clarksville-montgomery county economic development...

COMPREHENSIVE LABOR ANALYSISClarksville-Montgomery CountyEconomic Development Council

N O V E M B E R 2 0 1 7

C O M P R E H E N S I V E L A B O R A N A L Y S I S : C L A R K S V I L L E - M O N T G O M E R Y C O U N T Y2

CONTENTS

4 ACKNOWLEDGMENTS

5 INTRODUCTION

7 DEMOGRAPHIC PROFILE

8 Population Trends10 Generation Dynamics11 Diversity13 Income15 Poverty16 Educational Attainment17 Stakeholder Themes

18 LABOR FORCE

22 Underemployment23 Commuting Patterns28 Stakeholder Themes

30 THE ECONOMY AND JOB PERFORMANCE

30 Industry34 Regional Business Dynamics36 Workers39 Real-Time Data41 Compensation43 Stakeholder Themes

44 MILITARY

45 Military Skills in the Civilian Labor Force52 Stakeholder Themes

54 EDUCATION & TRAINING DEMAND

57 Meeting the Needs of Industry60 Stakeholder Themes

3C O N T E N T S

61 INDUSTRY CLUSTER AND SUPPLY CHAIN ANALYSIS

61 The Region63 Industry Clusters65 Supply Chain Analysis68 Stakeholder Themes

69 PEER REGION ANALYSIS

70 Duo Peer Regions72 Individual Peer Regions 74 Corporate Investment

75 RECOMMENDATIONS

75 Increase communication and collaboration76 Attract or grow more creative and technology-based jobs and investment77 Develop targeted and highly visible strategies to retain exiting military

personnel78 Create an implementation plan

80 CONCLUSION

82 APPENDIX I: CORPORATE SUPPORT

83 APPENDIX II: INVESTMENT IN CLARKSVILLE-MONTGOMERY COUNTY

84 APPENDIX III: CLARKSVILLE-MONTGOMERY COUNTY EDC BUSINESS SURVEY

92 APPENDIX IV: MOC TO SOC CROSSWALK

112 APPENDIX V: DATA SOURCES AND CALCULATIONS


ACKNOWLEDGMENTS

Emsi would like to thank the Clarksville-Montgomery County Economic

Development Council, Aspire Clarksville Foundation, and the Industrial

Development Board for the opportunity to prepare this report.

The authors would like to thank the many people – representing the organizations listed below, who provided meeting facilities and hosted focus groups, assisted with scheduling, and offered valuable data, inputs, and feedback. These organizations’ representatives took the time to meet with Emsi researchers and provide insight into the Clarksville-Montgomery County economy and region. In addition to these organizations, many Clarksville companies participated in surveys, focus groups, and interviews. A list of these companies can be found in Appendix I.

• Austin Peay State University

• City of Clarksville

• Clarksville Area Chamber of Commerce

• Clarksville-Montgomery County School System

• Fort Campbell Employment Readiness Program Army Community Service

• Fort Campbell Soldier For Life-Transition Assistance Program

• Hopkinsville Community College

• Hopkinsville County Government

• Kentucky Regional Workforce

• Montgomery County Government

• Nashville State Community College

• Pennyrile Area Development District

• Robertson County Chamber of Commerce

• Southwest Kentucky Economic Development Council

• Tennessee College of Applied Technology

• Workforce Essentials, Inc.

This study is the result of a group effort. The authors would like to thank our colleagues at Emsi for their assistance with this study—in particular, Daniel Botkin, Brandon Crouch, and Bethany Hoyt.

Jennifer Hackman, Account Executive

Debbie Maranger Menk, Director of Consulting

Alivia Metts, Senior Economist

James Howard, Research Analyst

I N T R O D U C T I O N 5

INTRODUCTION

Over the past five years, major manufacturing companies have invested

$2 billion in Clarksville, creating 3,500 jobs. For a city the size of Clarksville,

this is an astounding level of investment that has changed the trajectory

of Clarksville’s growth and development. The purpose of this study is to

provide information for the Clarksville-Montgomery County Economic

Development Council to use in guiding the direction of this growth and

development.

During the course of this study, many Clarksville leaders from Fort Campbell, education, and industry participated in surveys, focus groups, and interviews. The results are included at the end of each section to better understand the strengths, weaknesses, and opportunities open to the region. Through the Chamber of Commerce, the Industrial Development Board, the Clarksville-Montgomery County Economic Development Council, and Workforce Essentials, Clarksville has dynamic and interactive participants representing all facets of the economy. This group of leaders and level of participation are among Clarksville’s greatest assets.

Clarksville has many options for continued development. It has a strong manufacturing base, substantial downtown and riverfront areas, and a highly regarded educational system, from grade school through to universities and technical training.

An informal survey of Clarksville leaders was telling in the consistency of responses when asked about the desired direction for Clarksville’s future:

“I see Clarksville-Montgomery County becoming a town that owns its

manufacturing roots and beginnings of advanced manufacturing but

to also focus on an effort around attracting professional opportunities


to town. Research has shown that people tend to move to cities with

plentiful amenities. Research also tells us that college graduates

prefer built urban amenities, while the elderly favor natural amenities

and people engaging in technology patents like both. I believe that

we have the infrastructure to do both. With a growing industrial

presence and manufacturing reputation that will only grow, I see us

at a tipping point, in reference to who we are. Should our riverside

development ever take off, alongside the manufacturing growth,

‘Sky’s the limit!’”

Now is an opportune time for Clarksville to build on its manufacturing and educational foundations to increase the number of office jobs, research and development work, entrepreneurial activity, and options for graduates to remain in the area. Uniformly, these leaders believe that a target population for Montgomery County should range from 250,000 to 350,000 so that Clarksville can retain its hometown feel while supporting a vibrant, diverse economy.

‘We should create enough infrastructure and business so that people

who don’t want to go to Nashville for shopping/entertainment don’t

have to, but we do not need to replicate Nashville. We can highlight

the uniqueness of Clarksville with its beautiful greenways, river,

downtown areas. We can make Clarksville a destination for people

in Nashville and other parts of Middle Tennessee who want to spend

a weekend or an afternoon exploring. We do not need to recruit low-

wage manufacturing jobs. As Clarksville grows, more people will be

required to support that growth (restaurants, service industries, for

instance). They’ll have opportunities to work in the bigger economy.’

(paraphrased for clarity)

Clarksville is rich in natural resources, corporate investment and activity, defense spending (Fort Campbell), and educational opportunities. It is strategically located—along the Cumberland River and both close enough to Nashville for residents to enjoy the rich entertainment offered there, yet distant enough to retain its identity. With so many choices for future direction, the goal of this study is to provide Clarksville leaders with information to enable highly focused action in building Clarksville’s identity, supporting infrastructure, and future development.

D E M O G R A P H I C P R O F I L E 7

DEMOGRAPHIC PROFILE

The City of Clarksville is situated within Montgomery County in middle

Tennessee. Located only 50 miles north of Nashville and easily accessible

from several major interstates, Clarksville is strategically located within a

day’s drive of 76% of major U.S. cities. This scenic region is a prime area

for business and commerce with an array of metropolitan amenities and

year-round attractions with its rich history and culture.

• Strong population growth in Clarksville and Montgomery County

• The share of millennials is above the national average for an area of its size

• Clarksville and Montgomery County resemble the country with respect to racial diversity.

• Average earnings are 23–32% below the national average, depending on regional geography

• High levels of poverty in Clarksville and 10-county region but below the national average in Montgomery County

• Share of residents holding a bachelor’s degree or higher is below the national average

K E Y H I G H L I G H T S


POPULATION TRENDS

Clarksville is home to over 150,000 people and comprises nearly 77% of the Montgomery County’s total population. The city and the county have experienced solid population growth over the past decade—growing at annual average rates of 2.9% and 2.5%, respectively. The 10-county region boasts over 500,000 residents; however, it experienced sluggish population growth during the same period, just over 1% annually. Table 1 and Figure 1 summarize total population trends over the past decade.

FIGURE 1: Annual Population Growth, 2006-2016

TABLE 1: Total Population Trends, 2006-2016

G E O G R A P H Y P O P U L AT I O N C O M P O U N D A N N UA L P O P U L AT I O N G R OW T H

2006 2011 2016 2006-2011 2011-2016

Clarksville 113,317 136,237 150,280 3.8% 2.0%

Montgomery County 153,052 176,664 195,739 2.9% 2.1%

10-county region 444,189 480,890 503,769 1.6% 0.9%

Sources: Emsi Dataset 2017.3 and U.S. Census American Community Survey, 1-Year Estimates

Sources: Emsi Dataset 2017.3 and U.S. Census American Community Survey, 1-Year Estimates

Clarksville Montgomery County 10-county region

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2021

2020

2019

2018

2017

2016

8.0%

3.0%

2.0%

1.0%

0.0%

–1.0%

7.0%

6.0%

5.0%

4.0%

Year

-ove

r-Yea

r % C

hang

e

D E M O G R A P H I C P R O F I L E 9

The map below illustrates total migration flows in and out of Montgomery County in 2015. Negative numbers (in blue) indicate a net outbound of Montgomery County residents while positive numbers (in orange) indicate where current Montgomery County residents came from in 2015. The largest number of individuals have stayed in Tennessee, moving just southeast of Nashville and to the Memphis area. The second largest share of residents have moved to Texas, to Galveston and the Austin area.

Most of the people moving into Montgomery County during 2015 were from right over the border in Christian County, Kentucky. Tulsa, Oklahoma was a far second, followed by people coming from El Paso, Texas. Similarities that appear to exist between Montgomery County and these cities are a manufacturing-rich sector around Tulsa (aerospace and tech) and a military base near El Paso.

These trends look slightly different over the past five years but were consistently similar in 2014 and 2015.

C O M P R E H E N S I V E L A B O R A N A L Y S I S : C L A R K S V I L L E - M O N T G O M E R Y C O U N T Y1 0

GENERATION DYNAMICS

One issue facing employers is retirement risk, which is the loss of employees, as well as possibly the loss of valuable experience and company knowledge. In general, companies that have a long, stable history are now facing retirement of up to a quarter of their employees in the next few years. One measure of the risk of retirement turnover is understanding the relative percentages of millennials and baby boomers in the labor force—the two largest generations living in the United States today.

The number of millennials (ages 19-35 in 2016) flocking to the region, particularly into Clarksville, is astounding. For a city of its size, the number of millennials residing in Clarksville is significantly above the national average—29% of the total population. The median age in Clarksville is 29 and 30 in Montgomery County, compared to 38 in Tennessee and the nation. The share of millennials in the 10-county region is also significant, at 23%. However, sans Montgomery County, that share drops to 20% of the total population.

The share of baby boomers (ages 52-70) are much lower—15% in Clarksville and Montgomery County and 19% in the 10-county region. Both generations have been on the rise in this region over the past decade while prime-age wage earners (those 25-54 years) have been on the decline. The figures and table below show how each region compares to the national average of an area of its size and summarizes the breakdown of the generational trends around the region.

FIGURE 2: Millennials: A Comparison to the National Average for an Area of its Size

43,500Clarksville

55,100Montgomery

County

118,00010-county

FIGURE 3: Generation Breakdown as a Share of Total Population, 2016

HI HIHI

USA

LO

USA

LO

USA

LO

Source: Emsi Dataset 2017.3

Millennials Baby Boomers Prime-age wage earners87+86+82+8344+43+42+4329+28+23+21Clarksville

Montgomery County

10-county

U.S.

100%90%80%70%60%50%40%30%20%10%0%

29%

28%

23%

21%

15%

15%

19%

22%

43%

43%

40%

40%

D E M O G R A P H I C P R O F I L E 1 1

DIVERSITY

Diversity in the workforce can be a driving factor in helping businesses appeal to larger markets and customer preferences. The variety of backgrounds and experiences that can be found in diverse employee groups often brings more creativity into the workplace. Many local economies have economic development efforts that seek to attract a diverse population base to increase local entrepreneurship and grow local creative endeavors, such as in the arts.

Racial diversity is about average in Clarksville and Montgomery County, for areas of their size, but it is below average for the 10-county region. As shown in Table 3, on the next page, only approximately 24% of citizens in the 10-county region identify themselves as ethnic or racial minorities, compared to 37% in Clarksville and 36% in Montgomery County.

TABLE 2: Generation Breakdown, 10-county Region (2006-2016)

10- C O U N T Y R E G I O N P O P U L AT I O N

C O M P O U N D A N N UA L P O P U L AT I O N G R OW T H / P E R C E N TAG E P O I N T

D I F F E R E N C E

2006 2011 2016 2006-2011 2011-2016

Millennials 97,257 107,926 117,840 2.1% 1.8%

Baby Boomers 69,806 86,326 96,251 4.3% 2.2%

Prime-age wage earners 188,448 198,620 202,771 1.1% 0.4%

Millennials 22% 22% 23% 0.5% 0.9%

Baby Boomers 16% 18% 19% 2.2% 1.2%

Prime-age wage earners 42% 41% 40% -1.1% -1.1%


FIGURE 4: Racial Diversity: A Comparison to the National Average for an Area of its Size

66,982Clarksville

69,009Montgomery

County

119,63010-county

HI

USA

HI

USA

HI

USA

LOLOLO


Organizations and communities stand to gain several benefits from having a diverse workforce. Many firms experience growth in market share and are able to penetrate new markets or experience greater innovation with increasing diversity. Likewise, many communities have achieved greater success in attracting creative, skilled talent as their communities grow more diverse.

TABLE 3: Total Population Diversity Trends, 10-county Region (2006-2016)

10- C O U N T Y P O P U L AT I O N P E R C E N TAG E P O I N T D I F F E R E N C E

2006 2011 2016 2006-2011 2011-2016

White 79% 78% 76% -1.4% -2.0%

Black 13% 12% 13% -0.3% 0.3%

American Indian or Alaskan Native 0.4% 0.4% 0.4% 0.0% 0.0%

Asian 1% 1% 1% 0.1% 0.2%

Native Hawaiian or Pacific Islander 0.2% 0.2% 0.2% 0.0% 0.0%

Two or More Races 2% 2% 3% 0.4% 0.4%

Hispanic, all races 5% 6% 7% 1.1% 1.1%


FIGURE 5: Race/Ethnicity by Region, 2016


Clarksville

Montgomery County

10-county

100%90%80%70%60%50%40%30%20%10%0%

White Asian

Native Hawaiian or Pacific Islander Two or More Races Hispanic, all races

Black American Indian or Alaskan Native


INCOME

Income is generally used as a measure of the economic well-being of individuals and communities. Montgomery County is on par with the nation for median household income, $53,185 compared to the nation at $53,889. Only two counties are above (Robertson and Cheatham counties) and the remainder counties in the region fall significantly below. The most recent recession took a toll on income levels across the country and effects were felt in this 10-county region.

When adjusted for inflation, a decline in median household income is a result of a fairly flat trend in wages and salaries from 2010 to 2015 (see Table 4 and Figure 6). Significant drops in wage levels occurred in 2012, 2013 and 2014. Incomes improved slightly in 2015 but not enough to makeup for the overall decline.

TABLE 4: Median Household Income by County (adjusted to 2015 dollars), 2010-2015

G E O G R A P H Y M E D I A N H O U S E H O L D I N C O M E ( A D J U S T E D I N $2015)

C O M P O U N D A N N UA L G R OW T H R AT E

2010 2015 2010-2015

Robertson County, Tennessee $55,239 $53,151 -0.8%

Cheatham County, Tennessee $57,158 $51,857 -1.9%

Montgomery County, Tennessee $53,185 $50,344 -1.1%

Clarksville city, Tennessee $50,806 $46,947 -1.6%

Dickson County, Tennessee $48,428 $44,680 -1.6%

Trigg County, Kentucky $45,462 $44,083 -0.6%

Stewart County, Tennessee $43,711 $42,023 -0.8%

Todd County, Kentucky $40,205 $40,497 0.1%

Christian County, Kentucky $40,284 $39,521 -0.4%

Houston County, Tennessee $36,672 $39,401 1.4%

Logan County, Kentucky $37,660 $38,570 0.5%

* sorted by highest median household income in 2015

Source: U.S. Census Bureau, 2011-2015 and 2006-2010 American Community Survey 5-Year Estimates


Tennessee: $912

U.S.: $1,031

FIGURE 6: Average Earnings Trends (adjusted in 2015 dollars), 2010-2015

$50,000

$40,000

$30,000

$20,000

$10,000

$02010 2011 2012 2013 2014 2015

Clarksville Montgomery County 10-county region


> $805–$871

> $723–$805

> $618–$721

> $566–$618

AVERAGE WEEKLY WAGE

Montgomery

Dickison

Cheatham

Robertson

LoganToddChristian

Trigg

Stewart

Houston


POVERTY

Poverty rates are one measure used to gauge the health of regional economies because it is expected that as the economy grows, so will employment and income growth. Using federal poverty guidelines, Figure 7 illustrates that poverty rates in the past five years have generally edged downward throughout the region. Poverty in the 10-county region stands at 16.5% while the City of Clarksville’s overall poverty rate is 17.4%. Montgomery County has one of the lowest rates in the region at 13.4%. Christian County has the highest at 20.3% and Cheatham County has the lowest at 10.6%.

Poverty is especially hurtful to children as they can be greatly impacted by hazardous or unhealthy living conditions, poor nutrition, and other risk factors associated with poverty. These risk factors may impact physical or emotional development, which may further reduce the acquisition of skills required for a career and a steady income.

Roughly one in four persons under the age of 18 in the 10-county region is living in poverty. The region’s childhood poverty rate was approximately 24% in 2015. Montgomery County’s childhood poverty rate was 18% the same year—far less than the surrounding region. Houston County’s childhood poverty rate was the highest, at nearly 30% (see Figure 8).

FIGURE 7: Poverty Rates by Geographic Area (2010-2015)

FIGURE 8: Childhood Poverty Rates by Geographic Area (2010-2015)

Source: U.S. Census Bureau, Small Area Income and Poverty Estimates

City of Clarksville

10-county

Montgomery County

Christian County

Logan County

Todd County

Trigg County

Cheatham County

Dickson County

Houston County

Robertson County

Stewart County

City of Clarksville

10-county

Montgomery County

Christian County

Logan County

Todd County

Trigg County

Cheatham County

Dickson County

Houston County

Robertson County

Stewart County

17.4 24.8

16.5 23.9

13.4 18.4

20.3 28.9

15.5 24.3

19.3 28.1

15.1 26.5

10.6 16.3

16.4 23.3

19.5 29.9

12.3 18.4

15.5 25.2

2010 20102015 2015


EDUCATIONAL ATTAINMENT

Long-term changes in educational attainment causes structural changes in the economy. Regional increases in educational attainment over the past decade can be considered a structural change with a permanent impact on the labor market.

Montgomery County contains the largest share of residents who hold a bachelor’s degree or higher in the 10-county region. The region as a whole sits significantly below the national average, at 30%, for percentage of residents who possess a bachelor’s degree or higher, but is similar to the national average for associate’s degrees earned. More than 17% of Montgomery County residents possess a bachelor’s degree (1.1% below the national average), and 8.8% hold an associate’s degree (1.0% above the national average). Figure 9 illustrates these trends.

Less than 9th grade

Associate’s degree Bachelor’s degree Graduate degree and higher

9th grade to 12th grade High school diploma Some college

FIGURE 9: Educational Attainment (2016)

3+5+29+30+9+16+8+K4+6+30+27+9+17+7+K5+9+35+24+8+12+7+K

Clarksville

10-county

Montgomery County

2.8%

4.8%

3.9%

5.0%

9.1%

5.9%

29.0%

35.4%

29.8%

29.5%

23.9%

27.3%

9.4%

7.9%

8.8%

16.3%

12.3%

17.1%

7.9%

6.7%

7.1%


STAKEHOLDER THEMES

In August and September, Emsi conducted surveys, focus groups and individual interviews with small to large businesses, educators, military and workforce professionals. These touch points provided perspectives from people engaged in hiring, preparing and planning for the workforce relative to various aspects. During these interactions, the following was noted:

• Stakeholders across many dimensions experience Clarksville, Montgomery as a young area. Read another way, more of the workforce here is comprised of younger workers than elsewhere. The number of retirement age workers is lower here than in other places. It will behoove the community to seek to better understand its youngest working age cohorts independently from the rest of the labor force; their skills and abilities, education trends, desired amenities, career needs and life plans. This should include the major segments of military veterans, Austin-Peay students and graduates, and those born and raised in the region.

