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Plan: Minnesota PYs 2016-2017
Combined Plan C

Section: WIOA State Plan Common Elements

Narrative: III. a. 2. B.

Published
Located in:
  • III. Operational Planning Elements
    The Unified or Combined State Plan must include an Operational Planning Elements section that support the State’s strategy and the system-wide vision described in Section II.(c) above. Unless otherwise noted, all Operational Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs. This section must include—
    • a. State Strategy Implementation
      The Unified or Combined State Plan must include—
      • 2. Implementation of State Strategy
        Describe how the lead State agency with responsibility for the administration of each core program or a Combined Plan partner program included in this plan will implement the State’s Strategies identified in Section II(c). above. This must include a description of—

III. a. 2. B. Alignment with Activities Outside the Plan

Describe how the activities identified in (A) will be aligned with programs and activities provided by required one-stop partners and other optional one-stop partners and activities provided under employment, training (including Registered Apprenticeships), education (including career and technical education), human services and other programs not covered by the plan, as appropriate, assuring coordination of, and avoiding duplication among these activities.

Current Narrative:

Program and activity alignment with core partners is primarily achieved through Minnesota’s 48 WorkForce Centers, the network of Adult Basic Education providers and community–based organizations who are contracted with through the local workforce development boards. All activities related to career services, training and business services are available through these established working relationships. Across Minnesota there are strong networks developed to align and leverage resources in particular to serve individuals with greatest barriers. One such example is the coordination between Adult Basic Education delivering ESL education and WorkForce Centers delivering digital literacy education. Historically, these relationships have been guided by memorandums of understanding (MOUs) and, under WIOA, new guidelines for these formal relationships will be incorporated into new MOUs.

Program and activity alignment with training opportunities, such as Registered Apprenticeships, occurs through the activities of the local boards, business partnerships and special grant and funding opportunities. These activities vary by regions with the availability of such programs and the needs of the industry. An example of maximizing opportunities is evidenced through a partnership established with the Red Lake Indian Reservation and a Native American owned manufacturing company where an individual has the opportunity to develop their skills through experiential learning leading to internship followed by registered apprenticeship. This demonstrates the alignment between education, workforce, apprenticeship, and the private sector. The pursuit of the greater business engagement and customer–centered design strategies will broaden and strengthen the involvement of all training opportunities that lead to industry recognized credentials within pathways to family sustaining wages.

Program and activity alignment with education, including career and technical education, is achieved through local board activities and involvement with special projects. Career and technical education resources through the Carl D. Perkins have become a central part of developing Minnesota’s Career Pathway model. Staff from Minnesota also participated in the design of the Career Pathways Toolkit and in developing the language for Minnesota’s State Combined Plan around the six elements of a Career Pathways System.

Program and activity alignment with human service agencies outside the purview of WIOA is a critical element to career pathways success in serving communities of color, individuals with disabilities and disconnected youth. Human services efforts around housing, transportation and child care have been identified in regional listening sessions as critical to the success of local businesses. The provision of “navigators” within our career pathway efforts has demonstrated the importance of support services in ensuring successful completion of training programs.

The inclusion of activities and providers outside of the plan of WIOA will be critical to the career pathways system’s success. The state board and state agencies will focus their efforts on state level strategy and policies that support comprehensive involvement of these providers, while the local workforce development boards focus on partnership development, supporting capacity building and coordination to reduce duplication of effort.