Clarksville- Main File

COMPREHENSIVE 

LABOR ANALYSIS 

Clarksville-Montgomery County 

Economic Development Council 

NOVEMBER 2017

CONTENTS 

4 ACKNOWLEDGMENTS 

5 INTRODUCTION 

7 DEMOGRAPHIC PROFILE 

8 Population Trends 

10 Generation Dynamics 

11 Diversity 

13 Income 

15 Poverty 

16 Educational Attainment 

17 Stakeholder Themes 

18 LABOR FORCE 

22 Underemployment 

23 Commuting Patterns 


30 THE ECONOMY AND JOB PERFORMANCE 

30 Industry 

34 Regional Business Dynamics 

36 Workers 

39 Real-Time Data 

41 Compensation 


44 MILITARY 

45 Military Skills in the Civilian Labor Force 


54 EDUCATION & TRAINING DEMAND 

57 Meeting the Needs of Industry 


2 

COMPREHENSIVE LABOR ANALYSIS: CLARKSVILLE-MONTGOMERY COUNTY

61 INDUSTRY CLUSTER AND SUPPLY CHAIN ANALYSIS 

61 The Region 

63 Industry Clusters 

65 Supply Chain Analysis 


69 PEER REGION ANALYSIS 

70 Duo Peer Regions 

72 Individual Peer Regions 

74 Corporate Investment 

75 RECOMMENDATIONS 

75 Increase communication and collaboration 

76 Attract or grow more creative and technology-based jobs and investment 

77 Develop targeted and highly visible strategies to retain exiting military 

personnel 

78 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 

CONTENTS 

3

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 

4 


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 

Introduction 5

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 lowwage 

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. 

6 


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. 

KEY HIGHLIGHTS 

• 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 

Demographic Profile 7

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 

Clarksville Montgomery County 10-county region 

8.0% 

7.0% 

6.0% 

Year-over-Year % Change 

5.0% 

4.0% 

3.0% 

2.0% 

1.0% 

0.0% 

–1.0% 

2006 

2007 

2008 

2009 

2010 

2011 

2012 

2013 

2014 

2015 

2016 

2017 

2018 

2019 

2020 

2021 

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

TABLE 1: Total Population Trends, 2006-2016 

GEOGRAPHY 

POPULATION 

COMPOUND ANNUAL 

POPULATION GROWTH 

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 

8 


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. 


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 

USA 

USA 

USA 

LO 

43,500 

Clarksville 

HI 

LO 

55,100 

Montgomery 

County 

HI 

LO 

118,000 

10-county 

HI 

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

Millennials Baby Boomers Prime-age wage earners 

87+86+82+83 44+43+42+43 29+28+23+21 


Montgomery County 

10-county 

U.S. 

0% 

Source: Emsi Dataset 2017.3 

10% 

29% 

28% 

23% 

21% 

20% 

30% 

15% 

15% 

19% 

22% 

40% 

50% 

60% 

70% 

43% 

43% 

40% 

40% 

80% 

90% 

100% 

10 


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

10-COUNTY 

REGION 

POPULATION 


POPULATION GROWTH 

/ PERCENTAGE POINT 

DIFFERENCE 

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% 


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. 

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

USA 

USA 

USA 

LO 

66,982 


HI 

LO 

69,009 

Montgomery 

County 

HI 

LO 

119,630 

10-county 

HI 

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

10-COUNTY 

POPULATION 

PERCENTAGE POINT 

DIFFERENCE 

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% 


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. 

FIGURE 5: Race/Ethnicity by Region, 2016 

White 

Black 

American Indian or Alaskan Native 

Asian 

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

0% 

10% 

20% 

30% 

40% 

50% 

60% 

70% 

80% 

90% 

100% 



10-county 


12 


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 

GEOGRAPHY 

MEDIAN HOUSEHOLD INCOME 

(ADJUSTED IN $2015) 


GROWTH RATE 

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 


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

Clarksville Montgomery County 10-county region 

$50,000 

$40,000 

$30,000 

$20,000 

$10,000 

$0 

2010 2011 2012 2013 2014 2015 


AVERAGE WEEKLY WAGE 

> $805–$871 

> $723–$805 

> $618–$721 

> $566–$618 

Christian 

Todd 

Logan 

Trigg 

Stewart 

Montgomery 

Robertson 

Cheatham 

Houston 

Tennessee: $912 

Dickison 

U.S.: $1,031 

14 


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) 

2010 2015 2010 

2015 

City of Clarksville 


17.4 24.8 

10-county 

10-county 

16.5 23.9 


Christian County 

Logan County 

Todd County 

Trigg County 

Cheatham County 

Dickson County 

Houston County 

Robertson County 

Stewart County 


13.4 18.4 

Christian County 

20.3 28.9 

Logan County 

15.5 24.3 

Todd County 

19.3 28.1 

15.1 Trigg County 

26.5 

Cheatham County 

10.6 16.3 

16.4 Dickson County 

23.3 

Houston County 

19.5 29.9 

Robertson County 

12.3 18.4 

15.5 Stewart County 

25.2 

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


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. 

FIGURE 9: Educational Attainment (2016) 

Less than 9th grade 

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

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

3+5+29+30+9+16+8+K4+6+30+27+9+17+7+K 

5+9+35+24+8+12+7+K 

9.4% 

16.3% 

7.9% 


29.5% 

2.8% 

5.0% 

7.9% 

12.3% 

23.9% 

29.0% 

6.7% 

4.8% 

10-county 

8.8% 

9.1% 

17.1% 

3.9% 

5.9% 

Montgomery 

County 

35.4% 

7.1% 

27.3% 

29.8% 

16 


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. 


• 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. 

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 

18 


Below are the labor force figures pertaining to Montgomery County. 

39+2+K 41+36+K 77+23+H 

FIGURE 10: 2016 Labor Force Breakdown: Montgomery County 

197,290 

Population 

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 

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). 

TABLE 5: Labor Force Trends, 2011-2016 

LABOR FORCE 

COMPOUND 

ANNUAL 

GROWTH RATE 

STRAIGHT 

GROWTH RATE 

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 

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. 

Labor Force 19

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. 

20 


FIGURE 11: Labor Force Participation Rates, 2011-2016 

2011 

2016 

96+95+88+91 93+92+86+89 

68.5% 

66.4% 

67.9% 66.0% 

62.7% 61.1% 

64.8% 63.5% 


Montgomery 

County 

Tennessee 

U.S. 


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

2011 

2016 

52+92+99+92+74+21+6 43+93+95+90+72+27+8 

35.6% 

77.3% 

79.2% 

75.3% 

60.1% 

22.3% 

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

over 

6.3% 


Labor Force 21

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. 

UNDEREMPLOYMENT IN THE CLARKSVILLE MSA 

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

–20% –15% –10% –5% 0% 5% 

10% 

15% 

Graduate Degree and Higher 

Bachelor’s Degree 

Associate’s Degree 

Some college, no degree 

High school diploma or equivalent 

No formal educational credential 

* negative numbers indicate a surplus 


MORE PEOPLE 

THAN JOBS 

MORE JOBS THAN 

PEOPLE 

22 


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 


Labor Force 23

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

27+50+87+22+25+25+29+27 23+38+64+19+14+22+28+25 22+28+26+17+12+21+26+24 17+23+22+16+8+19+19+15 

W 

WHERE MONTGOMERY 

COUNTY RESIDENTS WORK 

Job Counts by Distance/Direction in 2015 

All Workers 

NW 

4,000 

N 

34+71+96+54+73+76+65+47 31+58+70+47+57+71+63+45 29+47+48+40+52+62+61+43 26+39+36+31+38+51+52+39 

Circles are 

at >10 miles, 

10-24 miles, 

25-50 miles, 

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) 

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) 

JOBS 

58,500 

RESIDENT WORKERS 

(AVAILABLE WORKFORCE) 

64,000 

NET COMMUTERS 

(OF RESIDENT WORKERS) 

-5,500 

Source: Emsi dataset 2017.3 

Labor Force 25

0+2+0+0+0+0+1+3+0+0+3+2+10+7+1+3+2+2+1 

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) 

Jobs Resident Net Commuters 

–2,000 

0 

2,000 

4,000 

6,000 

8,000 

10,000 

12,000 


Retail Sales 

Food and Beverage Serving 

Cooks and Food Preparation 

Information and Record Clerks 

Other Management Occupations 

Secretaries and Administrative Assistants 

Other Office and Administrative support 

Business Operations Specialists 

Financial Clerks 

Supervisors of Sales 

Motor Vehicle Operators 

Material, Scheduling, Dispatching, and Distributing 

Material Moving 

Assemblers and Fabricators 

Other Installation, Maintenance, and Repair 

Production Occupations 

Metal and Plastic 

Construction Trades 

Building Cleaning and Pest Control 

Health Diagnosing and Treating Practitioners 

Health Technologists and Technicians 

Teachers 

Other Teachers and Instructors 

Other Personal Care and Service 

Military Occupations 

100+0+41 94+73+40 50+36+2061+37+0+0+0+0+22 58+36+30+25+23+23+21 30+18+15+12+10+11+11 0+0+0+0+0+0+0+0+0 31+34+23+27+28+23+20+34+31 14+16+7+10+14+10+9+16+15 

31+30 14+150+34 33+29 16+1727+0 27+23 13+6 

26 


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. 

