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INTEGRATEDWORKFORCE INVESTMENT SYSTEM

Program Year 2012

– Submitted by –Workforce Investment Board

Name:

WSA #7 South Central WorkForce Council

Department of Employment and Economic Development1st National Bank Building 332 Minnesota Street Suite E200 Saint Paul, MN 55101-1351

Phone: 651-259-7580 800-657-3858 Fax: 651-215-3842 TTY/TDD: 651-296-39001-888-GET JOBS (1-888-438-5627) www.positivelyminnesota.com

An Equal Opportunity Employer and Service Provider

InstructionsIn accordance with Workforce Investment Act (WIA) Law §118, this document provides directions to Minnesota's local Workforce Investment Boards (WIBs) for preparing the Program Year 2012 (PY12) Local Unified Plan (LUP) UPDATE for an Integrated Workforce Investment System. The PY12 LUP UPDATE covers the time period of July 1, 2012 to June 30, 2013. WIBs are required to submit an annual LUP to the Minnesota Department of Employment and Economic Development (DEED) in order for their Workforce Service Area (WSA) to receive funding under WIA and the State Dislocated Worker (DW) program.

The PY12 LUP UPDATE guidance is composed of three sections:

Section A: Integration and Strategies. DEED will use this section to benchmark the WIB's engagement in regional economic development strategies, as well as how the WIB conducts business beyond the narrow focus of WIA programs.

Section B: Program Operations. This section collects information required by law in order for WIBs to receive their base funding.

Section C: System Operations and Attachments. This section includes information needed to ensure that the local workforce delivery systems meets certain legal requirements as well as complies with agreements between DEED and WSAs. This section also asks for information needed to respond to requests from legislative leaders, local leaders, DEED's executive management, and other interested parties.

NOTE: While a provision for 'no change from last year' was not provided as an option for responses, if there are truly no changes from last year for a particular response, feel free to 'cut and paste' your response from the PY11 LUP. Sections of your PY12 response may be used for other purposes and your local plans will be posted on the web as is, so any responses with 'no change from last year' may not provide appropriate information or confuse readers.

2012 LUP UPDATE Requirements

LUP UPDATE Due Date: May 25, 2012(1)

Deliverables:1. Electronically submit, via e-mail, LUP UPDATE Sections A, B, and C, including all

attachments to [email protected] and;2. Mail one (1) hard copy of the Certification and Assurances which includes a signature

page with original signatures to:

Deanne WhiteMinnesota Department of Employment and Economic DevelopmentWorkforce Development Division – Location #0381st National Bank Building332 Minnesota Street – Suite E200St. Paul, MN 55101-1351

1 If you cannot make the May 25, 2012 deadline, provide information on why an extension is needed and the duration of the requested extension to Maria Cantu at [email protected]. PY12 LUP UPDATE extension requests must be received by May 18, 2012 to be considered for approval.

Minnesota Department of Employment and Economic Development PY12 LUP UPDATE

mailto:[email protected]


http://www.doleta.gov/usworkforce/wia/wialaw.txt

Planning Timetable EstimatesFebruary 29, 2012 Draft LUP UPDATE sent to WSAs for review and comment

March 5, 2012 Deadline for receipt of comments

March 13, 2012 Issuance of final LUP UPDATE

April/May 2012 WIA and Wagner-Peyser Allocations issued to States. WSA WIA Allocations issued (including forms for Budget, Participant Information, and Activity Summaries)

May 2012 Local Public Comment Period*

May 25, 2012 PY12 LUP UPDATEs due at DEED, along with submittal of original signature page. Beginning of DEED review comment and clarification period.

Week of June 18, 2012 Approval of LUP UPDATEs begins

July 1, 2012 Beginning of PY 2012

*The 30-day comment period and timeline is flexible depending on your own local approval process. If after your submission, your plan has changes due to the 30-day comment period, it is your responsibility to notify DEED.


Section A: Integration and StrategiesOne of the state's goals is to encourage WIBs to perform at a strategic level and to participate in a wide range of regional challenges and opportunities. This section will be used to describe the WIB's engagement in regional development strategies, as well as how the WIB conducts business beyond the narrow focus of employment programs.

1. A. How does the WIB identify and analyze regional economies?

The South Central WorkForce Council identifies and analyzes our regional economy by engaging the board, partners and community in a dialogue about workforce and economic development needs, including a thorough review of labor market information and input from employers. This approach gives the Council a good understanding of the region by combining what statistics reveal with the knowledge of local employers and community partners.

Labor Market Review

BackgroundLike the nation, South Central Minnesota has weathered the worst recession since the Great Depression. Recovery from that recession will depend upon the health of the existing industry mix of the region and the capacity of the region to grow new industries and attract new firms. The quality of economic recovery will depend in part upon a labor force that can supply the skills needed by regional employers while regional quality of life will depend upon growing industries that pay high wages. As with any recession, the current labor market is characterized by industries with emerging workforce needs and subsets of the labor force who do not possess the skills that are in demand and are thus at risk of becoming structurally unemployed. This review will characterize the supply and demand sides of the South Central Minnesota labor market with an eye towards present and future conditions.

Recession and RecoverySouth Central Minnesota lost about 5,800 jobs between 2007 and 2010- a 5.4% drop. This was an “equal opportunity” recession with losses spread across almost every major industry group in the region. The economy is now in recovery with a gain of about 1,100 jobs between 2010 and 2011. The recovery is producing jobs in a wide variety of sectors. However, many of these sectors may not see a full recovery for several years. Indeed, some sectors may never truly recover all of the jobs lost since 2007. While employment growth at the state and regional levels now seem to be sustainable in the short term, the region still needs to gain 4,700 jobs to achieve pre-recession levels. If the region grows at the rate of the state, it may not achieve this level until late 2013.

As jobs are shed, the unemployment rate obviously increases. In the months leading up to the recession, South Central Minnesota had typical unemployment rates between 3.3 to 5.8 percent- rates that were usually equal to or less than the state as a whole. By 2008-09, unemployment rates were trending between 7.0 to 9.0 percent and represented 9,000-12,000 individuals. Major improvements in the unemployment rate were witnessed in 2011 with rates ranging from 4.8 to 7.3 percent or 6,300 to 9,600 individuals. However, there are concerns that lower rates might be due in part to a large part of the labor force dropping out of the labor market all together.While a more detailed analysis will be provided below, all indicators point to a labor


market that is producing jobs and putting unemployed individuals back to work. As noted previously, the biggest challenge moving forward may revolve around solving skills mismatches between employers and the available workforce.

Labor Market Supply: Current ConditionsUnemployment rates represent one (somewhat crude) measure of labor availability in the economy. Unemployment statistics are released through a federal-state cooperative program between the U.S. Bureau of Labor Statistics and state agencies. Models use both current and historical data from the Current Population Survey, the Current Employment Statistics program and the Unemployment Insurance statistics program to provide estimates of employment and unemployment. The Unemployment Rate is the product of the number of unemployed persons divided by the labor force as a whole (employed and unemployed persons). Unemployment in southern Minnesota is slightly below state, and well below national averages. South Central Minnesota’s unemployment rate in January, 2012 reflects the diversity of the labor market across the 9-county region. Le Sueur County, due primarily to a relatively high concentration of employment in construction (an industry that has been hit particularly hard by the recent recession), typically has the highest in unemployment rate in south central Minnesota. The high unemployment rate has seasonal ebbs and flows (typically peaking in December or January and dropping in May). During this seasonal spike, unemployment rates often exceed regional, state, and even national rates. The rate typically drops near state and regional averages during the summer months. Unemployment in Blue Earth and Nicollet Counties is well below state and regional rates, fueled by lower than average unemployment in the Mankato-North Mankato Metropolitan Statistical Area (MSA) -- see the map below for non-seasonally adjusted unemployment rates by Workforce Service Area (WSA), and County. See Figure 1 and Figure 1A.

Figure 1: Unemployment Rates by County and Region: January, 2012


Figure 1A: County Workforce Information

Source: MN Dept. of Employment & Economic Development Local Area Unemployment Statistics and Quarterly Census of Employment and Wages.

Unemployment rates steadily increased with the onset of recession. Rates peaked in 2009 and are now in recovery. Rates in South Central Minnesota are in line with those in Minnesota. However, the 6.0 unemployment rate in 2011 still corresponds to 8,200 individuals without work. See Figure 2.

Figure 2: Unemployment Rates by Year: South Central, MN and US.

Source: MN Dept. of Employment and Economic Development Local Area Unemployment Statistics

Regional Industry Makeup: Current ConditionsAfter surviving the 2001 recession with relatively small losses, the region was hit hard by the most recent recession. Job losses in 2006 through 2010 brought employment down to levels not seen since the late 1990’s. See Figure 3. Employment has rebounded in 2011. However, the region must add back 4,700 jobs to achieve the employment level of 2007. Some counties have recovered faster than others. Sibley and Blue Earth Counties have added back all or close to all of the jobs lost with the recession. Others still have hundreds of jobs to add before getting back to 2007 levels. Nicollet County has the most ground to recover being down 1,388 jobs since 2007. See Figure 1A.


CountyUnemployment

Jan. 2012

Labor ForceJan. 2012

EmploymentQ3, 2011

Employment Change Q3,

2010-11

Employment Change Q3,

2007-11Blue Earth 5.1% 39,310 36,427 +1,065 -35Brown 7.0% 15,366 13,624 -119 -686Faribault 6.9% 7,588 5,121 -6 -486Le Sueur 9.4% 14,321 7,550 +36 -638Martin 6.1% 11,336 8,910 -268 -672Nicollet 4.9% 20,066 13,227 +289 -1,388Sibley 6.7% 9,040 4,328 +78 +8Waseca 6.4% 10,509 7,893 +148 -147Watonwan 7.2% 5,494 3,804 -6 -397SC Region 6.3% 133,030 100,886 +1,217 -4,442

Figure 3: Annual Employment Change in South Central Minnesota, 2000-2011

Source: MN Dept. of Employment & Economic Development Quarterly Census of Employment & Wages

The intensity of recession and recovery is determined by the industrial make up of the region. South Central Minnesota has a high concentration of employment in agriculture, manufacturing, healthcare and social assistance and retail in particular. See Figure 4. Manufacturing is of particular importance in that it employs large numbers of people but also pays higher than average wages.

Figure 4: Employment Summary for Major Industries in South Central Minnesota (Q2, 2011)

Industry Employment

Avg. Weekly Wage

Payroll Total

% Total Employment

Total, All Industries 84,821 $627 $691,933,777Agriculture, Forestry, Fishing & Hunting 2,434 $536 $16,966,151 2.9%Mining 255 $1,132 $3,754,190 0.3%Construction 3,844 $724 $36,183,340 4.5%Manufacturing 18,839 $793 $194,354,406 22.2%Utilities 369 $1,424 $6,833,937 0.4%Wholesale Trade 3,933 $1,215 $62,155,463 4.6%Retail Trade 12,161 $379 $59,985,216 14.3%Transportation and Warehousing 2,591 $591 $19,918,455 3.1%Finance and Insurance 2,925 $834 $31,736,457 3.4%Real Estate and Rental and Leasing 788 $420 $4,310,012 0.9%Professional, Scientific & Technical Services 2,281 $770 $22,846,149 2.7%Management of Companies & Enterprises 1,051 $1,212 $16,563,281 1.2%

Administrative and Support & Waste Management and Remediation Services 2,579 $412 $13,826,685 3.0%Educational Services 1,664 $679 $14,707,712 2.0%


Health Care and Social Assistance 15,730 $631 $129,093,870 18.5%Arts, Entertainment, and Recreation 952 $213 $2,642,752 1.1%Accommodation and Food Services 7,348 $192 $18,423,342 8.7%Other Services 2,988 $407 $15,825,769 3.5%


While the regional economy has added 1,100 jobs over the last two years, not all industries are recovering equally. Figure 5 shows employment change by industry over the last two years. Industries dependent upon local consumption such as retail are adding jobs while others such as accommodation and food services, other services and arts, entertainment and recreation are still in negative territory. Growth of 101 jobs in administrative services is likely due to temp agency growth. This is a good indicator that regional employers are likely to continue to add permanent employment.

Expansion in management of companies, finance and insurance and transportation and warehousing shows strength in the regional mix of industries. Employment growth in these areas is likely to produce growth in other industries as well. The small growth noted in manufacturing, professional and technical services and healthcare and social assistance is good in that losses have subsided. However, slow growth in these areas, in addition to losses in construction and wholesale trade show a labor market that is in the early phases of recovery.

Figure 5: Employment Change by Industry- South Central Minnesota, Q2 2009-11


Regional Employment is distributed across employers of various sizes, although a relatively high percentage (26 percent) of employment is in small firms with less than 20 employees. See Figure 6.


Figure 6: Distribution of Jobs by Employer Size Class, South Central Minnesota 2010


Some of the industries that have been hit hardest by this recession are often those that pay the highest wages. Construction, with an average hourly wage in the region of $20.23 is not yet in recovery while manufacturing is still sluggish. Public Administration has lost employment and is not expected to gain in the short term. See Figure 7.

Figure 7: Average Hourly Wages by Industry and Region, Q2 2011

Source: MN Dept. of Employment & Economic Development, Quarterly Census of Employment & Wages

The strength of the regional recovery and the makeup of the future economy will depend upon conditions in the industries that distinguish the region- those industries that have a higher concentration of employment than the rest of the nation. Attachment F lists these industries and Figure 8 shows the size and employment change for those industries. Distinguishing industries are those industries with a location quotient above 1.2. These industries have a relatively higher concentration of employment than the rest of the nation. Iron mining in Northeast Minnesota or medical device manufacturing in the Twin Cities is examples of distinguishing industries. Printing and food manufacturing are examples that might come to mind in South Central Minnesota. Figure 8 indicates that many of the region’s distinguishing industries have seen two years of sliding employment. Printing and computer and electronics manufacturing have lost over 20 percent of their employment. Other industries like food manufacturing, agriculture and nursing and residential care are expanding. It should be noted that industries losing jobs may actually be more competitive in that they are increasing productivity levels.


Figure 8: Employment Size (Bubble Size), Employment Change and LocationQuotient for Distinguishing Industries in South Central Minnesota


Opportunities for Job SeekersJust as employment has increased in recent years, job vacancies have expanded. As of 4th Quarter, 2011 there were 1,982 job vacancies in the region. This represents a 22 percent improvement from 2010 and a 61 percent improvement since 2009. At its worst, there were 10 job seekers in the region for every one job in second quarter 2009 compared to 3.4 job seekers per opening today. See Figure 9.

Figure 9: Job Vacancies and Unemployment in the South Central Region

Source: MN Dept. of Employment and Economic Development, Job Vacancy SurveyThe recovery in job openings is spread across a spectrum of occupations with some of the


strongest performance being seen in office and administrative support, production (manufacturing), healthcare and transportation. Those occupations showing the highest need in terms of vacancy rates include healthcare support, transportation and material moving, office and administrative support, production and management. Conditions are somewhat weak in construction and computer occupations though there may be skill areas of high need in these and other occupational categories. See Figure 10. Attachment G also shows those occupations in South Central Minnesota with the highest levels of demand.

Figure 10: Job Vacancies by Occupation, South Central MN Q4, 2011

OccupationVacancies Q4, 2011

Vacancy Rate

1 Year Change

2 Year Change

Total, All Occupations 1,982 2.0 22.0% 60.6%Office and Administrative Support 376 2.7 637.3% 157.5%Production 260 2.4 50.3% 642.9%

Healthcare Support 210 4.72000.0

% NATransportation and Material Moving 205 2.9 -6.8% 138.4%Sales and Related 188 2.1 22.9% 40.3%Food Preparation and Serving Related 136 1.6 91.5% -23.2%Healthcare Practitioners and Technical 100 1.9 -81.7% -23.7%Management 94 2.4 168.6% 308.7%Education, Training, and Library 72 1.0 157.1% 1.4%Building and Grounds Cleaning and Maintenance 56 2.0 211.1% -45.1%Installation, Maintenance, and Repair 54 1.4 500.0% 260.0%Business and Financial Operations 37 1.0 -56.0% 516.7%Architecture and Engineering 32 2.3 10.3% NAPersonal Care and Service 29 0.8 NA 383.3%Community and Social Service 24 1.4 NA NAComputer and Mathematical 17 1.6 -46.9% -34.6%Construction and Extraction 12 0.4 -64.7% NALife, Physical, and Social Science 6 1.0 NA -87.5%Arts, Design, Entertainment, Sports, and Media 5 0.5 -92.4% -96.6%

Source: MN Dept. of Employment and Economic Development, Job Vacancy Survey

DEED projects the creation of 10,409 new jobs in Southwest Minnesota between 2009 and 2019. An additional 44,770 jobs will open due to replacement. For the purposes of this analysis, Southwest Minnesota includes the South Central region but also those counties in the Southwestern Economic Development Region. It should be noted that the South Central Region accounts for about two-thirds of the total employment in this larger region. A large portion of projected growth is likely to take place in the South Central Region. Job growth will take place across most occupational categories with the exception of production and building and grounds maintenance. Personal care, healthcare support and healthcare practitioners are expected to have some of the highest levels of new job growth. Even where jobs are not expected to grow or even shrink, replacement will drive need. Moreover, it is likely that there will continue to be high need occupations within occupational categories with modest projected growth. See Figure 11.


