2007 Denver Regional Workforce Gap Analysis. New Picture Here (this is a placeholder)

Transcription

1 2007 Denver Regional Workforce Gap Analysis New Picture Here (this is a placeholder) September 14, 2007

2 ABOUT DEVELOPMENT RESEARCH PARTNERS Development Research Partners specializes in economic research and analysis for local and state government and private-sector businesses. Founded in 1994, Development Research Partners combines extensive experience in real estate economics and economic development to provide clients with reliable consulting services in four areas of expertise: Economic and Demographic Research Research in support of business and community activities, ranging from community profiles to evaluating and forecasting economic and market conditions. Industry Studies Specialized research projects including industry cluster research, industry trends analysis, workforce issues studies, and strategic competitive analysis. Fiscal and Economic Impact Analysis Comprehensive analysis and analytical tools to evaluate and forecast site-specific activities and model publicprivate sector relationships. Real Estate Economics Preparation of strategic market data and analysis for prospective real estate development and public-private partnerships. Development Research Partners Patty Silverstein, President Greg McBoat, Research Economist Emily Stuart, Research Economist West Belleview Avenue Suite 100 Littleton, Colorado

3 TABLE OF CONTENTS EXECUTIVE SUMMARY... i INTRODUCTION...1 WORKFORCE SUPPLY...3 POPULATION...3 EDUCATION...6 LABOR FORCE...7 WORKFORCE SUPPLY SUMMARY...8 WORKFORCE DEMAND...10 EMPLOYMENT...10 OCCUPATIONS...11 WORKFORCE DEMAND SUMMARY...12 GAP ANALYSIS...13 METHODOLOGY...13 WORKFORCE GAPS...15 OCCUPATIONAL ANALYSIS...18 OCCUPATION IN UNDER-SUPPLY...18 OCCUPATION IN-BALACE...19 OCCUPATION IN OVER-SUPPLY...20 INDUSTRY ANALYSIS...22 BUSINESS SUPPORT/FINANCIAL SERVICES...23 CONSTRUCTION...26 HEALTHCARE...29 INFORMATION COMMUNICATIONS TECHNOLOGY (ICT)...33 SMALL BUSINESS...36 SUMMARY...39 APPENDIX A: COMMUTE AND LABOR SHEDS... A-1 APPENDIX B: DEGREES BY CLASSIFICATION OF INSTRUCTIONAL PROGRAM...B-1 APPENDIX C: EMPLOYMENT BY INDUSTRY...C-1 APPENDIX D: EMPLOYMENT BY OCCUPATION... D-1 APPENDIX E: RATIO GAP ANALYSIS CHART...E-1 APPENDIX F: SHARE GAP ANALYSIS CHART...F-1 APPENDIX G: ABSOLUTE GAP ANALYSIS CHART... G-1 APPENDIX H: FOCUS GROUP PARTICIPANTS... H-1 APPENDIX I: TWO-DIGIT NAICS CODE LIST...I-1 APPENDIX J: TWO-DIGIT SOC CODE LIST...J-1

4 EXECUTIVE SUMMARY The City and County of Denver Office of Economic Development wants to understand the most pressing workforce needs for businesses and residents in Denver. This report will help identify the largest challenges. The City and County of Denver Office of Economic Development conducted a comprehensive workforce profile in 2004 for the City and County of Denver and the seven-county Metro Denver area, including Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas, and Jefferson counties. The report analyzed occupational gaps present in the workforce by quantifying the supply of occupations in the areas and the demand by businesses for those occupations. The report considered the 2004 workforce and projected supply and demand levels to This report is an update of that 2004 report. Using similar methodology, this workforce gap analysis was conducted using data from 2006 and projecting workforce supply and demand levels through This report expanded the geography and scope of research. In some cases, different data series were utilized that were unavailable in The City and County of Denver Office of Economic Development and the Workforce Board of Metro Denver will utilize the information in this report to target methods to strengthen the workforce of the ninecounty region. The 2007 research has been expanded to include focus group meetings with business leaders in the industries most effected by the largest occupational gaps. Data collected from each of the five focus groups is presented by four major workforce topics: Skills- what skills are most needed within the industry and what skills are most abundant within Denver. Hiring- an understanding of where businesses are hiring workers, the most used sources for recruitment, issues resulting from a retiring workforce, and perceptions of the industry by workforce stakeholders. Education/Training- industry partnerships with education and needed training and degree programs. Most Important Needs- the most important workforce issues facing Denver businesses. The geography for the 2007 report was expanded to include Larimer and Weld counties. This new geographic definition gives a fuller picture of the regional workforce and allows for comparison with the work conducted from the Metro Denver Workforce Innovation in Regional Economic Development (WIRED) Initiative. This report compares the City and County of Denver with the nine-county region including Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas, Jefferson, Larimer, and Weld counties. The workforce gap analysis is presented in five sections: 1. Workforce Supply 2. Workforce Demand 3. Gap Analysis 4. Occupational Analysis 5. Industry Analysis Workforce Supply Population In 2006, 575,300 people lived in the City and County of Denver and close to 3.2 million people lived within the nine-county region. The population continues to see the impact of the baby boomer generation. The older population is increasing in proportion to the total population and the working age population percentage (those people between 16-65) is decreasing. The region s population is becoming more ethnically diverse, allowing companies to locally hire a more diverse workforce. Education The City and County of Denver s population is well educated and becoming more so as time goes on. In 2005, 81.5% of residents in the City and County of Denver and 88.6% in the nine-county region held at Page i

