Workforce Development

1. Workforce Development Pottawattamie County’s Workforce Alignment Grant www.workforcealignment.com

2. The Imperative The most critical factor in site selection for businesses is no longer tax breaks or infrastructure. The supply of talent (skilled workforce) is the #1 issue cited by many companies when choosing or staying in a location.

3. A Definition • Workforce Development is a collaborative approach to the gradual creation of a stable and prosperous local economy by improving individuals’ work-related skills, knowledge and employment opportunities. In a typical scenario, economic development experts analyze the area’s short and long term human resources needs, and stakeholders collaborate to create an employment “pipeline”, whereby workers are educated and the graduates are employed in such a way as to fill the region’s most pressing worker needs.   

4. Definition, continued • This requires an on-going dialogue between the players involved (local government, education, businesses, economic and workforce development), each of whom brings a unique and essential perspective.  As a region improves its workforce skill and capacity, it is better able to attract new businesses and diversify its economy.  This in turn creates more and better jobs, and more choices for workers in the area. As employment prospects improve, a community is more likely to retain its citizens and those citizens in turn contribute to the local economy and tax base.

5. Statistics for the County (2010) Population: 93, 158 Per capita income: $36,342 Bachelor’s degree+: 17.3% Those age 24-44: 25.4% 2010 Graduation rate: 83.1% Workers age 55+: 21.4%

6. The Local Picture • The unemployment rate for the county is 4.5%; Iowa’s rate is 4.9% • The unemployment rate for 16-19 year olds is 28%. For 20-24 year olds it’s 10%. • Many baby boomers (21% of the workforce) will leave the workforce in the next 10 years.

7. Commuting Patterns • About 46,000 workers live in Pottawattamie County. Of these, 18,315 work in Douglas or Sarpy counties in NE. • 8,807 people from Douglas & Sarpy work in Pottawattamie County.

8. Major Sectors/Employers • In addition to strong farm employment, this region’s economy is dominated by three sectors. The majority of the employment is in the health services, retail trade/accommodations and food services sectors. • Top employers in the region include: Tyson Foods; Harveys; Ameristar; Conagra; Alegent Health; Jennie Edmundson; Oakland Foods; Iowa Western Community College; and the City of Council Bluffs

9. Business Survey Results In December of 2012, 150 metro area businesses responded to a workforce needs survey. • 59% named the lack of job-related experience and skills as the biggest problem with job applicants. • “Soft skills” (work ethic, attendance, acceptable behavior, interpersonal skills) was the biggest problem noted with incumbent workers (64%).

10. Survey Results, continued - Lack of digital (computer) literacy was cited as a problem by 19% of employers. This is particularly significant when nearly all job applications must be completed on-line. - 36% of the respondents said they have trouble filling technical jobs, and 26.7% have trouble filling production jobs.

11. Strengthens • Low unemployment rate = availability of jobs in the county • Support and input of regional economic developers • Community interest in and collaboration on workforce issues as demonstrated by the Task Force and the Regional Workforce Investment Board • Businesses who recognize workforce issues and are willing to help address them • Responsive and involved training provider - Iowa Western Community College • Involvement of secondary schools who understand the value of partnering to improve results • Growing alliance with Omaha’s workforce system, Heartland Workforce Solutions

12. Weaknesses • High percentage of job seekers who lack a high school diploma • Many workers lack digital literacy skills • Job seekers lack skills needed for available jobs • Lack of work readiness programs for youth (especially those with challenges), including job shadowing and internship programs. • Difficult for businesses (especially in rural communities) to recruit talent • Tough for businesses to retain skilled employees • Need to do a better job of preparing new Iowans (especially those with limited English) for jobs with local businesses • Workers lack soft skills – good work ethics and behaviors, as well as communication and interpersonal skills • Lower income workers need affordable housing, transportation, and child care • The talent gap in incumbent workers prevents retooling and promotion

13. Opportunities • Collaboration with the Regional Workforce Investment Board may allow for joint planning and grant opportunities. • The community college received funding for the I-AM grant to prepare workers for jobs in advanced manufacturing. • Iowa’s GAP training funds can supplement federal dollars to provide short term skill training. • The Skilled Iowa Initiative lends state support to local efforts to promote the National Career Readiness Certificate (NCRC) usage. • Work with the STEM advisory council to promote tech skills.

14. Threats • The talent deficit could cause businesses to leave the county • Little or no population growth projected • Baby boomers leaving the workforce place additional strain on businesses who struggle to find skilled workers • A large percentage of children in the county are born to single mothers, which has a strong correlation to poverty levels

15. The Ellison Technologies Example One of the goals of the Task Force is to address specific workforce needs businesses face. In the fall of 2012, at a Workforce Development Task Force meeting, Greg Olenick with Ellison Technologies described their difficulty in recruiting qualified employees to work in their robotic technology business. This led to conversations with the CB and Lewis Central School Districts which now have students tour and job shadow at Ellison. IWCC partnered with Ellison to create a Robotics Tech program to prepare students to work in this field. Both efforts will help create a pipeline of qualified workers in the advanced manufacturing field.

16. Strategic Planning • University of Northern Iowa’s Institute for Decision Making is facilitating the planning process. • Planning sessions on March 17, May 15 and June 18 will culminate in a multi-year plan to be unveiled in July/August.

17. Future Plans • When complete, the strategic plan will include goals, objectives and action steps. • Although it’s early in the process, some of the themes that have emerged from the discussions are: • The need for a responsive system to address the skills gap • The need to have leadership and meaningful partnerships with businesses in order to understand their needs

18. Other Themes • Incumbent worker training to address the issue of underemployment • Communication/partnerships with education to integrate the ‘real world’ into the classroom • Better career education for young people including internships • Soft skills training starting in the K-12s • Transportation and housing issues

19. Best Practices There are many exemplary and innovative models around the country that our community can look to when mapping our future strategies. 2 examples are: • STRIVE • National Fund for Workforce Solutions

20. What’s Next? The action steps resulting from the strategic plan will likely require an investment of resources from the primary stakeholders. It is also likely that grant applications will be submitted to appropriate sources to help support the community as we collaborate to strengthen our workforce system.

21. For more information Mark Stanley Executive Director of Economic and Workforce Development Iowa Western Community College (712)325-3375 mstanley@iwcc.edu www.workforcealignment.com