Tips to Engage State-Level Public Partners

Be inclusive but strategic

As you plan your sector strategy, consider which public partners to “bring to the table.” Err on the side of inclusion but also consider having a smaller “core team” to begin the early development work; then enlarge the team after you have a framework outline. Try to include partners that can play a role in establishing an effective state sector strategy. Be careful not to exclude partners based on past strained relationships. There is not one “core partner list” that is appropriate for all states, but you may want to consider the State Workforce Investment Board, the state workforce agency, the state economic development agency, one or two local WIB reps, the community and technical college system, K-12 education (particularly career and technical education), and adult education. Additional public partners may include, but certainly not be limited to: organized labor, corrections, the TANF agency, universities, and state level community based organizations or not-for-profits.

Provide opportunities to develop relationships and camaraderie

In addition to getting the partners around the table to accomplish the more formal task of developing a sector plan, it is helpful to provide opportunities for the partners (including the business partners) to develop informal relationships and a sense of camaraderie. It is much easier to reduce turf battles when people know each other in a more personal way. Two day academies or planning sessions can provide an opportunity for informal receptions or a shared dinner experience.

“Spade the ground” and be deliberate about your roll-out

Before you begin rolling out your sector strategy to the regions, be sure you have provided the technical assistance necessary for the regions to be successful. Several states have offered implementation grants to their regions, only to find that regions did not understand what it really takes to develop and implement sector initiatives. These states had offered some technical assistance, but found that it was inadequate. One state official recalls: “The roll-out was like being shot off the front of an air craft carrier… this is the strategy, implement it quickly because we need results.” Offering small planning grants can be an alternative tactic.

Include middle managers in the development and implementation phases

Since you need middle managers to buy-in to the sector concept, it is important to engage them early in the development process. This buy-in and understanding will be critical as they help state and regional level practitioners during the implementation phase of the strategy.