talent: the future of st. louis metro in the knowledge...

Talent: The Future of

Metro St. Louis in the

Knowledge Economy

2 | Talent: The Future of Metro St. Louis in the Knowledge Economy

Contents

Preface ...................................................................................................................................................................................3

1. Today’s Challenges: St. Louis and the Great Recession ....................................................................................... 4

2. Regional Collaboration: A New Approach for a New Economy .................................................................... 10

3. Talent Development, Job Creation, and Economic Growth: A Virtuous Circle for the Future ................ 12

4. The St. Louis Metro Economy ............................................................................................................................... 18

5. Opportunity: Financial and Information Services ............................................................................................ 28

6. Opportunity: Sustainable Technologies ............................................................................................................... 42

7. Opportunity: Health Science and Services ......................................................................................................... 53

8. The Forces of Continuous Change ....................................................................................................................... 69

9. A New Regional Framework for Talent Development ..................................................................................... 76

10. Leveraging Resources: The Importance of Partnerships ................................................................................100

11. Recommendations .................................................................................................................................................106

Supplemental reports published under separate cover:

St. Louis Regional Chamber & Growth Association

June 2011

The views and opinions expressed in this report are those of the author and do not necessarily represent the views and opinions of the funders or partners.

Talent: The Future of Metro St. Louis in the Knowledge Economy

CHAPTER 1

RCGA | 3

Talented people are capable of many things. They:

Preface

Have developed their “natural ability to do something well” (The Dictionary)

Demonstrate the knowledge, skills, and abilities to perform jobs in demand in today’s economy (O*Net)

Exhibit a “recurring pattern of thought, feeling, or behavior that can be productively applied” in the workplace (Gallup Management Journal)

Are “a good fit” with the culture of the organization or situation in which they work (St. Louis area employers)

Can think creatively (The Economist)

Have a continuing “hunger for learning” (Malcolm Gladwell).

Without talent, the St. Louis metro economy cannot thrive in the competitive global marketplace of which we are a part.


Impacts of the 2007-2009 Recession

reverberated throughout the economy. Many St. Louis area companies quickly evaluated risk and sought to avoid the worst by modifying business plans, changing product lines, reducing labor costs, reorganizing, merging, or—when all else failed—closing their doors. Even the strongest firms battened down the hatches in the face of a global economic storm.

employment peak) and the first quarter of 2010 (its trough), the area lost 78,400 jobs—5.7 percent of its total employment base.1 Although no data base is available to document the origin of all workforce reductions during the Recession, the St. Louis Regional Chamber and Growth Association assembled as much information

layoffs that took place between 2007 and 2009. Five industry sectors accounted for 80 percent of the layoffs: manufacturing (47 percent); financial services (11 percent); pharmaceutical / medical (8 percent); transportation / distribution (7 percent); personal services (7 percent). Among the St. Louis area employers shedding 250 or more workers each were DaimlerChrysler,

job market involuntarily in small groups—two or five or 20 at a time, many without the formalized

The Recession technically at an end, many St. Louis area companies continued to trim employment in response to economic restructuring in 2010 and the first quarter of 2011, although at a slower pace. Government agencies, experiencing the delayed impact of reduced tax revenues, announced significant reductions in force.

The Emerging Recovery

during the Great Recession, recovery has been comparatively sluggish. Among the nation’s 100 largest metro areas, St. Louis ranked 35th in percentage of job loss from peak to low point, but 55th in the rate of recovery between the trough and the fourth quarter of 2010.2

7,000 between April 2010 and April 2011, and the number of unemployed individuals decreased by 15,240. Despite such positive news, the unemployment rate remained high at the end of April 2011: 8.5 percent of the metro labor force, or 122,977 people, were unemployed.3

Today’s Challenges: St. Louis and the Great Recession1

RCGA | 5

CHAPTER 1

Early in 2011, IHS Global Insight predicted that the St. Louis metro area will turn the corner from jobs decline to recovery later in the year. They forecast that after losing 4.1 percent of its jobs in 2009 and another .4 percent in 2010, the St. Louis MSA will see employment growth of 1.4 percent in 2011, 2.1 percent in 2012, 2.0 percent in 2013, and 1.9 percent in 2014. This represents an overall increase

peak in the third quarter of 2013.4 Government and private economic reports being released as this document goes to press suggest that St. Louis should take all forecasts under advisement, but know that uncertainty is the most certain aspect of what lies ahead. The first half of 2011 had many ups and downs, with global events, fiscal

continuing to shake companies and the people who comprise the region’s workforce.

Hiring in the St. Louis MarketHelp Wanted Analytics documented 74,928

job postings by firms located in the St. Louis metro area in the 120 days between November 2010 and February 2011.5 Of this total, 79 percent were listed by firms in the metro area’s center—St. Louis City and County. Other core counties of Franklin, Jefferson, St. Charles in Missouri and Madison and St. Clair in Illinois all posted more than 1,000 job openings during that time period. Almost half (46 percent) of the total job postings were in computer and mathematical, sales, and healthcare fields. The table describes the distribution by major occupational category.

0 1 2 3 4 5 6 7 8 9 10 11 12

106

105

104

103

102

101

100

99

98

97

96

95

94Jobs

(100

= in

itial

qua

rter

of e

ach

natio

nal r

eces

sion)

Number of quarters since the start of each national recessionDots indicate end dates of each national recession

1981

1990

2001

2007

Quarterly Employment in Four Recessions and RecoveriesSt. Louis MSA


Total

2,144

1,224

770

266

153

88

19

11

8

4

74,928

Occupation

Transportation and Material Moving

Life, Physical, and Social Science

Installation, Maintenance, and Repair

Healthcare Support

Production

Education, Training, and Library

Arts, Design, Entertain., Sports, Media

Community and Social Services

Construction and Extraction

Personal Care and Services

Total Postings for All Categories

Total

14,711

10,779

9,243

8,075

7,910

7,593

5,113

2,348

2,320

2,149

Occupation

Computer & Mathematical

Sales & Related Occupations

Healthcare Practitioners & Technical

Other

Office & Administrative Support

Management Occupations

Business & Financial Operations

Miscellaneous

Architecture & Engineering

Food Preparation & Serving Related

Total Job Postings by CategorySt. Louis MSA, Nov. 2010 – Feb. 2011

Despite an abundance of applicants for every opening, businesses in the St. Louis area report problems in finding the right people with the right skills. The talent mismatch is not confined to this

“62 percent of companies that planned to conduct hiring in 2010 were asked if their new jobs would require different skill sets. Among those who responded ‘yes,’ a combined 39 percent said that they expected to encounter some degree of difficulty in finding qualified individuals for these new positions.”6

Population DynamicsSlow population growth makes the task of meeting the shifting demand for talent even more difficult. It holds the St. Louis metro economy back by limiting the size of the talent pool and the mix of new perspectives and insights that can spark innovation in today’s competitive environment. The population of the St. Louis metro area increased by only 4.2 percent between 2000 and 2010—less than half the 9.7 percent rate of increase of the nation as a whole. This increase may be entirely due to natural factors such as an excess of births over deaths. Migration flows are not strong into the St. Louis area region, as evidenced by 2008 data in the chart on the next page, which originated with the IRS and was compiled by Moody’s, an information service to the global business and economic development community. Moody’s notes that “in the long term, weak migration trends will be the primary hindrance, ensuring that STL’s economy grows more slowly than the nation’s.” 7

puts pressure on existing businesses and the education and workforce and development system to

global standards.

RCGA | 7

CHAPTER 1

Number

2,055

1,539

900

837

836

791

756

652

625

600

49,183

58,774-1,772

Largest Out-Migration Markets

Chicago, IL

Kansas City, MO

Columbia, MO

Atlanta, GA

Dallas, TX

Phoenix, AZ

Houston, TX

Springfield, IL

Washington, DC

Los Angeles, CA

All other Markets

Total Out-migrationNet Migration

Number

1,926

1,323

950

598

574

554

501

479

478

49,619

57,002

Largest In-Migration Markets

Chicago, IL

Kansas City, MO

Columbia, MO

Springfield, IL

Phoenix, AZ

Dallas, TX

Los Angeles, CA

Jefferson City, MO

Cape Girardeau, MO

All other Markets

Total In-migration

Regional MigrationSt. Louis MSA 2008

Perspectives of Human Resource ProfessionalsSt. Louis area human resource professionals who are on the front lines of both talent acquisition and layoffs are moderately optimistic about where the market stands today. In the spring of 2011, the St. Louis RCGA conducted a survey of HR professionals from throughout the St. Louis area, in cooperation with the Human Resource Management Association (HRMA).8 One survey question

(26 percent) said they believe the economy is “improving,” and 54 percent said it is “slowly improving.” Another 18.5 percent rated the economy as weak. Only 1.8 percent classified it as strong. The HR professionals responding to the survey said their companies used several internal talent management measures in response to economic shifts and uncertainties. The most frequently mentioned were to:

The first two on this list are consistent with the most popular responses to a similar survey of HR professionals nationwide, conducted by the Society for Human Resources Management (SHRM) earlier in 2011.9

Perspectives of Displaced Workers

conditions. To gather their perspectives, the RCGA conducted an online survey of displaced professionals during April 2011.10 All 397 respondents to this survey had been laid off at some point


Less than half (43 percent) of the respondents agreed that the region’s economic outlook is better now than it was one year ago. The percentages varied between those who had gone back to work and

that the economy had improved, compared to 38 percent of those still trying to find new work. The 236 individuals who provided information about the length of time they had been looking for work described a wide range of experiences. Almost 32 percent said that they found work within six months, but another 34 percent looked for more than one year. One of every ten (10.6 percent) indicated that they have been in and out of several jobs during the past three years.

The Future: Strengths, Weaknesses, Opportunities, and Threats

Recession, the sluggish and uncertain recovery, the complex global environment, and slow population growth in St. Louis all represent significant external threats and internal weaknesses for the future.

not been for the region to throw up our collective hands in resignation; rather it has been to chart a new path forward to ensure that the St. Louis metro economy has the talent it needs to fuel a better future—building on the internal strengths and external opportunities we have identified. The rest of this report presents the research, the players, the process, and the learnings that carved that path. Section 2 identifies the business leaders and the many public and private sector partners that formed the core leadership of this planning process. They are among our most important strengths.

talent strategy and how we sought to connect it to the Greater St. Louis Economic Development Plan

the partners, building on key strengths and overcoming the weakness of previously fragmented

Section 3 articulates the vision of a more economically competitive region, names our key competitors in the national marketplace of talent and jobs, and provides baseline numbers for the

of economic vitality’ as a symbol of the inextricable relationship between talent development, job creation, and economic growth and point to the importance of coordinated plans as a foundation for collaboration. Section 4 defines the St. Louis metro economy in terms of population, workforce, employment, and business trends. The three sections that follow provide similar detail about the economic opportunity clusters targeted under this plan: Financial and Information Services (Section 5), Sustainable Technologies (Section 6), and Health Science and Services (Section 7). In these sections,

the fact that our greatest strengths can, in fact, become weaknesses if we do not pay careful attention to the transformation underway inside and external to them.

RCGA | 9

CHAPTER 1

Section 8 identifies 11 macro forces of continuing change that will shape and reshape workforce demand in the near future. These forces are altering the work that we do, who does it, where and how it gets done. They also are driving significant change within the higher education system that prepares

threats to future competitiveness. Section 9 brings together much of what the partners have learned in this planning process and presents an original framework for coordinated talent development. This framework is at the heart of the strategy. It describes the three elements of a great workforce and provides informational tools with which to advance them. It provides a shared reference for business, education, economic development,

Section 10 acknowledges the impact that the economic downturn has had on resources available to support talent development and points to the importance of leveraging existing programs in the

recommendations to advance economic vitality in metro St. Louis’s future. Readers who would like to know more are referred to a series of supplemental reports that have been published as separate documents. They are listed on the Contents page.

______________

1. IHS Global Insight, Inc. Summary of U.S. Metro Unemployment / Employment Forecasts.

Population Survey.” Note that April 2011 rates are preliminary. www.bls.gov/data/#unemployment.

4. IHS Global Insight, Inc. Summary of U.S. Metro Unemployment / Employment Forecasts.

Help Wanted Analytics, accessed by the Missouri Economic Research and Information Center (MERIC), February 24, 2011.

www.shrm.org

Survey of St. Louis Area HR Professionals.” This survey is described in more detail in Section 9, A New Regional Framework for Talent Development, and is available as a supplemental report.

9. Society for Human Resource Management. 2011 Workplace Forecast: The Top Workplace Trends According to HR Professionals. www.shrm.org

10. St. Louis Regional Chamber and Growth Association. “Perspectives of St. Louis Area Professionals Changing Careers in a Turbulent Economy.” May 2011. Available as a supplemental report.


A Broad Regional CollaborationAlmost 300 individuals have been engaged in the development of the metro St. Louis talent strategy. This broad regional collaboration brought diverse interests together and created new organizational linkages within the community.

In addition to those represented in the pie chart, 169 human resource professionals and 397 individuals who lost their jobs during the Great Recession participated in surveys that informed our research.

and interviews throughout the 12 months of strategy development. These events enabled us to discuss data findings and to test and refine elements

of the strategy as it was being developed.

Business Leadership

Council, convened by the St. Louis Regional Chamber and Growth Association and administered out of its Department of Economic Development. Members of the Talent Council are senior human

resource, technology, and administrative leaders of corporations

Lindgren, Vice President of Human Resources at Ameren, and Pat

The adopted purpose of the Council is compatible with a broad and inclusive approach to talent development: “Serving at the direction of the St. Louis RCGA and working with employers, educators, civic groups, government agencies, job seekers and students, we will advocate talent as an advantage in the retention, attraction, and development of business in the St. Louis region; identify and communicate actions and opportunities fostering that advantage; and

The Talent Council met monthly throughout the planning period. In addition, members of the Council met in special sessions with leaders of the workforce development system, chancellors of area

Regional Collaboration: A New Approach for a New Economy2

27%Business

21%Public Sector

17%Post-Secondary

Education

24%DisplacedWorkers

11%Non-Profit

Sector

Participants in Talent Strategy DevelopmentTotal, 269

CHAPTER 2

RCGA | 11

Public Sector LeadershipMembers of the Talent Council, senior staff at the RCGA, and project consultants conferred with

County Partners.

implemented an innovative program for displaced workers, with special outreach to individuals transitioning into work in the targeted economic clusters of this plan: information technology, finance,

time experiences with education, training, and job search in the region. The Network of CollaborationThe diagram illustrates the network of leaders, colleagues, and innovators engaged in the development of the St. Louis regional talent strategy.

Regional Collaboration: Partners in Talent Strategy Development

Funding PartnersLinked Thru Membership

Core Leadership

Convenes/Operates

Missouri Division ofWorkforce Development

Programs

Missouri Departmentof Economic Development

Economic DevelopmentPrograms

RCGA Board

Colleges &Universities

RCGA TalentCouncil

Human ResourceManagement

Association (HRMA)

Human ResourcePlanning Society

(HRPS)

Greater St. LouisEconomic

DevelopmentNetwork

Initiativefor CreativeComebacks

Innovate St. Louis

Gateway toInnovation

Society for InformationManagement (SIM)

Chief LocallyElected Officials

(CLEOs)

BounceBack CommunityColleges

Workforce InvestmentBoards (WIBs) /Career Centers

Graduate!St. Louis

Public SectorEducationInnovation PartnersBusiness


Talent Development, Job Creation, and Economic Growth:

A Vision and a Virtuous Circle for the Future

A Vision for the Future It should not be surprising that metro St. Louis envisions its future in terms of its ranking in the national marketplace. Civic leaders who have been around a while speak longingly of the day when the

Today, people, jobs, products, money, and sports teams are far more mobile that they once were, and metro areas compete for all of them. In 2010, business and economic development leaders articulated a new vision for St. Louis, based on modern superlatives: “By the year 2020, Greater St. Louis will be consistently ranked among the top 10 of the 20 largest metropolitan areas in indicators of regional vitality, economic health, and the creation of community wealth.” Realizing that the region cannot get to the new vision by means of the traditional path, area

driven, and closely aligned with 21st Century economic development and job creation goals.

The Virtuous Circle as a Unifying Concept

growth, and talent development, as expressed in the virtuous circle below. This circle serves as the unifying concept for the strategy unfolding in this document. It

anchors our work in the understanding that St. Louis will not be able to compete for its share of jobs in the dynamic global marketplace nor will it be able to create the wealth

needed to support business growth and quality of life without a skilled and competent workforce.

Coordinated PlansAt the center of the virtuous circle, we have positioned the coordinated plans that will support ongoing coordination of efforts and achievement of shared goals. The talent strategy for metro St. Louis described in this report is one

of those plans. Through the collaborative process described in Section 2, this talent strategy is linked with two important economic development plans: the

1 and the State of Missouri’s Strategic Initiative for Economic Growth.2

their agendas:

Greater St. Louis: “Priority 4 – Address Regional Talent as a Strategic Imperative”

State of Missouri: “Strategy 1 – Missouri will attract, retain, and develop a workforce with the education and skills to succeed in a 21st Century economy.”

Adapted from a design by Trevor Parscal via Wikimedia Commons

CoordinatedPlans

DevelopmentTalent

EconomicGrowth

Job

Crea

tion

The Virtuous Circle of Future Vitality

3

RCGA | 13

CHAPTER 3

Targeted Economic Sectors

Specific cluster targets for the St. Louis metro area and the State of Missouri were identified through parallel research efforts, both supported by Market Street Services, a consulting firm based in Atlanta.

capacity and expertise as building blocks for success. The Missouri counties of the St. Louis MSA account for 40 percent of the private sector jobs in the state. It is therefore reasonable to expect considerable overlap in the sectors targeted under both the regional and the state plans. Acting on the concept of the virtuous circle, business leaders on the RCGA’s Talent Council selected a subset of these sectors for the talent strategy. The chart identifies and compares the economic clusters of the three plans.

Targeted Economic Clusters for Coordinated PlansMetrics

metrics to guide the talent strategy. The metrics and the baseline measurements for each are provided in the charts that follow.

St. LouisMetro Talent

Strategy

State of MissouriStrategicInitiative

SectorGreater St. Louis

EconomicDevelopment

Financial and Information Services Services Information TechnologyHealth Science and Services Health Science Health CareSustainable Technologies Advanced Energy Technologies t Sciences and Ag Tech Materials

ciences ciences omedicalMulti-Modal Supply Chain ManagementTransportation and LogisticsAerospace and Aviation Advanced Manufacturing Transportation equipment


A growing population ensures an expanding workforce and also serves as an attractor to talented people seeking opportunity in vibrant urban centers. Today, the St. Louis MSA ranks 15th among the nation’s 20 largest metro areas on this measure.

Job creation is key to business growth and the creation of community wealth. Communities where jobs are being created experience greater success in retaining and attracting talented people. Today, the St. Louis MSA ranks 14th among the nation’s 20 largest metro areas on this measure.

35%

30%

25%

20%

15%

10%

5%

0%

-5%

-10%

Rive

rsid

e, C

A

Phoe

nix

Hou

ston

Atla

nta

Dal

las

Was

hing

ton

DC

Tam

pa

Seat

tle

Mia

mi

Min

neap

olis

San

Die

go

Uni

ted

Stat

es

Balti

mor

e

San

Fran

cisc

o

Phila

delp

hia

St. L

ouis

Chi

cago

Los A

ngel

es

Bost

on

New

Yor

k

Det

roit

29.8

%

28.9

%

26.1

%

24.0

%

23.4

%

16.4

%

16.2

%

13.0

%

11.1

%

10.5

%

10.0

%

9.7%

6.2%

5.1%

4.9%

4.2%

4.0%

3.7%

3.7% 3.1%

-3.5

%

Metropolitan Population Growth 3

15%

10%

5%

0%

-5%

-10%

-15%

-20%

-25%

Rive

rsid

e, C

A

Hou

ston

Was

hing

ton

DC

Phoe

nix

Dal

las

San

Die

go

Balti

mor

e

Mia

mi

Seat

tle

New

Yor

k

Atla

nta

Uni

ed S

tate

s

Phila

delp

hia

Min

neap

olis

St. L

ouis

Tam

pa

Bost

on

Los A

ngel

es

Chi

cago

San

Fran

cisc

o

Det

roit

-1.7

%

-1.5

%

-1.3

%

-1.2

%

-0.6

%

1.3%

1.7%

2.2%

3.7%

6.9%

10.7

%12.4

%

12.4

%

-4.4

%

-3.6

%

-3.6

%

-3.3

8%

-21.

4%

-10.

7%

-7.1

%

-6.2

%

Employment Growth 4

RCGA | 15

CHAPTER 3

refers to the proportion of the population that has a job. Some analysts prefer this measure over the unemployment rate as an indicator of economic activity and performance. Today, the St. Louis MSA ranks 8th among the nation’s 20 largest metro areas on this measure.

percentage of total employmentThe share of total jobs accounted for

of the climate for entrepreneurship. The selected measure quantifies employment in Stage 2 firms, which have between 10 and 99 employees. Today, the St. Louis MSA is tied with Seattle in 10th place among the nation’s 20 largest metro areas on this measure.

2%

1%

0%

-1%

-2%

-3%

-4%

-5%

Atla

nta

Mia

mi

Tam

pa

Was

hing

ton

DC

Phoe

nix

Hou

ston

Dal

las

Rive

rsid

e, C

A

Balti

mor

e

Seat

tle

St. L

ouis

Uni

ted

Stat

es

San

Die

go

Chi

cago

Phila

delp

hia

Los A

ngel

es

New

Yor

k

San

Fran

cisc

o

Min

neap

olis

Bost

on

Det

roit

1.5%

1.2%

-4.6

%

-3.2

%

-3.1

%

-3.0

%

-3.0

%-2.7

%

-2.5

%-2.2

%-2.0

%

-1.9

%

-1.4

%

-1.4

%-1.2

%-0.4

%

-0.3

%-0.1

%

0.3%

0.4%0.5%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Was

hing

ton

DC

Min

neap

olis

Dal

las

Sea

ttle

Bal

timor

e

Bos

ton

Atla

nta

St.

