Narrative: III. a. 2. D.

The Governor’s Workforce Development Board has established the Career Pathways Partnership (CPP) with membership representing the core partners in this plan in addition to all the combined partners in this plan. In addition, this partnership includes: MN Department of Corrections, MN Department of Labor and Industry, community-based organizations, philanthropic organizations, labor, local and regional workforce service providers, and private sector GWDB members. There are three sub-groups focused on customers (characteristics), resources (asset mapping), and communication (developing common language with employers). The partnership meets bi-monthly and brings together the 21 private sector members of the GWDB on a quarterly basis to educate, inform, broaden statewide coordination within industry sectors, make recommendations and/or identify solutions to develop and expand employer champions to focus on industry sector approaches for credential attainment and skill development. The CPP is focused on goal 2 of this state plan, which is the GWDB’s strategic plan including building employer-led sector strategies across all of Minnesota’s 16 local areas and six regions of the state. The CPP will complete an annual review provided by the results-based accountability sub-committee to identify best practices and provide recommendations for expansion or modifications based on outcomes. Minnesota is one of 14 states selected to participate in the National Governors Association Talent Pipeline Policy Academy. This academy has brought together seven key state agencies and education and has led to a shared vision with two key strategies and ten goals to address the education and workforce needs of individuals and businesses in Minnesota. The agencies represent the core and combined partners in this plan: DEED, MN Department of Education, MN Department of Higher Education, MN Department of Human Services, MN Department of Human Rights, MN Department of Labor and Industry, MN State Colleges and Universities, and the Governor’s Workforce Development Board, Chair (private sector). The policy academy represents coordination and alignment across these agencies and delivers outcomes by leveraging resources between education, DEED, DLI, and DHS. Career Pathways and work-based learning have been identified as the two focus areas in this academy. The policy academy’s work, over the past 1.5 years, has culminated in the establishment of the Career Pathways Partnership (CPP), a standing committee under the GWDB, which brings state agencies, community-based organizations, education and industry together to address workforce programs for adults with the greatest barriers to employment. In addition, three focus groups on Work-Based Learning (WBL) were conducted to better understand the challenges and opportunities for WBL initiatives and programs for 16-24 year olds, as experienced in three different Minnesota communities: Chisholm, Minneapolis, and Worthington. The sessions were hosted by local workforce boards. Invitations to participate in the two-hour focus groups were sent to key stakeholders and program partners. Each session began with a panel of knowledgeable program leaders updating the group on local efforts. In evaluating the effectiveness and impact of the focus groups, participants were surveyed. Policy academy members learned there is interest in the field to continue the work. Nearly all focus group participants indicated they learned a fair amount about work-based learning and feel better positioned to build their networks. Local champions self-identified their enthusiasm with building upon existing efforts and planning for new ones. Feedback about the use of time and focus of conversation was positive. State agency officials who participated felt they’ve taken an important first step in building trust and an open channel of communication with regional nonprofit and public sector stakeholder/partners. This work continues through the ongoing partnership between agencies at the state level, the commitment and leadership in the CPP committee, and partnerships at the local and regional levels with state agencies, which are demonstrated by the outcomes in career pathways programs and apprenticeships. At a local and regional level, outreach, alignment, and coordination of services will be determined by the local and regional boards. All of the six regions are well represented on the GWDB and these private sector members will be directly engaged (or serve on a local board) with local and regional industry sector strategies. DEED’s business service representatives located across the state provide direct assistance and services to business. Local boards provide direction to these staff and, in turn, these staff provide updates and current activities within industry in their area. Local and regional plans will identify their key industry sectors, which align with industry sectors identified by the GWDB. Priority will be focused on these sectors, which may change during the course of this plan based on economic conditions. Minnesota has several industry associations and/or partnerships including Minnesota Precision Manufacturing Association, Health Education Industry Partnership, Central MN Manufacturing Association, and Minnesota State College and Universities Centers of Excellence. These partnerships further outreach, coordination, and better alignment within workforce and education. These partnerships are critical to identifying industry-recognized and valued credentials leading to meaningful employment.

Under a career pathways system approach the primary coordination of services will emerge from employer engagements that drive the work of the business led sector partnerships. An initial task of the sector partnerships will be to assess the current status of business services and a review of their effectiveness. This information will be shared with core and required partners, regardless of inclusion in the state Combined Plan.

Many system providers currently offer business services for a variety of purposes – from supporting access to labor exchange services, to planning for workforce development needs through customized training for incumbent workers, to offering company tours for career exploration of hiring individuals through on–the–job training contracts.

The local boards will be responsible for developing more specific strategies and approaches through their regional and local plans. Coordination will cut across the core programs, required programs, economic development entities and secondary and post–secondary education. The strategies and approaches will be aligned with and articulated through the six elements of a career pathways system and supported at the state level by each federal title administrator.