Minnesota Local Workforce Councils

Transcription

Orientation Guide
for Minnesota Local
Workforce Councils
Last Updated 2011
Prepared by the Governor’s Workforce Development Council (GWDC) and the Minnesota Workforce Council Association (MWCA)
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Table of Contents
I.
II.
III.
IV.
Welcome
The Minnesota Workforce System
Difference Between a Local Workforce Investment Board (LWIB) and a Local Workforce Council…………9
Minnesota Workforce Investment System…………………………………………………………………….……….9
Guiding Principles of Workforce System……………………………………………………………………….…….9
Brief History of Employment Training Programs………………………………………………………………….10
Workforce Investment Act (WIA)………………………………………………………………………………….….10
WIA Programs…………………………………………………………………………………………………….…….11
Core, Intensive, and Training Services…………………………………………………………………….………..11
Non-WIA Programs in Workforce Centers…………………………………………………………………….……12
Partnership Agreements…………………………………………………………………………………………….…12
Workforce System Funding Overview………………………………………………………………………………..12
Workforce Service Areas (WSAs)……………………………………………………………………………………..13
Workforce Centers……………………………………………………………………………………………………..14
The Local Workforce Council
Local Elected Official/Local Workforce Council Agreement……………………………………………………..15
Board Structure………………………………………………………………………………………………………....15
Role of the Local Workforce Council………………………………………………………………………………...16
Strategic Planning……………………………………………………………………………………………………...17
Developing a Local Plan……………………………………………………………………………………………....17
Cost Allocation Plan…………………………………………………………………………………………………...19
Sectoral Strategies……………………………………………………………………………………………………...19
Using Labor Market Information…………………………………………………………………………………….20
Accountability…………………………………………………………………………………………………………...20
Council Assessment…………………………………………………………………………………………………….20
Fiscal Responsibility & Management of Funds………………………………………………………………….…21
Staffing Local Workforce Councils…………………………………………………………………………………..21
Advocacy…………………………………………………………………………………………………………………21
The Local Workforce Council Member
Appointment of Council Members……………………………………………………………………………………21
Additional Roles of Local Elected Officials………………………………………………………………………...22
Local Workforce Council Membership Provisions and Requirements…………………………………………..22
Roles and Responsibilities of Council Members……………………………………………………………………22
Networking and Attributes of a Successful Council Member……………………………………………………..23
Local Workforce Council Committees……………………………………………………………………………….23
Board Policy on Conflict of Interest…………………………………………………………………………………24
Conflict of Interest……………………………………………………………………………………………………..24
Legal Issues…………………………………………………………………………………………………………….24
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Appendices:
Appendix A: Workforce Service Areas………………………………………………………...26
Appendix B: Workforce Centers……………………………………………………………….30
Appendix C: Local Workforce Council Roles…………………………………………………34
Appendix D: Workforce Development Programs and Resources……………………………41
Appendix E: Workforce Development Partners………………………………………………54
Appendix F: Useful Information and Templates……………………………………………...63
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Welcome
The following pages are designed so that you can insert information that is unique to your council.
Insert Council Name:
Council Vision Statement:
Council Mission Statement:
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Committee Structure:
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Local Staff:
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Council Member Information:
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Local Partners:
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The Difference Between a Local Workforce Investment Board (LWIB) and a Local Workforce
Council (LWC)
You will see the workforce system’s local governing boards referred to as both local workforce investment boards
(LWIBs) and local workforce councils (LWCs). This stems from statutory language, as federal legislation (WIA)
refers to local councils as “WIBs,” while Minnesota’s state statutes refer to “local workforce councils.” Usage of
either term falls under federal WIA language and requirements; however, for purposes of this document and to keep
the language consistent, “local workforce council” LWC will be used.
Minnesota Workforce Investment System
Under the Workforce Investment Act (WIA), the workforce investment system provides the framework for delivery
of workforce investment activities at the state and local levels. Job seekers, dislocated workers, youth, incumbent
workers, new entrants to the workforce veterans, persons with disabilities, and employers access many of the
services that are offered under this system. WIA is divided into five titles; however, Title I establishes the state and
local council structure and contains many of the programs under the workforce investment system (titles are defined
in more detail on page 3).
Under WIA, the Governor is to:
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Establish a state board (Governor’s Workforce Development Council or GWDC);
Designate local workforce investment areas (Workforce Service Areas or WSAs);
Oversee the creation of local workforce councils (LWCs);
And oversee One-Stop service delivery systems (WorkForce Centers) in Minnesota.
Among the federal, state and local units of government, no single entity is entirely responsible for economic or
workforce development. At the federal level, the Departments of Education, Department of Health and Human
Services, Department of Commerce and Department of Labor all have a vested interest in economic and workforce
development. At the State level, the Departments of Education, Employment and Economic Development, Human
Services, Labor and Industry, Minnesota State Colleges and Universities System, University of Minnesota and
others are also involved. At the community level, community based nonprofit organizations, counties, economic
developers, education institutions, training agencies and WorkForce Centers are involved in the workforce
development system, it is not always easy to define roles and clarify boundaries. Please see Appendix E.1-E.2 for a
brief description of these workforce development partners.
Guiding Principles of the Workforce System
The Workforce Investment Act embodies seven key principles. They are:
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Streamlining Services: streamlining the availability of services and information to the community through
a One-Stop system (WorkForce Centers). The keystone of the system is the WorkForce Center- physical
and virtual locations where all available federal, state, and local workforce services can be integrated.
Universal Access: ensuring universal access to basic workforce services
State and Local Flexibility: providing increased state and local flexibility to implement innovative and
comprehensive workforce systems. Changes are made regularly to respond quickly in a rapidly changing
economic environment.
Increased Accountability: increasing the accountability of the state, local councils, and contractors for
appropriate use of tax dollars toward achieving successful performance outcomes. The system is based on
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clear, measurable indicators of success. Training providers must meet or exceed state and local council
performance standards and results are public information.
Employer Driven: the system is driven by the demands of business and industry and based on the ever
changing requirements of the workplace. Focusing on business needs creates a stronger, interactive role for
employers and councils.
Economic Development: recognizing the critical link between workforce development activities and the
growth of the local economy.
Empowering Individuals: working with employers to identify their workforce needs and empowering
needs and empowering job seekers to move rapidly into employment by choosing services that best suit
their needs. Customer satisfaction is a specific indicator of success as measured by the quality, relevance,
and responsiveness of services.
Brief History of Employment Training Programs
Government-sponsored employment and training programs date back to the “New Deal” legislation of the 1930s.
Legislation such as the Wagner-Peyser Act, Manpower Development Training Act (MDTA), Comprehensive
Employment and Training Act (CETA) and Job Training Partnership Act (JTPA) has defined the federal effort to
reduce unemployment and to respond to cyclical and structural occurrences in the labor market. The basic thrust of
federal efforts to date has been to train unemployed and economically disadvantaged persons for available jobs.
During recessionary periods, federal, state, and local employment and training efforts also undertake job creating
activities, thereby assisting employers to expand with wage subsidies and customized training for disadvantaged.
Title VII of CETA was enacted and mandated the creation of Private Industry Councils (PIC) in each Prime Sponsor
Area. The stated purpose of PIC was to increase the involvement of business in the design and operation of CETA
programs. The enactment of Title VII preceded the movement from CETA to JTPA. With the passage of the
Workforce Investment Act (WIA) in 198, the PIC, as such, was disbanded. In its place, WIA legislation created a
new governing body for local employment and training programs called the Workforce Investment Boards.
Workforce Investment Act (WIA)
In August of 1998, President Clinton signed the Workforce Investment Act of 1998 (WIA). The main goal of WIA
was to overhaul and consolidate the fragmented system of U.S. workforce development programs prior to 1998. It
represented the first major job training reform in more than 15 years – replacing the Job Training Partnership Act
(JTPA), which had been the main vehicle for DOL employment since 1982 and amending the Wagner-Peyser Act. A
primary change that WIA made to the JTPA was to mandate state and local workforce investment boards (LWIBs)
and their core membership and functions. WIA requires each state to support a state-level workforce investment
board (called the Governor’s Workforce Development Council in Minnesota) and to be divided into local workforce
development areas, each served by a local council. These councils guide all employment programs, as prescribed by
WIA in their region.
WIA reformed federal job training programs and created a new, comprehensive workforce system, which provided
greater state control of federal resources. The goal of this legislation was to increase employment, retention and
earning of participants in Department of Labor (DOL) employment and training programs, largely by increasing the
occupational skills of participants. It is designed to provide job search assistance, assessment and training for
eligible individuals under three main funding streams: Adult, Dislocated Worker and Youth. WIA regulations
provide the framework in which state and local officials can exercise flexibility within the confines of statutory
requirements. WIA provides the overarching structure which broadly defines categories of service and design
options which are then left to state and local interpretation.
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The Department of Labor considers the reforms encompassed in the Workforce Investment Act to be:
“…Pivotal, and not ‘business as usual.’ This legislation provides an unprecedented opportunity for major reforms
that can result in a reinvigorated, integrated workforce investment system. State and local communities, together
with business, labor, community-based organizations, educational institutions, and other partners, must seize this
historic opportunity by thinking expansively as they design a customer-focused, comprehensive delivery system.” 1
WIA Programs
Local workforce councils have approximately seventeen required partners under federal WIA regulations. Most of
these programs are operated through WorkForce Centers, although some of the programs are contracted out to
nonprofit organizations within the community. In addition, some of the programs are required to be located in a
WorkForce Center (core programs/services). Other programs may be a required partner under WIA but are not
required to be located in a WorkForce Center. Therefore, one may find an Adult Basic Education (ABE) program in
one WorkForce Center but not in another. This is because ABE is a required partner under WIA, but it is not a
program that is required to be housed at a WorkForce Center. In addition, Minnesota state law requires a
Memorandum of Understanding between the WorkForce Center and ABE. Local workforce councils and
WorkForce Centers are structured differently throughout the state, which reflects how the state has flexibility to
work within WIA’s parameters.
Many people refer to the WIA program by their title. Below is a listing of the five titles that WIA is divided into:
Title I establishes state and local workforce councils, the One-Stop delivery system, youth activities, adult and
dislocated worker training programs (contains most of the details of the new workforce investment system.
Title II establishes adult education and literacy programs.
Title III of WIA is the Wagner-Peyser Act and is the authorizing legislation for workforce investment-related
activities.
Title IV – Rehabilitation Act amendments of 1998.
Title V – General provisions (requires DOL to award “incentive grants” to each state that exceeds the state-adjusted
levels of performance for each of the three WIA programs: workforce investment, adult education, and vocational
education. States must submit applications for these grants).
Please see Appendix D.1 for Workforce Development Programs and Resources Chart. This chart identifies the
mandatory programs required by WIA and the programs required to be located in the WorkForce Center. In
addition, program descriptions are also provided in Appendix D.2-D.5.
Core, Intensive, and Training Services
Core Services
Who is eligible? Any job-seeker looking to enter or re-enter the job market or looking to change jobs or careers.
Services include:
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Outreach, intake, orientation and initial assessment;
Job search, placement assistance and career counseling;
Federal Register, Vol. 65, No. 156/Rules and Regulations, Workforce Investment Act, Final Rules.
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Information on supportive services in the area, such as child care and transportation;
Assistance in establishing eligibility for financial aid for training and education programs
Information regarding filing claims for unemployment compensation;
Follow-up services for a period of 12 months following placement in unsubsidized employment; and,
Information on employment statistics, the local area’s performance measures, and performance and cost of
eligible providers of training services.
Intensive Services
Who is eligible? An individual who has already received a core service and the service provider has determined the
individual is in need of more intensive services. Services include:
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Specialized assessments, diagnostic testing, in-depth interviewing and evaluation;
Developing an employment plan;
Out-of-area job search assistance;
Group counseling, individual counseling, career planning and case management; and,
Work experience, internships and short-term prevocational services.
Training Services
Who is eligible? An individual who was eligible for and received intensive services, ineligible for other grant
assistance, and unable to obtain employment. Services include:
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Occupational skills training;
On-the-job training, skill upgrading and re-training; and,
Customized training with commitment from employer or group of employers to employ individual upon
successful completion of training.
Non-WIA Programs in Workforce Centers
In addition to WIA, many other employment and training programs are operated in the various counties across the
state. Most of these programs are targeted to economically disadvantaged persons. For instance, the Department of
Human Services works with DEED to oversee the Food Stamp Employment and Training Program (FSET) and
Minnesota Families Investment Program (MFIP) Employment and Training Services. DHS allocates funding to
counties and evaluates program performance. In turn, most counties have contracted with local Workforce Service
Areas to deliver the services. MFIP Employment and Training Services has become one of the primary services
provided by local (non-state) staff in the WorkForce Centers.
Partnership Agreements
With the agreement of the chief elected officials, local workforce councils may enter into a written memorandum of
agreement (MOA) with additional programs/partners (that are not required) in the WorkForce Center. The
agreement describes the services to be provided, how the services will be funded and methods for referring
individuals from one-stop operators, and service providers. These relationships with other community partners are
also to be described in the annual Local Plan.
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Workforce System Funding Overview
WIA funds are distributed to DEED by the federal government (DOL) using a formula based upon statewide and
local unemployment data. DEED receives these funds and distributes amounts to local programs and Workforce
Service Areas via formulas, which vary according to the program. In Minnesota, most of the state dollars go to fund
the Minnesota State Dislocated Worker Program with much smaller shares going to Minnesota Job Skills
Partnership and the Minnesota Youth Program, among others.
There are three main funding streams to WIA-Title 1B: Adult, Dislocated Worker, and Youth. Eighty-five percent of
the adult and youth funds are allocated to the local areas, with the remaining fifteen percent allocated for statewide
activities. Dislocated worker funds are allocated somewhat differently. Twenty percent of the funds go to the
Secretary of Labor to carry out National Emergency Grants, dislocated worker demonstrations and technical
assistance. Of the remaining dislocated worker funds, sixty percent is allocated to local areas, fifteen percent for
statewide activities and twenty-five percent for state rapid response activities. Local areas may spend no more than
ten percent of their allocations for administrative purposes and the state may spend no more than five percent of total
federal funds received for administration costs.
