EMPLOYER FOCUS GROUP FOR
CBIRD COMMUNITIES CAREER LADDER SYSTEM
Notes from Meeting Hosted by Cameron Works, Inc.
7 a.m. Tuesday, September 17, 2002
Valley International Country Club, Las Fuentes Room, Brownsville
This focus group was held at the above time and place with the following individuals participating:
AFLAC Joe De Pasqual and Aurora M. Mark
Admin Plus Home Health Frances V. Saldana
American Investigations Pilar Carrizales and Dan Flores
Brownsville Area Manufacturers Association Ruben N. Vega
Brownsville Chamber Frank Feild
Brownsville Independent School District Rogerio V. Arredondo
Brownsville Medical Center Kathy Jo Almendarez, Carolyn Bockins, and
John Schwarz
Brownsville Public Utilities Board Ana I. Castro and Rick Luna
Brownsville Surgical Hospital Mariana Ayala
Cameron Works, Inc. Stella Garcia and Maria Elena G. Ramirez
City of Brownsville Henry Gonzalez
El Jardin Water Supply Corporation Gale Armstrong
Fiesta Pages Jerry Rodriguez
Los Fresnos CISD Shannon Milum
Lucio Pest Control Santana Lucio, Jr.
Roy Garcia Insurance Claudia P. Garza
South Texas Vo-Tech Terri Carrejo
Southern Union Gas Letty Gonzales
Tech Prep of the Rio Grande Valley, Inc. Patricia G. (Pat) Bubb
Texas Workforce—BSU Rosalinda Zarate and Jose Palacios
Texas Workforce Center Minnie Lucio, Iracema Banda, and
Manuela Nunez
Transforma Marine
Manuela Perez
University of Texas at Brownsville and Margie Mancillas and Hector Quintanilla*
Texas Southmost College
University of Texas-Pan American S. J. Sethi, Ph.D.
*Also with BAMA, Cameron Works, and Tech Prep RGV
Hector Quintanilla, meeting chair, welcomed everyone to the meeting. Quintanilla addressed the group in the various roles he represented—as President of the Brownsville Area Manufacturers’ Association, as Vice President of the Cameron Works Board, as a member of the Tech Prep RGV Board, and as an employee of UTB/TSC.
Pat Bubb presented an overview of the CBIRD Communities Career Ladder system envisioned for this region and also shared the way in which Tech Prep currently shares labor market information with students, parents, and educators.
S. J. Sethi gave an explanation of the development of the draft lists of targeted industries and occupations presented to the group for discussion.
Participants then broke into small groups and discussed the questions presented. After discussions, the small groups reported to the larger group about their findings. Those reports, and written comments shared during the meeting, are as shown below.
1. Would your organization benefit from the database planned for the Career Ladder system? Why or why not?
Yes, it would benefit to know what kind of jobs are out there and what kind of candidates are available.
It would also benefit to know if we could find out how many of the graduates intend to stay in the Valley after high school and/or college.
A hospital representative indicated he would be interested in the availability of nurses. He would be willing to allow nurses on his staff to take an on-line test so as to enter their skills into a database for matching skills of job applicants against those nurses’ skills. There are, however, confidentiality concerns. The individual speaking indicated that he would not want to give his employees time on the job to take a test, so that their skills could be matched against those of potential applicants, and then have those employees themselves become listed in the database to be hired by others. There were discussions of concerns about security of employees. Taking away the element of possibly creating a recruiting tool for somebody else, it seems to be a good idea—having a skills match for somebody to be able to assess himself or herself. The consensus in this small-group discussion was that if a skills-match database is put together, incumbent workers whose skills are entered into the database should do so anonymously, so that there would be no possibility of those workers’ being recruited by others.
2. What changes to the CBIRD Career Ladder system design would this group recommend?
The following information, if added to the design, would benefit the employers and job seekers:
1. Add information on what basic skills are needed for a job.
2. Add information on industry and occupation projections.
3. Add a brief description on every company mentioned in the database.
4. Put educational pieces for young job seekers on “how kids can plan for the future,” “how to handle money/credit cards,” “basic skills employers are looking for,” etc.
5. Add a list of experts on the database who can answer questions on their professions and/or make presentations to school children about their professions.
Comment/Question: How do you plan to publicize this database to the public at large?
It needs to target high schools and counselors. Career counseling for students needs to be improved. As an example, one individual cited the case of her own daughter, who graduated with a college degree and is now working at a Gap store.
3. Do the listings of targeted industries and targeted occupations reflect the needs that participating employers are experiencing in their businesses?
The majority of the occupations on this list are already the targeted occupations for Cameron County.
Also see answers to question 4, below.
4. Are there any industries and occupations that are in demand that do not appear on the lists? If “yes,” please provide information.
Occupations that were suggested for inclusion:
1. Heavy Equipment Operators
2. Home Health Attendants
3. Security Officers
4. Private Investigators
5. Sales Representatives, General
6. Operations in the Printing/Press Industry
7. Industrial Electricians—they need both electrical and industrial background.
8. Vector Control (Pest Control) Technician
9. Sales representatives/associates
10. Landscapers
11. Warehousing and Logistics Management
5. What changes to the listings of targeted industries and targeted occupations would this group recommend?
See answers to question 4, above.
6. What are the top reasons that employers cannot fill positions? What are the largest shortcomings of the employers’ current workforce? Where is the employed population weak in its skills?
Employers cannot fill positions because:
1. There are not enough qualified people.
2. Job seekers do not have interviewing skills; they don’t know how to carry themselves.
3. It is hard to get the right “fit” (right person for the right job)
4. Better-prepared job applicants are needed.
Comment: In the old days there were programs at school where kids were given training on how to write resumes, interview, dress up, etc. Something similar needs to be given more importance at both the school and college level.
It is hard to place people at low pay. Starting at minimum wage is difficult. There was a discussion of the fact that many minimum-wage positions are entry-level positions in large firms and that the salary structure is not going to change because it would impact all of the rest of the salaries paid at this employer’s place of business.
Number of positions is a factor. The budget is such that they will not be allowed to hire some no matter what. Hospitals need the two- and four-year degrees. On the RNs and Radiologic Technicians, they will train. They tend to see more in the clerical part. The positions are not there. It is usually in clerical positions.
At one private vocational-technical school in Brownsville, they get students with 4th or 6th grade writing skills.
BISD is the largest employer.
Lack of basic skills is a factor.
Comment: (This individual was speaking as a former executive director of a boys’ and girls’ club who now works in human resources.) Counselors are key! Counselors are having to do too much paperwork. They do not have the opportunity to see the kids. (A discussion of school counselors followed.) There was a recommendation to ask a company to designate one person to come over and give talks—talk to the kids about how much they could make in that job. If all high school students would get an aptitude test as they exit high school, that would be good.
7. What are some high-turnover positions and skills?
Security Officers – they leave as they are offered higher-paying jobs by Border Patrol and other organizations.
8. (a) How many companies have developed internal career ladders?
Four employers said that they had developed internal career ladders.
One hospital representative indicated the hospital did not have an internal career ladder, but was thinking about one.