• There is strong agreement that the Clarksville school system is an asset. The 1300 student bump for the 2017-2018 school year exceeded expectations by 700 students. This indicates, along with a low housing inventory (1,100 in Clarksville compared to a 2,300-2,500 norm) that families are increasingly choosing Clarksville. Clarksville needs to ensure that the jobs in its foreseeable future enable families to remain in the region.

• This is a military-friendly area. Clarksville is exceedingly proud of its military and seeks to keep more of those exiting the military. The diversity, youth, discipline and service of those who are coming out of Fort Campbell are highly valued. There is a recognition that gaps exist between the ways exiting military are prepared to engage with businesses versus how businesses are prepared to engage those separating from the military.

In many respects, Clarksville-Montgomery leads the 10-county region for positive demographic trends. It has the most positive migration and generation dynamics, has the most diverse population, the highest levels of educational attainment and the lowest percentage of poverty. Areas of concern include income stagnation and ensuring that younger cohorts continue to attain levels of skill and education consistent with industries’ current and future needs, as well as to support and build the industry mix that meets the community’s vision for the future.

As will be explored in the following sections, some of Clarksville’s distinct segments bear review for their potential impact on the short and long-term needs of the community.


LABOR FORCE

Measuring labor utilization is important in that labor is a productive input

to vibrant economies which cannot be stored. As well, productive labor

determines income and for many people, labor is the only income source.

In this section, the region’s workforce will be explored for its composition

and performance using both well known metrics such as participation rates

as well as a newer measure of underemployment.

The labor force is composed of those people age 16 and over in the civilian non-institutionalized population, including those classified as unemployed. Understanding labor force composition, particularly in terms of skills availability, provides some indications of an economy’s dynamism. For example, some economists project lower rates of economic growth in the coming years driven largely by the slowing growth of the labor force. Nationwide, slowing labor force growth may be due to several factors, including but not limited to the following:

• Demographic shifts—increases or decreases in retirees or youth

• Discouraged workers who have dropped out due to a lack of job prospects

• People who stay in school longer or return to school

• Disengaged young adults

• Labor force participation rates are higher than the national average.

• High levels of underemployment.

• About half of Montgomery County residents leave the county for work—a large untapped segment of Montgomery County’s workforce include transportation and material moving jobs along with those working in manufacturing elsewhere.

• Montgomery County is a great location for teachers, while healthcare and business professionals seek work elsewhere.


L A B O R F O R C E 1 9

Below are the labor force figures pertaining to Montgomery County.

The larger 10-county region boasts nearly 216,000 residents in the labor force. More than one-third of this labor force lives in Montgomery County and over one-quarter resides in Clarksville alone. Clarksville is the population center of Montgomery County, as 77% of its population resides there. It also supplies 74% of its labor force. It makes sense, therefore, that Clarksville and Montgomery County trends closely follow each other—both grew over 2.5% over the past five years, or at an annual rate of 0.5% (see Table 5).

Six of the ten counties experienced declines. Labor force growth in the greater 10-county region was flat. Montgomery County showed the strongest labor force growth of the 10 counties, adding over 2,100 people to its available labor force over the past five years.

A slowing growth in the labor force is a trend confronting employers across the country.

TABLE 5: Labor Force Trends, 2011-2016

L A B O R F O R C E

C O M P O U N D A N N UA L

G R OW T H R AT E

S T R A I G H T G R OW T H R AT E

2011 2016 (2011-2016)

Clarksville 57,584 59,075 0.5% 2.6%

Montgomery County 77,267 79,415 0.5% 2.8%

10-county 216,422 215,998 0.0% -0.2%

Source: Emsi Dataset 2017.3 using U.S. Bureau of Labor Statistics, LAUS program

FIGURE 10: 2016 Labor Force Breakdown: Montgomery County

39+2+K41+36+K77+23+H197,290Population

POPULATION

Total Working Age Population 151,720

Labor Force 80,453

Employed 76,276

Unemployed 4,177

Not in Labor Force (15+) 71,267

Under 15 45,571


To better understand this regional phenomenon, we analyzed the labor force participation rate. This broader measure is another indicator of labor market supply and demand and is defined as the share of population (age 16+) that is either working or actively seeking work.

Across the country, the labor force participation rate (LFPR) has been steadily declining for the past 15 years. The trend continues with a net decline of over one percentage point between 2011 (64.8%) and 2016 (63.5%) nationwide. While this may not seem significant, one way to put this in perspective is that if the LFPR were at historic levels, another 10 million people would be in the workforce. Economists have attributed the low LFPR to two main factors. First, an unusually slow recovery which has caused some workers to become discouraged, or disengaged, and permanently drop out of the labor force—particularly the younger working-age. And secondly, the demographic shift of an aging workforce and retiring Baby Boomers. Combined, these factors have resulted in a structural shift in labor force dynamics.

If the workers who make up the decline in labor force participation refuse to enter the workforce even as job prospects strengthen, there will be no sizable influx of workers as a robust recovery takes hold—which we are now seeing. Consequently, the unemployment rate will fall much more quickly than in a typical recovery. Conversely, a cyclical change would occur if these discouraged and disengaged workers can be drawn back into the labor market by a robust recovery; they will boost the labor force participation rate (since they would be actively looking for work).

Tennessee has an even lower labor force participation rate than the nation. Clarksville’s and Montgomery County’s rate are exceptionally higher, nearly three percentage points, but trending downward like the nation. The rate amongst the 16 to 19 age cohort has dropped nearly 8 percentage points (most likely due to the recession) over the five year period, followed by the 25 to 44 age cohort (3 percentage points). Conversely, population has continued to grow at a fast rate in these age cohorts.


FIGURE 11: Labor Force Participation Rates, 2011-2016

FIGURE 12: Labor Force Participation Rate by Age Group, Montgomery County (2011-2016)



2011

2011

2016

2016

96+95+88 +9193+92 +86 +89

52+92+99+92+74+21+643+93+95+90+72+27+8Clarksville

68.5%

35.6%

77.3% 79.2%75.3%

60.1%

22.3%

6.3%

66.4% 67.9%66.0%

62.7% 61.1%64.8% 63.5%

Montgomery County

Tennessee U.S.

16 to 19 20 to 24 25 to 44 45 to 54 55 to 64 65 to 74 75 and over


UNDEREMPLOYMENT

Underemployment describes portions of a population working in careers which do not fully utilize the education they have received. The underemployed workforce represents a talent pool of qualified workers available for jobs with more education than required by the jobs they currently hold. Emsi evaluates gaps between the educational attainment of a regional population and typical entry level job requirements. Emsi uses detailed regional analysis of deltas between this supply and demand of education in a market to reveal underemployment. The figure below represents employment of the population age 25 and older.

Understanding underemployment in Clarksville requires further investigation. While the most obvious explanation, that jobs requiring higher skills are not available, may be true; there are other reasons that could factor into the gap. One being that exiting military do not have the typical educational requirements to apply for higher wage jobs but may have the experience to do these jobs well. Given the prevalence of military, highly educated spouses may be choosing lower level jobs for flexibility (however, this plays a small role, given recent survey results – only 33% of military spouses surveyed, work). Another argument could be made that the large number of businesses, particularly in manufacturing, have jobs available but not the population to support them. Another potential factor could be that wages are low, despite the education or the experience level required.

The figure below depicts the percentage point difference between share of jobs and people to fill them by typical entry level education. Negative numbers indicate an oversupply of people while a positive number represents more jobs than people to fill them. Keeping in mind this is typical entry level of education, there are not enough middle skill jobs for the amount of people with these skill levels. There are plenty of people with skills or who want skills to get better jobs but the jobs are not available.

Graduate Degree and Higher

Bachelor’s Degree

Associate’s Degree

Some college, no degree

High school diploma or equivalent

No formal educational credential

UNDEREMPLOYMENT IN THE CLARKSVILLE MSA

(difference* between share of jobs and population by typical entry level of educational attainment)

* negative numbers indicate a surplus


15%10%–5%–10%–15%–20% 5%0%

MORE PEOPLE THAN JOBS

MORE JOBS THAN PEOPLE


COMMUTING PATTERNS

Commuting patterns show how far workers travel from their places of residence to their places of work. This data demonstrates whether there is an adequate supply of workers or jobs within a given area. For a more concise and directed assessment, commuting patterns were analyzed for Montgomery County using data from the Census LEHD’s On the Map program. Then, Emsi proprietary data was analyzed to better understand the skillsets of Montgomery County residents.

FIGURE 13: Concentration of Jobs vs. Net Commuters, 10-County Region



34+71+96+54+73+76+65+4731+58+70+47+57+71+63+4529+47+48+40+52+62+61+4326+39+36+31+38+51+52+391,8005,40027+50+87+22+25+25+29+2723+38+64+19+14+22+28+2522+28+26+17+12+21+26+2417+23+22+16+8+19+19+15

FIGURE 14: Commuting Patterns, Montgomery County (2015, all jobs)

Circles are at >10 miles, 10-24 miles, 25-50 miles,

<50 miles

Source: U.S. Census Bureau, Center for Economic Studies, On the Map program (2015, all jobs)

WHERE MONTGOMERY COUNTY RESIDENTS WORK

WHERE WORKERS IN MONTGOMERY COUNTY LIVE

WHERE MONTGOMERY COUNTY RESIDENTS WORK

2015

COUNT SHARE

Total All Jobs 60,131 100.0%

Montgomery County, TN 32,121 53.4%

Davidson County, TN 7,845 13.0%

Christian County, KY 3,880 6.5%

Robertson County, TN 1,851 3.1%

Shelby County, TN 1,599 2.7%

Williamson County, TN 1,416 2.4%

Hamilton County, TN 985 1.6%

Rutherford County, TN 970 1.6%

Knox County, TN 906 1.5%

Cheatham County, TN 827 1.4%

All Other Locations 7,731 12.9%

WHERE WORKERS IN MONTGOMERY COUNTY LIVE

2015

COUNT SHARE

Total All Jobs 47,974 100.0%

Montgomery County, TN 32,121 67.0%

Davidson County, TN 1,767 3.7%

Stewart County, TN 1,246 2.6%

Christian County, KY 1,128 2.4%

Robertson County, TN 1,098 2.3%

Dickson County, TN 848 1.8%

Cheatham County 810 1.7%

Sumner County, TN 712 1.5%

Rutherford County, TN 655 1.4%

Williamson County, TN 512 1.1%

All Other Locations 7,07 14.8%

Job Counts by Distance/Direction in 2015All Workers

Job Counts by Distance/Direction in 2015All Workers

NW NWNE NE

W W

SW SWSE SE

N N

S S

E E4,00012,000

20,000 9,000


Roughly 53% of Montgomery County residents work within the county—a high share compared to the greater region, while 47% leave the county every day for work. The data show a portion of Montgomery County residents working as far as Memphis, Chattanooga, and Knoxville, Tennessee. This can be triggered by the student population, residents working at larger firms (headquarters, etc), or higher education institutions in those areas.

According to the Census, there are more Montgomery County residents earning at least $21 per hour than there are jobs paying that wage within the County. Meanwhile, there are more jobs in Montgomery County that pay less than $7.80 per hour than there are residents who earn that wage. It stands to reason that the gap is made up of people who work in Montgomery County but live outside of it. These wage data point to two potential trends worth investigating: whether more talented workers must leave the area daily, while those with fewer skills who make up a sizable chunk of the local workforce are unable to live in the area.

FIGURE 15: Net Commuters of Resident Workers, Montgomery County (2016)

J O B S

58,500

R E S I D E N T WO R K E R S( AVA I L A B L E WO R K F O R C E)

64,000

N E T C O M M U T E R S ( O F R E S I D E N T WO R K E R S)

-5,500

Source: Emsi dataset 2017.3

TABLE 6: Where Residents from Montgomery County Work within the 10-county Region, 2015 (all jobs)

WORK IN COUNTY OF RESIDENCE

WORK OUTSIDE COUNTY OF RESIDENCE

AVG TRAVEL TIME TO WORK

Cheatham 15% 85% 31.6

Dickson 34% 66% 31.3

Houston 30% 70% 33.4

Robertson 28% 72% 28.9

Stewart 26% 74% 34.4

Montgomery 53% 47% 24.2

Trigg 34% 66% 26.5

Christian 62% 38% 17

Todd 28% 72% 24

Logan 41% 59% 23

Source: U.S. Census Bureau, Center for Economic Studies, On the Map program (2015, all jobs)


Cheatham and Robertson counties both have the largest share of residents working outside their counties. However, Montgomery County is an employment hub within this 10-county region (see Table 6).

Emsi proprietary data allows us to look at the data in a different way. Emsi uses place of residence data derived from the Census LODES data (specifically from Origin and Destination data, Regional Area Characteristics, and Workforce Area Characteristics data) which Emsi applied to occupation and job numbers. This data is referred to here as “Resident Workers.” Note that Emsi jobs and commuting data do not match the Census’ On the Map data (Figure 14). Emsi uses county-level data while the Census uses drive-time radii.

This data allow us to see the overall number of people commuting into or out of an area. This is referred to as Net Commuters. The data tells the story further by viewing what occupations residents hold.

The term “resident workers” defines workers by where they live in comparison to where they work. “Net commuters” refers to the minimum number of workers who commute in or out of the region to satisfy the region’s jobs. A positive number (shown in BLUE in the figure on the previous page) describes net commuters entering a region, while a negative number (shown in RED) describes net commuters leaving a region. A broader view of the region is illustrated in Figure 13.

Retail and food service type jobs typically comprise the largest share of an area’s workforce. However, Montgomery County is unique in its concentration of production and management occupations. This is no surprise considering that manufacturing is the largest private industry

FIGURE 16: Available Workforce, Montgomery County (2016)


Retail SalesFood and Beverage Serving

Cooks and Food Preparation

Information and Record ClerksOther Management Occupations

Secretaries and Administrative AssistantsOther Office and Administrative support

Business Operations SpecialistsFinancial Clerks

Supervisors of Sales

Motor Vehicle OperatorsMaterial, Scheduling, Dispatching, and Distributing

Material MovingAssemblers and Fabricators

Other Installation, Maintenance, and RepairProduction Occupations

Metal and PlasticConstruction Trades

Building Cleaning and Pest Control

Health Diagnosing and Treating PractitionersHealth Technologists and Technicians

TeachersOther Teachers and Instructors

Other Personal Care and Service

Military Occupations

12,00010,0008,0006,0004,0002,0000–2,000

Jobs Resident Net Commuters 100+0+4194+73+4050+36+20 61+37+0+0+0+0+2258+36+30+25+23+23+2130+18+15+12+10+11+11 0+0+0+0+0+0+0+0+031+34+23+27+28+23+20+34+3114+16+7+10+14+10+9+16+15 0+031+3014+15 0+3433+2916+17 27+027+2313+60+2+0+0+0+0+1+3+0+0+3+2+10+7+1+3+2+2+1+3+1+0+0+0+10


sector. Figure 16 above shows residents who commute out of Montgomery County for work by occupation. At least 2,800 residents leave the county for transportation, material moving, and production occupations, whose median wage is $15 per hour. This is a large untapped segment of the labor pool in Montgomery County.

Approximately 360 residents seek work elsewhere for business and financial jobs and an additional 360 for healthcare jobs, of which half are registered nurses. On the flip side, there are more teaching jobs in Montgomery County than there are teachers living in the county by roughly 570.


STAKEHOLDER THEMES

When asked generally about their labor force, labor force strengths in this area and future needs, survey and focus group responses varied.

• 74% of businesses surveyed mentioned they experience difficulty in being able to hire enough workers. While overall retention rates are strong, with turnover rates as low as 5-8% after 6 months of employment, some manufacturers mentioned difficulty hiring and retaining production workers with the necessary soft skills. Others discussed the lack of an adequately skilled workforce. Suggestions for the lack in workforce ranged from people preferring to receive government assistance, opioid addiction, and segments of the population who simply do not want to participate in the labor force. As is shown in this report, labor force participation among young workers is average for those age groups. Two further items to consider as potential inhibitors to labor force participation are the use of temporary agencies and even without them, the offer of part-time or contract work as opposed to full-time employment. Survey respondents indicated that contract or part-time employees made up 18% of the workforce. This, as well as use of temporary agencies, signals a lack of investment in employees, which can make attracting highly competent and skilled workers difficult in an already tough labor market. On the military base, transition program managers suggested that veterans will often avoid applying for work through staffing agencies, while interview and focus group results showed that among many manufacturers, using staffing agencies is the first route these employers take to find production workers.

• A few employers acknowledged that the manufacture of their products is carried out under difficult physical working conditions (particularly unconditioned environments), and that they have unpopular policies such as mandatory overtime and weekend work. These conditions require a unique workforce and specific programs to attract workers. For these, transitions from retail, service sectors, and military are more difficult as the work environment and demands do not match expectations.

• For other manufacturers, manufacturing environments and the nature of the work has changed dramatically, with more mechanized processes and more comfortable working environments. Unfortunately, the feeling was that the community remains largely unaware about the present state of these improvements in manufacturing. Employers want the community to encourage more young workers to consider that their industries provide good working environments and career paths.

• Small entrepreneurial businesses indicated that they experience positive hiring processes. These business owners relied on informal social connections to connect with military spouses, Austin Peay students, and other segments. They also noted that employees, especially the youngest, needed additional hard and soft skill training once hired. This need was met through informal mentoring with each new employee. Importantly, mentees of these entrepreneurs can remain in Clarksville and become a part of a more connected and skilled talent base.

• Employers mentioned difficulty connecting rural workers to jobs in Clarksville, as well as finding management skill for companies located in rural parts of the area. This kind of disconnect is felt in many communities. Strategies to address it range from public transportation, private/


public transportation, broadband availability, and housing options.

• Bus transportation from Clarksville to Nashville was highlighted. The system handles 8,000 riders per month.

• Amongst millennials ages 25-34, a significant group in Clarksville, 27% percent hold bachelor’s degrees. This is six percentage points lower than the national average. Meanwhile, the area’s occupational mix indicates a demand for people with bachelor degrees while an oversaturation of those with associate degrees exists. There is, therefore, an opportunity to transition those with some college or an associate’s degree to occupations requiring a bachelor’s degree.


THE ECONOMY AND JOB PERFORMANCE

INDUSTRY

Montgomery County has grown into a $4.92 billion economy following exceptional job growth over the past five years. The largest contributors (with the exception of government) include retail, followed by manufacturing and health care. Clarksville accounted for nearly all job growth and contributes 86% to the county’s overall gross regional product (GRP).

GROSS REGIONAL PRODUCT (GRP)

• $5 billion economy• 13% Job Growth

Top employing industries:• Government• Retail trade• Accommodation and food services • Health care• Manufacturing

Important industries that may require attention:• Textile product mills• Nonmetallic mineral product manufacturing• Nursing and residential care facilities• Machinery manufacturing


$19.3 billion10-county

$11.53 billion

Clarksville MSA

$4.92 billionMontgomery County

$4.23 billionClarksville

T H E E C O N O M Y A N D J O B P E R F O R M A N C E 3 1

Manufacturing is the largest private industry sector in the 10-county region, although it is not Montgomery County’s largest sector. Government, retail trade, accommodation and food services, and health care are all larger employers than manufacturing in Montgomery County. To understand Montgomery County’s most critical industries, we measure jobs by their concentration, or location quotient. Location quotients, or LQ, measures a region’s industry concentration compared to the nation. We also analyze the region’s gross regional product (GRP), and job growth. The staffing patterns of these critical industries can be used to identify driver occupations.

TABLE 7: Job Performance

2011 2016NUMERIC CHANGE

COMPOUND ANNUAL GROWTH

RATE

Clarksville 50,863 57,608 6,745 2.5%

Montgomery County 51,647 58,483 6,836 2.5%

10-county 186,351 197,222 10,871 1.1%


FIGURE 17: Share of Total Jobs by Region, 2016

* sorted by Montgomery County


35%30%25%20%15%10%5%0%

Clarksville Montgomery County 10-county

Government

Retail Trade

Accommodation and Food Services

Health Care and Social Assistance

Manufacturing

Admin., Support, Waste Mgt., Remediation Services

Construction

Other Services (except Public Administration)

Professional, Scientific, and Technical Services

Finance and Insurance

Wholesale Trade

Real Estate and Rental and Leasing

Information

Transportation and Warehousing

Educational Services

Arts, Entertainment, and Recreation

Management of Companies and Enterprises

Mining, Quarrying, and Oil and Gas Extraction

Crop and Animal Production

Utilities


To better gauge how industries are performing in Montgomery County and help determine where to concentrate economic development efforts, an analysis was performed on all industries with over 400 jobs. The indicators were job growth and job concentration (or LQ). All industries that showed a decline in job growth from 2011 to 2016 and had an LQ below 1.0 (percent below the national average) signified little promise to the local economy and were disregarded.