Due to the funding formula, the percentage of WIA funding allocated to each state is different from state to state. In
some states, WIA only makes up three percent of the state’s total workforce development budget (Utah). Federal,
State, and local funds combine with WIA dollars to create the total pool of workforce development resources. Since
there are multiple funding streams involved with the delivery of workforce development programs in the state,
integration and coordination is challenging. That was one reason why WIA emphasized integrating funding streams
through the One-Stop Centers – in an effort to provide seamless program delivery. See Appendix F.3 for Funding
Streams for the Workforce Development System.
Workforce Service Areas (WSAs)
WSAs are defined geographic regions in which services funding through WIA are provided. They are created in
agreement with local elected officials and require a LWC/Local Elected Officials Agreement among government
jurisdictions comprising the local area. The local government is fiscally responsible for the Title IB funding it
receives under WIA legislation, while the local workforce council is the recipient of the Title IB funds. The number
of WSAs in each state varies across the country. Some have as many as 33WSAs (New York), while some have
only one (North Dakota and New Hampshire, among others).
Minnesota’s WSA boundaries have a history that dates back to the 1970s and the Nixon administration. Most of the
changes occurred in 1978, under the development of the JTPA (Job Training Partnership Act). It was at this time
that the federal government transferred responsibility of the local areas over to the state government. Under JTPA,
each area had to have a population of at least 200,000 based on the latest census data, or they could be approved at
the governor’s discretion. While this was an attempt by the federal government to decrease the amount of local
entities, there was an actual increase in the number of entities in Minnesota. The new areas, which were primarily
created based on which counties could work together to submit an application, were called Service Delivery Areas
(SDA).
When WIA passed in 1998, there were provisions in the WIA law that stated who could still be considered a service
delivery area. For the first five years after WIA was passed (1998-2003), the same service provisions still applied. In
2003, the Department of Labor (DOL) stated that those provisions had expired and Governors could redesign WSA
borders. In December 2005, a Congressional authorization passed that stated Governors could not make further
changes to WSA boundaries until WIA Reauthorization was finalized. This does not prevent LWCs from making
changes voluntarily (i.e., Scott County and Dakota County realigning); it only states that the Governor cannot make
any changes.
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Few changes have been made to the WSA boundaries in Minnesota. Besides the Ramsey County and St. Paul
joining forces to create a new WSA, and Scott County reconfiguring its WSA with Dakota County, all other
geographic areas remained the same. Currently, areas can be eligible through automatic discretion, temporary or
subsequent designation or through a recommendation from the GWDC. Many of the current WSAs were established
by either temporary designation or were designated based on recommendation to the Governor from the Minnesota
GWDC.
At present, there are 16 WSAs in Minnesota that reflect many types of configurations:
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Ramsey County is eligible to be a WSA without the Governor’s designation because it has a population
level in excess of 500,000.
Rural MN CEP is automatically eligible by virtue of federal legislation because it is a Concentrated
Employment Program (CEP).
Other areas have been approved by designation from the Governor.
Each WSA has a Workforce Service Area Director, who in most cases provides support to the local workforce
council. The director is in charge of administering WIA services, including the adult, youth, and dislocated worker
programs. In some areas, the director is a county or city employee; in others, elected officials contract with a
nonprofit agency that hires the director. In a couple of areas, the local council itself hires a director.
See appendix A.1 and A.2 for Workforce Service Areas Map and Workforce Services Areas Contact Information.
Workforce Centers
Minnesota’s WorkForce Center System is the product of government and community based organizations rethinking
how to deliver employment and training services. It is the result of an analysis of the structures and systems which
too frequently were characterized by fragmentation and duplication which frustrated potential users by a
bureaucratic maze of programs and services. From the analysis of workforce development structures and the service
delivery system, a vision emerged in which comprehensive, integrated; individualized services would be the
outcome. WorkForce Centers represent a move from red tape to results, focusing on providing information and
resources that enable individuals to achieve economic security and employers with prepared workers they need to
successfully compete in today’s economy.
The evolution process began in 1993, when a partnership meeting was called for federal, state, and local service
providers to define a one-stop concept for employment and training service delivery. Key state representatives in the
enterprise included Job Service/Unemployment Insurance, State Services for the Blind, Rehabilitation Services, Job
Training and the Minnesota Economic Security management team along with representatives of local elected
officials from across the state who shared the vision for change. By 1995, a prototype One-Stop office was
established in South-Minneapolis; this office was named “The National model of One-Stop employment and
training service centers” by the then-U.S. Secretary of Labor Robert Reich.
After receiving a federal grant in 1995 to develop a statewide system of One-Stop Centers, Minnesota launched a
three-and-a-half year process to establish 53 One-Stop Centers to serve Minnesotans in every area of the state. The
“brick and mortar” phase of collocating previously separate offices with integrated staff functions and services
represented an enormous effort and a fundamental change in how the partners saw their business.
Key public awareness accomplishments during this time period include the following:
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Launching a website that allows access to job data bases from any internet connection;
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Statewide on-air job fairs, which was a collaboration of the WorkForce Center System and a local
television channel;
Receiving numerous awards and acknowledgments for innovation in government service delivery
throughout the development phase; and,
A nationwide One-Stop Conference that earned high praise and established Minnesota as a model for other
states in developing their One-Stop Systems.
Today, WorkForce Centers are found in 49 sites in Minnesota and provide customer-driven service in cooperation
with community and business partners. Pursuant to WIA legislation, local workforce councils have the responsibility
for oversight of WorkForce Centers within their service delivery areas and are responsible for their operations. The
Governor and Governor’s Workforce Development Council (GWDC) are charged with oversight of the larger OneStop system and ensure that the basic requirements of federal legislation are executed. The system is designed for
maximum accountability and effectiveness in the attempt to deliver services to communiti9es, employers, and
workforce participants.
Services offered at WorkForce Centers are available to everyone, including those who are transitioning from one job
to another, entering into formal work for the first time, transitioning from public assistance or students who have
graduated from high-school.
The WorkForce Center System has undergone significant shifts since its inception in 1995. The most evident shift,
perhaps, is the shift to services businesses as the primary customer. While the needs of businesses are being met,
jobseekers will benefit, as they are the direct beneficiaries of a business-focused workforce development system.
To be certified as a WorkForce Center, a workforce development service delivery location must provide services to
the general public – e.g., a Resource Area with certified staff and technology – and comply with the WorkForce
Center franchise standards as monitored by the Department of Employment and Economic Development. At least
one Workforce Center in each workforce service area must be a comprehensive Workforce Center with services and
staff available on-site from Workforce Investment (WIA) Title I-B, Title III (Wagner-Peysner/Job Service) and Title
IV (Vocational Rehabilitation or State Services for the Blind).
See Appendix B.1 for “What is a Workforce Center” Chart
See Appendix B.2 for Map of Workforce Centers in Minnesota.
Local Elected Official/Local Workforce Council Agreement
According to Section 117(c)(1)(B) of the workforce Investment Act, local workforce councils are to enter into an
agreement with the designated local governing unit which is called a Local Elected Official/LWC Agreement. The
local government unit created through the Joint Powers Agreement is the recipient of Title 1B funding under this
legislation where there is more than one governmental jurisdiction involved.
Board Structure
Local workforce council members are appointed by Local Elected Officials (LEOs). Council composition is
established by WIA and State Statutes, and includes individuals representing local businesses, labor unions,
educational institutions, economic development agencies, and other community based organizations. The chair of
the council and a majority of the members must be representatives of the private sector. See “LWC Membership
Provisions and Requirements” (Section 3) for more detailed information on council structure.
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Role of the Local Workforce Council
Central to the Minnesota Workforce System is the local workforce council. In partnership with the chief elected
officials, the 16 councils in Minnesota set local policy and provide input and strategic direction for meeting
workforce development goals as outlined in state and federal statute. Minnesota’s 16 councils are responsible for
administering a variety of employment and training programs, ranging from MFIP to dislocated worker services to
youth programs authorized under WIA. The law permits great diversity in how a LWC is structured to deliver
services. Some LWCs are both policy makers and service deliverers; however, many LWCs work in partnerships
with a state agency or non-profit organization that delivers the services to job seekers and employers
See Appendix A.3 for Workforce Service Area Descriptions. This chart demonstrates how the 16 WSAs in
Minnesota are structured differently by listing the WSA administrative entity (and its type), the WIA service
providers and the local elected official structures (whether it is a Joint Powers Board, a CEP Board of Directors, a
County Board or a City Council).
WIA legislation and Minnesota State Statute define some very specific tasks that LWCs should be responsible for;
however, some of the language can be vague and hard to understand. The team of people that created the Workforce
Service Area Study reviewed both federal and state legislation regarding LWC roles and analyzed relationships
among workforce development partners to come up with three broad roles that LWCs should play. 2
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Regional Policymaking: LWCs are responsible for building and maintaining a connection between
workforce and economic development efforts within their region. This includes convening the region’s
workforce and economic development partners such as community based organizations, county agencies,
economic development partners, Job Service Employer Committees, MN Initiative Funds, MnSCU
partners, Regional Development Commissions, school districts, University of Minnesota partners, and
WorkForce Center System partners in order to set local priorities, coordinate workforce and economic
development services and funding for those services, ensure non-duplication of services, and make sure
customers’ (both businesses and job-seekers) needs are being met.
Workforce Center System Policymaking and Oversight: LWCs are responsible for convening the
region’s required workforce3 development core partners to develop WorkForce Center System policy for
their area by working with those entities to set priorities for the WorkForce Center System based on the
priorities set at the regional level, coordinate funding and services for all required one-stop partners, and
make certain WorkForce Center System customers’ needs are being met within their region.
Program Planning/Policymaking and Oversight: LWCs are responsible for selecting service providers
and the administrator of the local workforce service area plan and overseeing local programs of youth
activities and local employment and training activities. In addition, LWCs are responsible for negotiating
local performance measures based on the current economic environment, regional priorities, and Workforce
Center System priorities.
Federal law and State Statutes can be found at: http://thomas.loc.gov and www.leg.state.mn.us
In general, LWCs ensure that the workforce system is strategically positioned in order to:
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Build links between workforce and economic development and related activities
Convene industry-specific groups and general business organizations to identify occupational skill needs
and discuss basic employment skill requirements.
Form strategic alliances, negotiate relationships and broker resources.
Identify training service providers and require that they meet industry standards.
Findings and Recommendations on Minnesota’s Workforce Service Areas, 2004, p. 13-15.
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Ensure training meets business and labor market needs.
Designate, certify, and oversee WorkForce Centers.
Create measures of customer satisfaction.
Establish systems for gathering and publicizing local employment statistics
Assess effectiveness of local workforce solutions.
Strategic Planning
Preparing a strategic plan is one of the most important functions of a local workforce council. Private Industry
Councils provided oversight, whereas, LWCs are expected to provide leadership; whereby they examine community
and workforce development issues, identify problems and create solutions based on a consensus of local stakeholder
interests. A strategic plan is far more “comprehensive” and locally specific. A strategic plan should provide a road
map for the board itself, which is the plan’s most important audience. It should help clarify the board’s mission, its
work and its available resources; it should assign specific responsibility among the board members and other
stakeholders for carrying out the board’s work; and, it should provide for measurements and feedback on the board
on the progress of that work. 3
Developing a Local Plan
WIA Section 118 dictates that local workforce councils, in partnership with Chief LEOs, are responsible for
developing the local plan to be submitted to the Governor for approval. The local plan contains the designated local
one-stop operators, eligible providers for training services, negotiated local performance measures, and statewide
employment statistics system. In addition, the local plans describe how the local workforce investment systems,
under local workforce investment board guidance, will respond to the needs of regional labor markets. This is
described in detail below.
WIA SEC. 118. Local Plan 4
(a) In General. – Each local board shall develop and submit to the Governor a comprehensive 5-year local plan
(referred to in 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:
(1) an identification of –
(A) the workforce investment needs of businesses, jobseekers, 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;
(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; and
(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;
(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 performance of the local fiscal agent (where
appropriate), eligible providers, and the one-stop delivery system, in the local area;
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National Association of Workforce Boards web-site: www.nawb.org
Workforce Investment Act, 1998, retrieved from: http://www.doleta.gov/regs/statutes/wialaw.txt
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(4) a description and assessment of the type and availability of adult and dislocated worker employment
and training activities in the local area;
(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;
(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;
(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;
Local Planning Guidance
DEED issues an annual local planning guidance to LWCs for the local workforce investment system for each year
running from July 1 to June 30 of the following year.
The current planning guidance calls for LWCs to submit unified plans describing how their local workforce
investment systems will respond to the needs of regional labor markets. These plans must incorporate the input of all
of the core partners of the local workforce investment system that, at a minimum, include partners representing
Workforce Investment Act (WIA) Title I-B (Adult, Dislocated Worker and Youth), Title III (Business Services, Job
Seeker Services, and Veterans), and Title IV (Vocational Rehabilitation delivered by Rehabilitation Services and
State Services for the Blind).
The planning guidance is designed to advance the thinking of Minnesota’s Workforce Development System as a
demand-driven integrated one-stop delivery system. The system is to provide a trained labor force to meet the needs
of high growth/high wage industries and/or occupations, of occupations with high demand, and of occupations with
well defined career ladders. DEED’s mission is to support the economic success of individuals, businesses and
communities by improving opportunities for growth. The questions and forms contained are intended to help LWCs
examine how they fit into this mission and to evaluate the effectiveness and efficiency of their activities and
program delivery. This examination allows LWCs to determine whether appropriate changes need to be made in
their areas.
LWCs have direct control over some financial resources in the local workforce investment system and play a