Filling a newly available 10,400 jobs will require increased participation from a workforce that will likely grow more slowly in coming years. Figure 12 shows labor force participation rates for various age groups in South Central Minnesota. Labor force participation rates for younger and older workers are lower than a decade ago- presumably because of a lack of opportunities due to the recession. Participation rates for the 16 to 19 and 20 to 24 age groups stand at 61.5 and 81.9 percent respectively. This is compared to 67.0 and 91.1 percent in 2000. In the best case scenario, members of this population are investing in their education. However, persons entering the labor force in recessionary years often have lower levels of productivity and lower wages than those entering the labor force before or after them. Lower productivity levels can have long-term ramifications as larger portions of our population leave the labor force. Persons in the 25 to 64 age groups have fairly high levels of labor force participation even in comparison to 2000.

Figure 11: 2009-19 Employment Projections, Southwest Minnesota

Source: MN Dept. of Employment & Economic Development, 2009-19 Employment Projections


Figure 12: Labor Force Participation by Age Group, South Central Region 2010

Source: US Census 2010 American Community Survey

Like much of Minnesota, the regional labor force is expected to age in coming years. Figure 13 shows projected trends in the regional labor force by age group. Workers aged 45 to 64 have reached their peak percent of the labor force. Meanwhile, those aged 25 to 44 are expected to reach their peak in 2020 before declining. This might not be of such great concern if it were not for the fact that those aged 16 to 24 are expected to make up for less of the labor market. Part of the short fall will be met by persons over 65 who will double their share of the labor force from 5 to 10 percent over 20 years.

Figure 13: Projected Change in Labor Force by Age, South Central Minnesota 2000-2035

Source: Labor Force Projections 2000-2035, Office of the State Demographer

Labor Force trends are a direct result of an aging population and this aging will directly impact the growth rate of the entire labor force. Between 2010 and 2020, the labor force is projected to grow by about 2,700 jobs. However, the growth will be largely negated by


losses and slow growth between 2020 and 2035. See Figure 14.

Figure 14: Projected Change in Labor Force, South Central Minnesota 2000-2035

Source: Labor Force Projections 2000-2035, Office of the State Demographer

As the size of the labor force shrinks, employers will look to productivity to make up for potential workforce shortages. An educated workforce is key to a productive workforce. About 47 percent of the regional population over age 25 has some level of education beyond high school. While this is a higher attainment than many regions, it may not be sufficient to fill future needs. While general workforce shortages are not necessarily likely, skills shortages are an important consideration and employers rely upon more innovative and productive workers. Conditions will vary by county. See Figure 15.

Workforce shortages will be met in part through immigration. If the region grows more rapidly (economically) than the rest of the state or nation, it may see an influx of workers that will mitigate possible shortages. In some cases, migrants may come with skills that can be applied directly to their places of work. Others may need training in English or other areas. Figure 16 shows the primary language spoken in the labor force. Only 5.3% of the labor force listed some other language than English as their primary language and many of those may have very high English proficiency. However, the percentage of those lacking these skills is likely to grow.


Figure 15: Educational Attainment: South Central Minnesota, 2010

Source: US Census 2010 American Community Survey

Figure 16: Primary Language of Labor Force, South Central MinnesotaPrimary Language Percent of Labor

Force Speak only English 94.7% Speak Spanish 3.3% Speak other Indo-European languages 1.1% Speak Asian and Pacific Island languages

0.7%

Speak other languages 0.2%Source: US Census 2010 American Community Survey

Employers & Community PartnersEqually important as the statistical review, is information we receive directly from employers and community partners in the region. Although statistics give us valuable information in understanding our regional economy, it must be coupled with what we are hearing from our local employers. Business representatives on the Council, Business Service Specialists, employer surveys, industry summits/forums, cluster studies and industry initiatives provide invaluable information in understanding and analyzing our regional economy. Our connection with local employers (WorkForce Council, Manufacturing Alliance, post-secondary advisory committees, Manpower, chamber of commerce, etc.) gives us access to real-time labor supply and skill needs.

Construction and TradesConstruction and trades was hit hard by the recession. Unemployment in the industry hit 21.8%. The industry accounted for $36 million in wages in second quarter 2011, with a median wage over $20 per hour. During the recession and its aftermath, most construction has been “horizontal” (i.e. highways), versus “vertical” construction (i.e. buildings). Vertical construction creates more jobs. Employers indicate a good supply of labor at this time. Employment needs include: laborers, individuals with construction/trade skills, mechanical aptitude and technical skills. Employment issues: aging workforce at a time when not hiring many new workers, which creates difficulty in succession planning.


Health Care Ten of the top 30 demand occupations are in health care. One in every six jobs in South Central MN is in health care, or 18% of employment. The Health Care industry was minimally affected by the recession and the industry experienced increases in employment in 2010. A 25% increase in hiring is expected in the coming year. Health Providers indicate occupations in greatest demand are: Nursing Aides/Orderlies, Registered Nurses, Licensed Practical Nurses, Home Health Aides, Dental Assistants and EMTs/Paramedics. There is also a demand for physicians in the areas of: Family/General Practitioners, Internists, Surgeons, Pediatricians and Physical Therapists, Occupational Therapists and Speech Pathologists. Employment issues include: high turnover of CNAs in first year of employment, the difficulty long-term care facilities have in recruiting RNs as they cannot compete with wages paid by hospitals, and rural health care facilities competing for employees with the Mankato area. Training needs include technical medical skills, plus customer service skills. Maintenance workers in health care are aging; there is a need for maintenance workers with boiler operator licensure.

ManufacturingManufacturing provides the most employment opportunities in the region, with 20% of South Central employment in manufacturing, or one in every five jobs. The industry accounted for more than $194 million in wages in second quarter 2011, with a median wage over $17 per hour. Almost 70% of the jobs in manufacturing require post-secondary education or related work experience. Manufacturing is an example of an industry that restructured as a result of the recession. Manufacturers are increasing automation in order to maintain productivity with fewer employees. Employment issues faced by manufacturers include: lack of public awareness of well-paying careers available in manufacturing (especially important that parents of emerging workforce understand the opportunities for careers in manufacturing), the decline of the family farm and the cutting of industrial technology programs in area high schools, which had been pipelines for workers. Occupations that manufacturers struggle to fill include: engineers, maintenance workers with boiler license, high-skilled CNC operators and welders. The region is experiencing an increase of job orders for manufacturing positions. Employers are seeking skilled workers with experience.

Social Assistance and EducationEducation and social assistance employers report good applicant pools of well-qualified candidates for open positions. However, they do report larger applicant pools for positions in the Mankato area versus other more rural areas of the region. Employment issues identified are budget cuts, wage freezes make it difficult to provide competitive wages and limited opportunities to move up the career ladder once individuals begin working in the industry.

TechnologyEmployers indicate difficulty in finding highly skilled individuals for technology positions such as computer programmers, analysts and network administrators. Employers are seeking individuals with these technical skills in addition to experience in applying the skills. Limited career laddering opportunities, employers identifying other incentives for job retention.

TransportationTruck drivers have moved into second place as a demand occupation. Employers indicate that insurance mandates that truck drivers have two years of experience. There is a shortage of experienced truck drivers. In addition, when


the Wal Mart distribution center is built it will great an even greater demand for truck drivers.Overall the biggest workforce development issue identified is the growing skills gap. This is especially prevalent in the manufacturing and technology industries where rapidly evolving technologies and automation leave employers struggling to find the highly-skilled workers they need. Other regional issues identified:

6.7% increase in poverty (based on census statistics), Livable wage employment opportunities (60% of the jobs in SC pay less than

$16.00 per hour) Youth entering the workforce are facing a “perfect storm” of employment issues

including: a decrease in labor force participation due to fierce competition for available jobs (at a time when employers are seeking candidates with experience), high level of student debt, and limited productivity based on limited work experience. Graduates are starting lower on the career ladder than their education would merit or they are unable to find jobs in their career area and take any kind of job to make ends meet. It may take many years for this generation of youth to “catch up” (wage scarring).

Finally, working closely with WorkForce Center and community partners provides us another piece of the puzzle in understanding our regional economy and labor supply issues. Regional and local economic development professionals and Business Service Specialists help us keep a pulse on new industry occupational developments on the horizon. Our connection with education helps us to identify training issues and where recruitment strategies need to be developed. We have also found that our WorkForce Center partners through their job placement activities provide some of the first indications of hiring demand for certain occupations and occupations in decline.

B. How is this information used to identify the key industries and demand occupations within this economy?

From our analysis of the regional economy the South Central WorkForce Council utilizes the following factors to identify key industries within our region.

High demand distinguishing industries with a greater than average employment concentration, including regional industry clusters.

High growth industries that are adding more jobs or improving their competitive position.

High wage industries –average weekly wages higher than average for all industries.

Exporting industries that have a greater impact on the regional economy by bringing dollars into the region.

Supporting and supply industries that impact the competitiveness of regional industry clusters.

Emerging industries including renewable energy and bioscience.

Demand occupations are identified using a rich set of labor market information, including statistics on both current demand and future outlook, coupled with real-time input from local employers and job counselors. Information utilized includes:

Jobs with large numbers of vacancies or indication of labor shortages.Jobs projected to grow along with regional industries, providing good future

employment opportunities.Jobs that support key regional industries or industry clusters.Jobs paying higher than average wages or jobs that are part of career ladders

that lead to higher wages.Education and training requirements of the job.


Because of the diverse populations that we serve, from low/unskilled populations (FastTRAC, MFIP, FSET) to the highly skilled (dislocated workers), our demand occupation list includes entry level opportunities as well as highly skilled employment opportunities within key industries. See Attachment G for Demand Occupation list.

C. How is this information incorporated into your service delivery strategies including how your career counselors use this information to train customers in occupations in demand (OID) in your labor market area.?

The identification of key industries and demand occupations is significant in meeting the needs of business and job seekers and is reflected in the following workforce development strategies:

The demand occupation list is utilized by employment counselors of the core partners to assist program participants in identifying high growth/high demand occupations in the region. Based on the interests and aptitudes of job seekers they are assisted in exploring careers that are in demand and pay a livable wage. The provision of demand occupations and labor market information will be incorporated into core services to ensure the universal customer is also receiving this information as well as program participants.

Job seekers that require training prior to entering the workforce will explore training opportunities that will prepare them for career opportunities within the key industries and demand occupations identified by the WorkForce Council.

Our WorkForce Council has set and will continue to track an annual goal to place 75% of WIA Adult and Dislocated Workers in demand occupations. Last year, 82% of WIA Adults, 84% of State Dislocated Workers and 74% of WIA Dislocated Workers were placed in demand occupations.

We will continue to build our pipeline of workers for the health care industry through FastTRAC training programs for CNA/Health Care. This initiative provides low-skilled job seekers an opportunity to explore career opportunities in the Health Care Industry while working on the basic skills necessary to succeed in entry-level positions or entry into post-secondary training opportunities. FastTRAC initiatives align local recourses and are provided in partnership with Adult Basic Education (ABE) providers and South Central College. This past year we provided bridge programming in Health Care in partnership with all four Adult Basic Education providers in our region and expanded integrated instruction for both CNA certification and Medical Terminology. In 2012 we will work to “institutionalize” FastTRAC programming in Health Care to ensure its sustainability.

In Program 2012, we will begin developing a FastTRAC career ladder for the manufacturing industry. We will work with local ABE providers and South Central


College to develop a manufacturing career pathway in machining/industrial maintenance that will include bridge programming, integrated instruction, and stackable credits/credentials. We will build our efforts off of the Rights Skills Now program and Mechatronics curriculum already developed at South Central College. We will work towards incorporating internships/work experience in our FastTRAC programming during Program Year 2012.

In partnership with employers and MN West Technical and Community College we will develop customized welding training utilizing the mobile lab to address the demand for trained welders in the region.

Employers indicate that many job applicants for entry level positions lack work readiness and basic skills. We will continue to utilize the National Career Readiness Credential to identify workers with the basic skills necessary to succeed in employment and to implement strategies for those that need to increase their basic skills. Job seekers lacking these basic skills will be referred to Adult Basic Education for basic skill instruction. Through this partnership we will utilize Work Keys training curriculum and the Learner Web to prepare individuals to take the Career Readiness credential or the Accuplacer for those continuing their education. Work readiness skills are best evaluated on the job, consequently, when appropriate, we will increase work experience and internship opportunities.

Our local Business Service Representatives will focus on working with the key industries identified by the WorkForce Council. Through their contact with these employers, we will keep our WorkForce Center partners informed on current workforce needs and issues.

Through the Economic Growth Collaborative (regional collaboration), we have implemented a strategy to create more awareness of the careers available in manufacturing through a “Tour of Manufacturing” conducted in conjunction with manufacturing week. This event provides an opportunity to inform the public and break myths about the manufacturing environment and to provide youth and adults an opportunity to see the high skilled, high wage career opportunities available within the manufacturing industry.

In addition, we will be implementing three initiatives targeted to at-risk youth populations:

MFIP Teen Parent Innovation Grant: This is a collaboration of the nine- county Human Service agencies in SC Minnesota. The intent of the program is to improve teen parent outcomes through the delivery of comprehensive services that promotes high school completion, connects teens to community resources, improves personal development and supports healthy lifestyle decisions through a single point of contact model and stronger collaborations with education, public health, MN Extension, human services, and workforce/employment services.

Youth Workforce Development Grant: South Central received a MN Youth Workforce Development Competitive Grant to target services to youth from communities of color including work readiness and career exploration curriculum to assist youth to explore, identify and attain positive educational and career goals. Youth will participate in a work experience and project based activities throughout the year including workshops on job


search techniques, career exploration, labor market information including demand occupations, value of post-secondary education, entrepreneurial opportunities, goal setting, connections to community resources, life skills training and financial fitness training. In addition to work readiness activities, this program will engage youth and their families and provide cultural awareness to the community. Because we recognize the strong family connection in communities of color, parents will be invited to participate in the initial meetings for program enrollment as well as the group activities. To increase cultural awareness in the community, worksite supervisors will participate in cultural awareness training. We will also invite youth participants to share their story which will allow them to connect with other youth that have had similar experiences and will help youth understand each others differences.

Youth Intervention Program grant: This grant is targeted to youth in foster care. Services provided under the grant include career exploration, career counseling, life skills workshops and work experience.

2. Based on your most recent analysis of regional economies, provide a list of the key industries in your regional economy. (If more space is needed, use Attachment F.)

See Attachment F for Key Industry list.

3. Provide the following information for current and upcoming regional development initiatives that the WIB is involved in.

A. Identify and define the mission or objective of the initiative, including the timeframe for implementing the initiative.

The South Central WorkForce Council is involved in a number of regional initiatives. We have identified four regional development initiatives below: FastTRAC initiatives, the Economic Growth Collaboration of South Central Minnesota, Right Skills Now and “Building Health Care Education Pathways for Regional Employment Needs” initiative.

FastTRAC Initiatives: The goal of our FastTRAC initiatives is to address the workforce shortages of our demand industries and the skill shortages of low skilled/low wage adults by the development and delivery of bridge and integrated instruction through a partnership between Adult Basic Education, WorkForce Partners and South Central College. Grant timeframes are one year to 18 months; however, this is a long-term initiative that aligns systems and resources and will be embedded into how we do business in the future.

Economic Growth Collaborative of SC Minnesota: The mission of the Economic Growth Collaborative of SC Minnesota is to “develop and implement market-driven strategies that align resources and increases the economic competitiveness of the region”. The collaborative has two main objectives: 1) Bridging Education and Employment and 2) Increasing Awareness & Involvement in Manufacturing & Skilled Trades. This collaborative began through the FIRST grants; however, all grants supporting this collaboration have concluded. This collaboration continues through the support of the partners.

Building Health Care Education Pathways for Regional Employment Needs:South Central College received a $4.5 million grant from the Department of Labor. The mission of the initiative is to support the development of educational pathways to


meet regional employment needs in the health care sector. Objectives include: 1) establish four health care degree and certificate programs in Health Unit Coordinator, Medical Assistant, Radiography and Pharmacy Technician; 2) deliver customized CNA training; 3) implement the Health Support Specialist Apprenticeship Program; and 4) implement a “FastTRAC” Health Care Careers programs. It is a three year initiative that ends in 2013.

