May 28 th , 2014 Metropolitan Council Chambers 390 N. Robert St, Saint Paul, MN
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Transcript of May 28 th , 2014 Metropolitan Council Chambers 390 N. Robert St, Saint Paul, MN
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Workforce Challenges
TotalEstimated
Retirements % of Workforce
Senior Managers 28 20 71%
Managers 329 138 43%
Supervisors 777 319 42%
Employees 5,930 1,761 30%
Total 7,064 2,238 32%
Aging Workforce - Estimated Retirements through 2020
Source: Hennepin County Human Resources, March 2013.
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Workforce Challenges
Lines of Business Total Employees
Estimated Retirements
% of Line of Business
Operations 1,367 557 41%
Human Services 2,737 949 35%
Health 367 85 23%
Public Works 614 186 30%
Public Safety Partners* 1,979 461 23%
Total 7,064 2,238 32%
Aging Workforce - Estimated Retirements through 2020
Source: Hennepin County Human Resources, March 2013.
* Includes Sheriff’s Office, County Attorney’s Office, Department of Community Corrections and Rehabilitation, and Emergency Management; does not include District Court and Public Defender.
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Sector- Based Job Opportunities*Job Classification Vacancies
Public Service Assistant
Information Technology Specialist
Librarian
Financial Case Aide
Human Services Representative
Case Management Assistant
Child Support Services Officer
Social Worker
Community Health Worker
Registered Nurse
Office SpecialistEngineering Technician
Planning Analyst
Probation Officer
Corrections Officer
Employment Vacancies
Attrition Rate: 8-10% each year
Estimated Retirement: 32% through 2020**
Minnesota labor force growth is projected to slow from 0.5% in 2013 to 0.1% in 2020, resulting in a workforce shortage. ***
* Specialized Training Opportunities** Source: Estimated Retirements. Hennepin County Department of Human Resources, March 2013.*** Source: Minnesota Demographic Center, December 2013.
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Workforce ChallengesUnemployment
United States Minnesota Hennepin County0%
1%
2%
3%
4%
5%
6%
7%
8%7.00%
4.7% 4.6%
Unemployment Rate: National, State and County Level
Source: Minnesota Department of Employment and Economic Development, January 2014.
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Workforce ChallengesUnemployment Disparities
African-American White non-Hispanic American Indian Asian Hispanic0%
5%
10%
15%
20%
25%
17.00%
5%
21.00%
8.00% 7.00%
Hennepin County Unemployment Rate by Race and Ethnicity
Source: U.S. Bureau of Labor Statistics, 2010.
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Workforce ChallengesDemographic Projections
Source: What Lies Ahead: Population, Household and Employment Forecasts to 2040, Metropolitan Council, April 2012.
2010 2020 2030 20400
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
HispanicAsian and OtherAfrican-AmericanWhite non-Hispanic
Minneapolis-St. Paul Population by Race and Ethnicity, 2010-2040.
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Hennepin County Workforce Challenges
Alignment and Coordination of Workforce Programs
65+ programs and initiatives
40+ external partners
Workforce coordinator position
Hennepin County BoardCounty Administration
Operations Human Services Health Public Works Public Safety Partners
Library
- Hennepin County Adult Learning
- Franklin Learning Center
- Job and Small Business Programming
- ACF Partnership- Online Job Resources- Skills Training and
Assessment
Eligibility and Child Support
- Employment Services- MFIP Services- Diversionary Work
Program- Workforce Investment
Network (WIN)- SNAP E and T- FATHER Project
Public Health
Hennepin Health
- New Provider Types- Life Style Overview
Surveys- Employment Pays
Program
Housing, Community Works
and Transit- Hennepin County
Workforce Centers- STS Homes/Summit
Training Program
Community Works
- Community Works Contracting
Community Partners
- PPL- Summit Academy- HIRED- Twin Cities RISE- Emerge Workforce- YouthLink- Employment Action Center- American Indian OIC- Northside Achievement Zone- Greater MSP- Better Futures- Habitat- GMHC- Downtown Council- United Way- Urban League- “100 Hard Hats” Consortium- African Community Services- CAPI USA- Jewish Family and Children’s
Services- Eastside Neighborhood
Services- Goodwill Easter Seals- Hmong American Partnerships- Lifetrack Resources- Lutheran Social Services- Perspectives Inc. - Resource Inc. - St. Stephen’s- RISE Inc.
