Minnesota's Workforce Investment and Competitiveness
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The document discusses strategies for improving workforce and economic development in the Minneapolis-St. Paul region. It identifies that the region needs a unified vision and bold action from leaders. This includes leveraging the region's competitive industry clusters, building relationships between political and business leaders, and capitalizing on state and federal opportunities. The document also highlights several key industry clusters for the region, including medical devices, and partnerships that have been formed between organizations to collaborate on economic and workforce development initiatives.
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Minnesota's Workforce Investment and Competitiveness
- 1. Minnesota’s Workforce Investment and Competitiveness Strategy L. Burke Murphy Workforce and Economic Development Lee W Munnich Humphrey Institute of Public Affairs
- 2. Merging WF and ED MERGING WORKFORCE AND ECONOMIC DEVELOPMENT
- 5. Capstone PA 8081(7) Spring 2010 REGIONAL COMPETITIVENESS PROJECT
- 8. Furniture .29 Building Fixtures, Equipment & Services .88 Fishing & Fishing Products .31 Hospitality & Tourism .78 Agricultural Products .31 Transportation & Logistics 1.27 Competitiveness and Composition of MSP Metro Area Linkages Across Traded Clusters, Location Quotients, 2006 Plastics 1.02 Oil & Gas .33 Chemical Products 1.15 Biopharma- Ceuticals .45 Power Generation .40 Aerospace Vehicles & Defense .09 Lighting & Electrical Equipment 2.05 Financial Services 1.63 Publishing & Printing 1.99 Entertainment 1.14 Information Tech. 1.50 Communi- cations Equipment .49 Aerospace Engines .21 Business Services 1.26 Distribution Services 1.37 Forest Products 1.01 Heavy Construction Services .65 Construction Materials .54 Prefabricated Enclosures .17 Heavy Machinery .84 Sporting & Recreation Goods 1.14 Automotive .53 Production Technology 1.60 Motor Driven Products .97 Metal Manufacturing 1.39 Apparel .26 Leather & Related Products .63 Jewelry & Precious Metals .46 Textiles .20 Footwear .04 Processed Food 1.07 Tobacco .52 Medical Devices 3.51 Analytical Instruments 2.04 Education & Knowledge Creation .90 Note: Clusters with overlapping borders have at least 20% overlap (by number of industries) in both directions. Location Quotient = MSP Industry Job Share / US Industry Job Share Strong Stronger Strongest
- 13. The Minneapolis Saint Paul Region – The Twin Cities of America’s Midwest Placeholder core industry clusters Top research institutions Fortune 500 companies Unique region with major cities Home to over Million people 10+ 20 3 2 10
- 14. Five regional strategies will be key to our success moving forward Corridors of Opportunity Initiative 1 3 Regional Cluster Initiative 4 Regional Economic Development Partnership (REDP) 2 Entrepreneurship Accelerator 5
- 15. Regional economic levers of Metropolitan Business Plan Human capital Innovation and entrepreneurship Spatial efficiency Public and civic institutions Information resources Regional concentrations M N
Editor's Notes
- Coming out of MOC cluster studies - federal and state investments in regional economies Federal WIRED grant of $5 million – connecting 36 counties State invested $600,000 in seed funding for FIRST grants (Framework for Integrated Strategies) shown in map above – inclusive of Wisconsin and Iowa
- One year later = the power of regionalism drives collaboration with four parallel initiatives.
- Clusters are connected If we see oil/gas, we’ll probably see plastics, chemicals, etc. Locations are very important Shows the diversification path that is possible for an economy/country
- Industry clusters are geographic concentrations of interconnected firms and supporting organizations – representing a potent source of productivity and higher wages. Regional concentrations of skills and capital are present – but addressing the challenges and maximizing metropolitan potential requires better information about the basis for clustering and the degree to which industries and occupations are organized. Six Key Criteria • Strength of competitive advantage (existing or emerging) • Potential gain for industry cluster from private‐public collaboration • Degree of geographic distribution in the region • Potential to spur innovation • Potential to spur entrepreneurship • International strength Considering the 6 criteria the mayors choose three industries to begin focusing on: mayoral interviews for the qualitative piece and graduate student cluster diagnosis, analysis, vision and recommendations Cluster approach is about building RELATIONSHIPs
- Reconnect physician base w/cluster Bridge gap between the U and business Need a database of information and resources
- MW-ITP002-20101111-317
- MW-ITP002-20101111-317
- MW-ITP002-20101111-317
- Lee – I put this final piece in so we would wrap up with key points pertinent to driving regional competitiveness – we could just speak off of the last slide I inserted and review the final information we should bring our handout for RCM to Harvard to hand out at this Sunday session. CAN YOU PRINT Color copies – 25?