Right Skills Now: The intent of the Right Skills Now training program is to develop a “fast track” precision manufacturing training program designed to enable job seekers and employers to meet the current demand for skilled workers. The training program, delivered by South Central College, is designed to give students the necessary entry level skills to safely and accurately operate CNC machine tools. The training includes a 16 week classroom component and an internship.

In addition to these initiatives, we are partners in the Southern MN Professional Development Network, the Southern MN Partnership for Regional Competitiveness and will be participating in the Mankato Area Talent Symposium, MNSCU’s assessment of regional industries and the Governor’s Workforce Development Council’s Skills at Work initiative.

B. Identify key players/partners and define their roles, including the role of the WIB.

FastTRAC Initiatives: Key partners are: Area Adult Learning Cooperative (ABE), Faribault County Adult Basic Education, Mankato Area Adult Basic Education, SW Adult Basic Education, South Central College, MN West Community & Technical College, SC WorkForce Council and WorkForce Center partners, including MN DEED –Job Service, Vocational Rehabilitation Services and MN Valley Action Council. The role of ABE is outreach and referral, eligibility determination, data collection, assessment, bridge curriculum/instruction, integrated curriculum/instruction, transition and MABE tracking. The role of South Central College and MN West is outreach and referral, integrated curriculum/instruction, transition, and MNSCU tracking. The role of the WorkForce partners is: outreach and referral, screening, National Career Readiness Credential assessment, career counseling, job search/placement, transition assistance, access to WIA tuition assistance and support, and Workforce One tracking. The South Central WorkForce Council convenes partners, provides administrative planning, reporting and oversight.

Economic Growth Collaborative: Partners include representatives from business, community, economic development, education and workforce development. Organizations represented include: Brown County Economic Development Initiative, Diversity Council, Enterprise Minnesota, Greater Mankato Growth, MN DEED, MSU –Mankato, Region 9 Development Commission, SC College, SC Service Cooperative, SC WorkForce Council, Southern MN Initiative Foundation, and V-Tek. The partners are currently working on two initiatives: 1) partnering with ISEEK to develop a work-based learning site that connects employers with learners for work-based learning opportunities (i.e. work experience, job shadowing, etc.); and 2) increase the awareness of job opportunities in manufacturing through a Tour of Manufacturing held annually in the region. All partners are involved in the planning and implementation. The WorkForce Council convenes the partners and provides staff support.

Building Health Care Education Pathways for Regional Employment Needs: Partners include: SC College, Faribault Adult Basic Education, Healthcare Education Industry Partnership, Immanuel St. Joseph’s Mayo Health System, Mankato Area Adult Basic Education, Mankato Clinic, MN Valley Action Council, Northfield Community Action


Center, Riverland Community College, River’s Edge Hospital and Clinic, SC WorkForce Council, Three Links Care Center, and Workforce Development Inc.

The role of the business partners is recruitment, apprenticeship/clinicals programming, guest speakers, training sites, resources and employment opportunities. The role of education partners is recruitment, credentialed/degree training programs, placement/retention and resources. Role of WorkForce partners is recruitment, career counseling, training resources, placement/retention, and support services. The WorkForce Council has an additional role of data collection, tracking and reporting.

C. Summarize the status of the initiative, including the WIB's level of involvement to date.

FastTRAC Initiatives: We currently are implementing a CNA FastTRAC Initiative, a Health Care Careers FastTRAC initiative, and a MIRC Digital Literacy Initiative. During Program Year 2012, we will be developing grants to implement FastTRAC programming for the manufacturing industry in machining and industrial maintenance. The WIB serves as a convener and provides administrative planning, reporting and oversight.

Economic Growth Collaborative: The regional collaborative continues to meet to bridge education and employment through work-based learning activities and to increase the awareness of opportunities available in the manufacturing industry. The WorkForce Council convenes the partners, partners in implementing our objectives and provides staff support. Building Health Care Education Pathways: We are beginning the final year of grant implementation. “FastTRAC” programming and training programs in Health Unit Coordinator, Medical Assistant, and Pharmacy Tech are being implemented. The SC WorkForce Council has a lead role in data management for the grant and our service providers in referral to FastTRAC and health careers training.

Right Skills Now: Numerous meetings and kick-off events were held during program year 2011. The Right Skills Now training in machining began in January of 2012 on the Faribault campus and March of 2012 on the Mankato campus. A second round of training is scheduled for Fall of 2012 at both campuses. WorkForce Council involvement includes participation in meetings and outreach; workforce partners role is outreach and referral, NCRC testing, career counseling, case management, access to WIA/State DW tuition and support dollars, job search/placement for program participants.

BackgroundBy PY11, 79,551 employers were registered in MnnesotaWorks.net. Minnesota employers posted 450,420 job openings, a 9.3% increase from PY10.

4. What is your strategy to ensure that job-ready job seekers enrolled in your programs (including non-program Universal Customers) are registering in Minnesotaworks.net and are making their resumes viewable to employers?

As job seekers utilize the resource room to look for work, staff interacts with them checking to see if any help is needed. During this interaction, staff encourages MinnesotaWorks registration and stresses the importance of posting their resume so it is viewable to employers. For individuals enrolled in programs, the importance of a viewable resume is emphasized from the initial meeting. After the job seeker is enrolled, the job counselor can check MinnesotaWorks resume status by using the MAD system. If an


enrolled job seeker is not in Minnesota Works (viewable) the job counselor contacts the individual to discuss and offer their assistance in getting a quality resume in the system.

Reports on the percentage of individuals in our programs that are registered on MinnesotaWorks and have a resume posted are distributed at Operation meetings of the managers of our WorkForce Center partners to identify where the percentages are low and to discuss strategies for increasing the percentages. All core workforce center partners are committed to registering and posting resumes of program participants on MN Works and provide encouragement and assistance when needed.

BackgroundThe Governor's Workforce Development Council has published their blueprint for strengthening Minnesota's workforce and closing the state's skills gap. The following questions will be based on All Hands on Deck

Recommendation 1: Expanding the Minnesota FastTRAC Initiative...These programs should be required to offer a stackable credential or an industry-recognized credential to successful participants. To support ongoing coordination and the sustainability of the FastTRAC Initiative, funding sources should be identified and formalized. State funds, along with focused professional development, should be used to incent coordination and to leverage and align the financial resources of local partners.

5. A. What is the local partners’ capacity for providing career pathway services (connecting individuals to education, providing support services for those in education, providing career navigation, providing employment placement and retention after credential attainment, etc.)?

The South Central Workforce Service Area is committed to implementing MN FastTRAC Initiatives and has been doing so for many years. The goal of our FastTRAC programs in health care is to address the skilled workforce shortages of the health care industry and skill shortages of underprepared adults by the development and delivery of bridge curriculum and integrated instruction that results in post-secondary credits, stackable credential and skilled workers for the health care industry. We accomplish this goal by aligning the resources and expertise of Adult Basic Education, MNSCU, and workforce partners. Key components include:

Bridge Course: Pathway to Health Care Careers is approximately a 6 week course designed to provide learners an opportunity to explore careers in the health care industry while increasing their basic skills. Curriculum includes contextualized basic skills training, basic workplace skills for health care, Learner Web instruction, NCRC assessment, KeyTrain (if appropriate), industry site visits and computer literacy.

Integrated Instruction: Two integrated courses are provided at South Central College –Basic Nursing 101 (4 credits) and Medical Terminology (3 credits). Integrated instruction is provided by SC College and Mankato Area ABE.

Students completing bridge and integrated instruction will have an opportunity to test for Certified Nursing Assistant certification, will earn 7 post-secondary credits which are stackable and apply directly to health care diploma and degree programs in: Practical Nursing, Registered Nursing, Medical Coder, Medical Assistant, Community Social Services and Health Support Specialist.

Central Point of Contact/Navigator: MN DEED Job Service provides a central point of contact for students participating in FastTRAC. The role of the Central Point of Contact includes: conducting outreach/screening, NCRC assessment, career counseling, labor market information, exit interviews/screening for integrated instruction, job search/job placement assistance, access to WIA tuition and support dollars, and Workforce One tracking.

Partnerships between the central point of contact and other human service/community


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based programs provides the wrap-around supports necessary to assist learners in working through their barriers to success.

B. What is the local partners’ capacity for convening or administering for career pathways (convening education providers and employers to design career pathways, supervising staff in navigator roles, providing fiscal agency duties)?

The South Central WorkForce Council plays a lead role in convening partners, planning, fiscal and administrative oversight, articulating roles of the partners, and identifying demand industries and occupations for career pathway design.

Recommendation 2: Setting goals and developing plans for increasing adult credential attainment. Minnesota State Colleges and Universities (MnSCU), in partnership with the Department of Employment and Economic Development (DEED) and Minnesota’s Adult Basic Education (ABE) system, should set a broad strategic goal for increasing the number of low-skill adults that earn credentials leading to high-demand occupations that provide family-sustaining wages, and should develop a plan to reach that goal...

Note: TEGL 15-10 calls for a nationwide 10 percent increase in credential attainment across workforce investment programs (WIA Adult, WIA DW, TAA, NEG, Career Pathways, and Community-Based Job Training Grants) by June 30, 2012.

6. What is the strategy for the local partners to continue to increase credential attainment across WIA programs?

Workforce, MNSCU and Adult Basic Education partners have made a commitment to increase credential attainment. Local career counselors and educators have a shared commitment to provide the supports necessary to assist learners in completing their training programs. Strategies include aligning resources, career planning, identifying navigators and wrap-around services to address barriers to credential attainment.

At this time we do not have benchmark data on credential attainment; consequently, during program year 2012 the South Central WorkForce Council will begin tracking and reporting credential attainment rates of service providers with plans to set goals for Program Year 2013.

Recommendation 8: The state Legislature should ensure the coordination of current federal, state, and local business development resources that help all individuals, aging individuals in particular, become successful entrepreneurs. The result of this coordination should be a more comprehensive set of assistance programs for entrepreneurs that builds on best practice efforts — including Project GATE II, the Department of Employment and Economic Development (DEED) Urban Initiative Loan Program, and the work of the Minnesota Initiative Foundations — and responds to the unique skills and needs of aging entrepreneurs. Programs should also establish partnerships (service, financial, or other) with local area foundations, education institutions, aging network organizations, and other aging advocacy or leadership groups. Services to be coordinated are currently provided by the Small Business Development Centers, ISEEK, other DEED programs, regional economic development leaders, and the U.S. Small Business Administration.

7. As Project GATE II just closed on December 31, 2011, we are absorbing some important lessons learned when it comes to supporting individuals as they launch or grow businesses, such as the importance of reaching out to a wider network of expertise.

A. How is the local area partnering with local area foundations, educational institutions, small business development boards, aging network organizations, and other aging advocacy or leadership groups to encourage entrepreneurship? Include those


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partnerships that your organization developed through Project GATE II and comment on what worked and what didn’t.Due to its success and in order to sustain the services provided through Project Gate II, we will continue to hold monthly Entrepreneurial Essentials information workshops at the WorkForce Centers and in Waseca. The classes will continue to be open to all age groups. We will continue the partnerships developed with SBDC, MSU-Mankato, SC College, Riverbend Center for Entrepreneurial Facilitation/Ignite, Greater Mankato Growth, Southern MN Initiative Foundation, Region 9 Development Commission and local financial institutions. SBDC will continue to provide the instruction for our local workshops and make referrals to the other partners as appropriate. Workforce partners will continue to provide the full-compliment of program services as appropriate. Project Gate II provided us the opportunity to identify and align local entrepreneurial resources and to ensure we are building on the expertise of each of the partners for the success of new entrepreneurs.

B. Through Project GATE II, we were able to exclude participants from local program performance. In addition to working to do this in the future, what additional strategies would your organization recommend and employ to encourage self-employment as a viable re-employment tool?

When discussing programs and services to assist new entrepreneurs one of the first barriers identified is the availability of capital funds. Partners will continue to identify and refer entrepreneurs to opportunities available including the Southern MN Initiative Foundation who has identified entrepreneurship as one of the two strategic focuses for the coming year, angel investors, state and federal programs, and local financial institutions. Our primary strategy is to continue to recognize and support self-employment as a viable re-employment tool and to sustain/build upon the partnerships and services that were developed under Project Gate II.


Section B: Program OperationsThis section collects information required by Workforce Investment Act (WIA) Law §118 in order for WIBs to receive their base funding.

References:WIA Law: (Section §118)(a) IN GENERAL. – Each local board shall develop and submit to the Governor a comprehensive 5-year

local plan (referred to this title as the "local plan"), in partnership with the appropriate chief elected official. The plan shall be consistent with the State plan.

(b) CONTENTS. – The local plan shall include – (b)(1) an identification of – (A) the workforce investment needs of businesses, job-seekers, and workers in the local area; (B) the current and projected employment opportunities in the local area; and (C) the job skills necessary to obtain such employment opportunities;

All Hands on Deck: Recommendation 5: …In preparation for the demographic shifts now underway, the Department of Employment and Economic Development (DEED) should examine 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 should 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.

1. Keeping the changing economy in mind, describe the workforce investment needs of your local:

A. Businesses

Employers indicate that a skilled workforce is the number one factor that predicates business success and competitive advantage. Skills needed that are consistent across industries include:

Basic work readiness skills (including attendance, timeliness, work ethic, etc.) Teamwork and interpersonal skills Problem-solving/critical thinking skills Basic math and reading skills Communication skills (oral and written) Computer skills Technical/occupational skills

It is important to note that employers across all industries indicate that computer skills are a basic skill, like reading and math, required for all positions from entry-level to highly skilled job opportunities. We are also hearing across industries how important communication and teamwork skills are. Employers indicate they rarely fire someone due to their technical skills; it is usually due to interpersonal skills/work readiness skills.

Other entry-level skills identified by manufacturers included: shop skills such as safety and tool handling, mechanical skills, blue print reading and an understanding of LEAN principles.

Other entry-level skills identified by the health care industry included: customer service, good oral communication skills, documentation/charting, data analysis,


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emergency procedures, clinical/hands-on training.

Although there are currently over three job seekers for every job opening, business indicates applicants do not always possess the skills they are looking for. Skill shortages exist in highly skilled, technical positions including engineers, CNC machinists, computer programmers/analysts, internists, physician assistants, nurse practitioners, and pharmacists.

Many employers within key industries indicate there needs to be greater awareness of career opportunities within their industry. This is especially prevalent within manufacturing and trade occupations. With the decline of the family farm and industrial arts/technology programs at local school districts, youth are not exposed to these career opportunities as they once were. Marketing and career exploration programs (i.e. Project Lead the Way, Partners In Career Exploration, Tour of Manufacturing) are needed that expose job seekers to career opportunities within these industries and that combat old stereo-types, especially in the manufacturing industry.

Manufacturers tell us they are looking at robotics and mechanization to increase competitiveness and as a strategy to deal with the serious workforce shortages anticipated with an aging population. Consequently, workers will need to be highly skilled in electronics and mechanics to maintain this equipment. Training programs in Mechatronics developed by South Central College is a key strategy in meeting this need as well as the Right Skills Now program to provide an entry into highly skilled machining occupations.

As businesses look ahead to the aging of our workforce and the retirements of baby boomers, employers need succession planning strategies and knowledge transfer plans. Employers are looking at mentorship programs where older, long-term employees mentor younger workers. They also indicate that knowledge can transfer both ways, as younger employees often have better computer/technology skills and can assist older workers with technology changes. A related issue for employers is dealing for the first time with four generations in the workforce. Each generation is motivated differently and responds to differing styles of supervision and incentives.

The recession has compounded the problem of an aging workforce. We have industries such as education and the trades who indicate a substantial percent of their employees are over age 50, at the same time that they are experiencing significant lay-offs. As a result, they are unable to hire and began training a younger pipeline of future workers.

Employers tell us there are fewer career laddering opportunities within their companies and that they need to find additional ways to challenge and motivate employees other than through promotions to higher level positions.

Employers indicate that due to increased diversity in the workforce, international trade and the global economy, an increased understanding of languages and cultures is necessary. Manufacturers further indicate they need employees who understand the metric system and the logistics of shipping and transportation in a global economy.

Finally, in order to address many of these workforce investment issues, businesses need to develop closer relationships with local education institutions. This includes not only post-secondary institutions to provide specific skill training, but also with K-12


education to implement recruitment and career exploration strategies.

B. Job seekers

The workforce investment needs of job seekers mirrors many of the needs identified by businesses.