Loui

s

San

Fra

ncisc

o

Hou

ston

Pho

enix

Chi

cago

Uni

ted

Stat

es

Phi

lade

lphi

a

San

Die

go

New

Yor

k

Los

Ang

eles

Tam

pa

Mia

mi

Riv

ersid

e, C

A

Det

roit

59.3

%

60.0

%

60.6

%

60.7

%

61.1

%

62.0

%

62.4

%

62.9

%

63.1

%

64.7

%

64.9

%

66.3

%

67.5

%

52.1

%

54.2

%

56.2

%

56.3

%

58.4

%

58.5

%

58.6

%

58.7

%

5

Growth of Jobs in Stage 2 Firms 6


Bachelor’s or higher degrees

job. Economic developers use the percentage of the population with

the measure of a skilled workforce.

The average wage per job in a metro market is used by job seekers, students, and analysts to gauge the value of economic opportunity. It is also an essential factor in the creation of community wealth. Today, the St. Louis MSA ranks 17th among the nation’s 20 largest metro areas on this measure.

San

Fran

cisc

o

Was

hing

ton

DC

New

Yor

k

Bost

on

Seat

tle

Hou

ston

Los A

ngel

es

Chi

cago

Phila

delp

hia

Balti

mor

e

San

Die

go

Dal

las

Min

neap

olis

Det

roit

Mia

mi

Phoe

nix

Uni

ted

Stat

es

St. L

ouis

Tam

pa

Atla

nta

Rive

rsid

e, C

A

$80,000

$70,000

$60,000

$50,000

$40,000

$30,000

$20,000

$10,000

$

20091999

$45

,673

$66

,683

$42,

916

$46

,234

$42

,508

$41

,899

$37,

052

$37

,703

$38

,957

$36

,912

$34

,336

$34

,345

$37

,303

$36

,708

$40

,272

$32

,041

$32

,709

$33

,071

$33

,255

$29,

652

$31

,312

$28

,484

$64

,601

$63

,043

$59

,763

$54

,864

$54

,282

$52

,915

$52

,318

$66

,683

$51

,808

$51

,528

$50

,719

$49

,856

$49

,773

$48

,546

$46

,016

$45

,959

$45

,831

$45

,553

$43,

603

$41

,136

$40

,564

Was

hing

ton

DC

Bost

on

San

Fran

cisc

o

Min

neap

olis

Seat

tle

New

Yor

k

Balti

mor

e

Chi

cago

San

Die

go

Atla

nta

Phila

delp

hia

St. L

ouis

Los A

ngel

es

Dal

las

Uni

ted

Stat

es

Mia

mi

Hou

ston

Det

roit

Phoe

nix

Tam

pa

Rive

rsid

e

60%

50%

40%

30%

20%

10%

0%

49.1

%

46.0

%

45.6

%

39.8

%

38.8

%

38.7

%

37.3

%

36.0

%

35.8

%

35.7

%

35.1

%

31.9

%

31.2

%

30.9

%

29.8

%

29.5

%

28.5

%

28.5

%

27.9

%

26.8

%

19.3

%

Percent of Population Aged 25-64 with Bachelor’s or Higher Degrees 7

Average Wage per Job 8

RCGA | 17

CHAPTER 3

______________

1. St. Louis RCGA. “Five Core Strategies to Achieve Quality Jobs and Investment.” 2010.

2. Market Street Services, Inc. “Final Report of the Strategic Initiative for Economic Growth: State of Missouri.” 2011.

laugp.htm.

youreconomy.org/pages/ranking/?region=msa, Note: Stage 2 (10-99 employees) — At this phase, a company typically has a proven product, and survival is no longer a daily concern. Companies begin to develop infrastructure and standardize operational systems. Leaders delegate more and wear fewer hats.

acs/www/Products/.

Note: All state and local area dollar estimates are in current dollars (not adjusted for inflation).


The St. Louis Metro Economy

Defining the Metro EconomyAlthough divided by two great rivers, two states, hundreds of local government boundaries, and an abundance of educational and workforce development jurisdictions, the St. Louis metropolitan area functions as a single economy, knit together by the daily interaction of businesses and the talented people who work for them.

8,650 square miles in eastern Missouri and adjacent southwestern Illinois.1 Home to more than 2.8 million residents in 2010, the metro area is the 18th

The area enjoys the economic advantage of being located near the geographic and population centers of the nation. Companies located in the St. Louis metropolitan area are within

1,500 miles of 90 percent of the people in North America.2 (4.2)

Economic Vitality

entrepreneurial: the qualities most frequently used to describe the emerging global economy are almost

who make up a metropolitan market are essential to its economic vitality. St. Louis has both strengths and weaknesses in this regard.

4 4.1 St. Louis Metropolitan Statistical Area

4.2 Distribution of Population in U.S. Urban Areas2

RCGA | 19

CHAPTER 4

Sluggish population growth has challenged metro St. Louis since the

th Century, resulting in the area falling behind in the race to attract people and jobs. From 2000 to 2010, the metro area’s population expanded by 4.2 percent, while the nation’s population grew at more than twice that rate, 9.7 percent. Metro St. Louis’s rate of population growth tracked more closely with that of the Midwest. (4.3) Absent effective change measures, slow growth is expected to be a continuing challenge for the area. Moody’s Analytics forecasts the St. Louis region’s population will expand by 2.1 percent between 2009 and 2014, an annual average rate of 0.4 percent. During the same time period,

by about 1 percent per year.5

Migration PatternsSlow overall population growth is accompanied by a troubling trend of outmigration. As illustrated in the chart, more people left the St. Louis area than moved in for 14 out of the 16 years between 1993 to 2008. (4.4) Moody’s Analytics forecasts that the region will continue to experience negative net migration thorough 2014.6

Immigration of foreign nationals and aspiring new citizens has been a critical factor in reversing population declines in many economic centers

decades. In the St. Louis metro area, immigration has not been as

U.S. Midwest St. Louis MSA

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

1.2%

09-1008-0907-0806-0705-0604-0503-0402-0301-0200-01

4.3 Annual Change in Population 4

1,000

-

(1.000)

(2,000)

(3,000)

(4,000)

(5,000)

(6,000)

(7,000)

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

4.4 Net Metropolitan Migration 7


robust. Immigrants make up only four percent of the population—significantly less than in other urban areas, including several in the Midwest. Although they may be proportionately small in number, St. Louis area immigrants do help raise the educational attainment level of the population, however. In 2009, a full 46.1 percent of St. Louis immigrants of working age had a

compared to 30 percent of immigrants nationwide.8

A diverse talent pool is considered a strategic economic advantage. Economic centers with a diverse workforce enjoy the mix of perspectives and ideas that is essential to creating a culture of innovation. The following statistics describe the diversity of the St. Louis metro area in terms of race and ethnicity, age, and disability.

Of the more than 2.8 million people

approximately 77 percent are white,

2 percent are Asian, and 3 percent are of other races or two or more races.

those of other races is far lower in St. Louis than in other large metro areas. About 2.5 percent of metro area residents are Hispanic. Hispanics can be of any race.

Metropolitan Statistical Area(MSA)

Median age(years)

Riverside-San Bernardino-Ontario, CAHouston-Sugar Land-Baytown, TXDallas-Fort Worth-Arlington, TXSan Diego-Carlsbad-San Marcos, CAPhoenix-Mesa-Glendale, AZAtlanta-Sandy Springs-Marietta, GALos Angeles-Long Beach-Santa Ana, CAChicago-Joliet-Naperville, IL-IN-WIMinneapolis-St. Paul-Bloomington, MN-WIWashington-Arlington-Alexandria, DC-VA-MD-WVSeattle-Tacoma-Bellevue, WAU.S.New York-Northern New Jersey-Long Island, NY-NJ-PABaltimore-Towson, MDPhiladelphia-Camden-Wilmington, PA-NJ-DE-MDSt. Louis, MO-ILSan Francisco-Oakland-Fremont, CABoston-Cambridge-Quincy, MA-NHDetroit-Warren-Livonia, MIMiami-Fort Lauderdale-Pompano Beach, FLTampa-St. Petersburg-Clearwater, FL

32.733.2

33.534.634.734.935.135.836.036.136.837.237.638.138.138.238.338.539.139.841.2

4.5 Median Age of the Population 9

Age 65+Traditionalists

45.0%

40.0%

35.0%

30.0%

25.0%

20.0%

15.0%

10.0%

0.0%

Age 45 – 64Boomers

Age 30 – 44Gen Xers

Age < = 29Millenials

U.S.St. Louis MSA

4.6 Distribution of Population by Generational Groups 10

RCGA | 21

CHAPTER 4

AgeIn 2010, the median age for the St. Louis region was 38.2 years compared to the

Almost 46 percent of St. Louis area residents of traditional working

ages of 45 and 64. There were 777,056 people in this age group in St. Louis in 2010. The workforce of the St. Louis metro area includes members of four generations. Given continuing uncertainties surrounding financial markets and retirement savings, “traditionalists” aged 65 and older can not be assumed to be retired. (4.6) Managing employees from four different generations with different work, learning, and communication styles has been identified as a significant challenge by human resource professionals.

GenderAbout 49 percent of the region’s working age population (20 to 64) is male and 51 percent is female.

Nearly one of every nine (10.7 percent) St. Louis area residents of working age reported to the Census that he or she has a disability. Of the

disability, 20 percent are between the ages of 18 and 34, and 80 percent are between the ages of 35 and 64.

40.0%

35.0%

30.0%

25.0%

20.0%

15.0%

10.0%

5.0%

0.0%45 to 6435 to 4425 to 34

U.S.St. Louis

4.7 Age Distribution of Working Age Population with Bachelor’s or Higher Degrees

11

20102009200820072006200520042003200220012000

U.S.St. Louis, MO-IL MSA

12

10

8

6

4

2

0

4.8 Unemployment Trends 12


The St. Louis metro area is defined in part by workforce commuting patterns. The City of St. Louis, at the core, draws its work force from the surrounding counties and beyond. A full 92 percent of the City’s workforce comes from the 16 county area. Another eight percent come from somewhere outside the region. About 13 percent of the City’s workforce comes from the Illinois portion of the St. Louis MSA.

The share of St. Louis’s population with higher education credentials trails many other metros. Section 3 documents the metro area’s rank as 12th among the nation’s 20 largest MSAs in the proportion of

higher degrees. The relationship

and economic vitality is explored in greater detail in Section 9 and in the supporting report, The Case for Increasing College Completion Rates in Greater St. Louis. Nonetheless, the percent of

in St. Louis is slightly higher than that

The competitive advantage is greatest among younger workforce cohorts. (4.7)

4.9 Unemployment Rates for Counties and Select Municipalities 13

1.30

1.25

1.20

1.15

1.15

1.10

1.05

1.00

.95

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010


4.10 Employment Index 15

RCGA | 23

CHAPTER 4

Since 2004 the unemployment rate has paralleled but slightly exceeded

area, the highest unemployment rates are found in the urban core and some of the outlying rural counties. (4.9) Labor force participation rates in the region are somewhat higher than the national rates. In 2009, the civilian labor force participation rate was 65.4 percent nationally and 69.3 percent in the St. Louis region.

Economic HealthFollowing population patterns, total employment in metro St. Louis has grown at a considerably slower pace than the nation over the past two decades. The graph shows the area’s employment performance compared to the nation. (4.10) Moody’s Analytics forecasts that jobs will grow at an annual rate of 1.3 percent in St. Louis between 2009 and 2014, compared to an annual rate of 1.6 percent nationally.14

One of the region’s strengths is a highly diversified industrial structure. Among the most notable shifts in industry share over the past decade has been the declining manufacturing sector. (4.11)In 1999, 17.4 percent of the metro St. Louis’s employment base worked in manufacturing,

to 8.2 percent, less than the national average of 8.9 percent. Job loss during


201019902010199020101990 201019902010199020101990 20101990201019902010199020101990

25.0%

20.0%

15.0%

10.0%

5.0%

0.0%

GovernmentOtherServices

Leisure &Hospitality

Education &Health

Services

Professional& Business

Services

FinancialActivities

InformationTrade,Transportation,

& Utilities

ManufacturingNaturalResources,Mining &

Construction

4.11 Share of Jobs by Industry Sector 16

Industry Sector Number ofEstablishments

NAICS 44-45 Retail tradeNAICS 81 Other services, except public administrationNAICS 23 ConstructionNAICS 54 Professional and technical servicesNAICS 62 Health care & social assistanceNAICS 72 Accommodation & food servicesNAICS 52 Finance & insuranceNAICS 42 Wholesale tradeNAICS 56 Administrative & waste servicesNAICS 31-33 ManufacturingNAICS 53 Real estate & rental & leasingNAICS 48-49 Transportation & warehousingNAICS 51 InformationNAICS 71 Arts, entertainment, & recreationNAICS 61 Educational servicesNAICS 55 Management of companies & enterprisesNAICS 11 Agriculture, forestry, fishing & huntingNAICS 22 UtilitiesNAICS 21 Mining, quarrying, & oil & gas extractionTotal, all industries

8,7258,5887,7407,5376,5395,6574,8424,8184,1693,1032,7602,0901,127

975732643266109

9970,555

4.12 Number of Business Establishments by Industry 17


the Great Recession accounted for some of this change. As described in Section 1, 47 percent of documented layoffs in the area between 2007 and 2009 were in manufacturing. The metro economy had 70,555 business establishments in 2010, with as many as 8,725 and as few as 99 firms in every major category of the North American Industrial Classification System (NAICS). (4.12) Of the 30 largest employers in the region, ten were in the health science, health care, financial and information services clusters. All of the 30 companies, however, need employees with financial and IT competencies. (4.13)

Creation of Community Wealth

Metro economies are considered the engines of economic growth in the competitive marketplace of today. The gross metropolitan product (GMP)—which measures the value of all goods and services produced within a metro market in a given year—is an important measure of the extent to which that engine is performing. The region’s GMP was $124.6 billion (in current dollars) in 2009. The gross metropolitan product data for 2009 further illustrates the impact that the Great Recession had on St. Louis’ economy. The St. Louis GMP dropped by 5.1 percent from the previous year, with losses in automobile manufacturing as well as in professional and business services. (4.14 ) The drop in GMP resulted in

4,000

2,000

0

-2,000

-4,000

-6,000

-8,00020082007200620052004200320022001

Goods Producing IndustriesGovernmentService Providing Industries

Chan

ge in

mill

ions

of c

hain

ed $

4.14 Change in Gross Metropolitan Product 19

St. LouisIndustryCompany

BJC HealthCareBoeing Defense, Space & SecurityWashington University in St. LouisSSM Health CareScott Air Force BaseSchnuck Markets Inc.Wal-Mart Stores Inc.Archdiocese of St. LouisSisters of Mercy Health SystemAT&T Communications Inc.United States Postal Service Saint Louis UniversityMcDonald’s Special School District of St. Louis CountySt. Louis Public SchoolsWells Fargo AdvisorsTenet Healthsystem Medical Inc.Enterprise HoldingsEdward Jones Ameren Corporation

Supervalu Inc.St. Louis County GovernmentImo's Pizza City of Saint LouisMonsanto Co. Anheuser-Busch InBev CitimortgageDierbergs MarketsHome Depot USA Inc Express Scripts Inc.

Health CareManufacturingEducationHealth CareGovernmentRetailRetailEducationHealth CareITGovernmentEducationAccommodation & Food ServicesEducationEducationFinancial ServicesHealth CareTransportationFinancial ServicesUtilitiesRetailGovernmentAccommodation & Food ServicesGovernmentBiotechManufacturingFinancial ServicesRetailRetailHealth Care

24,88215,60013,48312,54812,34410,95110,800

9,9128,9268,9007,8727,7586,7005,8945,4885,3005,1254,8874,8734,6154,4014,3104,3004,2964,1004,0004,0004,0003,9723,910

18

RCGA | 25

CHAPTER 4

St. Louis slipping backward from a ranking of 17th out of 20 largest MSAs in 2008 to 19th in 2009.

The mix of occupations in the St. Louis MSA economy is diversified and

The chart describes the occupational composition of the metro economy. It also details wages associated with each occupation in metro St. Louis in 2009, and relates them to comparable data

In St. Louis, per capita personal

2001 to 2009, however, the area’s per capita personal income increased by an annual average rate of 2.98 percent

faster pace of 3.06 percent. (4.16)

Targeted Economic ClustersAgainst this backdrop and knowing that structural shifts are underway in the economy, the St. Louis Regional Chamber and Growth Association initiated a process in 2009 to “help the region better understand and exploit the greatest opportunities for St. Louis going forward.”22 They engaged Market Street Services, Inc. to conduct a detailed analysis of the economy and identify strengths on which the region could build. The result of this process was an economic development strategy focused on five key regional clusters, which are identified in the chart. Regional clusters are sectors of a

St. LouisWages As a

Share ofthe U.S.

St. LouisMSA

St. LouisMSA U.S.ShareU.S.ShareOccupation Title

SOCCode

00-000011-000013-000015-000017-000019-000021-000023-000025-000027-000029-000031-000033-000035-000037-000039-000041-000043-000045-000047-000049-000051-000053-0000

All Occupations

Management Business & financial operationsComputer & mathematicalArchitecture & engineering Life, physical, & social science Community & social services Legal Education, training, & library Arts, design, entertainment, sports, & media Healthcare practitioners & technical Healthcare support Protective service Food preparation & serving related Building & grounds cleaning & maintenance Personal care & service Sales & related Office & administrative support Farming, fishing, & forestry Construction & extraction Installation, maintenance, & repair Production Transportation & material moving

99%

98%94%93%96%92%94%91%98%93%90%96%94%95%99%94%

104%100%124%124%103%107%101%

$43,460

$102,900$65,900

$76,290$73,590$65,660$42,750$95,820$49,530$51,720$69,690$26,710$41,740$20,880$24,970$24,680$36,020$32,990$23,990$43,350$42,210$33,290$32,180

$42,900

$100,710$61,950

$70,740$70,920$60,200$40,370$87,630$48,770$48,190$62,450$25,690$39,040$19,750$24,690$23,250$37,480$33,110$29,770$53,970$43,440$35,640$32,620

130,647,610

6,116,3806,063,6703,303,6902,412,7301,308,3801,891,320

999,0208,488,7401,745,6707,200,9503,886,6903,172,420

11,218,2604,269,4803,461,910

13,715,05022,336,450

419,2005,751,6305,114,1508,927,1308,844,700

4.70%4.60%2.50%1.80%1.00%1.40%0.80%6.50%1.30%5.50%3.00%2.40%8.60%3.30%2.60%

10.50%17.10%

0.30%4.40%3.90%6.80%6.80%

4.20%5.00%3.20%1.70%0.80%1.30%0.70%6.40%1.30%6.20%3.00%2.00%9.50%3.20%2.60%

10.60%17.00%

0.10%4.50%3.90%6.40%6.50%

1,301,320

54,01064,74041,53022,43010,93016,720

8,54083,04017,37081,08039,06025,850

123,66041,51033,700

138,080221,100

79058,02051,34083,74084,060

Employment - 2009 Mean Annual Wage - 2009

4.15 Occupational Employment and Wages 20

U.S.St. Louis MSA

$45,000

$40,000

$35,000

$30,000

$25,000

$20,000

$15,000

$10,000

$5,000

$-200920082007200620052004200320022001

4.16 Per Capita Personal Income 21


local economy that exhibit growth in value, jobs, and wages. They are dense networks of companies and institutions that are interdependent,

characterized by competing firms and

as common labor pools and other specialized infrastructure. As described in Section 3, the talent strategy has been aligned with the economic development approach in order to ensure more positive

public sector leaders engaged in the talent development effort selected three of the five economic clusters as a starting point. (4.17) These clusters are: Financial and Information Services, Sustainable Technologies, and Health Science and Services. Sections 5, 6, and 7 (following) detail each of these clusters, with a particular emphasis on factors relevant to talent demand and work opportunities.

______________

1. Throughout this report, the terms “St. Louis MSA,” “metro St. Louis,” “St. Louis metropolitan area,” and “St. Louis region” are

recognized by area stakeholders. Later in the report, we address assets and recommendations for action, and these are largely focused on Missouri players.

2. Missouri Census Data Center. “Circular Area Profiles (CAPS).” http://mcdc2.missouri.edu/websas/caps.html.

Building Design& Materials

Plant Sciences& Ag-Tech

Advanced EnergyTechnologies

Aerospace& Aviation

1,150 Establishments& 33,000 Jobs

Multi-ModalSupply Chain Mgt.


SustainableTechnologies

540 Establishments& 14,000 Jobs

Health Science& Services


Financial &Information Services


4.17 Selected Economic Development Clusters

23

RCGA | 27

CHAPTER 4

6. Ibid.

June 2011. http://www.brookings.edu/papers/2011/06_immigrants_singer.aspx.

10. Ibid.

gov/acs/www/Products/.

Population Survey.” http://www.bls.gov/data/#unemployment.

16. Ibid.

Estimates by County.” http://data.bls.gov/pdq/querytool.jsp?survey=en.

http://www.bea.gov/regional/index.htm#gsp.

htm#gsp.

22. St. Louis Regional Chamber and Growth Association. “Five Core Strategies to Achieve Quality Jobs and Investment: 2011-2015 Campaign for a Greater St. Louis.” 2011. Page 2.