coordinating role over others at the local level. The local plan is to reflect how the LWC sees all resources
contributing toward local needs and thus reflects a document that provides local planning around resources under
direct state control. Program and budget forms are more detailed than in the past. Most information is being
requested on how certain categories of activities are being funded both on the grantee and subgrantee levels. These
increased requirements will help the WIB and local and state staff to determine the financial viability of various
aspects of the Workforce Development System.
All LWCs in Minnesota must submit a local unified plan in accordance with the planning guidance, which includes
the budget, participant activity and performance standard forms at the end of the document. Program-specific
information contained in the plan will form the basis of program monitoring by DEED and LWCs assessment of its
own effectiveness.
Much of the information requested in the planning guidance already exists within local partnerships or is readily
available from resources identified in the document. If information submitted in the previous local plans remains
current and relevant to the planning guidance, the LWCs may resubmit the information in the context of their plan.
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Cost Allocation Plan
DEED policy states that local cost allocation plans for WorkForce Centers must be negotiated, developed, and
signed by all partners in accord with cost principles consistent with the federal Office of Management and Budget
(OMB). Circulars A-87 and A-110, ASMB (Assistant Secretary of Management and Budget/U.S. Department of
Health and Human Services) C-10, and other appropriate federal guidance may be used as well. WorkForce Centers
are encouraged to follow the procedures developed by DEED financial officers and local partners. Guidelines
include (1) determining a methodology to best meet local needs; (2) determining each partner’s respective share of
costs; (3) preparing a cost allocation plan; (4) designating an agent to authorize payments to vendors; (5)
periodically reviewing decisions and making adjustments as necessary; and, (6) reviewing the cost allocation plan at
least annually. When developing cost-allocation plans, it is central that all local partners be involved in making the
decisions and that the decisions are equitable, fair and provide the best service to customers.
A matrix/template for Local Area Cost Allocation Planning can be found on DEED’s website:
http://www.deed.state.mn.us/wia/policy/title-one/deed/index.html
Sectoral Strategies 5
An increasing number of workforce boards are using sectoral strategies to strengthen outreach to the business
communities in their areas and to build stronger links with regional economic development efforts. Success among
workforce councils using this strategy points to lessons learned that can be used by other councils considering a
sector approach.
Sector initiatives are long-term efforts that integrate workforce and economic development strategies. They have
four defining characteristics:
•
•
•
•
Sector initiatives focus attention on the needs of multiple employers in a specific industry in a specific
community or economic region,
Sector initiatives serve dual customers – delivering new solutions to employers in the target industry as
well as to the workers or the unemployed who might improve both their short term and long term economic
status by providing improved staffing in the industry.
Sector initiatives build in-depth knowledge of the industry and design multiple solutions to staffing and
competitiveness challenges facing the industry by coordinating an array of resources to improve these
challenges over time.
Sector initiatives promote community change that achieves win-win solutions for employers and workers in
the industry. These can occur through shifts in industry practice, reform of education and training systems,
improvements in recruiting and support systems for entry level employees, the institution of new career
ladders, and/or productivity enhancements throughout the industry, to name a few.
5
National Association of Workforce Boards web-site: www.nawb/org. “The Road to Sector Success: A Guide for
Workforce Boards.”
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Using Labor Market Information
A critical component for all workforces planning is the availability and application of labor market information.
Labor market information should be used during the planning process and regularly to reassess and evaluate current
labor market conditions when:
•
•
•
Analyzing economic factors and trends
Conducting needs analyses
Designing service delivery strategies
The Labor Market and Information Division at DEED provide accessible labor market research and economic
analysis products and services for councils to utilize.
Labor Market information can be found at: http://www.deed.state.mn.us/lmi/home.htm
Regional Labor Market Information can be found at: http://www.deed.state.mn.us/lmi/regional.htm
Accountability
WIA specifies core indicators of performance that apply to workforce investment programs administered at the state
and local level. These include: rates of entry into unsubsidized employment by participants, employment retention
rates, earning 6 months after entry, and skill educational attainment. These indicators do not apply to participants
who receive core services or information activities. WIA legislation includes financial incentives for high
performance on these measures and financial sanctions for poor performance. There has been a lot of discussion
over ways to improve WIA performance measures. After WIA Reauthorization is completed, we may see some
modifications to the WIA performance evaluations and standards.
Council Assessment 6
Research on the development and function of the nonprofit boards supports the idea that boards (councils) should
periodically undertake a self-assessment of their strengths and weaknesses, much as they assess the effectiveness of
their executive director and the program operations over which the board has control. Such an evaluation can be a
practical way for the board to step back from day-to-day concerns and focus attention on its overall performance – to
reflect on its members’ involvement and commitment and to initiate strategies for improvement and growth.
Moreover, for many council members self-assessment is an opportunity tom take time to evaluate their own
understanding of the work of the council and the contribution they are making to advance the cause. Regular selfassessment can lead to board success by:
•
•
•
•
•
•
•
•
•
•
6
Helping reach consensus among members on what major issues the council should tackle.
Generating discussion among members on the priority of council activities.
Shaping the future operations of the council.
Assessing progress towards achievement of the council’s goals.
Highlighting key areas of success and strength.
Identifying problems and weak areas of council operations.
Identifying topics on which council members need more information.
Enabling individual council members to work more effectively as part of the team.
Building trust, respect and communication among council members.
National Association of Workforce Boards web-site: www.nawb.org
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Fiscal Responsibility & Management of Funds
LEO Responsibility
While LWCs are primarily responsible and accountable for the management administration of grant funds allocated
to the local area; ultimately, the local elected officials (LEOs) are liable to the state and Federal government for any
misuses of the grant funds. To help administer funds, the LEOs and the council must designate in the partnership
agreement a fiscal agent to receive and be accountable for grant funds. The fiscal agent, often the council itself, shall
be liable to the council and the LEOs for any misuse of funds. Such a designation does not release the local council
or the LEOs from the liability for misused grant funds.
Council Liability
The LWCs are accountable for proper management of workforce funds received on behalf of the workforce areas.
The state is ultimately responsible for all workforce funds received on behalf of the state, including those funds that
are allocated to local workforce areas.
Staffing Local Workforce Councils
Many of the LWCs are staffed by the local partner responsible for delivering WIA Title I (adult, youth and
dislocated worker services). However, some LWCs have arranged a separate function for the LWCs.
Advocacy
Advocacy at the State and Federal Level
Workforce council members represent a variety of interests in the community and are most familiar with what is
happening at the local level. Due to their unique perspective on how policy decisions can affect local job seekers and
businesses, LWC members are often called upon to advocate for the local workforce system by providing
information to elected officials at all levels of government.
See Appendix C.2 for more information on how to contact legislators and track legislation.
Appointment of Council Members
The Local Elected Officials (LEOs) of a workforce area are authorized under WIA to appoint members to the local
workforce council. The LEOs receive names of potential nominees from organizations to be represented on the
council. LEOs select individuals who:
•
•
•
•
•
•
•
•
Possess substantial policy-making authority within the entities they represent
Utilize the workforce system;
Represent the highest standards of leadership and expertise in their respective categories;
Are actively engaged in the organization, enterprise, or field which they are nominated to represent;
Have an existing relationship with the local workforce area through residence or employment
Reflect the gender, ethnic, and geographic diversity of the workforce area;
Are willing to accept significant fiduciary responsibilities; and,
Meet the composition requirements of the council.
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Additional Roles of Elected Officials
Local elected officials are county commissioners, mayors, or members of local government joint powers boards. In
addition to appointing members to the local board, LEOs are the recipients of the WIA funding grants that fund
adult, youth, and dislocated worker programs. In partnership with the local workforce councils, the chief local
elected officials have oversight authority for the one-stop delivery system in the workforce service area. The
Governor is required by Federal law to consult with the chief local elected officials regarding the designation of
local workforce service areas.
Local Workforce Council Membership Provisions and Requirements
7
A local council shall include as members:
(1) Representatives of the private sector, who must constitute a majority of the membership of the council and who
are owners of business concerns, chief executives or chief operating officers of nongovernmental employers, or
other private sector executives who have substantial management or policy responsibility;
(2) At least two representatives of organized labor
(3) Representatives of the workforce and community-based organizations, who shall constitute not less than 15
percent of the membership of the council; and
(4) Representatives of each of the following:
(i) educational agencies that are representative of all educational agencies within the workforce service
area;
(ii) vocational rehabilitation agencies;
(iii) public assistance agencies;
(iv) economic development agencies; and
(v) public employment service agencies.
The chair of each local workforce council shall be selected from among the members of the council who are
representatives of the private sector.
Private sector representatives on the local workforce council shall be selected from among individuals nominated by
general purpose business organizations, such as local chambers of commerce, in the local workforce service area.
Education representatives on the local workforce council shall be selected from among individuals nominated by
secondary and post secondary educational institutions within the workforce service area.
Organized labor representatives on the local workforce council shall be selected from individuals recommended by
recognized state and local labor federations, organizations, or councils. If the state or local labor federations,
organizations, or councils fail to nominate a sufficient number of individuals to meet the labor representation
requirements, individual workers may be included on the local workforce council to complete the labor
representation.
The county commissioner must certify a local workforce council if the county commissioner determines that its
composition and appointments are consistent with this subdivision.
7
State Statute 166.666, Subdivision 3; WIA Section 117(b)
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Roles and Responsibilities of Council Members
Please see Appendix C.1 for summary of Roles and Responsibilities for Local Workforce Council Members
(provided by Stearns-Benton Local Workforce Council).
Networking and Attributes of a Successful Council Member
Council members are responsible for networking throughout the community so that employers and job-seekers are
aware of the workforce services available to them in their area. Networking provides the opportunity to:
•
•
•
•
Understand the skill needs of local employers;
Bring workforce issues from the community to the workforce council;
Promote the workforce services available to employers and job seekers; and,
Contribute to the development of a quality workforce in your community.
Successful Workforce Board Members:
•
•
•
•
•
•
•
•
•
•
B ring their expertise, knowledge and goals to the table;
Communicate the council’s purpose to the community at large and advocate the use of workforce solutions
Focus on strategic planning, setting goals and direction and insisting on positive outcomes;
Stay abreast of local labor market and economic conditions by knowing emerging employer trends and
important skill development needs;
Share expectations with other council members and staff;
Work toward consensus to ensure support and advocacy from all members;
Make informed decisions;
Actively participate and serve committees;
Avoid involvement in administrative and day-to-day operational details; and,
Attend meetings regularly.
Local Workforce Council Committees
Committees are the means by which work is accomplished on local workforce councils. Committees are usually on
priorities established by each council.
Examples of LWC Committees:
•
•
•
•
•
•
•
•
•
•
•
•
Business and Workforce Partnership
Policy and Law
Marketing and Communications
Education and Youth Services
Executive
Business and Economic Development
Analysis and Evaluation
Government and Legislative Relations
Workforce Centers
Youth Councils (required by WIA)
Core Programs
Alliances and Partnerships
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Board Policy on Conflict of Interest
Each council must have a conflict of interest policy that includes the minimum requirements of state and federal
laws and regulations. However, the council’s conflict of interest policy may be even more restrictive than state and
federal requirements. All councils are required to maintain and enforce this policy. Council members must become
familiar with the local policy.
Conflict of Interest
Conflict of Interest for local councils is defined in federal law; there is no additional policy at the state level. The
WIA legislation is outlined below:
Under WIA Statute 117(g):
A member of a local board may not (1) vote on a matter under consideration by the local board regarding (a) the
provision of services by such member (or by an entity that such member represents); or (b) that would provide
direct financial benefit to such member or the immediate family of such member; or (2) engage in any other activity
determined by the Governor to constitute a conflict of interest as specified in the State plan.
Legal Issues
Open Meeting Law Requirements
All meetings of the council, including committee meetings, are to be open meetings. Minnesota Statutes chapter
13D, et seq., requires that, except as otherwise expressly provided by statute, all meetings, including executive
sessions, of any state board, and of any committee or subcommittee of the board, shall be open to the public. Votes
of the board members, committee, or subcommittee on any action taken in such a meeting, is required to be recorded
in a journal and be open to the public during all normal business hours. There are three basic purposes of the Open
Meeting Law:
•
•
•
Prevents actions taken at any meeting from being secret where it is impossible for the public to become
fully informed concerning board decisions or to detect improper influences.
The law assures the “public’s right to be informed.”
It gives the public an “opportunity to present its views to the board.”
Closed Meetings
Meetings can be closed for very specific purposes; however, the agenda must show the appropriate time the meeting
will close and the purpose, legal citation. Only businesses on the agenda may be discussed. Some areas where it is
legal to close a meeting include union negotiations, attorney-client participation, and data privacy monitoring
reports.
What Constitutes a Meeting?
The Minnesota Supreme Court held all gatherings of at least a quorum of a board or of a committee or subcommittee
at which members discuss, decide or receive information as a group on issues relating to official business of the
board are “meetings” subject to the law. Social gatherings that are considered non-business are not subject to the
law, and a quorum may not as a group discuss or receive information on official business in any setting (including a
social gathering) without complying with the open meeting requirements.
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Notice to Public
The Open Meeting Law requires a board to keep on file at its offices a schedule of all regular meetings. For special
meetings or in the case that a regular meeting is held at a time or place different from the time or place stated in the
schedule of regular meetings, the board must provide the same notice of the meeting that the Board is required to
provide for special meetings. That is, meeting dates must be posted, mailed, or delivered at least three days in
advance of the date of the meeting. Emergency meetings are allowed, but should rarely occur. For emergency
meetings, boards must make good-faith efforts to provide notice, which may be telephone, to each news medium
filing a written request for such notice. Any meeting of three or more voting members must be published.