Emerging industries are those industries which have job growth but which also have an LQ below 1.0. In other words, industries whose concentrations are currently lower than the national average but jobs are increasing. Specialty trade contractors, for example, may be an industry to watch. The more concentrated an industry, the more likely it is the industry is exporting products and services, thereby bringing wealth to the region.

Industries important to the area have experienced healthy job growth and an LQ above 1.2. These industries are considered Montgomery County’s areas of specialty and can provide opportunities for industry and supply chain expansion.

Critically, there are industries that are important to the region’s economy but may be struggling and need some attention. These industries reveal a loss in jobs over time but higher LQs. Textile product mills and nonmetallic mineral product manufacturing are highly unique to the region but have lost approximately 100 jobs over the five year period. See Figure 19, on the next page, for a summary of findings.

FIGURE 18: Industry Concentration, Montgomery County (2016), 5-digit NAICS


Restaurants and Other Eating Places

Education and Hospitals (Local Government)

Local Government, Excluding Education and Hospitals

Other General Merchandise Stores

Education and Hospitals (State Government)

7,0006,0005,0004,0003,0002,0001,0000

Industry Jobs National Average


FIGURE 19: Montgomery County Industry Health Check

POTENTIAL EMERGING

IMPORTANT THAT MAY REQUIRE ATTENTION

IMPORTANT GROWTH INDUSTRIES

Speciality Trade Contractors Textile Product Mills Food Services and Drinking Places

Professional, Scientific, and Technical Services

Nonmetallic Mineral Product Manufacturing Administrative and Support Services

Food and Beverage Stores Nursing and Residential Care Facilities Ambulatory Health Care Services

Merchant wholesalers, Nondurable Goods Machinery Manufacturing Publishing Industries (except Internet)

Accommodation General Merchandise Stores

Merchant Wholesalers, Durable Goods

Transportation Equipment Manufacturing

Truck Transportation Real Estate

Sporting Goods, Hobby, Musical Instrument, and Book Stores

Credit Intermediation and Related Activities

Repair and Maintenance

Miscellaneous Store Retailers

Motor Vehicle and Parts Dealers

Social Assistance

Clothing and Clothing Accessories Stores


REGIONAL BUSINESS DYNAMICS

Analyzing an area’s business mix provides a useful snapshot of the firm dynamics of a regional economy. The number, sizes, and types of firms say much about the character, dependencies, and growth opportunities within a region.

The context of Montgomery County’s firm composition reveals several striking dimensions to the area’s economy. In 2016, there were nearly 3,000 firms with paid employees in Montgomery County. According to the U.S. Census’ County Business Patterns program, over 85% of those firms had 19 or fewer employees, which is relatively low for an area of this size. This means there are more medium to large sized businesses in the region than average—10% of businesses employ 20-49 people, and 5% employ over 50 people.

The employment created by local entrepreneurs and second and third tier suppliers puts a positive pressure on the region’s development. In addition to the payrolled firms described above, Montgomery County has 4,400 self-employed individuals, a 7.5% self-employment rate. Montgomery County stands out above the national self-employment rate of 6.5% with most of these people working as construction and landscaping workers, hairdressers, and childcare workers.

• 3,000 payrolled businesses

• 17% firm growth

• Many medium to large sized businesses

• Self-employment rate: 7.5%

K E Y H I G H L I G H T S 15+15+13


TABLE 8: Number of Payrolled Businesses by Industry

INDUSTRY2016 PAYROLLED

BUSINESS LOCATIONS

All Industries 2,947

Retail Trade 530

Accommodation and Food Services 342

Health Care and Social Assistance 315

Construction 278

Other Services (except Public Administration) 269

Professional, Scientific, and Technical Services 249

Finance and Insurance 194

Administrative and Support and Waste Management and Remediation Services 149

Real Estate and Rental and Leasing 143

Wholesale Trade 119

Manufacturing 84

Transportation and Warehousing 63

Government 62

Educational Services 46

Arts, Entertainment, and Recreation 35

Information 34

Management of Companies and Enterprises 15

Crop and Animal Production 8

Mining, Quarrying, and Oil and Gas Extraction 4

Utilities 4

Source: Emsi

TOP SELF-EMPLOYED IN MONTGOMERY COUNTY

1. Construction trades

2. Landscaping workers

3. Hairdressers

4. Childcare workers

SELF-EMPLOYMENT RATES

FIRM GROWTH

2011–2016 Montgomery County 17%15+15+13Montgomery County

10-county Region

U.S.

7.5%

7.5%

6.5%


WORKERS

Industry data is necessary to gain a sense of regional economic trends, but to better understand the quality of the jobs contained within a region, some knowledge of occupations is needed. This is because earning and educational levels of workers are associated more directly to occupations than with the industry in which they work. For example, the manufacturing industry, while employing a number of assemblers and machine operators—also employs people in management occupations and in professional occupations such as engineering. All of these occupations have different pay scales and require varying levels of education and training.

FIGURE 20: Top Occupation Groups, Montgomery County (2016)


12,00010,0008,0006,0004,0002,0000

2016 Jobs 2021 Jobs

Office and Administrative Support

Sales and Related

Food Preparation and Serving

Education, Training, and Library

Production

Management

Healthcare Practitioners and

Transportation and Material

Installation, Maintenance, and

Construction and Extraction

Personal Care and Service

Building Grounds Maintenance

Healthcare Support

Business and Financial Operations

Protective Services

Hot Jobs:• Registered nurses• Teachers (all levels)• General and operations managers

Most abundant occupations:• Office and administrative support• Sales • Food services• Education• Production



TABLE 9: Occupation Groups with Most Growth Potential and Median Wage of $15/hr and Higher, Montgomery County (2016-2021)

SOC DESCRIPTION2016

JOBS2021

JOBS CHANGE %

CHANGE

2016 LOCATION QUOTIENT

MEDIAN HOURLY

EARNINGSANNUAL

OPENINGS

SOC Description 2016 Jobs

2021 Jobs Change %

Change

2016 Location Quotient

Median Hourly

Earnings

Annual Openings

29-0000Healthcare Practitioners and Technical

2,962 3,372 410 14% 0.95 $25.50 152

25-0000 Education, Training, and Library 4,450 4,827 377 8% 1.35 $24.84 189

11-0000 Management 3,536 3,822 286 8% 1.13 $27.52 150

13-0000 Business and Financial Operations 1,472 1,708 236 16% 0.51 $25.78 80

49-0000Installation, Maintenance, and Repair

2,420 2,616 196 8% 1.10 $19.07 100

33-0000 Protective Service 944 1,085 141 15% 0.73 $19.02 56

15-0000Computer and Mathematical Occupations

576 685 109 19% 0.36 $30.26 31

21-0000Community and Social Service Occupations

855 963 108 13% 0.91 $19.17 42

27-0000

Arts, Design, Entertainment, Sports, and Media Occupations

775 851 76 10% 0.75 $16.62 37

55-0000 Military occupations 638 694 56 9% 0.88 $16.79 27

47-0000 Construction and Extraction 2,234 2,283 49 2% 0.87 $15.07 61

17-0000Architecture and Engineering Occupations

560 596 36 6% 0.59 $30.29 24

19-0000Life, Physical, and Social Science Occupations

209 244 35 17% 0.45 $27.65 14

23-0000 Legal Occupations 162 176 14 9% 0.34 $36.24 6

51-0000 Production 3,994 3,664 (330) (8%) 1.17 $16.06 106



Office and administrative support is the largest occupation group in Montgomery County. Call centers employ the largest share of these workers, followed by local government. The majority of sales positions are in warehouse clubs—either Wal-Mart, Sam’s Club or Costco (Figure 20). Only eight of the 23 occupation groups have a median wage under $15 per hour, which approaches the regional median. None of these rank amongst the highest paid, however (Table 9).

Occupations that appear to be highest on the regional pay scale, and which also employ a sizeable number of workers, are registered nurses and elementary school teachers at approximately $28 per hour. Several high skills, high wage occupations are expected to experience growth in the next five years, such as elementary and secondary school teachers, registered nurses, general and operations managers, and postsecondary teachers.

Figure 21 provides a look at job growth and the average annual job openings for workers with some college or above by occupation group. Job openings refer to new jobs due to growth plus replacement jobs due to worker turnover. Between 2016 and 2021, the occupations with the projected highest number of job growth and average annual job openings for workers with some college or above occurs in education occupations (teachers), healthcare practitioners, and management.

FIGURE 21: Job Growth and Average Annual Openings by Occupation Group with Some College and Above Experience, Montgomery County (2016-2021)


Job Growth Annual Openings

Education, Training, and Library

Healthcare Practitioners and Technical

Management

Business and Financial Operations

Healthcare Support

Computer and Mathematical

Community and Social Service

Personal Care and Service

Arts, Design, Entertainment, Sports, and Media

Transportation and Material Moving

Installation, Maintenance, and Repair

Architecture and Engineering

Protective Service

Office and Administrative Support

Life, Physical, and Social Science

Sales and Related

Legal

400250200150100500 300 350


REAL-TIME DATA

Emsi’s proprietary database, Workforce Insight, includes the professional profiles of nearly 37,000 people in Montgomery County who are currently employed, recently employed, or seeking employment. These Montgomery County residents work in a range of jobs from customer service representatives, retail and sales, to managers, maintenance mechanics, and registered nurses (see Figure 22, on the next page).

Workforce Insight observations rely heavily on resumes and profiles found within online social and professional networking sites as well as job hunting sites. These sites tend to reflect a higher number of people who work in professional or office environments over those who work in the skilled trades, as well as people who may use such sites professionally, including sales, account or project managers, and sales or customer services representatives.

According to Emsi’s Job Posting Analytics, there were over 45,000 unique job postings over the past year. One in four unique job postings were in Montgomery County with most of them in Clarksville, followed closely by Hopkinsville in Christian County. The top posted occupations were truck drivers, by far. This is a national trend as some of the top trucking companies post nationwide on a continual basis. The next two posted occupations were registered nurses and, surprisingly, physicians. Figure 22 provides a trendline of the real-time labor market supply and demand trends in Montgomery County. The data enable important findings, such as, the most listed employers, top listed occupations, and compensation data.

Supply: 37,000 profiles of Montgomery County residents

• customer service reps

• retail

• sales and general managers

• administrative assistants

Demand: 45,000 annual job postings

• truck drivers

• registered nurses

• real estate agents and salespersons

• supervisors of retail and food workers



J O B P O S T I N G A N A LY T I C S: R E A L T I M E D E M A N D DATA

WO R K F O R C E I N S I G H T: R E A L T I M E O N L I N E P R O F I L E DATA

200 400 600 800 1,000 1,2000

200 400 600 800 1,000 1,2000

200 400 600 800 1,000 1,2000

200 400 600 800 1,000 1,2000

Heavy and Tractor-Trailer Truck DriversRegistered Nurses

Real Estate Sales AgentsFirst-Line Spvr.s of Retail Sales Workers

Retail SalespersonsFirst-Line Spvs. of Food Prep. & Serving Workers

Stock Clerks and Order FillersTaxi Drivers and Chauffeurs

Customer Service RepresentativesCashiers

Combined Food Preparation WorkersPostsecondary Teachers

Customer Service RepresentativeRetail Sales Associate

Sales ManagerAdministrative Assistant

Farm OwnerGeneral Manager

Maintenance MechanicPresident

CashierRegistered Nurse

Sales RepresentativeOffice Manager

Lyft, Inc.Community Health SystemsAustin Peay State UniversityComphealth Associates, Inc

CmcssCrye-Leike, Inc

United States Air ForceLowe’s

CeladonCRST Int.

Averitt Exp.Panera

United States Department of the ArmyAustin Peay State University

Montgomery County School SystemConvergys Corporation

United States ArmyWal-Mart Stores, Inc.

Murray State UniversityGateway Medical Group LLC

DyncorpCity of Clarksville

The Trane CompanyState of Tennessee

TOP JOB POSTINGS37,000 Unique Profiles in

Montgomery County, TN

TOP JOB POSTINGS37,000 Unique Profiles in

Montgomery County, TN

TOP COMPANIES POSTING JOBS

45,000 Unique Annual Postings in Montgomery County, TN

TOP COMPANIES POSTING JOBS

45,000 Unique Annual Postings in Montgomery County, TN

FIGURE 22: Supply and Demand, Montgomery County


COMPENSATION

The average wage for Montgomery County is $20.50 per hour, 31% below the national average. At this wage, there are over 39,000 workers available, or 72% of the entire workforce. Like most occupations, as wages increase, fewer workers are added to each wage increment. Younger, less experienced workers start at lower wages but see raises more often while more seasoned workers hit wage ceilings.

FIGURE 23: Workforce Availability by Wage Increment

TABLE 10: Wage Comparisons across Geographies

Wor

kers

Add

ed a

t Eac

h W

age

Incr

emen

t

Hourly Wage

14,000

4,000

2,000

0

6,000

8,000

10,000

12,000

$8 $10 $12 $14 $16 $18 $20 $22 $26 $34$28$24 $32$30

• Average earnings are 23-32% below the national average, depending on regional geography

• 39,000 workers are available at the average wage of $20.50 per hour• Typical compensation for production workers in Montgomery County is $16.87

per hour (includes supervisors, management, and workers with experience)


Source: Emsi, Workforce Insight dataset

$21/hrAccess to 39,086 Workers

72% of Total

61+62+69+76+78+9053+53+51+53+49+53All Industries Production Occupations

City of Clarksville

Montgomery County

10-county Kentucky Tennessee United States

$20.45 $20.50$17.80 $17.82

$22.96

$16.91

$25.22

$17.65

$26.10

$16.40

$29.86

$17.81


According to Emsi profile data, the typical compensation for all occupations ranges from $14.57 per hour to $19.71 per hour. The median compensation was $17.14 per hour and correlates closely to the median compensation for workers with 9 years of experience (see Figure 24). The typical compensation for production workers in Montgomery County ranges from $16.87 per hour to $22.82 per hour. The median compensation is $19.85 per hour, and also correlates most closely to the median compensation for workers with 9 years of experience (Figure 25).

FIGURE 25: Compensation by Years of Experience, Montgomery County (Production Occupations)

FIGURE 24: Compensation by Years of Experience, Montgomery County (All Occupations)

Source: Emsi, Workforce Insight dataset

Typical Compensation

Typical Compensation

Median

Median

–15%

–15%

Hourly Compensation by Years of Experience

3 Ye

ars

$12.

68

4 Ye

ars

$13.

715

Year

s$1

4.26

6 Ye

ars

$15.

24

7 Ye

ars

$15.

84

8 Ye

ars

$16.

649

Year

s$1

7.14

10 Y

ears

$17.

76

11 Y

ears

$18.

76

13 Y

ears

$19.

80

14 Y

ears

$20.

94

15 Y

ears

$21.

70

Hourly Compensation by Years of Experience

3 Ye

ars

$15.

47

2 Ye

ars

$14.

88

4 Ye

ars

$16.

515

Year

s$1

7.02

6 Ye

ars

$17.

80

7 Ye

ars

$18.

58

8 Ye

ars

$19.

349

Year

s$1

9.85

11 Y

ears

$20.

64

12 Y

ears

$21.

32

13 Y

ears

$22.

3215

Yea

rs$2

2.70

16 Y

ears

$23.

73

19 Y

ears

$24.

77

+15%

+15%

$14.57/hr

$16.87/hr

$17.14/hr

$19.85/hr

$19.71/hr

$22.82/hr


STAKEHOLDER THEMES

• 50% of respondents to the survey indicated intention to add to the workforce over the next 2 years. This feedback supports the data projections for continued strong industry growth and positive pressure on the labor market.

• Clarksville, and the surrounding Tennessee/Kentucky area, had a July 2017 unemployment rate of 5.45%, decreasing from 8.10% five years before. Currently, the average wage in Montgomery County is significantly below the national average. While a strong labor market should push wages higher as companies compete for talent, much of this average is made up by a disproportionate number of low skilled food, retail, and distribution workers. Focus group manufacturing representatives indicated that wages range from $11/hour to $15/hour to start. However, particularly in larger companies, wages scale up rapidly the first few years. In one example, new employees start at slightly more than $13/hour, but see their wages grow to nearly $18/hour after two years.

• When asked to rank economic development priorities, the top 5 ranking items, in order, were: infrastructure investment, size of the workforce, quality of the roads, funding for workforce development and training, and workforce training and availability.

• Certain stakeholders sense differences between how the City and County want to move forward with respect to Clarksville’s development. One benefit of studying the labor force and the economy is that the data can provide a platform from which to make decisions. However, the effort should be made to align and prioritize values so that all stakeholders can move forward in lock step. Rapid growth is occurring in Clarksville; the quality and nature of this growth will depend on the community’s ability to quickly make and implement strategic decisions.

• Some survey respondents and focus group participants identified the need for quality of life amenities to attract and keep a professional workforce in the area. Currently a low supply of middle skill and professional jobs exists. This indicates the need for diversification. If Clarksville can attract or grow businesses that require higher skilled talent, that talent can create a self-sustaining cycle of spending for amenities and education for long-term economic sustainability.


MILITARY

Fort Campbell straddles both Montgomery County, TN and Christian County,

KY. The base is a vital part of the region. The impact military personnel and

their families have on the 10-county region is substantial—both during and

after their transition out of the military, for those who choose to stay in the

area.

On average, approximately 400 personnel separate from service from Fort Campbell each month (Fort Campbell Strong Economic Growth Plan 2016). According to the same study, 2,442 personnel were scheduled to separate from service in 2016. This is a large labor pool the region has been struggling to capitalize on.

The 10-county region is home to over 63,000 veterans in 2017, and Montgomery County retains nearly 36,000 of that total (U.S. Depart-ment of Veterans Affairs) while Christian County has nearly 9,300 veterans. Almost 60% of the military employment in Kentucky is located at Fort Campbell. The U.S. Department of Vet-erans Affairs projects the growth in veteran population to slow over the next decade, from approximately 3% annually to 1.5%.

TABLE 11: Veteran Population by County, 2017

Montgomery, TN 34,900

Christian, KY 9,300

Robertson, TN 5,200

Dickson, TN 4,000

Cheatham, TN 3,100

Logan, KY 1,800

Stewart, TN 1,800

Trigg, KY 1,500

Todd, KY 900

Houston, TN 700

10-county Region 63,200

• 400 military exits each month

• 63,200 veterans living in 10-county region

• 14% of total expenditures spent on behalf of veterans are for education, vocational rehabilitation, and employment programs

Top Civilian Occupations:• Managers, truck drivers, technicians, and mechanics


M I L I T A R Y 4 5

The May 2017 Soldier For Life Survey, (administered and compiled by) Fort Campbell Soldier For Life-Transition Assistance Program, extracted the following characteristics of exiting military:

• 20% plan on staying in the area• 47% would stay in the area if there were desirable employment in the area• 41% have high school/GED as highest level of education• 90% male• 65% in the lowest pay grades—making about $21/hour including benefits• 65% are ages 18–28• 70% leave voluntarily; 15% who retire; 15% separate for a variety of other reasons• 90% have been planning their exit for 4-20 months• 40% have been in the military for 4 years; 30% have been in the military for 5-8 years• 55% are married• One-third have children living at home• One-fourth have completed career skills training• 35% stay in the area. Of those 35%, half stay because of job opportunities

Figure 26 shows the distribution of skills among those separating from service. Roughly 90% of all exiting military from Fort Campbell are enlisted, compared to 8% Commissioned, and 3% Warrant. The analysis provided in this section reflects only those enlisted occupations most likely to match with civilian occupations.

The following analysis was conducted to understand what occupations are most comparable for exiting military using the 16 main military categories according to the 2016 Post-Military Service Intent survey. No federal or military guidance exists to assist with the military to civilian occupation crosswalk process. First, there are no Military Occupation Classification (MOC). Codes that correspond to military occupation specialties. O*NET OnLine provides a collection of military occupation codes to the nearest Standard Occupational Classification (SOC) code from each military branch; however, definitions and descriptions are unavailable. Therefore, Emsi has

FIGURE 26: Distribution of Skills of Exiting Military

Source: 2016 Post-Military Service Intent survey

Infa

ntry

Avi

atio

n

Mai

nten

ance

Logi

stic

s

Med

ical

Fiel

d A

rtill

ery

Sign

al/

Com

mun

icat

ion

Cor

ps o

f Eng

inee

rsM

ilita

ry P

olic

eA

dmin

istr

ativ

e

Oth

erA

ir D

efen

se A

rtill

ery

Inte

llige

nce

Arm

orC

hem

ical

Elec

tron

ics/

Mis

sile

m

aint

enan

ce

Supp

ly &

Ser

vice

s

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

MILITARY SKILLS IN THE CIVILIAN LABOR FORCE


created a more comprehensive MOC to SOC crosswalk by adding supplemental mappings from Veterans Opportunity to Work (VOW) and Credentialing Opportunities On-Line (COOL). These sources are made to help veterans transition into civilian jobs and, therefore, include more realistic skill level requirements. The Emsi data focuses on correlating the work experience provided by military occupations with skills that civilian jobs require. The data analyzed are only for Army Enlisted occupations, which captures most of the survey respondents and their accompanying military occupations.

