State and Regional Roles in Engaging Leadership

The State Role in Getting System Buy-In

Just as regional sector initiatives must convene multiple partners to develop goals, a plan and roles, so must the State. In fact, without cross-system buy-in and joint planning at the state level, local sector initiatives will find it more difficult to adequately pull divergent resources together to meet industry and worker needs. State systems therefore must:

Develop a "strategic framework”

This will guide the implementation of a statewide sector strategy. This framework should articulate a common vision and core principles, identify key partners and their roles, identify potential state level resources available to move your strategy forward, recognize strengths and challenges, and identify champions. Minnesota convened partners early in their sector strategy development process to produce a roadmap for their efforts.

Create a common vision and core principles

Key system leaders should come to consensus on a sector strategy vision and a set of core principles. A lead agency or third party may act as a facilitator in order to reach consensus. The joint vision should be a statement that maintains the individual integrity of systems or agency missions, but that moves systems toward a common goal. Minnesota developed a graphic which showed the alignment of various programs toward a common goal for regional economic competitiveness. Core principles could include such things as:

• The sector initiatives will be regionally designed and led by employers.
• The State will support sector initiatives through policy and funding.
• Agencies will be committed to re-allocating existing resources to support sector initiatives.
• The sector initiatives will be data driven.

Influence Others

State system leaders can influence their peers or colleagues in other agencies or branches of government, and help them to understand the value of sector strategies. Even where there is no formal line of authority, leaders can build upon their established relationships or use the “bully pulpit.”

Communicate and promote sector strategies

State leaders can play a vital role in getting the message out about the value of sector strategies. Minnesota’s Trend Magazine included a letter from the Commissioner of Employment and Economic Development describing the importance of industry clusters as a means of enhancing economic competitiveness - an excellent example of leadership clearly articulating the message and vision of the state’s cluster/sector strategy.

Leverage and align state resources

In tight budget times, new funding may not be available to support sector strategies but existing program funds can be realigned to meet the common goals of a sector strategy. For instance, economic development or community college funds that previously supported training activities for individual companies can be realigned to support sector initiatives.

Provide resources for state level planning and operations

Just as it takes time and resources at the local level to develop a sector initiative, it takes time at the state level too. In fact, it can take many hours of convening, planning, negotiating, facilitating, researching, coordinating and implementing. Allocating a small portion of an existing staff person’s time to this effort will likely not be enough – states should strongly consider providing some base line funding to support the planning and operations of the strategy.

The Regional Role in Getting System Buy-In

At the regional level, getting system buy-in is just as important as at the state level. Local leadership can:

Lead and support regional efforts

Regional and local leaders (WIBs, mayors, county officials, regional economic development directors, community college leaders, etc.) play a critical role in identifying target sectors and convening the key partners to develop sector initiatives.

Influence

As with state level leaders, regional and community leaders can influence their peers or colleagues in other agencies, and help them to understand the value of sector strategies. Even where there is no formal line of authority, leaders can use their established relationships or the “bully pulpit” to engage additional partners and businesses in the initiative.

Communicate and promote sector initiatives to the region

Regional leaders play a vital role in “getting the message out” about the value of sector strategies. A critical message at the regional level is related to the role that sector initiatives play in enhancing a region’s economic competitiveness and prosperity.