The State of New Jersey has set an ambitious goal of generating 11,000 megawatts of offshore wind energy by 2040, as part of its broader efforts to offset climate change and invest in new economic opportunities that will support small businesses, communities and residents.
From heavier rainfall to wildfires, increasingly frequent extreme weather events and climate-induced disruptions are now a regular part of our lived reality. New Jersey is joined by several states and cities across the country which have invested in unlocking a clean energy future. In fact, 24 states, plus the District of Columbia, have already established some level of greenhouse gas reduction targets to address climate change.
The shift to green energy can not only benefit the environment but can present significant potential to unlock meaningful career opportunities. In fact, New Jersey alone is projecting over 15,000 highly skilled, well-paying jobs over the next 10-15 years in a variety of trades related to offshore wind development. But to be successful and to achieve the equitable distribution of benefits from this green transition, the region will require specialized, partnership-driven workforce programs.
Why Partnership-Driven Workforce Training Programs Are the Solution
The key in hitting these targets is a comprehensive approach to workforce training programs that can help prepare workers to meet aggressive climate goals, with a focus on providing equitable pathways to family-sustaining jobs for historically disadvantaged communities.
This concerted effort requires partnership among employers, training organizations, labor unions and community groups that know the skills that are required, and how to best address the barriers in training and employment. These types of partnerships have created strategic training programs that are helping ignite the green economy.
This can include programs for workers who are already in the field to tap into their transferable skills, awareness building and education for individuals still in school, on-the-job training for incumbent workers and engaging with unions and on-the-ground organizations that are trusted messengers in their communities.
5 Key Elements of Partnership-Driven Workforce Training
Here are some best practices to keep top of mind when implementing partnership-driven training initiatives:
1. Involve employers in program development.
Having employers’ buy-in for the training program is critical for its success, which is why getting them involved at the forefront must be the first step. Business leaders will know best where the anticipated skills gaps lie and what qualifications are required in their hiring process. Engaging employers removes the guesswork out of development, and increases the chances that program graduates will be favorably considered for employment.
Employers can contribute to program success in various ways, including vetting curriculum to ensure it is aligned with labor market needs, interviewing training candidates before they are accepted, providing on-the-job or other work-based training and committing to interviewing and hiring training graduates. Without employer involvement, employment prospects for training program graduates can be limited or non-existent.
2. Incorporate comprehensive supports into program design to bolster inclusivity.
When creating any training program, it’s important to consider the individual needs of the populations being served and embedding resources to remove barriers that could hinder program participation. These barriers can include needs such as transportation assistance, family care, housing, internet/technology access, equipment/tools, food security, and much more. Having an inclusive workforce requires tackling systemic barriers to entry head-on. This opens the pathway for qualified individuals that may otherwise not be able to participate in a training or contribute to a more diverse workforce.
3. Partner with community-based organizations and institutions.
Workforce training initiatives are most effective when implemented in conjunction with experts that are plugged into their communities. Finding organizations that have deep connections and reach can expand efficacy. A prime example of this is working with community-based organizations (CBO) that are already providing services to a community and are trusted actors.
For instance, New Jersey’s Green Workforce Training Grant provides funding for innovative skills development programs in a variety of green economy sectors. A program requirement is to have a CBO as part of the development team: in some instances, the CBO might conduct the training program itself, and in others, it could be providing essential tasks such as conducting outreach or connecting participants with supportive services. Government can also play a role by structuring solicitations that effectively integrate CBOs into programs and compensates them for the time, expertise and resources they provide.
4. Utilize existing technical trainings and vocational schools to leverage their expertise.
Another critical piece is leveraging existing resources to train workers with the necessary specialized skills. Most offshore wind jobs, for example, require skills sets similar to existing occupations, like electricians, welders and laborers, but they often require some industry-specific training. Some of the jobs require training in piledriving, submerged arc welding, sea survival, land marine construction. Regional technical schools and apprenticeship programs are a core component of this pillar as they already offer trainings that can readily expand to incorporate these additional skills.
In New Jersey, there are many long-standing technical schools and apprenticeship programs — including the Eastern Atlantic States Carpenters Technical Center, Camden County Vocational Technical Schools and Gloucester County Institute of Technology. These programs open the door for both existing trade workers, as well as individuals just entering the workforce and gives them the chance to learn the foundational and specific skills needed to work and succeed in green energy jobs.
5. You can’t manage what you can’t measure.
Effective data management processes are needed to evaluate the success and effectiveness. Data is produced at all implementation levels of a training including which recruitment tactics were most effective, how well applicants match training pre-requisites, how rapidly participants absorb the covered curriculum, and most importantly, how quickly and in which jobs were graduates placed. Robust data management processes are needed to understand who is being served as well as how effectively the training is preparing its participants to enter well-paying careers. Ultimately, this data is critical to making improvements for future iterations.
Conclusion
The importance of workforce training programs cannot be understated, especially as governments, industry and ordinary citizens continue to grapple with the reality of climate change and the need for additional domestic energy generation. Now is the time for thoughtful consideration of the type of programs to put in place and for intentional program design that reflects the needs of the people the programs seek to serve. These programs are at their most effective when driven by strong partnerships with businesses, institutions, labor unions and community groups to make them more attractive to participants and valuable to employers.
