a plan for prosperity, growth and inclusion version 1

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A PLAN FOR PROSPERITY, GROWTH AND INCLUSION VERSION 1.0

NORTHCENTRAL INDIANA REGIONAL DEVELOPMENT AUTHORITY

____________, 2016

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Northcentral Indiana Regional Development Authority

i

NORTHCENTRAL INDIANA REGIONAL DEVELOPMENT AUTHORITY

Board of Directors

John Affleck-Graves Pete McCown University of Notre Dame Elkhart County Community Foundation

Dallas Bergl Kristin Pruitt INOVA Federal Credit Union Lakeland Financial Corporation

John DeSalle Hoosier Racing Tire

Strategy Development Team

John Affleck-Graves James Keenan University of Notre Dame Walter & Keenan Financial Consulting Co.

Bill Davis Karl King Hilltop Wealth Solutions Crowe Horwath LLC (retired)

Jan Fye Diana Lawson St. Joseph County Chamber of Commerce Elkhart County Convention & Visitors Bureau

Larry Garatoni Chuck Lehman HQ Investments Lehman & Lehman, Inc.

Tracy Graham Pete McCown Graham-Allen Partners Elkhart County Community Foundation

Tim Harman Amish Shah Harmony Marketing Group Kem Krest

Kurt Janowsky Roger Umbaugh J.T. Restaurants, Inc. Umbaugh and Associates (retired0

Kenneth Julian Thor Industries

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Contents

Northcentral Indiana Regional Development Authority i

Board of Directors i

Strategy Development Team i

Executive Summary 1

Introduction 8

Overview 11

Situation Analysis 12

Economic Performance 12

Economic Structural Factors 21

Programs For Improvement 32

Greater Employment in Higher-Pay Traded Clusters 32

Better Access to Quality, Skilled Workers 41

Increased Employment and Business Ownership Opportunities for Minority Populations 44

Mobilizing to Implement the Programs for Improvement 47

The Need for a Regional Economic Development Body 47

Functions of a Regional Economic Development Body 47

Funding a Regional Economic Development Body 49

Appendix A: Selection of Benchmark Regions 51

Appendix B: Data Tables 54

Appendix C: Potential Resources 85

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EXECUTIVE SUMMARY

The Northcentral Indiana Regional Development Authority Board wants to stimulate and give direction to ongoing discussion about how to make the most of the region's existing assets and nurture development of the new assets needed to achieve continuous improvement. Accordingly, it appointed a 15-member Strategy Development Team to develop a plan that will guide a coordinated endeavor to assess, manage, and improve the region's economy.

The Strategy Development Team's work product is this Plan for Prosperity, Growth and Inclusion, Version 1.0 (the "Plan"), which provides a set of goals and strategies for which—with further research and deliberation—actionable initiatives will be able to be executed. The Strategy Development Team included "Version 1.0" in the title because we intend the Plan to begin an evolving process that will yield additional versions, each of which becomes both more robust and more precisely calibrated to the structure of Northcentral Indiana's economy

The Strategy Development Team performed a Situation Analysis to evaluate Northcentral Indiana's performance in the measures of economic well-being we consider most important: prosperity, growth, and inclusion. We evaluated how our region is doing and how it compares to the performance of five benchmark regions. Because structural factors drive performance, we also analyzed the key structural characteristics of our region's economy and compared them to those of the benchmark regions.

We recommend Programs for Improvement based on our Situation Analysis findings, specifying Goals, Strategies, and expected Outcomes for the region. We suggest for further research and deliberation actionable initiatives—Activities—to implement each Strategy, the Resources that might be used to support those Activities, and Output indicators to measure the success of the Activities.

We also recommend that a regional economic development body will be needed to implement the Programs for Improvement. We outline the functions of such a body and suggest funding models that could be used to support its operation.

Situation Analysis Findings

Economic Performance

The Strategy Development Team measured economic performance in terms of the factors we believe matter most to prosperity, growth, and inclusion. Accordingly, our evaluation of Northcentral Indiana's economic performance is based on the measures, and comparisons to selected Benchmark Metropolitan Areas (Appleton, WI Metropolitan Area; Cedar Rapids, IA Metropolitan Area; Lancaster, PA Metropolitan Area; Wichita, KS Metropolitan Area; and York, PA Metropolitan Area),1 described below.

1 See Appendix A for an explanation of how the Strategy Development Team selected these Benchmark Regions

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Prosperity

We measured Prosperity as the level of income produced by the regional economy on a per capita, per worker, and per proprietor basis because higher personal income leads to an increased demand for goods and services, resulting in greater employment, investment, and production within the region. We also included poverty rate because it reflects how well the benefits of personal income are spread through the population.

Northcentral Indiana's:

Per Capita Personal Income is $5,241 (11.9%) below the Benchmark MSAs' average;

Employee Compensation Per Worker is $2,981 (5.2%) below the Benchmark MSAs' average;

Average Nonfarm Proprietor's Net Income is $5,638 (17.8%) above the Benchmark MSAs' average; and

Poverty Rate (16.7%) is more than 1½ times the Benchmark MSAs' average.

Growth

We measured Growth by the increases over time in employment and productivity because these increases ultimately improve the economic well-being of those who live in the region. We used as measures of employment performance the Employment-Growth To Population-Growth Ratio, Prime-Age Employment Ratio, and the Compound Annual Rate Of Workforce Growth. We also included net migration as a measure of Growth because the region's labor supply can be increased through net in-migration of workers from outside the region or decreased by net out-migration of workers to other regions. We used as our measure of productivity performance the compound annual rate at which Gross Domestic Product per worker has increased.


Employment-Growth-to-Population-Growth Ratio 2004 through 2014 was negative and 1.13 points lower than the Benchmark MSAs' average,

Prime-Age Employment Ratio is 4.4 points below the Benchmark MSAs' average,

Compound Annual Growth Rate of Northcentral Indiana's workforce 2010 through 2014 was negative and .84 points below the Benchmark MSAs' average,

Net Migration 2010 through 2014 was more negative than all but one of the Benchmark MSAs, and

Compound Annual Growth Rate of Real GDP Per Worker 2004 through 2014 was more than double the Benchmark MSAs' average.

Inclusion

The Strategy Development Team focused on racial and ethnic inclusion, in particular as it relates to the availability of economic opportunity to persons of African-American race and Hispanic ethnicity. Accordingly, we measured Inclusion by: (a) the ratio of the African-American race population Unemployment Rate to the total population Unemployment Rate, (b) the ratio

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of the Hispanic ethnicity population Unemployment Rate to the total population Unemployment, (c) the percentage of businesses that are minority-owned, and (d) the ratio of the average number employed by minority-owned business firms with paid employees to the average number employed by nonminority-owned business firms with paid employees.


ratio of the African-American race population Unemployment Rate to the total population Unemployment Rate is two points better than the Benchmark MSAs' average, but its African-American Unemployment Rate is more than double the total population Unemployment Rate,

ratio of the Hispanic ethnicity population Unemployment Rate to the total population Unemployment Rate is 12 points worse than the Benchmark MSAs' average, and its Hispanic Unemployment Rate in our region is more than 1½ times the total population Unemployment Rate,

percentage of businesses that are minority-owned is more than 1½ times the Benchmark MSAs' average,

ratio of the average number employed by minority-owned businesses with paid employees to the average number employed by nonminority-owned businesses with paid employees is more than 1½ times the Benchmark MSAs' average.

Economic Structural Factors

The structural factors that most directly drive economic performance are the distribution of employment by industry, the distribution of employment by occupation, and human capital. Accordingly, our evaluation of Northcentral Indiana's economic structural factors is based on the measures, and comparisons to selected Benchmark MSAs, described below.

Employment by Industry Cluster

The Strategy Development Team analyzed the distribution of employment by industry in terms of Industry Clusters—groups of industries closely related by skill, technology, supply, demand, and other linkages—defined by The U.S. Cluster Mapping Project.2

Industry Clusters are either Traded Clusters or Local Clusters. A Traded Cluster is composed of traded industries, which are concentrated in a geographic region and sell to other regions and nations. A Local Cluster is composed of local industries, which primarily sell locally and tend to grow as local population grows.

Northcentral Indiana's employment distribution by Traded and Local Clusters is detailed by number, percentage, and Location Quotient3 in Appendix B, Table B-2. Employment is equally split between Traded Industry Clusters and Local Industry Clusters.

2 The U.S. Cluster Mapping Project (http://www.clustermapping.us) is a national economic initiative led by Harvard Business School's Institute for Strategy and Competitiveness in partnership with the U.S. Department of Commerce and U.S. Economic Development Administration. 3 A Location Quotient (LQ) is the ratio of an industry’s share of total employment in a location relative to its share of total national employment. The LQ measures the specialization or concentration of a cluster in a

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We focused on Traded Clusters because a region grows by exporting goods and services it produces to elsewhere, thus bringing income into the region. That new income then further increases the region's income as a portion of it is spent on local goods and services (the multiplier effect).


top two Traded Industry Clusters by employment —"Trailers, Motor Homes, and Appliances" and "Education and Knowledge Creation" account for 32.7% of all Traded Industry Cluster employment; and

ten largest Traded Industry Clusters by employment account for 73% of all Traded Industry Cluster employment, and the average annual pay of three is less than the approximately $39,000 average annual pay for all Traded Industry Clusters.

Employment Distribution by Occupation

The Strategy Development Team analyzed the occupation structure of Northcentral Indiana using the U.S. Bureau of Labor Statistics Occupational Employment Statistics, which provides data for over 800 Standard Occupational Classifications (based on the nature of the work performed and the skills required) for non-governmental occupations in 23 Major Occupation Groups.

In Northcentral Indiana:

The Major Occupations Group "Production" accounts for 21.85% of employment, which is more than 1½ times the Benchmark MSAs' average percentage of employment in Production and more than three times the national average.

The five largest Major Occupation Groups provide average annual pay less than the approximately $39,000 average annual pay for all occupations in the region.

The third largest Major Occupation Group, "Food Preparation and Serving", provides the lowest average annual pay.

Eight of the top 10 Production Occupations provide average annual pay less than the approximately $39,000 average annual pay for all occupations in the region.

The average annual pay for the largest Production Occupation, "Team Assemblers", is nearly $10,000 less than the average annual pay for all occupations in the region.

27% of employment is in low-skill Occupations for which no formal education credential is required, and only 22% is in Occupations for which education more than a High School Diploma is required.

Human Capital

"Human Capital" refers to the stock of knowledge, skills, expertise, and capacities embedded in the labor force. Human Capital is the single biggest driver of economic growth in metropolitan areas and continues to increase in importance in the knowledge economy.

particular location relative to the national average. An LQ > 1 indicates a higher than average cluster concentration in a location.

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Regions with higher levels of Human Capital experience greater increases in outputs, productivity, wages, and employment.

We used Workforce Growth Rate, Education Attainment, and Weighted Workforce Education Index as indicators of the region's Human Capital structural characteristics. The Workforce Growth Rate—the rate at which labor supply is increasing—is especially important because it affects the ability of firms to hire the workers they need in order to expand and, accordingly, the rate at which a region's output can grow.


workforce shrunk 1.36% in the period 2010 through 2014, while the workforces of the Benchmark MSAs grew an average of 2.0%,

percentage of population with an education attainment of Associate’s Degree or higher is less than any of the Benchmark MSAs, and

Weighted Workforce Education Index is seven points (20%) below the Benchmark MSAs' average.

Programs for Improvement

The Strategy Development Team concludes from our Situation Analysis that the Northcentral Indiana region needs to enhance its prosperity, growth, and inclusion through Programs for Improvement, to achieve:

greater employment in higher-pay traded clusters,

better access to quality, skilled workers, and

increased employment and business ownership opportunities for minority populations.

We have set forth below the Strategies we recommend to effect these Programs for Improvement and the Outcomes we expect these Strategies to produce.

To Achieve Greater Employment in Higher Pay Traded Clusters

Strategies

1. Accelerate expansion of employment in "Scaleup" Clusters (i.e., existing, already strong clusters for which the average annual pay is higher than the average for all Traded Industry Clusters; the adoption of new technologies such as 3-D Printing, Big Data, Digital Manufacturing, computational modelling, and robotics could have a transformative effect; there are existing companies willing to expand; and there is good potential for attracting new companies).

2. Accelerate expansion of employment in "Entrepreneurial" Clusters (i.e., existing, not yet strong clusters with a high Between Cluster Relatedness to strong clusters, for which the average annual pay is higher than the average for all Traded Industry Clusters, and which involve technology likely to match up with one of Notre Dame's Key Research Areas (Advanced Diagnostics and Therapeutics, Circuits, Computational Data Science, NDnano,

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Precision Medicine, Stem Cells and Regenerative Medicine, Sustainable Energy, Turbomachinery & Propulsion, Wireless Institute).

Outcomes

1. Greater diversity of industries and occupations providing employment in the region

2. Increased income produced by the regional economy on a per capita and per worker basis

3. Growth in employment, investment, and production within the region because of higher personal income leading to an increased demand for goods and services

4. Net migration into the region by workers—attracted from elsewhere by the availability of high-paid jobs—producing growth in the workforce and population

To Achieve Better Access to Quality, Skilled Workers

Strategies

1. Improve the number of work-ready people.

2. Stimulate inward migration.

Outcomes

1. Greater availability of "human capital" to companies in the region produced both by improved work-readiness of workers within the region and by attracting skilled labor from outside of the region

2. Increased growth and profitability of companies in the region enabled by their ability to obtain enough workers with the skills and education levels they need

3. Net migration into the region by workers from elsewhere, producing growth in the workforce and population

4. Growth in employment, investment, and production within the region

To Achieve Increased Employment and Business Ownership Opportunities for Minority Populations

Strategies

1. Increase minorities' employment opportunity by reducing barriers to their employment.

2. Increase the number and size of minority-owned businesses by reducing barriers and providing business assistance.

Outcomes

1. Increased employment, income, and economic well-being for African-American and Hispanic populations within the region

2. Increased growth and profitability of minority-owned companies


4. Increased racial and ethnic diversity of the region's population

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Mobilizing to Implement the Programs for Improvement

The Strategy Development Team intends this "Plan for Prosperity, Growth and Inclusion, Version 1.0" to begin an evolving process and to launch a coordinated endeavor to assess, manage, and improve Northcentral Indiana's economy. In order for that process to be implemented, an organization designated by the Regional Development Authority to be the regional economic development body operating under its auspices will be needed.

Functions of a Regional Economic Development Body

The functions of a regional economic development body should include the following:

1. Implementing the Program for Improvement strategies

2. Driving the ongoing evolution of this Plan

3. Convening key regional actors and creating collaborations

4. Creating a platform for public-private collaboration on regional economic strategy

5. Marketing the region

6. Directly encouraging collaboration among local governments and local economic development organizations by applying jointly for state, federal, and philanthropic grants

Funding a Regional Economic Development Body

Linked to the formation of a regional economic development body is deciding its funding model. Whereas county- or city-specific economic development organizations are often provided substantial funding by local government, a regional organization would have no counterpart regional government entity with taxing authority to act as a funding source.

The Strategy Development Team recommends consideration of two approaches to funding the regional economic development:

1. Solicit contributions directly from "investors" and, in addition, create a foundation dedicated to supporting the regional economic development organization that separately solicits contributions.

2. Pool funds from local foundations, similar to what is done by an organization in Northeast Ohio--the Fund for Our Economic Future. The Fund for Our Economic Future ("Fund") was launched in 2004 by the community foundations in several counties and a set of other philanthropic institutions from across Northeast Ohio. Presently, the Fund includes over 50 members, which now are not only philanthropic institutions but also businesses, nonprofits, governmental entities, and higher education institutions.

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INTRODUCTION

The Northcentral Indiana Regional Development Authority Board appointed a 15-member Strategy Development Team to develop a plan for enhancing the economic well-being of Northcentral Indiana. This document is the product of that work. This Plan for Prosperity, Growth and Inclusion, Version 1.0 (the "Plan") provides a set of goals and an initial set of strategies for which—with further research and deliberation—actionable initiatives will be able to be executed. The Strategy Development Team has included "Version 1.0" in the title of this document because we intend it to begin an evolving process by stimulating and giving direction to ongoing discussion about how to make the most of the region's existing assets and nurture development of the new assets needed to achieve future improvements. We hope it will lead to additional versions, each of which becomes both more robust and more precisely calibrated to the structure of Northcentral Indiana's economy. The best known economic development education and certifying body, the International Economic Development Council (IEDC)4, defines economic development as "improving the economic well-being of a community through the fostering of a dynamic environment where economic opportunities can be discovered, taken advantage of, and maximized to their fullest extent to create balanced and sustainable economic growth, jobs, a positive sense of 'place', and an improved quality of life in a defined geographic region."

Accordingly, the scope of this Plan is goals and strategies for enhancing the economic well-being--the prosperity, growth, and inclusion--of Northcentral Indiana through an improved economic structure. We fully acknowledge the need for planning with regard to community development, education, housing, poverty, public health, safety, transportation, the environment, and the overall quality of life. However, these issues are beyond the scope of this Plan and should be addressed by other efforts. Strong schools and a safe and livable environment certainly are critical factors for a successful economy, but this is a plan for improving economic structure. That is, we focused on those aspects of the region that have the most direct effect on improving employment, wages, and inclusion.

Although this is not a plan for poverty elimination and community development, we believe execution of the Plan will contribute to increased economic opportunity for individuals and enhanced quality of place for communities.

The Plan incorporates, as resources for executing strategies, much of the work presently being performed by entities in the region that is directed to the drivers and mechanics of economic growth. We formulated the Plan taking into consideration these existing efforts, and its strategies are meant to encompass many existing initiatives.

Finally, the Strategy Development Team urges all who read this Plan to recognize that our economy extends beyond governmental boundaries. The goals are ambitious, and implementation of the strategies will have to reach beyond the limits of any county, city, or town. Collaborative and coordinated action throughout the region will be vital to the Plan's implementation. Hence, adherence to a regional strategy by local governments and local

4 International Economic Development Council, http://www.iedconline.org/

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economic development organizations will be a critical success factor for improving prosperity, growth, and inclusion in our shared economy.

The Strategy Development Team began by deciding our work product should be a plan that:

is based on documented facts about the performance and structure of Northcentral Indiana's economy,

sets specific, measurable, achievable, realistic, and time-bound goals ("SMART" goals),

proposes explicit strategies from which results-oriented activities can be derived,

defines measurable outputs desired to be produced by the strategies, and

links the facts, goals, strategies, and outputs in a structure that has a built-in basis for evaluating progress.

Accordingly, we used the Program Logic Model as the organizing architecture for each program in the Plan. A Program Logic Model is a structure consisting of: the problem addressed, the goal that defines success, the rationale and assumptions underlying the goal, and a roadmap of the plan illustrating how it is expected to work--what resources will be used, what activitieswill be executed and what outcomes are desired. It is a systematic way to understand and communicate the relationships among the resources available, the activities planned, and the results intended to be achieved.

Figure 1 is a graphic depiction of the structure and components of a Program Logic Model.

Figure 1: Program Logic Model Structure

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The Team believes the Program Logic Model architecture fulfills our guiding principle that the Plan should link facts, goals, strategies, and outputs in a structure that has a built-in basis for evaluating progress. Because Program Logic Models "connect the dots" between resources, activities, and outcomes, they can be the basis for project management. Using data collection and a project plan, our logic models can help implementation teams track and monitor operations to manage results.

The Program Logic Model architecture also provides a built-in basis for evaluating progress by data collection and using the logic model as the foundation for an evaluation plan as illustrated by the schematic in Figure 2.

Figure 2: Program Logic Model as the Foundation for Evaluating Progress5

5 Used by permission of Innovation Network, Inc.

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OVERVIEW

The Plan for Prosperity, Growth and Inclusion is set forth in the following pages in three parts:

1. Situation Analysis presents an evaluation of Northcentral Indiana's performance in measures of economic well-being – prosperity, growth, and inclusion. It shows how our region is doing and how it compares to the performance of benchmark regions. Furthermore, because structural characteristics drive performance, it also presents analyses of the structural characteristics of our region's economy and compares them to those of the benchmark regions.

2. Programs for Improvement identifies Problem Statements, Goals, and Strategies for the region derived from the Situation Analysis. These Goals and Strategies express the consensus of the Strategy Development Team as to the most important areas for further research and deliberation. Also presented in this part are Activities -- actionable initiatives -- proposed for consideration in relation to each Strategy, potential Resources to support those Activities, and measurable Outputs by which the results of the Activities can be evaluated.

3. Mobilizing for Implementation outlines the functional and funding structures for a regional economic development body, which the Strategy Development Team considers to be needed to support implementation of the Programs for Improvement.

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SITUATION ANALYSIS

Economic Performance

The Strategy Development Team for our situation analysis measured economic performance in terms of the factors that matter most to prosperity, growth, and inclusion. Accordingly, our evaluation of Northcentral Indiana's economic performance is based on the measures and comparisons to selected Benchmark Metropolitan Areas (Appleton, WI Metropolitan Area; Cedar Rapids, IA Metropolitan Area; Lancaster, PA Metropolitan Area; Wichita, KS Metropolitan Area; and York, PA Metropolitan Area) 6 set forth below.

Prosperity

We measured Prosperity as the level of income produced by the regional economy on a per capita, per worker, and per proprietor basis because higher personal income leads to an increased demand for goods and services, resulting in greater employment, investment, and production within the region. We also included poverty rate because it reflects how well the benefits of personal income are spread through the population.

Per Capita Personal Income

As illustrated in Figure 3, Northcentral Indiana's Per Capita Personal Income is $5,241 (11.9%) below the Benchmark MSAs' average7.

Figure 3: Per Capita Personal Income

$34,000

$36,000

$38,000

$40,000

$42,000

$44,000

$46,000

$48,000

Cedar Rapids Wichita Appleton York Lancaster NCI

Benchmarksaverage = $44,041

6 See Appendix A for an explanation of how the Strategy Development Team selected these Benchmark Regions 7 Source: U.S. Bureau of Economic Analysis, 2014 data

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Employee Compensation Per Worker and Average Nonfarm Proprietor’s Net Income

As illustrated in Figures 4 and 5, Northcentral Indiana's Employee Compensation Per Worker is $2,981 (5.2%) below the Benchmark MSAs' average, but Average Nonfarm Proprietor's Net Income is $5,638 (17.8%) above the Benchmark MSAs' average 8.

Figure 4: Employee Compensation Per Worker

$49,000

$50,000

$51,000

$52,000

$53,000

$54,000

$55,000

$56,000

$57,000

$58,000

$59,000

Cedar Rapids York Wichita Appleton Lancaster NCI


Figure 5: Average Nonfarm Proprietor's Income

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

Wichita NCI Lancaster Cedar Rapids Appleton York


8 Ibid.

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Poverty Rate

As Figure 6 illustrates, the percentage of Northcentral Indiana's population living in poverty (16.7%) is more than 1½ times the Benchmark MSAs' average9.

Figure 6: Poverty Rate

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Appleton Cedar Rapids York Lancaster Wichita NCI

Benchmarksaverage = 11.0%

Growth

We measured Growth by the increases over time in employment and productivity because these increases ultimately improve the economic well-being of those who live in the region. The extent to which the population is employed is an indicator of the extent to which the region is utilizing its productive capacity. Employment is also significant as an end itself, because having a job and the ability to generate income profoundly influences a person's sense of well-being and generating income is critical to the life and sustainability of a community. We used as our measures of employment performance the employment-growth to population-growth ratio, prime-age employment ratio, and the compound annual rate of workforce growth. The workforce growth rate — the rate at which labor supply is increasing — is especially important because it affects the ability of firms to expand and, accordingly, the rate at which the region's output can grow. We also included net migration as a measure of Growth because the region's labor supply can be increased through net in-migration of workers from outside the region or decreased by net out-migration of workers to other regions. We used as our measure of productivity performance the compound annual rate at which Gross Domestic Product per worker has increased.

9 U.S. Census Bureau, American Community Survey, 2010-2014

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Employment-Growth-to-Population-Growth Ratio

As illustrated in Figure 6, Northcentral Indiana's Employment-Growth-to-Population-Growth Ratio 2004 through 2014 was negative and 1.13 points lower than the Benchmark MSAs' average.10

Figure 6: Employment-Growth-to-Population-Growth Ratio, 2004 - 2014

Prime-Age Employment Ratio

As illustrated in Figure 7, Northcentral Indiana's Prime-Age Employment Ratio is 4.4 points below the Benchmark MSAs' average11.