Estimates by County.” http://data.bls.gov/pdq/querytool.jsp?survey=en.. Note: Clusters cannot be added to total, as some industries are included in more than one cluster and cluster definitions are subject to change.


Opportunity: Financial and Information Services

IntroductionThe financial and information services cluster operates at the core of the 21st Century global economy, where the most competitive firms use the most sophisticated digital technologies to count, manage, secure, move, and account for money and information with amazing speed and accuracy. In the events leading up to the Great Recession, this cluster was not only at the core of the economy, but at the center of the storm.

Today, a number of external trends are influencing both finance and IT, with implications for the talent that is needed now and in the future. A select few of them are listed below.

geopolitical boundaries. Events in one part of the world have ramifications for what happens in others—for better or for worse.

computer security specialists are in high demand.

financial services industry, meaning that there are fewer purely local enterprises and many talent management decisions are made outside the local area.

Many of these will soon be replaced by other technologies, including biometrics.

individuals with credentialed specializations.

demand for talented people who can understand, monitor, and advise on regulatory compliance issues.

partnerships between depository institutions and retail outlets (banks, grocery stores and malls, for

5

RCGA | 29

CHAPTER 5

young people raised with digital tools; older people with paper checkbooks and fixed incomes;

corporations; and everyone in between.

systems toward shared and leased services, such as those provided in “The Cloud.” The Cloud allows businesses and individuals to access applications, content, and computing power remotely through

vendors—locally, nationally, and internationally.

skills, but, as will be discussed more fully in Section 9, having the right technical skills will not be sufficient to launch a successful career in the financial and information services cluster today. Looking

different set of skills, smart deployment of talent and the realignment of compensation structures will be critical to their ability to address the demands of this new world financial order…. Companies are looking to ascertain whether they have enough people with the necessary balance of innovation, risk, compliance, and relationship skills, and gearing their training and recruitment to bridging any gaps.” 1

Definition of Financial and Information Services ClusterThe financial services sector is comprised of banks; securities, commodities, and investment firms; insurance carriers; funds, trusts, and other financial vehicles; and bank holding companies. The information services sector includes companies that host and process data and those that design and manage IT systems and services. (5.1) The financial services sector accounted for 5.6 percent of total employment in metro St. Louis

related activities sector demonstrated the strongest performance over this period. This sector includes banking, savings and loan and credit unions, credit card issuing and sales financing, and mortgage brokers. (5.2) These firms operate in a dynamic and interdependent environment. Employment losses in the information industry, driven by contractions in the telecommunications sector, lead the overall information sector to trail the region’s total employment performance. The cluster definition incorporates only a portion of the larger information sector. In the taxonomy of the North American Industrial Classification System, the cluster includes NAICS 52, and parts of NAICS 51, 54, and 55. (5.3)


Computer Systems Design& Related Services

(NAICS 5415)Se

Sy SeSe

Se

Other Information Services(NAICS 519)

Ne

gWe Se

Data Processing, Hosting& Related Services

(NAICS 518)

INFO

RMAT

ION

SU

PPO

RTFI

NA

NCI

AL

SERV

ICES

IND

UST

RY

Prof

essio

nal &

Tech

nica

l Ser

vice

sN

AIC

S 54

Info

rmat

ion

NA

ICS

54M

anag

emen

tof

Com

pani

es&

Ent

erpr

ises

NA

ICS

55

Fina

nce &

Insu

ranc

eN

AIC

S 52

Central Banks (NAICS 521)

Offices of Bank Holding CompaniesNAICS 551111

Funds, Trusts, & OtherFinancial Vehicles

(NAICS 525)

Insurance Carriers& Other

(NAICS 524)

Securities, Commodities& Investments (NAICS 523)

&

&

Ex

Depository Banks (NAICS 522)

ed

INFR

AST

RUCT

URE

ProfessionalAssociations

Other Professional& Technical Services

Utilities &Infrastructure

Education &Training

ResearchUniversities

OCC

UPA

TIO

NS Entry Level ($20,000 – $49,999)

okkeep

ppb

Mid Level ($50,000 – $79,999)A

Sy

Higher ($80,000 and up)Softw

Sy

5.1 The Financial and Information Services Cluster

RCGA | 31

CHAPTER 5

Earnings within the Financial and Information Services ClusterEarnings for employees of the financial and information services cluster are higher than the average for all industries in St. Louis. Average annual earnings of $60,579 in finance and insurance is 37 percent higher than the $44,367 average for all industries, for example. The average earnings for the computer system design and related services industry is $78,477, or 77 percent higher. (5.4) Annual starting wages for new hires in the cluster are also higher than the average for all industries in the St. Louis regional economy. Earnings growth for employees in six cluster subsectors between the third quarter of 2009 and the second quarter of 2010 exceeded the regional average. Earnings growth in data processing and hosting services was particularly strong. (5.5)

Concentration of Employment The financial and information sectors (NAICS 51 and 52) in metro St. Louis have location quotients of 1, indicating that these sectors have the same concentration of employment in the regional economy as in the national economy. Looking at subsectors (3 digit NAICS codes), the region has above average concentrations in data processing services and in central banking. (5.6) A number of industries within sectors in this cluster show above average concentrations. These industries include banking, securities, insurance, and computer systems design. (5.7) Although the region boasts prominent corporate leaders in this cluster, most firms are quite small. Of the 5,568 business establishments in the financial services sector in St. Louis in 2008, 91 percent had fewer than 20 employees. A full 78 percent of the 1,317 firms in information services were of that size.

Occupational ProfileAlthough firms within financial and information services can be described as a cluster, individuals in many financial and information services occupations are employed across all sectors of the St. Louis metro economy. In recognition of this fact, the planning partners have classified occupations within

To analyze opportunities for work in the cluster, the partners prioritized occupations within each of these categories using a stepwise process.7 The charts display the occupations selected for analysis using this methodology. (5.8a and 5.8b)

Concentration of Financial Services, Cross-Cutting, and Information Services Occupations

significantly. Accountants and actuaries have location quotients of more than 1.5, meaning that they are concentrated at a rate at least 50 percent higher in St. Louis than in the nation as a whole. Financial specialists, credit authorizers, and financial managers are far less concentrated in the St. Louis market.10

(5.9) IT occupations are more concentrated in the St. Louis market. Eight of ten major occupational categories have location quotients of 1.5 or greater. (5.10)


Wages for Financial Services, Cross-Cutting, and Information Services Occupations

Classification (SOC) system codes and occupational titles. (5.11) Entry level wages in IT occupations are particularly strong. Section 9 provides an example of a career pathway in which motivated and persistent individuals can enter the IT field as computer support specialists and work their way up to computer systems analyst positions with high earning potential. (5.12)

Comparison to U.S. Wages

of wages nationally. At the lower end of this range, wages for credit analysts and insurance sales agents are approximately 89 percent of national wages and, at the higher end, wages for financial examiners and real estate appraisers and assessors are about 105 percent of the national wages. St. Louis area wages for information technology occupations overall are about 91 percent of national wages. The wage differential ranges from a low of 80 percent for computer and information research scientists to 108 percent for network systems and data communication analysts.

College Credentials and Financial and Information Services Occupations

and Information Center (MERIC) have these requirements. In practice at the national level, however, individuals currently working in these occupations have

some college and no degree. Among financial analysts, 31 percent have master’s degrees and 44.6

RCGA | 33

CHAPTER 5

Credit Intermediation& Related Activities

35.9%

Securities, CommodityContracts, Investments

10.6%

Insurance Carriers& Related Activities

28.0%

Computer SystemsDesign &

Related Services15.8%

Monetary Authorities —Central Bank

1.2%Other Information

Services0.5%

Data Processing, Hosting,& Related Services

7.0%Offices of Bank Holding

Companies0.4%

Funds, Trusts, & OtherFinancial Vehicles

0.6%

5.2 Distribution of Employment in the Financial and Information Services Cluster 2

1.08

1.06

1.04

1.02

1.00

0.98

0.96

0.94

0.92

0.90

YTD201120102009200820072006200520042003200220012000

Nonfarm Employment Finance & Insurance Information

5.3 Trends in Financial and Information Services Employment3


NAICS Industry DescriptionCodes

Avg. Earningsby Industry

All Industries 52 Finance and insurance521 Monetary authorities — central bank522 Credit intermediation and related activities523 Securities, commodity contracts, investments524 Insurance carriers and related activities525 Funds, trusts, and other financial vehicles55111 Offices of bank holding companies518 Data processing, hosting and related services519 Other information services5415 Computer systems design and related services

$44,367

$60,579$80,906$51,709$85,718$61,547$63,158$67,937

$114,426$44,787$78,477

5.4 Average Earnings by Industry Financial and Information Services Cluster 4

New HireAvg. Monthly

Earnings

Avg. QuarterlyNew Hire

Employment

Avg.Earnings

Growth (%)

Avg.MonthlyEarnings

Avg.Quarterly

EmploymentNAICS Code Industry

$2,252

$3,851$3,687$4,740$3,688$3,278$4,790$3,173$4,359$4,053

55,392

2,7081,208

3131,164

10169

361,3392,919

1.30%

-1.10%-0.40%2.00%

-2.50%3.30%6.30%3.60%5.80%2.70%

$3,827

$5,374$4,330$8,278$5,413$5,189$9,400$3,972$6,521$5,601

908,848

47,80520,022

7,12319,457

4565,262

32539,30862,252

All Employees New Hires

52522523524525518519551541

All Industries

Finance and InsuranceCredit intermediation and related activitiesSecurities, commodity contracts, investmentsInsurance carriers and related activitiesFunds, trusts, and other financial vehiclesData processing, hosting and related servicesOther information servicesManagement of companies and enterprisesProfessional, scientific and technical services

5.5 Employment and Average Earnings Financial and Information Services Cluster 5

RCGA | 35

CHAPTER 5

4.504.003.503.002.502.001.501.000.500.00

Oth

er in

form

atio

n se

rvic

es

Fund

s, tr

usts

,&

oth

er fi

nanc

ial v

ehic

les

Com

pute

r sys

tem

s des

ign

& re

late

d se

rvic

es

Secu

ritie

s, co

mm

odity

cont

ract

s, in

vest

men

ts

Insu

ranc

e car

rier

s &re

late

d ac

tiviti

es

Cred

it in

term

edia

tion

& re

late

d ac

tiviti

es

Dat

a pro

cess

ing,

hos

ting,

& re

late

d se

rvic

es

Mon

etar

y aut

hori

ties —

cent

ral b

ank

Above Average Average Below Average

5.6 Employment Location Quotients for Financial and Information Services Cluster 7

Act

iviti

es re

late

d to

cred

itin

term

edia

tion

Com

pute

r fac

ilitie

sm

anag

emen

t ser

vice

s

Real

esta

te cr

edit

Dir

ect t

itle i

nsur

ance

carr

iers

Offi

ces o

f ban

k ho

ldin

gco

mpa

nies

Secu

ritie

s bro

kera

ge

Fina

ncia

l tra

nsac

tion

proc

essi

ng &

clea

ring

Oth

er d

irec

t ins

uran

ce ca

rrie

rs7.00

6.00

5.00

4.00

3.00

2.00

1.00

0.00


5.7 Above Average Employment Location Quotients

8


Claims Adjusters, Examiners, & InvestigatorsInsurance Claims ClerksInsurance Policy Processing ClerksInsurance Sales AgentsReal Estate Appraisers Risk Management Specialists Se

curi

ties

Insu

ranc

e

Bank

ing

Investment Fund Managers Investment UnderwritersPersonal Financial AdvisorsSecurities, Commodities, Financial Services Sales AgentsSecurities and Commodities Traders

Credit AnalystsCredit AuthorizersCredit CheckersFinancial AnalystsFinancial ExaminersFinancial ManagersFinancial Services Sales AgentsFinancial SpecialistsFinancial Quantitative Analysts Loan CounselorsLoan Officers

Regulatory &Compliance

Administration &Management

InformationTechnology

Analysis

Accounting & Financial

Compliance ManagersCompliance Officers

Regulatory Affairs Managers Regulatory Affairs Specialists

AccountantsAssessors

Auditors Fraud Examiners, Investigators & Analysts

ActuariesBusiness AnalystsBusiness Intelligence Analysts

Data ManagersOperations Research Analysts

Quality Control AnalystsStatisticians

Computer and Information Scientists, ResearchComputer and Information Systems ManagersComputer Software Engineers, ApplicationsComputer Software Engineers, Systems SoftwareComputer SpecialistsComputer Support SpecialistsComputer Systems Analysts

Computer Systems Engineers/ArchitectsData Warehousing SpecialistsDatabase AdministratorsDatabase ArchitectsEquipment RepairersGeospatial Information Scientists & Technologists

Information Technology Project ManagersNetwork & Computer Systems AdministratorsNetwork DesignersSoftware Quality Assurance Engineers & TestersWeb AdministratorsWeb Developers

Document Management SpecialistsManagers

Quality Control Systems Managers Security Management Specialists

Treasurers & Controllers

5.8a Financial & Information Services, Select Occupations

5.8b Targeted Economic Sectors, Select Cross-Cutting Occupations

RCGA | 37

CHAPTER 5

Com

puter

& in

form

atio

nre

sear

ch sc

ientis

ts

Com

puter

systm

esso

ftwar

e eng

inee

rs

Com

puter

& in

form

atio

nsy

stem

s man

ager

s

Netw

ork s

ystem

s & da

taco

mm

unica

tions

analy

sts

Com

puter

softw

are

appl

icatio

ns en

gine

ers

Com

puter

supp

ort

spec

ialist

s

Com

puter

syste

ms

analy

sts

Netw

ork &

com

puter

syste

ms a

dmin

istra

tors

Othe

r com

puter

spec

ialist

s

Data

base

adm

inist

ratio

n3.00

2.50

2.00

1.50

1.00

0.50

0.00


5.10 Occupation Location Quotients for Information Technology Occupations 12

5.9 Occupation Location Quotients for Financial Services and Cross Cutting Occupations 11

Acco

unta

nts &

audi

tors

Actu

aries

Fina

ncial

spec

ialist

s

Appr

aiser

s & ac

cesso

rs of

real

estat

e

Othe

r man

ager

s

Busin

ess o

pera

tions

spec

ialist

s

Oper

atio

ns re

sear

ch an

alysts

Stat

istici

ans

Cred

it au

thor

izers

, che

cker

s, &

clerk

s

Fina

ncial

man

ager

s

Fina

ncial

analy

sts

Cred

it an

alysts

Loan

office

rs

Fina

ncial

exam

iner

s

Loan

coun

selo

rs

Insu

ranc

e clai

ms &

polic

y pro

cessi

ng cl

erks

Claim

s adj

uster

s, ex

amin

ers,

& in

vesti

gato

rs

Com

plian

ce offi

cers

Secu

rities

, com

mod

ities

, & fi

nanc

ial se

rvice

s sale

s age

nts

Pers

onal

finan

ce ad

viso

rs

3.00

2.50

2.00

1.50

1.00

0.50

0.00

Insurance&

Acct.&

Financial

Banking/Acct.

&Financial

Accounting &Financial

Regulatory&

Compl.SecuritiesInsuranceBankingAnalysisAdministration

& Management



5.12 Occupational Wage Estimates Information Technology Occupations14

ExperiencedLevel Wages

EntryLevel Wages

SOCCode Occupational Title

$117,680 $88,790 $89,370 $50,770 $82,680 $73,650 $73,270 $88,960 $86,370

$71,420 $50,600 $56,420 $27,870 $50,690 $35,760 $43,050 $46,450 $50,790

11-302115-103115-103215-104115-105115-106115-107115-108115-1099

Computer and information systems managersComputer software engineers, applicationsComputer software engineers, systems softwareComputer support specialistsComputer systems analystsDatabase administratorsNetwork and computer systems administratorsNetwork systems & data communications analystsOther computer specialists

5.11 Occupational Wage Estimates Financial Services and Cross Cutting Occupations13


EntryLevel Wages


13-201115-2011

13-119911-9199

15-203115-2041

13-204143-404113-205113-206111-303113-207113-2072

13-2099

13-103143-904141-3021

13-2021

13-1041

13-205241-3031

$69,730 $105,860

$74,630 $110,560

$81,200 $78,040

$69,790 $36,280 $88,810 $99,300

$133,080 $47,160 $74,540

$76,380

$65,590 $40,740 $69,040

$49,780

$59,620

$118,080 $114,000

$35,140 $47,750

$33,350 $48,000

$47,700 $39,210

$35,000 $22,870 $42,770 $43,510 $64,670 $24,760 $34,380

$40,280

$34,590 $24,820 $24,410

$19,670

$31,510

$37,700 $31,510

Accountants & auditorsActuaries

Business operations specialistsOther managers

Operations research analysts

Statisticians

Credit analystsCredit authorizers, checkers, & clerksFinancial analystsFinancial examinersFinancial managersLoan counselorsLoan officers

Financial specialists

Claims adjusters, examiners, & investigatorsInsurance claims & policy processing clerksInsurance sales agents

Appraisers & assessors of real estate

Compliance Officers

Personal financial advisorsSecurities, commodities, & financial services sales agents

Securities

Regulatory & Compliance

Insurance & Accounting & Financial

Insurance

Banking, Accounting, & Financial

Banking

Analysis

Administration & Management

Accounting & Financial

RCGA | 39

CHAPTER 5

5.13 Distribution of Educational Attainment Levels for Financial Services and Cross Cutting Occupations15

StatisticiansActuaries

Financial analystsSecurities, commodities, & financial services sales agents

Life, physical, & social science techniciansComputer software engineers, systems software

Computer software engineers, applicationsCompliance officers, except agriculture, construction, health & safety, & transportation

Operations research analystsPersonal financial advisors

Other managersOther financial specialists

Financial specialistsBusiness operations specialists

Other computer specialistsComputer systems analysts

Computer and information scientists, researchAccountants & auditors

Database administratorsComputer & information systems managers

Financial managersFinancial examiners

Appraisers & assessors of real estateInsurance sales agents

Network systems & data communications analystsIndustrial production managers

Claims adjusters, examiners, & investigatorsNetwork & computer systems administrators

Credit analystsLoan officers

Loan counselorsComputer support specialists

Insurance claims & policy processing clerksCredit authorizers, checkers, & clerks

100%75%50%25%0%

Less than high school diplomaHigh school diploma or eqivalentSome college, no degreeAssociate’s degreeBachelor’s degreeMaster’s degreeDoctoral or professional degree


______________

Note: Only a portion of the professional, scientific, and technical services sectors is included in the financial and information services cluster

4. The location quotient represents the ratio of an industry’s share of employment in a given area to that industry’s share of

report, employment location quotients of 1.3 or greater is considered above the national average, location quotients from 0.8 to 1.29 are identified as average, and location quotients of 0.79 or lower are considered below average.

Estimates by County” http://data.bls.gov/pdq/querytool.jsp?survey=en

6. Ibid.

7. Methodology for Occupational Analysis Three steps were taken in order to prioritize occupations for analysis within clusters in the St. Louis area: Step 1. The first step was to establish a preliminary list of occupations that define each industry cluster. Three primary sources were used to select an occupation for each cluster. Each source consisted of a predefined occupational cluster based on the

Occupational Information Network (O*NET) Career and Industry Clusters and Green Economy Sector, and MERIC’s Sustainable Technology occupation list. Occupations were placed into one of three industry clusters using the original source assignments. Occupations listed in all three sources were automatically included into the preliminary list. Occupations appearing in only one or two sources were evaluated and added to the list based on previous RCGA research and local industry knowledge. Additionally, occupations could only be included in one cluster. This process resulted in an extensive list of occupations including 61 titles for Financial and Information Services, 138 in Health Science and Services, and 123 titles listed under Sustainable Technologies. Table 1. Number of occupations at each step of the occupational analysis

Step 1 (Number of Occupations)



Financial and Information Services 61 41 58Sustainable Technologies 123 46 53Health Science and Services 138 95 82

*Sources: Market Street. “Occupation Clusters” Missouri Economic Research and Information Center (MERIC). “Missouri Green Jobs Report.” http://www.missourieconomy.org/occupations/green_report.stm; Occupational Information Network (O*NET). “Career Cluster.”. http://www.onetonline.org/find/career; “Industry.” http://www.onetonline.org/find/industry; “Green Economy Sector.” http://www.onetonline.org/find/green Step 2. An occupational analysis was conducted in order to identify occupations most likely to contribute to regional

occupations were evaluated on job growth, wage rates, location quotients and educational requirements. The analysis resulted in a core list of occupations for each cluster listed in Table 1.

RCGA | 41

CHAPTER 5

and older by detailed occupation, 2008. http://www.bls.gov/emp/ep_table_111.htm Step 3. Three additional steps were applied to the core occupation list: 1. Additional occupations from O*NET’s New and Emerging occupations list were added to the core listing. New and emerging

occupations were identified within high growth industries identified by the Department of Labor’s Employment Training Administration (DOL/ETA).

the list. The Career Grade Index equally weights three variables for each occupation: average wages, total openings over the

3. Only occupations with average annual wages between $35,000 and $155,000 were selected. The floor of $35,000 is

approximate amount that each

$155,000 is approximately three times the median household income for St. Louis. It is assumed that talent for occupations with higher annual salaries would be sourced outside the strategies of this plan. Sources: Occupational Information Network (O*NET). “New and Emerging.”http://www.onetonline.org/find/

Missouri Economic Research and Information Center (MERIC). “Career Grades.” http://www.missourieconomy.org/

8. The location quotient represents the ratio of an occupation’s share of employment in a given area to that occupation’s share

Throughout this report, occupation location quotients of 1.3 or greater is considered above the national average, location quotients from 0.8 to 1.29 are identified as average, and location quotients of 0.79 or lower are considered below average.

Statistics, http://www.bls.gov/oes/2009/may/oessrcma.htm

10. Ibid.

http://www.missourieconomy.org/occupations/index.stm.

