Lessons Learned when Engaging State Systems

Change the nature of the supply side focus

Public workforce systems have historically been focused on the 5% of jobseekers that have the most barriers to employment – unemployed workers, those exiting welfare, etc. This is often viewed as too narrow a focus for economic development or education systems. One state official indicated that “in order to fully engage state leaders, we need to bring more focus to the other 95% that makes up the workforce. This brings credibility with the business community and changes the focus from labor exchange to raising the skill level of all new entrants and existing workers.” Sector strategies present a vehicle to achieve this. While sector strategies are proven mechanisms for advancing low-skilled, low-wage workers, states find that the strategy in fact meets the needs of all levels of workers, from entry-level to advanced. Communicating “a clear message that sector work can benefit all workers” is critical to engaging leadership beyond workforce development.

Broaden the financial support of sector strategies

According to one state official “WIA cannot and should not design, fund and implement sector strategies by itself.” While sector strategies are often driven out of the workforce development system, they rely on diverse and coordinated financial support. Communicating that sector strategies are part of a broader competitiveness strategy will help to leverage diverse funding.

Use gubernatorial leadership

Visionary leadership from the top is extremely helpful in catapulting sector strategy development forward. As in any public policy strategy, the Governor’s active support and leadership can help overcome political barriers. This leadership will also help to position the strategy as a “broad competitiveness strategy,” rather than a workforce or economic development “project.” Public partners and other various constituents may also be more motivated to participate in the sector development work and regional partnerships if they know the strategy is important to the Governor.

Be inclusive in the membership of your sector strategy steering team and use their time wisely

The leadership team that oversees the development of your strategic framework should be as inclusive as possible. Consider the following leaders for a steering team:

1. Key industries and their workforces (e.g., industry associations/large companies and unions where they represent the workforce)
2. State Chamber of Commerce
3. Public Workforce System
4. Economic Development
5. K-12 education, including career and technical education
6. Higher Education (particularly community college systems)
7. Regional sector initiatives
8. Organized labor
9. Governor’s office

To use time wisely, consider using a facilitator (preferably one who has a deep knowledge of sector strategies) who can work with the steering committee to develop and facilitate the agendas for planning meetings.

Include deputy level staff in the leadership steering team planning meetings

Although your steering team should be made up of senior level leadership, also consider including deputy level staff. Their staffs are the ones that will be responsible for fleshing out the strategy and implementing it. Including them upfront will provide a wide range of perspectives and also help with “buy-in.”

Position your sector strategy as a “new way of doing business” that is here to stay

As public policy makers embark on new strategies or initiatives, practitioners often believe that it is the next “flavor of the month” that will change as leadership or the environment changes. Sector strategies, at their core, are a “way of doing business” – an embedded strategy for enhancing economic competitiveness. They require agile adaptation to changing environments; so the individual tactics/strategies may change as conditions change, but the framework and relationships remain intact. Help stakeholders understand this fundamental nature of sector strategies – it is not another “flavor of the month.”

Align and link effective legacy programs with your sector strategy

One way to embed a sector strategy into your public policy, culture and “way of doing business” is to link your effective legacy programs together into a comprehensive approach to targeted industry strategies and regional economic competitiveness. This alignment, and the recognition that effective (or redesigned) existing programs have a role to play in this strategy, will improve stakeholder buy-in and send a message that regionally targeted industry strategies are not just another new program. Minnesota provides an excellent example of how legacy programs can be aligned for this purpose, as well as how a continuum of supply and demand services related to sector strategies have evolved over time.

Manage transitions in political, administrative and business leadership

States with experience in sector strategies report three effective ways to manage leadership changes, including:

• Develop “champions” among key industries’ businesses, representatives of labor, and regional leaders. As political, public policy or business leadership changes, it is important to develop and maintain an active cadre of business and public sector leaders that can champion the importance of sector strategies to the incoming leadership. Their knowledge of and belief in the value of sector strategies, and their credibility with the new leadership will be invaluable in helping sector strategies to weather the leadership transition.
• Document your track record: Success and meaningful evaluation of sector strategies at the state and regional levels can provide groundwork for buy-in by legislative leaders and the Governor, as well as justification for continuing sector strategies after political transitions.
• Brand the sector strategy and its initiatives as all-inclusive: To avoid the tendency by stakeholders to view your sector strategy as a “new short-lived program,” use language and branding that is inclusive of related efforts. Minnesota uses language such as “Regional Economic Competitiveness” or “Regional Prosperity Initiatives” to drive a set of related but independent programs, including sector/cluster strategies and career pathways. This allows new political leaders to continue development – what leader would not want to have their regions be economically competitive and prosperous? Oklahoma has taken a similar path by branding their broad initiative as Grow Oklahoma – under which falls sector strategies, career and technical education, career pathways, certified Work Ready Communities, etc.