Prime-Age Employment Ratio is calculated as the number of 25 to 64 year-olds who are either employed or looking for work, divided by the total number of people in that age group. Thus, the Prime-Age Employment Ratio (ER) captures both the Labor Force Participation Rate (LFPR) and the Unemployment Rate (UR) for the population that is most likely to be working, as:

ER = LFPR*(1-UR)

Details of Labor Force Participation Rate, Employment Ratio, and Unemployment Rate for several demographic segments of the population in Northcentral Indiana and the Benchmark MSAs are shown in Appendix B, Table B-1.

10 Source: U.S. Bureau of Economic Analysis 11 Computed using data from U.S. Census Bureau, American Community Survey, 2010-2014

-0.60

-0.40

-0.20

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

Cedar Rapids Wichita Lancaster Appleton York NCI

Benchmarksaverage = 0.80

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Figure 7: Prime-Age Employment Ratio

Workforce Growth Rate

As illustrated in Figure 8, Northcentral Indiana's workforce compound annual growth rate 2010 through 2014 was negative and .84 points below the Benchmark MSAs' average.12

Figure 8: Compound Annual Growth Rate of Workforce, 2010 - 2014

12 Computed using data from U.S. Census Bureau, American Community Survey, 2010-2014

68%

70%

72%

74%

76%

78%

80%

82%

Appleton Cedar Rapids Lancaster York Wichita NCI


-0.4%

-0.2%

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

Lancaster Cedar Rapids Wichita York Appleton NCI

Co

mp

ou

nd

An

nu

al G

row

th R

ate

, 2

01

0 -

20

14

Benchmarks

average = 0.50%

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Net Migration

As illustrated in Figure 9, Northcentral Indiana's net migration 2010 through 2014 was more negative than all but one of the Benchmark MSAs.13

Figure 9: Net Migration, 2010 - 2014

Productivity - Compound Annual Growth Rate of Real GDP Per Worker

As illustrated in Figure 9, Northcentral Indiana's Compound Annual Growth Rate of Real GDP Per Worker 2004 through 2014 was more than double the Benchmark MSAs' average14.

Figure 9: Compound Annual Growth Rate of Real GDP Per Worker, 2004 - 2014

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

Cedar Rapids NCI Wichita Lancaster Appleton York


13 Source: U.S. Census Bureau, Estimates of the Components of Resident Population Change: 2010 to 2015 14 Computed using data from U.S. Bureau of Economic Analysis

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Inclusion

In today's environment of concern about income inequality, income mobility, social equitability, and environmental sustainability, writers of economic and social literature are assigning an ever-expanding variety of meanings to "inclusion". However, the Strategy Development Team focused on racial and ethnic inclusion as it relates, in particular, to the availability of economic opportunity to persons of African-American race and Hispanic ethnicity. Therefore, we measured Inclusion by the (a) ratio of the unemployment rate of the African-American race population to the unemployment rate of total population 16 years and over, (b) ratio of the unemployment rate of the Hispanic ethnicity population to the unemployment rate of total population 16 years and over, (c) the percentage of businesses that are minority-owned, and (d) the ratio of the average number employed by minority-owned business firms with paid employees to the average number employed by nonminority-owned business firms with paid employees.

Ratio of African-American Unemployment Rate to Total Population Unemployment Rate

As illustrated in Figure 10, Northcentral Indiana's ratio of the unemployment rate of the African-American race population to the unemployment rate of the total population 16 years and over is two points better than the Benchmark MSAs' average. However, the African-American unemployment rate in our region is more than double the total population unemployment rate.15

Figure 10: Ratio of African-American Unemployment Rate to Total Unemployment Rate

Ratio of Hispanic Unemployment Rate to Total Population Unemployment Rate

As illustrated in Figure 11, Northcentral Indiana's ratio of the unemployment rate of the Hispanic ethnicity population to the unemployment rate of total population 16 years and over

15 Computed using data from U.S. Census Bureau, American Community Survey, 2010-2014

0.0

0.5

1.0

1.5

2.0

2.5

3.0

Appleton Wichita NCI York Lancaster Cedar Rapids

Ra

tio

to

To

tal P

op

ula

tio

n U

nem

plo

ymen

t R

ate

Benchmarks

average = 2.15

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is 12 points worse than the Benchmark MSAs' average. The Hispanic unemployment rate in our region is more than 1½ times the total population unemployment rate.16

Figure 11: Ratio of Hispanic Unemployment Rate to Total Unemployment Rate

Percentage of Businesses That Are Minority-Owned

As illustrated in Figure 12, Northcentral Indiana's percentage of businesses that are minority-owned is more than 1½ times the Benchmark MSAs' average.17

Figure 12: Percentage of Businesses That Are Minority-Owned

16 Ibid. 17 Computed from U.S. Census Bureau, 2012 Survey of Business Owners

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Ratio of Average Number Employed--Minority-Owned Firms to Nonminority-Owned Firms

As illustrated in Figure 13, Northcentral Indiana's ratio of the average number employed by minority-owned businesses with paid employees to the average number employed by nonminority-owned businesses with paid employees is more than 1½ times the Benchmark MSAs' average.18

Figure 13: Ratio of Average Number Employed by Minority-Owned to Nonminority-Owned Businesses

18 Ibid.

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Economic Structural Factors

Every region has structural factors that interact in a way unique to that locality and drive its economic performance.19 The structural factors that most directly drive economic performance are the distribution of employment by industry, the distribution of employment by occupation, and human capital. Accordingly, our evaluation of Northcentral Indiana's economic structural factors is based on the measures and comparisons to selected Benchmark MSAs described below.

Employment by Industry Cluster

The Strategy Development Team analyzed the distribution of employment in terms of "Industry Cluster" instead of the industries identified by North American Industry Classification System (NAICS) codes, for the following reasons:

In the NAICS, industries are classified according to the type of goods or services they produce. These designations in the NAICS impose artificial constraints that make it hard to understand how a regional economy actually functions. In the real world, instead of a single industry being an economic driver, each industry is part of a cluster of productive activities that are related to it--many of which are classified in other NAICS sectors. A cluster might embody not only the firms that produce a good or service itself, but also local suppliers to those firms, professional and financial services that provide services to these firms, and institutions that train the labor force for the jobs in those firms.

Industry Clusters are groups of industries closely related by skill, technology, supply, demand, and other linkages. Because the definitions of Industry Clusters incorporate this inter-industry relatedness, they enable the comparison of clusters across locations and over time by mapping the defined clusters into regional units and measuring the specialization patterns of regions in the clusters. 20

Our source of Industry Cluster data is The U.S. Cluster Mapping Project.21.

Industry Clusters are either Traded Clusters or Local Clusters. A Traded Cluster is composed

of traded industries, which are concentrated in a geographic region and sell to other regions and nations. A Local Cluster is composed of local industries, which primarily sell locally and

tend to grow as local population grows

19 George Washington University and RW Ventures, LLC, "Implementing Regionalism: Connecting Emerging Theory and Practice to Inform Economic Development" (Washington, D.C., George Washington Institute of Public Policy, 2011) 20 Mercedes Delgado, Michael Porter and Scott Stern, "Defining Clusters of Related Industries" (Cambridge, MA, National Bureau of Economic Research, 2014), 3 21 The U.S. Cluster Mapping Project (http://www.clustermapping.us) is a national economic initiative that provides over 50 million open data records on industry clusters and regional business environments in the United States to promote economic growth and national competitiveness. The project is led by Harvard Business School's Institute for Strategy and Competitiveness in partnership with the U.S. Department of Commerce and U.S. Economic Development Administration.

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Employment Distribution by Industry Cluster

Northcentral Indiana's employment distribution by Traded and Local Clusters is detailed by number, percentage, and Location Quotient (LQ)22 in Appendix B, Table B-2. Employment is equally split between Traded Industry Clusters and Local Industry Clusters.

For our analysis, we focused on Traded Clusters. We did so because the techniques used in most studies to assess an area's economic competitiveness are all, in one way or another, based on an analysis of the area's current or potential ability to trade with the outside world. An economy—a region in our case—grows by exporting goods and services it produces to outside the region, thus bringing income into the region. That new income then further increases the region's income as a portion of it is spent on local goods and services (the multiplier effect).23

Appendix B, Table B-3 shows for Northcentral Indiana and the Benchmark MSAs the percentage of total Traded Industry Cluster employment accounted for by each Traded Industry Cluster. In both Northcentral Indiana and the Benchmark MSAs, the top two clusters combined account for more than 25% of all Traded Industry Cluster employment. The top two clusters and their combined percentage of Traded Industry Cluster employment for each region are:

Northcentral Indiana — "Trailers, Motor Homes, and Appliances"; "Education and Knowledge Creation" (32.7%)

Appleton — "Business Services"; "Distribution and Electronic Commerce" (27.1%)

Cedar Rapids — "Business Services"; "Aerospace Vehicles and Defense" (26.8%)

Lancaster — "Distribution and Electronic Commerce"; "Business Services" (27.1%)

Wichita — "Aerospace Vehicles and Defense"; "Business Services" (48.2%)

York — "Distribution and Electronic Commerce"; "Business Services" (26.7%)

We noted especially that, although all the Benchmark MSAs have Business Services and four of the five have Distribution and Electronic Commerce as one of their top two Traded Industry Clusters, neither of these Traded Industry Clusters is one of Northcentral Indiana's top two.

22 A Location Quotient (LQ) is the ratio of an industry’s share of total employment in a location relative to its share of total national employment. The LQ measures the specialization or concentration of a cluster in a particular location relative to the national average. An LQ > 1 indicates a higher than average cluster concentration in a location. 23 Hal Wolman, Alice Levy, Garry Young, Pamela Blumenthal, "Economic Competitiveness And The Determinants Of Sub-National Area Economic Activity", (Washington, D.C., George Washington Institute of Public Policy, 2008), 6

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Figure 14, on the following page, is an illustration of Northcentral Indiana's Traded Industry Clusters and their linkages to related clusters..24

In Figure 14:

"Cluster Specialization" is measured by the value of a cluster’s Location Quotient.

"BCR" is an abbreviation for "Between Cluster Relatedness", a measure of the average relatedness between the industries in two different clusters

"RI" is an abbreviation for ""Related Industries", a measure of the average relatedness between a specific industry and a specific cluster.

An explanation of the methodology by which Between Cluster Relatedness and Related Industries are determined can be viewed at www.clustermapping.us/content/related-clusters-methodology.

24 Figure 14 is adapted from a U.S. Cluster Mapping Project illustration; U.S. Cluster Mapping Project (http://clustermapping.us

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Figure 14: Northcentral Indiana's Traded Industry Clusters and Cluster Linkages

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Figure 15 is a graphic depiction of Northcentral Indiana's 10 largest Traded Industry Clusters by employment, with each cluster's Average Annual Pay. It shows that 73% of all Traded Industry Cluster employment is in these 10, the top two account for 33%, and the average annual pay for three is less than the approximately $39,000 average annual pay of all Traded Clusters.25

Figure 15: Northcentral Indiana's Top 10 Traded Industry Clusters by Number Employed, with Average Annual Pay

Employment Distribution by Occupation

Occupation classifications are based on the nature of the work performed and the skills required. We used the U.S. Bureau of Labor Statistics Occupational Employment Statistics (OES), which provides data for over 800 Standard Occupational Classifications for non-governmental occupations in 23 major groups.26

Employment Distribution and Average Annual Pay by Major Occupation Group

Northcentral Indiana's employment distribution by Major Occupation Group is detailed by number, percentage, Location Quotient and Average Annual Pay in Appendix B, Table B-4. Table B-4 shows that the Production Occupations Group, at 21.85% of total employment, constitutes more than three times the national average.

Appendix B, Table B-5 shows for Northcentral Indiana and the Benchmark MSAs the percentage of total employment accounted for by each Major Occupation Group. In both

25 Source: U.S. Cluster Mapping Project (http://clustermapping.us) 26 The list of all Standard Occupational Classifications can be accessed at http://www.bls.gov/oes/current/oes_stru.htm

$47,724

$33,264

$40,344

$41,467

$37,962

$42,782

$51,818

$81,272

$22,279

$52,513

0 5,000 10,000 15,000 20,000 25,000 30,000

Metalworking Technology

Downstream Metal Products

Upstream Metal Manufacturing

Furniture

Plastics

Automotive

Distribution and Electronic Commerce

Business Services

Education and Knowledge Creation

Trailers, Motor Homes, and Appliances

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Northcentral Indiana and the Benchmark MSAs, the top two Major Occupation Groups combined account for 25% or more of all employment. The top two Major Occupation Groups and their combined percentage of total employment for each region are:

Northcentral Indiana — "Production"; "Office and Administrative Support" (35.2%)

Appleton — Office and Administrative Support; Production (27.8%)

Cedar Rapids — "Office and Administrative Support"; "Transportation and Material Moving"(25%)

Lancaster — "Office and Administrative Support"; "Sales and Related" (26.4%)

Wichita — "Office and Administrative Support"; "Sales and Related" (26.5%)

York — "Office and Administrative Support"; "Production" (26.8%)

We noted especially that Northcentral Indiana and all the Benchmark MSAs have Office and Administrative Support as one of their top two Major Occupation Groups. Also, Northcentral Indiana and two of the Benchmark MSAs have Production as one of their top two Major Occupation Groups, but Northcentral Indiana's percentage of total employment in Production is more than 1½ times that of the Benchmark MSAs.

Figure 16 graphically illustrates the top 10 Major Occupation Groups by number employed and the average annual pay for each.27

Figure 16: Northcentral Indiana's Top 10 Major Occupation Groups by Number Employed, with Average Annual Pay

27 Source: U.S. Bureau of Labor Statistics, Occupational Employment Statistics

$61,460

$39,640

$92,370

$71,400

$49,770

$32,260

$20,810

$36,690

$32,370

$31,610

0 10,000 20,000 30,000 40,000 50,000 60,000

Business & Financial

Installation, Maint. & Repair

Management

Healthcare Practitioners

Education, Training & Library

Transportation & Mat'l Moving

Food Prep. & Serving

Sales

Office & Admin. Support

Production

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We noted especially that Figure 16 shows:

The five largest Major Occupation Groups provide average annual pay less than the approximately $39,000 average annual pay for all occupations in the region.

The third largest Major Occupation Group, Food Preparation and Serving, provides the lowest average annual pay.

Employment in Occupations in the National Upper Quartiles of Average Annual Pay

Table B-6 shows that Northcentral Indiana's percentage of employment in Major Occupational Group that are in the national upper quartiles of average annual pay is lower than all the Benchmark MSAs and 5.6 points (21.3%) below the Benchmark MSAs' average.

A Drill-down into the Production Occupations Group

Because the Production Occupations Group constitutes the largest occupational employment group in Northcentral Indiana and is more than a fifth of total employment, we decided to analyze further the individual occupations in the Production group.

Northcentral Indiana's employment distribution by individual occupation within the Production Occupations Group is detailed by number, percentage, and Average Annual Pay in Appendix B, Table B-7.

Figure 17 graphically illustrates the top 10 Production Occupations by number employed and the average annual pay for each.28

Figure 17: Northcentral Indiana's Top 10 Production Occupations by Number Employed, with Average Annual Pay

28 Ibid

$28,410

$38,090

$41,410

$35,270

$27,725

$52,100

$32,675

$25,465

$25,660

$29,855

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000

Fiberglass Laminators & Fabricators

Machinists

Cabinetmakers & Bench Carpenters

Inspectors & Testers

Cutting, Punching & Press Operators

1st-Line Supervisors of Production Workers

Welders, Cutters, Solderers & Brazers

Assemblers & Fabricators, All Other

Helpers - Production Workers

Team Assemblers

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We noted especially that Figure 17 shows:

The average annual pay for eight of the top 10 Production Occupations is less than the approximately $39,000 average annual pay for all occupations in the region.

The average annual pay for the largest Production Occupation, Team Assemblers, is nearly $10,000 less than the average annual pay for all occupations in the region.

The Education and Training Requirements for Occupations

The distribution of Northcentral Indiana's total employment by individual occupation according to the education attainment level required for the occupation is detailed in Appendix B, Table B-8.

Figure 18 graphically illustrates the percentage of total employment in occupations for which each education level is required.29

Figure 18: Percentage Employed in Occupations by Education Attainment Required

To the extent the education attainment required is an indication of the skill level of an occupation, Table B-7 and Figure 18 show that a large percentage of Northcentral Indiana's employment is in low-skill occupations. Occupations for which no formal education credential is required account for 27% of all employment, and occupations for which education more than a High School Diploma is required account for only 22%.

29 Ibid.

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

No FormalEducationCredential

High SchoolDiploma

PostsecondaryNondegreeCertificate

Some College,No Degree

Associate'sDegree

Bachelor'sDegree

Master'sDegree

Doctoral orProfessional

Degree

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Human Capital

Human Capital refers to the stock of knowledge, skills, expertise, and capacities embedded in the labor force. Human Capital is the single biggest driver of economic growth, and it continues to increase in importance in the knowledge economy. Regions with higher levels of Human Capital experience greater increases in outputs, productivity, wages, and employment.

Workforce Growth

The workforce growth rate— the rate at which labor supply is increasing— affects the ability of firms to hire the workers they need in order to expand and, accordingly, the rate at which a region's output can grow.

The workforce growth of Northcentral Indiana and the Benchmark MSAs for the post-recession years 2010 through 2014 is set forth in Appendix B, Table B-9.

Figure 19 graphically illustrates that Northcentral Indiana's workforce shrunk 1.36% in the 2010 through 2014 period, while the workforces of the Benchmark MSAs grew an average of 2.0%.30

Figure 19: Civilian Workforce Growth, 2010 - 2014

30 Source: U.S. Census Bureau, Population Division

-2.0%

-1.5%

-1.0%

-0.5%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

Lancaster Cedar Rapids Wichita York Appleton NCI

Benchmarks Average = 2.0%

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Education Attainment of Population Age 25 and Older

The education attainment level distribution of the population age 25 and older in Northcentral Indiana and the Benchmark MSAs is detailed in Appendix B, Table B-10.31

Figure 20 illustrates that Northcentral Indiana's percentage of population with an education attainment of Associate’s Degree or higher is less than any of the Benchmark MSAs.

Figure 20: Education Attainment of Population Age 25 and Older

Weighted Workforce Education Index

Using a Weighted Workforce Education Index is an effective means of comparing the level of total workforce education across locations and over time. A "Weighted Workforce Education Index" is a weighted score of the educational attainment of the workforce devised by the Ewing Marion Kauffman Foundation as part of its "New Economy Index". The measure is computed by (a) weighting the percentage of residents with less than a high school education with a multiplier of -0.5, (b) weighting the percentage of residents with a high school diploma or equivalent with a multiplier of 0.0, (c) weighting the percentage of residents with some college but no degree with a multiplier of 0.25, (d) weighting the percentage of residents with an associate's degree with a multiplier of 0.5, (c) weighting the percentage of residents with a bachelor’s degree with a multiplier of 1.0, (e) weighting the percentage of residents with graduate and professional degrees with a multiplier of 1.5, and (f) totaling the weighted percentages to produce the Weighted Workforce Education Index value.

31 Source: U.S. Bureau of Census, 2010-2014 American Community Survey 5-Year Estimates

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

NCI Appleton Cedar Rapids

Lancaster Wichita York

Less than High School High School Some college Associate's degree Bachelor's degree or higher

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The Weighted Workforce Education Index for Northcentral Indiana and the Benchmark MSAs is shown in Appendix B, Table B-10. Figure 20 illustrates that Northcentral Indiana's Weighted Workforce Education Index is seven points (20%) below the Benchmark MSAs' average.32

Figure 20: Weighted Workforce Education Index

32 Source: Computed from U.S. Bureau of Census, 2010-2014 American Community Survey 5-Year Estimates data

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PROGRAMS FOR IMPROVEMENT

The Strategy Development Team concluded from our Situation Analysis that the Northcentral Indiana region should establish programs to improve prosperity, growth, and inclusion through:

greater employment in higher-pay traded clusters,

better access to quality, skilled workers, and

increased employment and business ownership opportunities for minority populations.

We have described these programs in the following pages, setting out for each the following Program Logic Model components:

Problem Statement

Goal

Rationale

Assumptions

Strategies

Activities

Resources

Outputs

Outcomes

Greater Employment in Higher-Pay Traded Clusters

Problem Statement

A high concentration of employment in certain manufacturing clusters which employ a large percentage of low-skill, low-pay occupations such as Assemblers and Fabricators, Production Helpers, and Team Assemblers:

a) causes average employee earnings and per capita personal income to be less than in comparable areas, and

b) is unattractive to skilled workers, thus contributing to negative net migration.

Goal

A greater share of employment in higher-pay, Traded Industry Clusters

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Rationale

Increased employment in higher-pay, Traded Industry Clusters:

a) will produce higher employee compensation per worker, which will result in higher per capita income,

b) will attract inward migrants to the region, and

c) will further increase the region's income as a portion of the new income from higher-paid jobs is spent on local goods and services.

Assumptions

1. There will be companies in the selected clusters that will take advantage of innovation and business assistance services to accelerate their growth.

2. There will be sufficient market demand to enable existing companies and startups in the selected clusters, with an appropriate growth strategy, to expand and increase their employment of higher-skill, higher-pay occupations.

Strategies

Although creating new clusters from scratch is not practical, growth of existing clusters can be accelerated.33 As the diagram in Figure 14 presented earlier illustrates, Northcentral Indiana is home to over 20 existing Traded Industry Clusters which are already strong (i.e., their Location Quotient is greater than 1.0) and several others which, while not yet strong, have a high Between Cluster Relatedness to already strong clusters. Accordingly, a greater share of employment in higher-pay, Traded Industry Clusters can be attained by extending innovation and business assistance services to established companies and startup companies with significant growth potential in selected clusters:

Therefore, we recommend the following Strategies:

Accelerate expansion of employment in "Scaleup" Clusters

Accelerate expansion of employment by companies in "Scaleup" Clusters (i.e., existing, already strong clusters for which: the average annual pay is higher than the average for all Traded Industry Clusters; the adoption of new technologies such as 3-D Printing, Big Data, Digital Manufacturing, computational modelling, and robotics could have a transformative effect; there are existing companies willing to expand; and there is good potential for attracting new companies.)

33 George Washington University and RW Ventures, LLC, "Implementing Regionalism: Connecting Emerging Theory and Practice to Inform Economic Development" (Washington, D.C., George Washington Institute of Public Policy, 2011), 85-95

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Figures 21 through 24 show that Paper and Packaging, Downstream Chemical Products, Distribution & eCommerce, and Metalworking Technology should be considered as potential Scaleup Clusters.34

Figure 21: Paper & Packaging and Related Clusters

34 Figures 21 through 24 are adapted from U.S. Cluster Mapping Project illustrations.

NCIAverage

Annual Pay$54,812

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Figure 22: Downstream Chemical Products and Related Clusters

Figure 23: Distribution & eCommerce and Related Clusters

IndianaAverage

Annual Pay$53,298

NCIAverage

Annual Pay$51,818

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Figure 24: Metalworking Technology and Related Clusters

Accelerate expansion of employment in "Entrepreneurial" Clusters

Accelerate expansion of employment by companies in "Entrepreneurial" Clusters (i.e., existing, not yet strong clusters with a high Between Cluster Relatedness to strong clusters, for which the average annual pay is higher than the average for all Traded Industry Clusters, and which involve technology likely to match up with one of Notre Dame's Key Research Areas--Advanced Diagnostics and Therapeutics, Circuits, Computational Data Science, NDnano, Precision Medicine, Stem Cells and Regenerative Medicine, Sustainable Energy, Turbomachinery & Propulsion, Wireless Institute).

Figures 25 through 28 show that Information Technology and Analytical Instruments, Business Services, Biopharmaceuticals, and Communications Equipment and Services should be considered as potential "Scaleup" Clusters.35

35 Figures 25 through 28 are adapted from U.S. Cluster Mapping Project illustrations.

NCIAverage

Annual Pay$47,724

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Figure 25: Information Technology & Analytical Instruments and Related Clusters

Figure 26: Business Services and Related Clusters

IndianaAverage

Annual Pay$62,693

NCIAverage

Annual Pay$81,272

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Figure 27: Biopharmaceuticals and Related Clusters

Figure 28: Communications Equipment & Services and Related Clusters

IndianaAverage

Annual Pay$85,284

IndianaAverage

Annual Pay$88,432

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Activities

Activities to accelerate expansion of employment in Scaleup Clusters

1. Identify36 and select for innovation and business assistance services companies in Scaleup Clusters which are willing to undertake accelerated growth and for which the adoption of new technologies such as 3-D Printing, advanced manufacturing methods, "Big Data", computational modelling, digital manufacturing, high-bandwidth telecommunications, high-performance computing, and robotics could have a transformative effect.

2. Provide innovation and business assistance services to help Scaleup Cluster companies accelerate their growth. (Consider providing these services through a Business Accelerator like Butler University’s Butler Business Consulting Group, https://www.butler.edu/consulting).