The retail stores and call centers do have internal career ladders.
(b) Of the companies that have developed career ladders, how many have shared that information with their employees so that employees can see the opportunities that exist within the companies?
All four have shared that information with their employees.
(c) Of the companies that have internal career ladders, do those companies have training programs that help workers move up on those career ladders?
Yes, all four have training programs that help workers move up on those career ladders.
In closing, Quintanilla asked the group to contact Tech Prep staff if they had any additional ideas. He pointed out that this is only one of seven focus groups that will be held throughout this region, that data-gathering will continue. After expressions of thanks, the meeting was adjourned.
EMPLOYER FOCUS GROUP FOR
CBIRD COMMUNITIES CAREER LADDER SYSTEM
Notes from Meeting Hosted by Harlingen Area Chamber of Commerce
9 a.m. Wednesday, September 25, 2002
Chamber Board Room, Harlingen, Texas
This focus group was held at the Harlingen Area Chamber of Commerce with the following individuals participating:
ADTECH Zeferino Vega
Cameron Works, Inc. Mary Cruz, Nelda Torres-Najera, and
Maria Elena G. Ramirez
IC2 Institute, UT-Austin, and Abdu Megateli
CBIRD-TRAC
Harlingen Area Chamber of Commerce John Crutchfield, John Phillips, and Randy Seitz
Harlingen Chamber Education Committee Bob Johnston
Rio Hondo ISD Anneliese McMinn and Elda Garza
San Benito CISD Celeste Sanchez (also representing boards of Tech
Prep RGV and Cameron Works) and Delia Weaver
Santa Maria ISD Alfonso Medina
Tech Prep of the Rio Grande Valley Pat Bubb
Texas State Technical College Harlingen J. Gilbert Leal, Ph.D., and Stephen M. Vassberg
(both also representing Tech Prep RGV Board)
Robert Stelzer
Texas State Technical College System Rich Morris
Texas Workforce Centers Frank Cazares, Manuela Nunez, Nora McKinney
Tyco Valves Mack Garza
John Crutchfield, Chamber President, welcomed everyone to the meeting.
Gilbert Leal, who chaired the meeting, welcomed everyone and presented opening remarks.
Pat Bubb presented an overview of the CBIRD Communities Career Ladder system envisioned for this region and also shared the way in which Tech Prep currently shares labor market information with students, parents, and educators.
Randy Seitz presented remarks about the way the career ladder system and labor market study facilitate economic development.
Rich Morris shared information about the system he has designed for Central Texas, which was the software originally envisioned for use in the CBIRD Communities Career Ladder system. (To see this system, visit: www.centraltexasjobfit.com.)
Gilbert Leal then led a discussion of the questions presented to the group. Questions, and answers to them, appear below. The answers were either written directly onto forms and then copied here, or else have been transcribed from shorthand notes of discussions.
1. Would your organization benefit from the database planned for the Career Ladder system? Why or why not?
Yes.
Yes, we could match their advancement and perks to our jobs.
We need you to describe career ladder in more detail—need better understanding of process. Develop market survey.
Would be a motivator in plants.
Any time the college starts a new program, in order to get it approved by the Coordinating Board, the college has to have data to show that the need for the program is there. Because TSTC is statewide, TSTC can use data from all over the state. If TSTC were a community college, the college would have to look at data from Cameron County. That is one need.
On behalf of Cameron Works, this system would be a benefit because of the training they can pay for through their system. A local career ladder would help them to identify some careers that have not been identified for them. The workforce board has a statewide list that it works with, but could use a local list. They could add this to their list and work with it.
Speaking as a former manufacturing manager, I’d say that the career ladder concept inside of a manufacturing plant is something that plant management sees as a motivator to fill in the gaps so that a person coming in on the floor could see the steps he/she could take, or needed to take, in order to move into a higher-paying position. This is a good concept as a motivator.
As far as the high school, this would benefit them. They would work with their students coming in as ninth graders and the school could help them plan their next four years. This could be used for counseling and guidance so that students could have access to a system.
The assessments people have taken would benefit manufacturers in terms of helping them find what they are looking for. If they had a database where they could search for a skill—a mechanical skill, for example—instead of going with a person who is just looking for a job, that would benefit the industry. Right now manufacturers are spending a lot of time training and do not have an assessment of applicant’s skills.
2. What changes to the CBIRD Career Ladder system design would this group recommend?
Make it flexible and dynamic to respond to rapid changes.
Unsure of system design. Need more information.
Need to show how career ladders apply to each occupation. Gaps in education. 1-1/2 hour assessment; instant feedback.
Identify the jobs that are here. Then find out, do those jobs have career ladders or not? Then match training programs to the needs. Ask questions such as: What is the workforce that is available? Is it fully employed, unemployed, or under-employed? See what each one of these is and what it is doing. C2L will put this together and bring something that will be useful to the region. If we do not have that information, companies will not be attracted. At the same time, we want to improve the jobs that are available.
Cameron Works needs to know what is available and in what do we need to develop training.
Two initiatives are working here: The CBIRD side—economic development for current employers and helping the residents of the Valley. We need to say, “What is it that we want to have two years from now?” The second is—to have a complete database where somebody can look and see if a job is available. The other key component is, “Where is the money?”
The slide that shows the diagram with connections is a good slide. Job market, business, universities and other educational institutions who are responding to the demands of the job market, and individuals who are employees, all have a role to play in accessing the system. We need to see how we can put these things together. With respect to the funding, as far as CBIRD is concerned, one of the basic ideas they want to push is to encourage leveraging resources instead of fighting for resources. CBIRD is a catalyst, working with multiple regional partners and helping these partners together to address the issues in order to build the region on a bi-national basis and thereby get the resources. CBIRD-TRAC is here to be a catalyst. For the grant proposal that will initially fund the C2L system, the vision is that everybody will be participating together. What is happening now is that there are small pieces of a system present throughout the region, but there is a lot of duplication, which creates a situation in which we are not getting the results that we want. The whole concept of C2L was presented to CBIRD by an individual who works for an economic development company. That is where we started—to address their concerns.
The important part is: we are all agreeing that the information is needed. Each of us needs a different component. The question is, what is it going to look like? We need to make that clear.
3. Do the listings of targeted industries and targeted occupations reflect the needs that participating employers are experiencing in their businesses?
Where is manufacturing? SIC Codes: 3400 (manufacturing) and 3465 (metal stamping)
SIC Code 34 is not in your target listings, but needs to be.
Add Quality Technician and Plastics Process Technician.
Where do you see the biggest growth in SIC code? With our business, we see SIC Code 34 on top and we do not see the industrial code in this list. The core manufacturing SIC codes are not on this list. If we don’t have the code but do have the job titles, pull up some of the industrial codes! Get those jobs into these lists!
4. Are there any industries and occupations that are in demand that do not appear on the lists? If “yes,” please provide information.
Press operators (coil fed), plastic injection operators, toolmakers, and die makers.
Perhaps need to forecast and target industries and occupations we don’t have but would like to bring to the Valley to get better-paying jobs and so prepare the work force to follow.