Labor Force 27


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/ 

28 


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. 

Labor Force 29

THE ECONOMY AND 

JOB PERFORMANCE 

INDUSTRY 


• $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 

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) 

$19.3 billion 

10-county 

$11.53 

billion 

Clarksville MSA 

$4.92 billion 


$4.23 billion 


30 


TABLE 7: Job Performance 

2011 2016 

NUMERIC 

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% 


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. 

FIGURE 17: Share of Total Jobs by Region, 2016 

Clarksville Montgomery County 10-county 

0% 

5% 

10% 

15% 

20% 

25% 

30% 

35% 

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 

* sorted by Montgomery County 


The Economy and Job Performance 31

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

Industry Jobs 

National Average 

0 

1,000 

2,000 

3,000 

4,000 

5,000 

6,000 

7,000 

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) 


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. 

32 


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 


• 3,000 payrolled businesses 

• 17% firm growth 

• Many medium to large sized businesses 

• Self-employment rate: 7.5% 

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. 

34 


TABLE 8: Number of Payrolled Businesses by Industry 

INDUSTRY 

2016 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 

FIRM GROWTH 

2011–2016 

17% 


TOP SELF-EMPLOYED IN 

MONTGOMERY COUNTY 

SELF-EMPLOYMENT RATES 

1. Construction trades 

2. Landscaping workers 

15+15+13 


10-county Region 

U.S. 

7.5% 

7.5% 

6.5% 

3. Hairdressers 

4. Childcare workers 


WORKERS 


Hot Jobs: 

• Registered nurses 

• Teachers (all levels) 

• General and operations managers 

Most abundant occupations: 

• Office and administrative support 

• Sales 

• Food services 

• Education 

• Production 

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) 

2016 Jobs 2021 Jobs 

0 

2,000 

4,000 

6,000 

8,000 

10,000 

12,000 

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 


36 


TABLE 9: Occupation Groups with Most Growth Potential and Median Wage of $15/hr and 

Higher, Montgomery County (2016-2021) 

SOC 

DESCRIPTION 

2016 

JOBS 

2021 

JOBS 

CHANGE 

% 

CHANGE 

2016 

LOCATION 

QUOTIENT 

MEDIAN 

HOURLY 

EARNINGS 

ANNUAL 

OPENINGS 

SOC 

Description 

2016 

Jobs 

2021 

Jobs 

Change 

% 

Change 

2016 

Location 

Quotient 

Median 

Hourly 

Earnings 

Annual 

Openings 

29-0000 

25-0000 

Healthcare 

Practitioners and 

Technical 

Education, Training, 

and Library 

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

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 

49-0000 

Business and Financial 

Operations 

Installation, 

Maintenance, and 

Repair 

1,472 1,708 236 16% 0.51 $25.78 80 

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 

15-0000 

21-0000 

27-0000 

Computer and 

Mathematical 

Occupations 

Community and 

Social Service 

Occupations 

Arts, Design, 

Entertainment, 

Sports, and Media 

Occupations 

576 685 109 19% 0.36 $30.26 31 

855 963 108 13% 0.91 $19.17 42 

775 851 76 10% 0.75 $16.62 37 

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

47-0000 

17-0000 

19-0000 

Construction and 

Extraction 

Architecture 

and Engineering 

Occupations 

Life, Physical, and 

Social Science 

Occupations 

2,234 2,283 49 2% 0.87 $15.07 61 

560 596 36 6% 0.59 $30.29 24 

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 

0 50 100 150 200 250 300 350 

400 

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 


38 


REAL-TIME 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 

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. 


FIGURE 22: Supply and Demand, Montgomery County 

WORKFORCE INSIGHT: REAL TIME ONLINE PROFILE DATA 

0 

200 400 600 800 1,000 1,200 

Customer Service Representative 

Retail Sales Associate 

Sales Manager 

Administrative Assistant 

Farm Owner 

General Manager 

Maintenance Mechanic 

President 

Cashier 

Registered Nurse 

Sales Representative 

Office Manager 

TOP JOB POSTINGS 

37,000 Unique Profiles in 

Montgomery County, TN 

0 

200 400 600 800 1,000 1,200 

United States Department of the Army 

Austin Peay State University 

Montgomery County School System 

Convergys Corporation 

United States Army 

Wal-Mart Stores, Inc. 

Murray State University 

Gateway Medical Group LLC 

Dyncorp 


The Trane Company 

State of Tennessee 

TOP COMPANIES 

POSTING JOBS 

45,000 Unique Annual Postings 

in Montgomery County, TN 

JOB POSTING ANALYTICS: REAL TIME DEMAND DATA 

0 

200 400 600 800 1,000 1,200 

Heavy and Tractor-Trailer Truck Drivers 

Registered Nurses 

Real Estate Sales Agents 

First-Line Spvr.s of Retail Sales Workers 

Retail Salespersons 

First-Line Spvs. of Food Prep. & Serving Workers 

Stock Clerks and Order Fillers 

Taxi Drivers and Chauffeurs 

Customer Service Representatives 

Cashiers 

Combined Food Preparation Workers 

Postsecondary Teachers 

TOP JOB POSTINGS 

37,000 Unique Profiles in 

Montgomery County, TN 

0 

200 400 600 800 1,000 1,200 

Lyft, Inc. 

Community Health Systems 

Austin Peay State University 

Comphealth Associates, Inc 

Cmcss 

Crye-Leike, Inc 

United States Air Force 

Lowe’s 

Celadon 

CRST Int. 

Averitt Exp. 

Panera 

TOP COMPANIES 

POSTING JOBS 

45,000 Unique Annual Postings 

in Montgomery County, TN 

40 


COMPENSATION 


• 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) 

TABLE 10: Wage Comparisons across Geographies 

All Industries 

Production Occupations 

61+62+69+76+78+90 53+53+51+53+49+53 

$29.86 

$25.22 

$26.10 

$22.96 

$20.45 $20.50 

$17.80 $17.82 

$16.91 

$17.65 

$17.81 

$16.40 

City of 


Montgomery 

County 

10-county Kentucky Tennessee United 

States 

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 

Workers Added at Each Wage Increment 

14,000 

12,000 

10,000 

8,000 

6,000 

4,000 

2,000 

0 

Source: Emsi, Workforce Insight dataset 

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

Hourly Wage 

$21/hr 

Access to 39,086 Workers 

72% of Total 


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

Hourly Compensation by Years of Experience 

3 Years 

$12.68 

4 Years 

$13.71 

5 Years 

$14.26 

6 Years 

$15.24 

7 Years 

$15.84 

8 Years 

$16.64 

9 Years 

$17.14 

10 Years 

$17.76 

11 Years 

$18.76 

13 Years 

$19.80 

14 Years 

$20.94 

15 Years 

$21.70 

$17.14/hr 

$14.57/hr 

–15% 

Median 

Typical Compensation 

$19.71/hr 

+15% 

Source: Emsi, Workforce Insight dataset 

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

Occupations) 

Hourly Compensation by Years of Experience 

2 Years 

$14.88 

3 Years 

$15.47 

4 Years 

$16.51 

5 Years 

$17.02 

6 Years 

$17.80 

7 Years 

$18.58 

8 Years 

$19.34 

9 Years 

$19.85 

11 Years 

$20.64 

12 Years 

$21.32 

13 Years 

$22.32 

15 Years 

$22.70 

16 Years 

$23.73 

19 Years 

$24.77 

$19.85/hr 

$16.87/hr 

$22.82/hr 

–15% 

Median 

Typical Compensation 

+15% 

42 



• 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 selfsustaining 

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. 


• 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 

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. Department 

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 Veterans 

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 

44 


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 

MILITARY SKILLS IN THE CIVILIAN LABOR FORCE 

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. 