Table 12 provides a snapshot of the civilian occupations most comparable to exiting military experience within each of the 16 major military occupation categories. Shown are only those occupations that are abundant in the regional labor market and the typical entry level of education requirements are below an associate’s degree. See Appendix IV for a more comprehensive list of comparable occupations for each military category.

Overwhelmingly, employers discuss the disconnect between expectations of exiting military and business. Part of the problem is wage expectations while the other is expectations exiting military personnel have for peers in the workplace, as further discussed later in this section.

Results from the 2016 Post-Military Service Intent survey indicate that many of the respondents have little to no higher education so those occupations that cross over into civilian jobs may require exiting military to pursue additional training or education—particularly for management positions. Provided that 36% of survey respondents said that higher education offerings would most likely affect their decision to remain in the region, this is critical in understanding the opportunities for exiting military and higher education offerings around the region.

The Fort Campbell Strong Defense Alliance could help alleviate these challenges as the non-profit’s mission is to support the overall health of the region’s military and defense sector through economic and development activities. The Pennyrile Area Development District received nearly $1.7 million for economic development efforts around Fort Campbell. The funds have paid for advanced manufacturing training equipment and programs at higher education institutions.

Key Takeaways

The most frequent populated civilian occupations that match military experience, require some college or above (for education and training purposes), and pay above $15 per hour. The occupations shown here are also included in Table 12 below. • General and Operations Managers • Managers, All Other • Heavy and Tractor-Trailer Truck Drivers• Automotive Service Technicians and Mechanics• Business Operations Specialists• Construction Managers• Telecommunications Equipment Installers & Repairers• Management Analysts• Training and Development Specialists• Registered Nurses• Licensed Practical and Licensed Vocational Nurses• Medical Assistants • Dental Assistants• Emergency Medical Technicians and Paramedics

M I L I T A R Y 4 7

TABLE 12: MOC to SOC Crosswalk for Exiting Fort Campbell Veterans

MOCSOC CODE SOC TITLE JOBS

ANNUAL OPENINGS

MEDIAN HOURLY

EARNINGSTYPICAL ENTRY LEVEL EDUCATION

I N FA N T R Y

49-9071 Maintenance and Repair Workers, General 1,824 197 $17.60 High school diploma

or equivalent

43-1011 First-Line Supervisors of Office and Administrative Support Workers 1,615 187 $21.50 High school diploma

or equivalent

47-2061 Construction Laborers 1,557 185 $12.68No formal educational credential

51-1011 First-Line Supervisors of Production and Operating Workers 1,434 155 $24.88 High school diploma

or equivalent

49-3023 Automotive Service Technicians and Mechanics 989 101 $15.52 Postsecondary

nondegree award

33-3051 Police and Sheriff’s Patrol Officers 767 68 $19.45 High school diploma or equivalent

AV I AT I O N

49-1011 First-Line Supervisors of Mechanics, Installers, and Repairers 540 54 $25.65 High school diploma

or equivalent

53-1031First-Line Supervisors of Transportation and Material-Moving Machine and Vehicle Operators

221 27 $24.34 High school diploma or equivalent

43-5032 Dispatchers, Except Police, Fire, and Ambulance 189 20 $13.15 High school diploma

or equivalent

11-3071 Logistics Managers 183 17 $32.89 High school diploma or equivalent

49-3011 Aircraft Mechanics and Service Technicians 103 8 $36.36 Postsecondary

nondegree award

M A I N T E N A N C E


or equivalent


or equivalent


nondegree award

49-9041 Industrial Machinery Mechanics 716 81 $22.73 High school diploma or equivalent

47-1011 First-Line Supervisors of Construction Trades and Extraction Workers 647 69 $20.54 High school diploma

or equivalent

47-2141 Painters, Construction and Maintenance 543 47 $12.89



or equivalent

LO G I S T I C S

53-7062 Laborers and Freight, Stock, and Material Movers, Hand 3,860 642 $11.76




ANNUAL OPENINGS

MEDIAN HOURLY


43-5081 Stock Clerks / Marking Clerks (Warehouse, Storage Yard, Sales Floor) 2,797 424 $10.92



or equivalent

53-7064 Packers and Packagers, Hand 1,085 196 $10.33No formal educational credential

43-5071 Shipping, Receiving, and Traffic Clerks 749 95 $13.97 High school diploma or equivalent

43-5061 Production, Planning, and Expediting Clerks 408 46 $21.31 High school diploma

or equivalent

53-1021 First-Line Supervisors of Helpers, Laborers, and Material Movers, Hand 321 43 $20.56 High school diploma

or equivalent

F I E L D A RT I L L E R Y


or equivalent


or equivalent

47-2073 Operating Engineers and Other Construction Equipment Operators 423 51 $16.20 High school diploma

or equivalent

49-9099 Installation, Maintenance, and Repair Workers, All Other 335 36 $14.29 High school diploma

or equivalent

49-2022Telecommunications Equipment Installers and Repairers, Except Line Installers

307 31 $22.02 Postsecondary nondegree award

49-3031 Bus and Truck Mechanics and Diesel Engine Specialists 243 28 $18.75 High school diploma

or equivalent

M E D I CA L

29-2061 Licensed Practical and Licensed Vocational Nurses 1,314 101 $18.03 Postsecondary

nondegree award

29-2052 Pharmacy Technicians 692 58 $13.26 High school diploma or equivalent

35-2012 Cooks, Institution and Cafeteria 589 88 $10.24No formal educational credential

31-9092 Medical Assistants 562 83 $13.36 Postsecondary nondegree award

31-9091 Dental Assistants 444 59 $16.78 Postsecondary nondegree award

43-6013 Medical Secretaries 317 46 $13.07 High school diploma or equivalent

29-2041 Emergency Medical Technicians and Paramedics 272 17 $13.75 Postsecondary

nondegree award

29-2071 Medical Records and Health Information Technicians 266 18 $15.01 Postsecondary

nondegree award

A D M I N I S T R AT I V E

43-6014 Secretaries and Administrative Assistants, Except Legal, Medical, and Executive

2,874 320 $13.75 High school diploma or equivalent

M I L I T A R Y 4 9


ANNUAL OPENINGS

MEDIAN HOURLY


43-9061 Office Clerks, General 2,307 301 $13.79 High school diploma or equivalent


or equivalent

43-6011 Executive Secretaries and Executive Administrative Assistants 357 42 $19.90 High school diploma

or equivalent

43-3051 Payroll and Timekeeping Clerks 184 19 $18.00 High school diploma or equivalent

S U P P LY A N D S E RV I C E S

53-7062 Laborers and Freight, Stock, and Material Movers, Hand 3,860 642 $11.76


43-5081 Stock Clerks- Stockroom, Warehouse, Storage Yard, Sales Floor 2,797 424 $10.92


53-3032 Heavy and Tractor-Trailer Truck Drivers 2,271 273 $17.38 Postsecondary nondegree award

43-3031 Bookkeeping, Accounting, and Auditing Clerks 1,576 178 $16.48 Some college, no

degree


or equivalent

53-7064 Packers and Packagers, Hand 1,085 196 $10.33No formal educational credential

43-5071 Shipping, Receiving, and Traffic Clerks 749 95 $13.97 High school diploma or equivalent

S I G N A L/ C O M M U N I CAT I O N


or equivalent


or equivalent

49-2022 Telecommunications Equipment Installers and Repairers, Except Line Installers


33-1012 First-Line Supervisors of Police and Detectives 224 18 $21.98 High school diploma

or equivalent

49-9098 Helpers--Installation, Maintenance, and Repair Workers 157 21 $13.50 High school diploma

or equivalent

17-3023 Electronics Engineering Technicians 154 12 $25.04 Associate’s degree

C O R P S O F E N G I N E E R S

53-3032 Heavy and Tractor-Trailer Truck Drivers 2,271 273 $17.38 Postsecondary nondegree award


53-7051 Industrial Truck and Tractor Operators 1,088 154 $14.73No formal educational credential

47-1011 First-Line Supervisors of Construction Trades and Extraction Workers 647 69 $20.54 High school diploma

or equivalent



ANNUAL OPENINGS

MEDIAN HOURLY


47-2073 Operating Engineers and Other Construction Equipment Operators 423 51 $16.20 High school diploma

or equivalent

53-1031 First-Line Supervisors of Transportation and Material-Moving Machine and Vehicle Operators

221 27 $24.34 High school diploma or equivalent

47-4011 Construction and Building Inspectors 134 14 $22.49 High school diploma or equivalent

47-4051 Highway Maintenance Workers 81 11 $13.76 High school diploma or equivalent

M I L I TA R Y P O L I C E

33-3051 Police and Sheriffs Patrol Officers and Deputy Sheriffs 767 68 $19.45 High school diploma

or equivalent

33-3012 Correctional Officers and Jailers 410 45 $13.42 High school diploma or equivalent

33-9032 Security Guards 309 46 $14.23 High school diploma or equivalent


or equivalent

43-4111 Interviewers, Except Eligibility and Loan 200 23 $14.00 High school diploma

or equivalent

33-9099 Protective Service Workers, All Others; Retail Loss Prevention Specialists 183 45 $13.32 High school diploma

or equivalent

E L E C T R O N I C S/ M I S S I L E M A I N T E N A N C E

51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers 968 131 $15.94 High school diploma

or equivalent

47-2111 Electricians 795 91 $18.23 High school diploma or equivalent


or equivalent



51-2022 Electrical and Electronic Equipment Assemblers 199 23 $14.43 High school diploma

or equivalent

49-9098 Helpers--Installation, Maintenance, and Repair Workers 157 21 $13.50 High school diploma

or equivalent

17-3023 Electrical and Electronics Engineering Technicians 154 12 $25.04 Associate’s degree

C H E M I CA L


or equivalent

49-9041 Industrial Machinery Mechanics 716 81 $22.73 High school diploma or equivalent


or equivalent

49-9021 Heating and Air Conditioning Mechanics and Installers 505 52 $17.48 Postsecondary

nondegree award

33-2011 Municipal Firefighters 332 29 $17.70 Postsecondary nondegree award

M I L I T A R Y 5 1


ANNUAL OPENINGS

MEDIAN HOURLY


51-8031 Water and Wastewater Treatment Plant and System Operators 230 23 $17.99 High school diploma

or equivalent

A R M O R




49-9043 Maintenance Workers, Machinery 251 32 $26.15 High school diploma or equivalent


or equivalent

11-3071 Transportation, Storage and Distribution Managers 183 17 $32.89 High school diploma

or equivalent

I N T E L L I G E N C E


or equivalent

43-6011 Executive Secretaries and Executive Administrative Assistants 357 42 $19.90 High school diploma

or equivalent




or equivalent

43-4111 Interviewers, Except Eligibility and Loan 200 23 $14.00 High school diploma

or equivalent

43-4061 Eligibility Interviewers, Government Programs 137 15 $18.11 High school diploma

or equivalent

A I R D E F E N S E A RT I L L E R Y




49-9043 Maintenance Workers, Machinery 251 32 $26.15 High school diploma or equivalent


or equivalent

11-3071 Transportation, Storage and Distribution Managers 183 17 $32.89 High school diploma

or equivalent

* the crosswalk refers to only those classified as Army “Enlisted” and non-officers

Source: Emsi


STAKEHOLDER THEMES

• The potential influx into the labor force from this segment remains strong with 400 exits per month. Currently, Clarksville-Montgomery County captures 20-30% of those exits, although about half of exiting military say they would stay in the area if they could find suitable employment.

• Data show a skills mismatch that could be overcome through programmed training. Most employers within the focus groups mentioned how much they desire to hire those with military backgrounds due to their discipline and work ethic. However, a wage mismatch exists between what these employers tend to offer ($11-12/hour) for separated military personnel who do not have a bachelor’s degree versus desired rates of those exiting the military ($15-$17/hour). At $12 per hour, the available workforce for the top 10 occupations employed by manufacturing industries is 457 people. If more military could receive bachelor degree equivalents while transitioning, their options would increase. The jobs that are available for $17/hour with experience include the following:

• Accessing exiting military talent is especially difficult for employers who use temporary agencies.

SOC DESCRIPTION2017

JOBS

WORK EXPERIENCE

REQUIRED

TYPICAL ENTRY LEVEL

EDUCATION

PCT. 10 HOURLY

EARNINGS

PCT. 25 HOURLY

EARNINGSANNUAL

OPENINGS

11-9039 Education Administrators, All Other 392 Less than 5

yearsBachelor's

degree $ 21.38 $ 28.04 30

29-1141 Registered Nurses 747 None Bachelor's degree $ 20.42 $ 23.27 38

25-2021Elementary School Teachers, Except Special Education

886 None Bachelor's degree $ 20.36 $ 24.98 63

51-1011First-Line Supervisors of Production and Operating Workers

458 Less than 5 years


$ 16.86 $ 20.45 49

25-1099 Postsecondary Teachers 580 NoneDoctoral or

professional degree

$ 16.23 $ 22.00 46

51-4122

Welding, Soldering, and Brazing Machine Setters, Operators, and Tenders

373 NoneHigh school

diploma or equivalent

$ 15.72 $ 17.90 40

29-2061Licensed Practical and Licensed Vocational Nurses

504 NonePostsecondary

nondegree award

$ 15.63 $ 17.38 36

11-1021 General and Operations Managers 614 5 years or

moreBachelor's

degree $ 14.28 $ 22.61 54

M I L I T A R Y 5 3

• Military spouses most likely make up a sizeable chunk of the non-participating labor force. In the most recent spouse survey conducted by the Fort Campbell base, 33% of military spouses claimed to be working, but 59% of those were unhappy with their jobs. Of those working, 42% stated that their skillset did not match their job while 58% said it did.

• Entrepreneurs who have successfully engaged military spouses maintain that this segment does not necessarily need to work, but seeks meaningful work that enables them to participate in the community. It was also noted that because of schools, cost of living, and weather, families tend to stay in Clarksville even if their military spouses are relocated. While this information is anecdotal, it is worthy of being explored and applied to raise the awareness of this symbiotic relationship between military spouses and the employers/City of Clarksville.


EDUCATION & TRAINING DEMAND

4,700 people completed regional higher education programs in 2016

Collaborative partnerships:

• HCC/APSU expand KY FAME program to incorporate articulation to APSU

• APSU/TCAT/CMCSS expand Siemens-certified Mechatronics program (AAS and BS)

• Fort Campbell Strong Defense Alliance

Potential Education and Training Opportunities

• Shortage of regional education completions:

· Teachers

· Truck drivers

· Automotive technicians and mechanics

• Oversaturated programs for:

· Coaches

· Medical Assistants

· Skin care specialists


E D U C A T I O N & T R A I N I N G D E M A N D 5 5

There are nine higher education institutions in the 10-county region. Austin Peay State University (APSU) comprises nearly half the region’s completions. Of the 2,200 degrees awarded in 2016 at APSU, roughly 70% were bachelor’s degrees and 14% in associate’s and master’s degrees each. Over 1,300 students completed programs at Hopkinsville Community College (HCC) during the same year (see Table 13).

The graph on the next page illustrates the gap in regional education completions and annual average openings for the top growing occupations that have a median hourly pay of above $15 per hour and typical entry level of education requiring some college or above. Green numbers illustrate more annual job openings than there are people completing educational programs for that type of job (a gap in workers). Red numbers indicate that there are more people completing programs than there are job openings (a surplus of workers).

TABLE 13: Completions by Institution, 10-county Region

INSTITUTION 2012 2016

Austin Peay State University 1,892 2,201

Hopkinsville Community College 1,305 1,272

Tennessee College of Applied Technology 344 305

Miller-Motte Technical College 231 303

Daymar College 232 224

North Central Institute 328 215

Brown Mackie College (Ross College) 129 76

Queen City College 104 72

Buchanan Beauty College — 11

4,565 4,679

FIGURE 27: Higher Education Institutions, 10-county Region


Similar to the graph above, the graph below illustrates the gap in regional education completions and annual average openings for those occupations that have a median pay between $11 and $15 per hour and typical entry level of education that requires some college or above. Positive numbers in green represent the gaps while negative numbers indicate surplus of graduates over number of annual average job openings available within the 10-county region.

FIGURE 29: Education Gap by Top Occupations (between $11-$15/hr), 10-county Region (gaps and surpluses are the difference between openings and completions)

Education Administr., Preschool & Childcare Center/Program

Library Technicians

Teacher Assistants

Coaches and Scouts

Emergency Medical Technicians & Paramedics

Dietetic Technicians

Nursing Assistants

Medical Assistants

Medical Transcriptionists

Phlebotomists

Veterinary Technologists and Technicians

Barbers

Hairdressers, Hairstylists, and Cosmetologists

Skincare Specialists

Regional Completions (2016)/GapSurplus/Avg. Annual Openings (2011–2016)

–5 5 10

1616

173 173

22241–181

17 7 10

73–4

31 245276

23683–153

279

11 11

11 7 4

3316–17

134 115 19

–140 8 148


FIGURE 28: Education Gap by Top Occupations Requiring Some College and Above (>$15/hr), 10-county Region (gaps and surpluses are the difference between openings and completions)

General and Operations Managers

Managers, All Other

Business Operations Specialists, All Other

Accountants and Auditors

Education Administrators, All Other

Elementary School Teachers, Except Special Education

Middle School Teachers, Except Special & Career/Tech. Ed.

Secondary School Teachers, Except Special & Career/Tech. Ed.

Teachers and Instructors, All Other

Registered Nurses

Licenses Practical and Licensed Vocational Nurses

Dental Assistants

Automotive Service Technicians and Mechanics

Heavy and Tractor-Trailer Truck Drivers

Regional Completions (2016)/GapSurplus/Avg. Annual Openings (2011–2016)

184

115

66

37

111

4

89

204

183

115

16

126

185

315

345

8787

5

10

109

62

123

18

237

306

47

2997

127

–131

–230

71

47

220

66

–34

222

–54

–191

63

312



Some occupations show the oversaturation in the regional market—meaning institutions should not focus so heavily on these occupations.

The previous section analyzed which military occupations translated into civilian employment. The resulting civilian occupations that are also mentioned above are included in Table 14, on the next page. While some have a surplus of completions each year, on average, exiting military with experience and reasonable expectations have a good chance at these more competitive jobs.

There have been great strides with involvement from education institutions and trying to meet the needs of industry. APSU’s Engineering Technology Department has a history of graduating individuals to help meet the manufacturing needs for the region. HCC and APSU have partnered to expand the Kentucky Federation for Advanced Manufacturing Education (FAME) program. This apprenticeship-style program addresses a need for more technically skilled workers in advanced manufacturing, while also providing an avenue to high-wage/high-demand careers for military veterans and other residents. This provides students a work-and-learn format and offers articulation to APSU higher degree programs.

Tennessee College of Applied Technology (TCAT) has an established mechatronics program and has recently partnered with APSU and the Clarksville-Montgomery County School System (CMCSS) to include on-campus learning experiences to provide mechatronics certificates to entry level freshmen continuing on to earn an associate’s or bachelor’s degree.

The dialogue must continue to flow between industry and education and more frequently. APSU, HCC, TCAT, and other regional higher education institutions must continue to work with high schools and employers to ensure alignment between employer needs and educational program development. Although Clarksville-Montgomery County School System have improved in all state metrics over the past several years, employers are still saying that entry level applicants are lacking in math skills.

With the growth of manufacturing in Clarksville and Montgomery County, the need for bachelor’s degree holders by manufacturers is lower than in an environment where there are more advanced manufacturing opportunities. While APSU does offer associate’s degrees in manufacturing-related fields (mechatronics, for example), 70% of degrees at APSU are bachelor’s level or above and are relevant to areas other than manufacturing, such as business, education, healthcare, information technology, etc. However, there is substantial opportunity to work with APSU, HCC, TCAT, and area high schools to ensure the program development and workforce preparedness are more aligned with the economic and job development priorities of the community. A council or team assigned to assess and explore these opportunities and the development of programs may be advisable.

