Pittsburgh and Allegheny County, Pennsylvania, had good jobs available — in construction, manufacturing, healthcare, financial services, clean energy and technology. But local workforce leaders saw a problem coming.
Projections showed that the region could face a shortfall of more than 80,000 workers over the next decade, driven by retirements, economic growth, job transitions and misaligned workforce training.
It’s a pattern becoming increasingly common across the country: Employers struggle to find workers, while residents struggle to access stable, well-paying jobs. The systems meant to connect them aren’t working well enough.
So in 2019, Partner4Work — the workforce development board for the Pittsburgh region — worked with industry partnership teams to launch a new strategic initiative: the Industry Recognized Training Pipeline.
Five years later, with continuous learning and adjustments, the program is delivering results. About $1.4 million in federal and state funding is now flowing to proven workforce training programs, and roughly 80% of participants earn credentials and secure jobs, with an average hourly wage of $20.
The Problem
Before the Industry Recognized Training Pipeline was created, most local workforce training funds were spent on programs included on a training provider list maintained by the state, as dictated under federal workforce legislation. If an assessment showed a job seeker would benefit from training, he or she was directed to choose a program from the list.
But that list didn’t always reflect local labor market needs or take advantage of opportunities and relationships with regional employers. The result was a disconnect: people were often trained for jobs that weren’t necessarily available in Pittsburgh and Allegheny County.
Training structures also tended to channel job seekers into a limited set of career pathways — again, not always the ones currently in demand.
At the same time, workforce programs were typically funded based on outputs: how many people enrolled in training programs, how many courses were offered or how many participants completed a program. Those measures don’t always capture what really matters — whether participants actually land good jobs.
Partner4Work wanted to change that by tying funding to outcomes and negotiating training costs in advance. But the existing system wasn’t designed to support that approach.
Rethinking Workforce Training
The Industry Recognized Training Pipeline allowed Partner4Work to rethink how some of its workforce training programs were funded and delivered.
Under the new model, the organization:
Set aside funding each year to competitively contract with proven, high-quality training providers offering locally responsive programs.
Prioritized providers with strong employer partnerships, including agreements to interview or hire program participants.
Negotiated training costs per participant up front.
Required training to lead to quality jobs offering family-sustaining wages.
Structured contracts so that half of a provider’s payment depended on participants earning the credentials needed to secure employment.
In September 2020, Partner4Work issued a request for proposals for funding for cohort-based training in priority occupations.
Selected providers began work in November under eight-month contracts, with the possibility of three one-year renewals. Each provider partnered with at least one employer willing to hire graduates, offer preferential interviews or support job placement in other ways.
Early Signs of Success
One of the providers selected through the process was Per Scholas, a nationally recognized training organization.
Across the country, more than 80% of Per Scholas graduates find full-time employment within a year, and a randomized controlled trial (RCT) found participants experienced an approximately 30% average increase in earnings within two years. Because the contracts focused on outcomes, providers like Per Scholas — already demonstrating strong results — were well positioned to compete.
The first Pittsburgh cohort delivered similar success. More than 90% of participants graduated, and many secured jobs paying over $25 per hour — more than double the average per-training wage.
The contract also helped Per Scholas expand its presence in the region. By early 2025, the organization had served more than 500 learners in Pittsburgh, connecting more residents to technology careers.
Continuing to Improve
Partner4Work has continued refining the model. In 2023, the organization released a new strategic plan that sharpened its focus on priority sectors aligned with local labor demand and expanded its emphasis on evidence-based work-based learning strategies, including apprenticeships.
In 2024, it launched another competitive procurement process to expand the pool of high-quality training providers. The effort awarded approximately $1.4 million to 11 workforce training organizations, all of which had their contracts renewed in 2025.
A Lesson for Workforce Systems
The workforce challenges facing Pittsburgh and Allegheny County are not unique. Communities across the country are grappling with the same mismatch between available jobs and the systems meant to prepare people for them.
Partner4Work’s experience suggests that one way to close that gap is to rethink incentives. When training programs are funded based on activities alone, success is measured by participation. But when funding is tied to outcomes, providers have stronger incentives to focus on what ultimately matters: helping people access good jobs.
For a deeper dive on Partner4Work’s approach, read this case study.
Cole Ware is the manager for Results for America’s Economic Mobility Catalog.