3. Provide technical resources to help Scaleup Cluster companies integrate new technologies and methods into their operations. (Consider providing these services through a Manufacturing Innovation Center like Buffalo, New York’s "Buffalo Manufacturing Works", http://buffalomanufacturingworks.com).

4. Facilitate the availability of capital for companies to fund expansion.

5. Foster commercialization of technologies emerging from research by universities in the region.

6. Emphasize companies in the Scaleup Traded Industry Clusters as business attraction targets.

Activities to accelerate expansion of employment in Entrepreneurial Clusters

1. Identify37 and select for innovation and business assistance services existing and startup companies in Entrepreneurial Clusters which are willing to undertake accelerated growth and for which the adoption of new technologies such as 3-D Printing, advanced manufacturing methods, "Big Data", computational modelling, digital manufacturing, high-bandwidth telecommunications, high-performance computing, and robotics could have a transformative effect.

2. Provide innovation and business assistance services to help existing Entrepreneurial Cluster companies accelerate their growth. (Consider providing these services through a Business Accelerator like Butler University’s Butler Business Consulting Group, https://www.butler.edu/consulting).

3. Provide business incubation services to help Entrepreneurial Cluster startup companies become established.

36 Companies in the Scaleup Clusters can be identified by searching a database such as Hoovers or Mergent Intellect and searching for companies in the region whose NAICS codes match a NAICS code in the cluster. 37 Companies in the Entrepreneurial Clusters can be identified by searching a database such as Hoovers or Mergent Intellect and searching for companies in the region whose NAICS codes match a NAICS code in the cluster.

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4. Provide technical resources to assist companies with prototyping and designing manufacturing processes for their products. (Consider providing these services through a Manufacturing Innovation Center like Buffalo, New York’s "Buffalo Manufacturing Works", http://buffalomanufacturingworks.com).

5. Foster commercialization of technologies emerging from research by universities in the region.

6. Facilitate the availability of capital to fund expansion of existing companies, establishment of startup companies, and commercialization of technologies emerging from research by universities in the region.

7. Emphasize companies in the Entrepreneurial Traded Industry Clusters as business attraction targets.

Resources

The Strategy Development Team identified several entities and programs as potential Resources for executing the Activities described above. However, because further research will be required to ascertain for each the role it might fulfill and its capability and willingness to do so, we have listed them separately in Appendix C.

Outputs

Outputs from Activities to accelerate expansion of employment in Scaleup Clusters

1. Employment share of Scaleup Clusters (Paper and Packaging, Downstream Chemical Products, Distribution & eCommerce, and Metalworking Technology) increased by a percentage to be determined from the present 12.3%.

2. Higher rankings of the Elkhart-Goshen MSA and South Bend-Mishawaka MSA in Area Development’s "Leading Cities", Forbes' "Best Places for Business and Careers", and Milken Institute’s "Best-Performing Cities" listings.

Outputs from Activities to accelerate expansion of employment in Entrepreneurial Clusters

1. Employment share of Entrepreneurial Clusters (Information Technology and Analytical Instruments, Biopharmaceuticals, Business Services, and Communications Equipment and Services) increased approximately 25% from the present 9.4% to 12%.

2. Employment share of Occupations in national upper quartiles of Average Annual Pay increased approximately 10% from 26.1% to 28.6% (about ½ the difference to the present 31.6% Benchmark MSA Average)

3. Higher rankings of the Elkhart-Goshen MSA and South Bend-Mishawaka MSA in Area Development’s "Leading Cities", Forbes' "Best Places for Business and Careers", and Milken Institute’s "Best-Performing Cities" listings.

Outcomes

1. Greater diversity of industries and occupations providing employment in the region

2. Increased income produced by the regional economy on a per capita and per worker basis

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3. Growth in employment, investment, and production within the region because of higher personal income leading to an increased demand for goods and services

4. Net migration into the region by workers--attracted from elsewhere by the availability of high-paid jobs--producing growth in the workforce and population

Better Access to Quality, Skilled Workers

Problem Statement

The availability of quality, skilled workers is insufficient to meet employers' needs because:

a) career path education and workforce preparation is inadequate,

b) the Labor Force Participation Rate is low, and

c) inward migration of highly skilled workers is low.

Goal

Better access to quality, skilled workers.

Rationale

Understanding this problem requires recognition of the following:38

a) Regional labor supply is principally determined by the number of individuals of working age within the region, the Labor Force Participation Rate (the percentage of individuals of working age who are either working or actively seeking work), and worker decisions about the wage rates at which they will work. These decisions about wage rates (and number of hours to be worked) reflect individual worker opportunity cost (or what labor economists call a worker’s "reservation wage"). The reservation wage must equal or exceed the value a worker places on leisure time (plus any transfer payments the worker receives in lieu of working) and must also cover the costs of commuting and living in the region; thus regional transportation systems and housing markets are inputs into labor supply.

b) Labor supply is also influenced by net migration into the region of workers from elsewhere. Workers will be attracted to the region if jobs are available and real wage rates (accounting for the cost of living) are higher in the region relative to elsewhere, or if the region has other attractions such as low housing costs or high quality amenities.

38 Hal Wolman, Alice Levy, and Andrea Sarzynski, "Regional Systems and Regional Economic Growth: A Systems Approach to Understanding the Regional Economy" (Washington, DC: The George Washington Institute of Public Policy, 2011), 6-8

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c) The supply of labor can be increased through increases in the Labor Force Participation Rate of individuals already in the region.

d) In addition to balancing the amount of labor demanded and supplied, the regional labor market should work to balance the skills and education needs of businesses with the skills and education levels of available workers. Worker skills and education reflect the "human capital" of the labor which can be produced both from educating workers within the region and by attracting skilled labor from outside of the region. There is a close connection between the education and training systems and labor quality.

Assumptions

1. Effectively implementing the Indiana Career Council’s "Align, Engage, Advance - A Strategic Plan to Transform Indiana’s Workforce" will remedy presently inadequate career path education and workforce preparation.

2. Reducing the factors we have identified as possible obstacles to employment or seeking employment will increase the Labor Force Participation Rate.

Strategies

1. Improve the number of work-ready people.

2. Stimulate inward migration.

Activities

Activities to Increase the Number of Work-Ready People

1. Execute the Indiana Career Council’s "Align, Engage, Advance - A Strategic Plan to Transform Indiana’s Workforce".

2. Encourage adults who did not graduate from high school to take advantage of programs to help them achieve a high school diploma and develop workplace skills.

3. Use "work-and-learn" programs to attract qualified talent (see Indiana Career Council’s publication "A Guide to Talent Attraction and Development for Indiana Employers" at: www.in.gov/icc/files/A_Guide_to_Talent_Attraction_and_Development_for_Hoosier_Employers.pdf)

4. Consider regional common competency assessments for both open positions and potential job candidates.

5. Establish more effective interaction with WorkOne Northern Indiana to improve (a) the matching of potential workers seeking employment with potential employers seeking workers through better job information exchange and (b) the linking of employer needs to potential workers through workforce training institutions and through community college programs such as customized training.

6. Develop clusters of young professionals for in-demand occupations through internship and fellowship programs.

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Activities to Stimulate Inward Migration

1. Enhance the region’s "quality of place" by coordinating and improving region-wide land use planning, smart streets and walkability programs, and expansion of cultural and recreational amenities.

2. Deploy RCNI grants to assist in funding quality of place enhancement projects and population attraction projects.

3. Improve marketing and brand of the region, accenting great things in the region and welcoming attitude to other cultures/minorities/immigrants.

4. Consider a campaign to encourage residents to recruit their family members and friends back to the region for existing opportunities. "Dakota Roots", a program by the South Dakota Department of Labor to attract talent back to South Dakota, could be a model for such a campaign (https://dakotarootstest.sd.gov/).

Resources


Outputs

Outputs from Activities to Increase the Number of Work-Ready People

1. "High School graduate" share of age 25 - 64 population increased from 35.0% to 38.5% (a 10% increase).

2. "Some college, no degree" share of age 25 - 64 population increased from 20.5% to 22.1% (a 10% increase).

3. "Associate’s degree" share of age 25 - 64 population increased from 7.1% to 8.1% (a 14% increase — ½ the difference to 9.1% Benchmark MSA Average).

4. "Bachelor’s degree" share of age 25 - 64 population increased from 14.3% to 16.1% (a 14% increase — ½ the difference to 18% Benchmark MSA Average)

Outputs from Activities to Stimulate Inward Migration

1. Net Migration percentage of population improved from -1.19% to the +0.0025% Benchmark MSA average.

2. Inward migrants with Some College or an Associate’s Degree increased by at least 12%.

3. Inward migrants with Graduate or professional degree increased by at least 19%.

4. Inward migrants with High School Diploma increased by at least 6%

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Outcomes

1. Greater availability of "human capital" to companies in the region produced both by improved work-readiness of workers within the region and by attracting skilled labor from outside of the region

2. Increased growth and profitability of companies in the region enabled by their ability to obtain enough workers with the skills and education levels they need

3. Net migration into the region by workers from elsewhere, producing growth in the workforce and population


Increased Employment and Business Ownership Opportunities for Minority Populations

Problem Statement

Minority populations have insufficient access to economic opportunity.

Goals

1. Less minority unemployment

2. Increased number and size of minority-owned businesses

Rationale

1. The Unemployment Rate for racial and ethnic minorities is above the average of the Benchmark MSAs.

2. Although minority ownership of businesses in our region is above the average of the Benchmark MSAs, increases in the number and size of minority-owned businesses would help the region in retaining, and attracting as inward migrants, a more diverse population.

Assumptions

1. Racial and ethnic minorities will take advantage of programs to help them overcome obstacles to employment.

2. Present and potential minority business owners will take advantage of programs to help them establish or expand businesses.

Strategies

1. Increase minorities' employment opportunity by reducing barriers to their employment.

2. Increase the number and size of minority-owned businesses by reducing barriers and providing business assistance.

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45

Activities

Activities to Increase Minorities' Employment

1. Expand the availability of programs to help workers master not only occupational skills but also other work-related skills such as communication, problem solving, and dealing with supervisors and coworkers (like the Georgia Youth Apprenticeship Program, http://www.gadoe.org).

2. Examine the availability of public transportation between Census Tracts where a large share of the population consists of minorities and the locations of their most-likely potential employers and, to the extent feasible, remedy any deficiencies.

3. Expand the availability of programs to overcome cultural or language barriers to seeking employment.

4. Nurture and mentor minority-owned nonemployer firms to grow into employer firms.

Activities to Increase the Number and Size of Minority-Owned Businesses

1. Acknowledge and address institutional bias and how racial and ethnic differences can affect business opportunities. For example, multiple studies document higher loan application rejection rates among minority business enterprises (MBEs), compared with equally creditworthy White-owned firms. When MBEs do receive bank financing, they get smaller loans than Whites do39.

2. Bridge the language divide, translating chamber of commerce and economic development corporation websites into native languages.

3. Align racial- and ethnic-oriented chambers such as Black and Latino businesses leaders to access needed resources such as leadership roundtables.

4. Evaluate the feasibility of assisting startup and small minority-owned businesses by establishing a region-wide Community Development Venture Capital Fund (see http://cdvca.org).

5. Using Cleveland’s "Minority Business Accelerator 2.5+" as a model, create a region-wide minority business accelerator to help established minority-owned businesses expand and prosper by: (a) Minority business development - growing the number, size, and infrastructure of existing medium-to-large minority-owned businesses (annual revenue of at least $2.5 million) that offer products or services in one of five target industries: construction, manufacturing, information technology, financial services or healthcare (which research has shown tend to hire more minority individuals) and (b) corporate supplier diversity development - strengthening and expanding large companies’ supplier diversity programs.

6. Launch in the region's urbanized areas a "Cleveland Model" type of community wealth-building initiative to increase opportunities for anchor institutions (such as cultural institutions, health care facilities, faith-based institutions, public utilities, and municipal governments) to purchase goods and services locally, and help minority-owned

39 Timothy Bates and Alicia Robb, "Impacts of Owner Race and Geographic Context on Access to Small-Business Financing", Economic Development Quarterly May 2016 vol. 30 no. 2, 159-170

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46

businesses increase their capacity to meet these needs. (http://community-wealth.org/content/cleveland-model-how-evergreen-cooperatives-are-building-community-wealth).

Resources


Outputs

Outputs from Activities to Increase Minorities' Employment

1. Labor Force Participation Rate of African-Americans increased from 62.9% to 63.6% (a 1.1% increase — ¼ the difference to the 65.6% LFPR of Total Population Age 16 and Over)

2. Unemployment Rate of African-Americans reduced from 20.4% to 18.8% (a 7.8% decrease — ¼ the difference to 14% Benchmark MSA average)

3. Unemployment Rate of Hispanics reduced from 14.9% to 13.6% (an 8.7% decrease — ¼ the difference to 9.7% Benchmark MSA average)

Outputs from Activities to Increase the Number and Size of Minority-Owned Businesses

1. Number of minority-owned business firms increased from 12.8% to 14% of all business firms (a 10% increase).

2. Number of minority-owned business firms with paid employees increased from 6.1% to 6.7% of all business firms (a 10% increase).

3. Average number employed by minority-owned business firms with paid employees increased from 13 to 15 (a 15% increase).

Outcomes

1. Increased employment, income, and economic well-being for African-American and Hispanic populations within the region

2. Increased growth and profitability of minority-owned companies


4. Increased racial and ethnic diversity of the region's population

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47

MOBILIZING TO IMPLEMENT THE PROGRAMS FOR IMPROVEMENT

The Need for a Regional Economic Development Body

As stated in the Introduction, we intend this "Plan for Prosperity, Growth and Inclusion, Version 1.0" to begin an evolving process and to launch a coordinated endeavor to assess, manage, and improve Northcentral Indiana's economy. We mean it to stimulate and give direction to ongoing discussion about how to make the most of the region's existing assets and nurture development of the new assets needed to achieve future improvement. We have provided in this Plan a set of goals and an initial set of strategies for which—with further research and deliberation—actionable initiatives will be able to be executed. However, in order for the intended process to be implemented, a strong regional economic development body will be needed.

Unlike the Benchmark MSAs and other economic regions such as Chicago and Indianapolis, that concentrate around a single major city, the Northcentral Indiana region consists of three counties in which there are three cities with population more than 50,000 and over 20 smaller cities and towns. The larger cities in the region each have an economic development department and an economic development corporation operates in each of the three counties. Each has its own strategy for attracting and retaining jobs, with little coordination across the region and frequent competition between localities. This horizontal fragmentation is understandable because, while from a regional perspective it matters little where within the region economic activity locates, it matters deeply to individual local governments that receive a property tax yield only if the activity locates within their boundaries. Localities, therefore, have an incentive to compete with one another to be the "winner" in the location decisions of new development projects.

Nevertheless, parochial interests will have to be overcome in order to implement this Plan. There are many issues involved, including land use planning, workforce skills development, transportation planning and investment, environmental quality, communications infrastructure, and quality of place. A regional economic development body is needed to induce cooperation and collaboration among local governments and actors. A regional economic development body also could help the region's smaller communities, whose means are limited, connect with economic opportunities in the region and align their efforts with the strategic needs of the region.

Functions of a Regional Economic Development Body

The Strategy Development Team recommends that the Regional Development Authority designate an entity to be a regional economic development body that would operate under its auspices. The functions of the regional economic development body should include the following:

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48

1. Program implementation -- Implementing the Programs for Improvement set forth in this Plan by:

a) performing further research and deliberation to produce a set of Activities to implement the Strategies, decide the Resources to be used for executing the Activities, and determine the Outputs—targeted values of indicators related to each of the Activities—by which to measure progress;

b) developing the project plan, timetable, and responsible party assignments for executing the Activities; and

c) managing execution of the Activities.

2. Plan evolution -- Driving the evolution of this Plan to effect the ongoing coordinated endeavor to continually assess, manage, and improve Northcentral Indiana's economy.

3. Convening key regional actors and creating collaborations -- Encouraging greater regional activity by creating, supporting or facilitating networks that bring together the potential actors in the region concerned with economic growth, including local governments, local economic development corporations, local land use planning agencies, agencies of the State of Indiana (such as Indiana Economic Development Corporation, Indiana Procurement Technical Assistance Center, Northern Indiana Small Business Development Center, and WorkOne Northern Indiana), K–12 education institutions, postsecondary education institutions, elected officials, Elevate Ventures, Innovation Park at Notre Dame, Ignition Park, the Michiana Area Council of Governments, local foundations, local non-profits, and local civic organizations to discuss regional strategies and how they might be implemented.

4. Creating a platform for public-private collaboration on regional economic strategy -- Aggregating public planning and development goals, and conveying that information to developers and businesses looking to expand their operations. This should include:

a) fostering dialogue between businesses, local government, local economic development organizations, key stakeholders, and regional agencies about changing needs and new strategies related to workforce, infrastructure, communications connectivity, and related issues;

b) helping local governments create consistent business permitting guidelines across jurisdictions and streamlining development permitting processes;

c) serving as the regional clearinghouse on land availability, zoning permitting, and local development;

d) serving as the regional clearinghouse for "leads" received from the Indiana Economic Development Corporation, and

e) assisting businesses looking to expand within or enter the region through site selection services and consulting.

5. Marketing the region -- Communicating the region's attractiveness to businesses, investors, and potential inward migrants and expanding awareness of its brand, its distinct assets, its diversity of locations for business activities, and its innovation ecosystem.

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49

6. Directly encouraging collaboration – Directly encouraging local governments and local economic development organizations to engage in cooperative activity by applying jointly for state, federal, and philanthropic grants.

Funding a Regional Economic Development Body

Linked to the designation of an entity to be the regional economic development body is deciding its funding model. Whereas county- or city-specific economic development organizations are often provided substantial funding by local government, a regional organization would have no counterpart regional government entity with taxing authority to act as a funding source.

A key finding of a study of 10 regions participating in the Brookings-Rockefeller Project on State and Metropolitan Innovation (an effort designed to advance a new model of economic development that achieves better results for more people and communities) is that it takes a sustained, comprehensive effort over many years to make lasting improvements in a regional economy. Yet, most of the innovative economic development work in the United States is grant funded, typically in small chunks, for a limited duration, restricted to particular programs, and often focused on short-term results.

The disconnect between short-term, programmatic funding and the need for long-term, systemic change is creating a predicament for regional partnerships, forcing them to cobble together enough short-term grants to keep their innovative efforts going long enough to make a lasting difference. Their heavy reliance on grant funding is also making it difficult to retain core staff, who are critical to holding the pieces together and keeping the work moving in the right direction.

In those 10 regions, the most common approach is to house their core functions and staff in a chamber of commerce or local economic development organization that has strong, stable support from private sector members, along with a willingness to redirect some of that revenue stream to the regional entity. However, those efforts have often come up short of what is needed, particularly when trying to expand the work.40

Hence, a different approach should be used in Northcentral Indiana for funding an organization to implement the region's strategies.

One would be the approach used by the Northeast Indiana Partnership. This is to solicit contributions directly from "investors" and, in addition, create a foundation dedicated to supporting the regional economic development organization, which separately solicits contributions. The Northeast Indiana Partnership's 2014 Annual Report lists 120 investors contributing $10,000 or more annually and 30 investors contributing less than $10,000 annually, and its total assets were $1,415,318. Its Northeast Indiana Foundation, Inc., ("NIF"), formed in 2005, is a 501(c)(3) Type 1 supporting organization to the Northeast Indiana

40 Pete Carlson, "Funding for Regional Growth", (Washington, D.C., Brookings Institution 2015), Metropolitan Innovations Series Number 28 of 34

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50

Regional Partnership under section 509(a)(3) of the Internal Revenue Code. NIF's 2014 Annual Report lists 50 donors and its total assets were $1,680,588.

Another approach would be to pool funds from local foundations, similar to what the Fund for Our Economic Future does in Northeast Ohio. The Fund for Our Economic Future ("Fund") was launched in 2004 by the community foundations in several counties and a set of other philanthropic institutions from across Northeast Ohio. Its mission was to promote a regional approach for increasing economic prosperity and opportunity. The original 28 Fund members committed a total of $30 million over three years to begin restoring regional economic competitiveness through pooled grant-making, research, and convening. This regional collaboration has grown in strength over time. Presently, the Fund includes over 50 members, which now are not only philanthropic institutions but also businesses, nonprofits, governmental entities, and higher education institutions. Funders have pooled more than $90 million and invested nearly twice that amount through economic development grants made by their individual organizations, including $141 million in grants in 2011 and 2012. In addition, the Fund has helped the region attract more than $100 million in federal and state support for its strategies.

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51

APPENDIX A: SELECTION OF BENCHMARK REGIONS

The Strategy Development Team decided to compare Northcentral Indiana's economic performance to Metropolitan Statistical Areas (MSAs) that are performing better in at least one key measure: Per Capita Personal Income as a percentage of U.S. Per Capita Personal Income. Our reasoning was that comparing to regions performing better in Per Capita Personal Income would help decide the levels of other performance measures that would be improvements our region might reasonably aspire to achieving.

In addition to the MSA's Per Capita Personal Income, our other selection criteria were:

1. MSA's primary state is not an East Coast state, Sun Belt state, or West Coast state

2. MSA does not encompass a state capital city

3. MSA's population in 2014 was between 200,000 and 1,000,000

4. MSA's Compound Annual Growth Rate of Real GDP Per Worker 2004-2014 was positive

5. MSA's Manufacturing industry accounted for more than 14% of total employment in 2014 (We used 14% because that is the lowest percentage of Manufacturing employment in any of Northcentral Indiana's three counties.)

Thirteen Metropolitan Areas met these criteria:

Appleton, WI Lancaster, PA

Canton, OH Lexington, KY

Cedar Rapids, IA Peoria, IL

Davenport-Moline-Rock Island, IA-IL Toledo, OH

Fort Wayne, IN Wichita, KS

Green Bay, WI York, PA

Kalamazoo, MI

Based on a review of the economic performance measures in Table A-1 below and profiles of these 13 Metropolitan Areas prepared for us by enFocus Fellows, the Strategy Development Team voted to select as our "Benchmark MSAs" Appleton, WI; Cedar Rapids, IA; Lancaster, PA; Wichita, KS; and York, PA.

Table A-2 below shows the economic performance measures for Northcentral Indiana and the five selected Benchmark MSAs.

