Skills@Work Twin Cities
Skills@Work Twin Cities has a Steering Committee made up of representatives from business, workforce development, higher education, community-based organizations, and philanthropy that will inform the strategic direction and final deliverables for the Skills@Work metro work.
Because of its diverse and large economy, the Steering Committee split Skills@Work Twin Cities into three Industry Skills Panels, allowing for greater focus on specific, high-growth regional industries: Healthcare Older Adult Services, Information Technology and Manufacturing.
Skills@Work Twin Cities Industry Skills Panels convened in Summer 2012 and met throughout the summer and fall to create sector-based regional action plans for the Twin Cities. These plans, approved by the Steering Committee in January 2013, will foster strategic partnerships that align resources, improve outcomes, and measure success. The work of the Industry Skills Panels will also inform statewide Skills@Work policy development and future recommendations.
The implementation of plans created by Industry Skills Panels will be led by a Facilitation Entity and overseen by a Skills Action Alliance.
- Administration: Serves as fiscal agent and provides “staffing” for the Alliance.
- Fund Development: Oversee the development of a business plan and
support fund development efforts as needed for the projects deemed most likely to
achieve plan objectives. Potentially distribute funding via an RFP process.
- Regional Partnership-Building: Recruit partners, work with lead
implementation organizations to build core strategy teams, and formalize
partnerships consisting of Advanced Manufacturing employers, educational
institutions, and community organizations.
- Management: Manage planning and implementation for key portions.
- Facilitation & Planning: Facilitate the pathway planning process and
implementation in coordination with lead strategy entities; develop and implement
plans for sustainability.
- Reporting: Report progress regularly and participate in data collection and
Industry expertise and experience developing and driving community initiatives in
partnership with employers and education and training entities
Skills Action Alliance
Membership and Governance:
- The Alliance should be comprised of decision makers from organizations with a vital stake in developing the quantity and quality of talent.
- Majority of members from the employer community.
- The group should be chaired by a private sector IT employer.
- Develop and maintain a blueprint for desired changes and prioritized strategies (strategic plan).
- Facilitate and support project collaboration.
- Sharing and aligning of resources among member organizations.
- Serve as an agent of accountability to help assure project outcomes.
- Support fund development efforts as needed for the projects deemed most likely to achieve plan objectives.