12. Ibid.

http://www.bls.gov/emp/ep_table_111.htm

14. Ibid.


Opportunity: Sustainable Technologies

IntroductionNot unlike information technology, sustainable technology is less a discrete industry than it is a new way of doing business that is permeating all sectors. Sustainable practices are those that maximize efficiency and minimize negative impacts on the environment. In metro St. Louis, sustainability is an expressed value and a growing practice in firms in architecture, construction, retail, hospitality, agriculture, energy, information services, finance, manufacturing, and other fields. Today, St. Louisans applaud individual sustainability projects as they break old patterns and set new standards, but tomorrow, sustainability is likely to be a ‘given’ across the economy. Increasing public awareness, changing cultural norms, and innovative technologies ensure that it will be so. A number of motivating factors drive the economy toward greater use of sustainable technologies. One of these is the need to be more efficient. Sustainable practices are those that use

energy, or human potential—dulls the edge of companies operating in today’s global marketplace, where leanness and agility are essential to competitiveness. A second motivator is a concern for the environment, in particular a desire not to exploit or

on the negative impact of pollution on human health. Companies and individuals adopt practices that are less harmful to the environment because of values around people and planet, and also in response to external pressures to do so. A third motivator incorporates sustainability into a ‘triple bottom line’ approach. Entrepreneurs, small businesses, and large corporations alike are finding ways to link financial profits to environmental quality and social good. The possibilities have already blurred the lines between

suggest that this quest for ‘shared value’ has “the power to unleash the next wave of global growth.”1

run, it is likely that many of the opportunities in existing firms will not be ‘new’ jobs. Rather, they will be traditional jobs reset in changing business environments, using emerging tools and technologies, redefined by new skill and certification requirements. New job creation will likely favor the innovation sector, where inventors and entrepreneurs are

resulting in new applications that will transform conventional products and processes that were not ‘sustainable’ in the past. The St. Louis region has the benefit of being one of four pilot regions participating in Climate Prosperity, Inc., a national initiative that is “showcasing how innovation and economic development

2 The talent strategy described in this document links to the strategic framework that Climate Prosperity has developed to engage local stakeholders in creating

6

RCGA | 43

CHAPTER 6

Prosperity Project and the talent initiative share information resources assembled under a “Green

The pages that follow briefly describe three economic sectors that are among those at the forefront of new sustainability practices in the St. Louis region: plant sciences and agricultural technology, advanced energy technologies, and building design and materials.

Definition of the Sustainable Technologies ClusterFor the purposes of this talent strategy, the sustainable technologies cluster is comprised of firms in three sectors that rely heavily on talent educated in science, technology, engineering, and mathematical (STEM) fields: plant science and engineering; advanced energy; physical, engineering and biological research. The sustainable building design and materials sector, which incorporates both architecture and construction, is also included in the cluster. (6.1 and 6.2) In the taxonomy of the North American Industrial Classification System, the cluster includes subsectors of several NAICS codes: 11, 22, 32, 33, 42, and 54.3 This cluster is relatively small, with an employment base of just over 14,000. More than half (54 percent) of all employment in the cluster is in the physical, engineering, and biological research sector. Architectural services comprise another 15 percent of the cluster’s employment base. Research conducted by Collaborative Economics for the St. Louis Climate Prosperity project determined that employment in ‘core green economy businesses’ grew by more than 13 times the rate of the region as a whole between 1995 and 2008—54 percent compared to 4 percent. Collaborative Economics defines core green economy firms as those that provide products and services that conserve natural energy, provide clean alternatives, or reduce pollution and repurpose waste.6 In fact, those businesses that most closely match the definition of the sustainable technologies cluster used in this report grew at an even faster pace than the total core green businesses. (6.3) The chart on the next page and those following the narrative provide employment, occupational, and educational details about the cluster.

Earnings within the Sustainable Technologies ClusterAverage annual wages in the cluster are among the highest in the region: $94,257 in 2009. However, the range within the cluster is quite broad. Average wages for workers in reconstituted wood product manufacturing and greenhouse and nursery production are less than $30,000, while physical, engineering, and biological research wages average more than $118,000. (6.4)

Industry Location QuotientsLocation quotients for firms in the sustainable technologies cluster indicate that the St. Louis region has room to grow in many of the industry subsectors before it reaches the same concentration

concentration in three industry subsectors, however: architectural services; physical, engineering, and biological research; and other basic chemical manufacturing.8 (6.5)


NAICS 54171Physical, engineering & biological research

NAICS 221119 Other electricpower generation

NAICS 325199 All other basicorganic chemical mfg.

NAICS 335999 Miscellaneouselectrical equipment mfg.

NAICS 321219 Reconsitutedwood product manufacturingNAICS 54131 Architectural

servicesNAICS 56292 Materials recovery

facilitiesNAICS 42393 Recyclable material

merchant wholesalersNAICS 221119 Other electric

pwer generation

INFR

AST

RUCT

URE

OCC

UPA

TIO

NS

TARG

ET IN

DU

STRI

ES

Adva

nced

Ene

rgy

Sust

aina

ble B

uild

ing

&D

esig

n M

ater

ials

Plan

t Sci

ence

& A

g. T

ech NAICS 1114 Greenhouse &

nursery productionNAICS 1151 Support activities

for crop productionNAICS 3253 Agriculturalchemical manufacturing

NAICS 42491 Farm suppliesmerchant wholesalers

Entry Level ($20,000 – $49,999)Installation, maintenance, & repair workers,

environmental engineering technicians, biological technicians, environmental science &

protection technicians, production workers

Mid Level ($50,000 – $79,999)Construction & related workers, geoscientists,environmental scientists, biological scientists,chemists, biomedical engineers, biochemists &biophysicists, food scientists & technologists,

microbiologists, power distributors & dispatchers,architects, civil, industrial & mechanical engineers

Higher ($80,000 and up)Engineers, soil & plant scientists,

industrial production managers, life scientists,other managers, economists, engineering managers,

natural sciences managers

ResearchIncubators




Education &Training


6.1 The Sustainable Technologies Cluster

Occupational ProfileTo analyze opportunities for work in the cluster, the partners prioritized occupations most common to the three sustainable technology industries using a stepwise process.10 Chart 6.6 displays the occupations selected for analysis using this methodology.

Concentration of Sustainable Technology OccupationsThe location quotient for occupations in the sustainable technologies cluster varies widely. In the advanced energy sector, environmental engineers and other engineers have location quotients of more than 1.3, meaning that they are concentrated at a rate at least 30 percent higher in St. Louis than in the nation as a whole. In the sustainable building sector architects have a location quotient of 1.3. The plant science and agricultural technology sector has above average concentrations for four occupations: food scientists and technologists, biological technicians, other biological scientists, and soil and plant scientists. All three areas have occupations with below average concentrations including geoscientists, economists, mechanical engineers, and natural sciences manager.11 (6.7)

RCGA | 45

CHAPTER 6

Recyclable materialmerchant wholesalers

8%

Misc. electrical eqpt. mfg.2%

Support activities forcrop production

1%Greenhouse & nursery

production5%

Agricultural chemicalmanufacturing

2%

All other basic organicchemical mfg.

8%

Farm suppliesmerchant wholesalers

5%Physical, engineering,& biological research

54%Architectural

services15%

6.2 Distribution of Employment Sustainable Technologies Cluster4

Wages for Sustainable Technology OccupationsAs is the case with average wages in economic sectors and subsectors within the sustainable technologies cluster, wages for occupations vary considerably, with entry level earnings for occupations in the cluster as low as $18,000 (production workers) and as high as $77,000 (engineering managers). The spread between entry and experienced level wages for nearly all occupations suggests good

Labor Statistics’ 2000 Standard Occupational Classification (SOC) system codes and titles. (6.8)

College Credentials and Sustainable Technology OccupationsThe typical educational background for occupations in sustainable technologies varies between components of the cluster, with more than 80 percent of employees in some occupations in the building design and materials sector having less than a college degree, and more than 80 percent

fields. Sustainable technologies is one of the most occupationally diverse clusters in the regional economy. (6.9, 6.10, and 6.11)


Private Employment Sustainable Technologies

1.30

1.25

1.20

1.15

1.10

1.05

1.00

0.95

0.90

0.85

0.80200920082007200620052004

6.3 Trends in Sustainable Technologies Employment5


Avg. Earningsby Industry

$44,367

$28,379$89,414$64,891$57,742

$62,535$52,202$67,937$25,622$68,591$48,654

$118,309 $94,257

Shared Industry

Sustainable Building Design & Materials

Clean Energy Technology

Plant Science and Ag. Tech11141151325342491

325199335999

3212195413156292

54171

Total, all industries

Greenhouse and nursery productionSupport activities for crop productionAgricultural chemical manufacturingFarm supplies merchant wholesalers

All other basic organic chemical mfg.Miscellaneous electrical equipment mfg.

Reconstituted wood product manufacturingArchitectural servicesMaterials recovery facilities

Physical, engineering and biological researchSustainable Technologies Cluster

6.4 Average Earnings by industry in the Sustainable Technologies Cluster7

RCGA | 47

CHAPTER 6

4.504.003.503.002.502.001.501.000.500.00

Supp

ort a

ctiv

ities

for

crop

pro

duct

ion

Mat

eria

ls re

cove

ryfa

cilit

ies

Reco

nstit

uted

woo

dpr

oduc

t man

ufac

turi

ng

Gre

enho

use &

nur

sery

prod

uctio

n

Farm

supp

lies m

erch

ant

who

lesa

lers

Misc

ella

neou

s ele

ctri

cal

equi

pmen

t mfg

.

Agr

icul

tura

lch

emic

al m

fg.

Arc

hite

ctur

al se

rvic

es

Phys

ical

, eng

inee

ring

, &bi

olog

ical

rese

arch

All

othe

r bas

ic o

rgan

icch

emic

al m

fg.


ArchitectsBiofuels/Biodiesel Technology & Product Development ManagersBrownfield Redevelopment Specialists & Site ManagersCivil EngineersEngineering ManagersGeothermal TechniciansIndustrial EcologistsIndustrial EngineersMechanical EngineersRecycling and Reclamation WorkersSolar Energy Installation ManagersSolar Photovoltaic InstallersSolar Thermal Installers & TechniciansWater/Wastewater EngineersWeatherization Installers and Technicians

Publ

icH

ealth

Build

ing

Des

ign

& M

ater

ials

Adv

ance

d En

ergy

Tec

hnol

ogie

s

Animal ScientistsBiochemists & BiophysicistsBiological ScientistsBiological TechniciansBiomedical EngineersChemistsFarmers and RanchersFood Scientists & TechnologistsLife ScientistsMicrobiologistsNatural Sciences ManagersSoil & Plant ScientistsWater Resource Specialists

Biofuels Processing TechniciansBiofuels Production ManagersBiomass Plant TechniciansBiomass Production ManagersClimate Change AnalystsEnvironmental EconomistsEnvironmental Engineering TechniciansEnvironmental EngineersEnvironmental Restoration PlannersEnvironmental Science and Protection TechniciansEnvironmental Scientists and SpecialistsGeoscientistsGeothermal Production ManagersHydroelectric Plant TechniciansHydroelectric Production ManagersMethane/Landfill Gas Collection System OperatorsMethane/Landfill Gas Generation System TechniciansNuclear EngineersPower Distributors and DispatchersSolar Energy Systems EngineersSolar Sales Representatives and AssessorsWind Energy EngineersWind Energy Operations ManagersWind Energy Project ManagersWind Turbine Service Technicians

6.5 Employment Location Quotient for the Sustainable Technologies Cluster9

6.6 Sustainable Technologies, Select Occupations


6.7 Occupation Location Quotients for Sustainable Technologies Occupations 12

Geo

scie

ntist

s, Ex

cept

Hyd

rolo

gist

s & G

eogr

aphe

rs

Econ

omist

s En

viro

nmen

tal S

cien

tists

&Sp

ecia

lists

, Inc

ludi

ng H

ealth

Indu

stri

al P

rodu

ctio

n M

anag

ers

Envi

ronm

enta

l Sci

ence

& P

rote

ctio

nTe

chni

cian

s, In

clud

ing

Hea

lth

Oth

er M

anag

ers

Sale

s Rep

rese

ntat

ives

, Who

lesa

le &

Man

fact

urin

g, T

echn

ical

& S

cien

tific

Envi

ronm

enta

l Eng

inee

rs

Oth

er E

ngin

eers

Mec

hani

cal E

ngin

eers

Firs

t lin

e sup

ervi

sors

/ man

ager

s of

Con

stru

ctio

n tr

ades

& ex

trac

tion

work

ers

Engi

neer

ing

Man

ager

s

Indu

stri

al E

ngin

eers

Civi

l Eng

inee

rs

Inst

alla

tion,

Mai

nten

ance

,&

Rep

air W

orke

rs, a

ll ot

hers

Prod

uctio

n W

orke

rs, a

ll ot

hers

Arc

hite

cts,

Exce

pt L

ands

cape

and

Nav

al

Nat

ural

Sci

ence

s Man

ager

s

Mic

robi

olog

ists

Biom

edic

al E

ngin

eers

Oth

er L

ife S

cien

tists

Bioc

hem

ists a

nd B

ioph

ysic

ists

Che

mist

s

Food

Sci

entis

ts an

d Te

chno

logi

sts

Biol

ogic

al T

echn

icia

ns

Oth

er B

iolo

gica

l Sci

entis

ts

Soil

and

Plan

t Sci

entis

ts

2.50

2.00

1.50

1.00

0.50

0.00

Plant Sciences &Ag Tech

Building Design &Materials

Advanced EnergyTechnology


RCGA | 49

CHAPTER 6

6.8 Wages for Sustainable Technologies Occupations13


EntryLevel Wages


Building Design & Materials

Advanced Energy Technology

Plant Sciences & Ag Tech19-101119-102119-102919-402117-203119-203119-101219-102211-912119-1013

19-301117-219917-302517-208119-409119-204119-204211-305111-919951-801241-4011

17-101117-205147-409911-904147-101117-211249-909917-214151-9199

Animal scientistsBiochemists and biophysicistsOther biological scientistsBiological techniciansBiomedical engineersChemistsFood scientists and technologistsMicrobiologistsNatural sciences managersSoil and plant scientists

Economists Other engineersEnvironmental engineering techniciansEnvironmental engineersEnvironmental science & protection techniciansEnvironmental scientists & specialistsGeoscientists, except hydrologists & geographersIndustrial production managersOther managersPower distributors & dispatchers Sales representatives, wholesale & manfacturing, technical & scientific

Architects, except landscape and navalCivil EngineersOther construction and related workersEngineering managersFirst line supervisors/ managers of construction trades & extraction workersIndustrial engineersOther installation, maintenance, & repair workersMechanical engineersOther production workers

$37,650 $35,350 $41,110 $22,600 $41,960 $39,690 $36,390 $41,510 $64,290 $39,070

$48,660 $58,420 $28,010$49,610

$30,940 $34,190$38,820

$51,720 $48,000 $52,950 $40,080

$39,050 $51,180 $23,910 $77,070 $40,620 $51,600 $22,460 $52,160 $18,200

$87,390 $77,240 $70,980 $43,460 $79,790 $77,050 $81,390 $77,920

$126,030 $84,810

$100,780 $96,010 $55,390 $83,080 $44,280

$56,140 $71,810

$105,750 $110,560

$65,320 $94,060

$79,180 $88,130$44,730

$118,790$73,110 $81,230 $40,890 $83,730 $35,020


6.10 Distribution of Educational Attainment Levels for Advanced Energy Technology Occupations15

100%75%50%25%0%

Less than high school diploma

High school diploma or eqivalent

Some college, no degree

Associate’s degree

Bachelor’s degree

Master’s degree

Doctoral or professional degree

Economists

Geoscientists, except hydrologists & geographers

Environmental restoration planners

Climate change analysts

Environmental scientists & specialists, including health

Environmental engineers

Engineers

Nuclear engineers

Environmental science & protectiontechnicians, including health

Managers

Industrial production managers

Sales representatives, wholesale & manufacturing,technical & scientific products

Environmental engineering technicians

Plant & system operators

Power distributors & dispatchers





Bachelor’s degree

Master’s degree


Life scientists

Natural sciences managers

Biological scientists

Microbiologists

Biochemists & biophysicists

Chemists

Soil & plant scientists

Food scientists & technologists

Animal scientists

Biological technicians

Biomedical engineers

Farmers and ranchers

100%75%50%25%0%

6.9 Distribution of Educational Attainment Levels for Plant Science and Agricultural Technology Occupations14

RCGA | 51

CHAPTER 6

6.11 Distribution of Educational Attainment Levels for Sustainable Building Design and Materials Occupations16

100%75%50%25%0%





Bachelor’s degree

Master’s degree


Environmental scientists & specialists,including health

Architects, except landscape & naval

Engineering managers

Civil engineers

Mechanical engineers

Industrial engineers

Installation, maintenance,& repair workers

First-line supervisors/managers ofconstruction trades & extraction workers

Production workers

Other construction & related workers


______________

1 Harvard Business Review.

2 See www.climateprosperityproject.org. The other three regions are Silicon Valley, CA; Portland, OR; Denver, CO.

3 NAICS 54171 Physical, engineering and biological research is also part of the health science and services cluster.

4 2009 ES 202 Estimates by County.” http://data.bls.gov/pdq/querytool.jsp?survey=en.

5 Ibid.

6 St. Louis RCGA, Climate Prosperity Collaborative. “The St. Louis Region Green Economy Profile.” 2010. http://www.stlrcga.org/documents/mm/StLouisGreenEconomy.pdf.


8 The location quotient represents the ratio of an industry’s share of employment in a given area to that industry’s share

Throughout this report, employment location quotients of 1.3 or greater are considered above the national average, location quotients from 0.8 to 1.29 are identified as average, and location quotients of 0.79 or lower are considered below average


10 See endnote 9 in Section 5 for the methodology used to select occupations.

11 The location quotient represents the ratio of an occupation’s share of employment in a given area to that occupation’s share

Throughout this report, occupation location quotients of 1.3 or greater are considered above the national average, location quotients from 0.8 to 1.29 are identified as average, and location quotients of 0.79 or lower are considered below average.

12 May 2009. http://www.bls.gov/oes/2009/may/oessrcma.htm.

13 May 2009. http://www.missourieconomy.org/occupations/index.stm.

14 occupation.” 2008. http://www.bls.gov/emp/ep_table_111.htm.

15 Ibid.

16 Ibid.

RCGA | 53

Opportunity: Health Science and Services

IntroductionHealth science and health services are two components of the largest economic cluster in metro

energy and innovation surrounding the health sector in St. Louis. The two components differ in significant ways, however. Health science in St. Louis is focused on discovery, commercialization, and manufacture of products used to combat disease and improve quality of life worldwide. The region’s health care systems, on the other hand, are more inwardly focused on the needs of area residents. It is true that major St. Louis hospitals serve patients from all over the Midwest, but health care, for the most part, finds its customers in the local market. A number of external forces are putting pressure on the health science and services fields, impacting the occupations, skills, and competencies in demand. These forces include the following:

records, replacing paper files with digital records that can be updated continuously and accessed

sector.

more are changing some job responsibilities, necessitating training within the existing healthcare workforce and increasing the demand for compliance specialists.

financing remain unclear.

affecting costs. There is considerable pressure to contain costs, driven by an awareness of the rapidly

services are contracted to vendors off shore to save costs.

problems, will drive up the demand for care.

practitioners, increasing the skill and competency requirements for some positions.

to reduce costs and improve access.

7


Defining the Health Science and Services ClusterThe health science and services cluster includes hospital, nursing and residential, and ambulatory care services, as well as social assistance. It also includes scientific research and development of medicines and medical devices, as well as their manufacture and distribution. In the taxonomy of the North American Industrial Classification System, the cluster is defined by NAICS 62 and parts of NAICS

1 Health services, lead by hospitals and ambulatory care, are the largest employers within the cluster. (7.1 and 7.2)

Scientific Research &Development Services

(NAICS 5417)

bit

biot y

Social Assistance (NAICS 624)

Vocati litati

Nursing & Residential Care (NAICS 623)

Coly

Hospitals (NAICS 622)

&al

ats

INFR

AST

RUCT

URE

OCC

UPA

TIO

NS

HEA

LTH

SCI

ENCE

MED

ICA

L SE

RVIC

ES

Prof

essio

nal &

Tec

hnic

al S

ervi

ces

NA

ICS

54

Man

ufac

turi

ngH

ealth

Car

e & S

ocia

l Ass

istan

ceN

AIC

S 62

Ambulatory Health Care Services (NAICS 621)

stists

at

laboHo

lato

Entry Level ($20,000 – $49,999)cy ,

Ho ,at at

Mid Level ($50,000 – $79,999)

at’s

ti s

Higher ($80,000 and up)Fa ti

Nat tists,ysicists

ResearchIncubators




Education &Training


Medical Equipment &Supplies Manufacturing

(NAICS 3391)

s

sbo

Medicinal & BotanicalManufacturing(NAICS 3254)

taatio

itbi

Electromedical ApparatusManufacturing

(NAICS 334510)

7.1 The Health Science and Services Cluster

RCGA | 55

CHAPTER 7

Health Services EmploymentHealth care is a growing industry that has proven to be resistant to economic cycles. Nationally,

lost more than 7.5 million jobs.3 Employment in the St. Louis MSA’s health care industry also demonstrated a countercyclical pattern, adding 8,300 jobs when other sectors were shedding employment. Nationally and regionally, the industry is projected to continue to add jobs at an above average rate. (7.3) The health care industry has outperformed the region’s total employment over the past decade. In 2000, the health care and social assistance sector accounted for 10.9 percent of metro St. Louis’s

months of 2011, it grew to 14.5 percent. Looking to the future, cost pressures are expected to shift care away from hospitals to less expensive outpatient settings, such as those provided by health practitioners, home health care services, and individual and family services. Nationally this sector is expected to be among those with the largest increase in employment and output through 2018.5

personal care to those who need continuous nursing care but do not require hospital services. As life expectancy continues to rise, the increasing number of elderly persons in the population is expected to drive growth among these facilities.

