, no transportation or childcare, communication, clothing, or medical
limitations.
Aside from retaining food stamp benefits, “Your Choice” participants have access
to rehabilitation services through the Department of Rehabilitation Services (DORS).
DORS provides mental and emotional counseling, and job training. They even offer drug
rehabilitation.
Conclusion
The many partners of MOED work together as a collective to enhance the
effectiveness of workforce initiatives in the state of Maryland. Because of the inter-
agency collaboration the individual partners can better serve their customers while
sharing the resources they all need to empower all customers. The lessons learned from
partnership have improved the outcome of each service provider in a way that has given
each agency the ability to endure budget cuts and still provide a quality service to the

16. 16
customers who need assistance. Workforce initiatives require an elaborate web of
resources to ensure the success of the individual programs. MOED is an entitlement
program that is funded based on the effectiveness of the program. Through partnership
MOED can reach its goals and continue to grow according to the future state and federal
mandates.
For MOED, privatization has not caused mission drift. All the
collaborative partners are focused on workforce development and their partnership
strengthens MOED’s mission. Federal and state partners hold each partner accountable
through bi-annual audits and regular reviews that prevent the loss of control over the
partnership. Although MOED is a non-profit agency, it has no problem maintaining the
standards upheld by private entities.
MOED’s Partnership has proven to be cost-effective. They share facilities,
services, and resources. Staff training is often shared, saving money in the cost of
individual training for each agency. The collaboration of the organizations has given
MOED a competitive advantage over other organizations that provide the same services.

17. 17
Works Cited
Baltimore Workforce Investment Board. Baltimore Workforce Investment Board. n.d.
http://www.baltoworkforce.com/aboutboard.htm (accessed May 5, 2014).
Corcoran, Mimi, Fay Hanleybrown, Adria Steinberg, and Kate Tallant. COLLECTIVE
IMPACT for Opportunity Youth. Boston: FSG, 2012.
Gazley, Beth, and Jeffrey Brudney. "The Purpose (and Perils) of Government-Nonprofit
Partnership." Nonprofit and Voluntary Sector Quarterly, 2007: 390.
Labor, US Department of. Title 38, United States Code. October 13, 1994.
http://www.dol.gov/vets/usc/vpl/usc38.htm#sub1 (accessed May 6, 2014).
Regulation, Department of Labor Licensing and. Workforce Investment Act Title 1B-
Division of Workforce Development and Adult Learning. State of Maryland, 2012.