May 28th, 2014
Metropolitan Council Chambers
390 N. Robert St, Saint Paul, MN
Hennepin County Workforce
Development
Education to Employment Program
May 28, 2014
Workforce Challenges
Aging Workforce - Estimated Retirements through 2020
Total
Senior Managers
Estimated
Retirements
% of Workforce
28
20
71%
Managers
329
138
43%
Supervisors
777
319
42%
Employees
5,930
1,761
30%
Total
7,064
2,238
32%
Source: Hennepin County Human Resources, March 2013.
3
Workforce Challenges
Aging Workforce - Estimated Retirements through 2020
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%
* 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.
Source: Hennepin County Human Resources, March 2013.
4
Sector- Based Job
Opportunities*
Employment Vacancies
Job Classification Vacancies
Public Service Assistant
 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. ***
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 Specialist
Engineering Technician
* Specialized Training Opportunities
** Source: Estimated Retirements. Hennepin County
Department of Human Resources, March 2013.
*** Source: Minnesota Demographic Center, December
2013.
Planning Analyst
Probation Officer
Corrections Officer
5
Workforce Challenges
Unemployment
Unemployment Rate: National, State and County Level
8%
7%
7%
6%
5%
4.7%
4.6%
Minnesota
Hennepin County
4%
3%
2%
1%
0%
United States
6
Source: Minnesota Department of Employment and Economic Development, January 2014.
Workforce Challenges
Unemployment Disparities
Hennepin County Unemployment Rate by Race and Ethnicity
25%
21%
20%
17%
15%
10%
8%
7%
Asian
Hispanic
5%
5%
0%
African-American White non-Hispanic
American Indian
7
Source: U.S. Bureau of Labor Statistics, 2010.
Workforce Challenges
Demographic Projections
Minneapolis-St. Paul Population by Race and Ethnicity, 2010-2040.
4,000,000
3,500,000
3,000,000
2,500,000
Hispanic
2,000,000
Asian and Other
1,500,000
African-American
White non-Hispanic
1,000,000
500,000
0
2010
2020
2030
2040
Source: What Lies Ahead: Population, Household and Employment Forecasts to 2040, Metropolitan Council, April 2012.
8
Hennepin County Workforce
Challenges
Alignment and Coordination of Workforce
Programs
65+ programs and initiatives
40+ external partners
Workforce coordinator position
9
Hennepin County Workforce and Employment Development Activities
(Internal and External)
Hennepin County Board
County Administration
Educational and
Research Partners
-
University of Minnesota
MCTC
Summit Academy
Itasca Project
PPL
Better Futures
NCRT
Foundation Collaboration
Operations
Genesys Works
Program
Library
-
Hennepin County
Adult Learning
- Franklin Learning
Center
- Job and Small Business
Programming
- ACF Partnership
- Online Job Resources
- Skills Training and
Assessment
Center for
Innovation and
Excellence
- A-GRAD
- Hennepin –University
Partnership
Resident and Real
Estate Services
- Tax forfeited
Properties
- Deconstruction
Activities
Public Affairs
-
Internal Services
Eligibility and Child
Support
-
-
Work and Economic
Resource Center
- Workforce Planning
- Workforce
Resources
Assessment and
Case Management
- Day Training and
Habilitation
- Vocational
Services Program
Veterans’ Services
-
Leadership Academy
Communications Support -
Vocational Rehab
GI Bill for the 21st
Century
Minnesota GI Bill
Human Resources
-
Affirmative Action
Program
SBE Program
Workforce Entry
Program
Prevailing Wage
Program
-
Service Providers
-
Employment Services
MFIP Services
Diversionary Work
Program
- Workforce Investment
Network (WIN)
- SNAP E and T
- FATHER Project
Community-Based
Services
-
Government Partners
Purchasing and
Contract Services
Human Services
Information
Technology
-
DRAFT
4/3/14
-
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.
-
Public Works
Public Health
Housing,
Community Works
and Transit
HealthWorks
Public Health Nurse
Training
-
⁻
⁻
⁻
⁻
-
-
New Provider Types
Life Style Overview
Surveys
Employment Pays
Program
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
Medical Examiner
Medical Student Rotation
Fellowship Program
-
Hennepin County
Workforce Centers
STS Homes/Summit
Training Program
Community Works
-
-
-
Community Works
Contracting
Adult
- Work/Study
Release Program
- Sentencing to Serve
- Productive Day
Enterprises
- Industries Program
Juvenile
- Juvenile Detention
Alternatives
Initiative
- Sentencing to Serve
- County Home
School Programs
Environmental
Services
-
-
Public Safety
Partners
Health
Hennepin Health
-
Internships (Step-Up, SCOPE)
Recruitment
Workforce Planning
Leadership Development
Knowledge Transfer
Training
Onboarding
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
County Attorney
Recycling Contracts
(PPL/Better Futures)
Deconstruction Activities
-
-
Prevailing
Wage
Program
Internships
Community
Partners
-
Sheriff’s Office
-
Internships
Citizen Academy
Diversity Recruitment
: Hennepin County Government
: External Entities
-
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.
10
Hennepin County and External Workforce Entities
MN DEED
Workforce
Investment
Boards
Other
Municipalities
Federal
City of
Minneapolis
State/Region
Local Cities
Minnesota
Workforce
Centers
Hennepin
County
Service
Providers
(i.e., Twin
Cities RISE)
Service
Providers
(i.e., United
Way)
Community
Partners
Private
Sector
Educational
Institutions
Community
Organizations
(i.e., NAZ)
County
Contracts
Research
Partners
(i.e., Itasca
Project)
Training Partners
(i.e., Summit
Academy)
: Government Entities
: External Organizations
Workforce Development Findings
Finding
Possible Action
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).
How can we
position the
county to
have the
right
workforce at
the right
time?
•
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.
Source: Georgetown University Center
on Education and the Workforce, June
2010.
12
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
13
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
14
Hennepin County Workforce Leadership Council
Membership:
Hennepin
County
Employers
Educational
Institutions
Workforce
Investment Boards
Function:
Purpose:
Leadership
Governance
Policy
Partnerships
Fundraising
Networking
Innovation
Education and
Training
Develop sector-based
workforce
Provide internships and
employment opportunities
15
Workforce Master Cooperative Agreement
 Workforce Leadership Council
o Initial Members: Hennepin County, MCTC, MNSCU, Downtown Council,
other private and public sector partners
 Formal framework to establish training
o Statements of work for specific job curriculum (i.e., IT, health)
o Scholarships
o Curriculum development costs
o Internships
o Employment opportunities
16
Master Cooperative Agreement Structure
Hennepin County
Workforce Leadership Council
Private
Sector
Public
Sector
Hennepin
County
Educational
Institutions
Sector-Based Education and Training
Internships
Employment Opportunities
17
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
18
Evaluation of Job Classifications
• Recognizing Educational Equivalencies
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
High School Diploma
Median
Associate’s Degree
Median
19
Source: Wanted Analytics, March 2014.
Next Steps
Approve 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
20
May 28th, 2014
Metropolitan Council Chambers
390 N. Robert St, Saint Paul, MN
TC3: FUTURES
22
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
23
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
Jurisdictions
FORECAST
SUPPLY
EAF
Owners
General and
Subcontractors
EAF Community
Outreach Partners
Training Partners
Union Partners
Functions
Functions
Forecast
Labor Needs
Training Cycles
Marketing
Intake
Assessment
Training
Placement
Project I.D.
Workforce Need
REPORTING
Outreach #
Enrollment #
Graduation #
Placement #
Retention #
Financial Reporting
25
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
26
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
27
COORDINATED ADULT WORKFORCE SYSTEM
Outreach Partners
Latino Economic
Development Council
Community Standards
Initiative
Somali Education &
Social Advocacy Center
Training Partners
28
SAOIC: BUILDING A CONSTRUCTION WORKFORCE
29
KEY STAKEHOLDERS: TC3 MOMENTUM
The outlined jurisdictions below have been engaged in discussions on
TC3 and expressed interest to adopt:
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
30
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
NICOLLET CORRIDOR