Health Science EmploymentEmployment in the scientific research and development industry also showed a strong performance through the Recession. Employment in the manufacturing of pharmaceuticals and medicine and medical equipment industries outperformed total employment through much of the Recession, but preliminary employment numbers show declining employment in the beginning of 2010. (7.4)

Earnings within the Health Science and Services ClusterGood wages are characteristic of the targeted clusters. Average earnings in six of the eight industries in health science and services exceed overall average earnings for the St. Louis metro economy. Annual starting wages for new hires in the cluster are also higher than the average for all industries in the St. Louis regional economy. Earnings growth exceeded the regional average in five of the seven industries, and was particularly strong in the hospitals sector. (7.5 and 7.6)

Employment ConcentrationLocation quotients are used to measure the relative concentration of employment.9 The two most concentrated industries in the St. Louis metro economy are hospitals and physical, engineering and biological research firms. (7.7)


Business Establishment PatternsThe ambulatory health services sector accounts for the largest number of businesses, or 75 percent of all cluster establishments. Nursing and residential care facilities and individual and family services care facilities account for the second and third largest shares of establishments, a combined 17 percent. The St. Louis MSA had 61 hospitals in 2010. These area hospitals had over 12,000 authorized

11 2008 data shows that hospitals are the only industry within the sector dominated by establishments with large numbers of employees. In fact, the majority of establishments in the remaining healthcare industries have 20 or fewer employees.

Health Science and Services OccupationsCharts that follow this narrative detail healthcare occupations, associated wages, and educational requirements under four categories: allied health, primary care, behavioral health, laboratory science

planning partners prioritized occupations within each of these categories using a stepwise process.12 (7.8)

Allied Health OccupationsAllied health professionals are health care practitioners with formal education and clinical training who are credentialed through certification, registration and/or licensure. They collaborate with physicians and other members of the health care team to deliver high quality patient care services to identify, prevent, and treat diseases, disabilities and disorders.13 Eight of the allied health occupations have location quotients above 1.3.14 (7.9)

therapists, and cardiovascular technologists and technicians (“education administrators, all other”) are all less than 90 percent of the national wage level. Average wages for healthcare support workers, occupational health and safety specialists, athletic trainers, and occupational health and safety

evidence of the career pathway potential within the allied health occupations. Entry level wages range

experienced workers in these occupations range from $31,000 to $117,000. Occupations are presented

codes and occupational titles. (7.10) There is a wide range of educational prerequisites among allied health occupations. An Associate’s degree is the highest level of educational attainment for more than 70 percent of occupational therapist assistants, surgical technologists, physical therapist assistants, respiratory therapists, medical equipment preparers, cardiovascular technologists and technicians, diagnostic medical sonographers, and nuclear medicine technologists. More than 70 percent of occupational therapists, education

(7.11)

RCGA | 57

CHAPTER 7

Primary Care OccupationsPrimary care includes the physicians and health care providers that serve as a patient’s primary contact with the health care system. This category has five occupations and one has a location quotient above 1.3. The region has a concentration of family and general practitioners. The remaining primary care practitioner occupations have location quotients of less than one, indicating a concentration lower

general practitioners, health diagnosing and treating practitioners, and physicians assistants are about

and surgeons are about 10 percent higher than national wages. (7.13) In general, education requirements for primary care occupations are increasing. For example, the minimum requirement to become a registered nurse is an Associate’s degree. However, in order

Behavioral and Mental Health Occupations

counseling, and school psychologists; other psychologists; marriage and family therapists; mental health counselors; child, family, and school social workers; mental health and substance abuse social

wages than counselors and social workers. (7.15)

the counselors and therapists and 95 percent of physiologists have a Master’s or PhD. Educational attainment levels of the select occupations are depicted in the charts. (7.16)

Laboratory Science and Research Occupations

Chemists, biochemists, and biophysicists have average concentrations. Microbiologists, and biomedical engineers have concentrations below the national average. (7.17) Entry level wages range from a low of $22,600 for biological technicians to a high of $46,960 for

$79,740 for biomedical engineers. (7.18)

scientists have attained a doctoral or professional degree. (7.19)


1.40

1.35

1.30

1.25

1.20

1.15

1.10

1.05

1.00

0.95

0.90

Health Care & Social Assistance (Total)Hospitals

Nonfarm EmploymentAmbulatory Health Care ServicesNursing & Residential Care Facilities

YTD201120102009200820072006200520042003200220012000

Hospitals35%

Nursing &residential care

18%

Ambulatory healthcare services

29%

Scientific research& development devices

5%

Social assistance(minus child care)

9% Pharmaceutical &medicine manufacturing

2%

Medical equipment &supplies manufacturing

2%

7.2 Distribution of Employment in the Health Science and Services Cluster2

7.3 Trends in Health Services Employment4

RCGA | 59

CHAPTER 7

1.70

1.60

1.50

1.40

1.30

1.20

1.10

1.00

0.90

YTD201120102009200820072006200520042003

Scientific Research & Developmentt ServiceNonfarm Employment

7.4 Trends in Scientific Research and Development Employment6

7.5 Average Earnings by Industry, Health Science and Services Cluster7


Avg. AnnualEarnings

All Industries 3254 Pharmaceutical & medicine manufacturing 334510 Electromedical apparatus manufacturing 3391 Medical equipment & supplies manufacturing54171 Physical, engineering & biological research621 Ambulatory health care services622 Hospitals623 Nursing & residential care facilities624 Social assistance (minus child care)

$44,367$73,850$59,528$58,129

$118,309$54,400$46,297$23,424$21,300


7.6 Employment and Average Earnings Health Science and Services Cluster8

7.7 Employment Location Quotients for Health Science and Services Cluster10

New HireAvg. Monthly

Earnings

Avg. QuarterlyNew Hire

Employment

Avg.Earnings

Growth (%)

Avg.MonthlyEarnings

Avg.Quarterly

EmploymentIndustry

All industries

621 - Ambulatory health care services622 - Hospitals623 - Nursing & residential care facilities624 - Social assistance325 - Chemical manufacturing *399 - Miscellaneous manufacturing *541 - Professional, scientific & technical services*

$2,252

$2,634$2,821$1,709$1,293$3,283$3,340$4,053

55,392

2,3021,8192,0751,676

199106

2,919

1.30%

-1.30%7.00%1.80%1.40%4.80%2.00%2.70%

908,84842,19549,64524,79119,48511,090

4,21662,252

All Employees New Hires

$3,827

$4,663$3,888$2,108$1,825$4,241$4,059$5,601


1.70

1.50

1.30

1.10

0.90

0.70

0.50

Oth

er re

siden

tial c

are f

acili

ties

Hom

e hea

lth ca

re se

rvice

s

Oth

er am

bulat

ory h

ealth

care

serv

ices

Com

mun

ity ca

re fa

ciliti

esfo

r the

elde

rly

Voca

tiona

l reh

abili

tatio

n se

rvice

s

Offi

ces o

f phy

sicia

ns

Oth

er h

ospi

tals

Resid

entia

l men

tal h

ealth

facil

ities

Offi

ces o

f den

tists

Med

ical a

nd d

iagn

ostic

labo

rato

ries

Out

patie

nt ca

re ce

nter

s

Indi

vidu

al an

d fa

mily

serv

ices

Offi

ces o

f oth

er h

ealth

pra

ctiti

oner

s

Phar

mac

eutic

al &

med

icine

man

ufac

turin

g

Nurs

ing c

are f

acili

ties

Med

ical e

quip

men

t &su

pplie

s man

ufac

turin

g

Gen

eral

med

ical &

surg

ical h

ospi

tals

Phys

ical, e

ngin

eerin

g &bi

olog

ical

rese

arch

RCGA | 61

CHAPTER 7

7.8 Health Science & Services Select Occupations

Biochemists & BiophysicistsBioinformatics ScientistsBioinformatics TechniciansBiological ScientistsBiological TechniciansBiomedical EngineersChemistsCytogenetic TechnologistsCytotechnologistsHistotechnologists & Histologic TechniciansMedical ScientistsMicrobiologists Acute Care NursesAllergists & ImmunologistsCritical Care NursesDermatologistsFamily & General PractitionersHospitalistsLicensed Practical & Licensed Vocational NursesMidwivesNaturopathic PhysiciansNeurologistsNuclear Medicine PhysiciansNurse AnesthetistsNurse MidwivesNurse PractitionersPhysical Medicine & Rehabilitation PhysiciansPhysician AssistantsPreventive Medicine PhysiciansRadiologistsRegistered NursesSports Medicine PhysiciansUrologists

Vis

ion,

Hea

ring

,&

Spe

ech

Publ

icH

ealth

Ora

lH

ealth

Prim

ary

Car

e(in

clud

es g

ener

al &

spec

ialis

t phy

sici

ans)

Labo

rato

ry S

cien

ce&

Res

earc

h

Beha

vior

al &

Men

tal H

ealth

Alli

ed H

ealth

Dental AssistantsDental HygienistsDentists

BiostatisticiansEnvironmental Scientist and SpecialistsMedical & Public Health Social WorkersMedical & Health Services Managers

AudiologistsHearing Aid SpecialistsVision Rehabilitation TherapistsVision Rehabilitation TherapistsOphthalmologistsOptometristsOrthoptistsPathologistsSpeech-Language PathologistsSpeech-Language Pathology Assistants

AcupuncturistsAnesthesiologist Assistants Athletic TrainersCardiovascular Technologists & TechniciansChiropractorsDiagnostic Medical SonographersElectroneurodiagnostic TechnologistsEndoscopy TechniciansFitness and Wellness CoordinatorsHealth Diagnosing & Treating PractitionersHealthcare Practitioners & Technical WorkersInformatics Nurse SpecialistsNuclear Medicine TechnologistsOccupational Health & Safety Specialists Occupational Health & Safety TechniciansOccupational Therapist AssistantsOccupational TherapistsPharmacistsPhysical Therapist AssistantsPhysical TherapistsRadiation TherapistsRespiratory TherapistsSurgical Technologists Advanced Practice Psychiatric NursesChild, Family, & School Social Workers Clinical, Counseling, & School PsychologistsGenetic CounselorsMarriage & Family TherapistsMental Health & Substance Abuse Social WorkersMental Health CounselorsNeuropsychologists & Clinical NeuropsychologistsPsychologists

7.9 Location Quotients for Allied Health Occupations 15

Educ

atio

n ad

min

istra

tors

, all

othe

r*

Hea

lth te

chno

logi

sts &

tech

nici

ans,

all o

ther

Surg

ical

tech

nolo

gist

s

Dia

gnos

tic m

edic

al so

nogr

aphe

rs

Hea

lthca

re su

ppor

t wor

kers

, all

othe

r

Occ

upat

iona

l hea

lth &

safe

ty sp

ecia

lists

Nuc

lear

med

icin

e tec

hnol

ogist

s

Radi

atio

n th

erap

ists

Card

iova

scul

ar te

chno

logi

sts &

tech

nici

ans

Resp

irat

ory t

hera

pist

s

Phar

mac

ists

Med

ical

& cl

inic

al la

bora

tory

tech

nolo

gist

s

Chi

ropr

acto

rs

Occ

upat

iona

l the

rapi

sts*

*

Com

pute

r sys

tem

s ana

lyst

s*

Phys

ical

ther

apist

s

Med

ical

equi

pmen

t pre

pare

rs*

Phys

ical

ther

apist

assis

tant

s

Athl

etic

trai

ners

Occ

upat

iona

l the

rapi

st as

sista

nts

Occ

upat

iona

l hea

lth &

safe

ty te

chni

cian

s

3.5

3.0

2.5

2.0

1.5

1.0

0.5

0.0



7.10 Occupational Wage Estimates, Allied Health Occupations16


EntryLevel Wages


31-909331-909929-209929-203129-205529-909129-101129-901231-202129-901131-201129-112611-903929-112329-112429-112229-203215-105129-203329-1051

Medical equipment preparersHealthcare support workersHealth technologists & techniciansCardiovascular technologists & techniciansSurgical technologistsAthletic trainersChiropractorsOccupational health & safety techniciansPhysical therapist assistantsOccupational health & safety specialistsOccupational therapist assistantsRespiratory therapistsEducation administratorsPhysical therapistsRadiation therapistsOccupational therapistsDiagnostic medical sonographersComputer systems analystsNuclear medicine technologistsPharmacists

$20,620$20,720$24,610$25,470$26,770$30,710$31,530$32,770$32,810$35,880$36,660$36,730$40,310$43,620$46,860$47,030$47,590$50,690$54,800$84,040

$31,080$34,110$42,710$51,550$42,200$53,850$86,280$57,970$49,020$69,110$49,700$51,880$72,790$71,510$79,170$68,220$67,980$82,680$69,920

$117,340

7.11 Distribution of Educational Attainment Levels for Allied Health Occupations17

Less than high school diplomaHigh school diploma or eqivalentSome college, no degreeAssociate’s degreeBachelor’s degreeMaster’s degreeDoctoral or professional degree

100%75%50%25%0%

Chiropractors

Pharmacists

Physical therapists

Education administrators

Health technologists & technicians

Radiation therapists

Occupational therapists

Computer systems analysts

Nuclear medicine technologists

Diagnostic medical sonographers

Cardiovascular technologists & technicians

Healthcare practitioners & technical workers

Athletic trainers

Occupational health & safety technicians

Occupational health & safety specialists

Medical equipment preparers

Respiratory therapists

Physical therapist assistants

Surgical technologists

Occupational therapist assistants

RCGA | 63

CHAPTER 7

2.50

2.00

1.50

1.00

0.50

0.00Family &general

practitioners

Registerednurses

Licensedpractical

& licensedvocational

nurses

Otherphysicians& surgeons

Physicianassistants


7.12 Location Quotients for Primary Care Occupations 18

7.13 Wage Estimates, Primary Care Occupations19


EntryLevel Wages


29-206129-107129-111129-119929-106929-1062

Licensed practical & licensed vocational nursesPhysician assistantsRegistered nursesOther health diagnosing & treating practitionersPhysicians & surgeons, all otherFamily & general practitioners

$27,000$35,690$41,480$45,390$53,080$66,830

$37,770$80,550$64,260$91,890

$207,860$193,060


7.14 Distribution of Educational Attainment for Primary Care Occupations20





Bachelor’s degree

Master’s degree


100%75%50%25%0%

Physicians & surgeons

Other health diagnosing &treating practitioners

Physician assistants

Registered nurses

Licensed practical & licensedvocational nurses

7.15 Occupational Wage Estimates Behavioral and Mental Health21


EntryLevel Wages


21-101421-102321-102121-101319-303119-3039

Mental health counselorsMental health & substance abuse social workersChild, family, & school social workersMarriage & family therapistsClinical, counseling, & school psychologistsOther psychologists

$19,930$22,000$25,400$30,730$35,040$49,860

$45,260$40,570$37,220$64,070$67,520$87,360

RCGA | 65

CHAPTER 7

7.17 Location Quotients for Laboratory Science and Research Occupations 23

7.16 Distribution of Educational Attainment for Behavioral and Mental Health Occupations22

1.60

1.40

1.20

1.00

0.80

0.60

0.40

0.20

0.00Microbiologists Biological

scientists,all other

Biologicaltechnicians

ChemistsBiochemists& biophysicists

Biomedicalengineers






Bachelor’s degree

Master’s degree


100%75%50%25%0%

Psychologists

Clinical, counseling, &school psychologists

Mental health counselors

Marriage & family therapists

Mental health & substanceabuse social workers

Child, family, &school social workers


7.18 Occupational Wage Estimates, Laboratory Science and Research Occupations24


EntryLevel Wages


19-402143-911119-102119-203129-201119-102919-102217-203119-1042

Biological techniciansStatistical assistantsBiochemists & biophysicistsChemistsMedical & clinical laboratory tchnologistsOther biological scientistsMicrobiologistsBiomedical engineersMedical scientists, except epidemiologists

$22,600$30,860$35,350$39,690$40,450$41,110$41,510$41,960$46,960

$43,460$51,430$77,240$77,050$57,070$70,980$77,920$79,790$77,150

7.19 Distribution of Educational Attainment for Laboratory Science and Research Occupations 25





Bachelor’s degree

Master’s degree


100%75%50%25%0%

Medical scientists,except epidemiologists

Other biological scientists

Microbiologists

Biochemists & biophysicists

Chemists

Biological technicians

Biomedical engineers

Medical & clinicallaboratory technologists

Statistical assistants

RCGA | 67

CHAPTER 7

______________

1. NAICS 5417, scientific research and development, is also part of the sustainable technologies cluster.


Monthly Labor Review. April 2011.

Monthly Labor Review. November 2009.


9. The location quotient represents the ratio of an industry’s share of employment in a given area to that industry’s share

Throughout this report, employment location quotients of 1.3 or greater are considered above the national average, location quotients from 0.8 to 1.29 are identified as average, and location quotients of 0.79 or lower are considered below average.


11. Analysis of data from state Certificate of Need reports: IL hospitals data:Determinations, 2008 Hospital Services,” Mar. 1, 2008. http://www.idph.state.il.us/about/hfpb/pdf/2008%20Hospital%20

MO hospitals data: October 27, 2009. http://www.dhss.mo.gov/CON/hospinv.pdf.

12. See endnote 9 in Section 5 for the methodology used to select occupations.

13. Health Professions Network. “Fact Sheet.” http://www.healthpronet.org/docs/allied_health_fact_sheet.pdf.

14. The location quotient represents the ratio of an occupation’s share of employment in a given area to that occupation’s share

Throughout this report, occupation location quotients of 1.3 or greater are considered above the national average, location quotients from 0.8 to 1.29 are identified as average, and location quotients of 0.79 or lower are considered below average.

May 2009.” http://www.bls.gov/oes/2009/may/oessrcma.htm.



2008. http://www.bls.gov/emp/ep_table_111.htm.









RCGA | 69

The Forces of Continuous Change

Forces Shaping the Future of Work

clusters that are building blocks for future growth. The most recent available data were used to detail strengths and weaknesses in these sectors. It is important to recognize, however, that these are not static conditions. As trite as it may sound, change is the new normal. Economic winds blowing around and through metro St. Louis are continuously shaping and reshaping business realities, amending the work that needs doing, who does it, how it gets done, and the skills required to make it happen.

economic clusters that focus this plan. These forces represent both opportunities and threats to regional vitality. Examples follow the chart to illustrate how some of these forces are shifting the

Eleven Forces Shaping the Future of Work

Technologygains of the past several decades. It has enabled greater economic output, faster production, reduced costs, wider market reach, and greater efficiency than ever before.

occupations are in demand in every kind of enterprise.

without ‘computer skills’ are regular IT users; digital TV, cameras, smart

Connectivityways undreamt of only a few years ago. Such media have been put to positive

use of wikis and blogs in some work processes.

social media to exchange ideas, fell dictators, elect presidents, raise money, spread news, find jobs, build company brand.

from remote locations, 24x7, to facilitate commerce, creativity, competitive advantage.

8


Globalization helping to reinvigorate some manufacturing sectors. Global progress can have reciprocal benefits; “each additional percentage point of another country’s growth boosts its imports from America by three percentage points.”1

development pipeline involve international firms.

thirds of employers indicated in a survey that knowledge of foreign languages will increase in importance “more than any other basic skill” over the next five years.2

Transparency

when a select few ‘experts’ controlled information.

officials. Little to nothing is shielded from public view.

and allow employers to scrutinize prospective employees with little effort or exposure.

Collaborationideas or technologies to solve a single challenge. The lonely inventor is largely a relic of the past.

‘experiential consumers.’

practices and policies, often facilitated by electronic surveys or social media.

Imaginationseek new ideas from internal resources and from external providers,

ideas are springing up everywhere.

not be in the same place at the same time.

RCGA | 71

CHAPTER 8

Learning

or less.

‘a record of continuous learning’ among the five most important competencies 3

Diversity

ten challenges for 2011.4

ensues—a losing business proposition in an innovation economy.

ethnicity, nationality, age, gender, ability / disability. The positive potential is enormous, as are the challenges to finding effective ways of working together.

Autonomyimportant to individuals with the ‘entrepreneurial spirit’ that employers value.

that offer autonomy, sometimes in radical doses, are outperforming their competitors.”5

careers, furthering a trend toward greater allegiance to one’s occupation than one’s employer.

Efficiencyproductivity, and increasing profits within firms in every sector. Increased profitability has not always translated into increased wages, however.

turning to ‘green’ business practices.

just in time. As a result, the contingent workforce is one of the fastest growing segments of the talent pool.

Shared Valuesocietal and economic progress—has the power to unleash the next wave of global growth.”6

St. Louis and across the globe.

meaningful work and a chance to ‘give back.’


