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Executive Committee Meeting
January 8, 2002 - Helena, MT

Executive Committee Members Present: Chuck Olson, Verdell Jackson, Gary Willis, Dick Brown, Caroline Brown, Becky Erickson, Haley Beaudry, Carol Brooker, Jerry Driscoll, Lew Grill, Wendy Keating

Executive Committee Members Absent: Leroy Bingham

Facilitator: Roy Vanderford

Supporting Staff Present: Desiree Taggart, Emily Haines

Guests: Sue Mohr, Tom Hayes, Rick Williams, Janet Drexel, Bob Simoneau, Ingrid Childress, Mark Bowlds, Polly LaTray, Dave Morey, Jack Gillespie, Hank Hudson

I. Welcome and Introductions Chair Haley Beaudry thanked everyone for coming and had members introduce themselves. Roy Vanderford explained that bringing everyone's passions and biases out in the open would be beneficial. Members gave a short synopsis of what has brought them to the Executive Committee.

Roy Vanderford proposed the question, "What are your leverage points?" The group brainstormed the following as possible leverage points.

• To Lobby
• Power in Numbers
• Money
• Power to make recommendations to the Governor, State, and local boards.
• Visibility
• Information

II. What Other States are Doing Mr. Vanderford explained that each state conducts their activities differently. Further some State boards are more advanced in process and policy and trying to get to some of the facts but not connecting to service delivery - some stay involved in operational issues - a handful are striking a balance a little above direct service delivery drive quality with those in the field. He offered that the board is expected to have some influence in what's offered at One-Stops; are Local Workforce Boards living up to membership, quality and planning. In some States the Legislature gives guidance but in Montana this guidance comes mainly from the Governor. It is very important that the board maintain its affiliation with the Governor since the issues affect the entire State. Some State boards fund incentive or pilot programs for certain items. The Workforce Investment Act has some money in certain Departments and committees that could be used for these types of things. Rhode Island has a board that controls customized training money that goes to employers. Pennsylvania's board took control of their Local Workforce Board and care only about strategy instead of operational. They summarily rejected all plans on the first round. Some stepped up to the challenge and some did not. The board stated that they expected more from the Local Workforce Investment Boards. Additionally Pennsylvania has begun a pilot to tap into the minds of workers, especially young workers.

One of the best practices of other State boards has been to create committees and involve experts in related fields that are not necessarily board members.

III. What do we think we should be doing Members broke into three groups to brainstorm 3 to 5 big issues that the board may be able to impact. The following is the outcome of those sessions.

• Governor's Direction - Two Way Street
• Competitive Wages and Benefit Packages
• Make recommendations to Governor regarding priorities of spending.
• Identify areas of need to representative in Washington to get more funding
• Coordination of Service Providers
• Promotion of Montana as an economic opportunity for business and educating communities in state about that value - community mind set
• Market the quality of Montana's workforce
• Improve the quality of the workforce
• Workforce retention
• Ability of employers to deal with diverse worker issues
• Retention of businesses
• Expansion of infrastructure (sewer and water and phone line expansion)

IV. Our Role in Economic Development The board can influence the Governor's Office of Economic Opportunity's plan for economic development. The input of private sector employers is invaluable and the board has the ability to issues to the government. Local Workforce Investment Board plans must pass through the state board before being approved by the Governor. One of the key things to work on is the relationship with local areas.

V. Montana's Major Workforce Issues

1. Improve quality of workforce (need to define; what is quality - what skills are needed
2. Wages and Benefits - raise income levels
3. Promoting
4. Upgrading incumbent workers
5. Training dollars for new existing companies
6. Retention of workers and employers
7. Employers ability to deal with diverse worker issues
8. Teacher Quality

There is a need to gather information so that the board can make informed decisions.

Core issues:

1. What jobs cant employers find workers for?
2. What skills do workers have that they can't find jobs for?
3. Who's leaving the state?
4. Is the need for data regarding the current situation or the future?

VI. Organizing Ourselves for Action

Possible organization:
    Executive Committee
      Full Board
        Employment Statistics Committee
        State Agency Head Committee
        Incumbent Worker Committee
        Economic Development Committee
        Higher Skill - Higher Wage Committee
        Quality Standards/Local Relations Committee

Committee Chairs in most cases will report back to the Executive Committee and by consensus the Executive Committee does not want to allow proxy voting.

The following is the proposed Frequency of Meetings:

• Full Board: Quarterly
• Executive Committee: Every six weeks
• Committees: Every six weeks (or as needed)

VII. The Full Board Meeting: The thoughts and proposals worked on in the day's meeting will be brought to the full board meeting on January 15, 2002

Adjourn  3:10 pm