MEETING THE NEEDS OF INDUSTRY


TABLE 14: In-demand Civilian Jobs comparable to Exiting Military Experience

SOC CODE SOC DESCRIPTION

2016 JOBS

ANNUAL OPENINGS

MEDIAN HOURLY


IN-

DE

MA

ND

MO

ST

F

RE

QU

EN

T11-1021 General and Operations Managers 1,889 185 $34.78 Bachelor's degree

11-9199 Managers, All Other 953 81 $18.93 Bachelor's degree

53-3032 Heavy and Tractor-Trailer Truck Drivers 2,271 273 $17.38 Postsecondary

nondegree award


nondegree award

LE

SS

FR

EQ

UE

NT

29-1141 Registered Nurses 2,245 150 $26.64 Bachelor's degree

29-2061 Licensed Practical and Licensed Vocational Nurses 1,314 101 $18.03 Postsecondary

nondegree award

31-9092 Medical Assistants 562 83 $13.36 Postsecondary nondegree award

31-9091 Dental Assistants 444 59 $16.78 Postsecondary nondegree award

29-2041 Emergency Medical Technicians and Paramedics 272 17 $13.75 Postsecondary

nondegree award

MO

ST

FR

EQ

UE

NT

OC

CU

PA

TIO

NS

FR

OM

CR

OS

SW

AL

K

13-1151 Training and Development Specialists 239 27 $23.17 Bachelor's degree

11-3121 Human Resources Managers 145 15 $36.66 Bachelor's degree



15-1199 Computer Occupations, All Other 280 22 $31.41 Bachelor's degree

15-1142 Network and Computer Systems Administrators 163 14 $29.81 Bachelor's degree

11-3021 Computer and Information Systems Managers 160 16 $42.86 Bachelor's degree

49-2094Electrical and Electronics Repairers, Commercial and Industrial Equipment


15-2031 Operations Research Analysts 48 6 $30.30 Bachelor's degree

15-1141 Database Administrators 38 4 $32.15 Bachelor's degree

11-9021 Construction Managers 465 33 $17.12 Bachelor's degree

13-1199 Business Operations Specialists, All Other 761 80 $28.39 Bachelor's degree

13-1111 Management Analysts 333 41 $31.14 Bachelor's degree

11-3011 Administrative Services Managers 273 26 $30.96 Bachelor's degree

15-1121 Computer Systems Analysts 230 23 $30.01 Bachelor's degree

17-3023 Electrical and Electronics Engineering Technicians 154 12 $25.04 Associate's degree

11-9041 Architectural and Engineering Managers 128 11 $48.38 Bachelor's degree

21-1092Probation Officers and Correctional Treatment Specialists

103 11 $17.99 Bachelor's degree


SOC CODE SOC DESCRIPTION

2016 JOBS

ANNUAL OPENINGS

MEDIAN HOURLY


LE

SS

FR

EQ

UE

NT

OC

CU

PA

TIO

NS

FR

OM

CR

OS

SW

AL

K

43-3031 Bookkeeping, Accounting, and Auditing Clerks 1,576 178 $16.48 Some college, no

degree

49-9021Heating, Air Conditioning, and Refrigeration Mechanics and Installers


11-9039 Education Administrators, All Other 471 32 $34.27 Bachelor's degree

13-1071 Human Resources Specialists 443 50 $24.63 Bachelor's degree

11-9111 Medical and Health Services Managers 415 37 $38.03 Bachelor's degree

29-1051 Pharmacists 368 21 $54.61 Doctoral or professional degree

33-2011 Firefighters 332 29 $17.70 Postsecondary nondegree award

13-1023 Purchasing Agents, Except Wholesale, Retail, & Farm Products 268 27 $24.40 Bachelor's degree

29-2071 Medical Records and Health Information Technicians 266 18 $15.01 Postsecondary

nondegree award

29-2021 Dental Hygienists 240 19 $30.82 Associate's degree

29-1069 Physicians and Surgeons, All Other 203 12 $107.82 Doctoral or

professional degree

29-2012 Medical and Clinical Laboratory Technicians 187 11 $19.41 Associate's degree

13-1041 Compliance Officers 171 20 $22.98 Bachelor's degree

11-9151 Social and Community Service Managers 170 19 $25.55 Bachelor's degree

29-2034 Radiologic Technologists 160 9 $23.42 Associate's degree

13-1051 Cost Estimators 157 18 $26.71 Bachelor's degree

13-1081 Logisticians 154 15 $30.32 Bachelor's degree

31-2021 Physical Therapist Assistants 150 24 $25.08 Associate's degree


STAKEHOLDER THEMES

• Both employers and the community recognize the strengths of the consolidated K-12 school system through to post-secondary education institutions in Clarksville. These strengths work to both attract and retain talent. 58% of employers surveyed partner with a community or technical college and more importantly, several employers seem open to and excited about the opportunities for continued partnering, both with secondary and higher education institutions. Meanwhile, certain soft skills such as communication, and hard skills like computer and math skills remain as areas for continued improvement. These are skills that employers value in high school graduates and for entry level positions, as well as basic job preparedness.

• Austin Peay State University, Tennessee College of Applied Technology, Hopkinsville Community College and Clarksville-Montgomery County School System (CMCSS) educators are willing to collaborate and innovate to deliver workforce development in line with business and economic development goals. Employers during focus groups mentioned opportunities for graduates of programs for industrial arts, general maintenance, programmable logic controller (PLC), and micro/macro electrical systems. Many businesses represented in the focus groups noted a desire to work more closely with educators. It seems likely that success in employer-led collaborative training programs will encourage other employers to participate.

• Manufacturers want to increase the number of high school educators who are well informed about what today’s advanced manufacturing sites and occupations offer to the future workforce, who might then nudge more high school students to consider the field. They are also interested in gaining attention with even younger classes, including junior high school students. And CMCSS has strong career placement efforts that could mesh well with local employers.

• Stakeholders noted a desire to retain more professional and technically trained alumni in the area. 36% of openings in businesses surveyed require an associate’s degree or higher. (21% of openings require a bachelor’s degree or higher).

• 36% of employers surveyed expect to utilize internships more and create apprenticeships.

• A range exists with respect to anticipated automation: some companies have already added significant automation. Generally, businesses expect automation levels to continue increase over the coming years, but perhaps not as rapidly or with as many drastic changes to employment levels as may have been previously thought. Many expect automation to create a demand for higher orders of skills but not to change the overall numbers of workers.

Educational attainment in the area lags that of peer regions. If the lowering of the Labor Force Participation Rate (LFPR) is due in part to an increase in younger cohorts seeking a higher education, especially due to programs such as the Tennessee Promise, then this is a positive development. Currently, however, there seems to be an undersupply of jobs requiring some college or an associate degree. Meanwhile jobs requiring a bachelor’s degree, while still lacking enough qualified candidates, are nonetheless slightly less available for the area while low skill jobs are plentiful. Some forces seem to signify future growth in the middle skilled occupations. This could be supplemented with a targeted attraction approach.

I N D U S T R Y C L U S T E R A N D S U P P L Y C H A I N A N A L Y S I S 6 1

INDUSTRY CLUSTER AND SUPPLY CHAIN ANALYSIS

THE REGION

Clarksville is situated in northwestern Tennessee, within Montgomery County. The region surrounding the city includes Montgomery, Cheatham, Dickson, Houston, Robertson, and Stewart Counties in Tennessee and Christian, Logan, Todd, and Trigg Counties in Kentucky. Together these ten counties comprise the area from which businesses located in Clarksville source local goods and services, and from which they can reasonably expect to draw their workforces. For this reason, the analysis that follows highlights opportunities within the Clarksville MSA, using the greater ten-county region to further

$12.7 billion economy in Clarksville MSA

Five clusters identified for opportunities for growth and diversification: • Chemical Products• Automotive, Aerospace, and Production Technology• Metal Products and Mining• Business Services• Distribution and Electronic Commerce


• Exponential job growth

• Pay 19% more than other jobs

• Business Services contribute the most to the region’s GRP but are not considered a heavy export industry


understand economic development potential. As can be seen in Table 15, the Clarksville MSA’s economy is about 66% of the greater ten-county region. The industries generating the largest market value of all final goods and services produced within the Clarksville MSA are highlighted in Figure 30.

This section of the report provides descriptions and analyses for industry clusters that drive the region’s economy. From these analyses, we can determine the businesses and industry sectors that offer the most potential for growth in Clarksville.

TABLE 15: Gross Regional Product Overview for Economic Region (2016)

NAICS INDUSTRYCLARKSVILLE

MSAMONTGOMERY

COUNTY 10 COUNTY

11 Crop and Animal Production $84,839,649 $38,343,132 $304,344,083

21 Mining, Quarrying, and Oil and Gas Extraction $153,924,325 $142,592,022 $177,087,753

22 Utilities $78,614,014 $51,939,864 $122,522,208

23 Construction $291,231,353 $203,866,548 $673,376,749

31 Manufacturing $1,408,033,810 $476,733,692 $3,281,744,961

42 Wholesale Trade $296,698,504 $187,632,152 $600,179,618

44 Retail Trade $646,678,871 $478,840,862 $1,068,672,619

48 Transportation and Warehousing $183,058,081 $62,698,725 $407,680,439

51 Information $199,091,484 $161,679,595 $286,221,312

52 Finance and Insurance $309,582,133 $207,061,236 $497,324,887

53 Real Estate and Rental and Leasing $284,871,931 $212,299,086 $472,459,266

54 Professional, Scientific, and Technical Services $220,777,575 $122,010,768 $345,615,687

55 Management of Companies and Enterprises $29,307,348 $25,546,951 $98,653,465

56 Administrative and Support and Waste Management and Remediation Services $264,666,108 $153,140,326 $454,305,108

61 Educational Services $53,129,505 $21,332,868 $65,588,160

62 Health Care and Social Assistance $617,067,466 $372,282,374 $923,540,912

71 Arts, Entertainment, and Recreation $28,816,017 $22,684,817 $71,723,295

72 Accommodation and Food Services $284,448,482 $211,781,268 $427,174,952

81 Other Services (except Public Administration) $154,070,571 $102,423,767 $286,317,737

90 Government $5,942,429,888 $844,573,197 $6,654,740,885

- Other Vectors $1,188,463,234 $886,610,539 $2,097,870,201

- Total All Industries $12,719,800,350 $4,986,073,787 $19,317,144,298


INDUSTRY CLUSTERS

Industry clusters are a geographic concentration of industries that share common markets, suppliers, technologies, and workforce needs. Businesses within a cluster benefit from their proximity to shared resources including a skilled workforce, specialized suppliers, infrastructure, and a localized base of sophisticated industry knowledge about their industry. Each cluster has a high level of economic integration and interdependency. Industry cluster analysis highlights the strengths and weaknesses of different industries within a region and shows where focus needs to be placed to encourage growth. To determine industry clusters, we assess job growth, regional specialization, contribution to GRP, and location quotient (discussed below), among other factors.

When analyzing industry clusters, one measure of cluster viability is its ‘location quotient’ (or LQ). The LQ for a particular industry measures its share of an area’s employment compared to its share of employment at the national level. For example, a LQ of 2.0 indicates that an industry accounts for twice the share of employment in the area than it does nationally, and a LQ of 0.5 indicates that an industry’s share of employment is only half the national average. Industries with a high relative concentration—or high LQ—are said to be specialized in a region.

In Clarksville, the metal products and mining cluster has a very high concentration—38 LQ. This means that in Clarksville, metal products and mining is 38 times more concentrated than would be expected in another economy of similar size (see Figure 30).

For the supply chain analysis that follows, we consider the following five clusters:

• Chemical Products

• Automotive, Aerospace, and Production Technology

• Metal Products and Mining

• Business Services

• Distribution and Electronic Commerce

Each cluster represents opportunities for growth and diversification for the Clarksville economy as well as opportunities for regional businesses to diversify their market base. Table 16 summarizes projected employment growth for each cluster and its corresponding location quotient. Many of the clusters selected are growing faster than the Clarksville economy as a whole, with projected job growth rates as high as 22% per year for the next 5 years (versus overall county average job growth of 4% per year). The jobs in these clusters pay, on average, 19% more than other jobs.


FIGURE 30: Industry Cluster Performance, Clarksville MSA

TABLE 16: Industry Clusters Performance Trends, Clarksville MSA (2016-2021)

INDUSTRY CLUSTER EMPLOYMENT

% PROJECTED CHANGE (ANNUAL AVERAGE RATE OF

GROWTH)CONCENTRATION

(LQ)AVERAGE

EARNINGS TOTAL SALES

GROSS REGIONAL

PRODUCT (GRP)ESTAB-

LISHMENTS

2016 2021 2016-2021 2016 2016 2016 2016 2016

Chemical Products 94 115 22% 4.8 $78,952 $68,436,756 $17,646,466 2

Automotive, Aerospace, and Production Technology

5,330 5,384 1% 20.7 $62,214 $2,074,101,660 $549,721,049 21

Metal Products and Mining 1,889 1,788 (5%) 38 $68,869 $729,181,378 $326,957,963 30

Business Services 6,437 7,225 12% 5.5 $52,869 $956,588,471 $599,419,218 552

Distribution and Electronic Commerce

3,491 3,690 6% 1.4 $57,674 $636,877,556 $380,680,012 243

Total of Target Clusters 17,241 18,202 6% $58,626 $4,465,185,821 $1,874,424,708 848

Total Clarksville MSA 124,880 129,555 4% - $49,431 $31,286,440,392 $11,531,337,116 4,950

Total Clusters as % of Clarksville MSA

14% 14% - - 119% 14% 16% 17%

45

40

35

30

25

20

15

10

5

0

–5–10% –5% 0% 5% 10% 15% 20% 25% 30%

Metal Products & Mining


Loca

tion

Quo

tient

Job Growth (2016-2021)

Distribution and Electronic

Commerce

Business Service

Chemical Products

Important growth industriesImportant industries that may require attention

Emerging industries

Bubble size represents Jobs in 2016


SUPPLY CHAIN ANALYSIS

Supply chain analysis is a process by which the inputs and outputs of an area’s industry clusters are evaluated—which goods and services are being bought and sold, in what quantities, and where they are being bought from or sold to. The analysis can help identify the different types of businesses that comprise an industry cluster and, most importantly for economic development, can identify segments of the supply chain that may be absent from a particular region. These supply chain gaps, as they’re known, can represent opportunities for new development that can strengthen existing industry clusters and may support other non-related industries in the region as well.

Table 17 shows in-region sales and exported (out-of-region) sales for each industry cluster. This is useful for understanding how much revenue a cluster is bringing into the region through its sales of goods and services outside of the region. Industries that predominantly export their products bring new money into the economy, which in turn drives other regional businesses. Automotive, aerospace, and production, for example, sells 93% of its products outside of Clarksville, bringing an estimated $1.9 billion in sales into the region.

Table 17, on the next page, also shows the total demand in Clarksville for the goods and services offered by each industry cluster. This is the demand by Clarksville residents and businesses for the products and/or services produced by that industry cluster — regardless of whether the products or services are actually produced by companies within the region. Furthermore, the table shows how much of local demand is met by companies within the region and how much of local demand is met by importing from other regions. This comparison helps determine opportunities to expand local businesses’ shares of local demand. For example, if only 10% of regional demand for a product is being met by regional companies, this table will quantify the value of the remaining 90% of demand that could be met by regional companies.

Table 18 shows the purchases of services and manufactured goods, respectively, made by businesses in the Clarksville MSA. This information helps quantify the supply chain needs of businesses within the county. By comparing the proportion of supply chain needs met by companies within the region to the proportion met by importing goods and services from outside the region we can identify potential opportunities for new development. In reviewing the above data, certain industry clusters may be better targets for economic development efforts than others. Certain clusters, such as primary metal manufacturing and fabricated metal products, are strong in the region but primarily export their products while at the same time, other companies are heavily importing products from these same industry clusters. For metal products, for example, only 7% of production is sold within the region, while simultaneously, all businesses within the region import about 61% of their needs (Table 17).

Table 18 shows more detailed industry sectors that have potential to sell more of their goods and services within the region. Metal products (both primary and fabricated) are heavily imported by Clarksville businesses, yet these sectors are also well-represented within the area. Many of the industry sectors shown in Table 18 are sectors that commonly sell to other businesses—such as management services, transportation, wholesale services, and manufacturing that supports other manufacturing businesses (such as machinery manufacturing).


INDUSTRY CLUSTER

GROSS REGIONAL

PRODUCT (GRP) TOTAL SALES

% IN-REGION

SALES

% EXPORTED

SALES TOTAL DEMAND

% DEMAND MET

IN-REGION

% DEMAND MET BY

IMPORTERS

Chemical Products $17,646,466 $688,436,756 5% 95% $33,144,760 11% 89%

Automotive, Aerospace, and Production Technology $549,721,049 $2,074,101,660 9% 91% $983,337,004 20% 80%

Metal Products and Mining $326,957,963 $729,181,378 7% 93% $127,788,909 39% 61%

Business Services $599,419,218 $956,588,471 33% 67% $2,079,908,456 15% 85%

Distribution and Electronic Commerce $380,680,012 $636,877,556 36% 64% $959,266,570 24% 76%

Total of Target Clusters $1,874,424,708 $4,465,185,821 18% 82% $4,183,445,699 22% 78%

Total Clarksville MSA $11,531,337,116 $31,286,440,392 13% 87% $25,857,695,290 17% $83%

Total as % of Clarksville 16% 14% - - 16% - -

CLARKSVILLE MSA KEY INDUSTRIES (2016)

2016 GRP $17,646,466

2016 Total Sales$68,436,756

2016 Total Demand$33,144,760

5% In Region95% Exported

11% In Region89% Imported

95+5O89+11O2016Demand

Chemical Products

2016Sales

2016 GRP $549,721,049

2016 Total Sales$2,074,101,660

2016 Total Demand$983,337,004



91+9O80+20O2016Demand


2016Sales

2016 GRP $326,957,963

2016 Total Sales$729,181,378

2016 Total Demand$127,788,909



93+7O61+39O2016Demand

Metal Products and Mining

2016Sales

2016 GRP $599,419,218

2016 Total Sales$956,588,471

2016 Total Demand$2,079,908,456

33% In Region

67% Exported

15% In Region

85% Imported

67+33O85+15O2016Demand

Business Services

2016Sales

2016 GRP $380,680,012

2016 Total Sales$636,877,556

2016 Total Demand$959,266,570

36% In Region

64% Exported

24% In Region

76% Imported

64+36O76+24O2016Demand

Distribution and Electronic Commerce

2016Sales

TABLE 17: Industry Clusters Performance Trends—Sales and GRP, Clarksville MSA (2016)

TABLE 17: Key Industry Clusters


TABLE 18: Purchases of Services by Clarksville MSA Businesses from Other Local Businesses or from Businesses Located Outside of the MSA (2016)

2016 DEMAND FORDEMAND MET

IN-REGION% DEMAND MET

IN-REGIONDEMAND MET

BY IMPORTS% DEMAND MET

BY IMPORTS TOTAL DEMAND

Management of Companies and Enterprises $2,459,489 1.3% $183,668,042 98.7% $186,127,532

Fabricated Metal Product Manufacturing $9,504,039 5.4% $165,267,656 94.6% $174,771,695

Transportation Equipment Manufacturing $47,974,814 30.5% $109,524,703 69.5% $157,499,517

Primary Metal Manufacturing $10,274,004 6.9% $139,434,751 93.1% $149,708,754

Machinery Manufacturing $25,392,747 20.6% $97,754,498 79.4% $123,147,246

Professional, Scientific, and Technical Services $17,388,081 14.4% $103,257,203 85.6% $120,645,284

Merchant Wholesalers, Durable Goods $13,395,454 13.6% $85,284,935 86.4% $98,680,389

Plastics and Rubber Products Manufacturing $4,364,528 5.3% $78,618,237 94.7% $82,982,765

Chemical Manufacturing $4,011,410 5.1% $74,704,434 94.9% $78,715,844

Administrative and Support Services $20,717,444 27.1% $55,659,335 72.9% $76,376,779

Credit Intermediation and Related Activities $10,172,184 15.6% $54,908,035 84.4% $65,080,219

Merchant Wholesalers, Nondurable Goods $10,140,130 16.2% $52,398,933 83.8% $62,539,063

Real Estate $7,338,101 12.0% $53,589,214 88.0% $60,927,315

Mining (except Oil and Gas) $6,483,415 11.7% $48,809,998 88.3% $55,293,414

Securities, Commodity Contracts, Other Fin. Investments and Related Activities

$7,390,936 16.4% $37,700,668 83.6% $45,091,604

Insurance Carriers and Related Activities $4,571,273 10.2% $40,386,883 89.8% $44,958,157

Truck Transportation $14,969,798 36.8% $25,708,984 63.2% $40,678,782

Wholesale Electronic Markets and Agents and Brokers $7,566,374 18.7% $32,958,710 81.3% $40,525,085

Electrical Equipment, Appliance, and Component Manufacturing $92,414 0.4% $23,094,997 99.6% $23,187,411

Telecommunications $1,588,986 8.4% $17,388,031 91.6% $18,977,017

All Other $81,793,880 20.2% $368,866,101 79.8% $450,659,981

Total of Target Services (Except All Other) $225,795,623 13.8% $1,480,118,249 86.2% $1,705,913,872

Total Clarksville MSA $307,589,502 18.8% $1,848,984,351 81.2% $2,156,573,853

Total Target Services (Except All Other) as % of Clarksville 73.4% 80.1% 79.1%


STAKEHOLDER THEMES

Clarksville enjoys an economy with a strong manufacturing base and the presence of a large diversity of typical supply chain industries. Local businesses export a large share of their production, which brings outside money into the economy. Conversely, however, local businesses depend heavily on imported goods and services. This represents opportunities for local businesses to diversify their customer base by selling more to each other.