There are a variety of individuals looking for work. Whether it is a youth entering the workforce for the first time, a low skilled unemployed individual, a highly skilled dislocated worker or someone currently employed looking for better employment opportunities, they have similar yet specialized needs. Job seekers need work readiness and basic skills to succeed in the workplace. All occupations, across all industries require basic skills including work readiness skills, basic math and reading, computer, communication, interpersonal, and critical thinking skills. MNSCU campuses report that an increasing percentage of students are requiring remediation in basic skills prior to enrolling in specific occupational training programs. Partnerships with Adult Basic Education through FastTRAC programs and Career Readiness Credential initiatives will be a key strategy to ensure job seekers have the basic skills necessary to succeed in training and employment opportunities.

As the labor market continues to change, job seekers need access to good labor market information to make informed career choices. They need to be aware of demand occupations, future employment trends, career pathway and laddering opportunities. Job seekers need access to interest and aptitude assessments to help them identify their strengths and how skill sets transfer across job opportunities.

Job seekers also need basic job search assistance. They need to know how to find the jobs that are available and tap the hidden job market. Employer recruitment methods continue to change. Some employers do not list their job openings. Some require online applications and situational assessments to screen their applicants. Almost all job openings require either an application or resume. Frequently we work with dislocated workers who have not job searched in years and require assistance in conducting a successful job search. WorkForce Centers offer Creative Job Search and Resume classes to provide information on job openings, applications, resumes and interviewing.

Job seekers need employment opportunities that pay a livable wage. They need jobs that will provide income sufficient to meet their basic needs. The Jobs Now Coalition Cost of Living In Minnesota Wage Calculator indicates that a family of four with one adult worker needs to earn a minimum of $16.00 per hour working 40 hours per week in order to meet basic expenses. Approximately, 60% of jobs in the region pay less than $16 per hour.

Currently there are over three unemployed workers for every job opening. Consequently, job seekers will need computer and occupational skill training that is affordable, flexible and provides the skills necessary to compete for higher wage job opportunities. Training institutions/programs need to provide a wide range of training opportunities in a variety of formats. This would include short-term customized training, on-the-job training, as well as one, two and four year certification/degree programs. They need to provide more evening, week-end and on-line instructional formats to meet the varying needs of individuals.


The Georgetown study reveals that 70% of Minnesota jobs will require education beyond high school by the year 2018. Currently 47% of the SC workforce 25 years of age and older have some level of post-secondary education. Job seekers accessing services who lack a post-secondary credential need career counseling that stresses the importance of post-secondary training in preparing them for high skilled job opportunities in demand occupations.

C. Workers

Trends all indicate that our incumbent workforce will need to be life-long learners. Studies reveal that our workforce will not only change jobs at least eleven times in their life-time, but they will also need to change careers. It is estimated that many of the jobs of tomorrow have not yet been created. As technology, mechanization, and information continually changes, our workforce will continue to need training and upgrading of skills. We are experiencing a “churning” of the workforce where we see loss of jobs due to downsizing at that same time where high skilled jobs go unfilled. Many of the jobs lost are the entry-level, lower skilled jobs. All of these trends point to a need for access to training opportunities that provide the skills workers will need to compete and succeed in today’s and tomorrow’s workforce.

Manufacturing employers have indicated that incumbent workers need training in: mentoring, LEAN/Six Sigma, computer skills/technology, supervisory skills, fiscal management (understanding profit) and employee personal development plans.Heath care employers indicated many of the same training needs: computers/ technology, mentoring, data analysis, leadership/supervisory skills and the sciences.

Training for workers needs to be flexible such as on-line, nights and week-ends. They also need company-specific training through incumbent and on-the-job training.

Workers need career advancement/career laddering opportunities. They need opportunities to increase their skills so they can move up the career ladder and obtain higher skilled/higher wage jobs. As the aging population leaves the workforce, there will be a need for employees to fill higher level positions. Employers prefer to recruit within for qualified employees that already know the business. As a result, this will provide openings for new entry level workers. Workers need training opportunities that will prepare them for these advancement opportunities.

D. Aging Workers (from Recommendation 5 above): What is your partnership’s capacity to provide services to those aging adults who need help re-entering the workforce or transitioning into careers?

The mix of partners within our WorkForce Centers provides us a unique capacity to serve aging adults. MN DEED –Job Service assists older workers with job search skills. Aging adults frequently have never conducted job search on-line. Through the MIRC program we have established partnerships with Adult Basic Education to provide basic computer literacy training. The BTOP program provides volunteers who work in our resource rooms to provide one-on-one assist in conducting on-line job search and posting resumes. Services provided through the Senior Community Service Employment Program (SCSEP) are available in all three of our WorkForce Centers through our partnership with MN Valley Action Council. The SCSEP provides work experience opportunities for aging adults who are having difficulty re-entering the workforce, with a goal of permanent placement in unsubsidized employment. Aging adults with disabilities are referred to MN DEED –Vocational Rehabilitation Services for specialized services. Aging adults who require training to re-enter the workforce or


transition into careers are served through WIA Adult and Dislocated Worker programs. Short-term, credentialed training programs developed in partnership with South Central College are a good training resource for this population.

During Program Year 2012 we will continue to increase our capacity to provide specialized services for the aging adult population. MN DEED –Job Service will continue to develop workshops and networking opportunities that are geared towards the unique needs of this population.

2. Describe the current and projected employment opportunities in your local area.

As you will note on Attachment F, South Central has a very diverse industry mix. Some of the most prominent “distinguishing industries” in the region (defined as those having a much higher than average employment concentration) include: agriculture/animal production, printing and publishing, telecommunications, and transportation/warehousing. In addition we are home to a burgeoning chemical manufacturing industry (e.g. ethanol production). Consequently, we have a diverse mix of current and projected employment opportunities in our local area that includes jobs in mature industries like animal production, rapidly changing industries like telecommunications and printing, and new jobs in emerging industries like renewable energy.

Attachment G delineates demand occupations for the South Central region. This list was developed based on labor market information identifying current demand, projected growth, education requirements and wages.

Examples of projected employment opportunities by industry include:

Health Care: Certified Nursing Assistants; Home Health Aides; Dental Assistants; EMTs/Paramedics; Family & General Practitioners, Heath Care Support Workers, Internists, Licensed Practical Nurses, Medical & Health Services Managers, Nursing Instructors, Occupational Therapy Assistants, Pediatricians, Physical Therapists, Radiologic Technologists, Registered Nurses, Surgeons

Business/Finance: Accountants and Auditors; Administrative Assistants; Bookkeeping/Accounting Clerks, Business Operations Specialists; Financial Managers; Human Resources Specialists; Human Resource Managers; Market Research Analysts; Office Clerks, Sales Managers; Sales Representatives.

Manufacturing: Computer Controlled Machine Tool Operators; Cost Estimators; HVAC Mechanics; Industrial & Mechanical Engineers; Industrial Machinery Mechanics; Laborers and Freight, Machinist, Stock & Material Movers; Logisticians; Machinists; Production Workers; Purchasing Agents; Welders

Technology: Computer Programmers, Computer Software Engineers, Computer Support Specialists, Computer Systems Analysts, Database Administrators, Information Security Analysts, Network & Systems Administrators, Web Development.

Social Assistance/Education: Civil Engineering Technician; Compliance Officers; Correctional Officers and Jailers; Dispatchers; Mental Health Counselors; Police & Patrol Officers; Social/Human Service Assistants; Social Workers; Training & Development; Vocational Education Teacher.


Agriculture/Natural Resources: Ag & Food Science Technician; Environmental Scientists; Farm Products Buyers & Purchasing; Farm, Ranch, Ag Managers; Food Scientists & Technologists, Securities & Commodities.

Transportation: Truck Drivers Heavy and Tractor-Trailer, Bus & Truck Mechanics

Retail: Cashiers, Retail Salespersons, Stock Clerks

Service: Food Prep and Serving Workers; Janitors and Cleaners

Our current and projected employment opportunities is a diverse list, reflective of the industries in our area and includes lower skilled entry level employment opportunities to highly skilled positions.

3. Describe the job skills necessary to obtain such employment opportunities.

As indicated earlier, there are certain basic skills that are required across almost all industries and employment opportunities. They include:

Basic work readiness skills Basic math and reading skills Communication skills (oral and written) Computer skills Teamwork and interpersonal skills Problem solving/critical thinking skills Technical/occupational specific skills

In addition to these basic skills, 57% of our demand occupations require work experience related to the job (short-, moderate-, or long-term on-the-job training). However, post-secondary vocation training will benefit job seekers to compete for occupations requiring on-the-job training (for example, Home Health Aides, Truck Drivers, Office Clerks, Accounting Clerk, etc). Another 19% require an associate degree or post-secondary vocational training. The remaining jobs require a Bachelor’s degree and some require additional work-related experience.

Labor market information (and O*Net data) help us to identify core knowledge areas for our demand occupations. The table below identifies some of the top knowledge and skill sets needed for employment opportunities available in South Central, based on an analysis of jobs on our demand occupations list. Some skill areas, like medicine and dentistry, overlap only a few of the key occupations. Others span the list. Customer and personal service ranks as very important for 38 percent of jobs on our demand occupations list, covering a variety of occupations at varying educational levels. Computers and electronics ranks second among those things listed in the table, being very important for nearly one in six jobs on our list. Mechanical, mathematics, and engineering/technology round out the top five. You will note that Science, Technology, Engineering, & Mathematics (STEM) skills rank highly.

Administration and mgmt Computers and electronics English language Biology Customer and personal svc Law and government Building and construction Design Mathematics Chemistry Education and training Mechanical Clerical Engineering and technology Medicine and dentistry Production and processing Psychology Public safety and security Sales and marketing Therapy and counseling Transportation


Law reference:(b)(2) a description of the one-stop delivery system to be established or designated in the local area, including – (A) a description of how the local board will ensure the continuous improvement of eligible providers of services through the system and ensure that such providers meet the employment needs of local employers and participants; (B) a copy of each memorandum of understanding described in section 121(c) (between the local board and each of the one-stop partners) concerning the operation of the one-stop delivery system in the local area;

4. How does the WIB ensure the continuous improvement of its providers?

The South Central WorkForce Council has established two partnership teams that address continuous improvement/training needs of our service providers. They include the South Central Training Team and Continuous Improvement Team.

The South Central Training Team is made up of staff from the South Central WorkForce Council, and all partnership agencies including: Job Service, Life-Work Planning Center, Minnesota Valley Action Council, MRCI, Rehabilitation Services, and Services for the Blind. The team assesses the training needs of our WorkForce Center partners and provides training that addresses the needs that are common across the partnership. Training days are held twice a year for all partnership staff. These training days are noteworthy in that the agendas are driven by the staff of our WorkForce Center partnership and also address partnership development.

The Continuous Improvement Team deals with quality issues. The team conducts assessments of the system, obtains feedback from our customers and develops continuous improvement plans that address quality issues.

In addition to these activities, the SC WorkForce Council also participates in “Mystery Shoppers” where unidentified staff from other Workforce Service Areas visits our resource rooms and rate the level of services. The Continuous Improvement Team and Operations Committee review the results of these visits and identifies improvement areas.

We conducted the National Workforce Institute assessment to identify the training needs of staff. This assessment was also completed by SE and SW MN. As a result of this work, the Southern MN Professional Development Network was established to address training needs we have in common with the rest of Southern Minnesota.

The SC WorkForce Council conducts an annual review of program results. The Council not only reviews results of WIA programs, but also the results of the partners of the WorkForce Center. Finally, State and SC WorkForce Council staff conduct on-site monitoring of WIA and MFIP service providers on an annual basis and the results are included in the Council’s review.

5. Describe recent continuous improvement activities in which your local providers and partners participated.


Continuous improvement activities this past year include:

SC WorkForce Partners Training DaysDuring the past year WorkForce Center partner staff attended two training days. In September, the training featured motivational speaker, Roger Revak who spoke about “Conquering the Challenges of Change”. Having walked in the shoes of many of the clients we serve, Roger emphasized the profound impact that staff have on the people they serve and provided a unique perspective on how to help clients succeed. Job Service and Mankato Area Adult Basic Education also presented on new initiatives and services, including FastTRAC, Minnesota Intelligent Rural America (MIRC), and Broadband Technology Opportunity Program (BTOP).

In February, the training featured Mike Kutzke of Professional Training Services who spoke about “Organization and Prioritization: Day-to-Day Life Management Strategies”. Through humor and storytelling, Mike provided strategies to simplify all areas of your life. Staff also participated in the Futures Game presented by Rick Roy from MN DEED to explore how regional economic decision making shapes the economic, environmental, and community well-being of the Western Australian Wheatbelt. Working in teams, staff were challenged to think about the approaches and priorities that regional economies must consider when looking at their future success.

Staff also completed a training needs assessment to identify future training day topics. As a result of the survey, we are planning training on working with clients with criminal records, clients with mental health issues and inviting employer panels to share current workforce demands and hiring trends.

Other Continuous Improvement activities include: Global Career Development Facilitator Training Governor’s Job Summit NAWB Forum 2012: Dialogue for Workforce Excellence Elizabeth Kearney Women’s Leadership Development Program Greater Mankato Growth Inter-City Leadership Visit MFIP Conference MN WorkForce Council Association Conference Adult/Dislocated Worker Job Counselor Conference National Association of Workforce Development Professionals National Youth

Conference SWIFT Training LEAN Managers Training State Vocational Rehabilitation Services Meeting FastTRAC Professional Development Rural WSA Mentoring Meetings Rights Skills Now Joint WorkForce Council Directors and Job Service Manager Meeting Bridges to Poverty Seminar Motivational Interviewing Social Networking/Media Seminars Placement Advisory Next Generation Placement DHS Deaf and Hard of Hearing Training Children’s Mental Health Conference MN Social Services Association regional training and annual conference MRA Conference


ADA Training Preventing Sexual Harassment Training MN Works Training MCIS Training Veterans Services Autism Training Criminal Backgrounds Training Ethics New Counselor Training Assistive Technology Training Placement 101 Client CFP & Post-Secondary Training VR Assessment of Needs Social Security Work Incentives Training Federal and State VR Collaboration Meetings Get Into Energy Career Pathways (GIECP) Career Coach Training National Work Readiness Credential Proctor Training & Webinars Migrant Seasonal Farm Worker Conference Business Services Webinars DEED Labor Market Information Training Mystery Shopper

6. Describe your planned continuous improvement activities in which your local providers and partners will participate.

Planned continuous improvement activities for Program Year 2012:Two South Central WorkForce Partners training daysSouthern MN Professional Development Network Training DayMN Workforce Council Association ConferenceNational Alliance of WorkForce Boards ConferenceHeartland ConferenceNew Leaf TrainingSocial Media Training & WebinarsMigrant Seasonal Farm Worker Conference & TrainingMFIP ConferenceMN Social Services Association ConferenceNational Association of Workforce Development Professionals

ConferenceYouth Practitioner NetworkAdult/DW Job Counselor ConferenceFastTRAC Professional Development DaysMinnesota Annual Workforce Development ConferenceMystery Shopper

7. What is the WIB's role to ensure that the local workforce system meets the needs of employers and participants?

The South Central WorkForce Council has developed its Framework for Workforce Development (see Attachment H). This framework identifies the Council’s


Foundational Values: Mission: Develop and maintain a quality workforce in SC Minnesota Founding Principles: maintain objective administration & oversight by

contracting service delivery Legislation: Workforce Investment Act, TANF, State DW Statutes Demand Industries: Agriculture, Health Care, Manufacturing, Bio-Science,

Technology, Renewable Energy, Transportation, Social Assistance/Education, Construction/Mining, Retail/Wholesale Trade, and Finance & Business

Operational Principles: Skilled Workforce: Basic, Work Readiness, and Occupational Skills Industry-Driven Strategies: LMI, Industry Connections, Economic Drivers Strong Collaborations & Resource Alignment: Business, Community, Economic

Development, Education, and Workforce Development Continuous Improvement: Measurable Outcomes, Evaluation, and Improvement

Strategies Responsive to Labor Market Changes Ethical Management of Public Resources

and Operational Focus for Worker Pipelines: Youth MFIP/DWP Individuals with Disabilities Adults Dislocated Workers Veterans

The SC WorkForce Council’s meeting structure is based on a continuous improvement model. The Council identifies the needs of employers and job seekers, establishes goals to meet those needs, sets measurable objectives, implements the plan and then evaluates the effectiveness of the system.

Through the evaluation process the Council reviews how effective we are in meeting the needs of employers and job seekers. Our annual review includes:

WIA Youth, Adult and Dislocated Worker Services MFIP, DWP and FSET Outreach to Schools Program Senior Community Employment Service Program Resource Room activity (i.e. job orders, registered customers) Rehabilitation Services Services for the Blind Business Service Specialists Results of State and local on-site monitoring visits Customer Feedback Provider Feedback

Each time the Council conducts a Request for Proposal (RFP) process to identify service deliverers it steps back and re-evaluates our delivery system. Throughout the years, we have utilized the RFP process as a time to streamline our delivery system and institute changes in our services to most efficiently and effectively meet the needs of our customers.

