6 months ago

Clarksville- Main File

• Best practice:

• Best practice: Sector Partnership Model: • Best practice: Technical high school • Connecting industry to classroom (people in industry can talk to students about careers). Best practice: Nepris • Best practice: Diploma Pathway (Louisiana legislation): courses • Best practice: See Cincinnati’s Agenda 360 as a model for conducting a results-driven Strategic Planning initiative. 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 COMPREHENSIVE LABOR ANALYSIS: CLARKSVILLE-MONTGOMERY COUNTY

• 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. 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

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