FIGURE 26: Distribution of Skills of Exiting Military 

Infantry 

Supply & Services 

Aviation 

Maintenance 

Logistics 

Medical 

Field Artillery 

Signal/ 

Communication 

Corps of Engineers 

Military Police 

Administrative 

Electronics/Missile 

maintenance 

Chemical 

Armor 

Intelligence 

Air Defense Artillery 

Other 

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

Source: 2016 Post-Military Service Intent survey 

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 

Military 45

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 nonprofit’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 

46 


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

MOC 

SOC 

CODE SOC TITLE JOBS 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

TYPICAL ENTRY 

LEVEL EDUCATION 

INFANTRY 

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 


or equivalent 

47-2061 Construction Laborers 1,557 185 $12.68 

No formal 

educational 

credential 

51-1011 

First-Line Supervisors of Production 

and Operating Workers 

1,434 155 $24.88 


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 


or equivalent 

AVIATION 

49-1011 

First-Line Supervisors of Mechanics, 

Installers, and Repairers 

540 54 $25.65 


or equivalent 

53-1031 

First-Line Supervisors of 

Transportation and Material-Moving 

Machine and Vehicle Operators 

221 27 $24.34 


or equivalent 

43-5032 

Dispatchers, Except Police, Fire, and 

Ambulance 

189 20 $13.15 


or equivalent 

11-3071 Logistics Managers 183 17 $32.89 


or equivalent 

49-3011 

MAINTENANCE 

Aircraft Mechanics and Service 

Technicians 



49-9071 


General 

1,824 197 $17.60 


or equivalent 

51-1011 



1,434 155 $24.88 


or equivalent 

49-3023 

Automotive Service Technicians and 

Mechanics 



49-9041 Industrial Machinery Mechanics 716 81 $22.73 


or equivalent 

47-1011 

First-Line Supervisors of Construction 

Trades and Extraction Workers 

647 69 $20.54 


or equivalent 

47-2141 

Painters, Construction and 


543 47 $12.89 

No formal 

educational 

credential 

49-1011 



540 54 $25.65 


or equivalent 

LOGISTICS 

53-7062 

Laborers and Freight, Stock, and 

Material Movers, Hand 

3,860 642 $11.76 

No formal 

educational 

credential 

Military 47

MOC 

SOC 


ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

TYPICAL ENTRY 


43-5081 

Stock Clerks / Marking Clerks 

(Warehouse, Storage Yard, Sales Floor) 

2,797 424 $10.92 

No formal 

educational 

credential 

43-1011 



1,615 187 $21.50 


or equivalent 

53-7064 Packers and Packagers, Hand 1,085 196 $10.33 

43-5071 Shipping, Receiving, and Traffic Clerks 749 95 $13.97 

No formal 

educational 

credential 


or equivalent 

43-5061 

Production, Planning, and Expediting 

Clerks 

408 46 $21.31 


or equivalent 

53-1021 

First-Line Supervisors of Helpers, 

Laborers, and Material Movers, Hand 

321 43 $20.56 


or equivalent 

FIELD ARTILLERY 

49-9071 


General 

1,824 197 $17.60 


or equivalent 

49-1011 



540 54 $25.65 


or equivalent 

47-2073 

Operating Engineers and Other 

Construction Equipment Operators 

423 51 $16.20 


or equivalent 

49-9099 

Installation, Maintenance, and Repair 

Workers, All Other 

335 36 $14.29 


or equivalent 

49-2022 

Telecommunications Equipment 

Installers and Repairers, Except Line 

Installers 



49-3031 

Bus and Truck Mechanics and Diesel 

Engine Specialists 

243 28 $18.75 


or equivalent 

MEDICAL 

29-2061 

Licensed Practical and Licensed 

Vocational Nurses 

1,314 101 $18.03 Postsecondary 


29-2052 Pharmacy Technicians 692 58 $13.26 

35-2012 Cooks, Institution and Cafeteria 589 88 $10.24 


or equivalent 

No formal 

educational 

credential 

31-9092 Medical Assistants 562 83 $13.36 Postsecondary 


31-9091 Dental Assistants 444 59 $16.78 Postsecondary 


43-6013 Medical Secretaries 317 46 $13.07 


or equivalent 

29-2041 

29-2071 

Emergency Medical Technicians and 

Paramedics 

Medical Records and Health 

Information Technicians 





ADMINISTRATIVE 

43-6014 

Secretaries and Administrative 

Assistants, Except Legal, Medical, and 

Executive 

2,874 320 $13.75 


or equivalent 

48 


MOC 

SOC 


ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

TYPICAL ENTRY 


43-9061 Office Clerks, General 2,307 301 $13.79 


or equivalent 

43-1011 



1,615 187 $21.50 


or equivalent 

43-6011 

Executive Secretaries and Executive 

Administrative Assistants 

357 42 $19.90 


or equivalent 

43-3051 Payroll and Timekeeping Clerks 184 19 $18.00 


or equivalent 

SUPPLY AND SERVICES 

53-7062 

Laborers and Freight, Stock, and 

Material Movers, Hand 

3,860 642 $11.76 

No formal 

educational 

credential 

43-5081 

Stock Clerks- Stockroom, Warehouse, 

Storage Yard, Sales Floor 

2,797 424 $10.92 

No formal 

educational 

credential 

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


43-3031 

Bookkeeping, Accounting, and 

Auditing Clerks 

1,576 178 $16.48 

Some college, no 

degree 

51-1011 



1,434 155 $24.88 


or equivalent 

53-7064 Packers and Packagers, Hand 1,085 196 $10.33 

43-5071 Shipping, Receiving, and Traffic Clerks 749 95 $13.97 

No formal 

educational 

credential 


or equivalent 

SIGNAL/COMMUNICATION 

43-1011 



1,615 187 $21.50 


or equivalent 

49-1011 



540 54 $25.65 


or equivalent 

49-2022 



Installers 



33-1012 

First-Line Supervisors of Police and 

Detectives 

224 18 $21.98 


or equivalent 

49-9098 

Helpers--Installation, Maintenance, 

and Repair Workers 

157 21 $13.50 


or equivalent 

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

CORPS OF ENGINEERS 

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



53-7051 Industrial Truck and Tractor Operators 1,088 154 $14.73 

No formal 

educational 

credential 

No formal 

educational 

credential 

47-1011 

First-Line Supervisors of Construction 

Trades and Extraction Workers 

647 69 $20.54 


or equivalent 

Military 49

MOC 

SOC 


ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

TYPICAL ENTRY 


47-2073 

Operating Engineers and Other 

Construction Equipment Operators 

423 51 $16.20 


or equivalent 

53-1031 

First-Line Supervisors of 

Transportation and Material-Moving 

Machine and Vehicle Operators 

221 27 $24.34 


or equivalent 

47-4011 Construction and Building Inspectors 134 14 $22.49 

47-4051 Highway Maintenance Workers 81 11 $13.76 


or equivalent 


or equivalent 

MILITARY POLICE 

33-3051 

Police and Sheriffs Patrol Officers and 

Deputy Sheriffs 

767 68 $19.45 


or equivalent 

33-3012 Correctional Officers and Jailers 410 45 $13.42 

33-9032 Security Guards 309 46 $14.23 


or equivalent 


or equivalent 

33-1012 


Detectives 

224 18 $21.98 


or equivalent 

43-4111 

Interviewers, Except Eligibility and 

Loan 

200 23 $14.00 


or equivalent 

33-9099 

Protective Service Workers, All Others; 

Retail Loss Prevention Specialists 

183 45 $13.32 


or equivalent 

ELECTRONICS/MISSILE MAINTENANCE 

51-9061 

Inspectors, Testers, Sorters, Samplers, 

and Weighers 

968 131 $15.94 


or equivalent 

47-2111 Electricians 795 91 $18.23 


or equivalent 

49-1011 



540 54 $25.65 


or equivalent 

49-2022 



Installers 



51-2022 

Electrical and Electronic Equipment 

Assemblers 

199 23 $14.43 


or equivalent 

49-9098 

Helpers--Installation, Maintenance, 

and Repair Workers 

157 21 $13.50 


or equivalent 

17-3023 

CHEMICAL 

Electrical and Electronics Engineering 

Technicians 

154 12 $25.04 Associate’s degree 

49-9071 


General 

1,824 197 $17.60 


or equivalent 

49-9041 Industrial Machinery Mechanics 716 81 $22.73 


or equivalent 

49-1011 



540 54 $25.65 


or equivalent 

49-9021 

Heating and Air Conditioning 

Mechanics and Installers 



33-2011 Municipal Firefighters 332 29 $17.70 Postsecondary 


50 


MOC 

SOC 


ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

TYPICAL ENTRY 


51-8031 

Water and Wastewater Treatment 

Plant and System Operators 

230 23 $17.99 


or equivalent 

ARMOR 




49-9043 Maintenance Workers, Machinery 251 32 $26.15 

No formal 

educational 

credential 


or equivalent 


or equivalent 


or equivalent 

33-1012 


Detectives 

224 18 $21.98 


or equivalent 

11-3071 

Transportation, Storage and 

Distribution Managers 

183 17 $32.89 


or equivalent 

INTELLIGENCE 

49-1011 



540 54 $25.65 


or equivalent 

43-6011 

Executive Secretaries and Executive 

Administrative Assistants 

357 42 $19.90 


or equivalent 

49-2022 



Installers 



33-1012 


Detectives 

224 18 $21.98 


or equivalent 

43-4111 

Interviewers, Except Eligibility and 

Loan 

200 23 $14.00 


or equivalent 

43-4061 

Eligibility Interviewers, Government 

Programs 

137 15 $18.11 


or equivalent 

AIR DEFENSE ARTILLERY 




49-9043 Maintenance Workers, Machinery 251 32 $26.15 

No formal 

educational 

credential 


or equivalent 


or equivalent 


or equivalent 

33-1012 


Detectives 

224 18 $21.98 


or equivalent 

11-3071 

Transportation, Storage and 

Distribution Managers 

183 17 $32.89 


or equivalent 

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

Source: Emsi 

Military 51


• 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: 