Forces of Change in the World of Work: Outsourcing and AutomationInformation Technology wove a web around the globe in the late 1980s and early ‘90s, and the world flattened (as Tom Friedman first said), allowing information, ideas, money, people, and work to move

some firms began to relocate components of production to less developed countries where the work could be done more cheaply. Often, it wasn’t necessary to move whole operations. New technologies and inexpensive transportation allowed work to be broken into discrete pieces, performed in the most

not appear that the practice will ever be fully reversed. A news report from early 2011 observed: “Companies in the tradable sector [manufacturing, ag products, minerals, energy, business and

7

of workers, but much outsourcing happens within the boundaries of the regional economy and the

supported by units within HR or procurement, which enable them to seek and secure just the right skills for the tasks at hand through external domestic vendors. The trend toward outsourcing has fueled an explosion in the contingent workforce of contractors, consultants, and professional services

internal capacity had to be built and maintained. Bloomberg BusinessWeek notes “specific examples

workforces just give them more flexibility.”8

Outsourcing is only one part of the picture when it comes to technology and the reshuffling of work, however. Automation is potentially an even bigger factor. The National Center on Education and the Economy pointed out in a 2007 report that “if someone can figure out the algorithm for a

involve routine work of this kind and are rapidly being automated.”9 This includes tasks across all industry sectors. According to a column in the Harvard Business Review, it may even include middle managers, across the board, whose jobs, in the “classic” sense “will soon disappear.”10

market has been characterized not by a general rise in the demand for skill, but by a ‘hollowing out’:

jobs we depend on to support a strong middle class—have lagged behind. And the hole in the middle has been getting wider: many of the high wage occupations that grew rapidly in the 1990s have seen

11

RCGA | 73

CHAPTER 8

12

The Center for American Progress and the Hamilton Project note that this “polarization of job opportunities” began before the Great Recession, but has been “quantitatively” changed by it.13 It is largely, they confirm, the product of “the automation of routine work and the international integration of labor markets.” These trends are expected to continue. The National Center on Education and the Economy (NCEE) concludes that by 2017 nearly all routine work will be done by machines and / or by people in

work that brings innovation and renewed value to every sector. The NCEE report says: “The best employers the world over will be looking for the most competent, most creative and most innovative people on the face of the earth and will be willing to pay them top dollar for their services. This will be true not just for the top professionals and managers, but up and down the length and breadth of the workforce. Those countries that produce the most important new products and services can capture a premium in world markets that will enable them to pay high wages to their citizens.”14

percent) of employers responding to a 2008 national survey said that “creativity / innovation is projected to increase in importance for future workforce entrants.” Relatively few of the survey

15

Forces of Change in Post-Secondary Education: Technology and Innovation

has not only changed many economic sectors, it has transformed them by lowering costs, increasing access, and delivering the personalized, customized, and interactive experiences that customers have come to expect. Higher education, however, has yet to experience the kind of disruption and

‘Google’ or ‘Apple’ of Higher Education?”16

Although they are still down market, the drivers of educational transformation appear to already be at work. The first wave of change was propelled by online learning, the ‘technology enabler’

tens of thousands of students—many of them adults who were not previously enrolled in school. According to researchers at the Center for American Progress and the Innosight Institute, “roughly 10 percent of students in 2003 took at least one online course. That fraction grew to 25 percent in 2008, was nearly 30 percent in the fall of 2009, and we project it will be 50 percent in 2014.”17

Online educational options are also transforming talent development and management programs offered by employers. A 2011 survey administered by the Society for Human Resource Management (SHRM) found that “… more than half of HR professionals said they were expanding

applications (51 percent).”18


and degrees, and there has been a notable increase in the number of proprietary schools competing

added real value to the choices available to students; others have not. This has raised public concern

education.19 The second wave of innovation in education is driven by use of the Internet to deliver learning content outside of traditional college structures. Innovative programs package content into short modules and deliver it over the Internet at very low or no cost, in malleable formats, with continuous

‘edupreneurs’ creating such solutions are like round pegs in the square holes of existing accreditation systems, and while adaptation may be lengthy and difficult, changes such as these are on the horizon. “There is now an entire ecosystem of venture capitalists, social entrepreneurs, angel investors and

20

These and other innovations in talent development will continue to influence the educational

transformed from an art into something much closer to a science, look for learning to become highly

to one that takes full advantage of the economies of scale and scope. And as is true in every other industry, look for quality to go up and cost to go down.”21

______________

1. Observation from President Obama’s Council on Economic Advisors, cited in “Rustbelt Recovery.” The Economist. March 12, 2011.

Resource Management. Are They Really Ready to Work? Employers’ Perspectives on the Basic Knowledge and Skills of New Entrants to the 21st Century Workforce. 2006.

3. St. Louis RCGA. The Competencies of a High-Performing Workforce: Findings from a Survey of St. Louis Area HR Professionals. 2011.

4. Society for Human Resource Management. SHRM Workplace Forecast: The Top Workplace Trends According to HR Professionals February 2011. Page 4.

5. Daniel Pink. Drive: The Surprising Truth About What Motivates Us

Harvard Business Review.

The Washington Post. March 12, 2011.

Bloomberg BusinessWeek. May 23, 2007.

RCGA | 75

CHAPTER 8

9. National Center on Education and the Economy. Tough Choices or Tough Times: The Report of the New Commission on the Skills of the American Workforce. 2007. www.skillscommission.org.

10. Lynda Gratton, “The End of the Middle Manager.” Harvard Business Review.

The New York Times, March 6, 2011.

www.newamerica.net

The Polarization of Job Opportunities in the U.S. Labor Market. Center for American Progress and The Hamilton Project. April 2010.

14. Tough Choices or Tough Times. Page 7.

Resource Management. Are They Really Ready to Work? Employers’ Perspectives on the Basic Knowledge and Skills of New Entrants to the 21st Century Workforce. 2006. Page 10.

College 2.0: Transforming Higher Education through Greater Innovation and Smarter Regulation. May 2011.

Disrupting College: How Disruptive Innovation Can Deliver Quality and Affordability to Postsecondary Education. February 2011.

18. Society for Human Resource Management, SHRM Workplace Forecast: The Top Workplace Trends According to HR Professionals. February 2011.

19. Author’s notes from spoken remarks by Joshua Lewis, Salmon River Capital, at a forum “Degrees of Change: Private Sector

20. Steven Pearlstein, “Mark them tardy to the revolution.” The Washington Post. May 29, 2011.

21. Ibid.


A New Regional Framework for Talent Development

IntroductionIt is time for a new approach to talent. The days are long behind us when a high school diploma and a strong Midwestern work ethic guaranteed a job in the factory and a steady ladder to a gold watch. Almost nothing in that era of St. Louis history is the same anymore: not the diploma, the guarantee, the factory, the steady ladder—not even the gold watch.

working life before easing out of the labor force through a phased retirement or an encore career.

More than traditional education and workforce systems can do alone. Today, talent development is everyone’s business. This section presents a new framework for talent development that brings everyone into the process. It is built on three essential elements. The planning partners believe that if business,

organizational players adopt and share this approach, it will focus our collective efforts and allow us to act together effectively. If fully implemented, this framework can guide significant progress toward the vision of regional competitive advantage expressed in Section 3.

Three Elements in a New Regional Framework

Century demands is at once:

1) Prepared to work Being prepared to work in today’s knowledge economy requires educational credentials beyond the high school level. Coming out of the Great Recession into a new growth cycle, the American workforce is noticeably behind in educational preparedness.

2) Equipped to performPost-secondary credentials are the necessary foundation for work, but they are not necessarily sufficient. Employers describe a college degree as “the ticket to get in the door” to a good job, but not an adequate guarantee that the bearer has the desired skills.

3) Positioned to advanceCareer-long development is important not only to individuals seeking to advance, but to the companies where they work. To fill the most valued roles, firms seek talented people who have traveled a developmental path on which they earned credentials and accumulated the knowledge, skills, and experiences required for high performance over time.

9

RCGA | 77

CHAPTER 9

The talent development framework presented here has been constructed on these broad qualities. The details have been honed with input from relevant stakeholders. Each emanates from priorities expressed by the business and economic development communities, focuses on the region’s targeted economic sectors, has been reviewed and shaped by representatives of higher education and workforce development, and encourages a coordinated response on the part of the larger community. Although listed in numerical order, the three elements of talent development presented here may not always unfold in sequence. They may overlap and progress concurrently in the growth of any talented individual or cohorts of individuals. The pages that follow describe each.

#1. Great Talent is Prepared to Work: The Importance of Post-Secondary Credentials

the high school level. Coming out of the Great Recession into a new growth cycle, the American workforce is noticeably behind in educational preparedness.

The Economic Development ImperativeThe economic development community is sounding the alarm with repeated messages such as this

had the largest percentage of adults between ages 25 and 34 with a high school diploma and college

Cooperation and Development] countries have nearly doubled since then, and they have largely

degrees now lags behind that of many countries.”1 This issue is near the top of the economic challenges facing St. Louis, where only 32 percent of

jobs. The chart presented in Section 3 documents the region’s standing as 12th among the nation’s 20 largest metro areas on this indicator. Moody’s, a firm that provides economic research services to the business community, noted in a recent publication: “In the long run, St. Louis will struggle to attract professional and tech firms unless its educational attainment can catch up to the competition.”2

Business InterestsMembers of the St. Louis business community affirm the need to grow the region’s pool of college graduates. The 169 human resource professionals who responded to a survey administered by the St. Louis RCGA and the Human Resource Management Association (HRMA) in preparation for this

in value to their company’s performance and 3.59 in importance to the individual’s career. The highest ratings were given by HR staff in companies with more than 2000 employees. The average rating given

and 4.13 (for the individual’s career).


3

College Completion as a Workforce GoalThe business and economic development communities are convinced of the importance of college

point within the larger community. “The Midwestern states must commit to increasing very substantially the participation of their citizens in higher education at all levels,” notes a recent master plan for higher education. “This … will require a major effort to build adequate public awareness of the importance of higher education to the future of the region and its citizens. It will also require a renewed commitment to the fundamental principles of equal opportunity and social inclusion for the increasingly diverse population of the region.”4

Bachelor’s degreeor higher

Some college orassociate’s degree

High schoolgraduate

Less thanhigh school

$51,565

$34,163$27,911

$19,830

2.7%

5.7%

8.0%

14.7%

9.1 Median Earnings and Unemployment Rates by Educational Attainment for Persons Aged 25 and Older

5

RCGA | 79

CHAPTER 9

A convincing argument for college completion can be made from the workforce perspective, using a number of metrics.

According to recent research on skills and employment in the national economy, the “simple comparison of the wage gap between college and high school graduates probably understates significantly the real growth in compensation for college graduates relative to high school graduates in recent decades. College graduates work more hours per week and more weeks per year than high school graduates, spend less time unemployed, and receive a disproportionate share of

each grown over the past several decades.”6

mathematics, business, health, and the physical sciences. The lowest earners had majored in biology and life science, humanities and liberal arts, arts, education, and psychology / social work.7

Post-Secondary Credentials for Middle-Skill Jobs

significant. The National Skills Coalition argues in a 2007 report that “overall… the demand for

the economy…. This is particularly true for jobs that require an Associate’s degree or some particular vocational training or certification.”9 As illustrated by charts appearing later in this Section, sectors

include the health care, financial and information services, and sustainable technology clusters targeted in this plan. Certifications are increasingly valuable currency in the knowledge economy, accounting for a

the double benefit of access to “growth and opportunities in incremental steps” and, in some fields, “the earnings power commonly associated with traditional degrees.”10

the ultimate test of the value of certifications, the relatively high rating that these credentials received in the St. Louis survey of HR professionals cited earlier suggests that the demand in this region is good.


College Completion Targets

emerging economy jobs requiring such credentials as between 65 and 75 percent. Data analyzed for

clusters are the target.

occupations in the Health Science and Services cluster. The same is true for 87 percent of comparable positions in Financial and Information Services. Juxtaposed with current statistics on college completion, these numbers signify a considerable gap between where the region is now and where we need to be. Many members of today’s workforce have completed major courses of study that constitute a good foundation for the economic clusters targeted in this plan. The chart describes the majors for the

9.2 Prevalence of Post-Secondary Degrees in Selected OccupationsFinancial and Information Occupations, Health Science and Services

11


66%


80%

Two year degree20%

Two year degree7%

Vocational orother training

13% Vocational orother training

15%

9.3 Prevalence of Post-Secondary Degrees in All OccupationsFinancial and Information Occupations, Health Science and Services

12


57%


59%

Two year degree7%


26%


32%

Two year degree17%

Other2%

RCGA | 81

CHAPTER 9

Although the categories provided by the Census do not align precisely with the clusters, six majors may be considered most relevant. These, highlighted in the chart, account for 51.4 percent of all bachelors degree level majors among area adults.

Increasing the pool of college graduates with the backgrounds needed to support our targeted sectors will require early and ongoing communication with educators and students about future opportunities

any field, the majority of college students have career goals in view. “Most students,” according to the Lumina Foundation for Education, “enrolled at the associate, bachelor’s and master’s levels in our nation today are pursuing degrees in occupationally related fields, from medical technology to engineering, to accounting.”15 The major course of study selected by students impacts not only the region’s skill base, but also the student’s future job prospects and earning potential. The popularity of various college majors impacts the number of graduates in a given field, and

relative popularity of various programs. The list of most popular majors is led by four occupations

accounting, and nursing. Together, these accounted for 22 percent of all majors among working adults. The least popular majors included several in the physical sciences, as well as nuclear engineering and pharmacology.16

Aged 25 and OlderSt. Louis MSA, 2009

14

St. LouisMSA(%)

St. LouisMSA

(Total)Education Level

Less than high schoolHigh school graduate, GED, or alternativeSome college, no degreeAssociate's degreeBachelor's degreeGraduate or professional degreeTotal

123,799393,569380,846136,464299,251186,229

1,520,158

8.1%25.9%25.1%

9.0%19.7%12.3%100%

St. LouisMSA(%)

St. LouisMSA

(Total)Degree

Computers, mathematics & statisticsBiological, agricultural, & environmental sciencesPhysical & related sciencesPsychologySocial sciencesEngineeringMultidisciplinary studiesScience & engineering related fieldsBusinessEducationLiterature & languagesLiberal Arts & historyVisual & performing artsCommunicationsOtherTotal

23,11633,61311,41723,95731,21037,83210,29351,798

128,08184,86219,40128,10016,74724,83331,101

556,361

4.2%6.0%2.1%4.3%5.6%6.8%1.9%9.3%

23.0%15.3%

3.5%5.1%3.0%4.5%5.6%

100%

9.4 Highest Level of Educational Attainment for Population Aged 25—64St. Louis MSA, 2009

13


Regional Assets for Post-Secondary Education

educational institutions listed in the charts.

certifications and stackable college certificates that are awarded at technical schools, colleges, universities, and online learning institutions serving the St. Louis region every year. These credentials are valued currency in the talent marketplace of the knowledge economy. In addition to those listed, the region is served by colleges and universities in other parts of Missouri and Illinois, as depicted in the map. Among those serving the highest percentage of St. Louis

Challenges to SuccessDespite having a solid base on which to build, the St. Louis area faces considerable challenges if we are

demographics in the student population and the rising cost of college.

As is true for higher education across the nation, the college student population of the St. Louis area is older than what was once considered “traditional” and students are more likely to be balancing work and school at the same time than has been true in the past. Nearly half (49 percent) of students enrolled in area colleges in 2009 were aged 25 and older. More than half (53 percent) of students in

students.20 Partly as a result of the many challenges facing students who are trying to juggle school, work, family life, and other responsibilities at the same time, there are more adults in the St. Louis area who

one academic year.21

preparation of this report identified several barriers from their own experience that are borne out by national research on the subject of college completion.22 These barriers include:

attend college)

than one school in pursuit of a degree, and 35 percent attend two or more)23

RCGA | 83

CHAPTER 9

9.6 Enrollment and Degrees Awarded for Four Year Colleges and UniversitiesSt. Louis MSA, 2009-2010

17

TotalDegreesAwarded

TotalEnrollmentSchool Name

Aquinas Institute of TheologyBarnes-Jewish College Goldfarb School of NursingBlackburn CollegeBrown Mackie CollegeChamberlain College of NursingColumbia College - St. LouisConcordia SeminaryCovenant Theological SeminaryEden Theological SeminaryFontbonne UniversityGreenville CollegeHarris-Stowe State UniversityHickey CollegeITT Technical Institute - ArnoldITT Technical Institute - Earth CityKenrick Glennon SeminaryLindenwood UniversityLogan College of ChiropracticMaryville UniversityMcKendree UniversityMidwest UniversityMissouri Baptist UniversityMissouri CollegeMissouri TechPrincipia CollegeRanken Technical CollegeSanford-Brown College - FentonSanford-Brown College - Saint PetersSouthern Illinois University at EdwardsvilleSt. Louis Christian CollegeSt. Louis College of PharmacySt. Louis UniversityStevens College of Business & ArtsUniversity of Missouri-St. LouisUniversity of Phoenix - St. LouisVatterott College - North ParkVatterott College - Sunset HillsWashington UniversityWebster UniversityTotal

244634607106

3,5451,441

472807209

2,8631,5761,886

480903

1,001115

10,4081,1113,5343,284

3004,836

920135527

2,0391,044

77913,940

3331,233

16,317200

16,534605

1,7071,052

13,5758,126

119,428

72360122

01,438

110126145

38856468142212259234

292,698

524819908

68780128

31102392215259

2,99673

1793,097

842,886

121130154

3,8632,100

27,218

9.7 Enrollment and Degrees Awarded for Two-Year Colleges St. Louis MSA, 2009-2010

18

TotalDegreesAwarded

TotalEnrollmentSchool Name

Anthem College- Maryland HeightsAnthem College- FentonEast Central CollegeJefferson CollegeKaskaskia CollegeLecole CulinaireLewis & Clark Community CollegeLutheran School of NursingMidwest InstituteSanford-Brown College - CollinsvilleSanford-Brown College- HazelwoodSouthwestern Illinois CollegeSt Louis College of Health CareersSt Louis College of Health Careers - FentonSt. Charles Community CollegeSt. Louis Community College - Florissant ValleySt. Louis Community College - Forest ParkSt. Louis Community College - MeramecSt. Louis Community College - WildwoodVatterott College-O'Fallon CampusTotal

346446

4,2035,7885,337

6148,179

160191612929

14,440340200

7,8147,2108,207

11,1861,401

39277,995

101182374671527169644

01124

1771,338

1126

655522588901

4738

7,006


9.8 Colleges and Universities by Student Enrollment

19

Tuition & fees

Room & board

Books & supplies

Transportation

Other expenses

$45,000$40,000$35,000$30,000$25,000$20,000$15,000$10,000$5,000$0

Public two-year commuter

Four-year in-state on-campus

Public four-year out-of-state on-campus

Private nonprofit four-year

$2,713

$8,535$7,605

$8,535$19,595

$9,700$27,293

$7,259

$1,073

$1,137 $1,989

$20,339

$1,491

$1,133 $2,041

$14,637

$1,073

$1,137 $1,989

$32,329

$862

$1,181 $1,440

$40,476

9.9 Average Estimated Undergraduate Budgets25

RCGA | 85

CHAPTER 9

sponsored by their employers

needs of working adults

Financial issues rose above all other concerns, however. Each of the working students engaged in the focus groups had the benefit of employer tuition assistance and some had federal financial support or scholarships, but none of these sources covered the entire cost of their tuition, books, and associated fees. It is not difficult to understand their concern. “According to the American Institute for Economic Research, the price of college tuition and fees increased 247.7 percent from 1990 to 2009, which was a faster increase than the price of any basket of goods and services outside of ‘cigarettes and other tobacco products.’ The increase in the price of college ranks higher than even ‘hospital services, nursing homes, and adult day care,’ which ticked in at a 245 percent increase over the same time period, whereas the overall Consumer Price Index increased by 71 percent.” 24

#2. Great Talent is Equipped to Perform: Five Competencies Employers Value Most

sufficient. Employers participating in focus groups and dialogues during the development of this report describe a college degree as “the ticket to get in the door” to a good job, but not an adequate guarantee that the bearer has the desired skills.

Employers Demand More than Academic CredentialsEmployers are looking for more than a traditional credential, in part, because the economy has

demands. Among these 21st Century demands are critical thinking and reasoning skills needed to appropriately apply what one learned in school in a business setting. There is mounting research at the national level that exposes a gap between what many college students have learned and what employers seek. For example, authors of Academically Adrift: Limited Learning on College Campuses followed several thousand students from diverse colleges and universities over four years and found that “a large number of the students showed no significant progress on tests of critical thinking, complex reasoning and writing that were administered when they began college and then again at the ends of their sophomore and senior years.”26 Further, the American Council of Trustees and Alumni analyzed educational requirements at 100 leading institutions and concluded, in the words of the ACTA president, that “students are graduating with great gaps in their knowledge—and employers

education.”27


The issue is not that a few new skills need to be added to existing curricula, but that today’s

about their job search, recent college graduates and seasoned professionals in transition in St. Louis confirmed what our planning partners had already observed: employers are hiring very few individuals without demonstrated, relevant business experience. This may sometimes be explained as a temporary condition of the buyers’ market that now exists in talent, but that is probably an oversimplification. “Indeed,” as a column in the Journal of the Human Resource Planning Society points out, “as work becomes more knowledge intense, and what does not require direct human involvement becomes automated, it is inevitable that the future of work will be characterized by increasing autonomy and discretion at all levels of the organization…. This creates new requirements for more people. Most specifically, it places a premium on: the ability to think and act systematically, as well as in more familiar and linear terms; a deep understanding of the organization’s total system of value creation and how every decision and action contributes to it; and, above all, the ability at all levels to exercise judgment. This last is a critical aspect of the future of work—the near ubiquitous need for judgment, and all of the critical thinking skills that underpin it; and, again, this will place new pressures and imperatives on both national educational systems and talent development.”28

PercentageNumber of Employees

1 – 2526 – 100101 – 250251 – 10001001 – 2000More than 2000Total

14.9%20.9%21.4%20.2%

8.3%14.3%

100.0%

PercentageNumber of Employees

ManufacturingHealthcare & social assistanceProfessional, scientific, technical servicesFinance & insuranceEducational servicesRetail tradePublic administrationAdministrative, supportArts, entertainment, recreationUtilitiesConstructionManagement of companies, enterprisesWholesale tradeReal estate, rental, leasingMiscellaneous Total

17.9%16.1%14.3%

9.5%8.3%7.7%4.8%3.0%2.4%2.4%2.4%2.4%2.4%2.4%4.0%

100.0%

9.10 Human Resource Survey Respondents by Number of Area Employees

9.11 Human Resource Survey Respondents by NAICS Sector St. Louis MSA, 2011

31

RCGA | 87

CHAPTER 9

Recent national research has identified several important skills that are not consistently taught in high school or college. A 2006 report Are They Really Ready to Work?the Society for Human Resources Management, the Partnership for 21st Century Skills, and Corporate

enable new entrants to the workforce to use the basic knowledge acquired in school to perform in the workplace—on all educational levels trump basic knowledge and skills such as Reading Comprehension and Mathematics. In other words,” the report says, “while the ‘three R’s’ are still fundamental to any new workforce entrant’s ability to do the job, employers emphasize that applied skills like Teamwork / Collaboration and Critical Thinking are ‘very important’ to success at work.”29

critical / analytical thinking, oral communications, time management, and written communications.30

St. Louis Area Survey of HR Professionals To further focus our regional talent framework, the St. Louis planning partners have identified five competencies that employers in our market value most.

conducted at the national and local level regarding competencies employers seek (the reports cited above provide examples). Secondly, we studied competency models developed by state and federal agencies, as well as the knowledge, skills, and abilities described in the O*Net occupational classification system. Third, we gathered the direct experiences of colleagues who are career counselors, workforce development specialists, educators, economic developers, and professionals currently in the job market in the St. Louis area.

verify and further define this list, the planning partners reached out to the St. Louis Human Resource Management Association (HRMA), who agreed to join us in developing and implementing a poll of human resource professionals about the talent attributes most important in the firms they represent. The resulting survey was available online to HR professionals throughout metro St. Louis

membership base of 250 completed the survey. As indicated in the charts that follow, the survey sample included small and large firms, and companies from a variety of economic sectors. The full survey results are detailed in a separate report, The Competencies of a High-Performing Workforce: Findings from a Survey of St. Louis Area HR Professionals. The survey described the draft competencies generated from earlier research and asked respondents to rank, detail, and add to them.


