WtW Operator/Program: Community College of Baltimore County (CCBC), Career Transcripts System (CTS) Program
Grant Administrator: The Johns Hopkins University (JHU) (multisite grant)
Provider Background:CCBC is a multicampus college in suburban Baltimore County, which surrounds the city of Baltimore, Maryland. It is the largest community college in the state, and its Division of Continuing Education and Economic Development, which operated the CTS program at its Catonsville campus, provides customized employee development training for local business and industry. As a subcontractor to the countys Department of Social Services, CCBC also provides job readiness services to recipients of Temporary Assistance for Needy Families (TANF). CCBC is one of 10 community colleges that participated in the JHU WtW-funded grant program.
Target Population: Recently employed WtW-eligible people
Statistics for the WtW Program Overall Vs. The Cost Analysis
|WtW Program Overall||Cost Analysis Period|
|Period of Operations||
3/1/99 to 12/31/01
7/1/00 to 6/30/01
(WtW grant/contract amount)
(total estimated costs for one year)
|Enrollments||Goal: 300||New: 104
Cumulative by end of period: 215
|Unsubsidized Job Placements||Goal: Not available||New: Not available|
Welfare-to-Work Program Services
Outreach and Recruitment:CCBC did not have linkages to one-stop centers, and the number of referrals from the local TANF agency and its employment services and WtW vendors were less than hoped. Therefore, CCBC marketed the CTS program directly to employers. CTS staff worked with the employer and eligible employees to enroll participants.
Job Readiness and Case Prior to the cost analysis period, CTS staff worked closely with Management: participants to access services they needed to address their employment barriers. The case managers provided job retention services.
Paid Temporary Employment:Not applicable
Job Development and Placement:The CTS program was designed for already employed individuals. In practice, however, case managers also provided some job placement assistance to a small proportion of participants who were not employed at enrollment and to those who lost jobs or needed to change jobs once they were enrolled. They tried to place clients with an employer who already had one or more employees participating in CTS, and they provided referrals for job openings they noticed in the community or learned about from other clients.
Postplacement Followup: Postplacement services were the primary component of JHUs CTS program. Participants received two types of assessments. One consisted of questions on the best responses for individuals portrayed in 10 workplace scenarios shown to the participants on videotape. Based on their responses, the participants were assessed in different skill areas. The second assessment was an evaluation by the participants direct supervisor on 37 general workplace skills. This assessment used an instrument created specifically for the participant based on his or her results from the videotape assessment and the key job skills identified by the supervisor. The supervisors evaluation was used to identify areas needing improvement, develop service strategies for improving them, and help identify employment goals and strategies for achieving them. Supervisors were asked to evaluate participants every three to six months.
The case managers counseled and coached participants. They also contacted the supervisors regularly and intervened when problems were reported. In addition, they helped to link CTS participants with needed social services and provided advice and counseling.
The case managers developed seminars to enhance retention, improve skills, and resolve problems. For example, participants employed as child care workers in licensed facilities were asked to participate in continuing education activities. The case managers worked the CCBC to hold seminars for several child care providers with employees in the CTS program.
Support Services: Not applicable