SOC 

DESCRIPTION 

2017 

JOBS 

WORK 

EXPERIENCE 

REQUIRED 

TYPICAL 

ENTRY LEVEL 

EDUCATION 

PCT. 10 

HOURLY 

EARNINGS 

PCT. 25 

HOURLY 

EARNINGS 

ANNUAL 

OPENINGS 

11-9039 Education 

Administrators, All Other 

392 

Less than 5 

years 

Bachelor's 

degree 

$ 21.38 $ 28.04 30 

29-1141 Registered Nurses 747 None 

Bachelor's 

degree 

$ 20.42 $ 23.27 38 

25-2021 

Elementary School 

Teachers, Except 

Special Education 

886 None 

Bachelor's 

degree 

$ 20.36 $ 24.98 63 

51-1011 

First-Line Supervisors 

of Production and 

Operating Workers 

458 

Less than 5 

years 

High school 

diploma or 

equivalent 

$ 16.86 $ 20.45 49 

25-1099 Postsecondary Teachers 580 None 

Doctoral or 

professional 

degree 

$ 16.23 $ 22.00 46 

51-4122 

Welding, Soldering, 

and Brazing Machine 

Setters, Operators, and 

Tenders 

373 None 

High school 

diploma or 

equivalent 

$ 15.72 $ 17.90 40 

29-2061 

Licensed Practical and 

Licensed Vocational 

Nurses 

504 None 

Postsecondary 

nondegree 

award 

$ 15.63 $ 17.38 36 

11-1021 

General and Operations 

Managers 

614 

5 years or 

more 

Bachelor's 

degree 

$ 14.28 $ 22.61 54 

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

agencies. 

52 


• 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. 

Military 53

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 

54 


FIGURE 27: Higher Education Institutions, 10-county Region 

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). 

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 

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). 

Education & Training Demand 55

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) 

Surplus/Avg. Annual Openings (2011–2016) 

Regional Completions (2016)/Gap 

General and Operations Managers 

–131 

184 

315 

Managers, All Other 

–230 

115 

345 

Business Operations Specialists, All Other 

87 

87 

Accountants and Auditors 

71 

66 

5 

Education Administrators, All Other 

47 

37 

10 

Elementary School Teachers, Except Special Education 

220 

111 

109 

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

66 

4 

62 

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

–34 

89 

123 

Teachers and Instructors, All Other 

222 

204 

18 

Registered Nurses 

–54 

183 

237 

Licenses Practical and Licensed Vocational Nurses 

–191 

115 

306 

Dental Assistants 

63 

16 

47 

Automotive Service Technicians and Mechanics 

126 

97 

29 

Heavy and Tractor-Trailer Truck Drivers 

312 

185 

127 


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) 

Surplus/Avg. Annual Openings (2011–2016) 

Regional Completions (2016)/Gap 

Education Administr., Preschool & Childcare Center/Program 

Library Technicians 

Teacher Assistants 

Coaches and Scouts 

–5 5 10 

16 16 

173 173 

–181 

41 

222 

Emergency Medical Technicians & Paramedics 

Dietetic Technicians 

Nursing Assistants 

Medical Assistants 

Medical Transcriptionists 

Phlebotomists 

Veterinary Technologists and Technicians 

Barbers 

Hairdressers, Hairstylists, and Cosmetologists 

Skincare Specialists 


–153 

276 

17 7 10 

–4 3 

83 

–17 16 

9 

7 

31 245 

7 2 

11 11 

11 7 4 

33 

236 

134 115 19 

–140 8 148 

56 


MEETING THE NEEDS OF INDUSTRY 

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. 


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

SOC 

CODE 

SOC DESCRIPTION 

2016 

JOBS 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

TYPICAL ENTRY 


11-1021 General and Operations Managers 1,889 185 $34.78 Bachelor's degree 

IN-DEMAND 

MOST 

FREQUENT 

LESS FREQUENT 

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

53-3032 

49-3023 

Heavy and Tractor-Trailer Truck 

Drivers 

Automotive Service Technicians 

and Mechanics 





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

29-2061 

Licensed Practical and Licensed 




31-9092 Medical Assistants 562 83 $13.36 Postsecondary 


31-9091 Dental Assistants 444 59 $16.78 Postsecondary 


29-2041 

Emergency Medical Technicians 

and Paramedics 



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 

MOST FREQUENT OCCUPATIONS FROM CROSSWALK 

49-2022 


Installers and Repairers, Except 

Line Installers 



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

15-1142 

11-3021 

49-2094 

Network and Computer Systems 

Administrators 

Computer and Information 

Systems Managers 

Electrical 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 


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 

11-9041 

Electrical and Electronics 

Engineering Technicians 

Architectural and Engineering 

Managers 

154 12 $25.04 Associate's degree 


21-1092 

Probation Officers and 

Correctional Treatment 

Specialists 


58 


SOC 

CODE 

SOC DESCRIPTION 

2016 

JOBS 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

TYPICAL ENTRY 


43-3031 

Bookkeeping, Accounting, and 


1,576 178 $16.48 

Some college, no 

degree 

LESS FREQUENT OCCUPATIONS FROM CROSSWALK 

49-9021 

11-9039 

Heating, Air Conditioning, and 

Refrigeration Mechanics and 

Installers 

Education Administrators, All 

Other 




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

11-9111 

Medical and Health Services 

Managers 


29-1051 Pharmacists 368 21 $54.61 

Doctoral or 

professional degree 

33-2011 Firefighters 332 29 $17.70 Postsecondary 


13-1023 

29-2071 

Purchasing Agents, Except 

Wholesale, Retail, & Farm Products 

Medical Records and Health 

Information Technicians 




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

29-1069 

29-2012 

Physicians and Surgeons, All 

Other 

Medical and Clinical Laboratory 

Technicians 

203 12 $107.82 

Doctoral or 

professional degree 

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 


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 



• 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 employerled 

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. 

60 


INDUSTRY CLUSTER AND 

SUPPLY CHAIN ANALYSIS 


$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 

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 

Industry Cluster and Supply Chain Analysis 61

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. 

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

NAICS 

INDUSTRY 

CLARKSVILLE 

MSA 

MONTGOMERY 

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 

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. 

62 


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 

Bubble size represents Jobs in 2016 

45 

40 

Important industries that may require attention 

Important growth industries 

35 

Location Quotient 

30 

25 

20 

15 

10 

5 

Metal Products 

& Mining 

Automotive, Aerospace, and 

Production Technology 

Distribution 

and Electronic 

Commerce 

Business Service 

Chemical Products 

0 

Emerging industries 

–5 

–10% –5% 0% 5% 10% 15% 20% 25% 30% 

Job Growth (2016-2021) 

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 

Automotive, 

Aerospace, 

and Production 

Technology 

Metal Products 

and Mining 

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

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

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 

Total of Target 

Clusters 

Total Clarksville 

MSA 

Total Clusters as 

% of Clarksville 

MSA 

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

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

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

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

64 


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). 