Minnesota Government Data Practices Act
Occasionally, a board needs to discuss data classified as not public at a meeting. In most circumstances, the board
may not close the meeting to discuss the data. Such data may be discussed without liability or penalty if the
disclosure related to a matter within the board’s authority, is reasonably necessary to address the item before the
board at a required public meeting, and is disclosed without malice. The board must make reasonable efforts to
protect such data from disclosure, however.
Please contact the Attorney General’s Office if you have any legal questions or concerns. www.ag.state.mn.us
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APPENDIX A
Workforce Service Areas
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Appendix A.1 – WIA – Title 1-B Workforce Service Areas Map
Programs conducted under WIA Title 1B provide services to youth, adults, and dislocated workers who need assistance to fully
participate in the labor force.
For youth, programs provide year-round employment and training. The programs increase youth long-term employability by
enhancing educational, occupational, and citizenship skills. Youth programs are designed to encourage high school completion,
reduce welfare dependency and assist in making successful transitions from school to work, apprenticeships, the military, or postsecondary training.
For adults and dislocated workers, the programs provide job training and other services resulting in increased employment and
earnings. Among the services provided to adults and dislocated workers are: classroom training, on the job training, vocational
and personal counseling, labor market information dissemination, and assessment
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Appendix A.2 – WIA Workforce Service Areas (Contact Information)
WSA 1. Northwest PIC
NORTHWEST PRIVATE INDUSTRY COUNCIL
INC./WORKFORCE COUCIL
Amanda Grzadzielewski- Executive Director
1730 University Avenue
Crookston, MN 56716
Phone: 218-281-6020 (Fax: 218-281-6025)
Email: [email protected]
Counties Served: Kittson, Marshall, Norman,
Pennington, Polk, Red Lake, Roseau
Website: www.nwpic.net
WSA 2. Rural Minnesota CEP
RURAL MINNESOTA CONCENTRATED
EMPLOYMENT PROGRAMS, INC.
Dan Wenner – Director
803 Roosevelt Avenue
P.O. Box 1108
Detroit Lakes, MN 56502
Phone: 218-846-7400 (Fax: 218-846-7404)
TTY: 218-8469-0772
Counties Served: Becker, Beltrami, Cass, Clay,
Clearwater, Crow Wing, Douglas, Grant, Hubbard,
Lake of the Woods, Mahnomen, Morrison, Otter
Tail, Pope, Stevens, Todd, Traverse, Wadena, Wilkin
Website: www.mcep.com
WSA 3. Northeast Minnesota
NORTHEAST MN OFFICE OF JOB TRAINING
Michelle Ufford – Executive Director
820 North 9th Street – Suite 240
P.O. Box 1028
Virginia, MN 55792
Phone: 218-748-2243 (Fax: 218-748-2240)
NE Office Phone: 218-748-2200
TTY: 218-748-2222
Counties Served: Aitkin, Carlton, Cook, Itasca,
Koochiching, Lake, St. Louis
WSA 4. City of Duluth
DULUTH WORKFORCE DEVELOPMENT
Donald Hoag – Manager
332 City Hall
411 West 1st Street
Duluth, MN 55802-1102
Phone: 218-730-5770 (Fax: 218-730-5902)
TTY: 218-730-5000
Serves: City of Duluth
Website: mnwfc.org/Duluth
WSA 5. Central Minnesota
CENTRAL MINNEOSTA JOBS & TRAINING
SERVICES
Bard Chaffee – Director
406 -7th Street East
P.O. Box 7200
Monticello, MN 55362
Phone: 763-271-3715 (Fax: 763-271-3701)
TTY: 763-271-3745
Counties Served: Chisago, Isanti, Kanabec,
Kandiyohi, McLeod, Meeker, Mille Lacs, Pine,
Renville, Sherburne, Wright
Website: www.cmjts.org
28
WSA 6. Southwest Minnesota
SOUTHWEST PRIVATE INDUSTRY COUNCIL, INC
Juanita Lauritsen – Director
Minnesota Workforce Center
607 West Main Street
Marshall, MN 56258
Phone: 507-537-6987 (Fax: 507-537-6997)
Counties Served: Big Stone, Chippewa, Cottonwood, Jackson,
Lac Qui Parle, Lincoln, Lyon, Murray, Nobles, Pipestone,
Redwood, Rock, Swift Yellow Medicine
Website: www.swmnpic.org
WSA 7. South Central
SOUTH CENTRAL WORKFORCE COUNCIL
Diane Halvorson – Director
464 Raintree Road
Mankato, MN 56001
Phone: 507-345-2418 (Fax: 507-345-2414)
SC Office: 507-345-2408 TTY: 507-389-6512
Counties Served: Blue Earth, Brown, Faribault, Le Sueur,
Martin, Nicollet, Sibley, Waseca, Watonwan
Website: www.workforcecouncil.org
WSA 8. Southeastern Minnesota
WORKFORCE DEVELOPMENT, INC.
Randy Johnson – Director
1302 – 7th Street NW
Rochester, MN 55901
Phone: 507-292-5153 (Fax: 507-292-5173)
TTY: 507-280-3584
Counties Served: Dodge, Fillmore, Freeborn, Goodhue,
Houston, Mower, Olmsted, Rice Steele, Wabasha
Website: www.workforcedevelopment.ws
WSA 9. Hennepin/Carver
HSPHD/WORK SUPPORTS/WORKFORCE DEVELOPMENT
John McLaughlin – Director
Bloomington WorkForce Center
4220 West Old Shakopee Road, MS: 657
Bloomington, MN 55437
Phone: 612-879-3053 (Fax: 612-879-3516)
Counties Served: Carver Hennepin (excluding Minneapolis)
Website: www.co.hennepin.mn.us
WSA 10. City of Minneapolis
MINNEAPOLIS EMPLOYMENT AND TRAINING
PROGRAM
Deb Bahr-Helgen – Director
105 – 5th Avenue South – Suite 600
Minneapolis, MN 55401-2593
Phone: 612-673-6226 (Fax: 612-673-5299)
TTY: 612-673-2157 Gen. Office: 612-673-5298
Serves: City of Minneapolis
Website: www.ci.minneapolis.mn.us/metp
WSA 12. Anoka County
ANOKA COUNTY JOB TRAINING CENTER
Jerry Vitzthum – Director
1201 – 89th Avenue NE – Suite 235
Blaine, MN 55434
Phone: 763-783-4800 (Fax: 763-783-4844)
Email: [email protected] Counties Served: Anoka
Website: www.mnwfc.org/anoka
WSA 14. Dakota/Scott
DAKOTA – SCOTT WORKFORCE SERVICES
Mark Jacobs – Director
1 Mendota Road West – Suite 100
West St. Paul, MN 55118-4765
Phone: 651-554-5622 (Fax: 651-554-5709)
Counties Served: Dakota, Scott
Website: www.mnwfc.org/dakotanorth
WSA 15. Ramsey County
WORKFORCE SOLUTIONS
Patricia Brady – Director
2098 – 11th Avenue East
North St. Paul, MN 55109
Phone: 651-779-5651 (Fax: 651-779-5240)
Counties Served: Ramsey
Website: www.co.ramsey.mn.us/workforce
WSA 16. Washington County
WASHINGTON COUNTY WORKFORCE
CENTER
Robert Crawford – Division Manager
Woodbury Service Center
2150 Radio Drive
Woodbury, MN 55125
Phone: 651-275-8650 (Fax: 651-275-8682)
Counties Served: Washington
Website: www.mnwfc.org/washingtoncounty
WSA 17. Stearns-Benton ETC
STEARNS-BENTON EMPLOYMENT &
TRAINING COUNCIL
Kathy Zavala – Director
MN Workforce Center
1542 Northway Drive
St. Cloud, MN 56303
Phone: 320-308-5702 (Fax: 320-308-1718)
Counties Served: Benton, Stearns
Website: www.mnwfc.org/stcloud
WSA 18. Winona County
WINONA COUNTY WORKFORCE COUNCIL
1250 Homer Road – Suite 200
Winona, MN 55987
Phone: 507-453-2920 (Fax: 507-453-2960)
TTY: 507-453-2936
Counties Served: Winona
Website: www.mnwfc.org
Statewide Update Contact
MN DEPARTMENT OF EMPLOYMENT AND
ECONOMIC DEVELOPMENT
Kyle Temme
Workforce Development Division
1st National Bank Building
332 Minnesota Street – Suite E200
St. Paul, MN 55101-1351
Phone: 651-259-7553 (Fax: 651-215-3842)
Serves: Contact for information changes to be made
for all above WSA offices
Website: www.positevlyminneosta.conm
2011
Appendix A.3 – Workforce Area Descriptions
WSA
Local Elected
Official Structure
Northwest MN (1)
Joint Powers Board
Rural MN Concentrated
Employment Program (2)
CEP Board of
Directors
Northeast MN (3)
Joint Powers Board
City of Duluth (4)
Mayor
Central MN (5)
Joint Powers Board
Southwest MN (6)
Joint Powers Board
South Central MN (7)
Joint Powers Board
Southeast MN (8)
Joint Powers Board
Hennepin/Carver (9)
Hennepin County
Board
City of Minneapolis (10)
Mayor
Anoka County (12)
County Board
Dakota-Scott (14)
Joint Powers Board
Ramsey County (15)
Administrative
Entity
Administrative
Entity Type
Northwest Private
Industry Council
Rural Concentrated
Employment
Program (CEP)
Northeast Minnesota
Office of Job
Training
Duluth Workforce
Development
Non-profit
Central Minnesota
Jobs and Training
Southwest MN
Private Industry
Council
MN Valley Action
Council
Workforce
Development, Inc.
Hennepin County
Training and
Employment
Assistance
Minneapolis
Employment and
Training Program
Anoka County Job
Training Center
Dakota-Scott
Workforce Services
Non-profit
Joint Powers Board
Ramsey County
Workforce Solutions
County Gov’t
Washington County (16)
County Board
County Gov’t
Stearns-Benton (17)
Joint Powers Board
Winona County (18)
County Board
Washington County
Workforce Center
Stearns-Benton
Employment and
Training Council
DEED
29
WIA Service
Providers
WIA Service
Provider Type
Non-profit
DEED
CBOs
CEP
State Gov’t
Non-profit
Non-profit
County Gov’t
Northeast MN
Non-profit
Non-profit
City of Duluth
CBOs
DEED
CMJTS
DEED
Southwest MN
CBOs
City Gov’t
Non-profit
State Gov’t
Non-profit
State Gov’t
Non-profit
Non-profit
DEED
CBOs
Workforce
Development, Inc.
CBOs
Carver County
State Gov’t
Non-profit
Non-profit
City Gov’t
CBOs
Non-profit
County Gov’t
Anoka County
County Gov’t
County Gov’t
DEED
CBOs
Scott County
Dakota Technical
College
Workforce
Solutions
CBOs
Washington
County
Stearns-Benton
Employment and
Training Council
DEED
State Gov’t
Non-profit
County Gov’t
MnSCU
Non-profit
Non-profit
Non-profit
County Gov’t
County Gov’t
State Gov’t
Non-profit
County Gov’t
County Gov’t
Non-profit
County Gov’t
County Gov’t
State Gov’t
2011
APPENDIX B
WorkForce Centers
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Appendix B.1 – What is a WorkForce Center?
To be certified as a WorkForce Center, a workforce development service delivery location must provide services to
the general public – e.g., a Resource Area with certified staff and technology – and comply with the WorkForce
Center franchise standards as monitored by the Department of Employment and Economic Development.
At least one Workforce Center in each workforce service area must be a comprehensive WorkForce Center with
services and staff available on-site from Workforce Investment Act (WIA) Title 1-B, Title III (Wagner-Peyser/Job
Service) and Title IV (Vocational Rehabilitation or State Services for the Blind).
Note that these are minimum statewide operating standards. Nothing in this document precludes a local workforce
investment board from requiring higher standards for Workforce Centers within their workforce service area.
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APPENDIX C
Local Workforce Council Roles
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2011
Appendix C.1 – LWC Member’s Roles and Responsibilities (Example)
Name of Local Workforce Council
Member Roles and Responsibilities – (Example)
General Expectations:
1. Support the organization’s mission, purpose, goals, policies, programs and services, strengths and needs.
2. Suggest nominees to the council.
3. Make a serious commitment to participate actively in council and committee work.
4. Be engaged in the council’s annual evaluation; strategic planning and council development.
5. Follow trends and represent your constituency.
6. Attend activities and events sponsored by the board whenever possible.
Meetings:
1. Prepare for and participate in council and committee meetings, and other organizational activities.
2. Ask timely and substantive questions while supporting the majority decision.
3. Speak on behalf of the council when authorized to do so.
4. Suggest agenda items for board and committee meetings to ensure that significant policy related matters are
addressed.
Relationship with Staff:
1. Counsel the LWC Executive Director and WorkForce Center Managers as appropriate and offer support
Avoiding Conflicts:
1. Serve the organization as a whole, rather than special interest groups.
2. Avoid even the appearance of conflict of interest, and disclose any possible conflicts to the board chair in a
timely fashion.
3. Maintain independence and objectivity and operate for a sense of fairness, ethics and personal integrity.
4. Never accept or offer favors or gifts from or to anyone who does business with the council.
5. Agree to sign an annual avoidance of conflict agreement
Oversight Responsibility: In partnership with the LWC Joint Powers Board (if applicable), Develop and submit a
local plan to the Governor;
1. Designate or certify one-stop (workforce center) operators and terminate for cause the eligibility of such
operators;
2. Identify eligible providers of youth activities by awarding grants or contracts based on recommendations of
the Youth Council;
3. Identify eligible providers of training services;
4. Identify eligible providers of intensive service IF the One-Stop operator does not provide them;
5. Develop a budget for the purpose of carrying out the duties of the local council, subject to the approval of
the Joint Powers Board
6. Conduct oversight with respect to local programs of youth activities and the one-stop delivery system in the
local area;
7. Negotiate and reach agreement on local performance measures;
8. Assist the Governor in developing the statewide employment statistics system;
9. Coordinate WIA activities in the local area with economic development strategies and develop other
employer linkages with such activities;
10. Promote the participation of private sector employers in the state wide workforce investment system and
ensure the effective provision, through the system, of connecting, brokering, and coaching activities,
through intermediaries such as the one-stop operator in the local area or through other organizations to
assist such employers in meeting hiring needs.
11. Make available to the public, on a regular basis through open meetings, information regarding the activities
of the local council, including regarding the local plan prior to submission of the plan, and regarding
membership, the designation and certification of one-stop operators, and the award of grants or contracts to
eligible providers of youth activities, and on request, minutes of formal meetings of the local council.
*Adopted from the United Way of Central Minnesota. Provided by Stearns-Benton Local Workforce Council.
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Appendix C.2 – Advocacy
Minnesota House of Representatives/Minnesota Senate
Representation:
Both House Public Information Services in Room 175 State Office Building and the Senate Information Office,
Room 231 State Capitol, can tell you who represents you in both the House and the Senate. They have district
finders that are compiled after each census when the redistricting process is completed. Simply call House
information at 651-296-2146 or Senate Information at 651-296-0504 to find out that information or stop into either
office. The Minnesota Legislature’s website also contains this information: www.leg.state.mn.us
Correspondence/Convey Your Opinion on an Issue:
The best way to get a legislator’s attention is with a short, well-reasoned letter, sent via postal or e-mail. Most
legislators respond only to constituents so be sure to include your name, postal address and phone number. To be
most effective, be brief, outline your position clearly, and address only one issue in your letter. Form letters are
generally not an effective way to advocate. If you are writing about a specific piece of legislation, find out House or
Senate file number and status before you contact your legislator.
For help, call House Index at 651-296-6646 or http://www.leg.state.mn.us/leg/legis.asp
Invitations/Schedule a Meeting:
If you are planning to be in Saint Paul during the legislative session, make an appointment to meet with your
legislator! It’s best to let them know when you’re going to be at the Capitol, so he or she can arrange to spend some
time with you. Call or write prior to arrival. During the non-legislative season, you can invite members to attend a
meeting, tour a WorkForce Center or another event being sponsored in your area. This can usually be arranged by
contacting the legislator’s staff
Tracking Legislation:
To track legislation visit: http://www.leg.state.mn.us/leg/legis.asp. This site allows you to search for House or
Senate Bills. Click on the link for the House or the Senate and you will get a screen with several fields to fill in. To
search by keyword, enter the appropriate word(s) in either the short description or long description fields. You may
encounter several bills dealing with your topic. Simply browse through them until you find the one you are looking
for by clicking on the links.
In addition, there are public terminals in the Legislative Reference Library on the sixth floor of the State Office
Building. The House and Senate Index Offices also track the status of current bills. They can help you find a
particular piece of legislation. Call House Index at 651-296-6646 or Senate Index at 651-296-2887
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Minnesota State and Federal Offices
U.S. Representatives
U.S. Senators
Timothy J. Walz
1529 Longworth House Office Building
Washington, DC 20515
(202) 225-2472
Senator Alan Stuart "Al" Franken
320 Hart Senate Office Building
(202) 224-5641
John Kline
2439 Rayburn House Office Building
(202) 225-2271
Senator Amy Klobuchar
United States Senate
302 Hart Senate Office Building
(202) 224-3244
Erik Paulsen
126 Cannon House Office Building
Washington, DC 20515-2303
(202) 225-2871
Fax: (202) 225-6351
Betty McCollum
(202) 225-6631
Member websites can be found online:
www.house.gov or www.senate.gov
Most offices do not provide a direct e-mail address,
but they offer a web-based form on which to
submit comments. Due to workload restrictions,
legislators will only respond to constituent
comments so be sure to include your full address in
your correspondence.
Keith Ellison
(202) 225-4755
(202) 225-4886 fax
Michele Bachmann
(202) 225-2331
Collin C. Peterson
2159 Rayburn House Office Building
(202) 225-2165
Chip Cravaack
(202) 225-6211
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Invitations/Schedule a Meeting
If you would like to invite your member of congress to a meeting or event in Minnesota, contact their local office
scheduler. Most offices have a protocol for invitations, and the scheduler will tell you what information they need to
process your request. Due to member’s travel schedules, they are often unable to attend events held during the
week; therefore, it may be helpful to invite the Member “and/or local office staff.”
If you would like to meet with a Member of Congress in Washington, D.C., contact their DC office scheduler.
Member’s calendars fill up quickly, so it is best to request meetings several weeks (or months, if possible!) in
advance. If the Member is not available to meet with you, there should be the opportunity to meet with staff usually the Legislative Assistant who handles labor issues.
Grant Support Letters
Members of Congress will often write letters of support for local Federal Grant proposals. Each office has a different
process to handle these requests; the best thing to do is contact the grants manager and ask what information they
need to secure a letter of support from the Congressperson. Requests should be made as early as possible, as most