Five Competencies Employers Value Most

Competency

People skills 89.0% 4.50

Motivation to keep up with changes in one’s occupation 87.1% 4.36

Applied skills 68.1% 3.92

Ongoing learning and skill development 63.5% 3.88

Entrepreneurial attitude 47.6% 3.55

RCGA | 89

CHAPTER 9

The Workforce Competencies Employers Value MostThe chart lists the five competencies given the highest ratings by HR respondents. It provides the percentage of total respondents who designated each competency as “extremely” or “very” important. Following each one are the competency attributes that received an average rating of 3.0 (“important”) or higher on a scale of 5.

Five Competencies Important Across the Workforce

directors, or senior professionals. In today’s dynamic economy, they pertain across the entire workforce. The specifics and the degree may vary from one occupation to the next, but the broad attributes are the same. A recent Time magazine article expressed it this way: “In the future, more will be expected

collaborative, and far less secure work world…. Companies will be looking for people who can help them solve problems before they even happen, identify opportunities that are barely visible on the horizon. This extends from workers on the shop floor to software developers in the IT department to contract energy monitors, and more.”32

#3. Great Talent is Positioned to Advance: Pathways Linking Individual and Business Success

companies where they work. To fill the most valued roles, firms seek talented people who have traveled a developmental path on which they earned credentials and accumulated the knowledge, skills, and experiences required for high performance over time.

The Employers’ Dilemma Employers in today’s competitive global economy seek to have the right people with the right skills

this quest as “a common definition of talent management.”33 As has been described, having the right

the competencies and experience that employers value most.

“Companies rarely know what they will be building five years out and what skills they will need to make that happen; they also don’t know if the people they have in their pipelines are going to be around….”34 This is one of the realities behind employers’ widely adopting the practice of ‘outside

as was a principal practice in the industrial era, but many also increasingly meet changing demands

external pool of experienced people looking for new opportunities. Combine shifting skill demands and outside hiring practices with the accelerating pace of job

mobile talent marketplace in which businesses operate today.


Regional Talent Management

to those of a business: having the right people in the talent pool with the right skills available to meet

be met by individuals who are already in the workforce and who comprise the vast majority of the talent that will be available to metro St. Louis region over the next ten years. To frame the system needed to ensure that regional talent management objectives are met, the planning partners propose a new career pathway model that acknowledges the highly dynamic nature of today’s economy and that highlights multiple milestones where companies, educational institutions, and talented people can engage in talent development planning. The pathways are oriented towards critical occupations, or “business drivers,” as identified by firms in the St. Louis market. From the vantage point of individual members of the workforce, these business drivers represent career “destinations,” with multiple steps along the way.

Identifying Critical Occupations: Business DriversTo draft model pathways for consideration by the stakeholders, the planning partners first sought to identify critical occupations from the business perspective. Critical occupations are not necessarily

where future openings are likely to be.

creation and economic growth on the virtuous circle at the center of this plan. The planning partners

consider to be the most critical to future business growth and development?

Human Resource Planning Society (HRPS) to identify short lists of critical occupations that could

menus of occupations most likely to be considered critical. 35 These lists — which are displayed in

from each sector with which to start.

RCGA | 91

CHAPTER 9

The selected occupations were Nurse Practitioners, Computer Systems Analysts, and Compliance Managers. Only the first of these business drivers is unique to a single sector. The other two are part

www.careeronestop.org.

Developing Occupational Pathways: Talent Destinations

workforce perspective, they are considered ‘destinations.’ None of the selected occupations is

intentional career development pathway that combines experience, the key competencies identified earlier, ongoing skill development, and additional educational certifications or degrees. Each step on the pathway is associated with greater responsibility and higher earnings, and fosters the sense of accomplishment that encourages talented people to achieve more. The charts on the pages that follow were created by the partners to describe various pathways to each of the three critical destination occupations.

Implementation of the Career Pathways ModelThe three diagrams are prototypes of a product that can be oriented to any occupational ‘driver’ or ‘destination.’ The product provides a flexible tool that can be used by business, workforce development, economic development, higher education, and individuals wishing to advance their own careers.

important to the regional talent strategy:

1) businesses identify the critical occupations, the level of demand they have, and the timeline in which demand must be met

2) businesses specify the credentials, skills, experience required—using existing information as a starting point

businesses to implement talent development programs geared to the critical occupation, as well as

The pathways model can also be used by economic developers working with prospective

Next Steps

of the recommendations provided in Section 11.


54

32

1

Knowledge, Skills,& Abilities

On-the-JobExperience

TechnicalDevelopment

LicensureRequirements

Nurse Practitioner

Education

Education RequirementsHigh School Diploma or GED

Education RequirementsNurse Assistant (NA)Certified Nursing Assistant Program

Completion Time1 – 2 months

Education RequirementsRegistered Nursing (RN)Associate Degree in Nursing (ADN)Associate of Science in Nursing (ASN)Hospital Diploma Program (DNP)

Completion Time15 months – 2 years

Education RequirementsPractical Nursing (PN)Licensed Practical Nursing Program

Completion Time9 months – 1 year

Education RequirementsRegistered Nursing (RN)Bachelor’s Degree in Nursing (BSN)

Completion Time4 years

Education RequirementsAdvance PracticeRegistered Nursing (APRN)Master of Science in Nursing (MSN)Doctorate of Philosophy in Nursing (PhD)Doctorate of Nursing Practice (DNP)

Completion Time2 years (Master’s)5 years (Doctorate)

LicensureRequirementsState Exam

LicensureRequirementsNational Council Licensure Exam for Practical Nurses (NCLEX-PN)

Nursing Board Admission

LicensureRequirementsNational Council Licensure Exam for Registered Nurses (NCLEX-RN)


LicensureRequirementsRegistered Nurse(RN) License

Certificate ofControlled SubstancePrescriptive Authority

Certification byNationally RecognizedCertifying Body


Certifications &Specializations (Selected)Certified Nurse Assistant (CNA)

Level I Medication Aide (LIMA)

Insulin Administration

Cardiopulmonary Resuscitation (CPR)

Certifications &Specializations (Selected)IV TherapyGerontologyLong-Term CarePharmacology

Certifications &Specializations (Selected)

Knowledge,Skills,& Abilities (Selected)

KnowledgeMedicine & Dentistry

Psychology

Biology

English Language

Therapy Counseling

SkillsActive Listening

Reading Comprehension

Science

Speaking

Critical Thinking

Monitoring

AbilitiesOral Comprehension Oral Expression Problem Sensitivity Inductive Reasoning Written Comprehension Speech Clarity

Job Activities (Selected)Nurse PractitionersAnalyze and interpret patients’ histories & symptoms

Order, perform, or interpret the results of diagnostic tests

Diagnose or treat acute health care problems

Diagnose or treat chronic health care problems

Diagnose/treat unstable, comorbid, episodic or emergency conditions

Prescribe medication dosages, routes, & frequencies

Prescribe medications based on efficacy, safety, & cost

Recommend interventions to modify behavior

Registered Nurse (RN)Monitor, record & report symptoms

Record patients' medicalinformation & vital signs

Order, interpret, & evaluate diagnostic tests

Modify patient treatment plans

Direct & supervise less skilled nurses

Assess, plan, implement & evaluate patient care plans

Assist with patient exams & treatment

Licensed Practical Nurse (LPN)Administer prescribed medications or start intravenous fluids Observe patients, chart & report changes in patients' conditions

Answer patients’ calls & determine how to assist them

Measure & record vital signs

Collect samples such as blood & urine

Perform routine laboratory tests on samples

Nursing AideAnswer patients' call signals

Turn & reposition bedridden patients

Measure & record patients’ vital signs Feed patients’ who are unable to feed themselves

Bathe, groom, shave, dress, or drape patients

Help patients’ walk, exercise, & move in and out of bed

Certifications &Specializations (Selected)Acute Care Nurse Practitioner (ACNP)

Adult Nurse Practitioner (ANP)

Family Nurse Practitioner (FNP)

Gerontological Nurse Practitioner (GNP)

Neonatal Nurse Practitioner (NNP)

Pediatric Nurse Practitioner (PNP)

Women’s Health Nurse Practitioner (WHNP)

Organ orBody SystemCardiologyGastroenterologyNeuroscienceOrthopedics

PopulationTypeNewborns (Neonatology)Children (Pediatrics)AdultsElderly (Gerontology)

Work SettingAmbulatory CareCritical CareEmergency or TraumaHome Healthcare

Disease, Ailmentor ConditionAddictions Developmental DisabilitiesDiabetes ManagementHIV/Aids

Developmental Pathway

RCGA | 93

CHAPTER 95

12

43

Advanced NursingPractices

Registered Nursing(Non-Patient Contact)

Registered Nursing(Patient Contact)

PracticalNursing

AssistantNursing

Occupation Pathway: Nurse Practitioner

EducationHigh School Diploma or Equivalent

Requirements0-2 years work experience

EducationCertified Nurse Assistant ProgramApprenticeship

RequirementsCompletion of Certificate Program0-2 years work experience

EducationLicensed Practical Nurse Program

RequirementsNursing License0-2 years work experience

EducationBachelor’s degreeAssociate’s DegreeHospital Diploma

RequirementsNursing License0-2 years work experience

EducationDoctorateMaster’s Degree

RequirementsNursing LicenseCertification in Specialty2 – 5 years work experience

Nursing Aides Orderlies & Attendants*Home Health Aides*Personal & Home Care Aides*Psychiatric Technicians

$18,000 – $29,999

Nursing Aides Orderlies & AttendantsHome Health AidesPersonal & Home Care AidesPsychiatric Aide

$18,000 – $29,999

Certified Nurse Practitioners (CNP)**Clinical Nurse Specialists (CNS)**Certified Nurse Anesthetists (CRNA)**Certified Nurse Midwives (CNM)**

$70,000 & up

Case Manager**

Forensics Nurse**

Infection Control**

Legal Nurse Consultants**

Nurse Administrators**

Nurse Educators**

Informatics Nurse Specialists**

Nurse Researchers**

$70,000 & up

Pass National ExamNCLEX-PN

Licensed Practical Nurse (LPN)**

Licensed Vocational Nurse (LVN)**

$30,000 – $44,999

Pass National ExamNCLEX-PN

Registered Nurses (BSN)**

Registered Nurses (RN)**

$45,000 – $69,999

* Indicates occupations that require certification **Indicates occupations that require licensure

1

2

3

4

5

Nurses Aide (NA) Nursing aide training is offered in high schools, vocational-technical centers, some nursing care facilities, and some community colleges. Some employers provide classroom instruction for newly hired aides, while others rely exclusively on informal on-the-job instruction by a licensed nurse or an experienced aide. Such training may last from several days to a few months. Aides also may attend lectures, workshops, and in-service training. Advancement opportunities are limited without additional education.

Certified Nurses Assistant (CNA) Federal Government requirements exist for nursing aides who work in nursing care facilities. These aides must complete a minimum of 75 hours of State-approved training and pass a competency evaluation. Opportunities for advancement within these occupations are limited. Aides generally need additional formal training or education to enter other health occupations.

Licensed Practical Nurse (LPN) LPNs must complete a State-approved training program in practical nursing to be eligible for licensure. A high school diploma or its equivalent usually is required for entry, although some programs accept candidates without a diploma, and some programs are part of a high school curriculum. Most programs last 1 year and include both classroom study and supervised clinical practice (patient care). Some LPNs also choose to become registered nurses through LPN-to-RN training programs.

Registered Nurse (RN) There are three typical educational paths to registered nursing—a bachelor's of science degree in nursing (BSN), an associate degree in nursing (ADN), and a diploma. BSN programs, offered by colleges and universities, take about 4 years to complete. ADN programs, offered by community and junior colleges, take about 2 to 3 years to complete. Diploma programs, administered in hospitals, last about 3 years.

Advancement opportunities may be more limited for ADN and diploma holders compared to RNs who obtain a BSN or higher. Individuals who complete a bachelor's degree receive more training in areas such as communication, leadership, and critical thinking, all of which are becoming more important as nursing practice becomes more complex. A bachelor's or higher degree is often necessary for administrative positions, research, consulting, and teaching.

Nurse Practitioner (NP) There are four types of advanced practice nurses: clinical nurse specialists, nurse anesthetists, nurse-midwives, and nurse practitioners. All four types of advanced practice nurses require a master's degree in nursing (MSN). Traditional MSN programs take 2 years to complete. Accelerated master's degree in nursing (MSN) programs typically take 3-4 years to complete full time and result in the award of both the BSN and MSN. MSN programs also are available for individuals who hold a bachelor's or higher degree in another field.

Note: This information was taken from the Bureau of Labor Statistics’ Occupation Outlook Handbook, 2010-2011 Edition


43

21




EducationalDevelopment


Education LevelAssociate’s DegreeCertificate

Typical Fields of StudyDatabase ManagementWeb DesignNetwork AdministrationComputer ProgrammingBusiness Administration

Completion Time1 – 2 years

Education LevelBachelor’s Degree

Typical Fields of StudyInformation SystemsComputer ScienceBusiness AdministrationApplied Mathematics


Technical Skills

DatabasesAccess

Oracle

LanguagesSQL

Java

Linux

Microsoft.NET

Cobol

Support ServicesEnd User

Telephony

Help Desk

Certifications 1

CompTIA - A

CompTIA - Network+

CompTIA - Security+

MCDST - MS Certified Desktop Support Technician

MCP - MS Certified Professional

MCSA - MS Certified System Administrator

MCTS - Windows Vista, Configure

Certifications 2

CCDA – Cisco Certified Design Associate

CCNA – Cisco Certified Network Associate

CCNP – Cisco Certified Network Professional

CISSP – Cert Info Sys Security Professional

ITIL v2 Foundation

ITIL® v3 Foundation

MCITP – MS Certified IT Professional

MCSE – MS Certified Systems Engineer

Other Business Process Certifications

Other Project Management Certificate

PMP® – Project Management Professional

Six Sigma

VMware Certified Professional

Education LevelDoctorateMaster’s Degree

Typical Fields of StudyBusiness AdministrationInformation SystemsComputer ScienceApplied Mathematics


Computer Systems Analyst

Transferable Skills

Business Skills

Health Informatics

Bioinformatics

Computer Programs- Non-Information Systems, e.g., Geographic Information Systems

Knowledge, Skills,& Abilities (Selected)

KnowledgeComputers & Electronics

English Language

Customer & Personal Service

Mathematics

Engineering & Technology

Administration & Management

Skills Critical Thinking

Reading Comprehension

Active Listening

Speaking

Systems Analysis

Writing

AbilitiesOral Comprehension

Problem Sensitivity

Information Ordering

Written Comprehension

Fluency of Ideas

Deductive Reasoning

Job Activities (Selected)

Analyze business, scientific, or technical problems

Communicate technical information

Consult with customers concerning needs

Create mathematical or statistical diagrams or charts

Design computer hardware or software interface

Design computer programs or programming tools

Develop or maintain databases

Develop records management system

Evaluate computer system user requests or requirements

Maintain client-server database

Operate computer networks

Provide technical support to computer users

Revise or correct errors in computer programs, software, or systems

Write computer software, programs, or code

Write technical specifications for computer systems, software or applications

Use project management techniques

RCGA | 95

CHAPTER 94

32

Systems AnalysisDatabaseManagement

NetworkAdministration

ProgrammingInternetProduct Support

Occupation Pathway: Computer Systems Analyst

EducationAssociate’s DegreeCertificateSome college, no degreeHigh School Diploma

Work Experience0 – 3 years

EducationBachelor’s Degree


EducationBachelor’s Degree


AdditionalRequirementsCertifications

EducationBachelor’s Degree or higher

Work Experience5 or more years

Additional RequirementsCertificationsTransferable Skills

Computer OperatorsComputer Support SpecialistsDocument Management SpecialistsData Entry KeyersWord Processors & TypistsCustomer Service RepsOnline MerchantsComputer, Automated Teller, and Office Machine Repairers

$25,000 – $39,999

Network Designers*Network Systems & Data Communications Analysts*Network & Computer Systems Administrators*Computer Security Specialists*Telecommunications Specialists*Security Management Specialists*

$75,000 & up

Network DesignersNetwork Systems & Data Communications AnalystsNetwork & Computer Systems Administrators Computer Security SpecialistsTelecommunications SpecialistsSecurity Management Specialists

$40,000 – $74,999

* Indicates occupations that require certification **Indicates occupations that require licensure

1

2

3

4

Product Support and Internet Webmaster positions typically require an associate’s degree or certification, although a computer-related bachelor’s degree may be expected for some positions. For telecommunications specialists, employers prefer applicants with an associate’s degree in electronics or a related field. Applicants for security specialist and Web developer positions generally need a bachelor’s degree in a computer-related field. For some positions, related experience and certification may suffice.

Training requirements for computer support specialist positions vary, but many employers prefer applicants with some formal college education. A bachelor's degree in computer science, computer engineering, or information systems is a prerequisite for some jobs; other jobs, however, may accept a computer-related associate’s degree. In some environments, certifications and relevant experience may substitute for formal education.

Network Administration and Database Management Network and computer systems administrators often are required to have a bachelor’s degree, although an associate’s degree or professional certification, with related work experience, may be adequate for some positions. Common majors are computer science, information science, and management information systems (MIS), but a degree in any field, supplemented with computer courses and experience, may be adequate.

Network architect and database administrator positions often require a bachelor’s degree in a computer-related field, although some employers prefer applicants with an MBA and a concentration in information systems. In addition to formal education, network architects may be required to have several years of relevant work experience.

Programming Most employers prefer applicants with at least a bachelor's degree and broad knowledge and experience in a variety of computer systems and technologies. Typical college majors for programmers and applications software engineers are computer science, software engineering, or mathematics. Systems software engineers often study computer science or computer information systems. Graduate degrees are preferred for more complex jobs.

Computer Systems Analyst Competitive candidates for analysts positions are those with bachelors’ level degrees and a major in a specific field appropriate to the job: computer science or IS, for example, for work in a technical or scientific environment; management information systems (MIS) for work in a business environment. Increasingly, employers seek individuals with master's degrees in a technical field or an MBA with a concentration in information systems.

Despite the preference for technical degrees, however, talented people who have degrees in other areas may find employment as systems analysts if they can demonstrate the technical skills and abilities.

