Advice when Aligning State Resources and Strategies

Keep the common vision in mind

One of the most important enabling strategies to align and leverage state resources and strategies is for partners to keep the common vision and goals in their line of sight. With this in mind, it is much more difficult to let turf and ego get in the way of the work. Although each partner’s contributions to the sector strategy are likely to be different, the common vision can help the partners effectively deal with conflict and achieve their state level and organizational goals. Minnesota developed two alignment graphics – one which shows the alignment of various programs and one which shows the continuum of supply and demand strategies – both toward a common goal for regional economic competitiveness.

Businesses do not want to be engaged in agency rivalries or competitions

If agency partners or personnel have a history of poor communication and rocky relationships, they should work through those issues outside the full partnership team when possible. Going through a storming phase as the group works together is normal, but individual issues should be dealt with outside the group to minimize negative effects. This is particularly relevant if business leaders are on the state level sector partnership team – they will not have the patience to get bogged down in inter-agency rivalries or conflict.

Consider starting with “coalitions of the willing”

Although it is certainly desirable to have all of the critical players around the table when developing alignment strategies, it can be detrimental to the development process to stop planning because one or two stakeholders are absent or to continue to include partners who actively resist or sabotage the partnership. Begin with a “coalition of the willing” and then document and communicate your results. Often the unwilling or resistant partner(s) will eventually join, as they see the positive outcomes of your strategic work.

Remember that this is hard work and that relationships need to be nurtured

Effective alignment of resources and strategies does not happen quickly or easily. Many agencies and organizations have historically done their work in silos, protecting their turf and often viewing partners as competitors. Although the leadership steering committee for the sector strategy may do some of this alignment work, states may also want to consider having deputy level staff meet on a regular and ongoing basis to work through alignment issues. This work takes time, effort, and a commitment from all the partners.

Seek out win-win solutions

Always try to develop win-win solutions to your alignment challenges. Organizations and agencies will bring different goals or personal agendas to the partnership. That’s okay - the intermediary or convener must identify solutions and strategies that allow partners to meet their agency goals, as well as the broad sector strategy goals.

Our challenges are too complex for any one agency/organization to solve

Remember that our workforce and economic development challenges are tremendously complex, and changing at a rapidly increasing rate. These complex challenges cannot be addressed by any one or two agencies working in a vacuum. Only through aligning and leveraging the resources and strategies of many organizations, can any state be successful in meeting these challenges.