Congressional correspondence goes through a sometimes lengthy approval process.
Earmarks
Congress can request “earmarks,” or special funding for specific projects in their district. Generally, Congressional
offices will start compiling requests in the spring of the year. To pursue an earmark, it is best to contact the
legislative assistant who handles appropriations and ask what their process is, as it varies from office to office.
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Appendix C.3 – Common Measures
Adult Programs
Measures
Definition
Method
Entered Employment
Of those who are not employed at
the date of participation.
Numerator: Number of adult participants who
are employed in the first quarter after the exit
quarter. Denominator: Number of adult
participants who exit during the quarter.
Employment
Retention
Of those who are employed in the
first quarter after the exit quarter.
Numerator: Number of adult participants who
are employed in both the second and third
quarters after the exit quarter. Denominator:
Number of adult participants who exit during the
quarter.
Average Earnings
Of those adult participants who are
employed in the first, second, and
third quarters after the exit quarter.
Numerator: Total earnings in the second plus
the total earnings in the third quarters after the
exit quarter. Denominator: Number of adult
participants who exit during the quarter.
Measures
Definition
Method
Placement in
Employment or
Education
Of those who are not in
postsecondary education or
employment (including the military)
at the date of participation.
Numerator: Number of youth participants who
are in employment (including the military) or
enrolled in post-secondary education and/or
advanced training/occupational skills training in
the first quarter after the exit quarter.
Denominator: Number of youth participants
who exit during the quarter.
Attainment of a
Degree or Certificate
Of those enrolled in education (at
the date of participation Or at any
point during the program.
attain a diploma, GED, or certificate by the end
of the third quarter after the exit quarter.
Denominator: Number of youth participants
who exit during the quarter.
Literacy and
Numeracy Gains
Of those out-of-school youth who
are basic skills deficient.
increase one or more educational functioning
levels. Denominator: Number of youth
participants who have completed a year in the
program (i.e., one year from the date of first
youth program service) plus the number of
youth participants who exit before completing a
year in the youth program.
Youth Programs
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Appendix C.4 – Organizations Impacted by Common Measures
Federal Job Training and Employment Programs Impacted by Common Measures
Department of Labor
Adults:
Youth and Lifelong Learning:
• Dislocated Workers
• Youth Activities
• Adult Employment and Training
• Job Corps
• Trade Adjustment Assistance
• Youth Opportunity Grants
• NAFTA Transitional Adjustment Assistance (TAA)
• Responsible Reintegration of Youthful
• Employment Service • Native American Employment and
Offenders
Training
Programs for Veterans:
• Community Service Employment for Older Americans
• Veterans Workforce Investment Program
• Migrant and Seasonal Farmworkers
• Disabled Veterans Outreach Program
• H-1B Technical Skills Training
• Local Veterans Employment Representatives
• Homeless Veterans
Department of Education
Rehabilitation Services:
Adults:
• Vocational Rehabilitation Grants to States
• Adult Education
• American Indian Vocational Rehabilitation Services
Vocational Education:
• Supported Employment State Grants
• Basic Education
• Projects with Industry
• Tribally Controlled Post-Secondary Vocational
• Migrant and Seasonal Farmworkers
& Technical Institutions
Youth and Lifelong Learning:
• Tech-Prep Education
• State Grants for Incarcerated Youth Offenders
Others
Department of Health and Human Services
•
Temporary Assistance to Needy Families
Department of Veterans Affairs
•
Vocational Rehabilitation and Employment Services and Benefits
Department of the Interior
•
Job Placement and Training
Department of Housing and Urban Development
•
Youthbuild
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APPENDIX D
Workforce Development Programs and Resources
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2011
Appendix D.1 – Workforce Development Programs & Resources
Key:
WIA Workforce Investment Act
DHS Minnesota Department of Human Services
DOE Department of Education (Federal)
DEED Department of Employment and Economic Development
Mandatory
Program/Resource
Under WIA?
Resources Under Local LWC Control
Adult (WIA Title I-B)*
Mandatory
HHS Health and Human Services (Federal) DOL Department of Labor
(Federal) MDE MN Department of Education MOU Memorandum of
Understanding
Service
Provider(s)
Insert service
providers in
your local
area
Funding Source
LWC Role
Federal (DOL)
Administrative and direct over
sight
sight
sight
sight
sight
sight
sight
sight
Dislocated Worker (WIA Title I-B)*
Mandatory
Federal (DOL)
Youth (WIA Title I-B)*
Mandatory
Federal (DOL)
State Youth Programs
Not
Mandatory
Mandatory
State (DEED)
Not
Mandatory
Not
Mandatory
N/A
State (DEED)
Not
Mandatory
Not
Mandatory
Federal (HHS)
Contractual with counties
Federal program with State
match (HHS to DHS)
Contractual with counties
Mandatory
match (DOE to DEED)
match (DOE to DEED)
match (DOL to DEED)
match (DOL to DEED)
match (DOL to DEED)
match (DOL to DEED)
Federal program with State and
Federal aid. (DOE to MDE)
Partnership in MOU and Cost
Allocations Agreement
By law, ABE must have an MOU
with their local Workforce
Center. Negotiated duties are
defined between ABE and LWIB
Not applicable (N/A)
Senior Community Service Employment
Program (SCSEP)
State Dislocated Worker Program (DWP)
Other Public Funding(e.g. counties or cites)
Private Funding(e.g. foundations)
Resources Under County Control
Food Support Employment and Training
Program (FSET)
Temporary Assistance for Needy Families
(TANF-Federal Program) Minnesota Family
Investment Program(MFIP-State Program)
Resources Under State Control
Vocational Rehabilitation Services (WIATitle IV)*
State Services for the Blind (SSB) (WIATitle IV)*
Unemployment Insurance (UI)
Mandatory
Mandatory
Federal (DOL)
Varies
Local (varies)
Veterans’ Employment Program (WIA-Title
III)*
Wagner-Peyser Business Services (WIATitle III)*
Wager-Peyser Job Seeker Services (WIATitle III)*
Adult Basic Education (ABE)(WIA-Title II)
Mandatory
Post-secondary Vocational Education (Carl
Perkins Act)
Mandatory
Trade Adjustment Assistance and NAFTA
Transitional Adjustment Assistance
Mandatory
Disabled Veterans’ Outreach Program*
(Due to funding, DVOP is not housed in all
Workforce Centers across the state)
Mandatory
match (DOL to DEED)
Housing and Urban Development(HUD)
Mandatory
Federal (HUD)
Community Service Block Grant Activities
(CSBG)
Mandatory
Federal (HHS)
Mandatory
Mandatory
Mandatory
match (DOE splits funding .Postsecondary funding goes to
MNSCU and Vocational Educ.
funding goes to MDE.
match (DOL to DEED)
*Denotes Workforce Center Core Partners (Programs that are required to be located in a Workforce Center).
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Appendix D.2 – Programs & Resources under LWC Control
WIA Title – 1B Programs
Adult: Services include vocational and career counseling, assistance selecting training, financial
assistance for training, job seeking assistance, and help with special needs such as, child care,
transportation, tools, and work clothing
Youth: To be eligible for services, youth must be economically disadvantaged, between the ages of 1421, and face one or more of the following challengers to success in the workforce:
• School dropout
• Basic literacy skills deficient
• Homeless, runaway or foster child
• Pregnant or parent
• Offender
• Other educational or employment needs
WIA requires youth program outcomes to change as participants get older. Outcomes for youth ages 1418 include, attainment of basic skills and/or work readiness or occupational skills, and attainment of
secondary school diplomas or their equivalents.
Outcomes for youth ages 19-21 include, placement and retention in post-secondary education, advanced
training, military service, employment, and/or qualified apprenticeships.
Dislocated Worker: The EDWAA program (Economic Dislocation and Worker Adjustment Assistance)
was established as part of the Title III of Job Training Partnership Act of 1998. It was incorporated into
WIA in 2000 and renamed the WIA Federal Dislocated Worker Program.
Federal funds are made available every year to assist persons who have lost their jobs and are finding it
difficult to become re-employed. This includes persons with outdated skills or persons with job
experience in a declining industry. The circumstances of the layoff and the period of unemployment are
considered in determining eligibility for services. The residence of the applicant and previous income are
not considered in determining eligibility.
State Youth Programs
Purpose and Population Served: This program provides economically disadvantaged and at-risk youth,
between the ages of 14 and 21, with year-round employment and training services.
Services Provided: Services are provided through a network of public and private nonprofit youth
service providers, WorkForce Centers, and partnerships with local education agencies. Youth needs are
assessed and used as the basis for designing individualized service strategies. Services include work
experience, basic skills training, and work-based learning, counseling, mentoring, summer employment,
and support services. Youth providers are held accountable to the local Workforce Council, which is
responsible for strategic planning, program oversight, coordination of resources, and selection of youth
service providers.
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Senior Community Service employment Program (SCSEP)
Purpose and Population Served: This program fosters individual economic self-sufficiency through
community service activities for the unemployed, low-income persons (less than 125 percent of the
poverty levels established by the U.S. Department of Health and Human Services) who are 55 years of
age and older and have poor employment prospects.
Services Provided: Services include work in part-time jobs at senior citizen and day care centers,
schools, and hospitals; fire-prevention programs; beautification, conservation, and restoration projects;
and programs for people with disabilities. Annual physical examinations, personal and job-related
counseling, job training if necessary, and in some cases, placement into regular unsubsidized jobs are
included. Participants train an average of 20 hours per week at prevailing wage.
Service providers include the Workforce service Areas, five community action agencies, three counties,
two national sponsors, and on Native American tribe. Program operations are subgranted to 15 local
agencies that serve older workers in 60 countries throughout the state. National sponsors provide services
in the remaining counties.
State Dislocated Worker Program (DWP)
Purpose and Population Served: This program aims to minimize the economic impact of layoffs and
plant closing to employers and workers through service that enable the unemployed to return to work
quickly at the highest skill and wage level possible.
Services Provided: The program serves two primary sets of customers; laid-off workers and the
businesses that hire them. When a layoff/closing occurs or may occur, a Rapid Response team contacts
the business to assess the situation and to meet with the workers to inform them of available services.
Program participants receive assessment, testing, job counseling, job-search assistance, and related
services. Training in job readiness, job search, and basic computer skills is available, but not all dislocated
workers receiving training services. There is a priority of service for those workers who do not have
easily transferable skills and are unlikely to find employment in the same industry; those workers may
receive more intensive training options. In addition, limited support services may be available, such as
assistance in paying health insurance, child care, transportation, and other one-time emergency needs.
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Appendix D.3 – Programs and Resources under County Control
Food Support Employment and Training Program
Purpose and Population Served: The Food Support Employment and Training Program is designed to
provide food support recipients with services to increase opportunities for employment and selfsufficiency. The program is jointly administered by the Departments of Employment and Economic
Development and Human Services. From July of 2003 through June of 2005, Minnesota has limited its
PSET program to able-bodied adults without dependents (ABAWDs). These individuals are further
defined as adults between the ages of 18 and 50 who have no dependents under the age of 18. Federal law
stipulates that ABAWDs are limited to receiving food supports for no more than three months in a threeyear period from time of application. Additional months of food support may be earned providing they
are participating in and complying with the state’s FSET program. ABAWDs who reside in a federally
approved waivered area are not subject to these restrictions.
Program at a Glance: The FSEST program is an initiative of the Food and Nutritional Service (FNS)
Division of the United States Department of Agriculture. The program was implemented in the late
1980’s. Funding is appropriated annually to states on a federal fiscal year basis (10/1 to 9/30). States have
flexibility to design and carry out program requirements and activities guided by federal regulations.
States are required to submit annual plans to Food and Nutritional Service for review and approval. Plans
outline program delivery and the participant base to be served. States may choose to waive or defer work
requirements for certain mandatory populations or those residing in certain geographical areas. States are
required by federal law to operate an FSET program whether or not federal funds are available.
Services Provided: FSET services include an individual assessment of work-related strengths and
barriers. Assessments are used to develop and Employment Plan designed to help participants obtain or
upgrade the skills necessary to gain viable employment. Job training includes but it not limited to General
Equivalency Diploma (GED), English as Second Language (ESL), high school diploma and/or short term
vocational training. Other activities include job search, job club, paid or unpaid work experience and coenrollment in WIA programs. A limited amount of support service funds are provided on an individual
basis for job search, training and start work needs.
Service Providers: Federal law requires states to deliver FSET services through a statewide workforce
center system if services are available. Minnesota has amended state statutory language to carry out this
provision. FSET services are administered statewide by counties through partners in the workforce center
system.
Temporary Assistance for Needy Families (TANF)
Purpose and Population Served: The Office of Family Assistance administers the Temporary
Assistance for Needy Families (TANF) program. TANF provides assistance and work opportunities to
needy families by granting States the federal funds and wide flexibility to develop and implement their
own welfare programs.
Program at a Glance: TANF is a block grant program to help more recipients into work and turn welfare
into a program of temporary assistance. Under the welfare reform legislation of 1996, TANF replaced the
old welfare programs known as Aid to Families with Dependent Children (AFDC), the Job Opportunities
and Basic Skills Training (JOBS) program and the Emergency Assistance (EA) program. The law ended
federal entitlement to assistance and instead created TANF as a block grant that provides the States and
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2011
tribes federal funds each year. These funds cover benefits, administrative expenses, and services targeted
to needy families. The purposes of TANF include:
• Assisting needing families so that children can be cared for in their own homes
• Reducing the dependency of needy parents by promoting job preparation, work and marriage
• Preventing out of wedlock pregnancies
• Encouraging the formation and maintenance of two-parent families.
Families with an adult who has received federally funded assistance for a total of five years (or less at
state option) are not eligible for cash aid under the TANF program.
Minnesota Family Investment Program (MFIP)
Purpose and Population Served: MFIP is a work-focused program that provides assistance to families
with little or no income. This assistance can include cash benefits, food benefits, and child care assistance.
The goal of this program is to help families become self-sufficient. These families include one or two
parent households, pregnant women or children being cared for by relatives.
Program at a Glance: The Minnesota Family Investment Program is Minnesota’s “TANF” program, the
state’s welfare reform program for low-income families with children. MFIP focuses on helping and
supporting families as they transition to economic stability by providing both cash and food assistance.
When families first apply for cash assistance, they will usually participate in the Diversionary Work
Program (DWP). The Diversionary Work Program (DWP) is a four-month cash program that provides
services and supports to eligible families to help them move immediately to work rather than go on
welfare.
Some families may be referred to MFIP when they first apply for assistance or after they finish four
months of DWP. MFIP helps families transition to economic stability. Parents are expected to work, and
are supported in working. Most families can get cash assistance for only 60 months.
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Appendix D.4 – Programs and Resources under State Control
Vocational Rehabilitation
Purpose and Population Served: This program is the state’s comprehensive, statewide program that
assists persons with significant disabilities to seek, gain, and retain employment. Customers (consumers)
are persons with severe disabilities; their disability causes series functional limitations in one more
important areas of life activity and they require multiple Vocational Rehabilitation (VR) services over an
extended period of time to achieve an employment goal. Nearly half of VR consumers are receiving
public support at the time they apply for the program.