NOTE: Agreements such as Memorandum of Understanding, joint powers agreements, etc. were


requested last program year. Further information/action will be requested at a later date. In previous years, questions regarding MOUs and joint powers agreements were included. These questions have now become a part of the separate process for compliance documents with DEED, and will be addressed in that submittal.

Law reference:(b)(3) a description of the local levels of performance negotiated with the Governor and chief elected official pursuant to section 136(c), to be used to measure the performance of the local area and to be used by the local board for measuring the performance of the local fiscal agent (where appropriate), eligible providers, and the one-stop delivery system, in the local area;

Reference:Budget, Participant Information and Activity Summaries

NOTE: Forms required for Budget, Participant Information, and Activity Summaries for WIA Title I-B Adult and Dislocated Worker, and State Dislocated Worker programs will be forwarded when the final allocations are released. The applicable approved grant application and budgets will be attached to the Notice of Grant Action (NGA) which then becomes part of the separate process for Master Agreements with DEED.

NOTE: Updates to Attachment A: Performance Standards for Title I-B, Title III, and SCSEP will be completed at a later date and sent under separate cover. Title IV has been updated.

Law reference:(b)(4) a description and assessment of the type and availability of adult and dislocated worker employment and training activities in the local area;

8. Identify the percentage of the participants who will be in training (not pre-vocational services) programs that lead to targeted high-growth and high-wage industries, demand driven occupations, and/or career laddering occupations as identified in Section A, Question 2?

Seventy-five (75%) of WIA Adults and Dislocated Workers will be trained in programs that lead to targeted high-growth and high-wage industries, demand driven occupations, and/or career laddering occupations.

In addition, the SC WorkForce Council has set a goal of 75% of placements will be in demand occupations as identified on our demand occupation list (Attachment G)

Law reference: (b)(5) a description of how the local board will coordinate workforce investment activities carried out in the local area with statewide rapid response activities, as appropriate;

9. A. How does the local WSA ensure staff comply with the policies and procedures for Rapid Response (specifically 13.9 and 13.10) as communicated in DEED's website www.positivelyminnesota.com/ddp/PolicySearch.aspx?kw=dislocated%20worker?

The South Central WorkForce Council supports and complies with the policies developed by the MN Department of Employment & Economic Development. To ensure our providers comply with MN DEED policy all subcontracts with local service providers state: SUBGRANTEE agrees to administer the program in accordance with the Act, as amended, State and Federal laws, regulations and guidelines promulgated thereunder, including the MN Department of Employment and Economic Development’s WIA Title 1B and Related Activities Manual.

In practice, the WSA Rapid Response Liaison and service provider staff (MN DEED –Job Service) have years of experience in partnering with MN DEED to respond to dislocation events. The WSA recognizes that the primary responsibility for initial Rapid Response


http://www.positivelyminnesota.com/ddp/PolicySearch.aspx?kw=dislocated%20worker

lies with the MN Dept. of Employment & Economic Development. Good communication between Rapid Response and local partners is key to responding to the needs of area businesses and laid off workers.

B. How does the local service area inform the State Rapid Response team within 24 hours about an actual or potential dislocation event when there is possibility of a mass layoff (50 or more dislocations)?

The South Central WorkForce Council and its provider, MN DEED –Job Service, have built excellent relationships with the State Rapid Response team. The recent recession has afforded us many opportunities to work with Rapid Response partners in responding to local dislocation events. Our local WSA contacts the State Rapid Response Team within 24 hours, either by telephone or email, whenever we are aware of an actual or potential mass lay-off of 50 or more. As a local provider, MN DEED –Job Service works closely with their colleagues in Rapid Response to respond to actual and potential lay-offs. In addition, our local job service manager has been trained to provide Rapid Response services.

C. How does the local service area cooperate with the State Rapid Response team in securing information when there is a possibility of a mass layoff?

The local WSA provides any information they have received to the State Rapid Response Team regarding a mass lay-off. This could be in the form of media announcements or relaying information received from the company itself or from affected workers who come to the WorkForce Center for assistance with Unemployment. Through a conversation with State Rapid Response, a determination is made whether State Rapid Response or our locally trained Rapid Response team member (BSS Manager) will make the official contact with the company to confirm the lay-off information, identify if they might qualify for TAA, obtain a lay-off list and determine if they will cooperate in setting up outreach/informational meetings with affected workers. If there is no competition for a project (which is usually the case) local staff works closely with Rapid Response to set up the meetings and obtain information (surveys) from the affected workers. On occasion we have had poor turn-outs at the informational meetings, in which case local staff provides outreach to affected workers to obtain survey information. In either case, surveys are sent to State Rapid Response to tabulate and generate a report. Based on survey results, occupations of affected workers, local economy, type of lay-off, etc. a determination is made whether a special project will be sought or referral to formula programs. As history has shown us, every mass lay-off is different with differing circumstances. It is through good communication and working relationships between the local WSA and the State Rapid Response Team that results in the most effective coordination of processes, procedures and roles to meet the needs of workers affected by their unique lay-off event.

D. Who is the WIB's rapid response liaison for mass layoffs?

Name Diane HalvorsonTitle Executive DirectorPhone (507) 345-2408TTY (507) 389-6512E-mail [email protected]

10.A. How does the local service area inform the State Trade Act staff of companies that are potentially TAA certifiable?



Local businesses and workers often contact the WorkForce Center when they know a potential or actual lay-off may occur. As staff talk with the business or laid off workers, they are trained to inquire as to the reason for the lay-off and whether foreign trade competition may have had an impact. If there is the slightest connection to foreign trade competition, WorkForce Center staff informs State Trade Act staff either by phone or email of a potential TAA affected lay-off.

B. How does the local WSA cooperate with the State Trade Act staff where the layoff involves a company that the DOL Trade-certified?

Once the Department of Labor TAA certifies a company, State Trade Act staff sets up a meeting with all the workers affected (if the lay-off is large enough). It is at this time that the local WSA is contacted and provides assistance in setting up a site for the meeting and provides contact information of affected workers if necessary. The State Trade Act staff sends a mailing to all affected workers that invites them to an informational meeting and includes the Trade Act application. As staff meet with the workers they encourage them to attend the TAA orientation. Individuals are referred to their local WorkForce Center to be enrolled in a Dislocated Worker Program (if they are not already enrolled) to establish an Employment Plan with their counselor. The Counselor then assists with the completion of the TAA application and it is submitted to State Trade Act staff for approval. Once the training plan/application is approved by Trade Act staff, the individual, the post-secondary institution and the WF Center are notified. Trade Act staff are responsible for entering Trade Act activities into Workforce One. Local staff continues to provide case management and support services if necessary. The process is much the same for OJTs, with the exception that Trade Act staff work closely with local staff to provide good customer service to employers in the completion of the paperwork. Local and State Trade Act staff continue to communicate as necessary throughout program delivery.

Law reference: (b)(6) a description and assessment of the type and availability of youth activities in the local area, including

an identification of successful providers of such activities;

NOTE: Youth planning is a separate process and is not required with this submittal process.

Law reference: (b)(7) a description of the process used by the local board, consistent with subsection (c), to provide an

opportunity for public comment, including comment by representatives of businesses and comment by representatives of labor organizations, and input into the development of the local plan, prior to submission of the plan;

11.Provide a description of the process used by the local board to provide an opportunity for public comment, including comment/input by representatives of business and labor organizations, prior to submission of the plan.

Through their representation on the Council, representatives of business and organized labor participate in the development of our local unified plan. The SC WorkForce Council includes representatives of the following industries: manufacturing, health care, business and financial services, transportation, social assistance and telecommunications. In addition we have two active labor


representatives from Operating Engineers Local 49 and Plumbers and Pipefitters who also represent the construction and trades industries, and are involved in the review process.

A public notice of the Local Unified Plan is published in all nine-county legal newspapers of our workforce service area, giving all employers, labor organizations and other interested parties an opportunity to review and comment. The notice indicates that the plan is available for review and comment on our website and provides information on how to provide input or comment.

Law reference: (b)(8) an identification of the entity responsible for the disbursal of grant funds described in section 117(d)

(3)(B)(i)(III), as determined by the chief elected official or the Governor under section 117(d)(3)(B)(9);

NOTE: In previous years, questions regarding responsibility for the disbursal of grant funds, and signature authority for local plans and WIA Master Agreements were included. These questions have now become a part of the separate process for compliance documents with DEED, and will be addressed in that submittal.

Law reference: (b)(9) a description of the competitive process to be used to award the grants and contracts in the local area

for activities carried out under this subtitle;

12.Describe the competitive process to be used for awarding subgrants grants and contracts in your local area for all WIA activities.

The South Central WorkForce Council conducts a formal Request for Proposal (RFP) process to identify the service deliverers of WIA Youth, WIA Adult, WIA Dislocated Worker and State Dislocated Worker programs. The process begins by the development of an RFP Task Force. The Task Force includes SC WorkForce Council members and staff and a Joint Powers Board representative. All Task Force members are required to sign a Conflict of Interest/Nondisclosure Statement prior to their participation. The RFP Task Force evaluates current service delivery and identifies changes to be made to the system and/or services to efficiently and effectively deliver services to our customers.

A Request for Proposal package is developed and published requesting potential providers to detail how they will fulfill the requirements for services and expected outcomes. Publishing of the RFP includes a notice in all nine-county legal newspapers and letters sent to area organizations/agencies, other identified providers of workforce development programs, and those that request to be on our RFP list.

The Task Force reviews and evaluates the responses. Evaluation criteria includes:

Identification of Need Services (including: intake, eligibility, assessment, referrals, Individual

Service Strategies, career exploration including high growth industries/demand occupations, case management methods, program/service design)

Commitment to Partnership/WorkForce Center System Performance Outcomes Budget/Costs –including cost/price analysis Operational Capability

Based on evaluation results the RFP Task Force develops a recommendation that is submitted to the South Central WorkForce Council and Joint Powers Board for


approval.


Section C: System Operations and AttachmentsLaw Reference29 CFR 37.25 – Responsibility of Equal Opportunity Officer: Responsibilities are identified in subgrantee policies, DEED policies and 29 CFR 37.25

Law Reference29 CFR 37.23 – Designation of Equal Opportunity Officer.

1. List contact information for the local Equal Opportunity Officer (whose duties include resolving local-level discrimination complaints).

Law reference:29 CFR Part 37.77 ‘Who is responsible for developing and publishing complaint processing procedures for service providers?’Answer: The Governor or the LWIA grant recipient, as provided in the State’s Methods of Administration, must develop and publish, on behalf of its service providers, the complaint processing procedures required in 37.76. The service providers must then follow those procedures.

WIA service providers must have an agreed upon WIA Discrimination complaint procedure in place for the WIA Programs including Dislocated Workers (state and/or federally funded); WIA Adult and Youth WIA Programs; and for the SCSEP. A template for use at the local level is located as an attachment on the Discrimination Complaint policy. Go to the end of the policy and click on the link Template of this policy for use by Local Level WIA Title I-B Providers/Independent Providers. You will be able to drop in the information for your use at the local level.

Reference: All Hands on DeckRecommendation 10.2: Customer Feedback. DEED should require that all WorkForce Centers publicize multiple avenues for submitting complaints (phone, email, web, etc.), along with information that clearly explains the complaint resolution process and identifies the on-site manager or designee in charge of handling complaints. This information should be easy to find, both on-line and at the WorkForce Center. In appropriate instances when confidentiality is not a concern, each WorkForce Center’s on-site manager or designee should also be responsible for notifying complainants when their issue has been resolved…

2. Does the local area have in place an agreed upon WIA Discrimination complaint process per the regulations stated above? (This is different than posting the required complaint procedure for the customer - is there an agreed upon policy stating the process to be followed by a local service area in order to serve the complainant, which may include notifying the EO officer, completing the complaint log, etc.)

___X______ Yes


Name Diane HalvorsonTitle Executive DirectorPhone (507) 345-2408TTY (507) 389-6512E-mail [email protected] To South Central WorkForce Council


http://www.positivelyminnesota.com/ddp/PolicyDetail.aspx?pol=102

http://www.dol.gov/oasam/regs/cfr/29cfr37(2001).htm

http://www.positivelyminnesota.com/assets/policies/doc/eodesignation.docx

http://www.dol.gov/oasam/regs/cfr/29cfr37(2001).htm

Law Reference:Section 667.600What local area, State and direct recipient grievance procedures must be established?

Section 667.610What processes does the Secretary use to review State and local grievances and complaints?

(a) The Secretary investigates the allegations arising through the grievance procedures described in 667.600 when:...

A template of this policy for use by local level WIA Title I-B Providers/Independent Providers can be found in the Program Complaint policy. Go to the end of the document and click on the link Template of the Policy for Use by Local WIA Title I-B Providers/Independent Providers.

20 CFR., Subpart FGrievance Procedures, Complaints, and State Appeals Processes Section 667.600, What local area, State and direct recipient grievance procedures must be established? Section 667.610

A template of this policy for use by local level WIA Title I-B Providers/Independent Providers can be found in the Program Complaint policy. Go to the end of the document and click on the link Template of the Policy for Use by Local WIA Title I-B Providers/Independent Providers.

Field Monitoring staff will be monitoring this element to ensure compliance.

Reference: All Hands on DeckRecommendation 10.2: Customer Feedback. DEED should require that all WorkForce Centers publicize multiple avenues for submitting complaints (phone, email, web, etc.), along with information that clearly explains the complaint resolution process and identifies the on-site manager or designee in charge of handling complaints. This information should be easy to find, both on-line and at the WorkForce Center. In appropriate instances when confidentiality is not a concern, each WorkForce Center’s on-site manager or designee should also be responsible for notifying complainants when their issue has been resolved…

3. Does the local area have in place an agreed upon WIA Program Complaint Policy per the 20 CFR and WIA regulations listed above? (This is different than posting the required complaint procedure for the customer - is there an agreed upon policy stating the process to be followed by a local service area in order to serve the complainant, which may include completing the complaint log, notifying complainants when their issue has been resolved. etc.)

____X_______Yes

4. List contact information for the local program complaint officer.

Name Diane HalvorsonTitle Executive DirectorPhone (507) 345-2408TTY (507) 389-6512E-mail [email protected] To South Central WorkForce Council

List the programs this individual is responsible for taking complaints:

WIA Youth, WIA Adult, WIA Dislocated Worker, State Dislocated Worker, Dislocated Worker Special Projects, and NEG Grants





5. For any other core programs not identified above, name the program complaint officer and contact information. (Highlight, copy and paste additional contact information fields as needed.)

Program(s) Job Service (Wagner Peyser, Veterans)Name Karen WagnerTitle Area ManagerPhone (507) 389-6725TTY (507) 389-6512E-mail [email protected] To David Niermann

Program(s) Vocational Rehabilitation ServicesName Jay HancockTitle Area ManagerPhone (507) 332-5471TTY (877) 360-1919E-mail [email protected] To Jan Thompson

Program(s) Services for the BlindName Mary KollesTitle Area SupervisorPhone (612) 642-0515TTY (507) 389-6512E-mail [email protected] To Jon Benson

Program(s) Senior Community Employment Services, MN Youth

Name Nancy HaagTitle DirectorPhone (507) 345-2405TTY (507) 354-3139E-mail [email protected] To John Woodwick

Law reference: (b)(10) such other information as the Governor may require.

In this section, WIBs must provide information needed to ensure that the local workforce delivery system meets certain legal requirements (including all equal opportunity requirements for employment, programs and services). WIBs must also comply with agreements between DEED and WSAs. This section also asks for information needed to respond to requests from legislative leaders, local leaders, DEED's executive management, and other interested parties.

6. List contact information for the designated WorkForce Center Site Representative(s) in each of your WFC locations. (Highlight, copy and paste additional contact information fields as needed for each WFC.) See WorkForce Center Site Representative policy.







Official Name of WFC Fairmont WorkForce CenterName Connie HinesTitle Workforce Center Site ManagerPhone (507) 235-5518TTY (507) 235-5518E-mail [email protected] To Karen Wagner

Official Name of WFC Mankato WorkForce CenterName Karen WagnerTitle Area ManagerPhone (507) 389-6725TTY (507) 389-6512E-mail [email protected] To David Niermann

Official Name of WFC New Ulm WorkForce CenterName Nancy HaagTitle DirectorPhone (507) 345-2405TTY (507) 354-3138E-mail [email protected] To John Woodwick

7. List contact information for one Americans with Disabilities Act (ADA) coordinator for all partner programs in your local area.