Pe

rfo

rman

ce M

eas

ure

NCI

Appleton

Canton

Cedar

Rapids

Davenport

Ft Wayne

Green Bay

Kalamazoo

Lancaster

Lexington

Peoria

Toledo

Wichita

York

Per

Cap

ita

Pe

rso

nal

Inco

me

as

a %

of

U.S

. Pe

r C

apit

a P

ers

on

al In

com

e8

4.3

95

.12

87

.01

00

.79

4.9

85

.79

7.2

86

.09

0.6

91

.79

5.3

88

.29

8.4

93

.5

Co

mp

en

sati

on

of

Emp

loye

es

Pe

r

Wo

rke

r as

a %

of

U.S

. Co

mp

en

sati

on

of

Emp

loye

es

Pe

r W

ork

er

82

.08

5.2

80

.19

1.5

90

.28

1.9

89

.08

9.4

82

.48

5.6

10

0.6

87

.98

6.6

87

.0

Ave

rage

No

nfa

rm P

rop

rie

tor

Inco

me

as

a %

of

U.S

. Ave

rage

No

nfa

rm

Pro

pri

eto

r In

com

e1

14

.77

6.6

81

.88

8.3

94

.21

02

.51

02

.06

7.9

10

4.0

10

3.8

66

.41

07

.01

24

.76

6.7

Re

al G

DP

Pe

r W

ork

er

(2

00

9 C

hai

ne

d $

)8

3,1

45

70

,30

57

0,0

36

93

,14

77

8,8

69

72

,40

87

7,0

83

74

,61

27

0,8

51

74

,09

48

5,4

00

80

,42

87

0,3

00

70

,08

7

Co

mp

ou

nd

An

nu

al G

row

th R

ate

of

Re

al G

DP

Pe

r W

ork

er

20

04

- 2

01

41

.76

0.2

20

.83

1.9

40

.71

0.6

30

.24

0.0

70

.33

0.0

41

.41

1.0

20

.35

0.0

8

Pri

me

Age

Em

plo

yme

nt

Rat

io7

3.4

81

.47

1.6

80

.67

4.9

79

.57

7.5

71

.07

6.5

73

.57

3.4

70

.57

4.5

75

.9

Per

cen

tage

of

po

pu

lati

on

livi

ng

in p

ove

rty

16

.78

.31

5.1

9.5

13

.11

4.7

11

.41

9.1

10

.61

7.5

13

.01

9.2

16

.11

0.3

Rat

io o

f Em

plo

yme

nt

Gro

wth

Rat

e t

o

Po

pu

lati

on

Gro

wth

Rat

e

-0.3

30

.65

-1.7

81

.29

0.2

50

.33

0.5

1-0

.31

0.7

30

.79

0.6

21

.90

0.7

90

.55

Sou

rces

: U

.S. B

ure

au

of

Eco

no

mic

An

aly

sis,

U.S

. Bu

rea

u o

f La

bo

r St

ati

stic

s, a

nd

U.S

. Cen

sus

Bu

rea

u

Tab

le A

-1:

No

rth

cen

tral

In

dia

na

Reg

ion

an

d P

ote

nti

al B

ench

mar

k M

etro

po

litan

Are

as

Northcentral Indiana Regional Development Authority 52

Pe

rfo

rman

ce M

eas

ure

NC

IA

pp

leto

n

Ce

dar

Rap

ids

Lan

cast

er

Wic

hit

a

Yo

rk-

Han

ove

r

Per

Cap

ita

Pe

rso

nal

Inco

me

as

a p

erc

en

tage

of

U.S

. Pe

r C

apit

a P

ers

on

al In

com

e8

4.3

95

.11

00

.79

0.6

98

.49

3.5

Co

mp

en

sati

on

of

Emp

loye

es

Pe

r W

ork

er

as a

per

cen

tage

of

U.S

. Co

mp

en

sati

on

of

Emp

loye

es

Pe

r W

ork

er

82

.08

5.2

91

.58

2.4

86

.68

7.0

Ave

rage

No

nfa

rm P

rop

rie

tor

Inco

me

as

a p

erce

nta

ge o

f

U.S

. Ave

rage

No

nfa

rm P

rop

rie

tor

Inco

me

11

4.7

76

.68

8.3

10

4.0

12

4.7

66

.7

Re

al G

DP

Pe

r W

ork

er

(in

20

09

Ch

ain

ed

Do

llars

)$

83

,14

5$

70

,30

5$

93

,14

7$

70

,85

1$

70

,30

0$

70

,08

7

Co

mp

ou

nd

An

nu

al G

row

th R

ate

of

Re

al G

DP

Pe

r W

ork

er

20

04

- 2

01

41

.76

0.2

21

.94

0.3

30

.35

0.0

8

Pri

me

Age

Em

plo

yme

nt

Rat

io7

3.4

81

.48

0.6

76

.57

4.5

75

.9

Per

cen

tage

of

po

pu

lati

on

livi

ng

in p

ove

rty

16

.78

.39

.51

0.6

16

.11

0.3

Rat

io o

f Em

plo

yme

nt

Gro

wth

Rat

e t

o

Po

pu

lati

on

Gro

wth

Rat

e

-0.3

30

.65

1.2

90

.73

0.7

90

.55

Sou

rces

: U

.S. B

ure

au

of

Eco

no

mic

An

aly

sis,

U.S

. Bu

rea

u o

f La

bo

r St

ati

stic

s, a

nd

U.S

. Cen

sus

Bu

rea

u

Tab

le A

-2:

Eco

no

mic

Per

form

ance

Mea

sure

sN

ort

hce

ntr

al In

dia

na

Re

gio

n a

nd

Be

nch

mar

k M

etr

op

olit

an A

reas


DRAFT 2016-08-05


54

APPENDIX B: DATA TABLES

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

20

14

65

.65

9.3

9.6

71

.16

7.9

4.5

69

.76

6.1

5.1

66

.66

2.1

6.7

67

.16

1.4

7.7

67

.46

1.7

8.3

20

10

67

.36

0.9

9.5

73

.26

9.2

5.4

70

.36

6.8

4.9

67

.06

3.2

5.7

69

.36

3.7

7.3

68

.66

4.1

6.4

20

08

68

.16

3.3

7.0

73

.77

0.1

4.8

70

.56

7.1

4.7

67

.16

4.3

4.0

69

.76

5.1

5.8

69

.06

5.7

4.7

20

14

80

.07

3.4

8.2

84

.88

1.4

3.9

84

.08

0.6

4.0

81

.17

6.5

5.6

80

.27

4.5

6.4

81

.47

5.9

6.6

20

10

81

.57

4.8

8.2

86

.08

2.2

4.3

84

.18

0.8

3.9

81

.17

7.4

4.5

81

.67

6.1

5.9

81

.87

7.6

5.0

20

08

81

.97

7.1

5.7

85

.98

3.0

3.4

83

.48

0.2

3.8

81

.17

8.5

3.2

81

.57

7.2

4.6

82

.27

9.2

3.5

20

14

41

.92

7.5

25

.15

3.2

48

.09

.75

2.4

44

.51

5.2

51

.84

1.3

20

.14

5.2

35

.02

2.1

48

.63

5.1

27

.7

20

10

45

.43

4.2

25

.05

8.7

49

.91

5.0

56

.14

7.7

14

.95

3.2

44

.31

6.7

52

.54

0.6

22

.35

2.7

41

.22

1.7

20

08

47

.03

7.3

20

.66

3.1

53

.21

5.6

59

.55

0.3

15

.45

3.6

46

.21

3.9

55

.34

4.8

18

.75

4.5

45

.31

6.8

20

14

75

.06

3.4

15

.48

3.1

76

.77

.78

4.6

76

.89

.37

8.8

71

.19

.78

0.4

69

.51

2.1

80

.76

8.8

14

.7

20

10

73

.76

3.5

13

.88

5.6

77

.49

.58

3.7

76

.97

.78

0.4

73

.48

.58

2.9

72

.61

1.1

81

.87

2.5

11

.1

20

08

74

.06

5.6

11

.18

5.0

76

.59

.98

3.8

78

.06

.17

9.8

74

.96

.18

3.6

75

.58

.68

0.0

72

.68

.8

20

14

84

.27

6.1

9.5

89

.38

5.7

3.9

88

.18

4.3

4.2

84

.27

9.1

5.8

84

.47

7.3

7.1

86

.07

9.6

7.2

20

10

84

.47

6.5

9.3

89

.48

5.6

4.1

88

.48

4.7

4.1

83

.77

9.1

5.3

85

.57

8.8

6.6

86

.28

1.2

5.6

20

08

84

.47

9.0

6.3

89

.48

6.1

3.6

87

.48

3.6

4.2

83

.37

9.9

4.0

85

.57

9.8

5.5

86

.38

2.5

4.2

20

14

82

.07

6.4

6.8

87

.58

4.4

3.5

86

.78

3.1

4.0

84

.37

9.4

5.8

83

.17

7.9

6.0

85

.07

9.8

6.0

20

10

84

.47

7.8

7.7

71

.46

6.8

6.3

71

.26

8.9

3.2

70

.36

8.1

3.1

69

.16

6.0

4.5

67

.76

4.7

4.5

20

08

84

.67

9.7

5.8

90

.18

7.8

2.6

86

.18

3.0

3.6

85

.98

3.5

2.8

83

.17

9.4

4.2

85

.48

3.0

2.7

20

14

69

.36

4.7

6.6

71

.46

8.1

4.6

72

.26

9.8

3.3

71

.66

8.3

4.7

68

.16

4.7

5.0

68

.76

4.4

6.3

20

10

71

.46

7.0

6.2

71

.46

6.8

6.3

71

.26

8.9

3.2

70

.36

8.1

3.1

69

.16

6.0

4.5

67

.76

4.7

4.5

20

08

71

.86

8.8

4.1

69

.86

6.8

4.2

69

.36

7.5

2.7

69

.46

8.4

1.5

69

.06

7.0

2.8

68

.56

6.5

3.0

25

to

44

ye

ars

45

to

54

ye

ars

55

to

64

ye

ars

Tota

l po

pu

lati

on

16

ye

ars

& o

ver

Pri

me

Wo

rkin

g A

ge (

25

- 6

4)

Age

16

to

19

ye

ars

20

to

24

ye

ars

Tab

le B

-1: L

abo

r Fo

rce

Par

tici

pat

ion

Rat

e, U

ne

mp

loym

en

t R

ate

an

d E

mp

loym

en

t R

atio

No

rth

cen

tral

Ind

ian

a R

egi

on

an

d B

en

chm

ark

Me

tro

po

litan

Are

as

Att

rib

ute

NC

IA

pp

leto

nC

ed

ar R

apid

sLa

nca

ste

rW

ich

ita

Yo

rk-H

ano

ver


PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

20

14

24

.52

5.8

6.2

20

.82

0.1

3.2

25

.92

4.8

4.2

31

.83

0.6

3.9

26

.22

5.0

4.6

27

.52

6.0

5.2

20

10

28

.62

4.1

5.3

22

.22

1.0

5.3

24

.82

4.1

2.9

29

.62

8.4

4.1

26

.72

4.8

3.5

26

.52

4.0

5.5

20

08

29

.12

4.9

3.9

21

.92

0.9

4.4

25

.62

5.0

2.3

27

.82

7.3

2.0

27

.22

6.3

3.2

26

.92

5.8

4.3

20

14

6.2

6.1

3.0

4.5

4.5

0.3

6.2

6.1

1.5

8.0

7.7

3.0

6.6

6.4

3.0

6.6

6.3

4.4

20

10

6.6

6.4

3.1

4.0

3.9

2.7

5.6

5.5

1.4

7.5

7.1

4.4

6.8

6.6

3.7

6.1

5.8

5.0

20

08

6.5

6.3

3.3

5.2

4.9

5.4

6.3

6.2

1.6

7.1

6.8

3.6

7.6

7.3

3.6

5.1

4.9

2.9

20

14

65

.66

0.0

8.6

71

.26

8.0

4.4

69

.86

6.4

4.8

66

.76

2.5

6.2

67

.16

2.2

6.5

67

.76

2.7

7.3

20

10

67

.36

1.5

8.5

73

.56

9.7

5.1

70

.36

7.0

4.6

66

.96

3.4

5.1

69

.16

4.4

6.1

68

.96

4.9

5.7

20

08

68

.06

3.9

6.0

74

.07

0.6

4.6

70

.56

7.3

4.4

67

.16

4.7

3.5

69

.66

5.7

5.0

69

.16

6.2

4.1

20

14

62

.95

0.1

20

.45

8.5

54

.07

.76

3.6

55

.21

3.2

66

.85

6.8

14

.96

4.1

52

.81

6.2

63

.15

1.4

18

.2

20

10

64

.35

1.6

19

.56

9.4

50

.52

7.2

65

.95

5.3

16

.26

8.3

56

.71

6.9

67

.35

3.9

18

.66

7.8

58

.61

3.5

20

08

63

.75

3.8

14

.9N

.A.

N.A

.N

.A.

65

.95

6.5

14

.36

3.7

53

.41

6.1

66

.45

5.5

15

.86

8.8

59

.81

3.1

20

14

69

.06

6.1

4.2

68

.66

6.2

3.6

70

.46

7.7

3.9

66

.16

3.9

3.4

69

.46

2.0

10

.26

7.3

61

.48

.9

20

10

67

.36

2.6

6.8

69

.36

5.1

6.0

72

.26

9.1

4.2

63

.96

1.0

4.5

72

.46

5.6

9.1

68

.16

2.2

8.4

20

08

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

73

.16

8.1

6.3

N.A

.N

.A.

N.A

.

20

14

66

.55

8.3

11

.36

4.3

58

.68

.86

3.2

61

.52

.76

2.8

61

.02

.96

9.8

59

.01

4.8

52

.85

1.8

1.7

20

10

64

.25

5.8

14

.56

5.5

56

.11

4.4

69

.16

4.3

7.0

74

.66

4.2

14

.06

8.0

61

.98

.76

4.4

64

.40

.0

20

08

N.A

.N

.A.

N.A

.6

5.5

56

.91

3.1

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

68

.16

3.3

6.5

N.A

.N

.A.

N.A

.

20

14

79

.67

5.9

3.7

86

.48

6.4

0.0

10

0.0

10

0.0

0.0

37

.93

7.9

0.0

72

.66

1.1

15

.99

0.5

90

.50

.0

20

10

64

.35

0.5

13

.81

00

.01

00

.00

.01

00

.01

00

.00

.07

8.9

78

.90

.08

6.8

48

.04

4.7

31

.63

1.6

0.0

20

08

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

Asi

an

A

me

rica

n In

dia

n a

nd

Ala

ska

Nat

ive

N

ativ

e H

awai

ian

an

d O

the

r P

acif

ic Is

lan

de

r

65

to

74

ye

ars

75

ye

ars

and

ove

r

Rac

e a

nd

His

pan

ic o

r La

tin

o

Wh

ite

Bla

ck o

r A

fric

an A

me

rica

n

Tab

le B

-1: L

abo

r Fo

rce

Par

tici

pat

ion

Rat

e, U

ne

mp

loym

en

t R

ate

an

d E

mp

loym

en

t R

atio

(co

nti

nu

ed

)N

ort

hce

ntr

al In

dia

na

Re

gio

n a

nd

Be

nch

mar

k M

etr

op

olit

an A

reas

Att

rib

ute

NC

IA

pp

leto

nC

ed

ar R

apid

sLa

nca

ste

rW

ich

ita

Yo

rk-H

ano

ver


PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

20

14

72

.06

3.6

11

.47

7.4

71

.08

.37

4.6

70

.85

.16

6.6

56

.01

5.9

70

.56

3.1

10

.26

6.1

50

.52

3.6

20

10

75

.56

6.5

12

.06

8.6

57

.11

6.8

80

.47

8.0

2.9

69

.56

1.6

11

.37

5.1

69

.67

.26

0.2

47

.32

1.1

20

08

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.6

5.7

60

.28

.47

5.3

71

.15

.65

5.1

49

.41

0.5

20

14

72

.76

1.8

14

.97

8.2

73

.75

.47

4.5

71

.83

.66

6.7

58

.01

3.1

72

.86

5.1

9.9

64

.85

4.0

16

.5

20

10

75

.26

5.0

13

.77

3.4

68

.86

.27

9.0

75

.24

.86

7.3

58

.81

2.5

74

.26

6.5

9.9

61

.95

1.5

16

.5

20

08

75

.26

7.6

10

.1N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.6

3.6

58

.48

.17

3.9

67

.88

.06

3.5

54

.61

4.0

20

14

73

.66

7.4

8.5

80

.27

7.3

3.6

81

.27

8.3

3.5

74

.47

0.1

5.8

74

.66

9.1

7.2

76

.77

1.6

6.6

20

10

74

.76

8.3

8.6

81

.47

7.8

4.5

80

.57

7.3

3.9

73

.56

9.9

4.8

76

.07

0.8

6.6

76

.77

2.4

5.5

20

08

74

.16

9.3

6.5

81

.57

8.2

4.0

79

.17

6.1

3.8

73

.27

0.5

3.7

75

.37

1.0

5.4

76

.67

3.3

4.3

20

14

85

.27

7.1

9.5

88

.98

4.5

4.9

86

.98

2.0

5.6

87

.48

1.8

6.3

85

.87

8.7

6.9

86

.17

8.8

8.2

20

10

86

.77

8.7

9.1

90

.48

5.6

5.1

87

.68

3.4

4.7

88

.88

4.2

5.1

87

.48

0.7

6.5

86

.98

1.9

5.6

20

08

87

.88

2.2

6.1

90

.08

6.3

4.1

87

.78

3.7

4.3

88

.98

5.9

3.3

88

.18

2.9

4.8

87

.58

4.0

3.8

20

14

58

.83

9.0

33

.66

0.5

49

.01

8.9

61

.14

9.0

19

.85

4.4

40

.82

5.1

58

.54

2.3

27

.65

1.4

34

.03

3.8

20

10

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

20

08

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

20

14

42

.63

7.2

21

.15

1.3

46

.01

0.4

50

.74

3.5

14

.04

5.7

37

.71

7.6

46

.03

8.3

16

.24

7.8

40

.31

5.7

20

10

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

20

08

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

N.A

.N

.A.

20

14

64

.15

3.0

17

.46

8.1

60

.81

0.6

67

.76

1.7

8.9

65

.15

9.9

8.1

66

.15

7.1

13

.65

9.5

50

.81

4.7

20

10

68

.45

9.2

13

.67

2.6

64

.61

1.1

65

.65

9.9

8.7

64

.96

0.4

6.9

66

.55

9.0

11

.36

2.3

55

.91

0.3

20

08

70

.06

3.8

8.9

74

.06

9.0

6.8

62

.65

6.2

10

.16

4.2

60

.65

.66

6.5

60

.78

.76

4.7

60

.07

.3

Som

e O

the

r R

ace

His

pan

ic o

r La

tin

o o

rigi

n (

of

any

rac

e)

Sex

- P

op

ula

tio

n a

ge 2

0 t

o 6

4

Fem

ale

Mal

e

Be

low

Po

vert

y

Dis

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ty S

tatu

s

Edu

cati

on

al A

ttai

nm

en

t -

Po

pu

lati

on

age

25

to

64

Less

th

an h

igh

sch

oo

l gra

du

ate

Tab

le B

-1: L

abo

r Fo

rce

Par

tici

pat

ion

Rat

e, U

ne

mp

loym

en

t R

ate

an

d E

mp

loym

en

t R

atio

(co

nti

nu

ed

)N

ort

hce

ntr

al In

dia

na

Re

gio

n a

nd

Be

nch

mar

k M

etr

op

olit

an A

reas

Att

rib

ute

NC

IA

pp

leto

nC

ed

ar R

apid

sLa

nca

ste

rW

ich

ita

Yo

rk-H

ano

ver


PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

PR

%ER

%U

R%

20

14

78

.77

1.4

9.3

82

.27

8.1

5.0

79

.07

4.2

5.9

79

.77

4.4

6.6

75

.16

8.7

8.4

80

.37

3.6

8.3

20

10

80

.67

2.4

10

.18

3.2

79

.05

.07

9.5

75

.35

.38

0.9

77

.04

.77

7.7

71

.57

.88

0.5

75

.85

.8

20

08

80

.87

4.9

7.3

83

.68

0.4

3.9

79

.17

5.3

4.9

81

.47

8.5

3.5

77

.67

2.6

6.3

80

.47

7.2

3.9

20

14

82

.67

5.8

8.1

85

.38

2.2

3.6

85

.48

1.8

4.2

84

.67

9.3

6.2

81

.77

5.3

6.5

85

.68

0.5

5.7

20

10

83

.77

6.5

8.5

87

.58

3.3

4.6

86

.08

2.5

3.9

85

.38

0.6

5.4

83

.57

7.6

5.9

85

.48

1.1

4.9

20

08

84

.87

9.7

5.8

86

.88

3.6

3.5

85

.88

2.4

3.8

85

.98

3.0

3.4

83

.87

9.2

4.5

86

.08

2.8

3.5

20

14

87

.58

4.8

3.2

89

.68

7.5

2.3

88

.88

7.2

1.8

88

.28

5.6

2.9

87

.38

4.0

3.0

86

.48

3.4

3.2

20

10

88

.58

5.8

3.0

90

.18

8.1

2.2

89

.18

7.1

2.2

87

.38

5.2

2.4

88

.28

4.9

2.9

87

.88

5.7

2.3

20

08

88

.08

6.3

1.9

90

.38

8.4

2.0

88

.38

6.4

2.1

87

.48

6.0

1.5

88

.08

5.2

2.3

88

.88

6.9

1.9

N.A

. = d

ata

no

t av

aila

ble

Ce

dar

Rap

ids

Hig

h s

cho

ol g

rad

uat

e (

incl

ud

es

eq

uiv

ale

ncy

)

Som

e c

olle

ge o

r as

soci

ate

's d

egr

ee

Bac

he

lor'

s d

egr

ee

or

hig

he

r

PR

% =

Lab

or

Forc

e P

arti

cip

atio

n R

ate;

ER

% =

Em

plo

ymen

t R

atio

; UR

% =

Un

emp

loym

ent

Rat

e

Ap

ple

ton

Sou

rce:

U.S

. Cen

sus

Bu

rea

u, A

mer

ica

n C

om

mu

nit

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le B

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abo

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tici

pat

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mp

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ign

, an

d P

ub

lish

ing

0.6

0%

0.8

4%

4.2

5%

2.8

7%

2.2

0%

1.7

9%

Tab

le B

-3: E

mp

loym

en

t b

y Tr

ade

d In

du

stry

Clu

ste

rN

ort

hce

ntr

al In

dia

na

Re

gio

n a

nd

Be

nch

mar

k M

etr

op

olit

an A

reas


30

Med

ical

Dev

ices

0.4

3%

0.0

2%

0.0

0%

0.4

0%

0.0

9%

0.5

2%

31

Met

al M

inin

g0

.00

%0

.00

%0

.00

%0

.00

%0

.00

%0

.00

%

32

Met

alw

ork

ing

Tech

no

logy

2.8

5%

5.1

6%

1.2

9%

1.1

7%

1.0

4%

1.9

2%

33

Mu

sic

and

So

un

d R

eco

rdin

g0

.01

%0

.00

%0

.02

%0

.01

%0

.00

%0

.00

%

34

No

nm

etal

Min

ing

0.0

6%

0.3

9%

0.2

5%

0.2

5%

0.0

9%

0.3

7%

35

Oil

and

Gas

Pro

du

ctio

n a

nd

Tra

nsp

ort

atio

n0

.04

%0

.06

%0

.02

%0

.04

%2

.30

%0

.12

%

36

Pap

er a

nd

Pac

kagi

ng

0.9

2%

6.1

9%

0.9

3%

0.7

9%

0.1

7%

3.9

1%

37

Per

form

ing

Art

s0

.63

%0

.78

%0

.39

%1

.32

%0

.30

%0

.18

%

38

Pla

stic

s5

.49

%2

.73

%0

.78

%3

.19

%2

.70

%3

.03

%

39

Pri

nti

ng

Serv

ices

0.7

3%

3.9

5%

1.0

3%

5.1

9%

1.1

1%

3.8

0%

40

Pro

du

ctio

n T

ech

no

logy

an

d H

eavy

Mac

hin

ery

2.4

4%

5.2

2%

2.0

4%

3.9

9%

6.6

2%

5.6

1%

41

Rec

reat

ion

al a

nd

Sm

all E

lect

ric

Go

od

s0

.76

%0

.13

%0

.14

%0

.12

%0

.14

%3

.56

%

42

Tex

tile

Man

ufa

ctu

rin

g0

.24

%0

.49

%0

.04

%0

.22

%0

.09

%0

.40

%

43

To

bac

co0

.00

%0

.00

%0

.00

%0

.21

%0

.00

%0

.00

%

44

Tra

ilers

, Mo

tor

Ho

mes

, an

d A

pp

lian

ces

18

.21

%0

.04

%0

.11

%0

.49

%0

.06

%0

.32

%

45

Tra

nsp

ort

atio

n a

nd

Lo

gist

ics

2.0

8%

6.7

3%

11

.14

%2

.10

%2

.81

%3

.60

%

46

Up

stre

am C

hem

ical

Pro

du

cts

0.3

0%

0.0

2%

1.6

3%

0.0

1%

0.7

1%

0.4

2%

47

Up

stre

am M

etal

Man

ufa

ctu

rin

g3

.00

%0

.54

%0

.68

%2

.01

%0

.40

%2

.43

%

48

Vid

eo P

rod

uct

ion

an

d D

istr

ibu

tio

n0

.03

%0

.04

%0

.15

%0

.05

%0

.09

%0

.01

%

49

Vu

lcan

ized

an

d F

ired

Mat

eria

ls1

.21

%0

.42

%0

.16

%1

.12

%0

.25

%1

.59

%

50

Wat

er T

ran

spo

rtat

ion

1.5

1%

0.0

0%

0.0

0%

0.0

1%

0.0

0%

0.0

0%

51

Wo

od

Pro

du

cts

2.6

7%

1.5

7%

0.6

4%

1.9

4%

0.4

8%

0.8

4%

Sou

rce:

U.S

. Clu

ster

Ma

pp

ing

Pro

ject

(h

ttp

://c

lust

erm

ap

pin

g.u

s/)