Program at a Glance: Over 2,200 Minnesota businesses know just how much Minnesotans with
disabilities can contribute to a productive workforce. The customers of Vocational Rehabilitation
overcome significant barriers and enter the workplace at the rate of 3,300 to 4,300 annually. Each year,
Vocational Rehabilitation takes on more than 9,000 new customers, each requiring intensive services due
to the nature of their disabilities
Services Provided: Services are coordinated by approximately 175 VR counselors working out of the
State’s WorkForce Center System and delivered to program participants through a strong partnership of
public and private providers. Services include assessment, vocational evaluation, training, rehabilitation
counseling, assistive technology, and job placement.
State Services for the Blind
Program at a Glance: State Services for the Blind helps blind and visually impaired Minnesotans
maximize their personal and vocational independence.
• More than 650 Communication Center volunteers assist in serving over 14,000 customers every year
• Over 100 customers annually find paid work as a result of SSB’s Workforce Development Services
• Approximately 2,500 blind or visually impaired senior use SSB’s services each year to become more
self-sufficient
• From newspapers and books on the radio to guidance on low vision aids to assistance in setting up
their own business, SSB has been a decades-long resource for the blind and visually impaired
Purpose and Population Served: This program ensures that persons who are blind or visually impaired
(including those who have additional physical and/or mental impairments) have the rehabilitation services
they need to prepare for, seek, gain, or retain employment. Customers are blind or visually impaired
Minnesotans who are seeking employment or who want to maintain employment. The State Services for
the Blind (SSB) provides vocational rehabilitation services through counselors in field offices, some of
which are WorkForce Centers
Services Provided:
• Workforce Development Services ensures customers receive the rehabilitation services necessary
to prepare for, seek, gain, or retain employment. Services may include vocational assessment and
counseling; training in adjustment to blindness, Braille, use of assistive technology, job seeking
skills and vocational skills; job placement assistance; and job adaptation assistance. Customer
choice drives the services provided. The customer and counselor work together to write
appropriate services into an employment plan.
• Business Enterprise Program (BEP) provides appropriate training and support to blind
Minnesotans so they can become self-employed in their own business. Specific services include
training to operate small businesses and placement in self-employment franchise opportunities on
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2011
•
•
•
federal, state, county, city, and private property. Small businesses include operating lunchrooms,
snack bars, gift shops, vending machine sites, vending machine routes, and vending machines on
interstate and state highways. BEP is delivered throughout the state by professional, technical,
and clerical staff, who provide training, management assistance, and technical support to legally
blind vendors.
Senior Services assist blind, visually impaired, or deaf/blind Minnesotans age 55 and older regain
or maintain their personal independence. Such services do not focus on employment.
Rehabilitation counselors provide services across three different levels, according to customer
needs: informational, assessment (including guidance on possible low vision aids or other
devices), and intensive. In intensive services, the customer receives help via plan for needs
ranging from Braille and can travel instruction to money and household management skill
development. Senior services are provided to individuals or groups of individuals of SSB staff
and private contract vendors.
Assistive and Adaptive Technology Services are provided as support to Workforce Development
and Senior Services in delivering solutions so their customers have access to the printed word at
work and in their daily lives. Solutions may include screen-reading or enlargement software,
Braille output devices, and system interfaces. This section assists DEED and other entities in the
review and development of accessible web-based products, and also conducts research and
development in new technology that will assist all our customers in being productive and
independent citizens. Services are provided statewide by SSB access technology staff.
The Communication Center serves as a public library for blind, visually impaired, deaf/blind,
and print handicapped Minnesotans. Through transcription and reading services, customers have
access to the same print media as sighted Minnesotans. The Center leads transcribed textbooks
and leisure reading books, lends and repairs special radio receivers, and lends and repairs cassette
players. The Center broadcasts a 24-hour radio reading service through a closed circuit radio
network that includes six greater Minnesota outreach sites. These sites allow the Center to
broadcast local news within their communities. The Center provides two 24-hour audio
newspaper reading services: Dial-In News and NFB-Newsline for the Blind. These services are
accessed using a telephone. The Center provides all of these audio, print, and digital
communication services through state staff and a network of over 650 volunteers.
Unemployment Insurance (UI)
Purpose and Population Served: This program provides a temporary partial wage replacement to those
Minnesota workers who become unemployed through no fault of their own. It is an economic
stabilizer/stimulator in time of economic downturn and helps maintain an available skilled workforce for
employers. Workers may be paid up to 50 percent of their average weekly wage subject to a state
maximum for up to 26 weeks. Primary customers are the 130,000 Minnesota employers subject to the
Unemployment Insurance (UI) Benefit Tax and their 2.7 million employees. Last year, approximately
210,000 applications for UI benefits were filed by Minnesota employees.
Services provided: This is an income maintenance program. Staff assists employers and applicants in
creating and maintaining employer and applicant accounts and the attendant information and customer
assistance necessary to accomplish those objectives. The UI Program is administered through the
Minnesota Department of Employment and Economic Development headquarters and three Customer
Service Centers. Individuals who are likely to remain unemployed for lengthy periods are identified and
referred to their local WorkForce Centers for appropriate job training, job seeking assistance or other
help.
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Veteran’s Employment Program (WIA Title III) & Disables Veterans’ Outreach Program
Purpose and Population Served: In concert with the WorkForce Center System, these programs exist to
ensure that specialized employment and training services are provided to veterans.
Services Provided: Primary customers are the 400,000+ veterans in Minnesota and the employer
community in Minnesota. To qualify for services, customers must meet the definition of an “eligible
veteran” and register with a WorkForce Center, Job-readiness assessment, job-preparation assistance, and
Veterans Employment Representative (LVER) staff. In addition, LVER staff reach out to be the business
community to further develop job opportunities for veterans. DVOP and LVER staff are located at
WorkForce Centers throughout the state.
Wagner-Peyser Job Seeker and Business Services (WIA Title III)
Purpose and Population Served: The Employment Programs budget activity provides employment and
training services directly to the business and the job-seeking public. All programs stem from federal
legislation, including: the Small Business Job Protection Act of 1996 (Public Law104-188); the Taxpayer
Relief Act of 1997 (Public Law 105-34); the Job Creation and Worker Assistance Act of 2002 (Public
Law 107-147); the Wagner-Peyser Act as amended by Public Law 97-300; and U.S. Code Titles 8, 26,
29, and 38. Job Service receives further authority from Minnesota Statutes 268.26.
Program at a Glance: Of all the workforce development units, Employment Programs reaches the most
customers, and has the broadest scope. The unit’s activities, especially Job Service, are critical to
providing labor exchange services for over 175,000 businesses and job seekers.
Services Provided: Working with businesses to find the right worker is the principal focus of the Job
Service. Following are the major components of the Employment Programs budget activity;
• Job Service including the Minnesota Job Bank, function as a workforce exchange linking
businesses with job seekers. Businesses can post their job opportunities, search the database for
resumes, store their searches, and then call qualified applicants for interviews. Likewise, a job
seeker can post their resume, search the data base for job openings, and then call the business to
inquire further about the position. The Job Bank is the premier job listing tool with the largest
employment database in the state. It is used by Minnesota WorkForce Centers as well as most
public employment and training programs across Minnesota. The Job Bank also provides a direct
link to America’s Job Bank so that businesses and job seekers can expand their searches
nationwide. The Job Service provides businesses with information on the labor market, prevailing
wage, labor laws, recruitment strategies, retention strategies, human resource practices, etc. In
addition, it sponsors classes designed to meet their needs. Job Service staff assist business in
hosting job fairs and assist them in mass recruitment efforts. Classes are also available to job
seekers to teach them how to look effectively for work, write resumes, etc. Referrals to training
and supportive services are often coordinated with community-based agencies. All of these
services are available through the statewide network of WorkForce Centers.
• Veterans Programs in concert with Job Service, assure that specialized employment and training
services are provided to Minnesota veterans. Services include job-ready assessment, job
preparation assistance, and job placement assistance. Veterans Programs services are available at
most WorkForce Centers.
• Foreign Labor Certification Program enables U.S. businesses to hire foreign workers on a
permanent or temporary basis. These programs ensure that allowing foreign workers to work in
the U.S. will not adversely affect the job opportunities, wages, and working conditions of
American workers. DEED assists employers with the application process, provides prevailing
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•
wage information, and pre-screens applications prior to submittal to the U.S. Department of
Labor Regional Certifying Office in Chicago.
The Work Opportunity Tax Credit (WOTC) and Welfare to Work Tax Credit (WtW) program
provides a federal tax credit to employers as an incentive for hiring members of targeted groups
who traditionally have difficulty finding jobs. DEED provides WOTC/WtW information to
employers and certifies the employer’s application.
Adult Basic Education (ABE) (WIA Title II)
Purpose and Population Served: Adult Basic Education provides adults with educational opportunities
to acquire and improve their literacy skills necessary to be self-sufficient and to participate effectively as
productive workers, family members, and citizens. To be eligible to receive ABE services, you must be
16 and over, not enrolled in secondary school, and functioning below the 12th grade level in any of the
basic academic areas including reading, math, writing and speaking English.
Program at a Glance: Adult basic education programs are day or evening programs offered by a district
for people over 16 years of age who do not attend an elementary or secondary school. The program offers
academic instruction necessary to earn a high school diploma or equivalency certificate. Each approved
adult basic education program must develop a memorandum of understating with the local workforce
development centers located in the approved program’s service delivery area. The memorandum of
understanding must describe how the adult basic education program and the workforce development
centers will cooperate and coordinate services to provide unduplicated, efficient, and effective services to
clients.
Services Provided/ABE Programs:
• GED – General Education Development Diploma. National high school equivalency program that
includes a set of 5 tests: Math, Reading, Writing, Social Studies, and Science
• Adult Diploma – Programs for eligible adults leading to a high school diploma from a sponsoring
Minnesota school district.
• ESL – English as a second language. For learners whose native language is not English
• Basic Skills Enhancement – For learners who need goal-specific elementary or secondary level
basic skills such as work-related math, functional literacy, reading or writing assistance.
Generally considered “brush-up” and not leading to a diploma or GED.
• Family Literacy – Program for adults and their children. Features instruction for adults in literacy,
instruction in parenting, and educational/development services for kids.
• Workforce preparation – Literacy skills related to learners’ need to obtain, retain, or improve their
employment. “Workforce Education” provides basic academic literacy skills to learners who are
already employed by a specific business, industry, or company – typically provided at the
learners’ place of employment. “Employment Readiness” programs include general employability
skills and instruction in soft skills that are essential in the workplace.
• Citizenship/Civics Education – Programs which prepare Minnesota non-citizens for U.S.
citizenship. Includes application preparation and English language instruction. Civics Education
includes content related to general civics knowledge and participation in democratic society.
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Post-Secondary Career and Vocational Education
Purpose: The Carl D. Perkins Vocational Technical Education Act of 1998 aims to help learners develop
the academic and occupational skills which are necessary to work in a technically advanced society.
Program at a Glance: The Perkins Act defines career and technical education as organized education
programs offering sequences of courses directly related to preparing individuals for paid or unpaid
employment in current or emerging occupations requiring other than a baccalaureate or advanced degree.
Programs include competency-based applied learning which contributes to an individual’s academic
knowledge, higher-order reasoning, problem solving skills, and the occupational-specific skills necessary
for economic independence as a productive and contributing member of society.
The foundation of the Act is supported in the Minnesota United State Plan, developed through the
collaborative efforts of the Minnesota State Colleges and University (MnSCU) and the Minnesota
Department of Education. The basis of this collaboration is the belief that it is critical to develop a shared
vision for how career and technical education is a critical component of Minnesota’s education system.
Services Provided: Career and technical education is achieved through:
• In-depth career exploration and career planning
• Contextual learning that connects education and school to the work place, and assists in the
application of basic skills to life situations.
• The development of occupational and academic competencies that facilitate transition into
advanced placement in post-secondary career preparation programs
• The development of occupational competencies necessary for entering an occupation
Trade Adjustment Assistance and NAFTA
Purpose and Population Served: This program assists workers in reentering the workforce as quickly as
possible through help in work search, relocation, job training, and weekly cash benefits. Customers are
incumbent workers who have lost their jobs due to increased imports or foreign competition
Services Provided: Benefits and reemployment services include training; job search allowances;
relocation allowances; and weekly cash benefits called Trade Readjustment Allowances (TRA) that are
paid to eligible workers following their exhaustion of unemployment insurance. Other benefits include
Health Coverage Tax Credit, which is financial assistance for health insurance premium costs; and
Alternate Trade Adjustment, which is a benefit for eligible workers who are over 50 years old.
Housing and Urban Development
Purpose: HUD’s mission is to increase homeownership, support community development and increase
access to affordable housing free from discrimination.
Community Service Block Grant Program
Purpose and Population Served: The CSBG program provides states and Indian Tribes with funds to
lessen poverty in communities. The funds provide a range of services and activities to assist the needs of
low-income individuals including the homeless, migrants and the elderly.
Program at a Glance: The Community Services Block Grant (CSBG) program provides States, the
District of Columbia, the Commonwealth of Puerto Rico, U.S. Territories, and federal and state-
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recognized Indian Tribes and tribal organizations, Community Action Agencies, migrant and seasonal
farmworkers or other organizations designated by the States, funds to alleviate the causes and conditions
of poverty in communities. Grant amounts are determined by a formula based on each States’ and Indian
Tribes’ poverty population. Grantees receiving funds under the CSBG program are required to provide
services and activities addressing the following:
• Employment
• Education
• Better use of available income
• Housing
• Nutrition
• Emergency services
• Health
Minnesota Job Skills Partnership (MJSP)
Program at a Glance: This program acts as a catalyst between business and education in developing
cooperative training projects that provide new job training or retraining for existing employees. Grants are
awarded to educational institutions with businesses as partners; all projects must have at least one
educational institution and one business working together. The Minnesota Job Skills Partnership Board
approves these grants.
Customers and Services: Public and/or private educational institutions within the state are eligible.
Preference is given to nonprofit institutions that serve economically disadvantaged people, minorities, or
those who are victims of economic dislocation and to businesses located in rural areas.