Job Title: Quality (Inspection) Technicians (use measurement machines, processes, software
to assure products to specification; quality systems)
Job Location: All Rio Grande Valley manufacturers
Salary Range: $8 an hour to $15 an hour
Approximate Number of New Workers Needed Each Year: Not sure
Job Title: Plastic Process Technician
Job Location: All plastic manufacturers—Rio Grande Valley and all Texas
Salary Range: $8 an hour
(The wage range for a new journeyman Plastic Process Technician (PPT) in our training program at TSTC is $11.50 - $14.00 per hour. PPT's with 10 years experience get $20+ and are difficult to find.)
Approximate Number of New Workers Needed Each Year: Not sure
5. What changes to the listings of targeted industries and targeted occupations would this group recommend?
This group recommends the inclusion of the industrial codes, as discussed above.
Tourist industry is expected to grow. Need to target it. Because of security issues on the border, there are some occupations that we need to include to prepare workforce.
6. What are the top reasons that employers cannot fill positions? What are the largest shortcomings of the employers’ current workforce? Where is the employed population weak in its skills?
Skills, lack of work ethics, shortcomings of employees, lack of education, and high expectations of wages.
Lack of experience because many of the manufacturers are new and emerging.
Lack of skills—lack of specific skills, or qualified skills.
In manufacturing there are very specialized skills. Within the manufacturing sector it can be difficult to jump from occupation to occupation. The employee’s motivation is a “biggie.”
Look at broader skills like, “How mechanical are they?” “Do they like working with their hands?” “Do they enjoy making something that someone else will use?
Machinists do not exist in their industry any more. They are more specialized. They have NC operators. In their operations they are tool makers or apprentices. A machinist per se would not fit into that category. In the list of occupations they do not see press operators. This individual (the speaker) ran an ad in the newspaper and got zero responses for press operators!
Receptionists. The attitude of people who go in to apply, they keep them one week and they are gone. It is not only “Do they have the skills?” but also “Do they want to work?”!! We need to teach those work ethics in the school systems. Workers cannot learn work ethics on the job!
This is where the assessment part comes in. If somebody wants to be a receptionist and they do not know how to deal with the customers, they cannot succeed.
He recommends that we build ladders and disseminate that information within businesses and industry.
That information is extremely important for the school districts as well as TSTC.
7. What are some high-turnover positions and skills?
No one responded to this question.
8. (a) How many companies have developed internal career ladders?
(b) Of the companies that have developed career ladders, how many have shared that information with their employees so that employees can see the opportunities that exist within the companies?
(c) Of the companies that have internal career ladders, do those companies have training programs that help workers move up on those career ladders?
Few.
Need more training at lower level of manufacturing operations.
We are finding that in the industry there is very little career development. Career development is disappearing. It is costly and the business world is changing rapidly. The career concept has disappeared from the corporation. This project is trying to help reintroduce it in a more practical way.
EMPLOYER FOCUS GROUP FOR
Notes from Meeting Hosted by Rotary International, Rotary District 5930, Rio Grande City
12 noon Friday, November 8, 2002—El Patio, Rio Grande City
This focus group was held in conjunction with a Rotary International meeting, with the following individuals participating:
Name Place of Employment/Business
Patricia G. (Pat) Bubb Tech Prep of the Rio Grande Valley, Inc.
Billy Canales Rio Motor Company
Romeo Garcia Zarsky Lumber Company
Emma G. Gonzalez Starr County Teachers Credit Union
Leonel Lopez STE Comm.
Romeo Lopez Texas State Bank
Javier D. Margo Educator
Arturo Menchaca Rio Grande City CISD
Gloria Ramos WorkFORCE Solutions
Karen Gail Ramos Guest
Samuel Ramos Municipal Judge
Clarissa A. Recio Guest
Cuauhtemoc Roldan WorkFORCE Solutions
Noe R. Sanchez Sanchez Insurance Agency
S. J. Sethi, Ph.D. University of Texas-Pan American
Roger H. Williams Starr Produce—Ret.
Samuel Ramos, Rotary President, welcomed everyone to the meeting and conducted the opening session.
Billy Canales introduced Pat Bubb and S. J. Sethi, who presented employer focus group items as the program for the Rotary meeting.
Pat Bubb presented an overview of the CBIRD Communities Career Ladder system envisioned for this region and also shared the way in which Tech Prep currently shares labor market information with students, parents, and educators.
S. J. Sethi presented remarks about the way the targeted industries and occupations lists had been developed.
A discussion of the questions presented to the group followed. Questions and answers to them appear below. The answers written on response sheets appear below. Notes of general discussions follow.
1. Would your organization benefit from the database planned for the Career Ladder system? Why or why not?
Yes—will connect us (business) to work force.
Yes, because we are all business people, either self-employed or not.
2. What changes to the CBIRD Career Ladder system design would this group recommend?
No one responded to this question.
3. Do the listings of targeted industries and targeted occupations reflect the needs that participating employers are experiencing in their businesses?
Yes.
No. I’m in the financial business employment.
4. Are there any industries and occupations that are in demand that do not appear on the lists? If “yes,” please provide information.
Security-related occupations.
5. What changes to the listings of targeted industries and targeted occupations would this group recommend?
Teach responsibility and accountability.
I would recommend tellers, clerical, loan officers, etc.—anything to do with financial institutions.
6. What are the top reasons that employers cannot fill positions? What are the largest shortcomings of the employers’ current workforce? Where is the employed population weak in its skills?
Lack of professionalism.
People do not want to work.
Lack of work skills—education.
7. What are some high-turnover positions and skills?
Social Workers.
Technicians.
Receptionists.
Tellers.
8. (a) Does your company have an internal career ladder?
Yes (two respondents).
No (one respondent).
(b) If you have developed a career ladder system, have you shared that information with your employees so that employees can see the opportunities that exist within the company?
Yes (one respondent).
(c) If you have developed an internal career ladder, do you have a training program that helps workers move up on the career ladder?
Yes (one respondent).
NOTES FROM GENERAL DISCUSSIONS
We need to teach people to be trained in the courtesy or the responsibilities of the jobs they are having. People need work ethics, general courtesy, people skills, and soft skills.
We need to make them more responsible. The accountability and responsibility that used to be found in the workplace is not there any more with younger people. A lot of the jobs have been state or government jobs, but in private business, if we do not do what is right, we will not be there very long. We have to keep up and compete, and employees have to do what is right for the customer. In other jobs it doesn’t really matter—they just go and do their thing and that is that. In private business, if you do not do what is right, you will not be there very long.
I hear people say, “I would like to have my own business and I will do what I want to do, and people will not tell me what to do.” “Actually, when you have your own business, you do what the customer tells you to do or you will not be there very long. It is tougher in private business than it is working for the state or municipality.”
We have a lot of people who can do the job; they just won’t do it.
There are jobs here. The problem is, we do not have people skilled in specific jobs. The dealerships here pay better than minimum wage—they need technicians and mechanics—and people in the office.
We have people go looking for a job, but they want only so many hours or they will lose public benefits. They just want a paycheck, and that is the problem.