1

Web DevelopersWeb Administrators

$40,000 – $75,000

Computer Programmers*Computer Software Engineers, Applications*Computer Software Engineers, Systems Software*Computer Systems Engineers/Architects*Software Quality Assurance Engineers & Testers*Computer Systems Engineers/Architects*Computer Hardware Engineers*

$75,000 & up

Computer ProgrammersComputer Software Engineers, ApplicationsComputer Software Engineers, Systems SoftwareComputer Systems Engineers/ArchitectsSoftware Quality Assurance Engineers & Testers Computer Systems Engineers/Architects Computer Hardware Engineers

$40,000 – $74,999

Database Architects Database Administrators

$40,000 – $74,999

Database Architects*Database Administrators *

$75,000 & up

Computer Systems Analyst**Computer & Information Systems Managers**Business Intelligence/ Systems Analysts**Information Technology Project Managers**Data Warehousing Specialists**

$75,000 & up

Note: This information was taken from the Bureau of Labor Statistics’ Occupation Outlook Handbook, 2010-2011 Edition


42

1




Compliance Manager

Education

Atomic Energy Act (AEA)Chemical Safety Information, Site Security & Fuels Regulatory Relief ActClean Air Act (CAA)Clean Water Act (CWA) Emergency Planning & Community Right-to-Know Act (EPCRA)Energy Independence & Security Act (EISA)Energy Policy ActFederal Food, Drug, &Cosmetic Act (FFDCA)Federal Water Pollution Control Amendments National Environmental Policy Act (NEPA)Nuclear Waste Policy Act (NWPA)Occupational Safety & Health (OSHA)Oil Pollution Act (OPA)Resource Conservation & Recovery Act (RCRA)SuperfundToxic Substances Control Act (TSCA)

Sustainable Technologies

Bank Secrecy ActDodd–Frank Wall Street Reform & Consumer Protection Act Community Reinvestment ActCommodity Futures Modernization Act of 2000 (CFMA) Equal Credit Opportunity ActFair Credit Reporting ActFederal Deposit Insurance Act Gramm–Leach–Bliley Act (GLB) Sarbanes-Oxley ActSecurities Act of 1933Securities Exchange Act of 1934

Financial & Information Services

Health Insurance Portability & Accountability Act (HIPAA) Federal Information Security Management Act of 2002 (FISMA)USA Patriot Act

Risk ManagementLegal KnowledgeInformation Security Audit ManagementData AnalysisEmployee Training

Education LevelDoctorateMaster’s Degree Typical Fields of StudyBusiness AdministrationAccounting or FinanceLaw (JD)Human Resources Management EngineeringBiology, Chemistry, Life SciencesComputer Science/Information Systems


Education LevelBachelor’s Degree Typical Fields of StudyAccounting Business AdministrationBiology, Chemistry, Life SciencesComputer Science/Information SystemsEngineeringFinanceHuman Resource Management Public Policy & Political Science


Education LevelAssociate’s Degree Typical Fields of StudyBusiness AdministrationAccounting Biology, Chemistry, Life SciencesComputer Science/Information Systems

Completion Time1 – 2 years

KnowledgeLaw & GovernmentEnglish LanguageChemistry BiologyPublic Safety & SecurityMathematics

KnowledgeActive ListeningCritical ThinkingSpeaking Complex Problem SolvingReading ComprehensionActive Learning

AbilitiesWritten ComprehensionWritten ExpressionOral ComprehensionOral ExpressionProblem Sensitivity Deductive/Inductive Reasoning

Advise internal management or business partners on the implementation & operation of compliance programs Assess product, compliance, or operational risks Ensure the implementation of consistent disciplinary action strategies Conduct or direct the internal investigation of compliance issues Conduct periodic internal reviews or audits Consult with corporate attorneys as necessary Communicate, monitor or enforce compliance standards File appropriate compliance reports with regulatory agencies Identify compliance issues that require follow-up or investigation Maintain documentation of complaints received and investigation outcomes Oversee internal reporting systems such as corporate compliance hotlines and inform employees about these systems Provide assistance to internal & external auditors in compliance reviews Report violations of compliance or regulatory standards to duly authorized enforcement agencies Serve as a confidential point of contact for employees to communicate with management Verify that all firm and regulatory policies and procedures have been documented, implemented, & communicated


Law and Policy (Selected)General

Job Activities (Selected) Knowledge,Skills, & Abilities

(Selected)

Transferable Skills(Selected)

RCGA | 97

CHAPTER 91

EducationAssociate’s degreeCertificateSome college, no degreeHigh school diploma

Work Experience0 – 3

2

EducationBachelor’s degree


RequirementsIndustry recognizedcertificate may be needed

3

EducationDoctorateMaster’s degree

Work Experience5 or more years

RequirementsIndustry recognizedcertificate may be needed

Governance &Management

Production &Service Delivery

Planning & DesignResearch &Development

Accounting & Finance

Occupation Pathway: Compliance Manager

AuditorsClaims Adjusters, Appraisers, Examiners, & InvestigatorsCredit AnalystsFraud Examiners, Investigators & AnalystsInsurance Adjusters, Examiners, & InvestigatorInsurance UnderwritersRisk Management Specialists

$45,000 – $64,999

Environmental Science & Protection Technicians Biological Technicians

$30,000 – $49,999

Bookkeeping, Accounting, & Auditing ClerksInsurance Claims ClerksInsurance Policy Processing Clerks

$30,000 – $49,999

$65,000 & up

Biochemists & Biophysicists Biological ScientistsChemistsEnvironmental EconomistsLife ScientistsMicrobiologistsSoil & Plant ScientistsWater Resource Specialists

$65,000 & up

ArchitectsCivil Engineers Environmental EngineersIndustrial Engineers Industrial Safety & Health EngineersMechanical EngineersNuclear EngineersOccupational Health & Safety SpecialistProduct Safety EngineersSolar Energy Systems EngineersWater/Wastewater Engineers Wind Energy Engineers

$65,000 & up

3

1

2

Clerks Clerks employed with insurance, accounting and auditing firms are typically required to have a High School diploma at a minimum. However, an Associate’s degree in business or accounting is required for some positions at this level. Inspectors Training requirements vary with the responsibilities of the inspector. Many jobs related to sustainable technologies require work experience in a related field, such as food processing or medical or pharmaceutical labs. An Associate's degree or college coursework in biology, chemistry, agricultural science, or a related subject may be required.

Specialist Common academic preparation for specialist positions includes a Bachelor's degree in finance, accounting, economics, or business administration. Industry experience is often a key requirement for these positions as companies often promote experienced individuals with specific knowledge of the organization’s business operations. In some cases, an Associate’s degree and relevant experience may substitute for a four-year degree.

Technicians For sustainable technology jobs, employers prefer applicants who have at least two years of specialized postsecondary training or an Associate’s degree in applied science or science-related technology. Some technicians have a Bachelor's degree in the natural sciences, while others have no formal postsecondary education and learn their skills on the job.

Compliance Manager Compliance managers require a substantial amount of expertise and knowledge of regulatory-related policies and procedures. Although most of these positions require a Bachelor’s degree, many employers seek individuals with advanced degrees and long-term on-the-job experience in a specific industry. Common degrees for compliance managers include law, finance, accounting, economics, or business administration. Positions related to sustainable technologies may require an advanced degree in engineering, biology, chemistry, or physics.

This information was taken from the Bureau of Labor Statistics’ Occupation Outlook Handbook, 2010-2011 EditionNote: Compliance Managers are valued in many industries. This diagram illustrates pathways in Financial Services and Sustainable Technologies.

BiologistsClimate Change AnalystGeoscientistsFood Scientists & TechnologistsIndustrial EcologistsSoil & Water Conservationists

$45,000 – $64,999

Geothermal TechniciansRecycling & Reclamation Workers Water & Liquid Waste Treatment Plant & System OperatorsWind Turbine Service Technicians

$30,000 – $49,999

Business Continuity PlannersBusiness Operations SpecialistsCompliance OfficerEnvironmental Compliance InspectorEqual Opportunity Reps & OfficersFirst-Line SupervisorsManagers of Office & Admin. Support WorkersHuman Resources, Training, & Labor Relations SpecialistsPublic Relations SpecialistsRecycling Coordinators Regulatory Affairs Specialist

$45,000 – $64,999

Agricultural InspectorsLoss Prevention Specialists

$30,000 – $49,999

Environmental Engineering Technicians

$30,000 – $49,999

Biomedical EngineersEnvironmental Restoration Planners

$45,000 – $64,999

Hydroelectric Plant TechniciansMethane/Landfill Gas Generation System TechniciansNuclear Equipment Operation TechniciansPower Distributors & DispatchersPower Plant OperatorsSolar Photovoltaic InstallersSolar Thermal Installers & TechniciansWeatherization Installers & Technicians

$45,000 – $64,999

Compliance ManagerFinancial ExaminerRegulatory Affairs Manager

Biofuels/Biodiesel Technology & Product Development Mgrs.Brownfield Redevelopment Specialists & Site Mgrs.Emergency Management DirectorsEngineering Mgrs.General & Operations Mgrs.Geothermal Production Mgrs.Human Resources Mgrs.Hydroelectric Production Mgrs. LawyersLogistics Mgrs. Management AnalystsMarketing Mgrs. Medical & Health Services Mgrs.Natural Sciences Mgrs. Purchasing Mgrs.Storage & Distribution Mgrs.Supply Chain Mgrs. Treasurers & ControllersWind Energy Operations Mgrs. Wind Energy Project Mgrs.

$65,000 & up


______________

Disrupting College: How Disruptive Innovation Can Deliver Quality and Affordability to Postsecondary Education. February 2011

2. Moody’s Analytics, Feb 2011. Page 92

3. St. Louis RCGA. The Competencies of a High-Performing Workforce: Findings from a Survey of St. Louis Area HR Professionals. 2011

4. James J. Duderstadt. A Master Plan for Higher Education in the Midwest: A Roadmap to the Future of the Nation’s Heartland. Chicago Council on Global Affairs. March 2011. Page 9

a bachelor’s degree and graduate or professional degree.

6. David Autor. The Polarization of Job Opportunities in the U.S. Labor Market: Implications for Employment and Earnings. Center for American Progress and The Hamilton Project. April 2010. Page 5

7. Anthony P. Carnevale, Jeff Strohl, Michelle Melton. What’s It Worth? The Economic Value of College Majors. Georgetown

http://www.bls.gov/cps/data.htm,

http://www.bls.gov/opub/gp/gpsec2.htm

9. National Skills Coalition. America’s Forgotten Middle Skill Jobs. 2007

March 2009

2008, http://www.bls.gov/emp/ep_table_111.htm ; “Metropolitan and Nonmetropolitan Area Occupational Employment and

Research and Information Center (MERIC) http://www.missourieconomy.org/occupations/occ_proj.stm. Note: For the

and Information Center. MERIC assigns ratings to occupations based on anticipated levels of growth, openings, and wages.

12. Ibid

16. Anthony P. Carnevale, Jeff Strohl, Michelle Melton. What’s It Worth? The Economic Value of College Majors. Georgetown

17. “College Navigator,” National Center for Education Statistics, http://nces.ed.gov/ipeds/cool/index.aspx. Note: Degrees Awarded reflect data from the 2008-2009 school year. Data for Columbia College, St. Louis University and Webster University were obtained from these organizations.

18. “College Navigator,” National Center for Education Statistics, http://nces.ed.gov/ipeds/cool/index.aspx.

RCGA | 99

CHAPTER 9

19. College Navigator, National Center for Educational Statistics. Map prepared by the St. Louis RCGA.

21. Ibid.

Returning to Learning: Adults’ Success in College is Key to America’s Future. Lumina Foundation for Degree Completion Beyond Institutional Borders:

Responding to the New Reality of Mobile and Nontraditional Learners. Center for American Progress and the Council for Adult and Experiential Learning. 2010.

23. Comments by Clifford Adelman, Institute for Higher Education Policy, March 2011

Disrupting College: How Disruptive Innovation Can Deliver Quality and Affordability to Postsecondary Education. February 2011

Note: The report provides enrollment weighted average prices.

New York Times. May 14, 2011

27. American Council of Trustees and Alumni. What will they learn? A Report on the General Education Requirements at 100 of the Nation’s Leading Colleges and Universities. 2009. https://www.goacta.org/publications/downloads/

People & Strategy, The Journal of the Human Resource Planning Society. Volume 31, Issue 4. 2008

Resource Management. Are They Really Ready to Work? Employers’ Perspectives on the Basic Knowledge and Applied Skills of New Entrants to the 21st Century U.S

Skills Gap: The Ill-Prepared Workforce, August 2010

31. St. Louis RCGA. The Competencies of a High-Performing Workforce: Findings from a Survey of St. Louis Area HR Professionals.

Time. May 25, 2009

33. Peter Cappelli. Talent on Demand: Managing Talent in an Age of Uncertainty

Pennsylvania. February 20, 2008

Emerging Occupations for that sector. These criteria being satisfied, the list of occupations was further narrowed to encompass

on the original menus.


Leveraging Resources: The Importance of Partnerships

Background

secondary education and skill development in the St. Louis metro area annually. However, no comprehensive catalogue is available and no coordinated strategy exists to allow St. Louis to gauge the effectiveness of these investments in relationship to the broad economic goals identified in Section 3.

This section provides a general summary of current public and private sector funding streams—all of which are fluid and subject to change in this time of resource uncertainty and fiscal restraint. The successful implementation of the recommendations presented in Section 11 of this report will require significant leveraging of public and private sector efforts—including funding—in ways that have not been customary in the past.

Public Funding for Post-Secondary Education and Skill DevelopmentLocal and State FinancingSt. Louis area taxpayers may be most familiar with the public’s investment in higher education through

local property and state taxes. Their fiscal needs and challenges are often described and debated in the press.

Recession, state and local public funding for higher education was compromised. The immediate sting of lost revenue was mitigated somewhat by federal American Recovery and Reinvestment Act (“stimulus”) funds in 2010, but this was a temporary respite. Across the nation, public universities took steps to cap enrollment and raise tuition. According to the Higher Education Strategy Association,

2009/10 and 2010/11 and out of state tuition fees increased by 6 percent in the same period.”1 News items from St. Louis area media report that some public educational institutions also reduced staff levels and eliminated least popular degree programs. The State of Missouri provides assistance directly to students through the Missouri Higher Education Loan Authority (MOHELA), a traditional secondary market lender and servicer that works

which was reduced in 2010 due to a shortfall in state revenues.

10

RCGA | 101

CHAPTER 10

Federal Financial Assistance for Post-Secondary StudentsThe federal government provides financial assistance to qualifying students pursuing education

expects the annual demand for Pell grants to reach 9.6 million in 2012, up from 6 million in 2008.2 Student choice is a priority in federal programs, and individuals with Pell grants or other forms of aid authorized under Title IV of the Higher Education Opportunities Act can attend accredited

explosion in enrollments in recent years, including a considerable number of students receiving federal financial assistance. Some—by no means all—of these proprietary schools appear to have engaged in

data to assure that public funds were used for the intended purpose. The percentage of students who began repayment of loans in 2008 and defaulted within three

and 7.6 percent among those in private institutions.3

accountable for preparing students for “gainful employment.”

Federal Funding and the Workforce Investment ActThe federal government provides funding for job training and development through numerous departments, including Agriculture, Commerce, Defense, Education, Energy, Health and Human

Administration, National Science Foundation, and more.4

administers 62 specific funding and technical assistance programs including formula grants, project

designated programs at the state and local level for the benefit of individual and business customers.


State and Local Partnerships Under the Workforce Investment ActIn 2010, the State of Missouri and the local boards “implemented the most significant change in Missouri’s Career Center System in a generation” with Next Generation Career Centers designed

and streamline service delivery processes.5 These changes enabled the Centers to manage an unprecedented level of demand during the Recession. The Next Gen system also strengthens the State’s commitment to accountability and results. Accountability pertains not only to the system itself, but its customer groups. Community College partners, for example, are putting greater emphasis on ‘stackable credentials’ of value to employers

services.

services such as job search and placement assistance and useful labor market information to all job

them with the information they need to develop the knowledge, skills and abilities sought after in the new economy.” The ability to deliver on this commitment was tested during the Recession, when thousands of individuals of all education and skill levels came into the system for assistance for the first time. The Missouri Career Centers in the St. Louis area established innovative partnerships with the

technology tools and platforms to provide useful information to a broader customer base. Through these partnerships, the Career Centers:

economy

the same field in which they had considerable experience

by addressing deficits in applied skills unique to industry clusters.

These changes had a positive impact: a 2011 survey of 397 professionals in career transition conducted as background for this report found that displaced workers of all educational levels were familiar with the Career Center system and valued the information that was made available to them. The survey respondents identified some areas for continuing improvement—including a need for more timely and individualized service. Nonetheless, the survey results indicate that the Career Centers are making good progress toward serving a more economically diverse population.6

RCGA | 103

CHAPTER 10

State and Local WIA Partners Serving Business

reaffirmed their commitment to serving business needs through a variety of programs, including recruitment assistance to help existing companies and those new to the area meet their labor needs. In the St. Louis metro area, an important new development was the 2011 execution of a Memorandum of

consistent way.

Private Sector Funding for Post-Secondary Education and Skill DevelopmentBusiness-Sponsored Education

may not be widely recognized outside the business community. Research undertaken by the Lumina Foundation for Education concludes that “business and industry drive workforce training, providing

employees in 2004.”7

In 2007, PricewaterhouseCoopers Saratoga conducted a human capital performance study for

people participated in the study. The results quantified the median annual investment in learning and development for each employee as $612—higher than the median of $513 for companies in PwC Saratoga’s national database. This sums to a total 2007 investment of $183.6 million from the 25 St. Louis area companies alone.8 If the pattern in St. Louis area companies is consistent with national practice, much of this money was invested in courses that do not result in credit that can be transferred toward a degree at an

for license examinations, to upgrade job skills, to retrain for new occupations and to provide training classes customized for a particular industry.”9 Some states are implementing learning assessment tools

The absence of more current information makes it impossible to accurately gauge the impact of the Great Recession on company spending for employee development. There are signs that companies are using technology to do more with less, however. A 2010 national survey by the Society for Human Resource Management reports that 29 percent of HR respondents have decreased their training budgets due to technology changes, while 28 percent said that they have increased training “due to

10

Employer Assistance for College Tuition The learning and development expenditures identified in the PwC Saratoga study do not include dollars spent by companies on college assistance and tuition reimbursement. The study found that approximately 3.3 percent of employees in the 25 participating St. Louis area firms were enrolled in employer tuition assistance programs—slightly lower than the national percentage of 4.3 percent.


A survey of companies conducted by the St. Louis RCGA early in 2010 identified 49 companies that are providing some form of tuition assistance for employees enrolled in college. Employees from two of these companies who participated in focus groups convened by the RCGA in preparation for this report indicated that the availability of college help was a positive factor influencing their decision to work at that company.

Private Scholarships

scholarships in the St. Louis metro area. These are sponsored by a range of entities, including

A database with eligibility criteria and other information about all 164 programs is available at www.capstl.org.

Costs Paid by StudentsStudents carry most of the responsibility for paying for education after high school and, with the cost of college rising and levels of outside support declining, financial barriers have become a major impediment for many.11 A 2011 survey by the Pew Research Center reports that 48 percent of adults

12

in 2008. Almost half of respondents said that college debt obligations made it more difficult for them to pay other bills. One quarter said they had changed their career plans because of it.

Lifelong Learning Accounts

education that is being used in several states, including parts of Missouri. Designed and piloted by

13 They are savings accounts in participating commercial banks, with resources dedicated to a specific educational goal. The

amount is matched by the individual’s employer and, possibly, third parties. LILAs have the benefit of shared responsibility for funding higher education, relieving any one party of the total burden.

Going Forward

and sustain the resource infrastructure necessary to meet its talent and economic development goals.

RCGA | 105

CHAPTER 10

______________

Tuition Fees and Student Financial Assistance: 2010 Global Year in Review. Higher Education Strategy Associates. February 2011. www.higheredstrategy.com

Reform and Innovation, Teachers and Leaders, and College Completion.” Press release, February 14, 2011. www.ed.gov

Wall Street Journal. February 4, 2011.

4. See the Catalogue of Federal Domestic Assistance at www.cfda.org for a complete and current listing.

2010 Annual Report. https://worksmart.ded.mo.gov.

6. For a full report of the survey results, see St. Louis RCGA. “Perspectives of St. Louis Area Professionals Changing Careers in a Turbulent Economy. May 2011.

Returning to Learning: Adults’ Success in College is Key to America’s Future. Lumina Foundation for Education, 2007. Page 13.

January 2008.

9. Returning to Learning.

10. Society for Human Resource Management. Workplace Forecast: The Top Workplace Trends According to HR Professionals. February 2011. Page 22.

11. See Section 9 for detailed information about the rising cost of college tuition and fees.

13. See http://www.lifelonglearningaccounts.org/


Recommendations

IntroductionThe preceding pages set the stage for a new approach to talent development in metro St. Louis. The underlying principles have been described and discussed throughout. They stress that an effective talent strategy must be closely aligned with the region’s economic development objectives and that it

partnership with the public sector and engaging hundreds of stakeholders in the future of the region’s workforce. The past 12 months have been a time of much data gathering and analysis, with interim findings shared and discussed with the community at milestones along the way. For that reason, there are no surprises to announce in this final chapter. To implement the talent strategy, we recommend the following initial steps. Broaden Regional Engagement in Talent DevelopmentThe planning partners will circulate this research document and the supplemental reports broadly in the regional community.

work that they do, and take action.

with the recommendation that the analysis contained here is a good starting point for next steps in implementation of the Greater St. Louis Economic Development Plan.

presented, and we welcome opportunities to engage with other stakeholders to expand and enhance the talent strategy.

Implement the New Framework for Regional Talent Development The following recommendations are intended to establish the foundation for the New Framework for Regional Talent Development presented in Section 9. The RCGA Talent Council will continue to work with public and private sector partners to advocate and encourage these activities.

1. Great Talent is Prepared to Work: The Importance of Post-Secondary Credentials

11

RCGA | 107

CHAPTER 11

region that are working to improve college completion rates for the purpose of sharing ideas, information, best practices and leveraging stronger outcomes

focus on those who started college but did not finish

particular attention to occupations in the economic clusters targeted in this plan.

2. Great Talent is Equipped to Perform: Five Competencies Employers Value Most

understanding of the five workforce competencies identified in this report

but who may not have Human Resource capacity

of workforce diversity.

3. Great Talent is Positioned to Advance: Pathways Linking Individual and Business Success

together to:

clusters, including jobs to be created through existing pipeline projects, using the process put forth in this document

development function

demand, skill and credential requirements, and career pathway opportunities relevant to the targeted economic clusters. Advocate a career pathways orientation for all workforce system customers. $


Notes and New Ideas _____________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

________________________________________________________________________________________

RCGA | 109

CHAPTER 11

Design: Peggy Nehmen, n-kcreative.com

Today, talent development is everyone’s business.

www.stlrcga.org314-231-5555

talent: the future of st. louis metro in the knowledge...

Documents