• Cluster industries represent only about 15% of the total economy, which indicates a highly diverse economy.

• Clarksville has well-developed and appealing industrial parks and commercial properties with high quality occupants and room for growth.

• There is a shortage of office space, particularly Class A office space. Further developments of this type of property could help attract corporate investment that would provide for higher technology-based jobs.

P E E R R E G I O N A N A L Y S I S 6 9

PEER REGION ANALYSIS

Clarksville is comparable to several geographies and cities using a variety

of factors and specifications. Because of this, there are multiple ways to

go about benchmarking to find the most compatible peer regions for

Clarksville.

In this study, two different approaches were employed to determine Clarksville peer regions. The first was to determine peer regions based on geographical factors, specifically a smaller sized city, like Clarksville, and its proximity to a larger city. The focus for this first effort was to benchmark Clarksville’s geographical location in relation to Nashville, two other pairs of smaller sized cities and their larger counter parts were determined. From there, a duo region peer region analysis was conducted.

The second method was to use the individual demographic and economic traits of Clarksville as a benchmark against other cities in the U.S. Using this method, unique emphasis was put specifically on population, GRP, and the manufacturing sector’s characteristics to find peer regions that have similar regional traits and growth trends as those in Clarksville.

Most Similar Peer Regions (in terms of jobs, share of manufacturing, and GRP)

• Duo Peer Regions: Topeka and Kansas City, Kansas

• Individual Peer Regions: Rochester, Minnesota

All of the peer regions have a higher share of population who hold a bachelor’s degree or higher.



DUO PEER REGIONS

The duo peer region analysis brought forth two duo peer regions. Those peer regions are Tuscaloosa and Birmingham, Alabama, and Topeka and Kansas City, Kansas. Each cities economy has been broken out in Table 19. Here we can view industry and demographic similarities based on economic traits and trends. One trend that stands out is the low cost of living across all duo peer regions. All but two are below the national average (100) and the two above it (Birmingham and Kansas City) are within a single decimal point of being the national average. Because of this, it can be assumed that each of these cities are relatively affordable places to live, which adds to the spending power for people living in any of these cities. A lower cost of living can make an area more attractive to business and talent alike.

A benchmark variable used throughout this study was the percentage of GRP that is made up of manufacturing industries and the amount of manufacturing jobs each of these regions have. Using the same citiess as above, data for manufacturing for each city is shown in Table 20.

The percentage of manufacturing that contributes to total GRP in Clarksville is 11.1%. The two cities comparable in size, Tuscaloosa and Topeka, have manufacturing industries that make up 38.0% and 9.3% of their GRP. This suggests that Clarksville has more in common from a manufacturing standpoint with Topeka, rather than Tuscaloosa. Likewise, Nashville is more comparable with Kansas City, 11.1% and 12.8%, than with Birmingham, 7.9%. That being said, there is much to be gained in studying the Tuscaloosa manufacturing sector. Job growth in the Tuscaloosa manufacturing industry was 3.1% from 2016 to 2017, verses manufacturing job growth in Clarksville and Topeka, of 0.2% and 0.1% respectively.

TABLE 19: Duo Peer Regions, MSAs, All Industries

MSA DUOSPOPULATION

(2017)

TOTAL INDUSTRY

JOBS (2017)

CURRENT AVERAGE

EARNINGSCOL

INDEX

BACHELOR’S DEGREE OR

HIGHER % GRP

Clarksville 285,375 126,375 $49,431 94.8 13.4% $12,719,800,350

Nashville 1,895,156 1,033,229 $59,589 99.6 21.4% $113,579,180,412

MSA Combination from Tennessee 2,180,532 1,159,604 $58,482 99.1 20.4% $126,298,980,762

Tuscaloosa 243,350 112,163 $49,620 95.8 15.7% $11,849,195,973

Birmingham 1,151,214 545,238 $57,271 100.4 19.1% $58,679,143,952

MSA Combination from Alabama 1,394,565 657,402 $55,966 99.6 18.5% $70,528,339,926

Topeka 232,990 121,824 $50,451 98.7 18.3% $10,537,398,969

Kansas City 2,119,174 1,142,475 $59,788 100.9 23.1% $120,976,430,762

MSA Combination from Kansas 2,352,164 1,264,299 $58,888 100.7 22.6% $131,513,829,731

Source: Emsi


TABLE 20: Duo Peer Regions, MSAs, Manufacturing Industries

MSA DUOS JOBS (2016) GRP, FROM MFG NAICS MFG AS % OF ECONOMY

Clarksville 10,841 $1,408,033,810.40 11.07%

Nashville 82,840 $12,604,757,896.00 11.10%

MSA Combination from Tennessee 93,680 $14,012,791,706.40 11.09%

Tuscaloosa 15,996 $4,506,959,280.33 38.04%

Birmingham 38,154 $4,648,519,648.17 7.92%

MSA Combination from Alabama 54,150 $9,155,478,928.50 12.98%

Topeka 7,412 $974,241,236.15 9.25%

Kansas City 78,303 $15,493,198,200.60 12.81%

MSA Combination from Kansas 85,715 $16,467,439,436.75 12.52%

Source: Emsi


INDIVIDUAL PEER REGIONS

The other portion of this report focused on population, GRP, and manufacturing industries for cities to be compared solely with Clarksville. Clarksville was benchmarked against all other cities in the U.S., using the previously mentioned parameters and the following algorithm. Let x = desired economic unit of comparison and y = the Clarksville equivalent of that economic unit of comparison and z = the solution. Where (x/y) – 1 = z, 1 – (ABS (z)) = i, where i = an index between 0.00 and 1.00, where 1.00 is the best possible outcome and 0.00 is the worst. These formulas were tailored to place all the weight of comparison on Clarksville. The nearer the solution to 1.00, the more similar a region is to Clarksville.

Per these requirements, and the individual industry specifications of Clarksville, 5 peer regions were found. Table 21 is set up much like Table 19, as it compares all industries within all the peer regions with those in Clarksville. Likewise, Table 22 is set up in the same fashion as Table 20, as it shows data for the manufacturing industries when comparing peer regions to each other.

TABLE 21: Individual Peer Regions, Cities, All Industries

CLARKSVILLE, TN-KYELKHART-

GOSHEN, IN PEORIA, ILKALAMAZOO-

PORTAGE, MI HUNTSVILLE, AL ROCHESTER, MN

R E G I O N A L OV E RV I E W

Population (2016) 282,353 203,784 376,250 336,865 449,721 215,887

Population Change % 7% 3% (1%) 3% 6% 4%

Total Industry Jobs (2016) 124,880 135,275 182,469 152,106 234,447 124,433

Total Industry Jobs Change %

2% 21% (4%) 7% 7% 7%

Bachelor’s Degree or Higher %

13.4% 11.5% 18.2% 20.0% 24.4% 24.1%

Current Avg.Earnings $49,431 $54,466 $60,722 $56,469 $65,392 $62,030

COL Index 94.8 94.8 101.5 94.6 100.2 103.8

COL Adjusted Current Avg. Earnings

$52,033 $57,333 $59,532 $59,441 $65,392 $59,644

GRP (billions) $12.72 $12.74 $19.59 $15.42 $24.44 $11.76

Source: Emsi


Elkhart-Goshen, IN

This region has a substantially larger manufacturing industry than Clarksville, as manufacturing makes up almost 50% of the regions total GRP. However, Elkhart-Goshen has the smallest number of graduates with a bachelor’s degree or higher at 11.5%. Clarksville is ranked second to last in this category with only 13.4% of the population having attained a bachelor’s degree or higher. Elkhart, in fact, was chosen as a peer region to identify factors Clarksville may want to move away from. Despite Elkhart-Goshen having a strong manufacturing sector, the educational attainment that Clarksville should look to attain will be more in line with Huntsville at 24.4% and Rochester 24.1%.

Peoria, IL

As with Elkhart-Goshen, Peoria has a larger manufacturing sector than Clarksville, however, unlike Elkhart-Goshen (and Clarksville), the percent of the population with a bachelor’s degree is much higher at 18.2%. The average wage is another significant difference, being $60,722 in Peoria and only $49,431 in Clarksville. That being said, the COL index for Peoria is 101.5, which is much higher than Clarksville 94.8. The COL index is an element Clarksville can use to differentiate itself from its peer regions when attracting both business and talent. This also puts the wage difference on a more level field. Meaning, despite Peoria having higher wages, Clarksville wages have more purchasing power.

Kalamazoo-Portage, MI

Despite being much larger than Clarksville in populations, jobs, and GRP, Kalamazoo-Portage has a COL index of 94.6 which is almost identical to that of Clarksville at 94.8, and is the lowest of all the peer regions. Kalamazoo-Portage also has a higher average wage ($56,469) and the third highest percent of the population with a bachelor’s degree or higher (20%) of all the peer regions. Kalamazoo Promise started approximately a decade before Tennessee Promise. This program possibly provides Clarksville an opportunity to catch up with its peers. Kalamazoo-Portage manufacturing industries grew at 0.8% between 2016 and 2017. The region’s manufacturing industries account for 23.74% of the total GRP and account for over 24,000 jobs, signaling a strong manufacturing sector.

TABLE 22: Individual Peer Regions, Cities, Manufacturing Industries

CLARKSVILLE ALONE MANUFACTURING JOBS GRP MFG AS % OF ECONOMY

Clarksville 10,841 $1,408,033,810.40 11.07%

Elkhart-Goshen, IN 63,183 $6,272,356,016.12 49.22%

Peoria, IL 22,717 $5,181,716,439.76 26.45%

Kalamazoo-Portage, MI 21,307 $3,660,257,877.54 23.74%

Huntsville, AL 24,321 $3,376,249,633.34 13.82%

Rochester, MN 10,772 $1,400,394,289.85 11.91%

Source: Emsi


Huntsville, AL

The Huntsville, AL, peer region is the largest of all the selected peer regions in terms of population and GRP. However, it is second in relation to Clarksville in regards of manufacturing as a percentage of GDP. The percent of the population with a bachelor’s degree is the highest of any of the peer regions at 24.4%, a full 11% higher than Clarksville. When compared to Clarksville, Huntsville has a COLI that is 5.4 points higher, at 100.2. However, it is only two percentage points away from the national average (100.0), meaning the current average earnings in Huntsville are an accurate representation of how much the wages are actually worth in the area.

Rochester, MN

Of all the peer regions, Rochester, MN, is the most similar to Clarksville. Rochester’s total industry jobs, GRP, and manufacturing as a percentage of GRP are all within a few percentage points of Clarksville. Rochester’s current average industry earnings are almost 13,000 dollars more than Clarksville current average earnings, however, the COLI in Rochester is almost a full ten points higher than in Rochester, 103.8, giving it the highest cost of living of all the peer regions. Rochester has one key advantage on Clarksville, this is the percent of the population with a bachelor degree or higher (24.1%). This is almost a full 11% higher than the percentage of the population with a bachelor’s degree in Clarksville. The Rochester peer region is one Clarksville can find similarities with and look for strategies to help increase the percentage of the population with a bachelor’s degree of higher.

CORPORATE INVESTMENT

YEAR COMPANY INVESTMENT (MILLIONS $) JOBS NEW OR EXISTING

2012 Bridgestone Metalpha 75.0 52 Existing

2012 Agero 8.2 500 New

2012 Florim USA 60.0 33 Existing

2013 Akebono Brake 82.0 94 Existing

2014 Hankook Tire 820.0 1800 New

2014 Shiloh Industries 20.0 150 New


2015 Google 600.0 70 New

2015 Esquire Wire 1.8 60 Existing

2016 Nam Yang USA 3.0 10 New

2016 Verstraete IML USA 20.0 59 New

2017 LG Electronics 252.0 600 New

R E C O M M E N D A T I O N S 7 5

RECOMMENDATIONS

INCREASE COMMUNICATION AND COLLABORATION

Clarksville has an active Area Chamber of Commerce, the Economic Development Council, the Industrial Board, Workforce Essentials, and military transition programs. Together, these provide great regional cooperation and collaboration. Nonetheless, during the focus groups and interviews, companies expressed interest in working more closely with educators. Requesting corporate support for specific programs, events, school activities, and community efforts can draw commitment from the multinational companies with local operations. One model for doing this is the North Louisiana Partnership’s effort in strengthening alignment between industry, education and workforce development. A best practice is to attract industry champions to provide leadership for such groups as well as administrative, technical and advocacy support.

Another area for more interaction could be in discussing the vision for the community from a large variety of perspectives. The need for this can be seen in the downtown redevelopment and riverfront development efforts. Both areas (downtown and the riverfront) offer considerable possibilities for development. Intractable disagreements or political wrangling could stall development or alienate the broader community. One strategy to include more people—particularly educators and manufacturers—could be to facilitate more discussions, activities, fundraising, etc., all focused on building excitement and commitment to redeveloping these prime locations in Clarksville.

Create a platform where industry can be the leader in partnering with education and government to tackle workforce issues that are inherent to all. An industry-led group to meet on task-oriented issues will not only push workforce to the forefront but will provide long-term benefits to the region. We suggest finding a reputable business leader to be the industry champion and have them spearhead the group and discussion. The group will list workforce issues and see if there are any underlying solutions to provide this new “Workforce Development Task Force.” The group will meet monthly (to keep momentum) until the task is complete. Once completed, if there are no other issues, the group can disband until another issue arises—keeping in mind not to waste the time of industry partners. At this time, the group should be comfortable with each other to be able to reorganize and regain traction when needed. Other efforts that can help improve communication, collaboration, and awareness of what manufacturing has to offer could include:

• Reverse career fair• Manufacturing week• Hands-on field trips• Career day: engage students and educate them about the career opportunities within skilled

trade industries. Students get the opportunity to talk with local business owners to learn about the many different careers our community has to offer.

• Leverage recently retired manufacturers to build relationship with college and industry


• Best practice: Sector Partnership Model: http://www.sectorstrategies.org/toolkit/introduction• Best practice: Technical high school• Connecting industry to classroom (people in industry can talk to students about careers). Best

practice: Nepris https://www.nepris.com/• Best practice: Diploma Pathway (Louisiana legislation): http://www.louisianabelieves.com/

courses • Best practice: See Cincinnati’s Agenda 360 as a model for conducting a results-driven Strategic

Planning initiative. http://www.cincinnatichamber.com/agenda360/#.WirH80qnFPY

Areas to increase interactions and communication:

• Military and manufacturers• Industry and education• Entrepreneurs and everybody• Developers and the broader community• Nashville businesses and Clarksville companies

ATTRACT OR GROW MORE CREATIVE AND TECHNOLOGY-BASED JOBS AND INVESTMENT

Clarksville has a strong and growing economy with a significant base of manufacturing jobs. We recommend that a next step to build and grow the economy is to focus on increasing technology-based activity. Manufacturing communities that better withstand the highs and lows of manufacturing tend to have about 30% of “white collar” manufacturing jobs and 70% plant jobs. For the Clarksville employers that we interviewed, the ratio of “white collar jobs” to plant jobs is about 10% and 90%. “White collar” work includes engineering, design, research and development, applied research, technology transfer efforts, headquarter work in accounting, legal, marketing, etc. Production-based economies with a healthy mix of creative work (such as in R&D, engineering, and design) tend to also have a high rate of business start-ups and entrepreneurial activity. Attracting more technology-based work will provide upward career mobility and more variety in higher-skilled work to retain graduates of local schools such as Austin Peay State University.

Many large companies have significant manufacturing operations in Clarksville. Working with them to understand what they require to bring more technology work to the area could quickly bring in new investment. For example, Hankook intends to have multiple phases of investment that could include proving grounds. This could a foundation to build on and to demonstrate Clarksville’s potential to other manufacturers. Manufacturing firms foster and incubate tinkerers, inventors, fixers, and engineers. Much innovation and entrepreneurial activity in industrial economies stems from employees who solve a problem, and then take that solution and create a company. Technology attraction efforts can include:

• Provide Class A office space• Foster industry support of education initiatives such as robotics clubs, STEM competitions,

executives in the classroom• Create technology transfer activities with formal channels between post-secondary schools

and industry


• Encourage engineering internships• Develop shared space R&D facilities and makerspaces• Offer grant-writing assistance for educators and entrepreneurs (SBIR grants, for example)• Work closely with the larger manufacturers already located in Clarksville • Increase interaction with post-secondary institutions on developing STEM programs, lab

space, corporate advisory committees• Support entrepreneurial activity (business plan assistance, micro-grants, mentors, co-working

spaces) • Host match-making events for Nashville and Clarksville companies—Best practice: Pure

Michigan Business Connect. https://www.michiganbusiness.org/pmbc/

DEVELOP TARGETED AND HIGHLY VISIBLE STRATEGIES TO RETAIN EXITING MILITARY PERSONNEL

Dr. Fred Mael wrote a study in May, 2017, that is comprehensive in suggestions and ideas for retaining and transitioning people based at Fort Campbell who are separating from the military.1 Using these suggestions, as well as the many programs available to understand how military occupations and skills translate into the civilian labor force will guide stakeholders in supporting exiting military.

From his study for Fort Campbell, Dr. Mael found evidence that transition remains difficult for many veterans and families. A variety of reasons for this are suggested, such as mismatch of skills to civilian employer requirements, mistranslation of skills, negative perceptions from both parties regarding the other (soldier and civilian employer), veteran stress at “starting over”, and often immediate financial loss for the veteran and family (usually stemming from loss of significant benefits in housing and other financial support provided by the military).

Dr. Mael’s study highlights the factors that contribute successful transition from military to civilian labor force, which include:

• Personality• Family influences• Age/experience• MOS (military occupation)• Personal characteristics• Leader attitudes• Accepting loss of status and power• Patience• Adaptability• “All in”• A realistic transition time frame• Openness to networking

1 Mael, Fred, Ph.D. (2017). Veterans to Workplace: Keys to Successful Transition. Baltimore, Maryland: Mael Consulting.


• Openness to information seeking• Realistic job search preview• Resume preparation• Interview preparation

He suggests that programs and counseling efforts can enhance these traits for exiting soldiers. Furthermore, Dr. Mael’s study highlights efforts that employers and workforce and economic developers can do. These include:

• Employer programs to facilitate social integration and workplace friendships• Mentoring in the workplace• Protocol for onboarding veterans• Educate hiring managers

For government and agencies

• Programs and tax incentives to hire veterans• Coordinated efforts to better link veterans with employers• Understand best practices by states and companies• Classification system for job search readiness• Track new veteran hires and identify critical junctures• Identify/adapt relevant networking training• Make case for preferring hiring veteran’s spouses

CREATE AN IMPLEMENTATION PLAN

Two studies, one from 2009 and the other from 2013, were conducted to provide economic development implementation strategies.23 These thorough reports can provide the basis for updating the next steps to take in ensuring that Clarksville-Montgomery County maintains a strong workforce, education system, and quality of life for its citizens. Since these studies, significant progress has happened in the development of the Clarksville economy—particularly regarding record levels of corporate investment, job creation, and investment in education. But many of the findings that led to the strategies suggested remain true today. Some of these (as taken from these earlier reports) include:

Strengths

• Fort Campbell • Geographic location near Nashville, Interstate 24 and within a six hour drive of four major cities• Austin Peay State University • Small-town feel with a good quality of life • Great place to raise a family • Consolidated city and county public school system • A growing and diverse population • Cumberland River and the new riverfront development

3 A Labor Market Assessment for the Fort Campbell Region. Austin, Texas: TIP Strategies. 2013.


• Numerous golf courses in the area • Local attractions such as Customs House Museum, historic Collinsville, and the Beachaven

Winery• Leadership in the community • Affordable land and labor

Weaknesses

• Lack of identity and long-term vision for the future • Infrastructure has not kept up with rapid growth• Lack of master plan for development• Need for more involvement in leadership roles by younger residents• Lack of consolidated government• Need for more amenities for residents such as parks, trails, cultural events, higher-end retail

stores and non-chain restaurants• Under-utilization of Cumberland River area• Challenge to fund new schools due to rapid growth

Recommendations

• Creation of a long-term vision and master plan for development, particularly with regard to infrastructure improvements

• Consolidation of city and county governments• More involvement of younger residents in leadership roles and economic development activities• Stronger partnership with Austin Peay State University• Continued development of the riverfront area and marina• Establishment of more amenities for residents such as parks, trails, cultural events, higher-end

retail stores and non-chain restaurants


CONCLUSION

The greater Clarksville region is a place young families choose to live with

an increasing number of millennials settling in to this rapidly growing region

in middle Tennessee. The area has benefitted from strong population and

job growth and significant corporate investment.