One of the other problems we face is, there is not a mechanism in place that would track the turnover rate--employees who work for six or eight months and then look for another job. There is not a background-check process. They move from job to job. There is no tracking mechanism that would tell an employer the type of work an applicant performed and the type of performance appraisal he got on the exit interview.
In my resume, I should have the background I had—that way the employer could see whether the person “job hopped.” Do not have something to track what these guys are looking for or where they have been.
The other thing they have been asking for is a skilled-labor directory. We have big companies coming to town to do construction, and the taxing entities tell them they have to hire local people. They cannot find them because they do not have a list of who to look for. When it comes time to hire them, they do not have the background to support it. We need to get that and have an organization saying, “We will provide the insurance if you provide them the job.”
I thought the chamber of commerce was supposed to have a job bank!
They have an organization now looking for welders. They are building a feed lot. They have to lay pipe to build the corrals and gates. It is hard to find an organization that can do that.
(Gloria Ramos speaking) That is what we do at the Business Center. We have the database you are looking for. We could put out a job fair flyer and bring in everyone who is interested in that job. Our motto is: “Get a job! Get a better job! Get a career!” We bring in the unemployed and the under-employed. Right now we are working with three companies from Corpus. Offshore drilling. Came to the Valley to find welders. We will do that for you. If you need someone with those types of skills, we will look for them and bring them in.
City governments are requiring more and more people to have licenses of different sorts. My experience in building a home recently is, there are people out there who know their jobs in plumbing and cabinet-making and such but they claim that they do not have a license and do not know where to get one. That is an area of concern. There are people out there who want to know, “Where can I go? What do I need to do?” That is one concern.
There are areas out there that we are not telling our people that Spanish is important. I believe a person with the capacity to speak both languages and speak them well is important. The ability to speak Spanish with Mexico as close as it is and the international flavor that this Valley has, it is important to be able to speak and write and do the necessary things with people from Mexico. We need to tell people about this.
As far as I know, we have only one licensed plumber and one licensed electrician. People don’t know where to get a license for an electrician or carpenter or any other profession, “where do you go?” “How do we get this certificate?” STCC is doing that. We had one at STCC. Turnover rate was very good. Everything requires employment afterward. We were having trouble with placement after the training.
On contractors and people like that - I went to the MBOC (Minority Business Opportunity Committee) at UTPA once, 10-15 people signed up on how to get their license and do it right, and then only two of them showed up. We have a problem getting people to show up for the training.
The other thing we have a problem with is getting licensed people to do things. Even the city hires people without a license, they say, “We have people available to do these jobs.” If a business like mine—a private business—hires an unlicensed person and something happens, we are responsible. If something happens with an unlicensed worker, the business would be responsible.
EMPLOYER FOCUS GROUP FOR
CBIRD COMMUNITIES CAREER LADDER SYSTEM
Notes from Meeting Hosted by Raymondville Chamber of Commerce
Raymondville City Hall, Raymondville, Texas
8:30 a.m. Thursday, November 21, 2002
This focus group was held in conjunction with the Willacy County Industrial Foundation, Inc.’s annual meeting, with the following individuals participating:
Name Place of Employment/Business
Joe Alexander Mayor of Raymondville
Jerry Brackhahn Ken’s Furniture
Patricia G. (Pat) Bubb Tech Prep of the Rio Grande Valley, Inc.
Elma Chavez Raymondville Chamber of Commerce
Guy Fambrough Fambrough Realty and Insurance
Eliazar Garcia Raymondville City Manager
Glenn Harding Harding Properties
Abdu Megateli CBIRD-TRAC
Hon. Simon Salinas Willacy County Judge
S. J. Sethi, Ph.D. University of Texas-Pan American
Stephen M. Vassberg Texas State Technical College Harlingen
Paul Whitworth Raymondville Chronicle
This employer focus group was conducted under the title of “other business” during the annual meeting of the Willacy County Industrial Foundation.
Guy Fambrough, Industrial Foundation Chair, chaired the meeting.
Pat Bubb presented a very brief introduction to the CBIRD Communities Career Ladder system envisioned for this region and also shared the way in which Tech Prep currently shares labor market information with students, parents, and educators.
S. J. Sethi presented remarks about the way the targeted industries and occupations lists had been developed.
A discussion of the questions presented to the group followed. Questions, and answers to them, appear below. The answers written on response sheets appear below. Notes of general discussions follow at the end of the questions.
1. Would your organization benefit from the database planned for the Career Ladder system? Why or why not?
Although there was a comment that the system would help Willacy County to work with industry that is coming in, the general consensus was that the group needed more information.
There had not been time for a complete presentation at this meeting; so the group agreed to schedule a presentation about both CBIRD and the Career Ladder program after the first of the year. This should occur in January or February.
2. What changes to the CBIRD Career Ladder system design would this group recommend?
See answer above.
3. Do the listings of targeted industries and targeted occupations reflect the needs that participating employers are experiencing in their businesses?
Be sure that occupations related to law enforcement are reflected in the list. The prison is an important employer for Raymondville. They have about 400 or 500 workers—it is one of the biggest employers in the area at this time.
Add Spaceport to the list as an emerging industry.
4. Are there any industries and occupations that are in demand that do not appear on the lists? If “yes,” please provide information.
Add Corrections Officers to the list.
5. What changes to the listings of targeted industries and targeted occupations would this group recommend?
Anything related to Spaceport. There would be dozens of occupations that would be considered.
6. What are the top reasons that employers cannot fill positions? What are the largest shortcomings of the employers’ current workforce? Where is the employed population weak in its skills?
Willacy County does not have positions to fill.
7. What are some high-turnover positions and skills?
No one responded to this question.
8. (a) Does your company have an internal career ladder?
No
(b) If you have developed a career ladder system, have you shared that information with your employees so that employees can see the opportunities that exist within the company?
N/A
(c) If you have developed an internal career ladder, do you have a training program that helps workers move up on the career ladder?
N/A
GENERAL DISCUSSION
During the Industrial Foundation meeting, there was a discussion of Spaceport developments in Willacy County. Because the Spaceport has a direct bearing on planning for emerging occupations, excerpts from the Spaceport notes are included here.
Phase I of Spaceport work has been finished and successfully done—which was an appropriation of $150,000 by the last Legislature. There is still a remainder of the $350,000 as we move into Phase II. Phase II will be discussed at a meeting set to follow this one. The Aerospace Commission is requesting a commitment to push this forward. To justify this funding, they want to have some kind of launch early in the year. One or both of the people from Fort Stockton will be doing something in February here. That entails a lot of things they need to do. The MOU between them and Fort Stockton – supposedly the contract has been signed by JP Rockets. The U.S. Air Force has not signed it yet. However, the Air Force did not want Fort Stockton but Fort Stockton wants a piece of this. The 10:30 a.m. meeting this morning will be attended by Willacy County’s consultants, to continue the county board’s work into Phase II, which will be the rest of the grant the board received during the last Legislature. Today they will be talking about going back to the Legislature. They will have another Spaceport Day in Austin. Then this afternoon there is a presentation at 1:30 p.m. in Harlingen by the Executive Director of the Texas Aerospace Commission at the City Hall Chamber Board Room. This will be a presentation for the Lower Rio Grande Valley Development Council. They had asked for a presentation, and this is it. This is an important meeting because Willacy County needs help from across the Valley. Spaceport Day is tentatively set for February 25, 2003 in Austin. They encourage participation from lots of constituent groups. Also, Raymondville’s Mayor has been talking with a gentleman from Houston who has some rockets for sale. (A discussion of fund-raising efforts followed.) The activity of the Willacy County Board has taken front and center from the Spaceport Consortium. We are not replacing them; we are working with them. (John Crutchfield is Treasurer of the Board of the Spaceport Consortium.)
