Memo

To: GWDC Members
From: Systems Excellence Committee members
CC: Kathy Sweeney, Libby Starling, Luke Weisberg
Date: June 1, 2001
Re: Comments on Pre-Eminence document

For Discussion by GWDC 6/15/01

Background / Process

A draft version of Getting To Pre-Eminence was distributed at the GWDC Spring Leadership Institute (April 17&18) and also mailed directly to Local Workforce Council chairs following the Institute. Chairs and local WSA staff were asked to distribute the draft document to Local Workforce Council members and other stakeholders in order to facilitate discussion and garner reactions to the document. Stakeholders were asked to comment on the value/usefulness of the document; and, the specific challenges, goals, and strategies in the document. Of course, stakeholders were encouraged to communicate any other ideas or issues raised by the document.

Several Local Workforce Councils discussed the document during meetings in May and June 2001. GWDC leadership and staff attended some Local Workforce Council meetings to hear ideas and reactions. In addition, about 1/3 of the Local Workforce Councils offered written comments.

Reactions / Themes

* Local Workforce Councils are supportive of the framework and affirmed the value of having the GWDC propose a broad vision for our statewide workforce system including the articulation of specific challenges, goals, and strategies.

* Some local areas felt strongly that the first challenge, The Skills Shortage does not reflect their local economies - their continuing challenge is a shortage of good jobs at good wages - not necessarily a labor or skill shortage. This was articulated most clearly by northeast Minnesota and echoed by others. While skills/labor shortages may dominate much of the state, there remain distinct areas in which job shortages continue to be the big story of the local economy.

* Almost all commenters noted that the development of specific system measures, and how they will be used, remain a critical detail upon which many would hinge their support of the vision and the framework. "The devil is in the details."

* Almost all commenters also noted that unless the vision drives funding/resource allocation it would have little impact. At the same time that this document and others before it have articulated the need for additional skill training, career laddering, etc., the state has moved to reduce its financial commitments for such activities.

* Some commenters felt that the document was not clear/aggressive enough about devolving programmatic and fiscal control to the local level. Although it was implicit in the document and the process of putting it out for discussion at the local level, some suggested that the GWDC be more explicit about how increased local decisionmaking is key to the success of carrying forward the vision.

There were several specific language changes proposed that are not addressed here unless they fit into one of the above themes. Commenters felt that Objective 1.4 sounded patronizing and should be reworded. This and other language changes will be addressed in the next draft. No new language for these sections is proposed below.

Proposed major revisions

1. Consider changing Challenge Two to include language recognizing that the barrier to income and career progression for some Minnesota communities is still a lack of job opportunities and/or job opportunities at good wages...not only opportunities for skill development. This would suggest also adding an additional objective to that section:

Objective 2.3 > Strengthen economic development efforts in some Minnesota regions to ensure continuing job opportunities at sustainable wages.

Specific strategies might include: a) Supporting local efforts to develop employment opportunities that build on existing regional assets; and, b) Use public expenditures to leverage job opportunities for local residents.

2. Consider adding an additional objective to Challenge Three as follows:

Objective 3.3 > Actively support local decisionmaking on program and financial resource allocation to ensure that community leaders have the ability to respond to their unique local conditions.

Strategies might include: a) Support the development of a retailer/wholesaler relationship in which local areas are able to "buy" services, programs, and common infrastructure from the state tailored to local conditions; and, b) Support accountability measures that, over time, translate directly into funding availability - reward winners.

Next Steps

1. These comments and ideas to be discussed by full GWDC on June 15th.

2. With input from full Council, Systems Excellence Committee reviews/approves final draft in late June/early July. A revised document is completed.

3. Final version given to Governor and Legislative leaders as a "first cut" or "phase one" to indicate that the detailed system measures are not part of the document yet.

4. Summer meetings (regional, and Local Workforce Council) float specific system measures and get reaction/input on evaluation and measurement issues.

5. Last section with system measures is completed through the fall and finalized prior to 2002 legislative session (?)

6. Celebrate ... and prepare for biennial review and reporting.