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

CLARKSVILLE MSA KEY INDUSTRIES (2016) 

Chemical Products 



Metal Products and Mining 

2016 GRP $17,646,466 

2016 GRP $549,721,049 

2016 GRP $326,957,963 

2016 Total Sales 

$68,436,756 

2016 Total Demand 

$33,144,760 


$2,074,101,660 


$983,337,004 


$729,181,378 


$127,788,909 

5% In Region 

95% Exported 

95+5O89+11O 

2016 

Sales 

2016 

Demand 

11% In Region 

89% Imported 

91+9O80+20O 

2016 

Sales 

2016 

Demand 

9% In Region 

91% Exported 

20% In Region 

80% Imported 

93+7O61+39O 

2016 

Sales 

2016 

Demand 

7% In Region 

93% Exported 

39% In Region 

61% Imported 

Business Services 

Distribution and 

Electronic Commerce 

2016 GRP $599,419,218 

2016 GRP $380,680,012 


$956,588,471 


$2,079,908,456 


$636,877,556 


$959,266,570 

67+33O85+15O 

2016 

Sales 

2016 

Demand 

33% In Region 

15% In Region 

64+36O 76+24O 

2016 

Sales 

2016 

Demand 

36% In Region 

24% In Region 

67% Exported 

85% Imported 

64% Exported 

76% Imported 

TABLE 17: Key Industry Clusters 

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% 



$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% - - 

66 


TABLE 18: Purchases of Services by Clarksville MSA Businesses from Other Local Businesses or from Businesses 

Located Outside of the MSA (2016) 

2016 DEMAND FOR 

DEMAND MET 

IN-REGION 

% DEMAND MET 

IN-REGION 

DEMAND MET 

BY IMPORTS 

% DEMAND MET 

BY IMPORTS 

TOTAL DEMAND 

Management of Companies and 

Enterprises 

Fabricated Metal Product 

Manufacturing 

Transportation Equipment 

Manufacturing 

$2,459,489 1.3% $183,668,042 98.7% $186,127,532 

$9,504,039 5.4% $165,267,656 94.6% $174,771,695 

$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 

Merchant Wholesalers, Durable 

Goods 

Plastics and Rubber Products 

Manufacturing 

$17,388,081 14.4% $103,257,203 85.6% $120,645,284 

$13,395,454 13.6% $85,284,935 86.4% $98,680,389 

$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 

Merchant Wholesalers, Nondurable 

Goods 

$10,172,184 15.6% $54,908,035 84.4% $65,080,219 

$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 

Insurance Carriers and Related 

Activities 

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

$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 

Electrical Equipment, Appliance, and 

Component Manufacturing 

$7,566,374 18.7% $32,958,710 81.3% $40,525,085 

$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% 



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. 

68 


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. 


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. 

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. 

Peer Region Analysis 69

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. 

TABLE 19: Duo Peer Regions, MSAs, All Industries 

MSA DUOS 

POPULATION 

(2017) 

TOTAL 

INDUSTRY 

JOBS (2017) 

CURRENT 

AVERAGE 

EARNINGS 

COL 

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 


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 


Kansas 

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

Source: Emsi 

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. 

70 


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-KY 

ELKHART- 

GOSHEN, IN 

PEORIA, IL 

KALAMAZOO- 

PORTAGE, MI HUNTSVILLE, AL ROCHESTER, MN 

REGIONAL OVERVIEW 

Population 

(2016) 

Population 

Change % 

Total Industry 

Jobs (2016) 

Total Industry 

Jobs Change 

% 

Bachelor’s 

Degree or 

Higher % 

Current Avg. 

Earnings 

282,353 203,784 376,250 336,865 449,721 215,887 

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

124,880 135,275 182,469 152,106 234,447 124,433 

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

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

$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 

72 


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 

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. 


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 

74 


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 

Recommendations 75

• 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 

76 


• 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. 

Recommendations 77

• 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. 

78 


• 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 

Recommendations 79

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 

80 


economic development professionals to help them prosper as well. These emerging industries 

include distribution and electronic commerce, truck transportation, merchant wholesalers, and 

professional services. 

Conclusion 81

APPENDIX I: 

CORPORATE SUPPORT 

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

electronic surveys. We appreciate their time and assistance. 

• 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 

82 


APPENDIX II: 

INVESTMENT IN CLARKSVILLE- 

MONTGOMERY COUNTY 

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 

Conclusion 83

APPENDIX III: 

CLARKSVILLE-MONTGOMERY COUNTY 

EDC BUSINESS SURVEY 

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. 

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 

Mining, Quarrying, and Oil and Gas Extraction 

Utilities 

3.0% 

6.1% 

Construction 

18.2% 

Manufacturing 

42.4% 

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.) 

3.0% 

3.0% 

3.0% 

3.0% 

3.0% 

3.0% 

6.1% 

6.1% 

84 


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

35.5% 

Write In 

9+39+3+3+10+36+G 

9.7% 

Professional Services 

3.2% 

General Warehousing Distribution 

9.7% 

Automobile and 

Related Manufacturing 

3.2% 

Information/Technology 

38.7% 

Other (Non-Auto) 

Manufacturing 

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 distribution 

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% Yes 

25.8% 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: 4,438 

Part-time: 440 

Contracted: 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 Experience 

42% Recruit for a Specific Technical Skill 

15% Education Level Achievement – Associate’s Degree 

21% Education Level Achievement – Bachelor’s Degree 

42% Company provides On-the-Job Training 

21% Other - Write In: CDL Drivers License, Attitude, HS Diploma, WorkKeys Testing, Not hiring, 

Interview, Background checks, Drug screens, Clean driving history 

Conclusion 85

7) How does your company plan to meet its workforce needs over the next 

five years? (check all that apply) 

18% Create an apprenticeship experience 

58% Partner with a community college, technical college, or similar training organization 

28% Hire private services to provide training 

28% Deliver training with internal resources 

58% Use traditional recruiting methods 

18% 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 

86 


• 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 

Conclusion 87

• 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. 

88 


• 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. 

Conclusion 89

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 

90 


• some bad areas of congestion 

• Sponsorship of manufacturing alliances 

• Teen activities 

16) Are employee commute times a concern? 

38+62+G 

38.1% 

Yes 

61.9% 

No 

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. 

Conclusion 91

APPENDIX IV: 

MOC TO SOC CROSSWALK 

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). 

MOC SOC CODE SOC TITLE JOBS 

Infantry 

11-1021 

11-3011 

11-3121 

13-1151 

17-3031 

21-1092 

33-1011 

33-3012 

33-3051 

General and 

Operations 

Managers 


Services Managers 

Human Resources 

Managers 

Training and 

Development 

Specialists 

Surveying 

and Mapping 

Technicians 

Probation Officers 

and Correctional 

Treatment 

Specialists 

First-Line 

Supervisors of 

Correctional 

Officers 

Correctional 

Officers and 

Jailers 

Police and Sheriff's 

Patrol Officers 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

1,889 185 $34.78 2,778 (889) 

273 26 $30.96 446 (173) 

145 15 $36.66 203 (58) 

239 27 $23.17 336 (97) 

42 3 $19.56 70 (28) 

103 11 $17.99 138 (35) 

36 4 $20.26 60 (24) 

410 45 $13.42 610 (200) 

767 68 $19.45 898 (131) 

33-9032 Security Guards 309 46 $14.23 941 (632) 

43-1011 

47-1011 

47-2061 

47-4041 

49-1011 

First-Line 


Office and Admin. 

Support Workers 

First-Line Spvs. 

of Construction 

Trades and 

Extraction Workers 

Construction 

Laborers 

Hazardous 

Materials Removal 

Workers 


of Mechanics, 

Installers, and 

Repairers 

1,615 187 $21.50 2,180 (565) 

647 69 $20.54 894 (247) 

1,557 185 $12.68 2,022 (465) 

24 4 $17.10 27 (3) 

540 54 $25.65 715 (175) 

TYPICAL 

ENTRY LEVEL 

EDUCATION 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

High school 

diploma or 

equivalent 

Bachelor's 

degree 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

No formal 

educational 

credential 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

92 



Infantry 

Aviation 

49-3021 

49-3023 

49-9043 

49-9071 

51-1011 

51-2021 

53-1031 

53-3033 

11-3071 

15-2031 

17-3021 

43-5032 

49-1011 

49-3011 

53-1011 

53-1031 

53-2021 

53-2022 

Automotive Body 

and Related 

Repairers 

Automotive 

Service 

Technicians and 

Mechanics 


Workers, 

Machinery 

Maintenance and 

Repair Workers, 

General 

First-Line Spvs. of 

Production and 


Coil Winders, 

Tapers, and 

Finishers 

First-Line 


Transportation and 

Material-Moving 

Machine and 

Vehicle Operators 

Light Truck or 

Delivery Services 

Drivers 

Logistics 

Managers 

Operations 

Research Analysts 

Aerospace 

Engineering 

and Operations 

Technicians 

Dispatchers, 

Except Police, Fire, 

and Ambulance 


of Mechanics, 


Repairers 

Aircraft Mechanics 

and Service 

Technicians 

Aircraft Cargo 

Handling 

Supervisors 




Machine and 


Air Traffic 

Controllers 

Airfield Operations 

Specialists 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

221 22 $17.48 277 (56) 

989 101 $15.52 1,232 (243) 

251 32 $26.15 288 (37) 

1,824 197 $17.60 2,220 (396) 

1,434 155 $24.88 1,468 (34) 

49 5 $17.22 52 (3) 

221 27 $24.34 316 (95) 

720 95 $13.04 1,179 (459) 

183 17 $32.89 236 (53) 

48 6 $30.30 96 (48) 



11-1021 

37-3019 

47-1011 

47-2141 

47-4051 

47-4061 

49-1011 

49-2022 

49-3023 

49-9041 

49-9043 

49-9069 

49-9071 

49-9098 

49-9099 

51-1011 

53-1021 

53-1031 

General and 

Operations 

Managers 

Grounds 




of Construction 

Trades and 


Painters, 



Highway 


Workers 

Rail-Track Laying 

and Maintenance 

Equip. Operators 


of Mechanics, 


Repairers 

Telecom. 