EMPLOYER FOCUS GROUP FOR
REGIONAL LABOR MARKET STUDY AND
CBIRD COMMUNITIES CAREER LADDER SYSTEM
Notes from Meeting Hosted by McAllen Chamber of Commerce
8 a.m. Friday, November 22, 2002
This focus group was held at the above time and place, with the following individuals participating:
Name Place of Employment/Business
Steve Ahlenius McAllen Chamber
Adrian A. Arriaga AAA Real Estate & Investments (Tech Prep Board)
Mike Barrera, Ph.D. McAllen ISD
Luis Bazan McAllen Chamber
Patricia G. (Pat) Bubb Tech Prep of the Rio Grande Valley, Inc.
Ed Garcia Pharr-San Juan-Alamo ISD
Stephanie Hawk McAllen Economic Development Corp
Alicia Madrigal Sharyland ISD
Carlos Margo The Partnership, STCC
Abdu Megateli CBIRD-TRAC
Sam O. Olivarez Barrera’s Supply Co., Inc.
Keith Patridge McAllen Economic Development Corp.
Gloria Ramos WorkFORCE Solutions
Mike Ramos Orchid International
Cuauhtemoc Roldan WorkFORCE Solutions
S. J. Sethi, Ph.D. University of Texas-Pan American
Bob Stelzer Texas State Technical College Harlingen
Jim Welton South Texas Manufacturers’ Association
Steve Ahlenius, President and CEO of the McAllen Chamber, welcomed everyone to the chamber and to the meeting.
Adrian A. Arriaga presented opening remarks and stressed the importance of the work being done today for the Tech Prep organization, the WorkFORCE Solutions organization, and the people of the Valley.
Pat Bubb presented an overview of the CBIRD Communities Career Ladder system envisioned for this region and also shared the way in which Tech Prep currently shares labor market information with students, parents, and educators.
S. J. Sethi presented remarks about the way the targeted industries and occupations lists had been developed.
Cuauhtemoc Roldan shared information about an employer survey that WorkFORCE Solutions and Cameron Works are currently conducting in partnership with the Texas Workforce Commission, which is related to the labor market study Tech Prep is leading—and which may be combined with that study. Roldan encouraged employers who received surveys to complete them.
Carlos Margo presented an overview of apprenticeships and pre-apprenticeships being developed to help meet employers’ needs.
The participants then broke into two groups to discuss the questions presented to the group for consideration. Questions, and answers to them, appear below. Answers are taken from notes recorded by S. J. Sethi and Pat Bubb. (General comments at the end of the questions and answers are transcribed from shorthand notes taken during discussions.)
1. Would your organization benefit from the database planned for the Career Ladder system? Why or why not?
Yes. It is a good incentive builder. If you identify steps and you know that if you apply yourself to certain training, you can progress to something else higher. It would be a motivator to start where you fit.
2. What changes to the CBIRD Career Ladder system design would this group recommend?
At the bottom of the career ladder, you need to identify the skills and the directions you can go—like the diagram above. The flowchart is a great way—very visual way—to show it. You need something on the Internet site that people could access at any time. Talk to the South Texas Manufacturers’ Association to get the information about the one they did for the Industrial Maintenance apprenticeship.
3. Do the listings of targeted industries and targeted occupations reflect the needs that participating employers are experiencing in their businesses?
Several individuals expressed concern about the freshness of the data as relates to emerging occupations. There was a suggestion that we include a section or table about emerging occupations in the report.
“Stuff happens so fast now … the changing face of industry in America! It is being very quick—fast—because of a global economy.”
4. Are there any industries and occupations that are in demand that do not appear on the lists? If “yes,” please provide information.
There was a recommendation that manufacturing jobs be included—does “engineering and management” cover manufacturing jobs?
Industrial technician jobs are important … is that under CIP code 87?
Add three or four more categories for manufacturing—Plastic Process Technician, Tool Maker/Mold Maker, and Quality Technicians.
Change the titles! It is no longer “Police Officers” … it is “Law Enforcement Officers.” It is no longer “Guards,” but “Correctional Officers.”
Question: What kind of growth are you having in the apprenticeship area?
Answer: Slow growth. The apprentices are already employed. They are seeing growth in pre-apprenticeships. There is a lot of demand for the pre-apprenticeship program, which is designed to improve peoples’ skills to the point that they can qualify for the apprenticeship program.
5. What changes to the listings of targeted industries and targeted occupations would this group recommend?
How about Truck Mechanics? Is that on here?
6. What are the top reasons that employers cannot fill positions? What are the largest shortcomings of the employers’ current workforce? Where is the employed population weak in its skills?
The employers’ budgets are very low. In order to fill vacancies they have to compete for the current rate they are paying and it usually is not what they are paying. If they budget $7.90 an hour, they cannot pay $8.45 an hour. What they do is, they pay their incumbent workers overtime. They get used to it. (Levi’s is now moving away from Mexico to Central America.)
Because of high turnover employers consistently try to improve from the previous year and beat that bottom line. Usually some of the benefits and wages and niceties are cut out. It reflects lack of career ladders. You get shoddy attendance, shoddy quality, turnover and wind up having to spend money on retraining that you did not have a budget for. What do you cut? The quickest is headcount.
7. What are some high-turnover positions and skills?
No one responded to this question.
8. (a) Does your company have an internal career ladder?
One employer does.
Public schools are set up to show career ladders—teacher, lead teacher, assistant to the principal. These positions are contingent on education and experience.
(b) If you have developed a career ladder system, have you shared that information with your employees so that employees can see the opportunities that exist within the company?
One employer has. This employer has internal training certificates. Employees get recognition for moving up the career ladder.
(c) If you have developed an internal career ladder, do you have a training program that helps workers move up on the career ladder?
One employer has—see above.
GENERAL COMMENTS
It is important to show that you have a support system to build the skills that attract the companies. The infrastructure of the Valley has to be very key—what attracts them other than low wages? The next step is to look at industries that are moving offshore - they are going after low wages. We have to be cautious in being over-zealous.
We under-sell ourselves. Example of Fargo, North Dakota—the population had a higher education level. The productivity was high. To move away from the low-wage syndrome, - that is what we need to be able to do. We need to sell our productivity. For example, the Container Store hires people with college education only because they think they have more potential. That culture has to be engrained. It will be sooner once we have started. We need to preface that or footnote it, and see how we can do that!