Name Jay HancockTitle Area ManagerPhone (507) 332-5471TTY (877) 360-1919E-mail [email protected] To Jan Thompson

8. List contact information for the local WFC data practices coordinator.

Name Lynn RuizTitle DirectorPhone (507) 345-2413TTY (507) 354-3138E-mail [email protected] To John Woodwick

9. List contact information for one English as a Second Language (ESL) coordinator for all partner programs in the local area.







Name Beverlee MountainTitle ABE Program CoordinatorPhone (507) 345-5222TTY (800) 627-3529E-mail [email protected] To Audra Boyer

Reference10.4 Staff Training. Non-DEED staff should receive training on physical and programmatic accessibility and on serving people with all types of disabilities. DEED should develop policy guidelines for training all WorkForce Center staff during their orientation, and require WorkForce Center managers to report on which staff have and have not received training. The GWDC supports DEED’s current inclusion of people with disabilities as facilitators of staff training programs and encourages the expansion of these practices. In particular, DEED should continue to include people with disabilities in staff training modules to demonstrate the use of assistive technology and to provide insights on accessibility and usability. Additionally, training curricula should be reviewed and updated regularly, with the input of relevant stakeholder groups…

10.As part of the recommendation above, DEED will be developing guidelines for training ALL WorkForce Center staff. Besides any DEED-offered training in the past in the equal opportunity area, what other training has non-DEED local staff participated in or do local partners offer on physical or programmatic accessibility?

The South Central Training Team facilitates through our Services for the Blind partners accessibility training every two-three years (depending on the number of new staff) to ensure staff in the WorkForce Centers are knowledgeable about equipment and software available in the Resource Room for individuals with disabilities.

According to DOL Training and Employment Guidance Letter (TEGL) 10-09 program operators/service providers are required to provide Veterans Priority of Service in twenty (20) DOL-funded programs. These programs include WIA Adult and Dislocated Worker formula funded programs, Wagner-Peyser Employment services, Trade Act programs, National Emergency Grants, Senior Community Service Employment Programs (SCSEP), Migrant/Seasonal Farmworker Programs, H-1B Technical Skills Training Grants, Job Corps, WIA Demonstration Projects, Youth Opportunity Grants, WIA Youth Formula Grants, pilots, and Research and Development.

Final rules (dated December 19, 2008) for Veterans Priority of Service as it relates to DOL programs

Veterans' Program Letter (VPL) 07-09 (dated November 10, 2009) Implementing Priority of Service for Veterans and Eligible Spouses in all Qualified Job Training Programs Funded in Whole or in Part by the U.S. DOL

11.Considering the Public Law and Executive Order cited here, answer the following questions pertaining to your local process and procedures that ensure that Veterans receive priority for service.

12.What is the process you use to identify Veterans coming into your WorkForce Center?

In accordance with DOL Training and Employment Guidance Letters and Governor Pawlenty’s Executive Order, WorkForce Center staff and management support and actively work toward providing priority of service to all veterans seeking employment and training services or information at the local WorkForce Center. Upon their initial visit to the WorkForce Center, customers are asked whether or not they served in the United States Armed Forces, either active duty, National Guard or as a Reservist. If a WorkForce Center customer identifies themselves as a veteran they are given a self-


http://www.dol.gov/vets/VPLS/VPLs/VPL_07-09/VPL_07-09_&_Attachments_A-D%20.pdf

http://www.thefederalregister.com/d.p/2008-12-19-E8-30166

http://wdr.doleta.gov/directives/attach/TEGL/TEGL10-09.pdf


assessment to determine if they have any identified barriers to employment. Veterans with barriers to employment are referred to the local Veteran’s Employment representative. In addition, they are provided information on universal services and other services available to customers of the WorkForce Center.

13.What is the process you use to assess the needs of Veterans seeking service in your WFC, and how do you identify Veterans with a barrier to employment?

Upon their initial visit to the Workforce Center, customers are asked if they served on active duty in the United State Armed Forces, National Guard or a Reserve Component. If a Workforce Center customer identifies themselves as a veteran, they are given the Veteran Self-Assessment available at the reception desk. This form asks them to self identify any employment barriers. After completing the self assessment questionnaire, the veteran is referred to the Veterans Employment Representative if they have identified barriers to employment. During the in-person assessment interview with the Veterans Employment Representative, additional barriers may be identified.

If the veteran does not have an employment barrier, the veteran is referred to universal services available at the WorkForce Center and any other services they may be eligible for (i.e. Dislocated Worker services, Rehabilitation Services, etc.).

The Veterans self-assessment questionnaire is also used to identify those veterans eligible for Gold Card services. The Gold Card provides unemployed post 9/11 era veterans with the intensive and follow-up services they need to succeed in today’s job market. The Gold Card initiative is a joint effort of the Department of Labor’s Employment & Training Administration (ETA) and the Veterans’ Employment & Training Service (VETS).

14.What is your process for referral to appropriate program staff, or in the case of a Veteran with an employment barrier, to the local Veterans Employment Representative?

All WorkForce Center customers that identify themselves as a veteran are referred to universal services. If they have an identified employment barrier, they are referred to the Veteran’s Employment Representative, in addition to universal services or other programs for which they may be eligible.

Local Veterans Representatives are aware of the programs and service available in the Workforce Center and make the appropriate referrals to these services. They are also aware of the community resources available to the veterans and make referrals as needed. Veteran’s representatives also maintain close working relationships with military staff that can help them identify veterans returning from Iraq or those who participated in prior theaters to ensure that information about our programs and services are available. Veterans’ representatives are present at the debriefing when veterans return to the area and participate in the Yellow Ribbon Campaign. Veterans Representatives work closely with the Department of Veterans Affairs counselors assisting veterans who are enrolled in the VA’s Vocational Rehabilitation program. VA Counselors are provided space at the WorkForce Center. In addition, DVOP and LVER staff are sited on the DEED website as the primary contact for veterans’ services (www.deed.state.mn.us/veterans/).

All WorkForce Center programs give priority access to veterans (if eligibility requirements are met) and have taken steps to eliminate barriers that might prevent veterans from accessing services. WorkForce Center partners have participated in re-integration training for veterans returning home from deployment. All WorkForce Center websites are linked


http://www.deed.state.mn.us/veterans/

with the Veterans website. WorkForce Center staff will continue to explore ways to increase priority of services to Veterans and will continue to promote the hiring of veterans to area businesses.

Reference:DOL Training and Employment Guidance Letters (TEGL) 11-11 (and Change 1) provides information on the Selective Service registration requirements for Workforce Investment Act-funded services established by the Workforce Investment Act.

15.Are all WIA-funded partners complying with the guidance provided in TEGL 11-11 and 11-11, Change 1? There should be in place a Selective Service registration procedure.

____X_______Yes __________ No

If No, when will you have this registration process in place?

Reference:DOL Training and Employment Guidance Letters (TEGL) 35-10 provides information established by the Workforce Investment Act regarding integrity and transparency in the decisions made by local WIBs and officials.

16.Local WIBs must make decisions in keeping with several laws and regulations. Indicate below that your local WIB is aware of DOL Training and Employment Guidance Letter 35-10 and its relevant federal laws and regulations.

_____X______Yes

17.Complete Attachment D - Workforce Service Area Sub-Grantee List and provide a current listing for each of the WSA Sub-Grantee names, services provided, funding source, city and state of Sub-Grantee, and whether the Sub-Grantee/Provider is located in a WorkForce Center.

18.Complete Attachment E - Workforce Service Area Non-WFC Program Service Delivery Location List. Provide a current listing of each non-WFC location where DEED-funded programs and services are delivered by WSAs.

19.Complete Attachment B - Workforce Investment Board/Council Membership List and provide current contact information for the members of the local workforce investment board, including any vacancies, and the organizations that are represented on the board. Indicate whether the business representatives come from "targeted high-growth/high wage" industries, and/or provide demand driven occupations. This list must be current and up-to-date. Vacancies expiring as of 6/30/12 need to be addressed with the submission of your plan. (See either Minnesota Statute. §116L.666, Subdivision 3 or the Workforce Investment Act, Section §117 for required composition.)

A. Briefly describe the WIB's policy and timetable for filling vacancies, replacing/reappointing individuals whose terms have come to an end. Include in your description any plans to fill the terms that will be expiring as of June 30, 2012.The South Central WorkForce Council policy for filling vacancies is as follows:

(a) Council members vacating their position notify the Council Chair or WorkForce Council Executive Director by letter.




(b) The full WorkForce Council and Joint Powers Board are notified by the WorkForce Council Executive Director at the WFC/Joint Powers Board meeting(s).

(c) When the vacated position is from the private sector, business organizations are contacted and asked to nominate a business owner, executive or manager for the vacant position. Priority will be given to nominees from Counties who are not currently represented on the Council. Nominations are submitted to the WorkForce Council Executive Director, who in turn submits them to the Joint Powers Board.

(d) Nominees are solicited who have optimum local policy making authority, policy and decision making responsibilities.

(e) The Joint Powers Board reviews the nominees and appoints one for each vacant position.

(f) The WorkForce Council Executive Director presents the name of the person(s) appointed, to the WorkForce Council for confirmation.

(g) Members are officially appointed when all parties approve. (h) Selecting public sector members is handled in the same fashion,

except that letters are sent requesting nominations from organizations appropriate to the position. For education, contact is made to Adult Basic Education and post-secondary schools. For labor, contact is made with State and local labor unions. For economic development, contact is made with economic development organizations such as Region 9. For Rehabilitation, contact is made with agencies serving individuals with disabilities, such as the Vocational Rehabilitation Services. For Job Service, the Field Operations Area Manager is contacted. For community based organizations, we contact local community based organizations. For Human Services, the regional human services directors are asked to nominate.

The South Central WorkForce Council timetable for replacing or reappointing Council members is as follows:

1. In May, Council members whose terms are expiring on June 30th are contacted to inquire whether they are willing to serve an additional 3-year term.

2. For Council members who are seeking reappointment, the Joint Powers Board reappoints and the SC WorkForce Council confirms the re-appointment at their respective meetings in June.

3. When vacancies occur, WorkForce Council staff in June and July make contact with chambers and Business Services Representatives (or appropriate organization for non-private sector representatives) to let them know the Joint Powers Board is seeking nominations to serve on the South Central WorkForce Council. Staff meet with nominees in August and individuals are appointed and confirmed during the Joint Powers Board and SC WorkForce Council meetings in September.

B. If applicable, complete Attachment C - Workforce Investment Board Subcommittee List.

See Attachment C.

20.DEED must adhere to 2010 Minnesota Statutes 138.17 Government Records; Administration and are currently working toward that end. This statute includes those entities that receive funding from DEED.


http://www.revisor.mn.gov/statutes/?id=138.17

http://www.revisor.mn.gov/statutes/?id=138.17

A. Indicate below that the WSA provider is aware of the above statute.

__X__Yes, we are aware of the statute above.

B. Indicate the WSA Records Management/Retention Coordinator.

Name Lynn RuizTitle DirectorPhone (507) 345-2413TTY (507) 354-3138E-mail [email protected] To John Woodwick

C. Does the WSA have a policy or protocol or schedule in place regarding the retention and management of your records? See DEED policy.

__X_ Yes

D. Are the records kept for an appropriate amount of time, as stated in the above DEED policy?

_X__ Yes ___ No


http://www.positivelyminnesota.com/Programs_Services/Workforce_Investment_Act/WIA_Policies/PDF/fiscal_mngmnt2-5.pdf


Certifications and AssurancesBy signing and submitting this plan, the local workforce investment board is certifying on behalf of itself and the grant recipient, where applicable:

A. That this Program Year 2012 Local Unified Plan (LUP) UPDATE for an Integrated Workforce Investment System was prepared and is in accordance with all applicable titles of the Workforce Investment Act of 1998 (WIA), Title V of the Older Americans Act, applicable Minnesota state statutes and that it is consistent with the Minnesota Unified State Plan;(2)

B. that members of the local board and the public including representatives of business and labor organizations have been allowed at least a thirty day period for comment and that any comments representing disagreement with the plan are included with the local plan forwarded to DEED (as the Governor's representative) by the local board and that available copies of a proposed local plan are made available to the public through such means as public hearings and local news media; (WIA, Section §118 (c))

C. that the public (including individuals with disabilities) have access to all of the workforce investment board's and its components' meetings and information regarding the board's and its components' activities;

D. that fiscal control and fund accounting procedures necessary to ensure the proper disbursement of, and accounting for, funds paid through the allotments funded through the master agreement issued by DEED have been established;

E. that veterans will be afforded employment and training activities authorized in WIA, Section §134, and the activities authorized in Chapters 41 and 42 of Title 38 US code, and in compliance with the veterans' priority established in the Jobs for Veterans Act. (38 USC 4215.), U.S. Department of Labor, Training and Employment Guidance Letter 5-03, and Minnesota's Executive Order 06-02;

F. that it is, and will maintain a certifiable local Workforce Investment Board (WIB) and it will maintain a certifiable local Youth Council;

G. that it will comply with the confidentiality requirements of WIA, Section §136 (f)(3);

H. that the master agreement and all assurances will be followed;

I. that it will ensure that no funds covered under the master agreement are used to assist, promote, or deter union organizing;

J. that collection and maintenance of data necessary to show compliance with the nondiscrimination provisions of WIA, Section §188, as provided in the regulations implementing that section, will be completed;

K. that this plan was developed in consultation with local elected officials, the local business community, labor organizations and appropriate other agencies;

2() Minnesota's Unified Plan is available on the DEED website


http://www.positivelyminnesota.com/All_Programs_Services/Workforce_Investment_Act/General_Overview/Minnesota's_Unified_Plan_for_WIA.aspx

L. that it acknowledges the specific performance standards for each of its programs and will strive to meet them;

Certifications and AssurancesM. that there will be compliance with the Architectural Barriers Act of 1968, Sections §503 and

§504 of the Rehabilitation Act of 1973, as amended, and the Americans with Disabilities Act of 1990;(3)

N. that WIB members will not act in a manner that would create a conflict of interest as identified in Regulations 20 CFR, Section §667.200(a)(4), including voting on any matter regarding the provision of service by that member or the entity that s/he represents and any matter that would provide a financial benefit to that member or to his or her immediate family;

O. that Memoranda of Understanding that is endorsed and signed by the current WIB Chair and current WorkForce Center partner managers and Cost Allocation Plans are in place and available upon request for each WorkForce Center within the WIB's local workforce service area;

P. that the required voter registration procedures described in Minnesota Statutes §201.162 are enacted without the use of federal funds;

Q. that insurance coverage be provided for injuries suffered by participants in work-related activities where Minnesota's workers' compensation law is not applicable as required under Regulations 20 CFR, Section §667.274;

R. that the local policies on fraud and abuse adheres to DEED's Chapter 2.9 of WIA Title I-B and Related Activities Manual as required under Regulations 20 CFR, Section §667.630 (The local policy is to be in accordance with State requirements;(4))

S. that it has provided an opportunity for public comment and input into the development of plan by persons with disabilities and has provided information regarding the plan and the planning process, including the plan and supporting documentation, in alternative formats when requested;

T. that core services are integrated such that all WorkForce Center partners, as part of the MOU, provide the same high level and quality of core services to job seeking customers;

U. that all staff are provided the opportunity to participate in appropriate staff training;

V. that an acceptable WIA program complaint procedure will be established and will be maintained;

W. that an acceptable WIA discrimination complaint procedure will be established and will be maintained;

3() See Discrimination Complaint Handling Procedures4() See Chapter 2.9 of WIA Title I-B Related Activities Manual


http://www.positivelyminnesota.com/Programs_Services/Workforce_Investment_Act/WIA_Policies/PDF/fiscal_mngmnt2-9.pdf


X. that there is an agreement between the WIB and the ‘unit of local government' (that represents the local elected official/s) that outlines what powers the unit of local government agrees to give the WIB on their behalf and how they are going to work together;

Certifications and AssurancesY. that (if applicable) if there is a joint powers board, that there is a joint powers agreement

which outlines who is on the joint powers board and how the local units represented on it are going to work together;

Z. that it will comply with the nondiscrimination provisions of WIA, Section §188 and it's implementing Regulations at 29 CFR, Part 37. Each grant applicant for financial assistance as defined in Regulations 29 CFR, Part 37.4 must include in the grant application the exact language as is in the following (29 CFR, Part 37.20):

ASSURANCES

As a condition to the award of financial assistance from the Department of Labor under Title I of the Workforce Investment Act of 1998 (WIA), the grant applicant assures that it will comply fully with the nondiscrimination and equal opportunity provisions of the following laws: WIA, Section §188, which prohibits discrimination against all individuals in the United

States on the basis of race, color, religion, sex, national origin, age, disability, political affiliation or belief, and against beneficiaries on the basis of either citizenship/status as a lawfully admitted immigrant authorized to work in the United States or participation in any WIA Title I financially assisted program or activity;

Title VI of the Civil Rights Act of 1964, as amended, which prohibits discrimination on the bases of race, color, and national origin;

Section §504 of the Rehabilitation Act of 1973, as amended, which prohibits discrimination against qualified individuals with disabilities;

The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and

Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs;

The Minnesota Human Rights Act of 1973, Minnesota Statutes, Chapter 363A, which prohibits discrimination on the bases of race, color, creed, religion, natural origin, sex, marital status, disability, status with regard to public assistance, sexual orientation, citizenship, or age;

The Americans with Disabilities Act of 1990 (42 USC 12101), as amended, which prohibits discrimination on the basis of physical sensory, or mental disability or impairment, and the ADA Amendments Act of 2008 effective January 1, 2009;

Each grant applicant and each training provider seeking eligibility must also ensure that they will provide programmatic and architectural accessibility for individuals with disabilities.