With 3,000 businesses around Montgomery County and growing rapidly, it is critical the conversation around workforce continues. This could be realized by building on partnerships between government, education, business, and industry. To achieve success, business and industry need to lead the discussion and be more involved in education at ground level.

Despite the rapid growth in population and the number of jobs, income and education levels are lower than in nearby regions. On a positive note, the share of working age population in the labor force is significantly higher than the national average and the median age, at 29, is quite low (the median age for the state and nation is 38). This bodes well for labor force growth and skills improvements. The younger age cohorts are more likely to take on additional skills training, but these are also the age cohorts with the highest job turnover. Turnover raises concerns for business and industry as they struggle to find skilled workers, particularly for entry-level positions. Manufacturers cited competition in the market for workers and lack of soft skills as the largest contributing factors in their difficulties to find the workers they need.

Registered nurses, teachers, and managers are the occupations with great potential (most abundant, high wage, and projected high growth) over the next five years. Clarksville and Montgomery County are a hotbed for teachers as higher education institutions strive to fill the education gaps. A source of filling such in-demand jobs are the roughly 400 military personnel exiting Fort Campbell each month that the region has been struggling to tap into and identify with. The military experience or capabilities that translate into the civilian workforce these individuals possess (sometimes with some additional education and training needed) include management skills, health care, truck drivers, technicians, and mechanics. However, training institutions are already having a difficult time keeping up with demand from business for these positions, let alone the influx of exiting military needs. The solution is more complex. Exiting military may have different expectations for work than area businesses may provide—both in compensation and the civilian workplace style.

In addition, the projected growth is such that stakeholders will need to strategically plan their next steps to stay aligned with current business and industry needs and partner with education and training institutions all while keeping future growth opportunities at the forefront. There are a multitude of opportunities for additional growth through expansion of regional industry supply chains, as examined in this report. Furthermore, important existing industries may need attention such as metal manufacturing, nonmetallic manufacturing, textile product mills, and nursing care facilities. While other emerging industries will require support from educators, workforce and

C O N C L U S I O N 8 1

economic development professionals to help them prosper as well. These emerging industries include distribution and electronic commerce, truck transportation, merchant wholesalers, and professional services.


APPENDIX I: CORPORATE SUPPORT

• A.O. Smith Corporation

• Agero

• Ajax Distribution

• Akebono

• Avanti

• Boothill Blades

• Brazeway

• Bridgestone Metalpha USA Inc.

• Budweiser of Clarksville

• Cargo Partner

• Clarksville Foundry Inc.

• Constantina/Verstraete

• Convergys

• Dorman Products, Inc.

• Electrolux

• Esquire Wire

• Florim USA

• Frontier Basement Systems

• Google

• Grupo Antolin

• Hankook Tire

• Hendrickson Trailer

• Jenkins & Wynn

• Jostens

• LG Electronics

• Lowe’s

• Legends Bank

• Mildred and Mable’s

• Morgan Contractors

• Nashville State Community

College

• Nyrstar Clarksville Zinc Plant

• Oldcastle Adams

• Premier Medical

• Progressive Directions

• Purity Zinc

• Rainbow, Inc.

• Red Knight Distribution

• Shiloh Industries

• Source Chiropractic

• Thrive Creative Group, LLC

• Trane

• U.S. Bank

• Vulcan Materials Company

• Winn Materials

• Wyatt Johnson

Many companies, listed here, participated in focus groups, interviews, and

electronic surveys. We appreciate their time and assistance.


CORPORATE INVESTMENT

YEAR COMPANY INVESTMENT (MILLIONS $) JOBS NEW OR EXISTING

2012 Bridgestone Metalpha 75.0 52 Existing

2012 Agero 8.2 500 New

2012 Florim USA 60.0 33 Existing


2014 Hankook Tire 820.0 1800 New

2014 Shiloh Industries 20.0 150 New


2015 Google 600.0 70 New

2015 Esquire Wire 1.8 60 Existing

2016 Nam Yang USA 3.0 10 New

2016 Verstraete IML USA 20.0 59 New

2017 LG Electronics 252.0 600 New

APPENDIX II: INVESTMENT IN CLARKSVILLE-MONTGOMERY COUNTY


APPENDIX III: CLARKSVILLE-MONTGOMERY COUNTY EDC BUSINESS SURVEY

The Clarksville-Montgomery County Economic Development Council (EDC) seeks your input. The Clarksville-Montgomery County EDC is creating a comprehensive labor analysis to understand the current workforce and employer needs within Clarksville-Montgomery county and the surrounding region. We are commissioning Economic Modeling Specialists (Emsi) to assist us with the research, data gathering, and labor market analysis. As part of that process, Emsi is conducting a targeted survey to help identify initial thoughts regarding what labor assets and workforce challenges are present in the Clarksville-Montgomery County region. All survey responses will remain anonymous.

We are asking for your assistance in starting that discussion by taking a few minutes to fill out this survey.

1) What industry best matches your business?12+6+36+85+6+6+6+6+12+6+6+12Mining, Quarrying, and Oil and Gas Extraction

Utilities

Construction

Manufacturing

Wholesale Trade

Retail Trade

Information

Real Estate and Rental and Leasing

Health Care and Social Assistance

Arts, Entertainment, and Recreation

Accommodation & Food Services (e.g. restaurants, hotels, etc.)

Other Services (e.g. automotive repair, personal care services, etc.)

6.1%

3.0%

18.2%

42.4%

3.0%

3.0%

3.0%

3.0%

6.1%

3.0%

3.0%

6.1%

As part of the effort to reach as many Clarksville businesses as possible, an electronic survey was conducted. Survey questions and the responses received are shown below.


2) Is your firm in one of the following sectors?

3) What zip code is your business in?

37040, 37041, 37042, 37043

4) Does your company have difficulty finding qualified candidates to fill vacant positions?

74.2% Yes25.8% No

5) Please fill in the number of employees at your firm at each of the following levels: (e.g. Full-time = 40; Part-time = 20; Contract = 10) NOTE: totals from all responses.

Full-time: 4,438Part-time: 440Contracted: 526

6) Please identify the skills or educational requirements your firm uses in evaluating candidates (check all that apply):

52% Technical Training (including certifications)70% Prior Related Experience42% Recruit for a Specific Technical Skill15% Education Level Achievement – Associate’s Degree21% Education Level Achievement – Bachelor’s Degree42% Company provides On-the-Job Training21% Other - Write In: CDL Drivers License, Attitude, HS Diploma, WorkKeys Testing, Not hiring,

Interview, Background checks, Drug screens, Clean driving history

OTHER (Write-in):• Apartment Rentals• Broadband / Telecom

Utilities• Construction• Electrical installation• Excavation, demolition.• Glazing• Hospitality• Non-Profit Community

Services• Strobe lighting repair• Aggregate hauler• Wholesale distribution9+39+3+3+10+36+G35.5%

Write In

9.7%Automobile and

Related Manufacturing

38.7%Other (Non-Auto)

Manufacturing

3.2%Information/Technology

3.2%General Warehousing Distribution

9.7%Professional Services


7) How does your company plan to meet its workforce needs over the next five years? (check all that apply)

18% Create an apprenticeship experience58% Partner with a community college, technical college, or similar training organization28% Hire private services to provide training28% Deliver training with internal resources58% Use traditional recruiting methods18% Increase the use of internships to attract future employees

8) Over the next 2 years, the number of employees at my company will:

Decrease: 10%Stay the same: 40%Increase: 50%

9) Please rank the following economic development priorities (on a scale of 1 to 100):

79 Invest in infrastructure development (roads, water, sewer, utilities, etc.) 44 Fund retail development 72 Fund workforce education and training 69 Highway access—interchanges 73 Quality of roads 38 Availability of vacant land 68 Ease of doing business with the City or County government—such as permits 55 Build a larger population base 75 Size of the workforce 70 Workforce training availability 60 Incentive packages 46 Empty buildings ready for development 61 Available housing 67 High school educational facilities 62 Post-secondary educational facilities 69 Broadband and internet connectivity 40 Community bank or other local financial institutions 60 Parks and other recreational facilities 45 Incubators and other business start-up programs 63 Established multi-modal facilities (truck, train, etc.)

10) What are the first few words that come to mind when you think of Clarksville-Montgomery County?

• Booming• Crowded


• Friendly people• Good Location• Great place to live• Growing (8 responses)• Home• Large• Large, but still feels small town• Opportunities• Roads , 374 con.• Safe• Small town values• Two Mayors on different scripts.• Army• Boring• Family• Good place to live• Good quality of life• Great proximity to Nashville• Hometown• Infrastructure• Liveable• Lower crime• military • military emphasis• No master plan on infrastructure development. • Opportunity• OVER CROWDED ROADS• Revenue• Roads and bridges• Safety• Terrible roads• Work• Traffic• Traffic• sorry newspaper• Proximity to large MSA• opportunity• mediocre shopping• lower cost of living• Large enough but not Metro• infrastructure lacking• hometown feel• Growing• green• Great Military and College community with nice diversity• Fort Campbell


• EXCELLENT SCHOOLS• Diversity• Better Roads• behind the times• A great place to live and work.

11) Is there any one thing, such as automation, that could change your future hiring / employee skill needs?

• Automation• CDL Training leading to licensure• good work ethic• GPS equipment Allow high school kids to work part time in the summer on construction jobs,

with proper supervision.• If money was no object and we could automate some of our process it would decrease the

number of FTE’s needed and decrease risk of work related injuries.• Mind-sets• RECESSION• Robotics• Technical training• We are fortunate to have a good employee base. However, our community needs to provide

better for it’s citizens to keep attracting more people. We do not have a good plan to do that.• we need more entry level laborers• Yes, more automated manufacturing means a need for different skills• Yes, self service automation for end users. Could change the type of services we offer. Easier

services accomplished by end user, more complex tasks require our employees.

12) What are Clarksville-Montgomery County’s strengths regarding business and economic development?

• Centralized location, interstate 24, Fort Campbell• Great if you’re selling cars. Other than that....• I think they do a great job in that area• Local government support of new and expanding industry, recognition of need to connect

exiting military veterans with employers, availability of utilities needed.• LOCATION• Lots of room out in the county for development• Low cost of living, good quality of life, large spaces available, good organizations able to attract

new businesses.• Military being here• not sure• Our retired military population and a good EDC. We have invested in the industrial park and

it has paid huge dividends. • Proximity to I-24. Incentive packages for new business. Strong Chamber and EDC. Proximity

to a major airport.


• Seems like a good effort to recruit businesses to Clarksville-Montgomery County and continue our growth as a community.

• Small town feel, but big enough• Strong support from local and state governments, strong support from TVA• Tax break incentives interstate proximity great school systems • Tax credits and help with new equipment costs for new companies and existing large companies

for adding employees.• tourism• Very good area for support from State and Local Governments for companies. Location is

central and good logistically for many business purposes. Diverse population that draws from military and local secondary and tech schools.

13) What are Clarksville-Montgomery County’s weaknesses regarding business and economic development?

• Development that is predominantly focused on Exit 4. No real development on Exit 11. Wilma Rudolph has become a traffic nightmare and the street side signs are not aesthetically appealing.

• horrible traffic congestion on main roads• I don’t know of any• investment in downtown• Labor shortage. Our unemployment rate has gone from 12% in 2012 to 3%. Keeping people

working - a segment does not need to work. Competing with all the influx of new business and industry is becoming more and more difficult.

• Lack of infrastructure- need better internet and better roads• Local Politics • Low unemployment, making availability of qualified workers very weak. Infrastructure, including

schools, are not keeping up with need. Reluctance of local elected officials to be progressive when it comes to consolidated government and entertainment venues.

• NO METRO GOV’T• Not a lot for small companies.• Not enough technical schools to produce trained multi-craft maintenance candidates.• not sure• Only developing one section of town. People would like to have activities/restaurants in places

other than exit 4. Put some stuff between New Providence and post. Also, diversity in selection of types of businesses is lacking.

• Our roads suck and we do not have a master plan to handle traffic. You can drive around during peak periods, and see traffic problems every where. We do not have a large convention center or event center and this is embarrassing.

• Proximity to Nashville, poor road network once off the I24 corridor• roads• Sometimes it’s hard to get an answer regarding city/county services; the “that’s not our

department” response is frustrating. • Traffic, downtown without attractions, not enough retail shops and restaurant.


14) What services or activities does Clarksville-Montgomery County provide that are most helpful to your business (or business in general)?

• bringing in new companies• Building Permit Data• Business After Hours• Chamber of Commerce• EDC• EDC/Chamber• Emergency and law enforcement• FIRE PROTECTION• Industrial Park• Low taxes and cost of housing• Misc. Resources• parks• post-HS education• roads• School system• Support for utilities• Tax incentives• taxes• tourism• tournaments• UTILITIES• workforce drug training• Workforce Essential• workforce essentials• Workforce Essentials

15) What services or activities are missing that Clarksville-Montgomery County should provide to help your business (or business in general)?

• An Event Center• Attractions• Availability of natural gas on the southwest side of the Cumberland River• Better bus schedules• Better bus system with more locations and expanded hours• Better Roads• Entertainment Venues• Hospital imrovement/better reputation• Internet access in industrial park• like exit 1, too many businesses • Mass transportation improvement to industrial park• no incentives for growing.• Regular continuous city bus schedules through the Industrial Park


• some bad areas of congestion• Sponsorship of manufacturing alliances• Teen activities

16) Are employee commute times a concern?

17) How long is your commute to work?

Responses ranged from 10 minutes to 45 minutes, with an average of 20 minutes across all responses.

38+62+G61.9%No

38.1%Yes


APPENDIX IV: MOC TO SOC CROSSWALK

MOC SOC CODE SOC TITLE JOBSANNUAL

OPENINGS

MEDIAN HOURLY

EARNINGSRESIDENT WORKERS

NET COM-

MUTERS

TYPICAL ENTRY LEVEL EDUCATION

Infa

ntry

11-1021General and Operations Managers

1,889 185 $34.78 2,778 (889) Bachelor's degree

11-3011 Administrative Services Managers 273 26 $30.96 446 (173) Bachelor's

degree

11-3121 Human Resources Managers 145 15 $36.66 203 (58) Bachelor's

degree

13-1151Training and Development Specialists

239 27 $23.17 336 (97) Bachelor's degree

17-3031Surveying and Mapping Technicians

42 3 $19.56 70 (28)High school diploma or equivalent

21-1092

Probation Officers and Correctional Treatment Specialists


33-1011

First-Line Supervisors of Correctional Officers


33-3012Correctional Officers and Jailers


33-3051 Police and Sheriff's Patrol Officers 767 68 $19.45 898 (131)


33-9032 Security Guards 309 46 $14.23 941 (632)High school diploma or equivalent

43-1011

First-Line Supervisors of Office and Admin. Support Workers

1,615 187 $21.50 2,180 (565)High school diploma or equivalent

47-1011

First-Line Spvs. of Construction Trades and Extraction Workers


47-2061 Construction Laborers 1,557 185 $12.68 2,022 (465)


47-4041Hazardous Materials Removal Workers


49-1011

First-Line Spvs. of Mechanics, Installers, and Repairers


One approach to helping veterans transition into the civilian workforce is to provide information on what jobs might be suitable given the soldier’s military occupation (MOC). The table below shows typical labor force occupations by Standard Occupational Classification (SOC) matched to their counterpart Military Occupational Classifications (MOC).



OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Infa

ntry

49-3021Automotive Body and Related Repairers


49-3023


989 101 $15.52 1,232 (243)Postsecondary nondegree award

49-9043Maintenance Workers, Machinery


49-9071Maintenance and Repair Workers, General


51-1011First-Line Spvs. of Production and Operating Workers


51-2021Coil Winders, Tapers, and Finishers


53-1031

First-Line Supervisors of Transportation and Material-Moving Machine and Vehicle Operators


53-3033Light Truck or Delivery Services Drivers

720 95 $13.04 1,179 (459)High school diploma or equivalent

Avi

atio

n

11-3071 Logistics Managers 183 17 $32.89 236 (53)


15-2031 Operations Research Analysts 48 6 $30.30 96 (48) Bachelor's

degree

17-3021

Aerospace Engineering and Operations Technicians

<10 Insf. Data Insf. Data 0 Insf. Data

Associate's degree

43-5032Dispatchers, Except Police, Fire, and Ambulance


49-1011

First-Line Spvs.of Mechanics, Installers, and Repairers


49-3011Aircraft Mechanics and Service Technicians

103 8 $36.36 134 (31)Postsecondary nondegree award

53-1011Aircraft Cargo Handling Supervisors



53-1031

First-Line Spvs. of Transportation and Material-Moving Machine and Vehicle Operators


53-2021 Air Traffic Controllers 49 5 $51.93 49 0 Associate's

degree

53-2022 Airfield Operations Specialists <10 Insf. Data Insf. Data 10 Insf.

Data


53-6051 Aviation Inspectors 18 2 $29.45 18 0High school diploma or equivalent



OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Mai

nten

ance



37-3019Grounds Maintenance Workers, All Other

54 8 $9.94 83 (29)No formal educational credential

47-1011

First-Line Spvs. of Construction Trades and Extraction Workers


47-2141Painters, Construction and Maintenance

543 47 $12.89 601 (58)No formal educational credential

47-4051Highway Maintenance Workers


47-4061Rail-Track Laying and Maintenance Equip. Operators

16 Insf. Data $20.96 15 1High school diploma or equivalent

49-1011

First-Line Spvs. of Mechanics, Installers, and Repairers


49-2022

Telecom. Equipment Installers and Repairers, Except Line Installers


49-3023


989 101 $15.52 1,232 (243)Postsecondary nondegree award

49-9041Industrial Machinery Mechanics




49-9069

Precision Instrument & Equip. Repairers, All Other

16 Insf. Data $23.29 22 (6)High school diploma or equivalent



49-9098

Helpers--Installation, Maintenance, and Repair Workers


49-9099Installation, Maint., and Repair Workers, All Other


51-1011First-Line Spvs. of Production and Operating Workers


53-1021

First-Line Spvs. of Helpers, Laborers, and Material Movers, Hand


53-1031

First-Line Spvs. of Transportation and Material-Moving Machine and Vehicle Operators




OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Logi

stic

s11-3061 Purchasing

Managers 81 7 $36.54 108 (27) Bachelor's degree

11-3071Storage and Distribution Managers



degree

11-9021 Construction Managers 465 33 $17.12 612 (147) Bachelor's

degree

11-9141

Property, Real Estate, and Community Association Managers


11-9199 Supply Chain Managers 953 81 $18.93 1,089 (136) Bachelor's

degree

13-1022

Wholesale and Retail Buyers, Except Farm Products


13-1023

Purchasing Agents, Except Wholesale, Retail, and Farm Products


13-1041

Government Property Inspectors and Investigators


13-1051 Cost Estimators 157 18 $26.71 237 (80) Bachelor's degree

13-1081 Logisticians 154 15 $30.32 198 (44) Bachelor's degree

13-1111 Management Analysts 333 41 $31.14 526 (193) Bachelor's

degree

43-1011

First-Line Supervisors of Office and Administrative Support Workers


43-3061 Procurement Clerks 135 13 $20.26 147 (12)


43-4151 Order Clerks 254 34 $15.19 305 (51)High school diploma or equivalent

43-5011 Cargo and Freight Agents 19 2 $18.33 41 (22)


43-5061Production, Planning, and Expediting Clerks


43-5071Shipping, Receiving, and Traffic Clerks


43-5081

Stock Clerks / Marking Clerks (Warehouse, Storage Yard, Sales Floor)

2,797 424 $10.92 3,382 (585)No formal educational credential



OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Logi

stic

s53-1021

First-Line Supervisors of Helpers, Laborers, and Material Movers, Hand


53-1031



53-7062

Laborers and Freight, Stock, and Material Movers, Hand

3,860 642 $11.76 4,877 (1,017)No formal educational credential

53-7064 Packers and Packagers, Hand 1,085 196 $10.33 1,233 (148)


Fiel

d A

rtill

ery



11-3021Computer and Information Systems Managers



degree



15-1121 Computer Systems Analysts 230 23 $30.01 409 (179) Bachelor's

degree

15-1141 Database Administrators 38 4 $32.15 72 (34) Bachelor's

degree

15-1142

Network and Computer Systems Administrators


15-1199Information Technology Project Managers



degree

17-3031 Surveying Technicians 42 3 $19.56 70 (28)


19-2021 Atmospheric and Space Scientists <10 Insf. Data Insf. Data <10 Insf.