WorkFORCE Solutions has a Business Center and a Business Advisory Committee. They will be asking some employers to participate in that. This needs to be an ongoing process.
As we look at career ladders, do we need to emphasize the service and retail industry? There is still potential for advancement. There is a need among the business community that does retail and provides other services in getting quality individuals as employees. At the same time, that is something where the training is lacking.
For some of those positions, it sort of takes care of itself. Most people who go into retail do so part-time and see it as a stopgap. I am not sure that is something I would put resources into because it is always going to be there—that is the nature of the beast. I would not feel comfortable in terms of the image we are trying to project for our area to use that as a targeted industry in the career ladder.
There are many retailers out there who say, “We need assistance too.”
They do not get the people that they want because they do not pay.
That has been a challenge and will continue to be a challenge until our education level comes up.
One thing to address the rate problem – we talk about companies that come down – one of the expectations is that you will have a higher skill level and pay them a lot less. One thing to emphasize to that company: you should see a decrease in your waste with that high skill level of an operator or a technician. To measure that becomes a difficult thing. Those measures never show up. They are not targeted to look at it in that respect. The salary scales are competitive, there should be incentives for a company to come down.
For those who traveled with the Advanced Leaders group to Germany and Ireland, it was an eye-opener to see the connection and link between business and education there. It is extremely tight! This has made us see a need for a closer connection between education and industry here. One of the things is that businesses are running lean.
South Texas Manufacturers’ Association will be putting together a resume-matching service. They are trying to bring people back to the Valley—marketing through their families. This is in 2003. They will be sponsoring Dale Carnegie Leadership Training sometime in the early part of 2003, too.
EMPLOYER FOCUS GROUP FOR
REGIONAL LABOR MARKET STUDY AND
CBIRD COMMUNITIES CAREER LADDER SYSTEM
Notes from Meeting Hosted by South Padre Island Chamber of Commerce
9 a.m. Monday, November 25, 2002
This focus group was held at the above time and place, with the following individuals participating:
Name Place of Employment/Business
C. Blanco Holiday Inn Sunspree
Pat Bubb Tech Prep of the Rio Grande Valley
Dominique Halaby Valley Initiative for Development and
Advancement (VIDA)
Maria N. Hall Allstate Insurance (Tech Prep RGV Board)
Roxanne Harris South Padre Island Chamber of Commerce
Courtney Hayden Island Cinema
Deb Holliday UTB/TSC
Abdu Megateli CBIRD-TRAC
Marcos Paredes Cameron Works, Inc.
Maria Elena G. Ramirez Cameron Works, Inc.
S. J. Sethi, Ph.D. University of Texas-Pan American
Min Sierra Holiday Inn Sunspree
Diana L. Stewart South Padre Island Chamber of Commerce
Roxanne Harris, President and CEO of the South Padre Island Chamber, welcomed everyone to the meeting.
Maria Hall presented opening remarks. There were self-introductions, and Hall then gave an overview of the goals and objectives of Tech Prep and CBIRD.
Pat Bubb presented an overview of the CBIRD Communities Career Ladder system envisioned for this region and also shared the way in which Tech Prep currently shares labor market information with students, parents, and educators.
S. J. Sethi presented remarks about the way the targeted industries and occupations lists had been developed.
Maria Elena G. Ramirez shared information about an employer survey that Cameron Works and WorkFORCE Solutions are currently conducting in partnership with the Texas Workforce Commission, which is related to the labor market study Tech Prep is leading—and which may be combined with that study. She encouraged employers who received surveys to complete them.
Hall then led a discussion of the questions presented to the group for consideration. Questions, and answers to them, appear below.
1. Would your organization benefit from the database planned for the Career Ladder system? Why or why not?
We are known as a resort community. The downside of that is that we are “temporary.” I am not sure how our hotel would use this career ladder. We have dealt with TWC for the past few years. In terms of training, there is not much in our industry. Mission High School started training for the Hospitality industry. They are bringing students into the hotels in the McAllen area. The students we have talked with do not have gas money to come to the island. We have looked at bussing in the past. Many years back, the hotels here used to bus employees to the island. It stopped, and they are beginning to look at it again. The career ladder is a wonderful idea. On our end, once something is set up on the Hospitality end of it, young people or others who would be willing to commute to the island would be nice, right now it is a big issue. Even for students who are in the program at Port Isabel, there are still transportation issues.
The Island Cinema at any time has no more than 9 employees. Because our business is so small, I’m not sure how this particular program would be of benefit.
I am not certain whether the career ladder system would benefit the majority of the small businesses. Two of the factors: the minimum wage of $8.70 and the job that requires at least 6 months of training. I don’t know who would benefit; it might be the managers at the higher level. They mighty see a benefit to identify technicians where there are areas of need. For the sheer numbers that they need, it is the service industry, the hospitality industry, the minimum-wage earner. Need to be able to think and smile and carry on a conversation and make people feel welcome. Show up on time. Remember what was learned and apply it consistently for a long time. The job readiness program that WC offers might help. The chamber of commerce tries to do some things, but cannot be the main training source for all island employees.
The system would be helpful for the work UTB/TSC does on the island. Their job here is to work with local employers. They also have a committee at the South Padre Island Chamber—the business services committee. It is their function to provide different training based on what people need. They try to respond actively to what people are saying, and it seems this system would help them.
2. What changes to the CBIRD Career Ladder system design would this group recommend?
See above.
3. Do the listings of targeted industries and targeted occupations reflect the needs that participating employers are experiencing in their businesses?
How about maintenance people for condos? Maintenance support.
At TWC they see a lot of employers who want machinery maintenance mechanics but are looking for a little off everything—troubleshoot, do things with little or no supervision – would have to have the skills of almost every occupation to be able to move that individual around the system. A lot of times when you are looking at this study, some of these workers or individuals have different job titles or multiple job titles.
4. Are there any industries and occupations that are in demand that do not appear on the lists? If “yes,” please provide information.
See notes about Hospitality industry scattered throughout.
5. What changes to the listings of targeted industries and targeted occupations would this group recommend?
Add “High School + OJT” to the Administrative Support/Clerical position in the brochure—especially in the Hospitality industry!
We have Insurance Sales Agents on there. We might expand on that. Financial Services is really where it’s going. We have banks going into insurance and insurance going into banking. Financial Services is how the industry is changing in insurance.
As far as food, it is all minimum wage except for the Executive Chef. Executive Chefs are difficult to find. The wage is not competitive. Attrition is high. We advertise statewide and locally, and it takes a long time to fill a position. We went to Hospitality websites to advertise. The hotel created the position of Assistant Chef to attempt to grow their own because these people are so difficult to find. A problem is that our wages are not competitive.
There was a discussion of incorporating career growth into the appraisal system—to ask a person where that individual might like to grow with the company. Monetary incentives are wonderful. There are also safety incentives.
When you look at the statistics, we do not have enough population in the United States to cover the demand jobs. If you compare what you spend training and recruiting and look at “How am I going to take some of those dollars and put them into what I pay people,” it will pay, but for small employers, it is difficult for them to see that. The Brownsville Chamber hosted a seminar entitled Beef Up Your Bottom that dealt with this topic. (Access Consulting delivered the training in this seminar.)