Title II of the Genetic Information Nondiscrimination Act of 2008 which prohibits discrimination in employment on the basis of genetic information.

The grant applicant also assures that it will comply with Regulations 29 CFR, Part 37 and all other regulations implementing the laws listed above. This assurance applies to the grant applicant's operation of the WIA Title I-financially assisted program or activity, and to all agreements the grant applicant makes to carry out the WIA Title I-financially assisted program or activity. The grant applicant understands that the United States has the right to seek judicial enforcement of this assurance.


Certifications and AssurancesSignature PageProgram Year 2012

Local Unified Plan UPDATE for an Integrated Local Workforce Investment System

Workforce Service Area Name: WSA #7 South Central

Workforce Investment Board Name: South Central WorkForce Council

Name and Contact Information for the WIB:

Diane Halvorson Mary JacobsExecutive Director ChairSC WorkForce Council Hickory Tech464 Raintree Road 221 E. HickoryMankato, MN 56001 Mankato, MN 56001(507) 345-2408 (507) [email protected] [email protected]

Name and Contact Information for the Local Elected Official(s): Commissioner Steve PierceMartin County Board of Commissioners51 Downtown PlazaFairmont, MN 56031(507) [email protected]

We, the undersigned, attest that this submittal is the Program Year 2012 Local Unified Plan UPDATE for our WIB/WSA and hereby certify that this LUP UPDATE has been prepared as required, and is in accordance with all applicable state and federal laws, rules, and regulations.

For the Workforce Investment Board For the Local Elected Officials

Name: Mary Jacobs Name: Commissioner Steven Pierce

Title: Chair Title: Chair

Signature: __________________________ Signature: ___________________________

Date: May 9, 2012 Date: May 21, 2012




Attachment A Performance StandardsThe tables below indicate the local area's target level of performance for the common measures for the core partner programs. These are the minimum standards for which each locality will be held responsible. Upon notification to DEED, local areas can set higher standards for which they will be held responsible. Additional information regarding performance standards will be forwarded by the end of April 2012.

Statewide Performance Measures

Program Year 2012July 1, 2012 to June 30, 2013

Wag

ner-

Peys

er

Seni

or

Com

mun

ity

Serv

ice

Empl

oym

ent

Adul

t (W

IA T

itle

I-B)

Dis

loca

ted

Wor

ker

(WIA

Titl

e I-B

and

St

ate)

Entered Employment Rate: Of those not employed at registration:

Number of adults who have entered employment by the end of the first quarter after the exit quarter

divided by Number of adults who exit during the quarter.

TBD TBD

StateTBD

StateTBD

WSA 1 to 18TBD

WSA 1 to 18; ISPsTBD

Employment Retention Rate:Of those employed in the first quarter after the exit quarter:

Number of adults who are employed in the second and third quarter following the exit quarter

divided by Number of adults who exit during the quarter.

TBD TBD

StateTBD

StateTBD

WSA 1 to 18TBD

WSA 1 to 18;ISPsTBD

Average Earnings:Of those employed in the first, second, and third quarter after the exit quarter:

Total post-program earnings (earnings in quarter 2 plus (+) quarter 3 after exit quarter)

divided byNumber of adults who exit during the quarter.

TBD TBD

StateTBD

StateTBD

WSA 1 TBD WSA 1 TBD

WSA 2 TBD WSA 2 TBD

WSA 3 TBD WSA 3 TBD

WSA 4 TBD WSA 4 TBD

WSA 5 TBD WSA 5 TBD

WSA 6 TBD WSA 6 TBD

WSA 7 TBD WSA 7 TBD

WSA 8 TBD WSA 8 TBD

WSA 9 TBD WSA 9 TBD

WSA 10 TBD WSA 10 TBD







ISPs TBD


Attachment A Performance Standards (continued)

Statewide Performance Measures - continued -

Wag

ner-

Peys

er

Seni

or

Com

mun

ity

Serv

ice

Empl

oym

ent

Adul

t (W

IA T

itle

I-B)

Dis

loca

ted

Wor

ker

(WIA

Titl

e I-B

and

Sta

te)

Employment and Credential Rate:Of adults who received training services:

Number of adults who were employed in the first quarter after the exit quarter and received a credential by the end of the third quarter after the exit quarter

divided byNumber of adults who exit during the quarter.

N/A N/A

StateTBD

StateTBD

WSA 1 to 18TBD

WSA 1 to 18;ISPsTBD

Hours of Community Service Employment:Total number of hours of community serviced provided by SCSEP participants

divided byNumber of hours of community serviced funded by the grant, after adjusting for differences in minimum wage.Paid training hours are excluded from this measure.

N/A TBD N/A N/A

Number of Eligible Individuals Served:Total number of adults served

divided byGrantee's authorized number of positions, after adjusting for differences in minimum wage.

N/A TBD N/A N/A

Number of Most-in-Need Individuals Served:Of those adult participants described in OAA-2006, Subsection §(a)(3)(B)(ii) or (b)(2) of Section §518.

Counting the total number of the described characteristics for all adult participants

divided byNumber of career participants served.

N/A TBD N/A N/A

Customer Satisfaction Standards Program Year 2012 WIA Title I-B SCSEPParticipant: TBD TBDEmployer: TBD TBDHost Agency N/A TBD


Attachment A PY12 LUP UPDATE page56Performance Standards (continued)RS & SSB Statewide Performance Measures – Federal Fiscal Year 2012October 1, 2011 to September 30, 2012 Rehabilitati

onServices

State Services for the Blind

Employment Outcomes: Performance Indicator 1.1 – Comparison of Employment OutcomesThe number of individuals exiting the VR program with an employment outcome during the current program year compared to the number of individuals exiting the VR program with an employment outcome during the preceding program year.

2,478 80

Performance Indicator 1.2 – Entered Employment RateOf all of the individuals who exited the VR program after receiving services, the percentage of those who achieved an employment outcome.

58.8% >=68.9%

Performance Indicator 1.3 – Wage at PlacementOf all the individuals determined to have achieved an employment outcome, the percentage who exit the VR program in competitive, self-, or business enterprise program (BEP) employment with earnings equivalent to at least the minimum wage.

72.6% >=35.4%

Performance Indicator 1.4 – Wages at Placement for Those with Significant DisabilitiesOf all individuals who exit the VR program in competitive, self-, or business enterprise program (BEP) employment with earnings equivalent to at least the minimum wage, the percentage who are individuals with significant disabilities.

72.6% >=89%

Performance Indicator 1.5 – Comparison of Wages of VR Placements as Compared to the Overall Wage LevelThe average hourly earnings of all individuals who exit the VR program in competitive, self-, or business enterprise program (BEP) employment with earnings equivalent to at least the minimum wage as a ratio to the State's average hourly earnings for all individuals in the State who are employed.

.52

(Ratio)

>=.59

(Ratio)

Performance Indicator 1.6 – Enhancement of Self-SufficiencyOf all individuals who exit the VR program in competitive self-, or business enterprise program (BEP) employment with earnings equivalent to at least the minimum wage, the difference between the percentage who report their own income as the largest single source of economic support at the time they exit the VR program and the percentage who report their own income as the largest single source at the time they apply for VR services.

53.0

(Math Difference)

>=30.4

(Math Difference)

Equal Access to Services:Performance Indicator 2.1 The service rate for all individuals with disabilities from minority backgrounds as a ratio to the service rate for all non-minority individuals with disabilities.

.80

(Ratio)

Not calculated if fewer than 100 individuals from

minority backgrounds exit

the program

Attachment A Minnesota Department of Employment and Economic Development

Attachment A NOTE: These percentages are national standards set by the Rehabilitation Services Administration. There is a formula for the general agency and a different formula

for the agency serving the Blind to determine whether the standard was met.


Attachment B

Workforce Investment Board/Council Membership ListProgram Year 2012

WIB: South Central WorkForce Council Date Submitted:

5/21/12

WSA: #7 South Central

Indicate any vacant positions or other constituency represented as well. (To add a row, highlight entire row, copy and paste. To delete a row, highlight entire row, and cut.)

Name/Address/E-mail/Phone/Fax Organization PositionBusiness/ Industry

Represented(Private Sector Only)

Business Representation From Targeted

Industry/ Occupation?(Yes / No)

TermStart and Term End

A. Private Sector : (Chair): Mary Jacobs221 E HickoryMankato, MN [email protected](507) 387-1872

Hickory Tech Vice President Telecommunications Yes

7/2009to

6/2012

Jim Abraham271 Plum RunLeSueur, MN [email protected](507) 469-1465

Employment Related Services

Human Resources Specialist

Business and Financial Services Yes

07/2011to

6/2014

nominatedMichael Atherly 206 E HickoryMankato, MN [email protected](507) 387--92345

Wells Fargo BankBusiness Banking Manager


7/2012to

6/2015

Vice ChairDeb Barnes1306 S. RamseyWinnebago, MN [email protected](507) 526-5876

Oak Terrace AdministrativeConsultant Health Care Yes

11/2009to

6/2012






Attachment B

Candace Fenske121 Drew Avenue SEMadelia, MN [email protected](507) 624-3255

Madelia Community Hospital Administrator Health Care Yes

7/2011 to

6/2014

William FitzSimmons405 Eighth Avenue NWWaseca, MN [email protected](507) 835-1094

WTF Tax Services Owner Business and Financial Services Yes

7/1983

Charter Member

Jane Goettl104 Volk AvenueMankato, MN [email protected](507) 388-1683

Volk Transfer, Inc.Human

Resource Manager

Transportation Yes 7/2010

to6/2013

Tammie Hudspith1900 N. Sunrise DriveSt. Peter, MN [email protected](507) 931-2200

River’s Edge Hospital & Clinic

Director of Human

ResourcesHealth Care Yes

11/2009to

6/2012

John Schons411 S. State StreetFairmont, MN [email protected](507) 238-4341

Step, Inc. Operations Manager Social Assistance Yes

11/2009to

6/2012

Dennis Siemer752 Summit AvenueMankato, MN [email protected](507) 387-2039

V-Tek, Inc. CEO Manufacturing Yes7/2010

to6/2013

NominatedBradley Thornton820 11th Street NorthSt. James, MN [email protected](507) 375-3124

Armour-EckrichHuman

Resources Manager

Manufacturing Yes7/2012

to6/2015









Attachment B

Larry Treptow859 Highway 109 NEWells, MN [email protected](507) 553-3138

Wells ConcreteHuman

Resource Director

Construction & Manufacturing Yes

7/2009to

6/2012

Tim Wenzel1209 S. State StreetWaseca, MN [email protected](507)835-3495

Winegar, Inc. President Manufacturing Yes7/2010

to6/2013

NominatedGloria Zachow111 Star Street, Suite 110Mankato, MN [email protected](507) 345-4201

Manpower Branch Manager


7/2012to

6/2015

B. Public Assistance Agency : Joan Tesdahl108 S Minnesota Avenue #200St. Peter, MN [email protected](507) 934-8576

Nicollet County Social Services Director Social Services

7/2011to

6/2014

C. Organized Labor : Lee Hiller308 Lundin BoulevardMankato, MN [email protected](507) 625-3670

Operating Engineers Local 49

Area Business

RepConstruction

7/2010to

6/2013

Paul Marquardt310 McKenzie Street SMankato, MN [email protected](612) 747-0743

Plumbers & Pipefitters Union/AFL-CIO President Trades

7/201to

6/2013








Attachment B

D. Rehabilitation Agency : Jay HancockFaribo Town Square, Suite S1201 Lyndale Avenue SouthFaribault, MN [email protected](507) 332-5471

Vocational Rehabilitation Services

Area Manager Social Assistance

7/2011to

6/2014

E. Community-Based Organization : John Woodwick464 Raintree RoadMankato, MN [email protected](507) 345-2400

Minnesota Valley Action Council

Executive Director Social Assistance

7/2009to

6/2012

F. Economic Development Agency : NominatedJohn ConsidineP O Box 3367Mankato, MN [email protected](507) 389-8871

Region Nine Development Commission

Community & Economic

Development Coordinator

7/2012 to

6/2015

G. Public Employment Service : Karen Wagner12 Civic Center Plaza, Suite 1600AMankato, MN [email protected](507) 389-6725

MN DEED –Job Service Area Manager

7/2011to

6/2014

H. Educational Agency : (Required ABE Representative): Beverlee Mountain110 FultonMankato, MN [email protected](507) 345-522

Mankato Area Adult Basic Education

ABE Program Coordinator

7/2011to

6/2014

Nancy Genelin South Central College Vice 7/2010







Attachment B

1920 Lee BoulevardPO Box 1920N. Mankato, MN [email protected](507) 389-7228

President of Academic

Affairs

to6/2013

I. Local Elected Official : (list contact information even if CEO is not a member of the WIB.)

Not a WIB MemberCommissioner Steven Pierce51 Downtown PlazaFairmont, MN [email protected](507) 238-4304

Martin County Board of Commissioners

County Commissioner

Joint Powers Board Chair

J. Other Category : Add or delete as necessary

K. Youth Council Chairperson : (list contact information even if YCC is not a member of the WIB.)Not a WIB MemberGlenn Morris2075 Lookout DriveN. Mankato, MN [email protected](507) 389-5106

South Central Service Cooperative Director

Youth Council Chair





Attachment C

Workforce Investment Board Subcommittee ListProgram Year 2012

WIB: South Central WorkForce Council

If applicable, provide a current list of the Board's committees and/or task forces along with a summary of the committee's objectives.

(To add a row, highlight entire row, copy and paste. To delete a row, highlight entire row, and cut.)

Name of Committee or Task Force Objective / Purpose of Committee or Task Force

Executive CommitteeThis committee provides leadership for the Council and is comprised of the Council Chair, Vice Chair and other members as deemed appropriate by the Council. The Executive Committee has responsibility for personnel and budget issues; and when necessary acts on behalf of the Council.

Operations Committee

This committee consists of the core partners of the WorkForce Centers. This committee is responsible for on-going program review, local marketing and day-to-day operations of the WorkForce Centers. This committee develops cost allocation plans for the Centers as well as the Memorandum of Understanding between the partners.

Workforce Development Committee

This committee concentrates on determining the projected workforce development needs of business, job seekers and workers in the region. They develop short and long-term strategies and activities to further develop our local workforce. Local economic developers are invited to all Workforce Development committee meetings.

SC Youth CouncilThe Youth Council is made up of area youth partners and is responsible for developing and implementing strategies to prepare our emerging workforce, assist youth in transitioning and coordinate youth resources.

RFP Task Forces

These Task Forces develop and implement a Request for Proposal process to select service providers for WIA Youth and WIA Adult, Dislocated Worker and State Dislocated Worker Programs. The task force consists of representatives from the WorkForce Council, the Joint Powers Board and Youth Council. The task forces are responsible for implementing the RFP process and for providing recommendations to the Joint Powers Board, SC WorkForce Council and SC Youth Council.


Attachment D

Workforce Service Area Sub-Grantee ListProgram Year 2012


5/21/2012



Name of Sub-Grantee Services Provided Funding Source Provider located in which WFC?

If not in WFC, provide Address,

City, State, ZIP Code

DEED Job ServiceCore, Intensive, Industry-Based (i.e.

OJT) & Short-Term Training (including FastTRAC)

WIA Adult & DW, State DW

Fairmont, Mankato & New

UlmYes

DEED Job Service All Services MFIP, DWP, FSET Fairmont Yes

DEED Job Service All Services MFIP & DWP Blue Earth No


Intensive & Classroom-Based Training Services


Fairmont, Mankato & New

UlmYes


Intensive & Classroom-Based Training Services


Blue Earth, LeCenter, St.

Peter, Waseca, Gaylord, & St.