Government Partners
- MN Dept. of Employment and Economic Development
- MN Dept. of Human Services- Minnesota Workforce Centers- Workforce Investment Boards
(Hennepin-Carver and Minneapolis)
- City of Minneapolis (CPED, METP)
- Other city partners
Adult- Work/Study
Release Program- Sentencing to Serve- Productive Day
Enterprises- Industries ProgramJuvenile- Juvenile Detention
Alternatives Initiative
- Sentencing to Serve- County Home
School Programs
Service Providers
Educational and Research Partners
- University of Minnesota- MCTC- Summit Academy- Itasca Project- PPL- Better Futures- NCRT- Foundation Collaboration
- METP- Goodwill Easter
Seals- HIRED- United Way- Tree Trust- PPL- Resource Inc. - MNPAVE- Eastside
Neighborhood Services
- Takoda Institute of Higher Learning
- Refugee Employment Services
- Twin Cities RISE- African Community
Services- American Indian OIC- CAPI USA- Emerge- Hmong American
Partnerships- Jewish Family and
Children’s Services- Lifetrack Resources- Lutheran Social
Services- Perspectives Inc. - MN DEED- St. Stephen’s- RISE Inc.
Community-Based Services
- Work and Economic Resource Center
- Workforce Planning- Workforce
Resources
Purchasing and Contract Services Human Resources
- Affirmative Action Program
- SBE Program- Workforce Entry
Program- Prevailing Wage
Program
- Internships (Step-Up, SCOPE)- Recruitment- Workforce Planning- Leadership Development- Knowledge Transfer- Training- Onboarding
Hennepin County Workforce and Employment Development Activities (Internal and External)
Internal Services
- HealthWorks- Public Health Nurse
Training
Assessment and Case Management- Day Training and
Habilitation- Vocational Services
Program
Veterans’ Services
- Vocational Rehab- GI Bill for the 21st
Century- Minnesota GI Bill
Center for Innovation and
Excellence- A-GRAD- Hennepin –University
Partnership
NorthPoint Health and Wellness
- NorthPoint Achievement Zone
- Gateway Project- Community Health
Worker⁻ Northside Workforce
Investment Network (WIN)
⁻ Northside Fresh Economic Work Team
⁻ Computer Lab/Job Club⁻ Employment Counselors- Health – Workforce
Training Models- Employee Training and
Certifications
Resident and Real Estate Services
- Tax forfeited Properties
- Deconstruction Activities
County Attorney
- Prevailing Wage Program
- Internships
Environmental Services
- Recycling Contracts (PPL/Better Futures)
- Deconstruction Activities
DRAFT4/3/14
Sheriff’s Office
- Internships- Citizen Academy- Diversity Recruitment
: Hennepin County Government
Information Technology
- Genesys Works Program
Public Affairs
- Leadership Academy- Communications Support : External Entities
Medical Examiner- Medical Student Rotation- Fellowship Program
Hennepin County
State/RegionLocal Cities
Federal
Community Partners
Private Sector
Educational Institutions
Hennepin County and External Workforce Entities
Service Providers(i.e., Twin
Cities RISE)
Community Organizations
(i.e., NAZ)
Service Providers
(i.e., United Way)
City of Minneapolis
Research Partners
(i.e., Itasca Project)
Training Partners(i.e., Summit
Academy)
Minnesota Workforce
Centers
MN DEED
Workforce Investment
Boards
County Contracts
Other Municipalities
2
: Government Entities : External Organizations
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How can we position the county to have the
right workforce at
the right time?
Minnesota labor force growth is projected to slow from 0.5% in 2013 to 0.1% in 2020, resulting in a workforce shortage.
Source: Minnesota Demographic Center, December 2013.
By 2018, 70% of job openings will require a credential. (i.e., certifcation, licensure, associate’s degree, bachelor’s degree).
Source: Georgetown University Center on Education and the Workforce, June 2010.
• Work with private and non-profit sectors to train and match employees.
