Section A by 3KWxOOoP


									A. State Vision and Priorities
Describe the governor's vision for a statewide workforce investment system. Provide a summary articulating the governor's
vision for utilizing the resources of the workforce investment system in support of the state's economic development that
address the issues and questions below. States are encouraged to attach more detailed documents to expand upon any aspect
of the summary response if available. (WIA §112(a) and (b)(4)(A-C).)

Getting Minnesota back to work is Governor Dayton’s top priority. For the workforce investment
system, this means utilizing resources to align the skills of Minnesotans to the skills needed by
employers today and in the future. Governor Dayton has embraced the vision of “All Hands on Deck” set
forth by the Governor’s Workforce Development Council in a report of the same name. Released in
November 2010 and reissued under the Dayton administration in January 2012, the GWDC’s All Hands
on Deck: Fifteen Ideas for Strengthening Minnesota’s Workforce points to three realities of the new

        The growing demand for skilled workers requires that Minnesota strengthen the skills of all its
         citizens, especially those underrepresented in the workforce.
        Skill shortages and unemployment are challenging problems that require a statewide and
         system-wide response.
        Engaging a diverse array of stakeholders is the best way for the workforce investment system to
         develop inclusive and effective workforce strategies.

Governor Dayton’s vision of getting Minnesota back to work acknowledges these realities, which
challenge Minnesota to put a renewed focus on cultivating Minnesota’s most precious resource – its

With all hands on deck, Minnesota will help build the skills – occupational and soft skills – of every
individual. The workforce system has a commitment to empower Minnesotans traditionally
underrepresented in the labor market. This includes working to close educational achievement and
employment gaps by working to end disparities, including but not limited to those based on race,
ethnicity, class, disability, and place in Minnesota. Minnesota’s workforce system will also use
technology and social networking to increase accessibility and reduce cost. This includes outreach to the
long-term unemployed and providing services that are interconnected with the unemployment
insurance system.

Based on this vision, Minnesota will implement the WIA unified plan and its goals for statewide
workforce goals and expansion of innovative career pathways.

1. What are the state's economic development goals for attracting, retaining, and growing business and industry
within the state? (§112(a) and (b)(4)(A-C).)

    At the Governor’s Job Summit on Oct. 26, 2011, Gov. Mark Dayton announced his seven priorities
    for job creation, crediting the insights from his statewide roundtable and the summit itself:

         1. Increase access to capital for new businesses, small businesses and small business
         2. Align our education system to prepare Minnesotans for the jobs in demand.
         3. Continue to streamline government regulations.
         4. Invest in state infrastructure, such as roads, bridges and border-to-border high-speed
         5. Continue reform efforts under better Government for a better Minnesota, improving
            services and reducing cost.
         6. Increase exports of state products, coupled with an effort to entice foreign investment in
         7. Close the educational achievement and employment gap in Minnesota by working to end
            disparities, including but not limited to those based on race, ethnicity, class, disability, and

    These priorities effectively served as Minnesota’s economic development goals for attracting,
    retaining and growing business and industry in the state.

2. Given that a skilled workforce is a key to the economic success of every business, what is the governor's vision for
maximizing and leveraging the broad array of Federal and state resources available for workforce investment flowing through
the state's cabinet agencies and/or education agencies in order to ensure a skilled workforce for the state's business and
industry? (§112(a) and (b)(4)(A-C).)

    The Governor’s Workforce Development Council has aimed to bring all hands on deck by making
    recommendations that touch on all parts of the education continuum and build on the skills of every
    Minnesotan. In a report released in November 2010 and reissued under the Dayton administration
    in January 2012, the GWDC’s All Hands on Deck: Fifteen Ideas for Strengthening Minnesota’s
    Workforce covered the following areas:

             Strengthening the skills of our current workforce
             Creating work and lifetime learning options for Minnesota’s aging workers
             Expanding work opportunities for Minnesotans with disabilities
             Ensuring all high school graduates are ready for career and postsecondary success

    Minnesota plans to maximize and leverage the broad array of Federal and state resources available
    for workforce investment through two main strategies identified in All Hands on Deck. First,

workforce investment partners will set goals based on a common, cross-agency metric: credential
attainment. Second, the workforce investment will continue to invest in and expand Minnesota’s
innovative career pathways strategy, Minnesota FastTRAC Adult Career Pathways.

