Collaborating to Support Regional Workforce Development

THE GREATER FARGO–MOORHEAD

COMPREHENSIVE REGIONAL WORKFORCE STUDY

Tom Stellman • Caroline Alexander June 2015TIP Strategies, Inc.

Introduction

National Trends

Project Overview

Key Findings

Strategies & Recommendations

AGENDA

INTRODUCTION

1

THEORY INTO PRACTICE

we design strategies that will support

your community’s

vision for the future

SERVICES

STRATEGIC

PLANNING

ECONOMIC

ANALYSIS

WORKFORCE

ASSESSMENT

We have 19 years of experience

in over 177 unique communities,

across 36 states

& 4 countries.

Irving, TX – Economic Development Strategy

Minneapolis-St. Paul, MN – Core City Action Strategy

Asheville, NC – Economic Development Strategy

August, GA – Regional Workforce Study & Strategy

Montgomery County, MD – Economic Development Strategy

Newport, RI – Economic Development Strategy

Abilene, TX – Economic Development Strategy

Massachusetts Development Authority – Defense Industry Diversification Strategy

Washington Military Alliance - Defense Industry Diversification Strategy

Delta Regional Authority – Regional Development Strategy

CURRENT PROJECTS

OUR FRAMEWORK

Talent

Innovation Place

TRENDS

2

93

94

95

96

97

98

99

100

1 6 11 16 21 26 31 36 41 46 51 56 61 66 71 76 81

Number of months until all jobs "regained"

1980 1974-1976

1981-1983

1990-1993 2001-20052007-2014

(May 2014 = 100.1)

78 months

RECESSIONS COMPARED

Sources: U.S. Bureau of Labor Statistics, Current Employment Statistics (total nonfarm employment, seasonally adjusted); NBER (recession dates); New York Times (format)

RECESSIONARY EMPLOYMENT TRENDS

PEAK EMPLOYMENT = 100

Cumulative Change in Employment Since the Beginning of the Great Recession

GEOGRAPHY OF RECOVERY

http://axismaps.github.io/geography-of-jobs/

http://axismaps.github.io/geography-of-jobs/

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

1965

1970

1975

1980

1985

1990

1995

2000

2005

2010

2015

Manufacturing

Trade, Transport, & Utilities

Government (all branches, incl. public education)

Prof. & Business Services

Educ. & Health Services (privately owned)

Financial Activities

Leisure & Hospitality

SHARE OF EMPLOYMENT BY INDUSTRY

Source: U.S. Bureau of Labor Statistics

TOTAL US NONFARM EMPLOYMENT SELECTED SECTORS

SECTOR’S SHARE OF TOTAL EMPLOYMENT, 1965 TO PRESENT (MARCH 2015, PRELIM.)

US OIL & GAS EMPLOYMENT

Sources: EMSI Complete Employment 2014.3

TOTAL EMPLOYMENT IN US OIL & GAS INDUSTRY, 2001-2014Employment in top 5 states and remainder of US

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Texas Oklahoma Louisiana North Dakota Colorado Remainder of US

CRUDE OIL PRICES

Sources: US Energy Information Administration

CRUDE OIL PRICES IN DOLLARS PER BARREL

40

50

60

70

80

90

100

110

120

Jan 02, 2014 Apr 02, 2014 Jul 02, 2014 Oct 02, 2014 Jan 02, 2015

Top 10 Hard-to-Fill Jobs:

Skilled trades

Restaurant & hotel staff

Sales representatives

Teachers

Drivers

Accounting & finance staff

Laborers

IT staff

Engineers

Nurses

Source: ManpowerGroup's 2014 Talent Shortage Survey

US EMPLOYERS

SKILLS GAP

Source: ManpowerGroup – 2013 Talent Shortage Survey Research Results.

REASONS WHY US EMPLOYERS ARE HAVING DIFFICULTY FILLING JOBS

14%

16%

18%

24%

27%

32%

33%

48%

Professionalism

Qualifications/certifications - professional

Qualifications/certifications - skilled trades

Lack of experience

Looking for more pay than is offered

Lack of available applicants/no applicants

Lack of workplace competencies (soft skills)

Lack of technical competencies (hard skills)

Manufacturing

Skills Gap?