Tab

le B

-3: E

mp

loym

en

t b

y Tr

ade

d In

du

stry

Clu

ste

rN

ort

hce

ntr

al In

dia

na

Re

gio

n a

nd

Be

nch

mar

k M

etr

op

olit

an A

reas

Clu

ste

r N

ame

NC

IA

pp

leto

n

Ce

dar

Rap

ids

Lan

cast

er

Wic

hit

a

Yo

rk-

Han

ove

r


Nu

mb

er

Pe

rce

nta

ge2

LQ3

All

Occ

up

atio

ns

24

5,4

30

10

0.0

0%

1.0

0$

39

,43

1

Man

agem

ent

Occ

up

atio

ns

10

,73

04

.37

%0

.88

$9

2,3

70

Bu

sin

ess

and

Fin

anci

al O

per

atio

ns

Occ

up

atio

ns

7,4

30

3.0

3%

0.6

0$

61

,46

0

Co

mp

ute

r an

d M

ath

emat

ical

Occ

up

atio

ns

2,4

20

0.9

9%

0.3

5$

59

,63

0

Arc

hit

ectu

re a

nd

En

gin

eeri

ng

Occ

up

atio

ns

3,4

40

1.4

0%

0.7

8$

64

,29

0

Life

, Ph

ysic

al, a

nd

So

cial

Sci

ence

Occ

up

atio

ns

1,1

30

0.4

6%

0.5

4$

51

,77

0

Co

mm

un

ity

and

So

cial

Ser

vice

Occ

up

atio

ns

2,8

00

1.1

4%

0.8

0$

43

,09

0

Lega

l Occ

up

atio

ns

93

00

.38

%0

.49

$7

3,8

10

Edu

cati

on

, Tra

inin

g, a

nd

Lib

rary

Occ

up

atio

ns

13

,81

05

.62

%0

.90

$4

9,7

70

Art

s, D

esig

n, E

nte

rtai

nm

ent,

Sp

ort

s, a

nd

Med

ia O

ccu

pat

ion

s2

,62

01

.07

%0

.80

$4

3,5

70

Hea

lth

care

Pra

ctit

ion

ers

and

Tec

hn

ical

Occ

up

atio

ns

11

,91

04

.85

%0

.83

$7

1,4

00

Hea

lth

care

Su

pp

ort

Occ

up

atio

ns

5,7

90

2.3

6%

0.8

1$

27

,23

0

Pro

tect

ive

Serv

ice

Occ

up

atio

ns

4,3

90

1.7

9%

0.7

3$

39

,05

0

Foo

d P

rep

arat

ion

an

d S

ervi

ng

Rel

ated

Occ

up

atio

ns

20

,41

08

.31

%0

.91

$2

0,8

10

Bu

ildin

g an

d G

rou

nd

s C

lean

ing

and

Mai

nte

nan

ce O

ccu

pat

ion

s6

,32

02

.57

%0

.80

$2

5,9

60

Per

son

al C

are

and

Ser

vice

Occ

up

atio

ns

6,6

10

2.6

9%

0.8

8$

22

,39

0

Sale

s an

d R

elat

ed O

ccu

pat

ion

s2

2,2

50

9.0

6%

0.8

6$

36

,69

0

Off

ice

and

Ad

min

istr

ativ

e Su

pp

ort

Occ

up

atio

ns

32

,86

01

3.3

8%

0.8

4$

32

,37

0

Farm

ing,

Fis

hin

g, a

nd

Fo

rest

ry O

ccu

pat

ion

s2

60

0.1

1%

0.3

2$

25

,75

0

Co

nst

ruct

ion

an

d E

xtra

ctio

n O

ccu

pat

ion

s6

,85

02

.79

%0

.71

$4

5,6

90

Inst

alla

tio

n, M

ain

ten

ance

, an

d R

epai

r O

ccu

pat

ion

s1

0,1

60

4.1

4%

1.0

7$

39

,64

0

Pro

du

ctio

n O

ccu

pat

ion

s5

3,6

60

21

.85

%3

.31

$3

1,6

10

Tran

spo

rtat

ion

an

d M

ater

ial M

ovi

ng

Occ

up

atio

ns

18

,75

07

.64

%1

.12

$3

2,2

60

Tab

le B

-4: E

mp

loym

en

t an

d A

vera

ge A

nn

ual

Pay

by

Maj

or

Occ

up

atio

n G

rou

p

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Sou

rce:

U.S

. Bu

rea

u o

f La

bo

r St

ati

stic

s, O

ccu

pa

tio

na

l Em

plo

ymen

t St

ati

stic

s

1El

khar

t-G

osh

en a

nd

So

uth

Ben

d-M

ish

awak

a M

etro

po

litan

Sta

tist

ical

Are

as o

nly

- d

ata

no

t av

aila

ble

at

the

cou

nty

leve

l

Maj

or

Occ

up

atio

n G

rou

p T

itle

Emp

loym

en

tA

vera

ge

Pay

3LQ

(Lo

cati

on

Qu

oti

ent)

is t

he

rati

o o

f an

ind

ust

ry’s

sh

are

of

tota

l em

plo

ymen

t in

a lo

cati

on

rel

ativ

e to

its

shar

e o

f to

tal n

atio

nal

em

plo

ymen

t. T

he

LQ m

easu

res

the

spec

ializ

atio

n o

r co

nce

ntr

atio

n o

f a

clu

ster

in a

par

ticu

lar

loca

tio

n r

elat

ive

to t

he

nat

ion

al a

vera

ge. A

n L

Q >

1 in

dic

ates

a h

igh

er t

han

ave

rage

clu

ster

co

nce

ntr

atio

n in

a

loca

tio

n.

2P

erce

nta

ge o

f El

khar

t-G

osh

en a

nd

So

uth

Ben

d-M

ish

awak

a M

etro

po

litan

Sta

tist

ical

Are

as t

ota

l em

plo

ymen

t


Maj

or

Occ

up

atio

nal

Cat

ego

ry C

od

e a

nd

Tit

leN

CI

Ap

ple

ton

Ce

dar

Rap

ids

Lan

cast

er

Wic

hit

a

Yo

rk-

Han

ove

r

11

-00

00

Man

agem

ent

4.3

7%

4.3

8%

6.8

0%

3.3

5%

4.3

6%

3.4

0%

13

-00

00

Bu

sin

ess

and

Fin

anci

al O

per

atio

ns

3.0

3%

4.4

4%

5.1

4%

3.6

2%

4.5

2%

3.7

8%

15

-00

00

Co

mp

ute

r an

d M

ath

emat

ical

0.9

9%

1.7

3%

4.3

0%

1.6

3%

2.1

0%

1.2

7%

17

-00

00

Arc

hit

ectu

re a

nd

En

gin

eeri

ng

1.4

0%

1.6

2%

2.2

0%

1.5

9%

2.5

2%

2.0

5%

19

-00

00

Lif

e, P

hys

ical

, an

d S

oci

al S

cien

ce0

.46

%0

.43

%0

.35

%0

.43

%0

.39

%0

.45

%

21

-00

00

Co

mm

un

ity

and

So

cial

Ser

vice

1.1

4%

0.9

4%

1.6

2%

1.3

8%

1.3

4%

1.5

0%

23

-00

00

Leg

al0

.38

%0

.38

%0

.57

%0

.29

%0

.53

%0

.35

%

25

-00

00

Ed

uca

tio

n, T

rain

ing,

an

d L

ibra

ry5

.62

%5

.02

%6

.05

%4

.71

%6

.18

%5

.49

%

27

-00

00

Art

s, D

esig

n, E

nte

rtai

nm

ent,

Sp

ort

s, a

nd

Med

ia1

.07

%1

.17

%1

.04

%1

.21

%1

.23

%0

.85

%

29

-00

00

Hea

lth

care

Pra

ctit

ion

ers

and

Tec

hn

ical

4.8

5%

4.5

8%

4.9

5%

5.4

9%

5.5

5%

6.1

3%

31

-00

00

Hea

lth

care

Su

pp

ort

2.3

6%

2.5

1%

2.5

7%

3.6

3%

3.0

2%

2.6

1%

33

-00

00

Pro

tect

ive

Serv

ice

1.7

9%

1.4

3%

1.5

8%

0.9

8%

2.0

0%

1.5

6%

35

-00

00

Fo

od

Pre

par

atio

n a

nd

Ser

vin

g R

elat

ed8

.31

%8

.91

%7

.62

%9

.17

%8

.51

%8

.73

%

37

-00

00

Bu

ildin

g an

d G

rou

nd

s C

lean

ing

and

Mai

nte

nan

ce2

.57

%2

.42

%2

.71

%3

.02

%2

.82

%2

.74

%

39

-00

00

Per

son

al C

are

and

Ser

vice

2.6

9%

3.2

5%

2.2

8%

3.2

2%

3.4

2%

2.4

6%

41

-00

00

Sal

es a

nd

Rel

ated

9.0

6%

12

.87

%9

.37

%1

1.3

0%

10

.23

%1

0.0

5%

43

-00

00

Off

ice

and

Ad

min

istr

ativ

e Su

pp

ort

13

.38

%1

4.6

3%

14

.95

%1

5.1

2%

16

.24

%1

5.1

1%

45

-00

00

Far

min

g, F

ish

ing,

an

d F

ore

stry

0.1

1%

0.1

2%

0.1

1%

0.3

4%

0.0

8%

0.0

3%

47

-00

00

Co

nst

ruct

ion

an

d E

xtra

ctio

n2

.79

%4

.41

%4

.33

%5

.39

%4

.52

%4

.15

%

49

-00

00

In

stal

lati

on

, Mai

nte

nan

ce, a

nd

Rep

air

4.1

4%

4.0

0%

4.3

7%

4.2

4%

4.7

7%

4.6

1%

51

-00

00

Pro

du

ctio

n2

1.8

5%

13

.18

%7

.04

%1

0.7

8%

10

.13

%1

1.6

9%

53

-00

00

Tra

nsp

ort

atio

n a

nd

Mat

eria

l Mo

vin

g7

.64

%7

.58

%1

0.0

4%

9.1

3%

5.5

3%

10

.99

%

Tab

le B

-5: E

mp

loym

en

t D

istr

ibu

tio

n b

y M

ajo

r O

ccu

pat

ion

al C

ate

gory

No

rth

cen

tral

Ind

ian

a R

egi

on

an

d B

en

chm

ark

Me

tro

po

litan

Are

as1

Sou

rce:

U.S

. Bu

rea

u o

f La

bo

r St

ati

stic

s, O

ccu

pa

tio

na

l Em

plo

ymen

t St

ati

stic

s

1El

khar

t-G

osh

en a

nd

So

uth

Ben

d-M

ish

awak

a M

etro

po

litan

Sta

tist

ical

Are

as o

nly

- d

ata

no

t av

aila

ble

at

the

cou

nty

leve

l


Maj

or

Occ

up

atio

nal

Cat

ego

ry C

od

e &

Tit

leN

CI

Ap

ple

ton

Ce

dar

Rap

ids

Lan

cast

er

Wic

hit

a

Yo

rk-

Han

ove

r

11

-00

00

Man

agem

ent

4.3

7%

4.3

8%

6.8

0%

3.3

5%

4.3

6%

3.4

0%

23

-00

00

Leg

al0

.38

%0

.38

%0

.57

%0

.29

%0

.53

%0

.35

%

15

-00

00

Co

mp

ute

r an

d M

ath

emat

ical

0.9

9%

1.7

3%

4.3

0%

1.6

3%

2.1

0%

1.2

7%

17

-00

00

Arc

hit

ectu

re a

nd

En

gin

eeri

ng

1.4

0%

1.6

2%

2.2

0%

1.5

9%

2.5

2%

2.0

5%

29

-00

00

Hea

lth

care

Pra

ctit

ion

ers

and

Tec

hn

ical

4.8

5%

4.5

8%

4.9

5%

5.4

9%

5.5

5%

6.1

3%

13

-00

00

Bu

sin

ess

and

Fin

anci

al O

per

atio

ns

3.0

3%

4.4

4%

5.1

4%

3.6

2%

4.5

2%

3.7

8%

Tota

ls1

5.0

1%

17

.14

%2

3.9

6%

15

.96

%1

9.5

9%

16

.99

%

19

-00

00

Lif

e, P

hys

ical

, an

d S

oci

al S

cien

ce0

.46

%0

.43

%0

.35

%0

.43

%0

.39

%0

.45

%

27

-00

00

Art

s, D

esig

n, E

nte

rtai

nm

ent,

Sp

ort

s, a

nd

Med

ia1

.07

%1

.17

%1

.04

%1

.21

%1

.23

%0

.85

%

25

-00

00

Ed

uca

tio

n, T

rain

ing,

an

d L

ibra

ry5

.62

%5

.02

%6

.05

%4

.71

%6

.18

%5

.49

%

47

-00

00

Co

nst

ruct

ion

an

d E

xtra

ctio

n2

.79

%4

.41

%4

.33

%5

.39

%4

.52

%4

.15

%

21

-00

00

Co

mm

un

ity

and

So

cial

Ser

vice

1.1

4%

0.9

4%

1.6

2%

1.3

8%

1.3

4%

1.5

0%

Tota

ls1

1.0

8%

11

.97

%1

3.3

9%

13

.12

%1

3.6

6%

12

.44

%

49

-00

00

In

stal

lati

on

, Mai

nte

nan

ce, a

nd

Rep

air

4.1

4%

4.0

0%

4.3

7%

4.2

4%

4.7

7%

4.6

1%

33

-00

00

Pro

tect

ive

Serv

ice

1.7

9%

1.4

3%

1.5

8%

0.9

8%

2.0

0%

1.5

6%

41

-00

00

Sal

es a

nd

Rel

ated

9.0

6%

12

.87

%9

.37

%1

1.3

0%

10

.23

%1

0.0

5%

43

-00

00

Off

ice

and

Ad

min

istr

ativ

e Su

pp

ort

13

.38

%1

4.6

3%

14

.95

%1

5.1

2%

16

.24

%1

5.1

1%

51

-00

00

Pro

du

ctio

n2

1.8

5%

13

.18

%7

.04

%1

0.7

8%

10

.13

%1

1.6

9%

Tota

ls5

0.2

2%

46

.11

%3

7.3

2%

42

.42

%4

3.3

7%

43

.02

%

35

-00

00

Fo

od

Pre

par

atio

n a

nd

Ser

vin

g R

elat

ed8

.31

%8

.91

%7

.62

%9

.17

%8

.51

%8

.73

%

39

-00

00

Per

son

al C

are

and

Ser

vice

2.6

9%

3.2

5%

2.2

8%

3.2

2%

3.4

2%

2.4

6%

45

-00

00

Far

min

g, F

ish

ing,

an

d F

ore

stry

0.1

1%

0.1

2%

0.1

1%

0.3

4%

0.0

8%

0.0

3%

37

-00

00

Bu

ildin

g an

d G

rou

nd

s C

lean

ing

and

Mai

nte

nan

ce2

.57

%2

.42

%2

.71

%3

.02

%2

.82

%2

.74

%

31

-00

00

Hea

lth

care

Su

pp

ort

2.3

6%

2.5

1%

2.5

7%

3.6

3%

3.0

2%

2.6

1%

53

-00

00

Tra

nsp

ort

atio

n a

nd

Mat

eria

l Mo

vin

g7

.64

%7

.58

%1

0.0

4%

9.1

3%

5.5

3%

10

.99

%

Tota

ls2

3.6

8%

24

.78

%2

5.3

3%

28

.51

%2

3.3

8%

27

.55

%

Sou

rce:

U.S

. Bu

rea

u o

f La

bo

r St

ati

stic

s, O

ccu

pa

tio

na

l Em

plo

ymen

t St

ati

stic

s

1El

khar

t-G

osh

en a

nd

So

uth

Ben

d-M

ish

awak

a M

etro

po

litan

Sta

tist

ical

Are

as o

nly

- d

ata

no

t av

aila

ble

at

the

cou

nty

leve

l

Tab

le B

-6: P

erc

en

tage

of

Emp

loym

en

t b

y M

ajo

r O

ccu

pat

ion

al G

rou

p in

Nat

ion

al Q

uar

tile

s o

f A

vera

ge A

nn

ual

Pay

No

rth

cen

tral

Ind

ian

a R

egi

on

an

d B

en

chm

ark

Me

tro

po

litan

Are

as1

Nat

ion

al H

igh

est

Qu

arti

le o

f A

vera

ge A

nn

ual

Pay

Nat

ion

al U

pp

er

Mid

dle

Qu

arti

le o

f A

vera

ge A

nn

ual

Pay

Nat

ion

al L

ow

er

Mid

dle

Qu

arti

le o

f A

vera

ge A

nn

ual

Pay

Nat

ion

al L

ow

est

Qu

arti

le o

f A

vera

ge A

nn

ual

Pay


Nu

mb

er

Pe

rce

nta

ge2

51

-10

11

Fir

st-L

ine

Sup

ervi

sors

of

Pro

du

ctio

n a

nd

Op

erat

ing

Wo

rker

s2

,60

01

.06

%$

52

,10

0

51

-20

22

Ele

ctri

cal a

nd

Ele

ctro

nic

Eq

uip

men

t A

ssem

ble

rs7

10

0.3

0%

$2

6,9

85

51

-20

41

Str

uct

ura

l Met

al F

abri

cato

rs a

nd

Fit

ters

40

00

.20

%$

40

,06

5

51

-20

91

Fib

ergl

ass

Lam

inat

ors

an

d F

abri

cato

rs1

,23

00

.60

%$

28

,41

0

51

-20

92

Tea

m A

ssem

ble

rs1

4,2

70

5.9

0%

$2

9,8

55

51

-20

99

Ass

emb

lers

an

d F

abri

cato

rs, A

ll O

ther

3,4

40

1.5

0%

$2

5,4

65

51

-30

11

Bak

ers

27

00

.11

%$

23

,98

5

51

-30

21

Bu

tch

ers

and

Mea

t C

utt

ers

22

00

.09

%$

28

,01

5

51

-30

92

Fo

od

Bat

chm

aker

s1

90

0.0

8%

$2

8,9

25

51

-30

93

Fo

od

Co

oki

ng

Mac

hin

e O

per

ato

rs a

nd

Ten

der

s1

10

0.0

4%

$2

4,2

90

51

-40

11

Co

mp

ute

r-C

on

tro

lled

Mac

hin

e To

ol O

per

ato

rs9

60

0.3

9%

$3

3,1

10

51

-40

12

CN

C M

ach

ine

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l Pro

gram

mer

s1

40

0.0

6%

$4

3,7

30

51

-40

21

Ext

rud

ing

and

Dra

win

g M

ach

ine

Op

erat

ors

1,0

60

0.5

0%

$3

0,5

65

51

-40

23

Ro

llin

g M

ach

ine

Op

erat

ors

32

00

.13

%$

45

,63

0

51

-40

31

Cu

ttin

g, P

un

chin

g &

Pre

ss M

ach

ine

Op

erat

ors

1,7

50

0.8

0%

$2

7,7

25

51

-40

33

Gri

nd

ing,

Po

lish

ing

and

Bu

ffin

g M

ach

ine

Op

erat

ors

30

00

.12

%$

32

,45

0

51

-40

34

Lat

he

and

Tu

rnin

g M

ach

ine

Too

l Op

erat

ors

28

00

.11

%$

34

,25

0

51

-40

35

Mill

ing

and

Pla

nin

g M

ach

ine

Op

erat

ors

60

0.0

2%

$3

0,0

95

51

-40

41

Mac

hin

ists

1,6

90

0.7

0%

$3

8,0

90

51

-40

61

Mo

del

Mak

ers,

Met

al a

nd

Pla

stic

40

0.0

2%

$4

8,1

30

51

-40

72

Mo

ldin

g, C

ore

mak

ing

and

Cas

tin

g M

ach

ine

Op

erat

ors

1,1

10

0.5

0%

$3

0,6

35

51

-40

81

Mu

ltip

le M

ach

ine

Too

l Op

erat

ors

37

00

.15

%$

37

,46

0

51

-41

11

To

ol a

nd

Die

Mak

ers

41

00

.17

%$

48

,80

0

51

-41

21

Wel

der

s, C

utt

ers,

So

lder

ers,

an

d B

raze

rs2

,69

01

.10

%$

32

,67

5

51

-41

22

Wel

din

g, S

old

erin

g an

d B

razi

ng

Mac

hin

e O

per

ato

rs1

90

0.1

0%

$3

0,7

50

51

-41

91

Hea

t Tr

eati

ng

Equ

ipm

ent

Op

erat

ors

40

0.0

2%

$3

9,5

50

51

-41

93

Pla

tin

g an

d C

oat

ing

Mac

hin

e O

per

ato

rs2

70

0.1

1%

$2

8,5

40

51

-41

99

Met

al W

ork

ers

and

Pla

stic

Wo

rker

s, A

ll O

ther

25

00

.10

%$

28

,61

0

51

-51

12

Pri

nti

ng

Pre

ss O

per

ato

rs1

70

0.0

7%

$3

5,2

50

51

-60

11

Lau

nd

ry a

nd

Dry

-Cle

anin

g W

ork

ers

40

00

.16

%$

19

,64

5

Tab

le B

-7:

Pro

du

ctio

n O

ccu

pat

ion

s Em

plo

yme

nt

and

Ave

rage

An

nu

al P

ay

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Pro

du

ctio

n O

ccu

pat

ion

Tit

le

Emp

loym

en

tA

vera

ge

Pay


Nu

mb

er

Pe

rce

nta

ge2

51

-60

31

Sew

ing

Mac

hin

e O

per

ato

rs7

40

0.3

0%

$2

3,9

25

51

-60

62

Tex

tile

Cu

ttin

g M

ach

ine

Op

erat

ors

13

00

.05

%$

27

,42

0

51

-60

91

Ext

rud

ing

and

Fo

rmin

g M

ach

ine

Op

erat

ors

90

0.0

4%

$3

4,4

90

51

-60

93

Up

ho

lste

rers

66

00

.27

%$

28

,34

0

51

-70

11

Cab

inet

mak

ers

and

Ben

ch C

arp

ente

rs1

,94

00

.80

%$

41

,41

0

51

-70

21

Fu

rnit

ure

Fin

ish

ers

13

00

.05

%$

27

,63

0

51

-70

41

Saw

ing

Mac

hin

e O

per

ato

rs, W

oo

d2

20

0.0

9%

$2

7,9

70

51

-70

42

Wo

od

wo

rkin

g M

ach

ine

Op

erat

ors

, Exc

ept

Saw

ing

71

00

.29

%$

27

,32

0

51

-80

31

Wat

er a

nd

Was

tew

ater

Tre

atm

ent

Pla

nt

Op

erat

ors

18

00

.07

%$

40

,05

0

51

-90

11

Ch

emic

al E

qu

ipm

ent

Op

erat

ors

an

d T

end

ers

80

0.0

3%

$2

6,1

20

51

-90

22

Gri

nd

ing

and

Po

lish

ing

Wo

rker

s, H

and

36

00

.15

%$

27

,45

0

51

-90

23

Mix

ing

and

Ble

nd

ing

Mac

hin

e O

per

ato

rs3

50

0.1

4%

$3

4,6

50

51

-90

31

Cu

tter

s an

d T

rim

mer

s, H

and

50

0.0

2%

$2

9,7

90

51

-90

32

Cu

ttin

g an

d S

licin

g M

ach

ine

Op

erat

ors

42

00

.17

%$

32

,77

5

51

-90

41

Ext

rud

ing,

etc

. Mac

hin

e O

per

ato

rs8

00

.03

%$

31

,93

5

51

-90

61

Insp

ecto

rs, T

este

rs, e

tc.

