Board Information


Goals and Critical Success Factors


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The Governor's Workforce Investment Board is the state's chief policy-making body on workforce development as mandated by the federal Workforce Investment Act of 1998. The scope and role of GWIB was further defined and expanded by Executive Order 01.2004.60 in 2004. The Board is a business-led group of 45 members, of whom51% are from the private sector, charged with advising the Governor on the following matters:

  • Development of policies and the dissemination of information that will contribute to a high-quality workforce development system that is demand-driven, innovative, proactive, collaborative, and linked with economic development and labor market opportunities;
  • Development of a plan for Maryland's workforce investment system to set clear goals and unify various parts of the system including: education, workforce development, business, economic development and other services in a coordinated strategy to upgrade and promote the status of Maryland workforce;
  • Promotion and coordination of private sector involvement in the workforce investment system through the development of partnerships among state agencies, the business community and the local workforce investment boards;
  • Establishment and maintenance of an accountability system to measure the results of Maryland's workforce investment system, including programs administered by state and local agencies, in relation to the state plan; and
  • Identification of issues which require input from the Board under the provision of the federal WIA legislation.


To guide a nationally recognized workforce development system that is aligned with the economic and education goals for the State of Maryland and that will result in a qualified workforce available to employers across the state.


A Maryland where every person maximizes his or her potential and employers have access to the human resources they need to be successful.


Goal 1: Maryland will have a cutting edge education system (K-16) that is supportive of the changing workforce needs of businesses in the State.
Goal 2: Maryland will have a fully funded, comprehensive state workforce development system.
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.
Goal 4: Maryland will have a simple yet comprehensive measurement (report card) to evaluate the success of the state's workforce development system.


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.


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.


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.


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 the state.


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.


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 stakeholder group.


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.


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).


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 measurable.

(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 Development System.

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 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.