Within cities, a lot of cities are beginning to hire Urban Planners on their staffs.
6. What are the top reasons that employers cannot fill positions? What are the largest shortcomings of the employers’ current workforce? Where is the employed population weak in its skills?
See notes about transportation – Question 1.
In terms of our needs, we are seeing that we want to give the work force more skills. The skills we need are the ability to think, to make decisions, to have a rationale reason for the decision.
This description is pretty typical of the entry-level positions on the island.
Right now one employer is in the market for a manager. She has employees who are pretty sharp and remember but are not wonderful with customers. She has employees who are wonderful with customers, but who do not remember things from one day to the next.
This is a problem with customer-service skills. That is one of the biggest things that TWC hears from the business services unit. Employers are wanting them to find some kind of model applicant. They are trying to figure that out. Once the person gets the job, it might be possible to give them that training. Employers might want to send applicants for training to refresh their skills, too.
The Chamber of Commerce has sometimes done things like the “Island Smiling” that might help. For awhile the Disney model was the thing. They had something as simple as “This is what you need to look like when you come to work” and they had pictures pasted on the wall.
Five percent of the companies, of the employers, are small businesses. That is growing and growing.
There is no one here from the local high school. With the new TAKS, which came from TEKS, we may see some improvement in graduate quality, but it will take awhile. There is a gap. In Brownsville we have seen that the students need at least 2 years of college, but statistics have shown that they do not have the money to not work while they go to school. They are going to need jobs – service-based, minimum wage or right above it. They are working toward that. The school districts are working toward that, and Tech Prep has helped.
An uneducated workforce is a problem. Many employers ask for workers who have at least a high school diploma or a GED, but in Cameron County, a lot of times we have difficulty filling those jobs. A lot of times there is an education barrier or a language barrier.
Not being bilingual is a hindrance to an employee—this is true for individuals for whom English is their only language even as it is true for individuals who speak Spanish but not English. We have seen people who attempted to relocate to this region and live on the island, but were unable to do so because not being able to speak Spanish was a barrier to employment.
Being on time. An outgoing nature. It has gotten bad. The training has to be, “Make eye contact, pick your head up, smile, say hello!” We need Customer Service Boot Camp! Even utility companies have been talking about customer service—they are concerned about this because of deregulation.
The problem is big! We need help to produce people with basic skills, common sense, and the ability to do at least an entry-level job.
7. What are some high-turnover positions and skills?
Entry-level, front-desk jobs. Waiters. Bartenders. Cooks. Busboys. Counter workers. Order takers.
8. (a) Does your company have an internal career ladder?
Holiday Inn does, by department—for example, pastry clerk to line clerk.
(b) If you have developed a career ladder system, have you shared that information with your employees so that employees can see the opportunities that exist within the company?
Yes.
(c) If you have developed an internal career ladder, do you have a training program that helps workers move up on the career ladder?
Yes.
GENERAL DISCUSSION
We had a discussion in McAllen. One of the questions we were discussing was, if an employer took a person making $6 an hour, if that person were trained in a way that would increase productivity, would the employer pay that person more? Maybe the person would be worth more if the employee could contribute to productivity.
I agree. The employer could invest in them by providing additional training and justify paying them more.
Remember the other objection: If I invest and pay them more, they will not go to work for someone else.
EMPLOYER FOCUS GROUP FOR
REGIONAL LABOR MARKET STUDY AND
CBIRD COMMUNITIES CAREER LADDER SYSTEM
Notes from Meeting Hosted by The Economic Development Corporation of Weslaco
400 South Kansas, Weslaco, Texas
8 a.m. Wednesday, December 4, 2002
This focus group was held at the above time and place, with the following individuals participating:
Name Place of Employment/Business
Pat Bubb Tech Prep of the Rio Grande Valley
Frank Castellanos City of Weslaco (boards of Tech Prep RGV and
WorkFORCE Solutions)
Patricia Fogarty Strategic Interfaces
Mari Gomez USDA, ARS
S. J. Sethi, Ph.D. University of Texas-Pan American
Felipe Torres Torres Cabinet Shop
Joe Vasquez Knapp Medical Center (boards of Tech Prep RGV
and Weslaco ISD)
Gene Vaughn Burton Auto
Frank Castellanos, Weslaco City Manager, welcomed everyone to the meeting.
Joe Vasquez presented opening remarks. There were self-introductions, and Vasquez then opened the meeting.
Pat Bubb presented an overview of the CBIRD Communities Career Ladder system envisioned for this region and also shared the way in which Tech Prep currently shares labor market information with students, parents, and educators. She gave an overview of the employer survey that is being conducted by WorkFORCE Solutions and Cameron Works in partnership with the Texas Workforce Commission.
S. J. Sethi presented remarks about the way the targeted industries and occupations lists had been developed.
Vasquez then led a discussion of the questions presented to the group for consideration. Questions, and answers to them, appear below.
1. Would your organization benefit from the database planned for the Career Ladder system? Why or why not?
Yes. You are always trying to market your product.
USDA would benefit from a system like this. They have about 30 Ph.D.-level and about 50 technical-level positions. Their technical positions require bachelor’s degrees. USDA’s approach has been to grow its own. They have a four-state team whereby they develop problems and hire students to show them what agribusiness is like—that it’s not all field work, but it’s lab work – chemistry, genetics, biology. They have a hard time communicating that with some students who have no frame of reference for agriculture.
This study could benefit from some of the research that USDA has done—input it into this and come up with another career path.
2. What changes to the CBIRD Career Ladder system design would this group recommend?
See above.
3. Do the listings of targeted industries and targeted occupations reflect the needs that participating employers are experiencing in their businesses?
The Hospitality industry should be here. That covers feeding, planning, proper nutrition – one of the problems we have here is a lack of knowledge about proper nutrition. That fits USDA, too. If each student has an individual education plan, the skill sets are identified there. If that were actually put together, kids would be prepared for life.
If we get back to basics, depending on the entity, they define the tasks in each of the titles in a different way. This is good. It has been talked about a lot. Let’s get back to the basics. We are giving kids a “bum steer” if they think a piece of paper will give them a job. We need to work on their skills.
Kids need to know how to market themselves, too. We have seen students that are qualified but who cannot compete because they do not know how to market themselves. The packaging is not just “how do you look?” It’s the total person!
4. Are there any industries and occupations that are in demand that do not appear on the lists? If “yes,” please provide information.
Requirements for city jobs are beginning to change. Cities have low turnover; however, they are hiring more professionals—engineers, architects, lawyers. With the requirements from the state, they have to have a better-educated workforce. That transition is just beginning.
5. What changes to the listings of targeted industries and targeted occupations would this group recommend?
See discussions above.
There are going to be serious shortages in health care 15 or 20 years from now! It used to be that there were shortages of nurses but the schools were full. Now there are shortages and the schools are not full! And we are adding new health-care facilities every day. This is true not only for nurses, but also for technicians—ultrasound, radiology, MRI. These people are starting to make $20 and $25 an hour. If they work overtime, that turns into $30 an hour. They need pharmacists, too. They have been talking about a couple of years from now, having robots in the pharmacies. But you still need pharmacists, because pharmacists have to program the robots.