1,9

00

0.8

0%

$3

5,2

70

51

-91

11

Pac

kagi

ng

Mac

hin

e O

per

ato

rs1

,03

00

.50

%$

27

,84

0

51

-91

21

Co

atin

g, P

ain

tin

g, e

tc. M

ach

ine

Op

erat

ors

70

00

.29

%$

31

,11

0

51

-91

22

Pai

nte

rs, T

ran

spo

rtat

ion

Eq

uip

men

t3

90

0.2

0%

$4

0,8

90

51

-91

23

Pai

nti

ng,

Co

atin

g, a

nd

Dec

ora

tin

g W

ork

ers

60

0.0

2%

$2

8,6

60

51

-91

51

Ph

oto

grap

hic

Pro

cess

Wo

rker

s7

00

.03

%$

27

,23

0

51

-91

91

Ad

hes

ive

Bo

nd

ing

Mac

hin

e O

per

ato

rs a

nd

Ten

der

s4

50

0.2

0%

$2

7,4

40

51

-91

92

Cle

anin

g an

d M

etal

Pic

klin

g Eq

uip

men

t O

per

ato

rs1

30

0.0

5%

$2

6,6

50

51

-91

95

Mo

lder

s, S

hap

ers,

etc

., E

xcep

t M

etal

an

d P

last

ic5

00

.02

%$

30

,30

0

51

-91

96

Pap

er G

oo

ds

Mac

hin

e O

per

ato

rs2

30

0.0

9%

$3

3,3

80

51

-91

98

Hel

per

s -

Pro

du

ctio

n W

ork

ers

4,0

10

1.7

0%

$2

5,6

60

51

-91

99

Pro

du

ctio

n W

ork

ers,

All

Oth

er4

70

0.2

0%

$2

9,4

15

1El

khar

t-G

osh

en &

So

uth

Ben

d-M

ish

awak

a M

etro

po

litan

Sta

tist

ical

Are

as o

nly

- d

ata

no

t av

aila

ble

at

the

cou

nty

leve

l

Sou

rce:

U.S

. Bu

rea

u o

f La

bo

r St

ati

stic

s, O

ccu

pa

tio

na

l Em

plo

ymen

t St

ati

stic

s

Tab

le B

-7: P

rod

uct

ion

Occ

up

atio

ns

Emp

loym

en

t an

d A

vera

ge A

nn

ual

Pay

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Pro

du

ctio

n O

ccu

pat

ion

Tit

le

Emp

loym

en

tA

vera

ge

Pay

2P

erce

nta

ge o

f El

khar

t-G

osh

en a

nd

So

uth

Ben

d-M

ish

awak

a M

etro

po

litan

Sta

tist

ical

Are

as t

ota

l em

plo

ymen

t


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

31

-10

11

Ho

me

He

alth

Aid

es

No

ne

Sho

rt-t

erm

0.2

52

%

33

-90

91

Cro

ssin

g G

uar

ds

No

ne

Sho

rt-t

erm

0.0

49

%

35

-20

12

Co

oks

, In

stit

uti

on

& C

afet

eri

aN

on

eSh

ort

-te

rm0

.26

5%

35

-20

14

Co

oks

, Re

stau

ran

tLe

ss t

han

5 y

ear

sM

od

erat

e-t

erm

0.7

41

%

35

-20

21

Fo

od

Pre

par

atio

n W

rkrs

No

ne

Sho

rt-t

erm

0.6

93

%

35

-30

11

Bar

ten

de

rsN

on

eSh

ort

-te

rm0

.33

5%

35

-30

21

Co

mb

ine

d F

oo

d P

rep

arat

ion

& S

ervi

ng

Wre

rsN

on

eSh

ort

-te

rm2

.92

2%

35

-30

22

Co

un

ter

Att

en

dan

ts, C

afe

teri

a, e

tcN

on

eSh

ort

-te

rm0

.21

2%

35

-30

31

Wai

ters

& W

aitr

esse

sN

on

eSh

ort

-te

rm1

.66

8%

35

-30

41

Fo

od

Se

rve

rs, N

on

rest

aura

nt

No

ne

Sho

rt-t

erm

0.1

54

%

35

-90

11

Din

ing

Ro

om

& C

afet

eri

a A

tte

nd

ants

No

ne

Sho

rt-t

erm

0.3

35

%

35

-90

21

Dis

hw

ash

ers

No

ne

Sho

rt-t

erm

0.2

96

%

35

-90

31

Ho

sts

& H

ost

ess

es,

Re

stau

ran

t, e

tcN

on

eN

on

e0

.30

5%

37

-20

11

Jan

ito

rs &

Cle

aner

s, E

xc. M

aid

s &

Hsk

pg

Cle

aner

sN

on

eSh

ort

-te

rm1

.27

6%

37

-20

12

Mai

ds

& H

ou

seke

ep

ing

Cle

aner

sN

on

eSh

ort

-te

rm0

.64

4%

37

-30

11

Lan

dsc

apin

g &

Gro

un

dsk

ee

pin

g W

rkrs

No

ne

Sho

rt-t

erm

0.5

96

%

39

-30

31

Ush

ers

, Lo

bb

y A

tte

nd

ants

& T

icke

t Ta

kers

No

ne

Sho

rt-t

erm

0.0

13

%

39

-30

91

Am

use

me

nt

& R

ecr

eati

on

Att

end

ants

No

ne

Sho

rt-t

erm

0.1

63

%

39

-90

21

Pe

rso

nal

Car

e A

ide

sN

on

eSh

ort

-te

rm0

.98

4%

41

-20

11

Cas

hie

rsN

on

eSh

ort

-te

rm2

.29

5%

41

-20

21

Co

un

ter

& R

en

tal C

lerk

sN

on

eSh

ort

-te

rm0

.41

5%

41

-20

22

Par

ts S

ale

spe

rso

ns

No

ne

Mo

der

ate

-te

rm0

.22

1%

41

-20

31

Re

tail

Sale

sper

son

sN

on

eSh

ort

-te

rm3

.03

2%

43

-50

81

Sto

ck C

lerk

s &

Ord

er

Fille

rsN

on

eSh

ort

-te

rm1

.59

8%

45

-20

92

Far

mw

ork

ers

& L

abo

rers

, Cro

pN

on

eSh

ort

-te

rm0

.05

7%

45

-20

93

Far

mw

ork

ers

, An

imal

sN

on

eSh

ort

-te

rm0

.03

1%

47

-20

51

Cem

en

t M

aso

ns

& C

on

cret

e F

inis

he

rsN

on

eM

od

erat

e-t

erm

0.1

19

%

47

-20

61

Co

nst

ruct

ion

Lab

ore

rsN

on

eSh

ort

-te

rm0

.15

4%

47

-20

81

Dry

wal

l & C

eili

ng

Tile

Inst

alle

rsN

on

eM

od

erat

e-t

erm

0.0

22

%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

No

rth

cen

tral

Ind

ian

a R

egi

on

1

No

Fo

rmal

Ed

uca

tio

n C

red

enti

al


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

47

-21

41

Pai

nte

rs, C

on

stru

ctio

n &

Mai

nte

nan

ceN

on

eM

od

erat

e-t

erm

0.0

40

%

47

-21

81

Ro

ofe

rsN

on

eM

od

erat

e-t

erm

0.0

93

%

51

-30

11

Bak

ers

No

ne

Lon

g-te

rm0

.11

9%

51

-30

21

Bu

tch

ers

& M

eat

Cu

tte

rsN

on

eLo

ng-

term

0.0

97

%

51

-60

11

Lau

nd

ry &

Dry

-Cle

anin

g W

rkrs

No

ne

Sho

rt-t

erm

0.1

77

%

51

-60

31

Sew

ing

Mac

hin

e O

per

ato

rsN

on

eSh

ort

-te

rm0

.32

7%

51

-90

22

Gri

nd

ing

& P

olis

hin

g W

rkrs

, Han

dN

on

eM

od

erat

e-t

erm

0.1

59

%

51

-90

31

Cu

tte

rs &

Tri

mm

ers

, Han

dN

on

eSh

ort

-te

rm0

.02

2%

51

-91

23

Pai

nti

ng,

Co

atin

g &

De

cora

tin

g W

rkrs

No

ne

Mo

der

ate

-te

rm0

.02

6%

51

-91

92

Cle

anin

g &

Me

tal P

ickl

ing

Equ

ip O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.0

57

%

51

-91

98

He

lpe

rs--

Pro

du

ctio

n W

rkrs

No

ne

Sho

rt-t

erm

1.7

70

%

53

-30

41

Tax

i Dri

vers

& C

hau

ffe

urs

No

ne

Sho

rt-t

erm

0.0

71

%

53

-30

99

Mo

tor

Ve

hic

le O

pe

rato

rs, A

ll O

the

rN

on

eSh

ort

-te

rm0

.02

2%

53

-60

31

Au

tom

oti

ve &

Wat

erc

raft

Se

rvic

e A

tte

nd

ants

No

ne

Sho

rt-t

erm

0.0

88

%

53

-70

11

Co

nve

yor

Op

era

tors

& T

en

de

rsN

on

eSh

ort

-te

rm0

.01

8%

53

-70

51

Ind

ust

rial

Tru

ck &

Tra

cto

r O

pe

rato

rsN

on

eSh

ort

-te

rm0

.62

2%

53

-70

61

Cle

ane

rs o

f V

ehic

les

& E

qu

ipm

en

tN

on

eSh

ort

-te

rm0

.20

3%

53

-70

62

Lab

ore

rs &

Mat

eri

al M

ove

rs, H

and

No

ne

Sho

rt-t

erm

1.9

24

%

53

-70

64

Pac

kers

& P

acka

gers

, Han

dN

on

eSh

ort

-te

rm0

.77

7%

53

-70

81

Re

fuse

& R

ecy

clab

le M

ate

rial

Co

llect

ors

No

ne

Sho

rt-t

erm

0.0

66

%

T

ota

l No

Fo

rmal

Ed

uca

tio

n C

red

en

tial

26

.52

6%

11

-30

71

Tra

nsp

ort

atio

n, S

tora

ge &

Dis

trib

uti

on

Man

age

rs5

yea

rs o

r m

ore

No

ne

0.0

97

%

11

-90

51

Fo

od

Se

rvic

e M

anag

ers

Less

th

an 5

ye

ars

No

ne

0.1

19

%

11

-90

81

Lo

dgi

ng

Man

age

rsLe

ss t

han

5 y

ear

sN

on

e0

.01

3%

11

-91

41

Pro

pe

rty

& R

eal

Est

ate

Man

age

rsLe

ss t

han

5 y

ear

sN

on

e0

.09

3%

13

-10

31

Cla

ims

Ad

just

ers

, Exa

min

ers

& In

vest

igat

ors

No

ne

Lon

g-te

rm0

.03

5%

13

-20

82

Tax

Pre

par

ers

No

ne

Mo

der

ate

-te

rm0

.02

2%

21

-10

93

So

cial

& H

um

an S

erv

ice

Ass

ista

nts

No

ne

Sho

rt-t

erm

0.2

30

%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

No

Fo

rmal

Ed

uca

tio

n C

red

en

tial

(co

nti

nu

ed

)

Hig

h S

cho

ol D

iplo

ma


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

25

-30

21

Sel

f-En

rich

me

nt

Edu

cati

on

Te

ach

ers

Less

th

an 5

ye

ars

No

ne

0.0

44

%

27

-10

26

Me

rch

and

ise

Dis

pla

yers

& W

ind

ow

Tri

mm

ers

No

ne

Mo

der

ate

-te

rm0

.04

0%

27

-40

21

Ph

oto

grap

he

rsN

on

eLo

ng-

term

0.0

26

%

29

-20

52

Ph

arm

acy

Tech

nic

ian

sN

on

eM

od

erat

e-t

erm

0.2

16

%

29

-20

81

Op

tici

ans,

Dis

pe

nsi

ng

No

ne

Lon

g-te

rm0

.04

4%

29

-20

99

He

alth

Te

chn

olo

gist

s &

Te

chn

icia

ns,

All

Oth

er

No

ne

No

ne

0.0

26

%

31

-10

15

Ord

erl

ies

No

ne

Sho

rt-t

erm

0.0

22

%

31

-90

93

Me

dic

al E

qu

ipm

ent

Pre

par

ers

No

ne

Mo

der

ate

-te

rm0

.02

6%

31

-90

95

Ph

arm

acy

Aid

es

No

ne

Sho

rt-t

erm

0.0

18

%

31

-90

96

Ve

teri

nar

y A

ssis

tan

ts &

Lab

. An

imal

Car

etak

ers

No

ne

Sho

rt-t

erm

0.0

40

%

31

-90

99

He

alth

care

Su

pp

ort

Wrk

rs, A

ll O

the

rN

on

eN

on

e0

.05

3%

33

-10

12

Fir

st-L

ine

Su

per

viso

rs o

f P

olic

e &

De

tect

ive

sLe

ss t

han

5 y

ear

sM

od

erat

e-t

erm

0.0

35

%

33

-10

99

Fir

st-L

ine

Su

per

vrs

of

Pro

tect

v Sv

c W

rkrs

, Oth

er

Less

th

an 5

ye

ars

No

ne

0.0

31

%

33

-30

21

De

tect

ive

s &

Cri

min

al In

vest

igat

ors

Less

th

an 5

ye

ars

Mo

der

ate

-te

rm0

.01

8%

33

-30

51

Po

lice

& S

he

riff

's P

atro

l Off

ice

rsN

on

eM

od

erat

e-t

erm

0.5

03

%

33

-90

32

Sec

uri

ty G

uar

ds

No

ne

Sho

rt-t

erm

0.4

63

%

33

-90

93

Tra

nsp

ort

atio

n S

ecu

rity

Scr

een

ers

No

ne

Sho

rt-t

erm

0.0

22

%

33

-90

99

Pro

tect

ive

Se

rvic

e W

rkrs

, All

Oth

er

No

ne

Sho

rt-t

erm

0.0

40

%

35

-10

11

Ch

efs

& H

ead

Co

oks

5 y

ears

or

mo

reN

on

e0

.04

4%

35

-10

12

Fir

st-L

ine

Su

per

viso

rs o

f Fo

od

Pre

p. &

Se

rvin

g W

rkrs

Less

th

an 5

ye

ars

No

ne

0.5

34

%

37

-10

11

Fir

st-L

ine

Su

per

viso

rs o

f H

ou

seke

ep

ing

Wrk

rsLe

ss t

han

5 y

ear

sN

on

e0

.12

4%

37

-10

12

Fir

st-L

ine

Su

per

viso

rs o

f G

rou

nd

ske

ep

ing

Wrk

rsLe

ss t

han

5 y

ear

sN

on

e0

.06

2%

37

-20

21

Pe

st C

on

tro

l Wrk

rsN

on

eM

od

erat

e-t

erm

0.0

18

%

39

-10

21

Fir

st-L

ine

Su

per

viso

rs o

f P

ers

on

al S

ervi

ce W

rkrs

Less

th

an 5

ye

ars

No

ne

0.0

66

%

39

-20

21

No

nfa

rm A

nim

al C

aret

ake

rsN

on

eSh

ort

-te

rm0

.11

5%

39

-40

21

Fu

ne

ral A

tten

dan

tsN

on

eSh

ort

-te

rm0

.03

5%

39

-90

11

Ch

ildca

re W

rkrs

No

ne

Sho

rt-t

erm

0.2

74

%

39

-90

31

Fit

nes

s Tr

ain

ers

& A

ero

bic

s In

stru

cto

rsN

on

eSh

ort

-te

rm0

.15

4%

39

-90

32

Re

crea

tio

n W

rkrs

No

ne

Sho

rt-t

erm

0.0

53

%

Hig

h S

cho

ol D

iplo

ma

(co

nti

nu

ed)

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

39

-90

41

Re

sid

en

tial

Ad

viso

rsN

on

eSh

ort

-te

rm0

.10

2%

41

-10

11

Fir

st-L

ine

Su

per

viso

rs o

f R

eta

il Sa

les

Wrk

rsLe

ss t

han

5 y

ear

sN

on

e0

.86

1%

41

-10

12

Fir

st-L

ine

Su

per

viso

rs o

f N

on

-Re

tail

Sale

s W

rkrs

Less

th

an 5

ye

ars

No

ne

0.1

99

%

41

-30

11

Ad

vert

isin

g Sa

les

Age

nts

No

ne

Mo

der

ate

-te

rm0

.07

9%

41

-30

21

Insu

ran

ce S

ales

Age

nts

No

ne

Mo

der

ate

-te

rm0

.16

3%

41

-30

99

Sal

es R

ep

rese

nta

tive

s, S

erv

ice

s, A

ll O

the

rN

on

eM

od

erat

e-t

erm

0.3

18

%

41

-40

12

Sal

es R

ep

s, E

xce

pt

Tech

nic

al &

Sci

en

tifi

c P

rod

uct

sN

on

eM

od

erat

e-t

erm

1.7

04

%

41

-90

22

Re

al E

stat

e S

ales

Age

nts

No

ne

Mo

der

ate

-te

rm0

.02

6%

43

-10

11

Fir

st-L

ine

Su

per

viso

rs o

f O

ffic

e &

Ad

min

. Wrk

rsLe

ss t

han

5 y

ear

sN

on

e0

.79

0%

43

-20

11

Sw

itch

bo

ard

Op

era

tors

No

ne

Sho

rt-t

erm

0.0

75

%

43

-30

11

Bill

& A

cco

un

t C

olle

cto

rsN

on

eM

od

erat

e-t

erm

0.1

68

%

43

-30

21

Bill

ing

& P

ost

ing

Cle

rks

No

ne

Mo

der

ate

-te

rm0

.36

2%

43

-30

51

Pay

roll

& T

ime

kee

pin

g C

lerk

sN

on

eM

od

erat

e-t

erm

0.1

37

%

43

-30

61

Pro

cure

me

nt

Cle

rks

No

ne

Mo

der

ate

-te

rm0

.03

1%

43

-30

71

Te

llers

No

ne

Sho

rt-t

erm

0.3

49

%

43

-40

31

Co

urt

, Mu

nic

ipal

& L

ice

nse

Cle

rks

No

ne

Mo

der

ate

-te

rm0

.01

3%

43

-40

41

Cre

dit

Au

tho

rize

rs, C

he

cke

rs &

Cle

rks

No

ne

Mo

der

ate

-te

rm0

.01

8%

43

-40

51

Cu

sto

me

r Se

rvic

e R

ep

rese

nta

tive

sN

on

eSh

ort

-te

rm1

.47

0%

43

-40

61

Elig

ibili

ty In

terv

iew

ers

, Go

vern

me

nt

Pro

gram

sN

on

eM

od

erat

e-t

erm

0.0

44

%

43

-40

71

File

Cle

rks

No

ne

Sho

rt-t

erm

0.0

57

%

43

-40

81

Ho

tel,

Mo

tel &

Re

sort

De

sk C

lerk

sN

on

eSh

ort

-te

rm0

.15

4%

43

-41

11

Inte

rvie

we

rs, E

xce

pt

Elig

ibili

ty &

Lo

anN

on

eSh

ort

-te

rm0

.22

5%

43

-41

21

Lib

rary

Ass

ista

nts

, Cle

rica

lN

on

eSh

ort

-te

rm0

.09

7%

43

-41

31

Lo

an In

terv

iew

ers

& C

lerk

sN

on

eSh

ort

-te

rm0

.09

7%

43

-41

41

Ne

w A

cco

un

ts C

lerk

sN

on

eM

od

erat

e-t

erm

0.0

26

%

43

-41

51

Ord

er

Cle

rks

No

ne

Sho

rt-t

erm

0.2

30

%

43

-41

71

Re

cep

tio

nis

ts &

Info

rmat

ion

Cle

rks

No

ne

Sho

rt-t

erm

0.6

49

%

43

-41

99

Info

rmat

ion

& R

eco

rd C

lerk

s, A

ll O

the

rN

on

eSh

ort

-te

rm0

.04

0%

43

-50

21

Co

uri

ers

& M

ess

en

gers

No

ne

Sho

rt-t

erm

0.0

35

%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Hig

h S

cho

ol D

iplo

ma

(co

nti

nu

ed)


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

43

-50

31

Po

lice

, Fir

e &

Am

bu

lan

ce D

isp

atch

ers

No

ne

Mo

der

ate

-te

rm0

.03

1%

43

-50

32

Dis

pat

che

rs, E

xce

pt

Po

lice

, Fir

e &

Am

bu

lan

ceN

on

eM

od

erat

e-t

erm

0.1

19

%

43

-50

51

Po

stal

Ser

vice

Cle

rks

No

ne

Sho

rt-t

erm

0.0

26

%

43

-50

52

Po

stal

Ser

vice

Mai

l Car

rier

sN

on

eSh

ort

-te

rm0

.21

2%

43

-50

53

Po

stal

Ser

vice

Wrk

rsN

on

eSh

ort

-te

rm0

.05

3%

43

-50

61

Pro

du

ctio

n, P

lan

nin

g &

Exp

ed

itin

g C

lerk

sN

on

eM

od

erat

e-t

erm

0.2

30

%

43

-50

71

Sh

ipp

ing,

Re

ceiv

ing

& T

raff

ic C

lerk

sN

on

eSh

ort

-te

rm1

.13

4%

43

-51

11

We

igh

ers

, Me

asu

rers

, etc

.N

on

eSh

ort

-te

rm0

.11

5%

43

-60

11

Exe

cuti

ve S

ecr

eta

rie

s &

Ad

min

istr

ativ

e A

ssis

tan

tsLe

ss t

han

5 y

ear

sN

on

e0

.41

0%

43

-60

12

Le

gal S

ecr

etar

ies

No

ne

Mo

der

ate

-te

rm0

.05

7%

43

-60

13

Me

dic

al S

ecr

etar

ies

No

ne

Mo

der

ate

-te

rm0

.27

8%

43

-60

14

Sec

reta

ries

& A

dm

in A

ssts

, Exc

. Leg

al, M

ed

& E

xec

No

ne

Sho

rt-t

erm

1.3

42

%

43

-90

21

Dat

a En

try

Ke

yers

No

ne

Mo

der

ate

-te

rm0

.10

2%

43

-90

41

Insu

ran

ce C

laim

s &

Po

licy

Pro

cess

ing

Cle

rks

No

ne

Mo

der

ate

-te

rm0

.05

3%

43

-90

51

Mai

l Cle

rks,

Exc

ep

t P

ost

al S

erv

ice

No

ne

Sho

rt-t

erm

0.0

49

%

43

-90

61

Off

ice

Cle

rks,

Ge

ne

ral

No

ne

Sho

rt-t

erm

1.9

16

%

43

-91

99

Off

ice

& A

dm

in S

up

po

rt W

rkrs

, All

Oth

er

No

ne

Sho

rt-t

erm

0.1

19

%

47

-10

11

Fir

st-L

ine

Su

per

v o

f C

on

stru

ctio

n W

rkrs

5 y

ears

or

mo

reN

on

e0

.23

8%

47

-20

21

Bri

ckm

aso

ns

& B

lock

mas

on

sN

on

eA

pp

ren

tice

ship

0.0

57

%

47

-20

31

Car

pe

nte

rsN

on

eA

pp

ren

tice

ship

0.3

88

%

47

-20

73

Op

era

tin

g En

g. &

Co

nst

ruct

ion

Eq

uip

. Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.13

7%

47

-21

11

Ele

ctri

cian

sN

on

eA

pp

ren

tice

ship

0.3

97

%

47

-21

52

Plu

mb

ers

, Pip

efi

tte

rs &

Ste

amfi

tte

rsN

on

eA

pp

ren

tice

ship

0.4

02

%

47

-22

11

Sh

ee

t M

eta

l Wrk

rsN

on

eA

pp

ren

tice

ship

0.0

84

%

47

-30

13

He

lpe

rs--

Ele

ctri

cian

sN

on

eSh

ort

-te

rm0

.01

8%

47

-30

15

He

lpe

rs--

Pip

ela

yers

, Plu

mb

ers

, etc

No

ne

Sho

rt-t

erm

0.0

22

%

47

-40

11

Co

nst

ruct

ion

& B

uild

ing

Insp

ect

ors

5 y

ears

or

mo

reM

od

erat

e-t

erm

0.0

31

%

47

-40

51

Hig

hw

ay M

ain

ten

ance

Wrk

rsN

on

eM

od

erat

e-t

erm

0.0

62

%

49

-10

11

Fir

st-L

ine

Su

per

v o

f M

ech

anic

s, e

tcLe

ss t

han

5 y

ear

sN

on

e0

.35

3%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Hig

h S

cho

ol D

iplo

ma

(co

nti

nu

ed)


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

49

-30

21

Au

tom

oti

ve B

od

y &

Re

late

d R

ep

aire

rsN

on

eLo

ng-

term

0.1

02

%

49

-30

31

Bu

s &

Tru

ck M

ech

anic

sN

on

eLo

ng-

term

0.1

90

%

49

-30

41

Far

m E

qu

ipm

en

t M

ech

anic

s &

Ser

vice

Te

chn

icia

ns

No

ne

Lon

g-te

rm0

.02

2%

49

-30

42

Mo

bile

Hea

vy E

qu

ip.t

Me

chan

ics,

Exc

. En

gin

es

No

ne

Lon

g-te

rm0

.06

6%

49

-30

53

Ou

tdo

or

Po

we

r Eq

uip

& S

mal

l En

gin

e M

ech

anic

sN

on

eM

od

erat

e-t

erm

0.0

35

%

49

-30

92

Re

crea

tio

nal

Ve

hic

le S

ervi

ce T

ech

nic

ian

sN

on

eLo

ng-

term

0.1

50

%

49

-90

41

Ind

ust

rial

Mac

hin

ery

Me

chan

ics

No

ne

Lon

g-te

rm0

.35

3%

49

-90

43

Mai

nte

nan

ce W

rkrs

, Mac

hin

ery

No

ne

Mo

der

ate

-te

rm0

.08

4%

49

-90

44

Mill

wri

ghts

No

ne

Ap

pre

nti

cesh

ip0

.04

9%

49

-90

69

Pre

cisi

on

Inst

rum

ent

& E

qu

ipm

ent

Re

pai

rers

,N

on

eLo

ng-

term

0.0

26

%

49

-90

71

Mai

nte

nan

ce &

Re

pai

r W

rkrs

, Gen

era

lN

on

eLo

ng-

term

1.1

92

%

49

-90

91

Co

in, V

en

din

g &

Am

use

men

t M

ach

ine

Re

pai

rers

No

ne

Sho

rt-t

erm

0.0

18

%

49

-90

98

He

lpe

rs--

Inst

alla

tio

n &

Re

pai

r W

rkrs

No

ne

Sho

rt-t

erm

0.0

66

%

49

-90

99

Inst

alla

tio

n, M

ain

ten

ance

&R

ep

air

Wrk

rs, O

the

rN

on

eM

od

erat

e-t

erm

0.0

84

%

51

-10

11

Fir

st-L

ine

Su

per

viso

rs o

f P

rod

uct

n &

Op

er.