• Partner with colleges, universities and training programs to develop a strong future workforce.
Workforce Development FindingsFinding Possible Action
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Current Workforce Development Efforts
Programs Description Hennepin County and MCTC Pathways Partnership
Training and pathways into employment
Workforce Activities Alignment Creation of workforce coordinator position
Workforce Entry Program (WEP) Meeting the demand for skilled trade persons while developing the county’s economic resources by providing unemployed individuals the means to earn a better living.
A-GRAD Initiative Improving high school graduation rates
Workforce Investment Network Partnerships to create workforce opportunities for targeted communities and reducing economic disparities
Step-Up Program High school internships at the county
Employment Pays Program Employment supports for individuals with high behavioral health needs
NorthPoint/Urban League Training and employment partnership
Pilot program to attract professionals (i.e., engineers and scientists)
Recruitment and targeted hiring
14
Recommended Workforce Development Strategies
Strategy Description
Hennepin County Workforce Leadership Council
• Vision, strategy and goals• Recruit employers and educational partners• Support training partnerships• Commissioner representation
Workforce Master Cooperative Agreement
• Create Hennepin County Workforce Leadership Council• Creates the formal vehicle to establish training framework
MCTCWorks Pathways Tool • Web-based career map• Academic program information• Live job postings
Evaluation of Job Classifications • Flexibility and best practices• Certificates, associate’s or bachelor’s degree
Recognizing Education Equivalencies • Associate’s degree candidates• Bachelor’s degree candidates
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Hennepin County Workforce Leadership Council
Leadership Governance Policy
Fundraising Networking Innovation
Hennepin County
Educational InstitutionsEmployers
Develop sector-based workforce
Provide internships and employment opportunities
Membership:
Function:
Purpose:
Partnerships
Education and Training
Workforce Investment Boards
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Workforce Master Cooperative Agreement
Workforce Leadership Councilo Initial Members: Hennepin County, MCTC, MNSCU, Downtown Council,
other private and public sector partners
Formal framework to establish trainingo Statements of work for specific job curriculum (i.e., IT, health)
o Scholarships
o Curriculum development costs
o Internships
o Employment opportunities
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Master Cooperative Agreement Structure
Hennepin County
Public Sector
Educational Institutions
Private Sector
Sector-Based Education and Training
Internships
Employment Opportunities
Hennepin CountyWorkforce Leadership Council
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Human Services Representative FastTRAC
Program: 41 participants 8 ½ month program
Education and Training: Project for Pride in Living (PPL) Minneapolis Community and Technical College (MCTC)
Internships: Hennepin County Human Services Department Graduation: June 2014
Employment Opportunities: Hennepin County Certification Other counties
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Evaluation of Job Classifications
Job Classification Previous Requirement Revised Requirement
Human Services Representative
Bachelor’s degree Associate’s degree or FastTRAC program
IT Specialist Bachelor’s degree Associate’s degree
• Salary by Education Level in Hennepin County
Source: Wanted Analytics, March 2014.
• Recognizing Educational Equivalencies
Median MedianHigh School Diploma Associate’s Degree
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Next StepsApprove Workforce Master Cooperative Agreement
Workforce Leadership Council Creation Statements of work Approve $200,000 contingency transfer (Resolution 13-0316R1) for
curriculum development
Evaluation of: Job classifications Internship best practices User-friendly job postings
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ECONOMIC EQUITY EQUALS (EQ)
Mobility/Proximity Central Business District and Access Mass transit accessibility
Marketable Skills/Education Short-term (< 2 years) credentialed certification
focused on applicable, market-ready skills
Relationships/Social Networks Social Capital = critical linkage to skilled
employment and economic opportunity
MFSA: THE TEST MARKET
Developments and Progress Began workforce procurement efforts January 2014
Partnered with Mortenson/Thor and subs to develop workforce
projections.
Procuring workforce for 10 major trades over life of project,
including specialty trades.
EAF Update 90 skilled candidates currently available
for employment on the project.
54 candidates complete training and
ready for project demand June 30th .
38 Specialty Trade training candidates
complete training and ready for project
demand September 8th.
Job Fair yielded 600 candidates 24
THE TC3 SYSTEM
DEMAND FORECAST SUPPLY REPORTING
Jurisdictions
Project I.D.