DataBachelor's degree

19-2099Remote Sensing Scientists and Technologists

16 Insf. Data $40.76 14 2 Bachelor's degree

19-3092 Geographers <10 Insf. Data Insf. Data <10 Insf. Data

Bachelor's degree

19-4099 Remote Sensing Technicians 37 5 $20.04 58 (21) Associate's

degree

27-4013 Radio Operators <10 0 Insf. Data 0 Insf. Data


43-9011 Computer Operators 66 6 $16.69 103 (37)




OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Fiel

d A

rtill

ery

43-9021 Data Entry Keyers 155 18 $11.99 262 (107)High school diploma or equivalent

47-2073

Operating Engineers and Other Construction Equipment Operators


49-1011

First-Line Supervisors of Mechanics, Installers, and Repairers


49-2022

Telecom. Equip.Installers and Repairers, Except Line Installers


49-2094

Electrical and Electronics Repairers, Commercial and Industrial Equipment


49-3031

Bus and Truck Mechanics and Diesel Engine Specialists


49-3042

Mobile Heavy Equipment Mechanics, Except Engines




49-9098



49-9099

Installation, Maintenance, and Repair Workers, All Other


Med

ical

11-9111Medical and Health Services Managers


11-9161Emergency Management Directors

11 Insf. Data $25.35 12 (1) Bachelor's degree

21-1011

Substance Abuse and Behavioral Disorder Counselors


21-1022 Healthcare Social Workers 71 10 $23.98 133 (62) Master's

degree

21-1023Mental Health and Substance Abuse Social Workers


21-1091 Health Educators 36 5 $18.61 57 (21) Bachelor's degree

29-1031 Dietitians and Nutritionists 50 4 $22.01 69 (19) Bachelor's

degree



OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Med

ical

29-1051 Pharmacists 368 21 $54.61 517 (149)Doctoral or professional degree

29-1069Physicians and Surgeons, All Other

203 12 $107.82 344 (141)Doctoral or professional degree

29-1126 Respiratory Therapists 95 6 $22.21 173 (78) Associate's

degree

29-1141 Registered Nurses 2,245 150 $26.64 3,524 (1,279) Bachelor's degree

29-2012Medical and Clinical Laboratory Technicians

187 11 $19.41 359 (172) Associate's degree

29-2021 Dental Hygienists 240 19 $30.82 296 (56) Associate's degree

29-2031Cardiovascular Technologists and Technicians


29-2034 Radiologic Technologists 160 9 $23.42 278 (118) Associate's

degree

29-2041

Emergency Medical Technicians and Paramedics


29-2051 Dietetic Technicians 33 3 $11.09 34 (1) Associate's

degree

29-2052 Pharmacy Technicians 692 58 $13.26 879 (187)


29-2053 Psychiatric Technicians 49 4 $10.67 53 (4)

Postsecondary nondegree award

29-2054Respiratory Therapy Technicians

<10 Insf. Data Insf. Data <10 Insf. Data

Associate's degree

29-2055 Surgical Technologists 106 8 $17.80 169 (63)


29-2057Ophthalmic Medical Technicians


29-2061Licensed Practical and Licensed Vocational Nurses

1,314 101 $18.03 1,572 (258)Postsecondary nondegree award

29-2071

Medical Records and Health Information Technicians


29-2081 Opticians, Dispensing 130 14 $14.90 144 (14)


29-2091 Orthotists and Prosthetists <10 Insf. Data Insf. Data <10 Insf.

DataMaster's degree

29-2099 Radiologic Technicians 54 4 $19.16 73 (19)


31-1013 Psychiatric Aides 69 10 $10.00 108 (39)High school diploma or equivalent

31-2021 Physical Therapist Assistants 150 24 $25.08 179 (29) Associate's

degree



OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Med

ical

31-2022 Physical Therapist Aides 58 11 $10.27 92 (34)


31-9091 Dental Assistants 444 59 $16.78 511 (67)Postsecondary nondegree award

31-9092 Medical Assistants 562 83 $13.36 835 (273)Postsecondary nondegree award

31-9093Medical Equipment Preparers


31-9095 Pharmacy Aides 34 5 $9.38 45 (11)High school diploma or equivalent

31-9097 Phlebotomists 84 11 $11.60 140 (56)Postsecondary nondegree award

33-3021Immigration and Customs Inspectors


35-2012 Cooks, Institution and Cafeteria 589 88 $10.24 734 (145)


43-6013 Medical Secretaries 317 46 $13.07 473 (156)


51-9081 Dental Laboratory Technicians 18 3 $17.22 20 (2)


51-9082 Medical Appliance Technicians 37 5 $15.20 105 (68)


Adm

inis

trat

ive

11-3011 Administrative Services Managers 273 26 $30.96 446 (173) Bachelor's

degree


degree

13-1071 Human Resources Specialists 443 50 $24.63 658 (215) Bachelor's

degree

13-1075 Labor Relations Specialists 21 3 $29.41 37 (16) Bachelor's

degree

13-1141

Compensation, Benefits, and Job Analysis Specialists




23-1012 Judicial Law Clerks <10 Insf. Data Insf. Data 11 Insf.

Data

Doctoral or professional degree

23-2011 Paralegals and Legal Assistants 140 12 $20.35 232 (92) Associate's

degree

23-2091 Court Reporters 14 Insf. Data $22.24 15 (1)Postsecondary nondegree award

39-9099Personal Care and Service Workers, All Other


C O M P R E H E N S I V E L A B O R A N A L Y S I S : C L A R K S V I L L E - M O N T G O M E R Y C O U N T Y1 0 0


OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Adm

inis

trat

ive

43-1011



43-3051Payroll and Timekeeping Clerks


43-4161

Human Resources Assistants, Except Payroll and Timekeeping


43-6011

Executive Secretaries and Executive Administrative Assistants


43-6014

Secretaries and Administrative Assistants, Except Legal, Medical, and Executive

2,874 320 $13.75 3,915 (1,041)High school diploma or equivalent

43-9021 Data Entry Keyers 155 18 $11.99 262 (107)High school diploma or equivalent

43-9022 Word Processors and Typists 34 4 $15.46 34 0


43-9061 Office Clerks, General 2,307 301 $13.79 3,370 (1,063)


Supp

ly a

nd S

ervi

ces

11-3061 Purchasing Managers 81 7 $36.54 108 (27) Bachelor's

degree

11-3071

Storage and Distribution/Transportation Managers



degree

11-9051 Food Service Managers 593 72 $18.62 704 (111)


11-9199 Supply Chain Managers 953 81 $18.93 1,089 (136) Bachelor's

degree

13-1022

Wholesale and Retail Buyers, Except Farm Products


13-1023

Purchasing Agents, Except Wholesale, Retail, and Farm Products


13-1051 Cost Estimators 157 18 $26.71 237 (80) Bachelor's degree

13-1081 Logisticians 154 15 $30.32 198 (44) Bachelor's degree


degree

13-1151 Training and Development Specialists


C O N C L U S I O N 1 0 1


OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Supp

ly a

nd S

ervi

ces

43-3031 Bookkeeping, Accounting, and Auditing Clerks

1,576 178 $16.48 2,183 (607) Some college, no degree

43-3061 Procurement Clerks 135 13 $20.26 147 (12)


43-4151 Order Clerks 254 34 $15.19 305 (51)High school diploma or equivalent

43-5061 Production, Planning, and Expediting Clerks


43-5071 Shipping, Receiving, and Traffic Clerks


43-5081

Stock Clerks- Stockroom, Warehouse, Storage Yard, Sales Floor


51-1011

First-Line Supervisors of Production and Operating Workers


53-1021

First-Line Supervisors of Helpers, Laborers, and Material Movers, Hand


53-3032 Heavy and Tractor-Trailer Truck Drivers

2,271 273 $17.38 3,430 (1,159)Postsecondary nondegree award

53-7062

Laborers and Freight, Stock, and Material Movers, Hand

3,860 642 $11.76 4,877 (1,017)No formal educational credential

53-7064 Packers and Packagers, Hand 1,085 196 $10.33 1,233 (148)


Sign

al/C

omm

unic

atio

n






degree




degree



15-1122 Information Security Analysts 27 3 $31.44 49 (22) Bachelor's

degree


degree



OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Sign

al/C

omm

unic

atio

n15-1142



15-1143Telecom. Engineering Specialists


15-1152 Computer Network Support Specialists


15-1199Information Technology Project Managers



degree

17-3023Electronics Engineering Technicians


27-3042 Technical Writers 24 3 $24.44 36 (12) Bachelor's degree

27-3091 Interpreters and Translators 39 5 $19.36 50 (11) Bachelor's

degree



27-4014 Sound Engineering Technicians 15 2 $26.85 33 (18)


33-1012

First-Line Supervisors of Police and Detectives


33-3021

Intelligence Analysts, Police Detectives, Criminal Investigators and Special Agents


43-1011



43-2099

Communications Equipment Operators, All Other





49-1011



49-2021

Radio, Cellular, and Tower Equipment Installers and Repairers

12 Insf. Data $23.93 19 (7) Associate's degree

49-2022

Telecom. Equip. Installers and Repairers, Except Line Installers




OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Sign

al/C

omm

unic

atio

n49-2093

Electrical and Electronics Installers and Repairers, Transportation Equipment

19 2 $22.23 17 2Postsecondary nondegree award

49-2094



49-2097

Electronic Home Entertainment Equipment Installers and Repairers


49-9052 Telecom. Line Installers and Repairers


49-9098



Cor

ps o

f Eng

inee

rs






degree

11-9041Architectural and Engineering Managers







degree

15-1199

Geospatial Information Scientists and Technicians/Technologists


17-1021 Cartographers and Photogrammetrists <10 Insf. Data Insf. Data <10 Insf.


17-1022 Surveyors 27 2 $20.83 44 (17) Bachelor's degree

17-2111 Industrial Safety & Health Engineers 32 3 $23.81 48 (16) Bachelor's

degree

17-3011Engineering/Architectural Drafters


17-3022 Civil Engineering Technicians 61 5 $20.04 99 (38) Associate's

degree

17-3031Surveying and Mapping Technicians




OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Cor

ps o

f Eng

inee

rs47-1011

First-Line Spvs.of Constr. Trades and Extraction Workers




47-2072 Pile-Driver Operators <10 Insf. Data Insf. Data <10 Insf.

Data


47-2073

Operating Engineers and Other Construction Equip. Operators


47-4011 Construction and Building Inspectors


47-4051 Highway Maintenance Workers


47-4099Construction and Related Workers, All Other


47-5021 Earth Drillers, Except Oil and Gas 19 3 $17.79 21 (2)


47-5031

Explosives Workers, Ordnance Handling Experts, and Blasters


53-1031



53-3032 Heavy and Tractor-Trailer Truck Drivers

2,271 273 $17.38 3,430 (1,159)Postsecondary nondegree award

53-7021 Crane and Tower Operators 51 6 $20.86 54 (3)


53-7032

Excavating and Loading Machine and Dragline Operators


53-7051 Industrial Truck and Tractor Operators


Mili

tary

Pol

ice


degree

11-3131Training and Development Managers


11-9039Fitness and Wellness Coordinators

471 32 $34.27 424 47 Bachelor's degree

11-9151Social and Community Service Managers






OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Mili

tary

Pol

ice

11-9199Security, Loss Prevention Managers

953 81 $18.93 1,089 (136) Bachelor's degree



13-1199Security Management Specialists


19-4092 Forensic Science Technicians 19 3 $20.49 33 (14) Bachelor's

degree

21-1092

Probation Officers and Correctional Treatment Specialists


33-1011



33-1012



33-1099

First-Line Supervisors of Protective Service Workers, All Others


33-3011 Bailiffs 79 7 $10.59 83 (4)High school diploma or equivalent



33-3021

Detectives, Criminal Invest., Special Agents, Intel. Analysts, Immigration and Customers Inspectors, Police Identification and Records Officers


33-3031 Fish and Game Wardens 11 Insf. Data $26.15 18 (7) Bachelor's

degree

33-3041Parking Enforcement Workers



33-3051Police and Sheriffs Patrol Officers and Deputy Sheriffs


33-3052 Transit and Railroad Police <10 Insf. Data Insf. Data <10 Insf.

Data


33-9011 Animal Control Workers 18 Insf. Data $12.84 17 1


33-9021 Private Detectives and Investigators 23 2 $16.54 25 (2)




OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Mili

tary

Pol

ice

33-9031

Gaming Surveill.Officers and Gaming Investigators




33-9091 Crossing Guards 39 8 $10.63 51 (12)No formal educational credential

33-9093 Transportation Security Screeners 24 4 $15.14 42 (18)


33-9099

Protective Service Workers, All Others; Retail Loss Prevention Specialists

183 45 $13.32 177 6High school diploma or equivalent

39-2011 Animal Trainers 25 3 $10.99 25 0High school diploma or equivalent

43-4061

Eligibility Interviewers, Government Programs


43-4111Interviewers, Except Eligibility and Loan




Elec

tron

ics/

Mis

sile

Mai

nten

ance



15-1142



17-2072Electronics Engineers, Except Computer


17-3021

Aerospace Engineering and Operations Technicians


Associate's degree

17-3023

Electrical and Electronics Engineering Technicians






47-2111 Electricians 795 91 $18.23 1,005 (210)High school diploma or equivalent

49-1011

First-Line Spvs.of Mechanics, Installers, and Repairers




OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Elec

tron

ics/

Mis

sile

Mai

nten

ance

49-2021

Radio, Cellular, and Tower Equipment Installers and Repairers

12 Insf. Data $23.93 19 (7) Associate's degree

49-2022

Telecom. Equip. Installers and Repairers, Except Line Installers


49-2091 Avionics Technicians <10 Insf. Data Insf. Data 11 Insf.

DataAssociate's degree

49-2093

Electrical and Electronics Installers and Repairers, Transportation Equipment

19 2 $22.23 17 2Postsecondary nondegree award

49-2094



49-2096

Electronic Equip.Installers and Repairers, Motor Vehicles



49-2097

Electronic Home Entertainment Equipment Installers and Repairers


49-9031 Home Appliance Repairers 39 4 $12.28 41 (2)


49-9098



51-2022

Electrical and Electronic Equipment Assemblers


51-9061Inspectors, Testers, Sorters, Samplers, and Weighers

968 131 $15.94 1,056 (88)High school diploma or equivalent

53-6051 Aviation Inspectors 18 2 $29.45 18 0High school diploma or equivalent

Che

mic

al



19-4031 Chemical Technicians 22 3 $19.43 40 (18) Associate's

degree

19-4051Nuclear Monitoring Technicians


Associate's degree

29-9011Occupational Health and Safety Specialists


29-9012Occupational Health and Safety Technicians

16 Insf. Data $20.45 21 (5)High school diploma or equivalent



OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Che

mic

al33-1021

Municipal Fire Fighting and Prevention Supervisors


33-2011 Municipal Firefighters 332 29 $17.70 370 (38)




49-1011



49-2092Electric Motor, Power Tool, and Related Repairers



49-9021

Heating and Air Conditioning Mechanics and Installers


49-9041Industrial Machinery Mechanics




49-9098



51-8021Stationary Engineers and Boiler Operators

75 8 $22.89 75 0High school diploma or equivalent

51-8031

Water and Wastewater Treatment Plant and System Operators


51-9011

Chemical Equipment Operators and Tenders


Arm

or



11-3071

Transportation, Storage and Distribution Managers


11-3131Training and Development Managers








OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Arm

or33-1011



33-1012





33-3021 Intelligence Analysts 65 8 $23.29 96 (31)









Inte

llige

nce






degree

11-9041Architectural and Engineering Managers




11-9199 Security Managers 953 81 $18.93 1,089 (136) Bachelor's degree


degree



13-1199Security Management Specialists


15-1121 Computer Systems Analysts 230 23 $30.01 409 (179) Bachelor's

degree

15-1122 Information Security Analysts 27 3 $31.44 49 (22) Bachelor's

degree


degree

15-1142





OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Inte

llige

nce

15-1143 Computer Network Architects 52 4 $37.24 105 (53) Bachelor's

degree

15-1199

Geospatial Information Scientists and Technologists



degree

17-1021 Cartographers and Photogrammetrists <10 Insf. Data Insf. Data <10 Insf.


17-3031 Mapping Technicians 42 3 $19.56 70 (28)


19-2099Remote Sensing Scientists and Technologists

16 Insf. Data $40.76 14 2 Bachelor's degree

19-4099 Remote Sensing Technicians 37 5 $20.04 58 (21) Associate's

degree

27-3041 Editors 67 12 $21.10 94 (27) Bachelor's degree

27-3042 Technical Writers 24 3 $24.44 36 (12) Bachelor's degree

27-3091 Interpreters and Translators 39 5 $19.36 50 (11) Bachelor's

degree



33-1012



33-3021

Intelligence Analysts, Detectives, Criminal Investigators, Special Agents, Immigration and Customers Inspectors, Police Identification and Records Officers


33-9021 Private Detectives and Investigators 23 2 $16.54 25 (2)


43-4061

Eligibility Interviewers, Government Programs


43-4111Interviewers, Except Eligibility and Loan


43-6011

Executive Secretaries & Executive Admin.Assistants






OPENINGS

MEDIAN HOURLY


NET COM-

MUTERS


Inte

llige

nce

49-1011



49-2022

Telecom. Equipment Installers and Repairers, Except Line Installers


49-2094

Electrical and Electronics Repairers, Commercial and Industrial Equip.


Air

Def

ense

Art

iller

y



11-3071Transp., Storage & Distribution Managers


11-3131 Training and Dev.Managers 24 3 $35.77 51 (27) Bachelor's

degree

13-1151 Training and Dev.Specialists 239 27 $23.17 336 (97) Bachelor's

degree



33-1011



33-1012





33-3021.06 Intelligence Analysts 65 8 $23.29 96 (31)









*the crosswalk refers to only those classified as “Enlisted” and non-officers


APPENDIX V: DATA SOURCES AND CALCULATIONS

COST OF LIVING DATAEmsi cost of living data is based on the Cost of Living Index published quarterly by the Council for Community and Economic Research (C2ER).

OCCUPATION DATAEmsi occupation employment data are based on final Emsi industry data and final Emsi staffing patterns. Wage estimates are based on Occupational Employment Statistics (QCEW and Non-QCEW Employees classes of worker) and the American Community Survey (Self-Employed and Extended Proprietors). Occupational wage estimates also affected by county-level Emsi earnings by industry.

OCCUPATION RESIDENCE DATAThis data comes from the Census LODES data, specifically from Origin and Destination (OD) data, Regional Area Characteristics (RAC), and Workforce Area Characteristics (WAC) data which Emsi applies to occupation jobs figures.

STATE DATA SOURCESThis report uses state data from the following agencies: Tennessee Department of Labor and Workforce Development, Research and Statistics Division

For more information please contact:

Cal Wray, EDFP Executive DirectorClarksville-Montgomery County Economic Development CouncilAspire Clarksville Foundation25 Jefferson Street, Suite 300Clarksville, TN 37040Office: 931-245-4333, Cell: 931-257-4212

[email protected], www.clarksvillepartnership.com

Marla W. RyeWorkforce Essentials, Inc.523 Madison St. Suite AClarksville, TN 37040Office: 931.905-3500, Cell: 931.206.3783

[email protected]

clarksville-montgomery county economic development...

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