First-Line Defenders is another occupation that should be reflected here as an emerging occupation. All of the people who deal with emergency situations. With the new Department of Homeland Security, and this being a border area, this is a definite “emerging occupation” area! The new trucking regulations heighten the importance of this area. This is true for CAT operators, too. Also, government regulations for security have changed, and this is going to impact the workers that area needed. To receive international flights—even from Mexico—airports have to have special fencing and special security, and INS has to come in and check things out.
Another thing is the Greening requirements. Some hospitals land hotel chains are going “green,” which means you use no chemicals. The mold thing, too. People are going back to cleaning without chemicals. Vinegar and water. This requires new skills.
6. What are the top reasons that employers cannot fill positions? What are the largest shortcomings of the employers’ current workforce? Where is the employed population weak in its skills?
Interviewing skills are important. They often see people come in applying for jobs who are not dressed appropriately or who do not present themselves well. This needs to be taught! Kids need to understand that they will have to compete for jobs. They do not understand that.
They need to be taught professional appearance in school, too.
There was a discussion of Weslaco ISD’s efforts to address these needs.
7. What are some high-turnover positions and skills?
Low-skill positions. Stockers. Delivery people. Those are usually low-paying jobs. Guys in those jobs tend to move from one company to another. Turnover is lower in better-paying jobs. There is not a lot of reward in these low-paying jobs.
“Career pathing” for the person who starts at the low rung is often determined by the family situation.
At the hospital, people who have been there for more than 10 years. For those who have been there less than 10 years, they see turnover—employees will jump to a different employer hoping to earn a little more money, even though the pay is already good.
8. (a) Does your company have an internal career ladder?
Three employers did.
(b) If you have developed a career ladder system, have you shared that information with your employees so that employees can see the opportunities that exist within the company?
Two did.
(c) If you have developed an internal career ladder, do you have a training program that helps workers move up on the career ladder?
Two did.
TECH PREP OF THE RIO GRANDE VALLEY, INC.
Joint Meeting of Executive and Partnerships Committees
9 a.m. Monday, December 9, 2002
Best Western Palm Aire, Weslaco
COMMITTEE MEMBERS PRESENT:
Adrian A. Arriaga, CCIM, CEA, Meeting Chair
Tech Prep Vice President (Executive Committee and Partnerships Committee)
Broker/Owner, AAA Real Estate & Investments, McAllen
Stella Garcia, Tech Prep Partnerships Committee
Executive Director, Cameron Works, Inc., Brownsville
Moose Miller, Tech Prep Executive Committee
CEO, Moose Miller Enterprises, Harlingen
Janice H. Mumford, Tech Prep Executive Committee
Community Volunteer, McAllen
Sam O. Olivarez, Tech Prep Executive Committee
President, Barrera’s Supply Co., Inc., Mission
Joe Vasquez, Tech Prep Executive Committee
Vice President for Human Resources, Mid-Valley Medical Systems/Knapp
Medical Center, Weslaco
COMMUNITY PARTNERS PRESENT:
Dominique Halaby, Executive Director, VIDA, Weslaco
Jeff Hembree, Deputy Superintendent, South Texas ISD, Mercedes
Abdu Megateli, Executive Director, CBIRD-TRAC, Weslaco
Keith Patridge, Executive Vice President, McAllen Economic Development
Corporation, McAllen
Gloria Ramos, Business Development Specialist, WorkFORCE Solutions
Laura Reagan, UTB/VIDA Community College Alliance
STAFF/CONTRACTORS PRESENT:
Patricia G. (Pat) Bubb, Executive Director, Tech Prep RGV
S. J. Sethi, Associate Executive Director, UTPA/CoSERVE
Pursuant to notice duly given, a joint meeting of Tech Prep RGV’s Executive and Partnerships Committees was held at the above time and place with the above persons present. Adrian Arriaga chaired the meeting, and Pat Bubb served as meeting secretary.
Opening Remarks. Adrian Arriaga welcomed the group and explained some of the history of the labor market study the group would be considering. There were self-introductions of everyone present, with each individual stating his/her reason for being involved with this project.
Overview of CBIRD Communities Career Ladder Contract. Pat Bubb explained the work that Tech Prep RGV is doing in collaboration with CBIRD-TRAC. She shared the relationship between the labor market study being presented to the group today and the larger project—the CBIRD Communities Career Ladder program—which is intended to contribute to the economic growth of this region.
Presentation of Draft 2002 Labor Market Report. S. J. Sethi presented the draft labor market report for the group’s review, and discussions followed. Some points made during the discussions were as follows:
1. Where occupations in the apparel-manufacturing industry are listed as “growth occupations” for this region, that information should either be omitted entirely from the list or else clearly footnoted to indicate that the data is old data that is no longer accurate for the Rio Grande Valley’s labor market.
2. Plastics Process Technician occupations have been added to the targeted occupations listings because of comments shared during the seven employer focus groups that were held throughout the region. These occupations are so new that they do not appear in the reference materials available to UTPA staff. Dr. Sethi will meet with Carlos Margo of STCC to obtain occupational profile data for these occupations for inclusion in the full report.
3. We have included a section on emerging occupations because of comments shared during several of the employer focus groups. Industries to be included in this section include Homeland Security and Spaceport. Occupations include urban planners and logistics management.
4. The Hidalgo-Willacy workforce development area is now the Hidalgo/Willacy/Starr workforce development area. Starr County moved to the Lower Rio Grande Valley Workforce Development Board’s service delivery area effective September 1, 2002.
5. The state data included in the report will be data for 2000-2010, not data for 1998-2008.
6. The appendix will contain the highlights of the 2000-2010 occupations for the United States and the 2010 industry employment projections for the Rio Grande Valley.
Discussion and Approval of Labor Market Report for Presentation to CBIRD-TRAC Board of Directors. There was a discussion of the availability of student and graduate follow-up data to determine enrollment in programs related to targeted occupations and the occupational successes of graduates of those programs. This data is beyond the scope of the labor market report but is one of the items desirable for inclusion in the Communities Career Ladder program. There was a discussion of state follow-up systems currently in place or being put into place by the Texas Education Agency, the Texas Higher Education Coordinating Board, and the Texas Workforce Commission.
Arriaga pointed out that our job is to turn an ordinary report into extraordinary results. That is difficult to do, but it is our mission. We are not finished yet. The labor market report is a moving target, but we have the means to move the arrows to hit that target; and if we don’t, that means we are not trying hard enough. Arriaga thanked everyone for their contributions to this point and stated we will be calling on individuals again, as we continue to improve on the work being done.
After these discussions, and on motion made by Moose Miller, seconded by Joe Vasquez, and carried by unanimous vote of the Executive Committee members present, the Tech Prep RGV Executive Committee voted to adopt the labor market report and recommend it to the Tech Prep RGV Board for approval.
There being no further business, the meeting was adjourned at approximately 10 a.m.
Notes recorded by Pat Bubb