DEMOGRAPHICS

AUTOMATIONPOLICIES

TRAINING

WAGESSCREENING

IMAGE

EDUCATION CULTURE

PROJECT OVERVIEW

3

…to address a growing workforce gap between

available positions and qualified workers

…to enhance the region’s

economic development competitiveness

WHY THIS PROJECT?

SECTORS

KEY CLUSTERS

MANUFACTURING

INFORMATION TECHNOLOGY

HEALTHCARE

KEY FINDINGS

4

11-COUNTY LABORSHED

Source: Bureau of Labor Statistics, TIP Strategies

Geography

Civilian labor

force Employed Unemployed

Unemployment

ra te

US 156,297,000 147,666,000 8,630,000 5.5

North Dakota 414,274 404,517 9,757 2.4

Minnesota 2,989,326 2,894,122 95,204 3.2

Fargo, N D-M N M SA 124,586 121 ,844 2 ,742 2 .2

11-County Laborshed 243,882 237,711 6,171 2.5

30,000+ JOB OPENINGS, 2014-19

Source: EMSI 2014.3 Class of Worker (QCEW Employees, Non-QCEW Employees & Self-Employed)

TOTAL OPENINGS , 2014-2019

BY SKILL LEVEL

4,392

4,318

2,658

9,508

6,412

3,346

Low

Middle

High

New Jobs Replacement Jobs

FILLING THE JOBS

Source: US Bureau of Labor Statistics, Local Area Unemployment Statistics (state and county labor market data

AVERAGE ANNUAL UNEMPLOYMENT RATES

0.0

2.0

4.0

6.0

8.0

10.0

12.0

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

11

20

12

20

13

US

Midwest region

North Dakota

Minnesota

Fargo MSA

11-county laborshed

FILLING THE JOBS - CONTINUED

Source: Rough estimates calculated by TIP Strategies using 2009-2013 American Community Survey 5-Year Estimates (DP-03)

LABOR FORCE PARTICIPATION RATES

63.8%69.5%70.2%

75.0%

76.2%72.0%

70.6%70.1%

68.0%67.6%67.4%66.7%

65.8%64.9%

63.8%63.1%

United StatesNorth Dakota

Minnesota

Fargo, ND-MN MSA

Cass County, NDClay County, MN

11-County Laborshed (combined)Grand Forks County, ND

Steele County, NDWilkin County, MN

Richland County, NDStutsman County, ND

Traill County, NDBarnes County, ND

Becker County, MNOtter Tail County, MN

FILLING THE JOBS - CONTINUED

Source: US Census Bureau, Population Estimates Program

POPULATION

0

50,000

100,000

150,000

200,000

250,000

19

70

19

75

19

80

19

85

19

90

19

95

20

00

20

05

20

10

Cass County, ND Clay County, MN

WHAT IF?

Reduced unemployment to 2.0?

Increased labor force participation rate to 76?

Grew labor force by 2% annually?

(historically, in-migration only +500 people)

+250 workers

+1,661 workers

+2,500 workers

REGIONAL CENTER

Source: LEHD

25,23485,712

Live and work

in Fargo MSA

11,398

Commute to jobs

in Fargo MSA from outside

Live in Fargo MSA

and commute to jobs

outside

Of the 110,946 workers that held jobs

in the Fargo MSA in 2011, slightly less

than one-quarter (23 percent) lived

outside the MSA.

Of the 97,110 Fargo residents

employed in 2011, about one in nine

(12 percent) commuted to jobs

outside the MSA.