Equipment 

Installers and 

Repairers, Except 


Automotive 

Service 


Mechanics 

Industrial 

Machinery 

Mechanics 


Workers, 

Machinery 

Precision 

Instrument & 

Equip. Repairers, 

All Other 



General 

Helpers-- 

Installation, 


Repair Workers 

Installation, 

Maint., and Repair 






Helpers, Laborers, 

and Material 

Movers, Hand 




Machine and 


ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

1,889 185 $34.78 2,778 (889) 

54 8 $9.94 83 (29) 

647 69 $20.54 894 (247) 

543 47 $12.89 601 (58) 

81 11 $13.76 118 (37) 

16 Insf. Data $20.96 15 1 

540 54 $25.65 715 (175) 

307 31 $22.02 420 (113) 

989 101 $15.52 1,232 (243) 

716 81 $22.73 750 (34) 

251 32 $26.15 288 (37) 

16 Insf. Data $23.29 22 (6) 

1,824 197 $17.60 2,220 (396) 

157 21 $13.50 201 (44) 

335 36 $14.29 399 (64) 

1,434 155 $24.88 1,468 (34) 

321 43 $20.56 397 (76) 

221 27 $24.34 316 (95) 

TYPICAL 

ENTRY LEVEL 

EDUCATION 

Bachelor's 

degree 

No formal 

educational 

credential 

High school 

diploma or 

equivalent 

No formal 

educational 

credential 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

Postsecondary 

nondegree 

award 

Postsecondary 

nondegree 

award 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

94 



Logistics 

11-3061 

11-3071 

11-3121 

11-9021 

11-9141 

11-9199 

13-1022 

13-1023 

13-1041 

Purchasing 

Managers 

Storage and 

Distribution 

Managers 


Managers 

Construction 

Managers 

Property, Real 

Estate, and 

Community 

Association 

Managers 

Supply Chain 

Managers 

Wholesale and 

Retail Buyers, 

Except Farm 

Products 

Purchasing Agents, 

Except Wholesale, 

Retail, and Farm 

Products 

Government 

Property 

Inspectors and 

Investigators 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

81 7 $36.54 108 (27) 

183 17 $32.89 236 (53) 

145 15 $36.66 203 (58) 

465 33 $17.12 612 (147) 

264 25 $21.81 358 (94) 

953 81 $18.93 1,089 (136) 

134 17 $23.30 179 (45) 

268 27 $24.40 322 (54) 

171 20 $22.98 293 (122) 

13-1051 Cost Estimators 157 18 $26.71 237 (80) 

13-1081 Logisticians 154 15 $30.32 198 (44) 

13-1111 

43-1011 

43-3061 

Management 

Analysts 

First-Line 

Supervisors 

of Office and 



Procurement 

Clerks 

333 41 $31.14 526 (193) 

1,615 187 $21.50 2,180 (565) 

135 13 $20.26 147 (12) 

43-4151 Order Clerks 254 34 $15.19 305 (51) 

43-5011 

43-5061 

43-5071 

43-5081 

Cargo and Freight 

Agents 

Production, 

Planning, and 

Expediting Clerks 

Shipping, 

Receiving, and 

Traffic Clerks 

Stock Clerks / 

Marking Clerks 

(Warehouse, 

Storage Yard, Sales 

Floor) 

19 2 $18.33 41 (22) 

408 46 $21.31 495 (87) 

749 95 $13.97 974 (225) 

2,797 424 $10.92 3,382 (585) 

TYPICAL 

ENTRY LEVEL 

EDUCATION 

Bachelor's 

degree 

High school 

diploma or 

equivalent 

Bachelor's 

degree 

Bachelor's 

degree 

High school 

diploma or 

equivalent 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

No formal 

educational 

credential 

Conclusion 95


Logistics 


53-1021 

53-1031 

53-7062 

53-7064 

11-1021 

11-3021 

11-3121 

13-1151 

15-1121 

15-1141 

15-1142 

15-1199 

15-2031 

17-3031 

19-2021 

19-2099 

First-Line 



and Material 

Movers, Hand 

First-Line 




Machine and 


Laborers and 

Freight, Stock, and 

Material Movers, 

Hand 

Packers and 

Packagers, Hand 

General and 

Operations 

Managers 

Computer and 

Information 



Managers 

Training and 

Development 

Specialists 

Computer 

Systems Analysts 

Database 


Network and 

Computer 

Systems 


Information 

Technology 

Project Managers 

Operations 


Surveying 

Technicians 

Atmospheric and 

Space Scientists 

Remote Sensing 

Scientists and 

Technologists 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

321 43 $20.56 397 (76) 

221 27 $24.34 316 (95) 

3,860 642 $11.76 4,877 (1,017) 

1,085 196 $10.33 1,233 (148) 

1,889 185 $34.78 2,778 (889) 

160 16 $42.86 311 (151) 

145 15 $36.66 203 (58) 

239 27 $23.17 336 (97) 

230 23 $30.01 409 (179) 

38 4 $32.15 72 (34) 

163 14 $29.81 285 (122) 

280 22 $31.41 344 (64) 

48 6 $30.30 96 (48) 

42 3 $19.56 70 (28) 



Medical 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

43-9021 Data Entry Keyers 155 18 $11.99 262 (107) 

47-2073 

49-1011 

49-2022 

49-2094 

49-3031 

49-3042 

49-9071 

49-9098 

49-9099 

11-9111 

11-9161 

21-1011 

21-1022 

21-1023 

Operating 

Engineers 

and Other 

Construction 

Equipment 

Operators 

First-Line 

Supervisors 

of Mechanics, 


Repairers 

Telecom. Equip. 




Electrical and 

Electronics 

Repairers, 

Commercial 

and Industrial 

Equipment 

Bus and Truck 

Mechanics and 

Diesel Engine 

Specialists 

Mobile Heavy 

Equipment 

Mechanics, Except 

Engines 



General 

Helpers-- 

Installation, 



Installation, 


Repair Workers, All 

Other 

Medical and 

Health Services 

Managers 

Emergency 

Management 

Directors 

Substance Abuse 

and Behavioral 

Disorder 

Counselors 

Healthcare Social 

Workers 

Mental Health and 

Substance Abuse 

Social Workers 

423 51 $16.20 531 (108) 

540 54 $25.65 715 (175) 

307 31 $22.02 420 (113) 

55 6 $26.03 72 (17) 

243 28 $18.75 375 (132) 

169 19 $19.74 230 (61) 

1,824 197 $17.60 2,220 (396) 

157 21 $13.50 201 (44) 

335 36 $14.29 399 (64) 

415 37 $38.03 608 (193) 

11 Insf. Data $25.35 12 (1) 

63 10 $19.52 80 (17) 

71 10 $23.98 133 (62) 

64 11 $15.95 95 (31) 

21-1091 Health Educators 36 5 $18.61 57 (21) 

29-1031 

Dietitians and 

Nutritionists 

50 4 $22.01 69 (19) 

TYPICAL 

ENTRY LEVEL 

EDUCATION 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

Postsecondary 

nondegree 

award 

Postsecondary 

nondegree 

award 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Master's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Conclusion 97


Medical 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

29-1051 Pharmacists 368 21 $54.61 517 (149) 

29-1069 

29-1126 

Physicians and 

Surgeons, All 

Other 

Respiratory 

Therapists 

203 12 $107.82 344 (141) 

95 6 $22.21 173 (78) 

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

29-2012 

Medical and 

Clinical Laboratory 

Technicians 

187 11 $19.41 359 (172) 

29-2021 Dental Hygienists 240 19 $30.82 296 (56) 

29-2031 

29-2034 

29-2041 

29-2051 

29-2052 

29-2053 

29-2054 

29-2055 

29-2057 

29-2061 

29-2071 

29-2081 

29-2091 

29-2099 

Cardiovascular 

Technologists and 

Technicians 

Radiologic 

Technologists 

Emergency 

Medical 


Paramedics 

Dietetic 

Technicians 

Pharmacy 

Technicians 

Psychiatric 

Technicians 

Respiratory 

Therapy 

Technicians 

Surgical 

Technologists 

Ophthalmic 

Medical 

Technicians 

Licensed Practical 

and Licensed 


Medical Records 

and Health 

Information 

Technicians 

Opticians, 

Dispensing 

Orthotists and 

Prosthetists 

Radiologic 

Technicians 

29 2 $19.02 52 (23) 