James

No

Minnesota Valley Action Council Core, Intensive & Training Services WIA Youth, YIP Fairmont & New

Ulm Yes

Minnesota Valley Action Council Core, Intensive & Training Services WIA Youth, YIP

Mankato, Blue Earth, LeCenter,

St. Peter, Waseca, Gaylord

& St. James

No


Minnesota Valley Action Council All Services MFIP, DWP & FSET New Ulm Yes

Minnesota Valley Action Council All Services MFIP/DWP/FSET

LeCenter, St. Peter, Gaylord, &

WasecaNo

Watonwan County Employment & Training All Services MFIP/DWP/FSET St. James No


Attachment D

Workforce Service AreaNon-WFC Program Service Delivery Location List

Program Year 2012


5/21/2012



Name and Location (City) Program Service Delivered

MN Valley Action Council: Mankato WIA Youth & MYP

MN Valley Action Council: Blue Earth WIA Adult DW & Youth, State DW, MYP, SCSEP, FHPAP

MN Valley Action Council: LeCenter WIA Adult DW & Youth, State DW, MYP, SCSEP, MFIP/DWP, FHPAP,

MN Valley Action Council: St. Peter WIA Adult & Youth, MFIP/DWP, FSET, FHPAP

MN Valley Action Council: Gaylord WIA Adult DW & Youth, State DW, MYP, MFIP/DWP, FSET, FHPAP

MN Valley Action Council: Waseca WIA Adult DW & Youth, State DW, MYP, SCSEP, MFIP/DWP, FSET & FHPAP

MN Valley Action Council: St. James WIA Adult DW & Youth, State DW, MYP, SCSEP, FHPAP


Attachment F: South Central Workforce Service AreaKey Industries in Regional Economy

Industry High Growth High Wage Distinguishing IndustryCrop Production Yes Grain & Oilseed Milling YesAnimal Production Yes Cattle Ranching & Farming Yes Yes Hog & Pig Farming Yes Poultry & Egg Production Yes YesUtilities Yes Utility System Construction YesSpecialty Trades Contractors Yes YesFood Manufacturing Yes Yes Yes Fruit & Vegetable Preserving & Specialty Foods Yes Yes Dairy Product Manufacturing Yes Yes Yes Animal Slaughtering & Processing Yes Yes Beverage Manufacturing Yes YesPrinting & Related Support Activities Yes YesChemical Manufacturing Yes Basic Chemical Manufacturing including Ethanol Yes YesPlastic & Rubber Product Manufacturing Yes Yes YesNonmetallic Mineral Product Manufacturing Yes Yes YesPrimary Metal Manufacturing Yes Yes Yes Foundries Yes Yes YesFabricated Metal Manufacturing Yes Yes Architectural and Structural Metals Manufacturing Yes Yes Yes Machine Shops; Turned Product; and Screw, Nut & Bolt Mfg. Yes Yes Coating, Engraving, Heat Treating & Allied Activities YesMachinery Manufacturing Yes Agriculture, Construction, and Mining Machinery Manufacturing Yes Other General Purpose Machinery Manufacturing Yes YesComputer & Electronic Product Manufacturing Yes Yes


Electrical Equipment, Appliance and Component Manufacturing Yes YesMiscellaneous Manufacturing Yes Sporting & Athletic Goods Manufacturing Yes YesRetail Trade Yes YesMerchant Wholesalers, Durable Goods YesMerchant Wholesalers, Nondurable Goods Yes Yes Paper and Paper Product Merchant Wholesalers Yes Yes Farm Product Raw Materials Merchant Wholesalers Yes Yes YesTruck Transportation Yes YesPublishing Industries YesTelecommunications Yes Yes YesFinancial Activities Yes YesProfessional, Scientific & Technical Services Yes Accounting, Tax Preparation, Bookkeeping and Payroll Services Yes Yes Architectural, Engineering & Related Services Yes Computer Systems Design & Related Services YesManagement of Companies and Enterprises (e.g. Corporate HQs) Yes YesEducational Services Yes Colleges, Universities and Professional Schools Yes Yes Yes Educational Support Services Yes Yes YesAmbulatory Health Care Services Yes Yes Offices of Dentists Yes Offices of Physicians Yes Outpatient Care Centers Yes Yes Medical & Diagnostic Laboratories YesHospitals YesNursing & Residential Care Facilities Yes Residential Mental Retardation, Mental Health & Substance YesSocial Assistance Yes Yes Individual & Family Services Yes Yes Vocational Rehabilitation Services Yes Yes


Title Median Wage Growth Rate Openings Education Training

Home Health Aides $22,628/yr Well Above Avg 1,811 <H.S. STOJTHeavy and Tractor-Trailer Truck Drivers $35,480/yr Above Average 1,187 H.S. STOJTPersonal Care Aides $22,866/yr Well Above Avg 1,835 <H.S. STOJTRetail Salespersons $18,446/yr Average 1,550 <H.S. STOJTCombined Food Prep. & Serving Workers $17,485/yr Average 1,075 <H.S. STOJTNursing Aides, Orderlies, and Attendants $23,328/yr Above Average 753 Postsecondary non-degree NoneBusiness Operations Specialists, All Other $43,876/yr Above Average 913 H.S. STOJTRegistered Nurses* $62,945/yr Well Above Avg 1,070 Associate's NoneStock Clerks and Order Fillers $19,766/yr Average 604 <H.S. STOJTJanitors & Cleaners, Exc. Housekeeping $23,538/yr Below Average 50 <H.S. STOJTLicensed Practical and Licensed Vocational Nurses $37,421/yr Above Average 931 Postsecondary non-degree NoneBookkeeping, Accounting, & Audit Clerks $30,155/yr Average 465 H.S. MTOJTProduction Workers, All Other NA Below Average 50 Unavailable MTOJTSocial and Human Service Assistants $35,333/yr Above Average 569 H.S. STOJTIndustrial Machinery Mechanics $44,180/yr Above Average 248 H.S. LTOJTExecutive Secretaries and Administrative $39,695/yr Above Average 269 H.S. NoneFinancial Managers $90,107/yr Below Average 9 Bachelor's NoneDental Assistants $41,227/yr Well Above Avg 171 Postsecondary non-degree NoneIndustrial Engineers $67,333/yr Average 92 Bachelor's NoneLaborers & Freight, Stock Movers, $23,885/yr Well Below Avg 62 <H.S. STOJTH.R., Training, & Labor Rels. Specialists NA Above Average 125 Bachelor's NAComputer-Controlled Machine Tool Op. $36,320/yr Above Average 98 H.S. MTOJTComputer Support Specialists $43,527/yr NA NA Some college, no degree MTOJTEmergency Medical Technicians/Paramedics $29,702/yr Average 175 Postsecondary non-degree NoneNetwork & Computer Systems Admin. NA Above Average 95 Bachelor's NAOffice Clerks, General $26,607/yr Average 973 H.S. STOJTSales Reps, Wholesale & Manufacturing $52,844/yr Below Average 33 H.S. MTOJTRadiologic Technologists NA Well Above Avg 78 Associate's NACorrectional Officers and Jailers $44,197/yr Average 76 H.S. MTOJTSecretaries and Administrative Assistants $32,092/yr Well Below Avg 10 H.S. STOJTNursing Instructors/Teachers, Postsec. $66,327/yr Above Average 32 Master's NAPurchasing Agents, Exc. Wholesale $49,572/yr Average 100 H.S. LTOJTHealthcare Support Workers, All Other NA Above Average 46 Unavailable STOJTOccupational Therapy Assistants $22,922/yr Well Above Avg 22 Associate's NoneSales Representatives, Services, All Other $52,312/yr Above Average 121 H.S. STOJTWelders, Cutters, Solderers, and Brazers $33,408/yr Well Below Avg 34 H.S. MTOJTCashiers $18,133/yr Below Average 2,023 <H.S. STOJT


Attachment G: South Central 2012 Demand Occupation List

Accountants and Auditors $56,813/yr Above Average 332 Bachelor's NoneFarm, Ranch, & Other Ag. Managers NA Average 337 Bachelor's NAComputer Systems Analysts NA Above Average 77 Bachelor's NASales Managers $70,574/yr Average 82 Bachelor's NonePolice and Sheriff's Patrol Officers $49,066/yr Average 195 H.S. MTOJTInfo Security Analysts, Web Dev, & Comp Network Architects $64,273/yr NA NA Bachelor's NoneMedical and Health Services Managers $70,022/yr Above Average 120 Bachelor's NoneMachinists $38,009/yr Well Below Avg 5 H.S. LTOJTHuman Resources Managers $77,206/yr NA NA Bachelor's NoneHeating, Air Conditioning, and Refrigeration Mechanics $63,055/yr Above Average 50 Postsecondary non-degree LTOJTMechanical Engineers $61,627/yr Average 65 Bachelor's NoneShipping, Receiving, and Traffic Clerks $29,821/yr Well Below Avg 21 H.S. STOJTVocational Ed. Teachers, Postsecondary $62,276/yr Well Above Avg 43 Master's NABus/ Truck Mechanics and Diesel Engine $37,126/yr Below Average 142 H.S. LTOJTHealth Technologists and Technicians, All Other NA Average 14 Postsecondary non-degree NAMedical Secretaries $30,875/yr Well Above Avg 75 H.S. MTOJTMedical & Clinical Lab. Technicians $43,243/yr Average 65 Associate's NoneComputer Software Engineers, Systems NA Well Above Avg 54 Bachelor's NAMixing & Blending Machine Operators $32,937/yr Well Above Avg 122 H.S. MTOJTComputer Software Engineers, Apps. NA Well Above Avg 81 Bachelor's NAMarket Research Analysts NA Well Above Avg 141 Bachelor's NADatabase Administrators NA Well Above Avg 16 Bachelor's NAComp., Benefits, Job Analysis Specialists NA Well Above Avg 35 Bachelor's NACivil Engineering Technicians $52,295/yr Average 34 Associate's NoneCustomer Service Representatives $31,918/yr Well Above Avg 1,020 H.S. STOJTCompliance Officers $54,870/yr Well Above Avg 27 Bachelor's MTOJTPharmacy Technicians $30,107/yr Well Above Avg 198 H.S. MTOJTComputer Programmers NA Below Average 41 Bachelor's NASales Reps. Wholesale & Manufacturing $62,274/yr Average 66 Bachelor's MTOJTDriver/Sales Workers $18,790/yr Average 142 H.S. STOJTMedical & Clinical Lab Technologists $53,923/yr Below Average 21 Bachelor's NoneLogisticians $60,512/yr Above Average 16 Bachelor's NoneTraining and Development Specialists NA Well Above Avg 67 Bachelor's NAAgricultural & Food Science Technicians $40,340/yr Average 31 Associate's NoneInstallation, Maint., & Repair All Other NA Average 74 Unavailable MTOJTInterviewers, Except Eligibility and Loan $28,699/yr Well Above Avg 37 H.S. STOJTCommunity/Social Svc Spec., All Other NA Above Average 149 Bachelor's NAFinancial Examiners $64,640/yr Well Above Avg 24 Bachelor's MTOJT


Administrative Services Managers $78,810/yr Average 34 H.S. NoneSecurities, Commodities, & Fin.Sales $65,637/yr Below Average 80 Bachelor's MTOJTSupervisors of Mechanics, Installers, etc. $53,276/yr Below Average 20 H.S. NoneChemical Engineers $77,182/yr Average 11 Bachelor's NoneStationary Engineers & Boiler Operators $49,102/yr Average 26 H.S. LTOJTWater/Wastewater Treatment Plant Op. $44,685/yr Above Average 146 H.S. LTOJTVeterinary Technologists and Technicians $32,689/yr Above Average 32 Associate's NoneMental Health Counselors $24,814/yr Well Above Avg 59 Master's Internship/ residencyLoan Officers $54,772/yr Below Average 85 H.S. MTOJTTellers $23,729/yr Below Average 501 H.S. STOJTChild, Family, and School Social Workers $47,163/yr Average 127 Bachelor's NoneMaintenance and Repair Workers, General NA Above Average 289 Unavailable MTOJTDental Hygienists $71,630/yr Well Above Avg 123 Associate's NoneSales and Related Workers, All Other NA Above Average 139 Unavailable MTOJTSurgical Technologists $40,166/yr Well Above Avg 35 Postsecondary non-degree NoneDiagnostic Medical Sonographers $52,678/yr Well Above Avg 44 Associate's NoneSubstance Abuse & Behavior Counselors $40,190/yr Well Above Avg 79 H.S. MTOJTSupervisors of Retail Sales Workers $32,425/yr Average 513 H.S. NoneSpecial Ed. Teachers, Secondary School NA Below Average 61 Bachelor's NAAssemblers and Fabricators, All Other $29,321/yr Well Above Avg 243 H.S. MTOJTLight Truck or Delivery Services Drivers $26,485/yr Below Average 199 H.S. STOJTMedical Assistants $28,524/yr Well Above Avg 133 H.S. MTOJTMedical Records & Health Info Technicians $35,507/yr Well Above Avg 103 Postsecondary non-degree NoneElementary School Teachers, Except Special Education $49,444/yr Average 429 Bachelor's Internship/ residencyHairdressers, Hairstylists, and Cosmetologists $23,953/yr Above Average 175 Postsecondary non-degree NoneHome Health Aides $22,628/yr Well Above Avg 1,811 <H.S. STOJTHeavy and Tractor-Trailer Truck Drivers $35,480/yr Above Average 1,187 H.S. STOJTPersonal Care Aides $22,866/yr Well Above Avg 1,835 <H.S. STOJT


Legislation Workforce Investment Act Temporary Assistance for Needy Families

Demand Industries*So. MN Priorities

Health Care*

SKILLEDWORKFORCE

Basic Skills

Work R

eadiness Skills

Occupational Skills

INDUSTRY DRIVEN STRATEGIES

Labor Market Inform

ation

Drivers of R

egion Economy

Connections to Industry

STRONG RESOURCE COLLABORATIONS ALIGNMENT

Economic

Developm

ent

Education(B

uild Capacity)

Workforce D

evelopmentYouth

Support career exploration opportunities that provides youth with knowledge of demand /STEM occupations.

Support work experience opportunities that connect youth to local employers & teaches work readiness skills.

Support community connections through service learning & civic engagement.

Support all youth achieving a HS diploma or GED.

Support occupational training that leads to a credential.

Identify service gaps for at-risk youth & leverage resources.

TANF

Implement work-first approach with strong focus on work readiness skills.Provide case management services to identify and overcome barriers.Provide connection to resources to address barriers to employment.

Support limited short-term training to prepare for entry level positions in demand industries;Basic Skills

FastTRAC training programsOccupational training

Provide Supported Work opportunities to gain experience.Provide job search services & connections to area employers.

Individualsw/Disabilities

Provide services to youth and adults with disabilities to achieve integrated community employment.Provide assessment to identify strengths, interests, priorities & barriers to identify employment goal.

Provide career exploration.Provide services for successful employment:

CounselingWork preparation & skill trainingJob search & placement services

Follow-up servicesIdentify resources & coordinate service delivery.

Collaborate with other agencies

Adults

Connect adults with appropriate resources.Provide career counseling matching interest & abilities to demand occupations.

Provide case management to identify and address barriers.Support Work Readiness skills training.

Support training that prepares to compete for demand occupations:Basic Skills

Pre-Vocational &FastTRAC training

Occupational (Credentialed)On-the-Job Training

Provide job search services & connection to area employers.

DislocatedWorkers

Connect DWs with transition resources.Provide career counseling that matches interests & abilities to demand occupations.

Connect employers w/DWs through communication network.Support training that provides DWs with skills to compete for demand occupations including:

Basic skills trainingCredentialed occupational training

Pre-Voc TrainingOn-the-Job Training

Provide job search/ placement connection with area employers.

Veterans

Provide Priority of Service to Veterans

and other eligible persons.

Connect Veterans to appropriate resource

support services.Provide case management to identify & address barriers.

Provide job search/ placement connection to area employers.Conduct outreach to identify veterans in need of intensive services.

Provide placement services to VA Chapter 31 veterans.Promote Veterans to area employers

FOC

US

PRIN

CIPL

ES

Technology* Renewable Energy*Bio Science*Manufacturing*

Finance & BusinessConstruction/Mining

Agriculture*

Retail/Wholesale TradeTransportation

Business

CONTINUOUSIMPROVEMENT

Measurable

Outcom

es

Evaluation

W o r k e r P i p e l i n e

Com

munity

MANAGE PUBLIC RESOURCES PRUDENTLY & ETHICALLY

Improvem

ent Strategies

RESPONSIVE TO LABOR MARKET CHANGES

Social AssistanceEducation

The board will maintain objective administration & oversight of workforce development programs by contracting service delivery.Founding Principle


FOU

ND

AT

ION

AL

OPE

RA

TIO

NA

LMission Develop and Maintain a Quality Workforce for South Central Minnesota

South Central WorkForce Council Framework for Workforce Development Attachment H

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