Implementation of these two strategies will help reach President Barack Obama’s goal for the
United States to be “the best educated, most competitive workforce in the world” by leading the
world in the percentage of adults with postsecondary degrees and/or industry-recognized
certificates and credentials by 2020. The strategies also build on guidance provided by U.S.
Department of Labor’s Training and Employment Guidance Letter 15-10 (Increasing credential,
degree, and certificate attainment by participants of the public workforce system) and 36-11 (Joint
letter on career pathways).

In order to set a statewide credential attainment goal, Minnesota’s workforce investment partners
will set credential goals for each of Minnesota’s workforce development programs, devise plans to
reach those goals, and measure progress over time. Credential plans will include setting goals for
helping students meet momentum points for student success that fall along a continuum, from basic
academic skills through postsecondary credential attainment. These “momentum points” will be
evidence-based and linked to student labor market success. These momentum points will include,
but not be limited to, the completion of stackable credentials, including certificates, diplomas, and
degrees. Plans to increase credential attainment will also involve expanding collaborations with ABE,
workforce development partners, non-governmental workforce partners and educators, and human
services providers to develop and expand access to academic programs, including career, technical,
and general education programs, and student support services that support the success of low-skill
adult learners.

In order to invest in and expand Minnesota FastTRAC Adult Career Pathway training and
credentialing, Minnesota will build on a partnership approach that has been built over five years
between the Minnesota Department of Employment and Economic Development (DEED), the
Minnesota Workforce Council Association (MWCA), the Minnesota Department of Education – Adult
Basic Education (ABE) office, the Minnesota State Colleges and Universities (MnSCU), the Minnesota
Department of Human Services (DHS), Greater Twin Cities United Way, Office of Higher Education
(OHE), and the Minnesota Department of Labor and Industry (DOLI). Specifically, Minnesota will
work to expand FastTRAC training and credentialing an additional 3000 low-wage, low-skill adults in
postsecondary career pathways for postsecondary credit by establishing an additional 35-50
sustainable Minnesota FastTRAC programs across the state. This includes expanding Minnesota
FastTRAC to each of the 25 Minnesota State Colleges and each workforce service area having at
least 3-4 career pathways programs.

Both of these efforts will help to maximize and leverage a broad array of federal and state resources
because both are about engaging and aligning a broad set of stakeholders toward a common vision.
By setting a statewide goal for credential attainment and measuring progress, Minnesota will incent
its workforce and higher education partners to enlist their resources in new ways to meet the goal.

     Expanding Minnesota FastTRAC will have the same effect by improving the way Minnesota’s many
     workforce partners align resources and deliver services to create better results for customers.

3. Given the continuously changing skill needs that business and industry have as a result of innovation and new technology,
what is the governor's vision for ensuring a continuum of education and training opportunities that support a skilled workforce?
(§112(a) and (b)(4)(A-C).)

     In order to achieve the Governor’s seven priorities for job creation and enact a workforce system
     vision of “all hands on deck,” Minnesota must ensure that it has a robust continuum of education
     and training opportunities, multiple jobseeker tools, and targeted special population programs.

     In order to ensure this robust continuum, Minnesota will:

              Strengthen existing education and training programs by working to expand career pathways
               models that:
                   1. Integrate basic skills education and career-specific training.
                   2. Focus on credential attainment.
                   3. Target high-demand occupations.
                   4. Meet the needs of working learners.
              Ensure the talents of unemployed and underemployed individuals are maximized through
               tools such as:
                    ISEEK
                    Job Skills Transfer Assessment Tool (JOBSTAT)
              Focus on populations unrepresented in the labor market by supporting programs targeted
               to special populations, including but not limited to Vocational Rehabilitation Services, State
               Services for the Blind, Veterans Employment Services, and Minnesota FastTRAC Adult Career

     In addition to the above actions, the Minnesota P-20 Education Partnership works collaboratively to
     maximize achievements of all students, from preschool through elementary, secondary, and
     postsecondary education, while promoting the efficient use of financial and human resources. The
     current focus of P-20 is significant reduction and elimination of the achievement gaps between
     underserved populations and other students from pre-kindergarten through postsecondary

     Finally, Minnesota will continue to rely on DEED’s Labor Market Information office to provide core
     labor market data such as the Job Vacancy Survey to meet workforce development planning needs.