Wrk

rsLe

ss t

han

5 y

ear

sN

on

e1

.14

8%

51

-20

22

Ele

ctri

cal &

Ele

ctro

nic

Eq

uip

me

nt

Ass

em

ble

rsN

on

eM

od

erat

e-t

erm

0.3

13

%

51

-20

41

Str

uct

ura

l Me

tal F

abri

cato

rs &

Fit

ters

No

ne

Mo

der

ate

-te

rm0

.17

7%

51

-20

91

Fib

erg

lass

Lam

inat

ors

& F

abri

cato

rsN

on

eM

od

erat

e-t

erm

0.5

43

%

51

-20

92

Te

am A

sse

mb

lers

No

ne

Mo

der

ate

-te

rm6

.29

8%

51

-20

99

Ass

em

ble

rs &

Fab

rica

tors

, All

Oth

er

No

ne

Mo

der

ate

-te

rm1

.51

8%

51

-30

92

Fo

od

Bat

chm

ake

rsN

on

eM

od

erat

e-t

erm

0.0

84

%

51

-30

93

Fo

od

Co

oki

ng

Mac

hin

e O

pe

rato

rs &

Te

nd

ers

No

ne

Mo

der

ate

-te

rm0

.04

9%

51

-40

11

Co

mp

ute

r-C

on

tro

lled

Mac

hin

e T

oo

l Op

erat

ors

No

ne

Mo

der

ate

-te

rm0

.42

4%

51

-40

12

CN

C M

ach

ine

To

ol P

rogr

amm

ers

No

ne

Lon

g-te

rm0

.06

2%

51

-40

21

Ext

rud

ing

& D

raw

ing

Mac

hin

e O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.4

68

%

51

-40

23

Ro

llin

g M

ach

ine

Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.14

1%

51

-40

31

Cu

ttin

g, P

un

chin

g &

Pre

ss M

ach

ine

Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.77

2%

51

-40

33

Gri

nd

ing,

Po

lish

ing

& B

uff

ing

Mac

hin

e O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.1

32

%

51

-40

34

Lat

he

& T

urn

ing

Mac

hin

e T

oo

l Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.12

4%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Hig

h S

cho

ol D

iplo

ma

(co

nti

nu

ed)


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

51

-40

35

Mill

ing

& P

lan

ing

Mac

hin

e O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.0

26

%

51

-40

41

Mac

hin

ists

No

ne

Lon

g-te

rm0

.74

6%

51

-40

61

Mo

de

l Mak

ers

, Me

tal &

Pla

stic

No

ne

Mo

der

ate

-te

rm0

.01

8%

51

-40

72

Mo

ldin

g, C

ore

mak

ing

& C

asti

ng

Mac

hin

e O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.4

90

%

51

-40

81

Mu

ltip

le M

ach

ine

To

ol O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.1

63

%

51

-41

11

To

ol &

Die

Mak

ers

No

ne

Lon

g-te

rm0

.18

1%

51

-41

21

We

lde

rs, C

utt

ers

, So

lde

rers

& B

raze

rsN

on

eM

od

erat

e-t

erm

1.1

87

%

51

-41

22

We

ldin

g, S

old

eri

ng

& B

razi

ng

Mac

hin

e O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.0

84

%

51

-41

91

He

at T

reat

ing

Equ

ipm

en

t O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.0

18

%

51

-41

93

Pla

tin

g &

Co

atin

g M

ach

ine

Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.11

9%

51

-41

99

Me

tal W

rkrs

& P

last

ic W

rkrs

, All

Oth

er

No

ne

Mo

der

ate

-te

rm0

.11

0%

51

-51

12

Pri

nti

ng

Pre

ss O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.0

75

%

51

-60

62

Te

xtile

Cu

ttin

g M

ach

ine

Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.05

7%

51

-60

91

Ext

rud

ing

& F

orm

ing

Mac

hin

e O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.0

40

%

51

-60

93

Up

ho

lste

rers

No

ne

Mo

der

ate

-te

rm0

.29

1%

51

-70

11

Cab

inet

mak

ers

& B

en

ch C

arp

en

ters

No

ne

Mo

der

ate

-te

rm0

.85

6%

51

-70

21

Fu

rnit

ure

Fin

ish

ers

No

ne

Sho

rt-t

erm

0.0

57

%

51

-70

41

Saw

ing

Mac

hin

e O

pe

rato

rs, W

oo

dN

on

eSh

ort

-te

rm0

.09

7%

51

-70

42

Wo

od

wo

rkin

g M

ach

ine

Op

era

tors

, Exc

ep

t Sa

win

gN

on

eSh

ort

-te

rm0

.31

3%

51

-80

31

Wat

er

& W

aste

wat

er

Trea

tme

nt

Pla

nt

Op

era

tors

No

ne

Lon

g-te

rm0

.07

9%

51

-90

11

Ch

em

ical

Eq

uip

me

nt

Op

era

tors

& T

en

de

rsN

on

eM

od

erat

e-t

erm

0.0

35

%

51

-90

23

Mix

ing

& B

len

din

g M

ach

ine

Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.15

4%

51

-90

32

Cu

ttin

g &

Slic

ing

Mac

hin

e O

pe

rato

rsN

on

eSh

ort

-te

rm0

.18

5%

51

-90

41

Ext

rud

ing,

etc

Mac

hin

e O

per

ato

rsN

on

eM

od

erat

e-t

erm

0.0

35

%

51

-90

61

Insp

ect

ors

, Te

ste

rs, e

tcN

on

eM

od

erat

e-t

erm

0.8

39

%

51

-91

11

Pac

kagi

ng

Mac

hin

e O

pe

rato

rsN

on

eM

od

erat

e-t

erm

0.4

55

%

51

-91

21

Co

atin

g, P

ain

tin

g, e

tc M

ach

ine

Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.30

9%

51

-91

22

Pai

nte

rs, T

ran

spo

rtat

ion

Eq

uip

me

nt

No

ne

Mo

der

ate

-te

rm0

.17

2%

51

-91

51

Ph

oto

grap

hic

Pro

cess

Wrk

rsN

on

eSh

ort

-te

rm0

.03

1%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Hig

h S

cho

ol D

iplo

ma

(co

nti

nu

ed)


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

51

-91

91

Ad

he

sive

Bo

nd

ing

Mac

hin

e O

pe

rato

rs &

Te

nd

ers

No

ne

Mo

der

ate

-te

rm0

.19

9%

51

-91

95

Mo

lde

rs, S

hap

ers

, etc

, Exc

Me

tal &

Pla

stic

No

ne

Lon

g-te

rm0

.02

2%

51

-91

96

Pap

er

Go

od

s M

ach

ine

Op

era

tors

No

ne

Mo

der

ate

-te

rm0

.10

2%

51

-91

99

Pro

du

ctio

n W

rkrs

, All

Oth

er

No

ne

Mo

der

ate

-te

rm0

.20

7%

53

-10

21

Fir

st-L

ine

Su

per

viso

rs o

f H

elp

ers

, Lab

ore

rs, e

tcLe

ss t

han

5 y

ear

sN

on

e0

.13

7%

53

-10

31

Fir

st-L

ine

Su

per

v o

f M

atl-

Mo

vin

g V

eh O

pe

rato

rsLe

ss t

han

5 y

ear

sN

on

e0

.16

8%

53

-30

21

Bu

s D

rive

rs, T

ran

sit

& In

terc

ity

No

ne

Mo

der

ate

-te

rm0

.11

5%

53

-30

22

Bu

s D

rive

rs, S

cho

ol o

r Sp

eci

al C

lien

tN

on

eSh

ort

-te

rm0

.42

8%

53

-30

31

Dri

ver/

Sale

s W

rkrs

No

ne

Sho

rt-t

erm

0.2

56

%

53

-30

33

Lig

ht

Tru

ck o

r D

eliv

ery

Se

rvic

es

Dri

vers

No

ne

Sho

rt-t

erm

0.6

36

%

T

ota

l Hig

h S

cho

ol D

iplo

ma

44

.89

1%

25

-40

31

Lib

rary

Te

chn

icia

ns

No

ne

No

ne

0.1

37

%

27

-40

11

Au

dio

& V

ide

o E

qu

ipm

en

t Te

chn

icia

ns

No

ne

Sho

rt-t

erm

0.0

26

%

29

-20

41

Em

erg

en

cy M

ed

ical

Te

chn

icia

ns

& P

aram

ed

ics

No

ne

No

ne

0.1

10

%

29

-20

55

Su

rgic

al T

ech

no

logi

sts

No

ne

No

ne

0.0

57

%

29

-20

61

Lic

ense

d P

ract

ical

& L

ice

nse

d V

oca

tio

nal

Nu

rses

No

ne

No

ne

0.4

72

%

29

-20

71

Me

dic

al R

eco

rds

& H

eal

th In

fo. T

ech

nic

ian

sN

on

eN

on

e0

.18

1%

31

-10

14

Nu

rsin

g A

ssis

tan

tsN

on

eN

on

e1

.00

6%

31

-90

11

Mas

sage

Th

erap

ists

No

ne

No

ne

0.0

22

%

31

-90

91

De

nta

l Ass

ista

nts

No

ne

No

ne

0.1

81

%

31

-90

92

Me

dic

al A

ssis

tan

tsN

on

eN

on

e0

.51

2%

31

-90

94

Me

dic

al T

ran

scri

pti

on

ists

No

ne

No

ne

0.0

49

%

31

-90

97

Ph

leb

oto

mis

tsN

on

eN

on

e0

.13

2%

33

-20

11

Fir

efig

hte

rsN

on

eLo

ng-

term

0.4

37

%

39

-50

12

Hai

rdre

sse

rs, H

airs

tylis

ts &

Co

sme

tolo

gist

sN

on

eN

on

e0

.33

1%

39

-50

94

Ski

nca

re S

pe

cial

ists

No

ne

No

ne

0.0

18

%

49

-20

22

Te

leco

mm

un

icat

ion

s Eq

uip

me

nt

Inst

alle

rsN

on

eM

od

erat

e-t

erm

0.1

46

%

49

-20

92

Ele

ctri

c M

oto

r, P

ow

er T

oo

l & R

ela

ted

Re

pai

rers

No

ne

Lon

g-te

rm0

.01

8%

Po

stse

con

dar

y N

on

de

gre

e C

ert

ific

ate

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Hig

h S

cho

ol D

iplo

ma

(co

nti

nu

ed)


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

49

-20

93

Ele

ctri

cal I

nst

alle

rs &

Re

pai

rers

, Tra

nsp

. Eq

uip

.N

on

eLo

ng-

term

0.0

49

%

49

-20

94

Ele

ctri

cal R

ep

aire

rs, C

om

m'l

& In

du

st. E

qu

ipN

on

eLo

ng-

term

0.0

26

%

49

-30

23

Au

tom

oti

ve S

erv

ice

Te

chn

icia

ns

& M

ech

anic

sN

on

eSh

ort

-te

rm0

.50

8%

49

-90

21

He

atin

g, A

ir C

on

dit

ion

ing

& R

ef.

Me

chan

ics

No

ne

Lon

g-te

rm0

.14

6%

53

-30

32

He

avy

& T

ract

or-

Trai

ler

Tru

ck D

rive

rsN

on

eSh

ort

-te

rm1

.67

3%

T

ota

l Po

stse

con

dar

y N

on

de

gre

e C

ert

ific

ate

6.2

36

%

15

-11

51

Co

mp

ute

r U

ser

Sup

po

rt S

pe

cial

ists

No

ne

No

ne

0.2

07

%

25

-90

41

Te

ach

er A

ssis

tan

tsN

on

eN

on

e1

.00

6%

43

-30

31

Bo

okk

eep

ing,

Acc

ou

nti

ng

& A

ud

itin

g C

lerk

sN

on

eM

od

erat

e-t

erm

1.2

62

%

49

-20

11

Co

mp

ute

r &

Off

ice

Mac

hin

e R

ep

aire

rsN

on

eSh

ort

-te

rm0

.09

3%

T

ota

l So

me

Co

lle

ge, N

o D

egr

ee

2.5

69

%

15

-11

34

We

b D

eve

lop

ers

No

ne

No

ne

0.0

79

%

17

-30

11

Arc

hit

ect

ura

l & C

ivil

Dra

fte

rsN

on

eN

on

e0

.06

2%

17

-30

13

Me

chan

ical

Dra

fter

sN

on

eN

on

e0

.15

4%

17

-30

22

Civ

il En

gin

ee

rin

g Te

chn

icia

ns

No

ne

No

ne

0.0

18

%

17

-30

23

Ele

ctri

cal &

Ele

ctro

nic

s En

gin

ee

rin

g Te

chn

icia

ns

No

ne

No

ne

0.0

62

%

17

-30

26

Ind

ust

rial

En

gin

eeri

ng

Tech

nic

ian

sN

on

eN

on

e0

.07

9%

17

-30

27

Me

chan

ical

En

gin

ee

rin

g Te

chn

icia

ns

No

ne

No

ne

0.0

40

%

19

-40

31

Ch

em

ical

Te

chn

icia

ns

No

ne

Mo

der

ate

-te

rm0

.06

6%

23

-20

11

Par

aleg

als

& L

ega

l Ass

ista

nts

No

ne

No

ne

0.1

41

%

25

-20

11

Pre

sch

oo

l Te

ach

ers,

Exc

ep

t Sp

eci

al E

du

cati

on

No

ne

No

ne

0.1

24

%

29

-20

12

Me

dic

al &

Clin

ical

Lab

ora

tory

Te

chn

icia

ns

No

ne

No

ne

0.0

88

%

29

-20

21

De

nta

l Hyg

ien

ists

No

ne

No

ne

0.2

21

%

29

-20

32

Dia

gno

stic

Me

dic

al S

on

ogr

aph

ers

No

ne

No

ne

0.0

57

%

29

-20

34

Rad

iolo

gic

Tech

no

logi

sts

No

ne

No

ne

0.1

10

%

29

-20

35

Mag

ne

tic

Re

son

ance

Imag

ing

Tech

no

logi

sts

Less

th

an 5

ye

ars

No

ne

0.0

18

%

29

-20

51

Die

teti

c Te

chn

icia

ns

No

ne

No

ne

0.0

22

%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Po

stse

con

dar

y N

on

de

gre

e C

ert

ific

ate

(co

nti

nu

ed

)

Som

e C

oll

ege

, No

De

gree

Ass

oci

ate

's D

egr

ee


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

29

-20

56

Ve

teri

nar

y Te

chn

olo

gist

s &

Te

chn

icia

ns

No

ne

No

ne

0.0

31

%

31

-20

21

Ph

ysic

al T

he

rap

ist

Ass

ista

nts

No

ne

No

ne

0.0

49

%

43

-41

61

Hu

man

Re

s. A

ssis

tan

ts, E

xc, P

ayro

ll &

Tim

eke

ep

ing

No

ne

No

ne

0.0

79

%

49

-90

62

Me

dic

al E

qu

ipm

ent

Re

pai

rers

No

ne

Mo

der

ate

-te

rm0

.04

0%

T

ota

l Ass

oci

ate

's D

egr

ee

1.5

40

%

11

-10

11

Ch

ief

Exe

cuti

ves

5 y

ears

or

mo

reN

on

e0

.19

0%

11

-10

21

Ge

ne

ral &

Op

era

tio

ns

Man

age

rs5

yea

rs o

r m

ore

No

ne

1.4

65

%

11

-10

31

Le

gisl

ato

rsLe

ss t

han

5 y

ear

sN

on

e0

.02

6%

11

-20

21

Mar

keti

ng

Man

age

rs5

yea

rs o

r m

ore

No

ne

0.1

15

%

11

-20

22

Sal

es M

anag

ers

Less

th

an 5

ye

ars

No

ne

0.3

44

%

11

-30

11

Ad

min

istr

ativ

e S

ervi

ces

Man

age

rsLe

ss t

han

5 y

ear

sN

on

e0

.13

2%

11

-30

21

Co

mp

ute

r &

Info

rmat

ion

Sys

tem

s M

anag

ers

5 y

ears

or

mo

reN

on

e0

.10

2%

11

-30

31

Fin

anci

al M

anag

ers

5 y

ears

or

mo

reN

on

e0

.30

0%

11

-30

51

Ind

ust

rial

Pro

du

ctio

n M

anag

ers

5 y

ears

or

mo

reN

on

e0

.38

4%

11

-30

61

Pu

rch

asin

g M

anag

ers

5 y

ears

or

mo

reN

on

e0

.08

4%

11

-31

21

Hu

man

Re

sou

rces

Man

ager

s5

yea

rs o

r m

ore

No

ne

0.0

71

%

11

-90

21

Co

nst

ruct

ion

Man

ager

sN

on

eM

od

erat

e-t

erm

0.1

19

%

11

-90

31

Ed

uca

tio

n A

dm

inis

trat

ors

, Pre

sch

oo

lLe

ss t

han

5 y

ear

sN

on

e0

.01

8%

11

-90

41

Arc

hit

ect

ura

l & E

ngi

ne

eri

ng

Man

ager

s5

yea

rs o

r m

ore

No

ne

0.1

02

%

11

-91

11

Me

dic

al &

Hea

lth

Se

rvic

es

Man

age

rsLe

ss t

han

5 y

ear

sN

on

e0

.23

4%

11

-91

51

So

cial

& C

om

mu

nit

y Se

rvic

e M

anag

ers

5 y

ears

or

mo

reN

on

e0

.08

4%

11

-91

99

Man

age

rs, A

ll O

the

rLe

ss t

han

5 y

ear

sN

on

e0

.26

0%

13

-10

22

Wh

ole

sale

& R

eta

il B

uye

rs, E

xce

pt

Farm

Pro

du

cts

No

ne

Lon

g-te

rm0

.04

4%

13

-10

23

Pu

rch

asin

g A

gen

ts, E

xcep

t W

ho

lesa

le, R

eta

il &

Far

mN

on

eLo

ng-

term

0.3

22

%

13

-10

41

Co

mp

lian

ce O

ffic

ers

No

ne

Mo

der

ate

-te

rm0

.08

8%

13

-10

51

Co

st E

stim

ato

rsN

on

eN

on

e0

.15

0%

13

-10

71

Hu

man

Re

sou

rces

Sp

ecia

lists

No

ne

No

ne

0.3

09

%

13

-10

75

Lab

or

Re

lati

on

s Sp

eci

alis

tsLe

ss t

han

5 y

ear

sN

on

e0

.08

4%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Ass

oci

ate

's D

egr

ee

(co

nti

nu

ed

)

Bac

he

lor'

s D

egr

ee


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

13

-10

81

Lo

gist

icia

ns

No

ne

No

ne

0.0

44

%

13

-11

11

Man

age

men

t A

nal

ysts

Less

th

an 5

ye

ars

No

ne

0.1

46

%

13

-11

21

Me

eti

ng,

Co

nve

nti

on

& E

ven

t P

lan

ne

rsN

on

eN

on

e0

.03

1%

13

-11

31

Fu

nd

rais

ers

No

ne

No

ne

0.0

26

%

13

-11

41

Co

mp

en

sati

on

, Be

ne

fits

& J

ob

An

alys

tsLe

ss t

han

5 y

ear

sN

on

e0

.01

8%

13

-11

51

Tra

inin

g &

De

velo

pm

en

t Sp

eci

alis

tsLe

ss t

han

5 y

ear

sN

on

e0

.12

8%

13

-11

61

Mar

ket

Re

sear

ch A

nal

ysts

& M

arke

tin

g Sp

eci

alis

tsN

on

eN

on

e0

.26

0%

13

-11

99

Bu

sin

ess

Op

era

tio

ns

Spe

cial

ists

, All

Oth

er

No

ne

No

ne

0.2

52

%

13

-20

11

Acc

ou

nta

nts

& A

ud

ito

rsN

on

eN

on

e0

.78

6%

13

-20

21

Ap

pra

iser

s &

Ass

ess

ors

of

Re

al E

stat

eN

on

eLo

ng-

term

0.0

22

%

13

-20

41

Cre

dit

An

alys

tsN

on

eN

on

e0

.01

8%

13

-20

51

Fin

anci

al A

nal

ysts

No

ne

No

ne

0.1

19

%

13

-20

52

Pe

rso

nal

Fin

anci

al A

dvi

sors

No

ne

Lon

g-te

rm0

.08

8%

13

-20

72

Lo

an O

ffic

ers

No

ne

Mo

der

ate

-te

rm0

.10

2%

13

-20

81

Tax

Exa

min

ers

& C

olle

cto

rs &

Re

ven

ue

Age

nts

No

ne

Mo

der

ate

-te

rm0

.01

3%

15

-11

21

Co

mp

ute

r Sy

ste

ms

An

alys

tsN

on

eN

on

e0

.15

0%

15

-11

31

Co

mp

ute

r P

rogr

amm

ers

No

ne

No

ne

0.0

75

%

15

-11

32

So

ftw

are

De

velo

pe

rs, A

pp

licat

ion

sN

on

eN

on

e0

.11

9%

15

-11

33

So

ftw

are

De

velo

pe

rs, S

yste

ms

Soft

war

eN

on

eN

on

e0

.02

2%

15

-11

41

Dat

abas

e A

dm

inis

trat

ors

Less

th

an 5

ye

ars

No

ne

0.0

44

%

15

-11

42

Ne

two

rk &

Co

mp

ute

r Sy

ste

ms

Ad

min

istr

ato

rsN

on

eN

on

e0

.24

3%

15

-11

99

Co

mp

ute

r O

ccu

pat

ion

s, A

ll O

the

rN

on

eN

on

e0

.01

3%

15

-20

31

Op

era

tio

ns

Re

sear

ch A

nal

ysts

No

ne

No

ne

0.0

13

%

17

-10

11

Arc

hit

ect

s, E

xce

pt

Lan

dsc

ape

& N

aval

No

ne

Inte

rnsh

ip/r

esi

de

ncy

0.0

49

%

17

-20

51

Civ

il En

gin

ee

rsN

on

eN

on

e0

.03

5%

17

-20

71

Ele

ctri

cal E

ngi

ne

ers

No

ne

No

ne

0.0

22

%

17

-20

72

Ele

ctro

nic

s En

gin

ee

rs, E

xce

pt

Co

mp

ute

rN

on

eN

on

e0

.01

8%

17

-21

12

Ind

ust

rial

En

gin

eers

No

ne

No

ne

0.3

27

%

17

-21

31

Mat

eri

als

Engi

ne

ers

No

ne

No

ne

0.0

13

%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Bac

he

lor'

s D

egr

ee

(co

nti

nu

ed

)


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

17

-21

41

Me

chan

ical

En

gin

ee

rsN

on

eN

on

e0

.35

8%

19

-20

31

Ch

em

ists

No

ne

No

ne

0.0

35

%

19

-20

41

En

viro

nm

en

tal S

cie

nti

sts

& S

pe

cial

ists

, In

cl. H

eal

thN

on

eN

on

e0

.03

5%

21

-10

11

Su

bst

ance

Ab

use

& B

eh

avio

ral D

iso

rde

r C

ou

nse

lors

No

ne

No

ne

0.0

40

%

21

-10

21

Ch

ild, F

amily

& S

cho

ol S

oci

al W

rkrs

No

ne

No

ne

0.2

03

%

21

-10

23

Me

nta

l He

alth

& S

ub

stan

ce A

bu

se S

oci

al W

rkrs

No

ne

No

ne

0.0

26

%

21

-10

91

He

alth

Ed

uca

tors

No

ne

No

ne

0.0

18

%

21

-10

92

Pro

bat

ion

Off

ice

rs &

Co

rre

ctio

nal

Tre

atm

en

t Sp

ec.

No

ne

Sho

rt-t

erm

0.0

49

%

21

-20

11

Cle

rgy

No

ne

Mo

der

ate

-te

rm0

.01

3%

21

-20

21

Dir

ecto

rs, R

elig

iou

s A

ctiv

itie

s &

Ed

uca

tio

nLe

ss t

han

5 y

ear

sN

on

e0

.02

2%

25

-20

12

Kin

de

rgar

ten

Tea

che

rs, E

xce

pt

Spe

cial

Ed

uca

tio

nN

on

eIn

tern

ship

/re

sid

en

cy0

.11

9%

25

-20

21

Ele

me

nta

ry S

cho

ol T

eac

he

rs, E

xc. S

pe

cial

Ed

uca

tio

nN

on

eIn

tern

ship

/re

sid

en

cy0

.92

7%

25

-20

22

Mid

dle

Sch

oo

l Te

ach

ers,

Exc

ep

t Sp

ec.

