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CCBC proposes cohort workforce program for Baltimore County CRF, seeks $931,000 to train 150 residents
Summary
At a Baltimore County Community Reinvestment and Repair Commission meeting, CCBC proposed a holistic workforce program to train up to 150 county residents through cohorts and braided funding, estimating $931,000 in CRF support and targeting residents 18–55 with wraparound case management and job placement supports.
At the Baltimore County Community Reinvestment and Repair Commission meeting, Community College of Baltimore County (CCBC) presented a workforce‑development proposal that would use Community Reinvestment Fund (CRF) money to support up to 150 residents through cohort and open‑enrollment training, with an estimated cost of $931,000.
CCBC assistant dean Matthew Bernardi and Laura Finazo, director of workforce solutions, told commissioners the program centers on a “holistic full life‑cycle” model that combines technical training with wraparound services. Bernardi said the college has long partnered with local workforce providers and can deliver cohort training in fields such as HVAC, administrative professional training, pharmacy technician, medical front office, and Class A commercial driver’s licensing. “We’ve built a full services program from A to Z,” Bernardi said, describing case management, job developer support and no‑cost tuition or materials for students.
Why it matters: CCBC framed the proposal as a way to create sustainable employment pathways for low‑income or justice‑impacted residents and to preserve county economic benefit. CCBC proposes eligibility for Baltimore County residents ages 18–55 who meet baseline income criteria (about 200% of the federal poverty level), plus assessment steps (online screening, information sessions, academic testing, workshops and individual interviews) to ensure suitability for each training pathway.
Details and funding: CCBC requested approximately $931,000 to cover recruitment, intake, case management, wraparound support services (uniforms, exam fees, textbooks), and cohort technical training for roughly 100 cohort seats plus up to 50 open‑enrollment seats. CCBC explained it would braid CRF support with other sources where eligible; four of the proposed, longer programs are PELL‑eligible, allowing tuition to be covered by financial aid while CRF would fund case management and supports. Finazo said CCBC plans an 80‑hour workforce/academic readiness curriculum (soft skills, basic computer skills, financial literacy and employment readiness) for all students.
Performance benchmarks and timeline: CCBC set baseline metrics of at least 70% program completion, 70% of completers earning program credentials, 75% employment in the trained field within six months, and 80% retention at one year. Bernardi estimated program start‑up would take about three months to begin outreach and up to six months from contract signing to the first classes.
Partners and implementation: CCBC noted longstanding partnerships with the local provider DUDE; Tracy Tyler of DUDE said her organization can also apply Workforce Innovation and Opportunity Act (WIOA) funding where appropriate to expand reach. Commissioners praised the proposal’s scale and wraparound approach, noting CCBC’s historical reach and local retention rates.
Next steps: Commissioners were asked to schedule subcommittee review sessions between April 16 and April 23; staff said initial application scoring for CRF applications will occur April 1–10, with recommendations to follow and final approval routed through the county chief administrative process. The commission did not vote on funding at this meeting.