Workforce Need
EAFOwnersGeneral and Subcontractors
Outreach #Enrollment #Graduation #Placement #Retention #Financial Reporting
Forecast Labor NeedsTraining Cycles
Functions
EAF Community Outreach Partners Training PartnersUnion Partners
MarketingIntakeAssessmentTrainingPlacement
Functions
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KEY ACCOMPLISHMENTS
Establishment of Administrative and Forecasting Protocols and Procedures across agencies (owners, general and subcontractors):
TC3 Operations Management
Contract Management
Data Management and Forecasting
EAF Process Management
Measurement and Evaluation
Establishment of outreach, training, and placement targets to manage and deliver a skilled workforce:
Developed recruiting & training targets
Developed training schedules
Subcontractor agreements with training & outreach partners
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MOBILIZING THE (UN)SKILLED WORKFORCE
Identification & Recruitment of a skilled labor pool 435 Candidates skilled/unskilled in the EAF database
90 skilled workers placement ready. Recruited from job fair.
120 skilled and/or unskilled completing assessments
225 in training and/or training ready
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COORDINATED ADULT WORKFORCE SYSTEM
Outreach Partners
Training Partners
Latino Economic Development Council
Community Standards Initiative
Somali Education & Social Advocacy Center
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KEY STAKEHOLDERS: TC3 MOMENTUM
City of Minneapolis Public Works
300 retirements over the next 5 years
Hennepin County Public Works
Capital Improvement Plan 2014-2018
$676,694,222
MET Council
2014-2018: $1,082,000,000
Projected SWRT budget between $1.673-$1.683 billion
The outlined jurisdictions below have been engaged in discussions on TC3 and expressed interest to adopt:
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POTENTIAL OPPORTUNITIES…
DOWNTOWN EAST
Creates 1,000 construction jobs over 24 months
Expands full-time employment opportunities in downtown Minneapolis
Critical linkage to adjoining neighborhoods and community access
Vertical and horizontal construction development
$50 million direct spending
1,000 additional full-time jobs in Downtown Minneapolis post-construction (retail, hospitality,
customer service, business administration)
NICOLLET CORRIDOR
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IN DOWNTOWN MINNEAPOLIS
Kraus Anderson HQ
80,000 square foot headquarters in the heart of downtown Minneapolis.
$15 million projected costs HQ scheduled to open in 2015
HCMC
$191 million, 322,000 square foot medical clinic and specialty center
Opening in 2016
32
MARKET NEED
Client Project Value Articulated Need
Expected Start
MSFA/Mortenson
Viking Stadium
$1,000,000,000
100 InProgress
Ryan Construction
Downtown East
650,000,000 x May 2014 – 2016
Hennepin County
HCMC $192,000,000 x Dec 2014 – June 2016
City of Minneapolis
Target Center $98,000,000 x June 2014
MET Council SWLRT $1,200,000,000
x 2016-2018
City of Minneapolis
Nicollet Mall Corridor
$50,000,000 x Fall 2015
City of St. Paul Saint Paul Saints Stadium
$80,000,000 x April 2014- March 2015
Kraus Anderson Construction
Kraus Anderson Headquarters
$15,000,000 x October 2014-Oct 2015
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Extra-Curricular Development at Middle School Platform (Harvest Prep Middle School)
Ongoing discussion with Minneapolis Public Schools & continue to navigate the political system
Identified critical adult education GAP in the community: GED Adult Basic Education
Challenge: Expand GED population to mobilize workforce
Over 40% of the MFIP population in North Minneapolis does not have a GED or High School Diploma.
Opportunity: GED Fast Track to Construction
Need for fast track Workforce GED Training to address adult education gap to prepare adults for vocational education and training. Opportunity to tailor GED track to meet pre-apprentice training requirements.