Ed

uca

tio

nN

on

eIn

tern

ship

/re

sid

en

cy0

.35

8%

25

-20

31

Sec

on

dar

y Sc

ho

ol T

eac

he

rs, E

xce

pt

Spe

c. E

du

cati

on

No

ne

Inte

rnsh

ip/r

esi

de

ncy

0.6

00

%

25

-20

32

Car

eer/

Tech

nic

al E

du

cati

on

Te

ach

ers

, Se

con

dar

yLe

ss t

han

5 y

ear

sIn

tern

ship

/re

sid

en

cy0

.07

9%

25

-20

52

Sp

eci

al E

du

cati

on

Te

ach

ers

, Ele

men

tary

Sch

oo

lN

on

eIn

tern

ship

/re

sid

en

cy0

.08

8%

25

-20

53

Sp

eci

al E

du

cati

on

Te

ach

ers

, Mid

dle

Sch

oo

lN

on

eIn

tern

ship

/re

sid

en

cy0

.04

0%

25

-20

54

Sp

eci

al E

du

cati

on

Te

ach

ers

, Se

con

dar

y Sc

ho

ol

No

ne

Inte

rnsh

ip/r

esi

de

ncy

0.1

10

%

25

-30

11

Ad

ult

Bas

ic &

Se

con

dar

y Ed

. & L

ite

racy

Te

ach

ers

No

ne

Inte

rnsh

ip/r

esi

de

ncy

0.0

31

%

25

-30

97

Te

ach

ers,

All

Oth

er,

Exc

ep

t Su

bst

itu

te T

eac

her

sN

on

e0

.06

6%

25

-30

98

Su

bst

itu

te T

eac

her

sN

on

e0

.50

3%

27

-10

21

Co

mm

erc

ial &

Ind

ust

rial

De

sign

ers

No

ne

No

ne

0.0

79

%

27

-10

24

Gra

ph

ic D

esi

gne

rsN

on

eN

on

e0

.15

0%

27

-10

25

Inte

rio

r D

esig

ne

rsN

on

eN

on

e0

.03

1%

27

-20

12

Pro

du

cers

& D

ire

cto

rsLe

ss t

han

5 y

ear

sN

on

e0

.02

2%

27

-20

22

Co

ach

es &

Sco

uts

No

ne

No

ne

0.3

53

%

27

-30

22

Re

po

rte

rs &

Co

rre

spo

nd

en

tsN

on

eN

on

e0

.03

1%

27

-30

31

Pu

blic

Re

lati

on

s Sp

ecia

lists

No

ne

No

ne

0.0

75

%

27

-30

41

Ed

ito

rsLe

ss t

han

5 y

ear

sN

on

e0

.02

2%

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Bac

he

lor'

s D

egr

ee

(co

nti

nu

ed

)


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

27

-30

91

Inte

rpre

ters

& T

ran

slat

ors

No

ne

Sho

rt-t

erm

0.0

26

%

29

-10

31

Die

titi

ans

& N

utr

itio

nis

tsN

on

eIn

tern

ship

/re

sid

en

cy0

.01

8%

29

-11

41

Re

gist

ere

d N

urs

es

No

ne

No

ne

1.8

45

%

29

-20

11

Me

dic

al &

Clin

ical

Lab

ora

tory

Te

chn

olo

gist

sN

on

eN

on

e0

.11

5%

29

-90

11

Occ

up

atio

nal

He

alth

& S

afet

y Sp

ecia

lists

No

ne

No

ne

0.0

35

%

29

-90

91

Ath

leti

c Tr

ain

ers

No

ne

No

ne

0.0

18

%

41

-30

31

Sec

uri

ties

, Co

mm

od

itie

s &

Fin

anci

al S

vcs

Sale

s A

gts

No

ne

Mo

der

ate

-te

rm0

.10

6%

41

-40

11

Sal

es R

ep

s, T

ech

nic

al &

Sci

enti

fic

Pro

du

cts

No

ne

Mo

der

ate

-te

rm0

.19

4%

41

-90

31

Sal

es E

ngi

ne

ers

No

ne

Mo

der

ate

-te

rm0

.02

2%

T

ota

l Bac

he

lor'

s D

egr

ee

15

.08

6%

11

-90

32

Ed

uca

tio

n A

dm

inis

trat

ors

, Ele

me

nta

ry &

Se

con

dar

y5

yea

rs o

r m

ore

No

ne

0.1

24

%

11

-90

33

Ed

uca

tio

n A

dm

inis

trat

ors

, Po

stse

con

dar

yLe

ss t

han

5 y

ear

sN

on

e0

.11

0%

19

-30

51

Urb

an &

Re

gio

nal

Pla

nn

ers

No

ne

No

ne

0.0

22

%

21

-10

12

Ed

uca

tio

nal

, Gu

idan

ce &

Vo

cati

on

al C

ou

nse

lors

No

ne

No

ne

0.1

50

%

21

-10

15

Re

hab

ilita

tio

n C

ou

nse

lors

No

ne

No

ne

0.0

13

%

21

-10

22

He

alth

care

So

cial

Wrk

rsN

on

eN

on

e0

.12

4%

21

-10

99

Co

mm

un

ity

& S

oci

al S

erv

ice

Sp

eci

alis

ts, A

ll O

the

rN

on

eN

on

e0

.01

8%

25

-10

72

Nu

rsin

g In

stru

cto

rs &

Te

ach

ers

, Po

stse

con

dar

yLe

ss t

han

5 y

ear

sN

on

e0

.05

3%

25

-11

21

Art

, Dra

ma

& M

usi

c Te

ach

ers,

Po

stse

con

dar

yN

on

eN

on

e0

.12

4%

25

-40

21

Lib

rari

ans

No

ne

No

ne

0.1

19

%

25

-90

31

Inst

ruct

ion

al C

oo

rdin

ato

rs5

yea

rs o

r m

ore

No

ne

0.0

40

%

29

-10

71

Ph

ysic

ian

Ass

ista

nts

No

ne

No

ne

0.0

22

%

29

-11

22

Occ

up

atio

nal

Th

era

pis

tsN

on

eN

on

e0

.07

5%

29

-11

27

Sp

ee

ch-L

angu

age

Pat

ho

logi

sts

No

ne

No

ne

0.0

79

%

29

-11

71

Nu

rse

Pra

ctit

ion

ers

No

ne

No

ne

0.0

97

%

T

ota

l Mas

ter'

s D

egr

ee

1.1

70

%

Bac

he

lor'

s D

egr

ee

(co

nti

nu

ed

)

Mas

ter'

s D

egr

ee

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1


Occ

up

atio

n C

od

e a

nd

Tit

le

Entr

y

Exp

eri

en

ce

Typ

ical

OJT

Ne

ed

ed

% o

f

Emp

loym

en

t2

19

-30

31

Clin

ical

, Co

un

selin

g &

Sch

oo

l Psy

cho

logi

sts

No

ne

Inte

rnsh

ip/r

esi

de

ncy

0.0

75

%

23

-10

11

Law

yers

No

ne

No

ne

0.1

99

%

25

-10

11

Bu

sin

ess

Teac

he

rs, P

ost

seco

nd

ary

No

ne

No

ne

0.1

06

%

25

-10

21

Co

mp

ute

r Sc

ien

ce T

eac

her

s, P

ost

seco

nd

ary

No

ne

No

ne

0.0

31

%

25

-10

22

Mat

he

mat

ical

Sci

en

ce T

eac

her

s, P

ost

seco

nd

ary

No

ne

No

ne

0.0

49

%

25

-10

42

Bio

logi

cal S

cie

nce

Te

ach

ers,

Po

stse

con

dar

yN

on

eN

on

e0

.07

1%

25

-10

52

Ch

em

istr

y Te

ach

ers,

Po

stse

con

dar

yN

on

eN

on

e0

.03

5%

25

-10

66

Psy

cho

logy

Te

ach

ers,

Po

stse

con

dar

yN

on

eN

on

e0

.03

5%

25

-10

67

So

cio

logy

Te

ach

ers

, Po

stse

con

dar

yN

on

eN

on

e0

.02

2%

25

-10

81

Ed

uca

tio

n T

eac

he

rs, P

ost

seco

nd

ary

Less

th

an 5

ye

ars

No

ne

0.0

53

%

25

-11

13

So

cial

Wo

rk T

eac

her

s, P

ost

seco

nd

ary

No

ne

No

ne

0.1

24

%

25

-11

23

En

glis

h L

angu

age

& L

it. T

eac

her

s, P

ost

seco

nd

ary

No

ne

No

ne

0.0

40

%

25

-11

24

Fo

reig

n L

angu

age

&d

Lit

. Te

ach

ers,

Po

stse

con

dar

yN

on

eN

on

e0

.05

3%

25

-11

25

His

tory

Te

ach

ers,

Po

stse

con

dar

yN

on

eN

on

e0

.03

5%

25

-11

26

Ph

iloso

ph

y &

Re

ligio

n T

eac

her

s, P

ost

seco

nd

ary

No

ne

No

ne

0.0

75

%

25

-11

99

Po

stse

con

dar

y Te

ach

ers

, All

Oth

er

No

ne

No

ne

0.2

30

%

29

-10

11

Ch

iro

pra

cto

rsN

on

eN

on

e0

.02

6%

29

-10

21

De

nti

sts,

Ge

ne

ral

No

ne

No

ne

0.0

71

%

29

-10

51

Ph

arm

acis

tsN

on

eN

on

e0

.15

9%

29

-10

62

Fam

ily &

Ge

ne

ral P

ract

itio

ne

rsN

on

eIn

tern

ship

/re

sid

en

cy0

.09

7%

29

-10

67

Su

rge

on

sN

on

eIn

tern

ship

/re

sid

en

cy0

.02

2%

29

-10

69

Ph

ysic

ian

s &

Su

rgeo

ns,

All

Oth

er

No

ne

Inte

rnsh

ip/r

esi

de

ncy

0.1

99

%

29

-11

23

Ph

ysic

al T

he

rap

ists

No

ne

No

ne

0.1

28

%

29

-11

31

Ve

teri

nar

ian

sN

on

eN

on

e0

.04

9%

T

ota

l Do

cto

ral o

r P

rofe

ssio

nal

De

gre

e1

.98

2%

Sou

rce:

U.S

. Bu

rea

u o

f La

bo

r St

ati

stic

s, O

ccu

pa

tio

na

l Em

plo

ymen

t St

ati

stic

s

Tab

le B

-8:

Occ

up

atio

ns

Edu

cati

on

an

d T

rain

ing

Req

uir

em

ents

(co

nti

nu

ed

)

No

rth

cen

tral

Ind

ian

a R

egi

on

1

Do

cto

ral o

r P

rofe

ssio

nal

De

gre

e

1El

khar

t-G

osh

en &

So

uth

Ben

d-M

ish

awak

a M

etro

po

litan

Sta

tist

ical

Are

as o

nly

- d

ata

no

t av

aila

ble

at

the

cou

nty

leve

l2P

erce

nta

ge o

f El

khar

t-G

osh

en a

nd

So

uth

Ben

d-M

ish

awak

a M

etro

po

litan

Sta

tist

ical

Are

as t

ota

l em

plo

ymen

t


Sub

ject

NC

IA

pp

leto

n

Ce

dar

Rap

ids

Lan

cast

er

Wic

hit

a

Yo

rk-

Han

ove

r

20

10

26

2,5

46

12

5,6

03

13

9,8

33

26

6,2

22

31

7,8

86

23

1,7

08

20

11

25

9,9

91

12

5,7

79

14

1,8

78

26

9,2

06

32

0,4

84

23

3,9

76

20

12

25

9,7

75

12

6,6

51

14

2,3

98

27

0,9

73

32

2,1

43

23

4,3

39

20

13

25

8,3

76

12

6,6

86

14

3,0

75

27

2,9

56

32

4,1

18

23

4,8

08

20

14

25

8,9

80

12

6,7

45

14

3,5

55

27

4,6

29

32

3,2

48

23

5,3

54

20

11

-0.9

7%

0.1

4%

1.4

6%

1.1

2%

0.8

2%

0.9

8%

20

12

-0.0

8%

0.6

9%

0.3

7%

0.6

6%

0.5

2%

0.1

6%

20

13

-0.5

4%

0.0

3%

0.4

8%

0.7

3%

0.6

1%

0.2

0%

20

14

0.2

3%

0.0

5%

0.3

4%

0.6

1%

-0.2

7%

0.2

3%

20

10

- 2

01

4 C

han

ge-1

.36

%0

.91

%2

.66

%3

.16

%1

.69

%1

.57

%

20

10

- 2

01

4 C

om

po

un

d A

nn

ual

Gro

wth

Rat

e-0

.34

%0

.23

%0

.66

%0

.78

%0

.42

%0

.39

%

Tab

le B

-9: C

ivili

an W

ork

forc

e G

row

th, 2

01

0 -

20

14

No

rth

cen

tral

Ind

ian

a R

egi

on

an

d B

en

chm

ark

Me

tro

po

litan

Are

as

Civ

ilian

Wo

rkfo

rce

Nu

mb

er

Civ

ilian

Wo

rkfo

rce

Gro

wth

Rat

e

Sou

rce:

U.S

. Cen

sus

Bu

rea

u, P

op

ula

tio

n D

ivis

ion


Edu

cati

on

Att

ain

me

nt

Leve

lN

CI

Ap

ple

ton

Ce

dar

Rap

ids

Lan

cast

er

Wic

hit

a

Yo

rk-

Han

ove

r

Less

th

an 9

th g

rad

e5

.3%

2.6

%1

.9%

6.8

%3

.9%

3.6

%

9th

to

12

th g

rad

e, n

o d

iplo

ma

9.4

%4

.4%

4.4

%8

.8%

6.9

%8

.1%

Hig

h s

cho

ol g

rad

uat

e (i

ncl

ud

es e

qu

ival

ency

)3

5.0

%3

4.2

%2

9.4

%3

8.6

%2

7.3

%4

1.2

%

Som

e co

llege

, no

deg

ree

20

.5%

19

.9%

23

.3%

14

.7%

26

.1%

16

.5%

Ass

oci

ate'

s d

egre

e7

.1%

11

.8%

11

.9%

6.3

%7

.3%

8.1

%

Bac

hel

or'

s d

egre

e1

4.3

%1

9.4

%2

0.4

%1

6.1

%1

9.4

%1

4.7

%

Gra

du

ate

or

pro

fess

ion

al d

egre

e8

.4%

7.7

%8

.8%

8.6

%9

.0%

7.9

%

Less

th

an 9

th g

rad

e-2

.6%

-1.3

%-1

.0%

-3.4

%-2

.0%

-1.8

%

9th

to

12

th g

rad

e, n

o d

iplo

ma

-4.7

%-2

.2%

-2.2

%-4

.4%

-3.5

%-4

.1%

Hig

h s

cho

ol g

rad

uat

e (i

ncl

ud

es e

qu

ival

ency

)0

.0%

0.0

%0

.0%

0.0

%0

.0%

0.0

%

Som

e co

llege

, no

deg

ree

5.1

%5

.0%

5.8

%3

.7%

6.5

%4

.1%

Ass

oci

ate'

s d

egre

e3

.6%

5.9

%6

.0%

3.2

%3

.7%

4.1

%

Bac

hel

or'

s d

egre

e1

4.3

%1

9.4

%2

0.4

%1

6.1

%1

9.4

%1

4.7

%

Gra

du

ate

or

pro

fess

ion

al d

egre

e1

2.6

%1

1.6

%1

3.2

%1

2.9

%1

3.5

%1

1.9

%

Wei

ghte

d W

ork

forc

e Ed

uca

tio

n In

dex

28

.3%

38

.4%

42

.2%

28

.1%

37

.6%

28

.9%

Tab

le B

-10

: Ed

uca

tio

nal

Att

ain

me

nt

and

We

igh

ted

Wo

rkfo

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APPENDIX C: POTENTIAL RESOURCES

We have described in the following pages potential Resources for each of the recommended strategies. We ask that readers note the entities and programs listed are only suggestions for further consideration. We have included every entity or program suggested by a member of the Strategy Development Team. Except where stated along with the name of the entity or program, we have neither specified the role it might fulfill in executing an Activity nor evaluated its capability and willingness to undertake such a role.

For Greater Employment in Higher-Pay Traded Clusters

• Academic Affairs Consortium (a group that meets quarterly and is populated by the Academic Affairs Chancellor/Representative from Bethel, ITT, Trine, IUSB, Holy Cross, Ivy Tech, Purdue, and Saint Mary's College)

• Buffalo Manufacturing Works Buffalo, NY (as a model for creating a Manufacturing Innovation Center, http://buffalomanufacturingworks.com)

• Butler University's Business Consulting Group (as a model for creating a Business Accelerator, https://www.butler.edu/consulting)

• Center for Business Excellence sponsored by Greater Elkhart Chamber of Commerce

• CEO St. Joe Program

• Chamber Job Board (sponsored by St. Joseph County Chamber of Commerce, http://www.sjchamber.org/job-board/)

• Chambers of Commerce in Elkhart, Marshall, and St. Joseph counties

• Downtown South Bend, Inc.

• Economic Development Corporation of Elkhart County

• Elevate Ventures

• enFocus, Inc.

• Entrepreneurship Initiative Board (This is a new entity that is just being formed as the result of an agreement between the Northcentral Indiana Regional Development Authority and Elevate Ventures. Its mission is to enhance the entrepreneurship ecosystem and infrastructure in our region.)

• EWI - the non-profit engineering and applied research and development organization that designed and operates Buffalo Manufacturing Works (https://ewi.org/)

• Ignition Park

• Indiana Career Connect

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• Indiana Procurement Technical Assistance Center Office of Small Business and Entrepreneurship (http://www.indianaptac.com)

• Innovation Park at Notre Dame

• Junior Achievement

• LaunchPad Goshen (a co-working space for freelancers and entrepreneurs, start-up businesses and small businesses http://launchpadgoshen.org/)

• Lifelong Learning Network

• Magnet Investors Group

• Marshall County Career Success Coalition

• Marshall County Development for the Future (quarterly economic development round-table meetings with MC/business leadership)

• Marshall County Economic Development Corporation

• North Central Indiana Small Business Development Center

• Postsecondary educational institutions including Ancilla College, Bethel College, Goshen College, Holy Cross College, IUSB, IU School of Medicine, ITT, Ivy Tech, Purdue Polytechnic Institute, Saint Mary's College, Trine University, and University of Notre Dame

• Project Lead the Way

• Purdue Technical Assistance Program (TAP) Manufacturing Extension Partnership (MEP)

• R2 Advanced Manufacturing Partnership (sponsored by St. Joseph County Chamber of Commerce)

• Renaissance District

• Secondary educational institutions - Penn-Harris-Madison School Corp; School City of Mishawaka; South Bend Community School Corp; Career Academy, Trinity School at Greenlawn; St. Joseph High School; Marian High School; Elkhart Community Schools; Wa-Nee Community Schools; Goshen Community Schools; Fairfield Community Schools; Middlebury Community Schools; Culver Academies; Argos Community Schools; Bremen Public Schools; Culver Community Schools; John Glenn School Corp; Plymouth Community School Corp; Triton Public Schools; Union North United Schools

• Service Corps of Retired Executives (SCORE)

• South Bend Region Economic Development

• SPARK - a program offered through the Women’s Entrepreneurship Initiative at Saint Mary’s College

St. Joe Valley Metronet, Inc.

• WorkOne Northern Indiana

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For Better Access to Quality, Skilled Workers

• 100+ Women Who Care Elkhart (http://www.100womenwhocareelkhart.com/)

• ACT Work Ready Community program, http://workreadycommunities.org and the Workforce Benchmarking Network, http://skilledwork.org/projects/benchmarking-project-workforce-benchmarking-network as possible models for regional common competency assessments for both open positions and potential job candidates

• Ancilla College

• Boys and Girls Clubs of Elkhart, Marshall and St. Joseph counties

• Chambers of Commerce of Elkhart, Marshall, and St. Joseph counties

• Community Education Coalition located in Columbus Indiana focuses on partnerships between manufacturing, business, and government to create and skill up local workforce

• Community Foundations of Elkhart, Marshall, and St. Joseph counties

• Convention and Visitors Bureaus of Elkhart, Marshall, and St. Joseph counties

• County, City, and Town governments in Elkhart, Marshall, and St. Joseph counties

• Crossing Educational Center in Elkhart, Plymouth, and South Bend

• DTSB, Inc. - a group facilitating making downtown South Bend a vibrant destination

• Economic Development Corporation of Elkhart County

• Elkhart Area Career Center

Elkhart Horizon Education Alliance

Elkhart Leadership Academy, Leadership Marshall County, and Leadership South Bend-Mishawaka

• enFocus Fellowship Program and Talent-as-a-Service

• ETHOS Science Center in Elkhart - "ETHOS" is an acronym for Encouraging Technology & Hands-On Science (http://www.ethosinc.org/)

Elkhart County, Marshall County, Mishawaka-Penn-Harris-Madison, and St. Joseph County Public Libraries

• Excel Center at Goodwill - tuition-free school for adults in South Bend that provides a high school diploma and pays tuition costs for students to earn industry-recognized certificates or begin undergraduate degrees at Ivy Tech Community College, Indiana University, IUPUI, and higher-learning institutions (http://excelatgoodwill.org/)

Goshen College

Holy Cross College

Indiana Department of Workforce Development's Jobs for America’s Graduates program

Indiana Tech

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Indiana University South Bend

• intern SJC

• Ivy Tech

• Judd Leighton Foundation, Inc.

• Junior Achievement

• Kroc Center

• La Casa De Amistad (provides English language education, citizenship classes, computer skills development, job search support, legal services, youth education programs)

• Marshall County Career Success Coalition

• Marshall County Community Table (round table meetings for non-profits, churches, government entities, or any other organization that provides social services to the community)

• Marshall County Neighborhood Center (MCNC) - a group facilitating making downtown Plymouth a vibrant destination

• Marshall County Economic Development Corporation

• Michiana Partnership, Inc.

National Advanced Manufacturing Portal

PeopleLink

• Pillars of Elkhart - a group facilitating making downtown Elkhart a vibrant destination

• Plan Commissions of Elkhart County, Marshall County, Mishawaka, and St. Joseph County

• Plymouth Community School Corporation Adult Education (Free ESL and GED classes)

• Project Lead The Way

• Purdue Technical Assistance Program (TAP) Manufacturing Extension Partnership (MEP)

R2 Advanced Manufacturing Partnership

• Regional Cities Initiative grant funds

• South Bend Code School

• South Bend Region Economic Development

• St. Joe CEO Program

• St. Joseph County, Elkhart County, Marshall County community schools and private schools

St. Mary's College

Specialized Staffing Solutions

• United Way of Elkhart, Marshall and St. Joseph counties

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• University of Notre Dame Dual Career Assistance Program (http://hr.nd.edu/employment-opportunities/dualcareer/)

U.S. Economic Development Administration

Workforce Innovation Opportunity Act (https://www.doleta.gov/wioa/)


• Young Professionals Network in Elkhart County, YAP in Marshall County, and YPN in St. Joseph County

For Increased Employment and Business Ownership Opportunities for Minority Populations

Elkhart County, Marshall County, Mishawaka-Penn-Harris-Madison, and St. Joseph County Public Libraries

• 100 Black Men of South Bend

• Church Community Services in Elkhart

• Community Development Venture Capital Alliance (http://cdvca.org/) for information and advice about assisting startup and small minority-owned businesses by establishing a community development venture capital fund

• Excel Center at Goodwill

• Goshen College’s Center for Intercultural Teaching and Learning

• Greater Cleveland Partnership Commission on Economic Inclusion for information and advice about their Cleveland’s "Minority Business Accelerator 2.5+"

• Indiana Department of Workforce Development's Jobs for America’s Graduates program (http://www.in.gov/dwd/JAG.htm)

• Kroc Center

• La Casa De Amistad in South Bend

• LaCasa Inc. of Elkhart County

• Latino Chamber of Commerce (Goshen)

• Michiana African-American Chamber of Commerce

• North Central Indiana Small Business Development Center

• Northern Indiana Hispanic Health Coalition

• School Corporation Adult Education ESL classes in Elkhart, Marshall, and St. Joseph counties

• Service Corps of Retired Executives (SCORE)

• St. Joseph County Bridges Out of Poverty

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• St. Joseph County Latin-American Chamber of Commerce

• The Democracy Collaborative for information and advice regarding their "Cleveland Model" community wealth-building initiative (http://community-wealth.org/content/cleveland-model-how-evergreen-cooperatives-are-building-community-wealth)

• United Way of Elkhart, Marshall, and St. Joseph counties


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