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WAGE COMPARISON

Source: EMSI 2014.3 Class of Worker (QCEW Employees, Non-QCEW Employees & Self-Employed)

MEDIAN HOURLY WAGE RATES BY MAJOR OCCUPATIONAL GROUP

FARGO MSA WAGES PRESENTED IN THE CONTEXT OF US WAGE RANGE

HIGH-DEMAND OCCUPATIONS

Source: QCEW Employees, Non-QCEW Employees & Self-Employed - EMSI 2013.4 Class of Worker

TOTAL OPENINGS , 2014-19

BY CAREER CLUSTER AND SKILL LEVEL

Career Cluster Annual Openings

Hospitality & Tourism 821

Business Management & Administration 764

Marketing 674

Health Science 509

Transportation, Distribution & Logistics 431

Finance 374

Manufacturing 363

Architecture & Construction 355

Human Services 335

Education & Training 316

Information Technology 132

Agriculture, Food & Natural Resources 107

Law, Public Safety, Corrections & Security 56

Science, Technology, Engineering & Mathematics 50

Government & Public Adminstration 33

Arts, Audio/Video Technology & Communications 25

Low Middle High

TOP 25 FIELDS OF STUDY

Source: National Center for Education Statistics, Integrated Postsecondary Education Data System (IPEDS) surveys.

571

496

466

309

308

253

249

230

200

191

160

127

125

122

121

117

115

109

108

102

100

99

98

97

95

Registered Nursing/Registered Nurse (51.3801)

Business Admin. and Mgmt. General (52.0201)

Liberal Arts and Sciences/Liberal Studies (24.0101)

Elementary Education and Teaching (13.1202)

Psychology, General (42.0101)

Biology/Biological Sciences, General (26.0101)

Accounting (52.0301)

Criminal Justice/Safety Studies (43.0104)

Licensed Practical/Vocational Nurse (51.3901)

Social Work (44.0701)

Mechanical Engineering (14.1901)

English Language and Literature, General (23.0101)

Civil Engineering, General (14.0801)

Clinical Lab./Medical Tech. (51.1005)

Marketing/Marketing Mgmt. General (52.1401)

Communication, General (9.01)

Human Dev. and Family Studies, General (19.0701)

Electrical and Electronics Engineering (14.1001)

Construction Management (52.2001)

Art/Art Studies, General (50.0701)

Computer Science (11.0701)

Special Education and Teaching, General (13.1001)

Kinesiology and Exercise Science (31.0505)

Multi-/Interdisciplinary Studies, Other (30.9999)

Airline Pilot and Flight Crew (49.0102)

Award of <1 academic year

Award of at least 1 but <2 yrs.

Associate's degree*

Bachelor's degree

Advanced degree**

#2STRATEGIES & RECOMMENDATIONS

5

VISION: The Greater Fargo-Moorhead region is an

economically diverse employment center

with a strong pipeline of talent to support

current and future employers.

GOAL:To strengthen the regional workforce

system to support regional employers and

to address the gap between available

positions and qualified workers.

STRATEGIC FRAMEWORK

CULTIVATE: Strengthen the

pipeline of local talent to

support employers in the region.

ATTRACT:Enhance and

coordinate efforts to bring new talent to

the region.

BUILD: Develop a framework for financial

self-sufficiency and upward mobility for

workers in low-wage and

basic-skill jobs.

INNOVATE:Encourage the development of innovative solutions to address the

region’s workforce-

related challenges.

Retain more high school and college graduates

Work with employers to improve talent retention rates

Encourage more of the existing population to enter the

workforce

Improve the alignment of student career choices, training

resources, and industry needs

1. CULTIVATE

COMMUNITY 101 FOR COLLEGE STUDENTS

Part of student orientation

Highlights community and

region’s key assets

Provides information on

how/where to find activities

Encourages students to

establish roots

Image credit: Graduation by Andrew Schwegler via Flickr (CC BY-SA 2.0)

EMBRACE THE COLD!

Community-wide winter

carnival that draws visitors

Target internal and external

perceptions of the cold

Image credit: Adventure Magazine

Launch a campaign to build awareness of the opportunities in

Fargo.

Support employers with recruitment tools that many can access

and use.

2. ATTRACT

FRIENDS & FAMILY CAMPAIGN

Leverage extensive alumni

network

Engage community alumni with

intent to bring them home

Push information out about

community initiatives, job

opportunities, and alumni events

Hold events where high

concentration of alumni

Hold an annual event–a

“homecoming”–in Fargo

Create a more formal collaborative of nonprofits working with

low-income clients around income stability.

Increase access to and the supply of affordable housing.

Increase the number of childcare spots available for low-

income, working families.

Improve access to public transportation for low-income families.