Funds may be used for educational infrastructure improvements necessary to support businesses located
or intending to locate in Minnesota. Other allowable activities include, training to alleviate worker
shortages in the healthcare and human services industries, projects that provide training and career paths
for individuals making the transition from public assistance to the workforce, distance-work training
projects that involve implementing technology in rural areas and assistance to Minnesota businesses in
obtaining the training they need for new or existing employees.
Requests for wage subsidies and tuition reimbursements are ineligible. Up to $400,000 of program funds
per grant may be awarded for a project; projects average one to three years in duration. A cash or in-kind
contribution from the contributing business(es) must match program funds on at least a one-to-one ratio.
Costs are paid on a reimbursement basis.
Participation Process/Forms: Applications are accepted on a year-round basis through a grant
application process. Grants are generally approved on a quarterly basis. Grant application deadlines are
posted at the Minnesota Job Skills Partnership Program website.
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Appendix D.5 – Other Programs
Refugee Targeted Assistance Programs
Purpose: The purpose of Targeted Assistance Formula Grants is to provide, through a process of local
planning and implementation, direct services intended to result in the economic self-sufficiency and
reduced welfare dependency of refugees through job placements. The targeted assistance funds must be
used primarily for employability services designed to enable refugees to obtain jobs within less than one
year’s participation in the targeted assistance program in order to assume economic self-sufficiency as
soon as possible. Targeted assistance services may continue to be provided after a refugee has entered a
job to help the refugee retain employment or move to a better job. Funds may not be used for long-term
training programs, such as vocational training, that last for more than a year or educational programs that
are not intended to lead to employment within a year. Services include vocational/job skills training, onthe-job training, day care services, and English language training.
Program at a Glance: The Targeted Assistance Formula Grant program provides funds for employment
services designed to enable refugees (on cash assistance, unemployed, or underemployed in targeted
areas) to obtain employment within less than one year’s participation of the program. The grants are
allocated in localities with large refugee populations, high refugee concentrations, and high use of public
assistance, and where specific needs exists for supplementation of currently available resources.
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APPENDIX E
Workforce Development Partners
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Appendix E.1 – State Level Partners
There are seven major state agencies/entities that are involved with overseeing Minnesota’s Workforce
Development Services. These state agencies collaborate and create interagency agreements to provide
services, such as MFIP Employment and Training Services and Food Support Employment and Training
Programs. The state agencies typically contract with counties, who administer the programs, whereby the
counties then contract with local nonprofits to provide the services. The seven major state entities are
listed below. Following is a brief organizational overview of the agencies, including a description of
services that they can provide to workforce boards and/or services that workforce boards can provide to
the agencies.
• Governor
• Governor’s Workforce Development Council (GWDC)
• Minnesota Department of Employment and Economic Development (DEED)
• Minnesota State Colleges and Universities (MNSCU)
• Minnesota Department of Education (MDE)
• Minnesota Department of Human Services (DHS)
• Minnesota Job Skills Partnership Board (MJSP)
Governor
Mailing Address:
Office of the Governor
130 State Capitol
75 Rev. Dr. Martin Luther King Jr. Blvd
St. Paul, MN 55155
Phone: 651-201-3400
800-657-3717
Fax: 651-797-1850
Website: www.governor.state.mn.us
Overview
Under Federal law, the Governor must:
1. Designate the geographic boundaries of the local workforce investment areas (in consultation
with LEOs).
2. Appoint members to a federally-required state workforce investment board (GWDC).
3. Set criteria for local officials to use when appointing members to local workforce councils.
4. Certify that the local councils meet legal requirements
5. Recertify the local councils every two years based on how well areas meet local performance
measures.
Note: Most of the Governor’s responsibilities mandated under WIA are executed through DEED.
However, this arrangement is not required under WIA
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Governor’s Workforce Development Council
332 Minnesota Street, Suite E200
St. Paul, MN 55101-1351
Phone: 651-259-7568
Fax: 651-296-1290
www.gwdc.org
Overview
The GWDC is Minnesota’s Workforce Investment Board – a federally mandated business-led council
whose mission is to analyze and recommend workforce development policies to the governor and
legislature toward talent development, resource alignment and system effectiveness to ensure a globally
competitive workforce for Minnesota.
Council membership is dictated by state statute to include the following sectors: business and industry,
community-based organizations, education, local government, organized labor, state agencies, and the
State Legislature. Twenty-seven GWDC members are appointed by the governor and serve terms three
years in length starting on the first of July or January following the appointment. Two state
representatives and two state senators are appointed to the GWDC by their majority and minority leaders.
Members participate in full Council meetings each quarter and GWDC committees meet monthly or bimonthly.
The GWDC provides strategic direction to the workforce development system through completion of
written products; required oversight of federal programs and policies; special demonstration projects; and
through capacity-building activities with the sixteen local workforce boards throughout the state.
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Department of Employment and Economic Development (DEED)
332 Minnesota Street, Suite E200
St. Paul, MN 55101-1351
Phone: 651-297-1291
800-657-3853
www.deed.state.mn.us
Overview
The Minnesota Department of Employment and Economic Development (DEED) is the state’s principal
economic development agency, with programs promoting business recruitment, expansion, and retention;
workforce development; international trade; and community development. The agency’s mission is to
support the economic success of individuals, businesses, and communities by improving opportunities for
growth.
DEED’s Responsibilities under WIA
As stated above, DEED is the agency by which much of the Governor’s responsibilities under WIA are
assigned. DEED is then responsible for the following activities:
1. Developing a 5-year state plan outlining the state plan outlining the state’s strategies for workforce
development.
2. Monitoring the workforce service areas for compliance with federal and state requirements.
3. Issuing orders for corrective actions if deficiencies are found.
4. Offering training to ensure compliance.
5. Allocating federal funding to local service area.
6. Monitoring local area spending.
7. Reviewing county work plans for FSET and MFIP Employment and Training Services.
8. Administering some of the programs at Minnesota’s Workforce Centers.
9. Providing services for the Job Service, Vocational Rehabilitation, and State Services for the Blind
programs, among others.
What services can DEED provide for LWIBS?
Businesses and Community Development
The Business and Community Development Division provides a variety of financial and technical
services to businesses, communities and economic development professionals. The division promotes and
assists in the expansion of exports, works with companies to locate and expand in Minnesota, and helps
communities with capacity building and infrastructure financing.
Workforce Development
The Workforce Development Division works with local and statewide partners to provide training and
support to unemployed and dislocated workers, and financial assistance for businesses seeking to upgrade
the skills of their workforce. Additional services include State Services for the Blind, Rehabilitation
Services, Employment Programs, Local Labor Exchange, and Disability Determination. Local councils
are supported by specialized trainings, a WIB Newsletter and the WIB liaison.
Information and Marketing
In addition to communication and marketing, the Information and Marketing Division provides labor
market research and economic analysis products and services to communities, employers, workforce
centers, and economic development professionals.
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DEED’s Role in the Workforce Centers
DEED has joined with other providers of employment and training services to create the Minnesota
WorkForce Center System. Individual WorkForce Centers provide services such as, State Services for the
Blind, Veteran Services, and Rehabilitation Services. A description of these programs are provided in
Appendix D.4. Listed below are five main functions that DEED provides, some of which are required by
federal law.
1. Direct Services in the Field
DEED provides those services where a state role is clearly prescribed in federal law:
• Wagner-Peyser staff provide services to their priority categories: employers, unemployment
insurance claims, veterans, and people with disabilities. Up to 50% of Wagner-Peyser staff
will be devoted to Business Services.
• Vocational Rehabilitation staff provide services to people with disabilities, including those
receiving only “core” services
• State Services for the Blind staff provide services to customers who are blind or visually
impaired, including those receiving only “core” services
DEED can no longer guarantee that there will be state staff in all WorkForce Centers from any or all of
these programs.
2. Technology Systems
DEED provides centralized systems to support field operations and direct customer services. This
includes:
• Minnesota’s Job Bank/WINS and any successor systems
• Workforce One
• Unemployment Insurance
• Client Tracking System
• 1-888-GET-JOBS
3. Information
DEED provides labor market information, including data on what skills employers’ needs.
4. Franchise Support
DEED provides central support to the overall Workforce Center System franchise. This includes:
• Central planning, i.e., coordinating the Workforce Investment Act Unified Plan
• Assistance via the Regional Administrators in reaching agreement on local Memoranda of
Understanding
• Maintenance of a common brand identity
• Centralized marketing materials
• System relationships with other state agencies and the federal government
• Staff training, particularly on the use of labor market information and the centralized tools
• Quality assurance, including monitoring and performance measures
5. WIA Title I Planning and Monitoring
DEED develops Minnesota’s policies, interpretations, guideline and definitions relating to program
operations under WIA Title I, consistent with federal law. DEED provides oversight, technical assistance
and monitoring of the Title I programs operated by local elected officials and the Workforce Investment
Boards.
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DEED Business Service Specialists
Overview
Business Services Specialists are “pre-paid” consultants at Minnesota WorkForce Centers throughout the
state to offer assistance in finding customized solutions. Business Service Specialists are trained to
provide information on a wide variety of topics – from entering and competing in the international market
to starting a new business in Minnesota. Business Service Specialists work with individual businesses to
assess their needs and connect the businesses to resources to improve their business.
What Services can Business Service Specialists provide to LWIBs?
Business Service Specialist staff dedicate their outreach to serve the business community. In a nutshell,
Workforce Investment Boards, the governing entities of local WorkForce Centers, will identify key
industries in the region. BSS staff will research and then contact targeted businesses within these key
industries – not for the purpose of selling programs, but for selling solutions to the unique problems of
business customers.
As part of DEED’s effort in working with LWIBs on strategic planning, LWIBs have the opportunity to
set strategic priorities and identify industries that Business Service Specialists should be focusing on in
their workforce service area. In doing this, it will provide the Specialists with a strategic direction to work
within. In this role, LWIBs have an opportunity to make decisions and provide guidance to the Specialists
so they are able to serve the needs of the area in the most efficient and effective way possible.
DEED Regional Labor Market Analysts
Purpose
Labor Market Analysts provide regional audiences with accessible expertise and analysis services to
extend labor market information for planning and decision-making.
Activities and/or Strategies: What Services can Analysts provide for LWIBs?
Regional Analysts serve as experts on the state’s collection of economic and employment research and as
analysis specialists producing new research. Regional Analysis Outreach Units handle requests, ranging
from quick-fact finding to research design, analysis and internal consulting services. Regional Analysts
also deliver presentations, briefings and trainings to audiences interested in labor market conditions,
trends, workforce shortages and availability of statistics. Training sessions are designed to provide
workforce development and economic development professionals with data access skills and a better
understanding of the labor market.
Since passage of the Workforce Investment Act of 1998, Regional Analysts have worked with local
Workforce Councils to promote market-responsive service planning. On a number of occasions, Analysts
have been engaged to author “statements of need” used in grant applications.
Most importantly, Regional Analysts collaborate with regional stakeholders and other researches to
develop a new research and information resources. Recent projects include:
• Survey design and pilot implementation of the job vacancy survey methodology now used
statewide;
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•
•
•
Local labor market assessments and economic impact analyses requested by Dislocated Worker
projects in response to major closings;
Market assessment and technical assistance to JOBZ planning groups in regions of Minneosta;
“Gap Analysis” model and regional planning process model for MNSCU.
Minnesota State Colleges and Universities (MNSCU)
Overview
MNSCU oversees the state’s postsecondary technical and vocational education. Under WIA,
postsecondary institutions that receive certain federal funds must participate in the Workforce Centers.
The MNSCU Board of Trustees receives these funds, and ensures that a 5-year plan is developed and
submitted to the Governor. MNSCU coordinates and plan vocational education programs and provides
training to customers of workforce development programs
Minnesota Department of Education (MDE or DOE)
Overview
WIA requires providers of literacy programs to participate in the Workforce Centers and system. These
services include: basic English literacy education, ESL, and services to help individuals obtain their high
school diploma or GED diploma. The Department of Education oversees the state’s Adult Basic
Education (ABE) program required under WIA.
Minnesota Department of Human Services (DHS)
Overview
The Department of Human Services participants in the workforce development system in a number of
ways. The department collaborates with DEED to oversee the Food Support Employment and Training
Program and the MFIP/TANF Employment and Training services. The department allocates funding to
counties for these programs and evaluated performance. In many cases, the counties in turn, contract with
community based organizations and local service areas to deliver the services
Minnesota Job Skills Partnership Board
Overview
The Minnesota Job Skills Partnership Board oversees certain grant funds for workforce development. All
training projects pair at least one public/private accredited Minnesota educational institution and one
business. Funds may be used for training-related costs or educational infrastructure improvements
necessary to support businesses located or intending to locate in Minnesota. A cash or in-kind
contribution from the contributing business must match program funds on at least a one-to-one ratio.
One of the largest grant programs, the Pathways Program, awards grants to accredited educational
institutions that have collaborative partnerships with businesses and provide training and new jobs for
low-income individuals. Other grant programs include:
• Special Incumbent Worker Training Program: grants to provide training to assist businesses and
workers to gain new skills that are in demand in the Minnesota economy.
• Health Care and Human Services Training Program: grants to provide training to alleviate worker
shortages in the health care and human services industries
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•
Low Income Worker Training Program: grants to help low-income individuals receive training to
acquire additional skills in order to move up the career ladder to higher paying jobs.
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Appendix E.2 – Membership Based Partners
Minnesota Workforce Council Association (MWCA)
Overview
The Minnesota Workforce Council Association is a statewide, nonprofit, voluntary organization
representing the cooperative efforts of 16 area workforce councils across the state. It is made up of
Minnesota’s 16 LWIB chairs, the chief elected official of each WSA, and the 16 WSA directors. The
MWCA was incorporated in 1994 and provides a central forum for the partners to discuss common
interests, develop policy consensus, share successful job training strategies and maintain lines of
communication with state and federal governments.
MWCA’s Relationship with LWIBs
• Represents the interests of local employment and training partners throughout the state
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APPENDIX F
Useful Information and Templates
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Appendix F.1 – Acronyms/Glossary of Terms