BRIDGE STRATEGY: (RE)CONSTRUCT THE GED
MIDDLE SCHOOL & HIGH SCHOOL PLATFORM
34
INFRASTRUCTURE DEVELOPMENT POLICY
Market leaders to adopt: Hennepin County City of Minneapolis MET Council
Penetrate bureaucracy operating procedures
Legislative support
State and Local Financing
35
CHALLENGES & OPPORTUNITIES
CHALLENGES:
OPPORTUNITIES:
Snail pace of bureaucracy Partnership Management
CBO patience Outreach capacity Union politics Unity of interests
$2 billion in construction in Downtown Minneapolis Carlson Consulting Enterprise key findings:
Future worker shortages Impact of racism
Vertical expansion of EAF
36
Secure market leaders: City of Minneapolis Public Works Hennepin County Public Works MET Council
TC3 serves as the basis for a workforce development system (S3) expanding beyond the construction sector. S3
Operationalize TC3 Framework Business Plan Customer Expansion
NEXT STEPS
High growth industries as identified by the U.S. Department of Labor High Growth Job Training Initiative include:
Manufacturing, Hospitality, Retail, and Healthcare.
Platform for workforce development
37
East Metro Job Creation Fundsupported by the St. Paul Foundation
through a Program Related Investment
New NDC Logo Here
This means we have to pay it back with
interest
Who we are?
Jan JordetSenior DirectorConsulting & Financing Services
Mike LaFaveVice President & Chief Operating Officer
• 43 years old – founded by corporate executives• Vision – thriving communities through equal
economic opportunity• Mission - helping entrepreneurs of color succeed!• Core services provide:
Access to information/consultingAccess to financingAccess to government
and corporate markets• One-on-one consulting model aimed at bringing
minority-owned businesses to scale
www.meda.net
NDC PAGE
• Formed in 1993• Mission: Empower low income entrepreneurs in specific
low income communities as revitalization strategy• Building neighborhood economies from within• People and Place based approach• Core services:
– Entrepreneur Training– Small Business Lending– Technical Assistance/Business coaching– Equitable Real Estate Development
www.ndc-mn.org
Why financing?
• Studies from local, regional and national entities have shown:– People of color are more often declined financing with
all things being equal– When receiving financing, people of color often receive
higher interest rates than white counterparts– Greatest obstacle to business success for MBEs is
identified as access to financing
Entrepreneurs are job creators!
Job Creation
Financing (Technical
Assistance)
Each organization received $1 million in capital
East Metro Job Creation Fund
PRI Terms• Meda and NDC have ten years to deploy the $1
million – different markets/approaches
• Goal is to make loans to mid-market businesses in the East Metro with
a goal of creating new jobs benefitting low-income residents and giving specific attention to residents of color.
Entrepreneurs of color employ more people of color!
• Meda’s survey of about 200 companies annually shows that minority-owned business enterprises (MBEs) are more likely to hire other people of color.
• Newest survey from 2013 shows that 42% of all MBE employees were people of color.
• and 86% were paid a living wage or more!
Examples:• Small remodeling construction company - $50,000
for working capital – created 2 jobs ($15/hr)• Small insulation company - $17,500 to secure a
bond for union workers – retained 4 jobs ($23/hr)• Newly acquired excavation and sewer company -
$50,000 equity-like capital - retained 15 jobs ($26/hour)
• Expansion of small manufacturer - $175,000 creating 4 jobs ($22/hr)
Examples:
• Food manufacturing company - $150,000 Equipment Loan - created 15 new jobs retained 20 jobs ($16/hr)
• Sheet rock installation company - $100,000 working capital loan; added 3 new permanent jobs/15 temporary jobs ($23/hr)
• Small construction company - $50,000 working capital line of credit – created 3 new jobs (15/hr)
Access to capital necessary but not sufficient
• Technical Assistance is critical!• In each example, NDC and Meda spent
numerous hour working 1 on 1 with entrepreneurs to:– Build their capacity– Enhance skills– Connect them to networks– Prepare them to utilize capital effectively– Build sustainable businesses
Economic Equitycreates thriving communities
• Thanks to the St. Paul Foundation for entering this type of philanthropy
• McKnight Foundation is also funding a collaborative effort for economic equity in transit oriented development projects
• Other private and community foundations are recognizing the power of business ownership
• Successful entrepreneurs not only create jobs but build wealth in communities left behind by a history of institutional inequities
Questions?
Jan JordetSenior DirectorConsulting & Financing Services
Mike LaFaveVice President & Chief Operating Officer