3. BUILD

NON-PROFIT COLLABORATIVE

Align programs around a

common set of goals to

achieve financial stability &

self-sufficiency

Strengthen connections with

workforce training and

employers through partnerships

Share information, best

practices, and resources to

improve service deliveryTHRIVE

Foster the development and adoption of technology-based

solutions to meet the demand for low-wage jobs.

Engage local social entrepreneurs in resolving transportation,

housing, and childcare challenges.

4. INNOVATE

SOCIAL INNOVATION CHALLENGE

Transportation, childcare, affordable housing are common barriers

to employment

Organize a competition of multi-disciplinary teams to design

solutions to the problems

Image credit: Emerging Prairie

QUESTIONS

?

2905 San Gabriel St, Suite 205Austin, TX 78705

512.343.9113

www.tipstrategies.com

Image Credits :Austin_Texas by Ed Schipul via Flickr (CC BY-SA 20)


Thank You Our Board Leadership


Steering Committee

Tim Beaton

Executive Director

Craig Whitney

President/CEO Jim Gartin

President

Sherri Thomsen

PresidentCharley Johnson

President/CEO


Thank You to Our Investors

• Dave Anderson, Sanford Health

• David Berg, American Crystal Sugar Company

• Anne Blackhurst, Minnesota State University Moorhead

• Dean Bresciani, North Dakota State University

• Jim Brownlee, City of West Fargo

• Donn Diederich, Industrial Builders, Inc

• Randy Johnson, Meinecke-Johnson Company

• Perry Lubbers, Trail King Industries, Inc.

• Bill Marcil, Forum Communications Company

• Matt Maslowski, Moorhead Economic Development Authority

• Tammy Miller, Border States Electric

• John Richman, North Dakota State College of Science

• Tim Sayler, Essentia Health

• Wendy Simek, O'Day Equipment, LLC

• Dave Stende, Eide Bailly LLP

• Pat Traynor, Dakota Medical Foundation


Thank You to Our Investors


Craig WhitneyPresident & CEO

The Chamber


Strategy:

CULTIVATE

Strengthen the pipeline of local talent to support employers in the region.


CULTIVATE

Strengthen the pipeline of local talent to

support employers in the region.

Strategies:

• Retain more graduates from regional high schools

• Work with employers to retain talent in the region.

• Encourage existing population to enter the workforce.


Charley JohnsonPresident & CEO

FM Convention & Visitor’s Bureau


Strategy:

ATTRACT

Enhance and coordinate effortsto bring new talent to the region.


ATTRACT

Enhance and coordinate efforts

to bring new talent to the region.

Strategies:

• Launch a campaign to build awareness

of the opportunities in Fargo.

• Support employers with recruitment tools

that many can access and use.


Sher ThomsenPresident

United Way of Cass-Clay


Strategy:

BUILDDevelop a framework for financial

independence and upward mobility for workers in low-wage and basic-skill jobs


BUILD

Develop a framework for financial self-sufficiency

and upward mobility for workers in basic-skill jobs.

Strategies:

• Create more formal collaborative of nonprofits working

with low-income clients around income stability.

• Increase affordable housing.

• Increase childcare available for low-income, working families.

• Improve access to public transportation for low-income families.


Tim BeatonExecutive Director

FM Area Foundation


Strategy:

INNOVATE

Encourage the development of innovative solutions to address the

region’s workforce-related challenges.


INNOVATE

Encourage the development of innovative solutions to

address the region’s workforce-related challenges.

Strategies:

• Foster the development and adoption of technology-

based solutions to meet the demand for low-wage jobs.

• Engage local social entrepreneurs in resolving

transportation, housing, and childcare challenges.

.


Jim GartinPresident

GFM Economic Development Corporation


CULTIVATE

ATTRACT

BUILD

INNOVATE

Regional Workforce Strategy Summary


Steering Committee

Tim Beaton

Executive Director

Craig Whitney

President/CEO Jim Gartin

President

Sherri Thomsen

PresidentCharley Johnson

President/CEO


Q & A Discussion

REGIONAL WORKFORCE STUDYGREATER FARGO/MOORHEAD REGION

Collaborating to Support Regional Workforce Development · Social Work (44.0701) Mechanical...

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