160 9 $23.42 278 (118) 

272 17 $13.75 394 (122) 

33 3 $11.09 34 (1) 

692 58 $13.26 879 (187) 

49 4 $10.67 53 (4) 


Medical 


31-2022 

Physical Therapist 

Aides 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

58 11 $10.27 92 (34) 

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

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

31-9093 

Medical 

Equipment 

Preparers 

23 3 $14.39 38 (15) 

31-9095 Pharmacy Aides 34 5 $9.38 45 (11) 

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

33-3021 

35-2012 

43-6013 

51-9081 

51-9082 

11-3011 

11-3121 

13-1071 

13-1075 

13-1141 

13-1151 

23-1012 

23-2011 

Immigration 

and Customs 

Inspectors 

Cooks, Institution 

and Cafeteria 

Medical 

Secretaries 

Dental Laboratory 

Technicians 

Medical Appliance 

Technicians 


Services Managers 


Managers 


Specialists 

Labor Relations 

Specialists 

Compensation, 

Benefits, and 

Job Analysis 

Specialists 

Training and 

Development 

Specialists 

Judicial Law 

Clerks 

Paralegals and 

Legal Assistants 

65 8 $23.29 96 (31) 

589 88 $10.24 734 (145) 

317 46 $13.07 473 (156) 

18 3 $17.22 20 (2) 

37 5 $15.20 105 (68) 

273 26 $30.96 446 (173) 

145 15 $36.66 203 (58) 

443 50 $24.63 658 (215) 

21 3 $29.41 37 (16) 

55 6 $26.05 100 (45) 

239 27 $23.17 336 (97) 



Supply and Services 

43-1011 

43-3051 

43-4161 

43-6011 

43-6014 

First-Line 

Supervisors 

of Office and 



Payroll and 

Timekeeping 

Clerks 


Assistants, Except 

Payroll and 

Timekeeping 

Executive 

Secretaries 

and Executive 


Assistants 

Secretaries and 


Assistants, Except 

Legal, Medical, 

and Executive 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

1,615 187 $21.50 2,180 (565) 

184 19 $18.00 234 (50) 

147 16 $18.65 187 (40) 

357 42 $19.90 620 (263) 

2,874 320 $13.75 3,915 (1,041) 

43-9021 Data Entry Keyers 155 18 $11.99 262 (107) 

43-9022 

43-9061 

11-3061 

11-3071 

11-9021 

11-9051 

11-9199 

13-1022 

13-1023 

Word Processors 

and Typists 

Office Clerks, 

General 

Purchasing 

Managers 

Storage and 

Distribution/ 

Transportation 

Managers 

Construction 

Managers 

Food Service 

Managers 

Supply Chain 

Managers 

Wholesale and 

Retail Buyers, 

Except Farm 

Products 

Purchasing Agents, 

Except Wholesale, 

Retail, and Farm 

Products 

34 4 $15.46 34 0 

2,307 301 $13.79 3,370 (1,063) 

81 7 $36.54 108 (27) 

183 17 $32.89 236 (53) 

465 33 $17.12 612 (147) 

593 72 $18.62 704 (111) 

953 81 $18.93 1,089 (136) 

134 17 $23.30 179 (45) 

268 27 $24.40 322 (54) 

13-1051 Cost Estimators 157 18 $26.71 237 (80) 

13-1081 Logisticians 154 15 $30.32 198 (44) 

13-1111 

13-1151 

Management 

Analysts 

Training and 

Development 

Specialists 

333 41 $31.14 526 (193) 

239 27 $23.17 336 (97) 

TYPICAL 

ENTRY LEVEL 

EDUCATION 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

Associate's 

degree 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

Bachelor's 

degree 

High school 

diploma or 

equivalent 

Bachelor's 

degree 

High school 

diploma or 

equivalent 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

100 



Supply and Services 

Signal/Communication 

43-3031 

43-3061 

Bookkeeping, 

Accounting, and 


Procurement 

Clerks 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

1,576 178 $16.48 2,183 (607) 

135 13 $20.26 147 (12) 

43-4151 Order Clerks 254 34 $15.19 305 (51) 

43-5061 

43-5071 

43-5081 

51-1011 

53-1021 

53-3032 

53-7062 

53-7064 

11-1021 

11-3021 

11-3121 

11-9161 

13-1111 

13-1151 

15-1122 

15-1141 

Production, 

Planning, and 

Expediting Clerks 

Shipping, 

Receiving, and 

Traffic Clerks 

Stock Clerks- 

Stockroom, 

Warehouse, 

Storage Yard, 

Sales Floor 

First-Line 




First-Line 



and Material 

Movers, Hand 

Heavy and Tractor- 

Trailer Truck 

Drivers 

Laborers and 

Freight, Stock, and 

Material Movers, 

Hand 

Packers and 

Packagers, Hand 

General and 

Operations 

Managers 

Computer and 

Information 



Managers 

Emergency 

Management 

Directors 

Management 

Analysts 

Training and 

Development 

Specialists 

Information 

Security Analysts 

Database 


408 46 $21.31 495 (87) 

749 95 $13.97 974 (225) 

2,797 424 $10.92 3,382 (585) 

1,434 155 $24.88 1,468 (34) 

321 43 $20.56 397 (76) 

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

3,860 642 $11.76 4,877 (1,017) 

1,085 196 $10.33 1,233 (148) 

1,889 185 $34.78 2,778 (889) 

160 16 $42.86 311 (151) 

145 15 $36.66 203 (58) 

11 Insf. Data $25.35 12 (1) 

333 41 $31.14 526 (193) 

239 27 $23.17 336 (97) 

27 3 $31.44 49 (22) 

38 4 $32.15 72 (34) 

TYPICAL 

ENTRY LEVEL 

EDUCATION 

Some college, 

no degree 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

No formal 

educational 

credential 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

Postsecondary 

nondegree 

award 

No formal 

educational 

credential 

No formal 

educational 

credential 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Conclusion 101



15-1142 

15-1143 

15-1152 

15-1199 

15-2031 

17-3023 

Network and 

Computer 

Systems 


Telecom. 

Engineering 

Specialists 

Computer 

Network Support 

Specialists 

Information 

Technology 

Project Managers 

Operations 


Electronics 

Engineering 

Technicians 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

163 14 $29.81 285 (122) 

52 4 $37.24 105 (53) 

92 9 $25.81 169 (77) 

280 22 $31.41 344 (64) 

48 6 $30.30 96 (48) 

154 12 $25.04 177 (23) 

27-3042 Technical Writers 24 3 $24.44 36 (12) 

27-3091 

Interpreters and 

Translators 

39 5 $19.36 50 (11) 

27-4013 Radio Operators




49-2093 

49-2094 

49-2097 

49-9052 

49-9098 

11-1021 

11-3021 

11-9021 

11-9041 

11-9161 

13-1151 

15-1141 

15-1199 

17-1021 


Electronics 


Repairers, 


Equipment 


Electronics 

Repairers, 

Commercial 


Equipment 

Electronic Home 

Entertainment 

Equipment 


Repairers 

Telecom. Line 


Repairers 

Helpers-- 

Installation, 



General and 

Operations 

Managers 

Computer and 

Information 


Construction 

Managers 

Architectural 


Managers 

Emergency 

Management 

Directors 

Training and 

Development 

Specialists 

Database 


Geospatial 

Information 


Technicians/ 

Technologists 

Cartographers and 

Photogrammetrists 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

19 2 $22.23 17 2 

55 6 $26.03 72 (17) 

26 3 $15.11 32 (6) 

63 8 $19.77 78 (15) 

157 21 $13.50 201 (44) 

1,889 185 $34.78 2,778 (889) 

160 16 $42.86 311 (151) 

465 33 $17.12 612 (147) 

128 11 $48.38 184 (56) 

11 Insf. Data $25.35 12 (1) 

239 27 $23.17 336 (97) 

38 4 $32.15 72 (34) 

280 22 $31.41 344 (64) 




47-1011 

47-2061 

47-2072 

47-2073 

47-4011 

47-4051 

47-4099 

47-5021 

47-5031 

53-1031 

53-3032 

53-7021 

53-7032 

53-7051 

11-3121 

11-3131 

11-9039 

11-9151 

11-9161 

First-Line Spvs.of 

Constr. Trades and 


Construction 

Laborers 

Pile-Driver 

Operators 

Operating 

Engineers 

and Other 

Construction 

Equip. Operators 

Construction 

and Building 

Inspectors 

Highway 


Workers 


Related Workers, 

All Other 

Earth Drillers, 

Except Oil and Gas 

Explosives 

Workers, Ordnance 

Handling Experts, 

and Blasters 

First-Line 




Machine and 


Heavy and Tractor- 

Trailer Truck 

Drivers 

Crane and Tower 

Operators 

Excavating and 

Loading Machine 

and Dragline 

Operators 

Industrial Truck 

and Tractor 

Operators 


Managers 

Training and 

Development 

Managers 

Fitness and 

Wellness 

Coordinators 

Social and 

Community 

Service Managers 

Emergency 

Management 

Directors 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

647 69 $20.54 894 (247) 