ABE: Adult Basic Education

ACSI: American Customer Satisfaction Index

AEOA: Arrowhead Economic Opportunity Agency

AEFLA: Adult Education and Family Literacy Act (federal)

AJB: America’s Job Bank (activity of the U.S. Department of Labor)

BCD: Business and Community Development (DEED division)

BLS: Bureau of Labor Statistics (division of the U.S. Department of Labor)

CAP: Community Action Program, such as Tri-CAP. Mandatory partner under WIA.

CARL PERKINS: The Carl D. Perkins Vocation and Applied Technology Education Act of
1990. Authorized federal vocational education programs. Mandatory partner under WIA.

CBO: Community-Based Organization. Non-profit organization.

CEO: Chief Elected Official (Governor, Mayor) or Chief Executive Officer.

CETA (“see-tah”): Comprehensive Employment and Training Act (replaced by JTPA and
now WIA)

CMJTS: Central Minnesota Jobs and Training Services

CSW: Corporation for a Skilled Workforce (consultant in the workforce development world)

CTS: Client Tracking System (DEED project to count universal customers)

CY: Calendar Year

DEED: MN Department of Employment and Economic Development

DHS: Department of Human Services (Minnesota)

DLI: Department of Labor and Industry (Minnesota)

DOE: Department of Education

DOL: U.S. Department of Labor

DWP: Dislocated Worker Program (state and federal)

DWP: Diversionary Work Program (part of MFIP)

EDWAA (“ed-wah”): Economic Dislocation And Worker Adjustment Assistance Act (federal,
replaced by WIA)

EE: Extended Employment (state programs)

EEO: Equal Employment Opportunity

ELL: English Language Learner

EMILE (“ay-meel”): ETA Management and Information Longitudinal Evaluation reporting
system

EOO: Economic Opportunity Office
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
ES: Employment Service (also known as Job Service)

ESL: English as a Second Language

ETA: Employment and Training Administration (division of the U.S. Department of Labor)

ETP: Eligible Training Provider (defined by WIA)

FBO: Faith-Based Organization

FEIN: Federal Employer Identification Number (the employer equivalent of an SSN)

FSET (“ef-set”): Food Support Employment and Training (federal program run by states)

GWDC: Governor’s Workforce Development Council

HEA: Higher Education Act (federal)

HESO: Higher Education Services Office (state)

HEW: Health Education and Welfare

HHS: US Department of Health and Human Services

HUD (“hud”): U.S. Department of Housing and Urban Development

IL: Independent Living

ITA: Individual Training Account (defined by WIA)

JOBZ (“job-zee”): Job Opportunity Building Zone (state program)

JS: Job Service, a State partner under WIA and in the WorkForce Centers

JTPA (“jet-pah”): Job Training Partnership Act (replaced by WIA)

LMI: Labor Market Information

LWIB: Local Workforce Investment Board (defined by state law and WIA)

MFIP (“em-fip”): Minnesota Family Investment Program (Minnesota’s version of the TANF
program)

MIS: Management Information System

MJB: Minnesota’s Job Bank

MJSP: Minnesota Job Skills Partnership (a state program and a board)

MnCSI: Minnesota Customer Satisfaction Index

MnSCU (“mn-skew”): Minnesota State Colleges and Universities

MSFW: Migrant and Seasonal Farmworker

MWCA: Minnesota Workforce Council Association

NAB: National Alliance of Business

NACO: National Association of County Organizations

NAICS (“nakes”): North American Industrial Classification System

NASWA (“naz-wah”): National Association of State Workforce Agencies

NAWB: National Association of Workforce Boards
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
NGA: National Governor’s Association

OICs: Opportunities Industrialization Centers

OMB: Office of Management and Budget (federal)

OJT: “On-the-Job-Training”—training provided by an employer.

One-Stop: Federal term for a center offering an array of workforce development services.
Minnesota’s term is “WorkForce Center.”

Perkins: Carl D. Perkins Vocational-Technical Education Act (federal)

PIC (“pik”): Private Industry Council (replaced by LWIBs in WIA)

PY: Program Year

RFP: Request for Proposal

RS: Rehabilitation Services—Assists Minnesotans with disabilities to reach their goals for
working and living in the community.

RSA: Rehabilitation Services Administration (division of the U.S. Department of Education)

Rural MN CEP (“sep”): Rural Minnesota Concentrated Employment Program (defined by
CETA)

SBDC: Small Business Development Center

SBETC: Stearns-Benton Employment and Training Council

SCSEP: Senior Community Services Employment Program—Program authorized by Title V
of the Older American’s Act to serve low income individuals who are 55 years or older.

SDA: Service Delivery Area (now called WSA)

SILC: State Independent Living Council

SOC (“sok”): Standard Occupational Classification

SRC: State Rehabilitation Council

SSB: State Services for the Blind: SSB is a public state government program of DEED.

SSI: Supplemental Security Income—benefits from a State plan approved under the Social
Security Act, Title XVI.

TANF (“tan-ef”): Temporary Assistance for Needy Families- Federal welfare program giving
financial assistance. Replaced AFDC. Limit of 5 years of assistance over lifetime.

TAT: Technical Assistance and Training (funding from DOL)

TEGL (“tee-gul”): Training and Employment Guidance Letter (from DOL)

TEIN: Training and Employment Information Notice (from DOL)

TEN: Training and Employment Notice (from DOL)

TEUC: Temporary Extended Unemployment Compensation

TRA: Trade Readjustment Assistance
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
UI: Unemployment Insurance—Program funded through a combination of federal and state
unemployment taxes to supply income support for persons who have lost their jobs.

Wagner-Peyser: Wagner-Peyser Act of 1993. Established the Employment Service to
provide job matching assistance to unemployed individuals no matter what the reason for
unemployment or previous income status.

WC: Workforce Council

WFC: WorkForce Center

WIA (“wee-uh”): Workforce Investment Act (federal)

WIA Title I-B: Adult, Dislocated Worker and Youth programs

WIA Title II: Adult Education and Family Literacy Act

WIA Title III: Wagner-Peyser Act

WIA Title IV: Rehabilitation Act

WIBs (“wibs”): Workforce Investment Boards

WRIS: Wage Record Interchange System

WSA: Workforce Service Area
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Appendix F.2 – Commonly Used Web-Sites
Adult Education
www.ed.gov/about/offices/list/ovae/index.html
America’s Service Locator
www.servicelocator.org
General Workforce Information
www.workforceonline.com
Governor’s Workforce Development Council www.gwdc.org
DEED
MNSCU
www.mnscu.edu
Minnesota Workforce Centers
MWCA
www.mncounties3.org/mwca
National Alliance of Business
www.nab.com
National Association of Workforce Boards
www.nawb.org
National Skill Standards Board
www.nssb.org
ONET: The Nation’s New Resource
Of Occupational Information
www.doleta.gov/programs/onet
Vocational Education/Carl Perkins
www.ed.gov/about/offices/list/ovae/index.html
United States Department of Labor
www.dol.gov
United States Department of Labor,
Employment and Training (ETA)
www.doleta.gov/programs
United States Workforce Information
www.usworkforce.org
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Appendix F.3 – Funding Streams for the Workforce Development System
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2011

Minnesota Local Workforce Councils

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