4. What is the governor's vision for bringing together the key players in workforce development including business and industry,
economic development, education, and the workforce system to continuously identify the workforce challenges facing the state
and to develop innovative strategies and solutions that effectively leverage resources to address those challenges?

    The Governor’s key players in workforce development come together through the Governor’s
    Workforce Development Council. The Council provides a high-level forum for Minnesota’s workforce
    development partners to continuously identify workforce challenges and develop innovative
    strategies and solutions. Made up of leaders from business, education, labor, community
    organizations, and state and local governments, the GWDC forges practical solutions to Minnesota’s
    workforce challenges and provides leadership on projects that are of strategic importance to the

    In terms of continuously identifying workforce needs across the state, the GWDC has recommended
    that Local Workforce Councils continuously identify needs and gaps in local workforce services, and
    regularly report unmet local needs to the Department of Employment and Economic Development
    and the Legislature. With private sector board members and others who have information about
    local needs and the local economy, local workforce councils are in a good position to report on
    unmet workforce needs. In addition to using labor market information provided by DEED, many
    different methods should be employed by local councils to continuously identify unmet needs,
    including regular reports from WorkForce Center staff at meetings and regular customer feedback

    In addition to identifying populations for whom services are lacking, Local Workforce Councils
    should consult with local community-based service providers, nonprofits, and local chambers of
    commerce. Local Workforce Councils should agree to a consistent approach for observing,
    documenting, and measuring unmet needs. Though anecdotal evidence may be helpful, a
    standardized approach based on quantitative data and surveys would help compare reports from
    different areas of the state. Regular reports on unmet needs should be submitted to the
    Department of Employment and Economic Development, which should compile reports and
    communicate needs to legislators.

    In addition to the GWDC and the work of local workforce investment boards, two recent initiatives
    are addressing Minnesota’s skills gap: Minnesota’s “Workforce Assessment” and Skills@Work.

    In response to Governor Dayton’s call to better align postsecondary education and workforce
    training with the jobs of the future, Minnesota State Colleges and Universities (MnSCU), the
    Minnesota Chamber of Commerce and the Minnesota Department of Employment and Economic
    Development (DEED) have created a joint “Workforce Assessment” initiative to address the state’s
    growing skills gap. The initiative began in April 2012 by engaging Minnesota companies in
    developing projections of labor demand across the state. The data gathered from the Workforce
    Assessment sessions will be used by MnSCU to align its certificates and degrees, worker retraining

     and customized training programs with the needs of Minnesota business and industry.

     Building on these listening sessions, Skills@Work, a new initiative of the Governor’s Workforce
     Development Council and Greater Twin Cities United Way, will develop strategies for identifying and
     addressing regional workforce skill needs on an ongoing basis, develop statewide policy to address
     statewide skill needs, and unite workforce partners in one coordinated campaign for skills. In
     additional to regional meetings, Skills@Work will feature industry sector panels in healthcare,
     manufacturing and IT.