1,557 185 $12.68 2,022 (465) 



11-9199 

13-1151 

13-1199 

19-4092 

21-1092 

33-1011 

33-1012 

33-1099 

Security, Loss 

Prevention 

Managers 

Training and 

Development 

Specialists 

Security 

Management 

Specialists 

Forensic Science 

Technicians 

Probation Officers 

and Correctional 

Treatment 

Specialists 

First-Line 


Correctional 

Officers 

First-Line 

Supervisors 

of Police and 

Detectives 

First-Line 


Protective Service 

Workers, All 

Others 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

953 81 $18.93 1,089 (136) 

443 50 $24.63 658 (215) 

761 80 $28.39 1,015 (254) 

19 3 $20.49 33 (14) 

103 11 $17.99 138 (35) 

36 4 $20.26 60 (24) 

224 18 $21.98 272 (48) 

41 5 $17.73 73 (32) 

33-3011 Bailiffs 79 7 $10.59 83 (4) 

33-3012 

33-3021 

33-3031 

33-3041 

33-3051 

33-3052 

33-9011 

33-9021 

Correctional 

Officers and 

Jailers 

Detectives, 

Criminal Invest., 

Special Agents, 

Intel. Analysts, 

Immigration 

and Customers 

Inspectors, Police 

Identification and 

Records Officers 

Fish and Game 

Wardens 

Parking 

Enforcement 

Workers 

Police and Sheriffs 

Patrol Officers and 

Deputy Sheriffs 

Transit and 

Railroad Police 

Animal Control 

Workers 

Private Detectives 

and Investigators 

410 45 $13.42 610 (200) 

65 8 $23.29 96 (31) 

11 Insf. Data $26.15 18 (7) 



Electronics/Missile Maintenance 

33-9031 

Gaming Surveill. 

Officers 

and Gaming 

Investigators 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 


Electronics/Missile Maintenance 

Chemical 

49-2021 

49-2022 

49-2091 

49-2093 

49-2094 

49-2096 

49-2097 

49-9031 

49-9098 

51-2022 

51-9061 

Radio, Cellular, and 

Tower Equipment 


Repairers 

Telecom. Equip. 




Avionics 

Technicians 


Electronics 


Repairers, 


Equipment 


Electronics 

Repairers, 

Commercial 


Equipment 

Electronic Equip. 


Repairers, Motor 

Vehicles 

Electronic Home 

Entertainment 

Equipment 


Repairers 

Home Appliance 

Repairers 

Helpers-- 

Installation, 




Electronic 

Equipment 

Assemblers 

Inspectors, Testers, 

Sorters, Samplers, 

and Weighers 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

12 Insf. Data $23.93 19 (7) 

307 31 $22.02 420 (113) 


Chemical 

Armor 

33-1021 

33-2011 

47-4041 

49-1011 

49-2092 

49-9021 

49-9041 

49-9071 

49-9098 

51-8021 

51-8031 

51-9011 

11-1021 

11-3071 

11-3131 

13-1151 

Municipal Fire 

Fighting and 

Prevention 

Supervisors 

Municipal 

Firefighters 

Hazardous 


Workers 

First-Line 

Supervisors 

of Mechanics, 


Repairers 

Electric Motor, 

Power Tool, and 

Related Repairers 

Heating and Air 

Conditioning 

Mechanics and 

Installers 

Industrial 

Machinery 

Mechanics 



General 

Helpers-- 

Installation, 



Stationary 

Engineers and 

Boiler Operators 

Water and 

Wastewater 

Treatment Plant 

and System 

Operators 

Chemical 

Equipment 

Operators and 

Tenders 

General and 

Operations 

Managers 

Transportation, 

Storage and 

Distribution 

Managers 

Training and 

Development 

Managers 

Training and 

Development 

Specialists 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

102 8 $24.20 124 (22) 

332 29 $17.70 370 (38) 

24 4 $17.10 27 (3) 

540 54 $25.65 715 (175) 


Armor 

Intelligence 

33-1011 

33-1012 

33-3012 

33-3021 

First-Line 


Correctional 

Officers 

First-Line 

Supervisors 

of Police and 

Detectives 

Correctional 

Officers and 

Jailers 

Intelligence 

Analysts 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

36 4 $20.26 60 (24) 

224 18 $21.98 272 (48) 

410 45 $13.42 610 (200) 

65 8 $23.29 96 (31) 

33-9032 Security Guards 309 46 $14.23 941 (632) 

47-2061 

47-4041 

49-9043 

11-1021 

11-3021 

11-3121 

11-9041 

11-9161 

Construction 

Laborers 

Hazardous 


Workers 


Workers, 

Machinery 

General and 

Operations 

Managers 

Computer and 

Information 



Managers 

Architectural 


Managers 

Emergency 

Management 

Directors 

1,557 185 $12.68 2,022 (465) 

24 4 $17.10 27 (3) 

251 32 $26.15 288 (37) 

1,889 185 $34.78 2,778 (889) 

160 16 $42.86 311 (151) 

145 15 $36.66 203 (58) 

128 11 $48.38 184 (56) 

11 Insf. Data $25.35 12 (1) 

11-9199 Security Managers 953 81 $18.93 1,089 (136) 

13-1111 

13-1151 

13-1199 

15-1121 

15-1122 

15-1141 

15-1142 

Management 

Analysts 

Training and 

Development 

Specialists 

Security 

Management 

Specialists 

Computer 

Systems Analysts 

Information 

Security Analysts 

Database 


Network and 

Computer 

Systems 


333 41 $31.14 526 (193) 

239 27 $23.17 336 (97) 

761 80 $28.39 1,015 (254) 

230 23 $30.01 409 (179) 

27 3 $31.44 49 (22) 

38 4 $32.15 72 (34) 

163 14 $29.81 285 (122) 

TYPICAL 

ENTRY LEVEL 

EDUCATION 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

No formal 

educational 

credential 

High school 

diploma or 

equivalent 

High school 

diploma or 

equivalent 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Bachelor's 

degree 

Conclusion 109


Intelligence 

15-1143 

15-1199 

15-2031 

17-1021 

17-3031 

19-2099 

19-4099 

Computer Network 

Architects 

Geospatial 

Information 


Technologists 

Operations 


Cartographers and 

Photogrammetrists 

Mapping 

Technicians 



Technologists 


Technicians 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

52 4 $37.24 105 (53) 

280 22 $31.41 344 (64) 

48 6 $30.30 96 (48) 


Intelligence 

Air Defense Artillery 

49-1011 

49-2022 

49-2094 

11-1021 

11-3071 

11-3131 

13-1151 

First-Line 

Supervisors 

of Mechanics, 


Repairers 

Telecom. 

Equipment 





Electronics 

Repairers, 

Commercial and 

Industrial Equip. 

General and 

Operations 

Managers 

Transp., Storage 

& Distribution 

Managers 

Training and Dev. 

Managers 

Training and Dev. 

Specialists 

ANNUAL 

OPENINGS 

MEDIAN 

HOURLY 

EARNINGS 

RESIDENT 

WORKERS 

NET 

COM- 

MUTERS 

540 54 $25.65 715 (175) 

307 31 $22.02 420 (113) 

55 6 $26.03 72 (17) 

1,889 185 $34.78 2,778 (889) 

183 17 $32.89 236 (53) 

24 3 $35.77 51 (27) 

239 27 $23.17 336 (97) 

27-4013 Radio Operators

APPENDIX V: 

DATA SOURCES AND CALCULATIONS 

COST OF LIVING DATA 

Emsi cost of living data is based on the Cost of Living Index published quarterly by the Council 

for Community and Economic Research (C2ER). 

OCCUPATION DATA 

Emsi 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 DATA 

This 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 SOURCES 

This report uses state data from the following agencies: Tennessee Department of Labor and 

Workforce Development, Research and Statistics Division 

112 


For more information please contact: 

Cal Wray, EDFP 

Executive Director 

Clarksville-Montgomery County Economic Development Council 

Aspire Clarksville Foundation 

25 Jefferson Street, Suite 300 

Clarksville, TN 37040 

Office: 931-245-4333, Cell: 931-257-4212 

Marla W. Rye 

Workforce Essentials, Inc. 

523 Madison St. Suite A 

Clarksville, TN 37040 

Office: 931.905-3500, Cell: 931.206.3783 

Mrye@workforceessentials.com 

cal@clarksville.tn.us, www.clarksvillepartnership.com

Clarksville- Main File

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