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)
31
IN DOWNTOWN MINNEAPOLIS
HCMC


$191 million, 322,000 square foot medical clinic
and specialty center
Opening in 2016
Kraus Anderson HQ



80,000 square foot headquarters in the
heart of downtown Minneapolis.
$15 million projected costs
HQ scheduled to open in 2015
32
MARKET NEED
Client
Project
Value
Articulated
Need
Expected Start
MSFA/Mortenson
Viking Stadium
$1,000,000,000
100
In
Progress
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
33
MIDDLE SCHOOL & HIGH SCHOOL PLATFORM
 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
BRIDGE STRATEGY: (RE)CONSTRUCT THE GED
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.
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:
 Snail pace of bureaucracy
 Partnership Management
 CBO patience
 Outreach capacity
 Union politics
 Unity of interests
OPPORTUNITIES:
 $2 billion in construction in Downtown Minneapolis
 Carlson Consulting Enterprise key findings:
 Future worker shortages
 Impact of racism
 Vertical expansion of EAF
36
NEXT STEPS
Secure market leaders:
 City of Minneapolis Public Works
 Hennepin County Public Works
 MET Council
Operationalize TC3 Framework
 Business Plan
 Customer Expansion
Platform for workforce development
S3
 TC3 serves as the basis for a workforce development system
(S3) expanding beyond the construction sector.
 High growth industries as identified by the U.S. Department
of Labor High Growth Job Training Initiative include:
 Manufacturing, Hospitality, Retail, and Healthcare.
37
May 28th, 2014
Metropolitan Council Chambers
390 N. Robert St, Saint Paul, MN
New NDC Logo Here
East Metro Job Creation Fund
supported by the St. Paul Foundation
through a Program Related Investment
This means we have
to pay it back with
interest
Who we are?
Jan Jordet
Mike LaFave
Senior Director
Consulting & Financing Services
Vice President &
Chief Operating Officer
612-259-6566
jjordet@meda.net
651-379-8424
mlafave@ndc-mn.org
• 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/consulting
Access to financing
Access 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
East Metro Job Creation Fund
Job Creation
Each
organization
received
$1 million
in capital
Business
Expansion
Business Starts
Financing
(Technical
Assistance)
Entrepreneurs are job creators!
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 Equity
creates 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 Jordet
Mike LaFave
Senior Director
Consulting & Financing Services
Vice President &
Chief Operating Officer
612-259-6566
jjordet@meda.net
651-379-8424
mlafave@ndc-mn.org
May 28th, 2014
Metropolitan Council Chambers
390 N. Robert St, Saint Paul, MN