     Finally, the success of tackling Minnesota’s workforce challenges depends on the continuation of the
     many strategic partnerships that make the workforce system function smoothly and effectively.
     DEED’s Office of Innovation and Strategic Alliances (OISA) is one of the state’s primary vehicles for
     bringing stakeholders together around common workforce and economic development goals.
     Among its many roles, OISA facilitates communication between the myriad organizations,
     partnerships, and resources that play a primary part in workforce development. This includes but is
     not limited to:

              MnSCU’s Centers of Excellence
              Minnesota Workforce Council Association
              Governor’s Workforce Development Council
              Minnesota Job Skills Partnership Board
              DEED Labor Market Information
              DEED business service specialists
              Non-government organizations and training provides
              GWDC Return on Investment Initiative
              Workforce Data Quality Initiative (WDQI)
              State Longitudinal Education Data System (SLEDS)

5. What is the governor's vision for ensuring that every youth has the opportunity to develop and achieve career goals through
education and workforce training, including youth most in need, such as youth who are: out of school, homeless, in foster care
or aging out of foster care, offenders, children of incarcerated parents, migrant and seasonal farmworker youth, have disabilities,
or are other youth at risk? (§112 (a).)

     Governor Dayton has made closing educational achievement and employment gaps based on race,
     class and place in Minnesota a top priority. The Governor’s vision for youth to achieve career goals is
          Connect youth with quality educational and employment opportunities
          Ensure performance accountability while still serving the neediest youth
          Ensure that all students, no later than 9th grade, will have a Career and Postsecondary Plan
             (CPP) that helps them prepare for success in a range of postsecondary education and career

     Minnesota supports partnerships to leverage resources and opportunities that help young people –
     the future workforce – attain the skills, knowledge and aptitudes to become productive workers in
     the 21st century economy. Minnesota supports the development of broad youth partnerships at the
     state and regional levels so that a variety of funding sources can be used to create a seamless array
     of services to meet the needs of participants for comprehensive, intensive, and long-term services.

     Minnesota’s commitment to improving services to the neediest youth is reflected in its Shared
     Youth Vision: “By age 25, Minnesota’s young people will be ready for the responsibilities and
     rewards of economic self-sufficiency, healthy family and social relationships, community
     involvement, stable housing and life-long learning.” This vision statement is supported by an
     interagency workgroup whose mission is: “State agencies will collaborate to assure that
     Minnesota’s neediest youth will acquire the talents, skills, and knowledge necessary to ensure their
     healthy transition to successful adult roles and responsibilities.”

     LWIBs and Youth Councils established under WIA promote local coordination with education,
     economic development, juvenile justice, human services, community-based and faith-based
     organizations, RS, SSB, and migrant and seasonal farmworker programs to assure that youth from all
     backgrounds can access a variety of youth services. Identification by LWIBs/Youth Councils of in-
     demand occupations and targeted industries supports the local partnerships that help young people
     attain the skills, knowledge, and aptitudes to become productive workers.

     As funding levels have fluctuated in recent years, LWIBs/Youth Councils directed youth service
     providers to place a greater emphasis on priority of service for youth from hard-to-serve
     populations who frequently have multiple barriers to employment. In Minnesota,

               o    Youth with disabilities are served at a level that is roughly three times the national
               o    Foster youth are served at a level that is roughly twice the national average.
               o    Juvenile offenders are served at a level that is nearly twice the national average.
               o    Homeless youth and runaways are served at a level that is twice the national average.
               o    American Indian youth are served at a level that is eight times the national average.
               o    Asian youth are served at a level that is three times the national average.

6. Describe the governor's vision for how it will ensure that older individuals receive workforce training that will prepare
them to reenter the labor market and become a workforce solution for employers. (§112 (b)(17)(A)(iv).)

     Under the leadership of Lieutenant Governor Prettner Solon the State of Minnesota has taken an
     active role in addressing the barriers aging workers face and ensuring our economy benefits from
     this tremendous source of human capital. Moving forward, Minnesota’s workforce development
     system plans to continue addressing these issues by ensuring that Minnesota’s workforce
     development system has the capacity to handle the state’s looming demographic shifts. Specifically,

the Department of Employment and Economic Development (DEED) has committed to examining
the state’s workforce development system and recommend ways to ensure that the system has the
capacity to meet the needs of an aging workforce in the coming decade. In particular, DEED will
examine the capacity of the state’s WorkForce Centers to provide services to customers who need
help re-entering the workforce or transitioning into new careers. At present, each WorkForce Center
has a resident older worker specialist.


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