Expanding and relocating companies aren't just looking for sites or properties when considering a new location; they are also thinking, "Are there qualified employees available?", and "Will I be able to afford them?". As the unemployment rate drops, economic development organizations face a new set of challenges. Join Community Systems' CEO Ben Wright and Community Attributes' President & CEO Chris Mefford, for our free webinar, "Leveraging Data to Lead Your Community Out of its Workforce Shortage" and learn how your organization can use data to overcome this challenge.

1. Leveraging Data to Lead
Your Community Out of its
Workforce Shortage
June 29, 2017

2. Introductions
Ben Wright
CEO
Community Systems
benw@communitysys.com
www.twitter.com/communitysys
Chris Mefford
President & CEO
Community Attributes
chris@communityattributes.com
www.communityattributes.com
2
Polo Willman
Account Supervisor
Community Systems
polow@communitysys.com
www.twitter.com/communitysys

3. About Community Systems
• Founded 2013
• 14 employees
• 289+ active customers
InSite for EDOs:
• InSite GIS
• InSite Websites
• InSite Lead IQ
• Digital Economic Development University
3

4. InSite for EDOs
Economic Development Website
Workforce Data and
Analytics Job Boards
Company Identification
Technology
Geographic Information System
4

5. In this session you will learn…
5
• Introductions
• A scenario nearly every community is facing this year
• How do companies get information about your community’s
workforce, and what do they look for?
• How is the Seattle Region using data to fill talent gaps, and
address training needs of businesses?
• Four things you can do in your community to lead through a
workforce shortage
• Q&A

6. Powering Intelligent Location Decisions
Scenario: What do you do when a large
employer expresses concerns about your
community’s workforce challenges

7. Have you had this conversation?
7

8. Powering Intelligent Location Decisions
Learning a little bit more about you

9. Powering Intelligent Location Decisions
How do companies get information
about your community’s workforce, and
what do they look for?

10. Jones Lang LaSalle’s Top 20
Factors in Evaluating Locations
10
Factors 1-10 Factors 11-20
Highway accessibility Tax exemptions
Occupancy or construction costs State and local tax incentives
Available land Expedited or fast track permitting
Available buildings Low union profile
Availability of skilled labor In-bound/out-bound shipping costs
Labor costs Environmental regulations
Right to work state Availability of long term financing
Proximity to major markets Training programs
Energy availability and costs Accessibility to major airport
Corporate tax rate Proximity to college/technical training

11. Demographic and Labor Factors
Make up 7 of the Top 20
11
Factors 1-10 Factors 11-20
Highway accessibility Tax exemptions
Occupancy or construction costs State and local tax incentives
Available land Expedited or fast track permitting
Available buildings Low union profile
Availability of skilled labor In-bound/out-bound shipping costs
Labor costs Environmental regulations
Right to work state Availability of long term financing
Proximity to major markets Training programs
Energy availability and costs Accessibility to major airport
Corporate tax rate Proximity to college/technical training

12. A Community’s Demographic &
Labor Profile should include…
12

13. And should be delivered in the
following channels…
13

14. Powering Intelligent Location Decisions
When you think of Seattle, what do
you think of?

15. Powering Intelligent Location Decisions
How is the Seattle Region using data
to fill talent gaps, and address
training needs of businesses?

17. About Community Attributes
• Founded 2005
• 22 employees
• Data analysis for strategic
decision-making
• Delivered through
− reports
− facilitation
− presentations
− interactive web sites
17
Regional
Economics
Land Use
Economics
Community &
Economic
Development
Market
Research
Data Analysis,
Business
Intelligence,
Evaluation
Information
Design

18. Data Driven

19. Challenges in the Seattle-King County
Talent Pipeline
19

20. What we have done to inform choices that
employers, WIBS, and Higher Education community
are making
20

21. Use Cases
21

22. Sectors of Interest
22

23. Talent Pipeline Model
23
DEMAND ANALYSIS SUPPLY ANALYSIS
• Projected Annual
Average Openings
(2018-2023)
• Continued
Unemployment
Claimants by Occupation
• Graduates by Program
TALENT
PIPELINE
CLUSTER
DEFINITION
SUPPLY DEMAND SURPLUS
(SHORTAGE)

24. Part 1: Connecting Training
Offerings to Occupations
24
Airframe Mechanics and Aircraft
Maintenance
Technology/Technician
(CIP 47.0607)
Aircraft Power plant
Technology/Technician
(CIP 47.0608)
Avionics Maintenance
Technology/Technician
(CIP 47.0609)
Aircraft Structure, Surfaces,
Rigging, and Systems Assemblers
(SOC 51-2011)
Aircraft Mechanics and Service
Technicians
(SOC 49-3011)
Avionics Technicians
(SOC 49-2091)
Program Occupation
> The relationship between educational programs and occupations is a complex
many-to-many relationship
> Graduates from most programs are qualified for more than one occupation

25. Part 2: Connecting Occupations
to Industries
25

26. 26
Occupation Employment CAGR Annual Demand and Supply, 2018-2023
Ranked by Annual Openings (2018-2023) 2013 2023 2013-2023 Scale: 0-150 annual openings in sector Gap
1 Computer systems analysts 11,311 15,459 3.2% (113)
2 Industrial engineers 3,175 3,289 0.4% (67)
3 Aerospace engineers 2,942 2,899 -0.1% 61
4 Computer network architects 2,611 3,027 1.5% 25
5 Budget analysts 1,162 1,247 0.7% 20
6 Mechanical engineers 2,472 2,846 1.4% (19)
15
34
57
37
62
38
126
65
10
77
22
135
0 50 100 150
Supply
Demand
Supply
Demand
Supply
Demand
Supply
Demand
Supply
Demand
Supply
Demand
Bachelor’s Degree
> Among occupations requiring a bachelors degree, computer systems analysts have
the highest projected demand, the highest projected growth rate, and represent 13%
of total aerospace occupational demand
Part 3: Identifying talent gaps and
surpluses now and in the future

27. Part 4: Using the model to facilitate
real conversations about talent
27 http://www.seakingwdc.org/talent-pipeline-app/

28. Powering Intelligent Location Decisions
Four Things You Can Do in Your
Community to Lead Through a
Workforce Shortage

29. 1. Admit that the problem is real
and be transparent about it
29
Occupation Employment CAGR Annual Demand and Supply, 2018-2023
Ranked by Annual Openings (2018-2023) 2013 2023 2013-2023 Scale: 0-150 annual openings in sector Gap
1 Computer systems analysts 11,311 15,459 3.2% (113)
2 Industrial engineers 3,175 3,289 0.4% (67)
3 Aerospace engineers 2,942 2,899 -0.1% 61
4 Computer network architects 2,611 3,027 1.5% 25
5 Budget analysts 1,162 1,247 0.7% 20
6 Mechanical engineers 2,472 2,846 1.4% (19)

30. 2. Convene the right decision makers
who shape your community’s talent
30

31. 3. Commit to a process of discovery,
debate, and problem solving
31
Community workforce strategies are not solved in a
day, a meeting, or even a year. Stick with it!

32. 4. Commit to act, improve, and
influence your community’s future
32

33. What to expect from Community
Systems and Community Attributes
33

34. Interested in learning more about how to
support your workforce initiatives?
34

35. Powering Intelligent Location Decisions
What have you heard today that you
will act on?

36. Thank You!
benw@communitysys.com
www.communitysys.com
36
polow@communitysys.com