5 EXECUTIVE SUMMARY least a high school degree, up from 80.8% and 87.9% in The high school graduation rate in the City and County of Denver increased by 14% between 2000 and 2004 to 76.9%. Though the annual high school graduation rate has improved, the City and County of Denver s annual dropout rate is more than twice the level of Colorado. In 2006, over 181,300 students enrolled in Colorado public colleges and universities. Labor Force The labor force, which includes people employed and seeking work, totaled over 310,900 in the City and County of Denver and nearly 1,782,000 in the nine-county region in Following the recession in 2001, the labor force has recovered and is expected to grow at an annual rate of 1.2% through Both the City and County of Denver and the ninecounty region have the largest occupational representation in: Office and Administrative Support, Sales and Related, Management, and Construction and Extraction. Unemployment has declined since the recession. The unemployment rate was 4.9% in 2006 and is forecasted to continue to decline through 2011 meaning fewer workers looking for jobs. Workforce Demand Employment More people live than work in the City and County of Denver. In 2007, there were 438,100 workers in the City and County of Denver and 579,200 residents. Employment is expected to grow at an average annual rate of 1.6% through Almost all people (89.1% in 2004) employed in the City and County of Denver live within the nine-county region. The five largest industries in terms of employment in the nine-county region in 2006 were: Government, Retail Trade, Healthcare and Social Assistance, Accommodation and Food Services, and Professional and Business Services. Occupations Service-related occupations are the largest share of employment in the City and County of Denver and the nine-county region. In 2006, Office and Administrative support and Sales and Related occupations accounted for almost 30% of the entire employment in the nine-county region. The fastest growing occupations are those in healthcare, legal, education, and sciences. Gap Analysis Denver s workforce is a robust mix of many occupational groups. Though Colorado has a highlyeducated and productive workforce, many businesses struggle to find and retain the quality workers needed to grow and prosper. As the baby boomer generation retires, workforce needs will only increase. The City and County of Denver Office of Economic Development seeks to meet the workforce needs of businesses in Denver. Methodology Like the 2004 report, this gap analysis utilizes three workforce gap methods to arrive at the most significant workforce gaps for the City and County of Denver and the nine-county region. Ratio Gap Analysis Share Gap Analysis Absolute Gap Analysis Each gap analysis method provides insight into the occupational positions that will be in demand in the City and County of Denver and the nine-county region in the next four years. Workforce Gaps Based on the data collected, and using the three workforce gap methodologies (ratio, share, and absolute gap analysis) ten major occupational gaps have been identified for the City and County of Denver and the nine-county region: Business and Financial Operations Computer and Mathematical Page ii

6 EXECUTIVE SUMMARY Architecture and Engineering Life, Physical, and Social Science Community and Social Services Legal Education, Training, and Library Healthcare Practitioners and Technical Healthcare Support Construction and Extraction In order to understand the workforce demand needs of Denver businesses affected most by the workforce gaps, the occupational gaps were linked to the Denver industries most heavily using these occupations. The workforce gap occupations are heavily represented in the following four major industries: Business Support/Financial Services Construction Healthcare Information Communication Technology (ICT) Focus group meetings were conducted with a total of 49 business leaders in the selected industries as well as a meeting devoted to understanding the specific needs of small businesses in the nine-county region. The focus groups shared many common workforce issues related to skills, hiring, and education/training and concluded with the most important needs to that industry. These needs can be used to create programs, influence policy, and generally work to meet the key workforce needs of the nine-county region. Focus Group Summaries Common Workforce Issues Skills The most significant skill gaps of the nine-county region s workforce include a lack of foundational skills. The workforce often lacks basic skills needed to work in any position. Many candidates do not possess the mathematics, science, writing, and reading skills needed to succeed. Businesses will train employees on job-specific skills, but a lack of core education is challenging to overcome. The nine-county region s businesses, regardless of industry, struggle to find candidates with a strong work ethic and solid professionalism. Businesses perceive that today s workforce cares less about the work they do and more about what they will get out of a position. High employee turnover and sometimes confusing career paths lead to wasted training resources for companies. The nine-county region s workforce is a diverse population and language skills are essential to communicate with customers and other employees. Businesses need multilingual workers, especially those who speak English and Spanish, at all levels of an organization. Though applicants often state during the hiring process that they are fluent in a language, their knowledge is not always sufficient to read, write, and converse in actual practice. Hiring Businesses look locally to hire workers. The population often works close to their home and companies have success recruiting within the neighborhoods surrounding the business location. For some occupations, especially the higher-level jobs with specific skill sets, businesses are forced to hire workers from outside of the area. Employee referral programs prove to be the most successful way to hire quality individuals who have the necessary skills and work well in the company environment. Online jobsites, such as Craigslist, Monster, and Jobbing, are widely used but inundate companies with many unqualified applicants. Most focus group participants, regardless of the industry, indicated they do not use workforce centers because they are unaware of the services offered or find the services to be too time-consuming and confusing. Many focus group participants share the perception that applicants with the needed skill sets cannot be found at workforce centers. Page iii

7 EXECUTIVE SUMMARY Most industries are beginning to see the impact of the retiring baby boomer generation. Businesses experiencing increased retirement are attempting to connect experienced older workers with younger workers. The retiring workforce is opening up new sources of workers and could help bridge some occupational gaps in the region. However, some businesses are hesitant to hire older workers and the older workforce has different needs in terms of training and scheduling. Education/Training Businesses conduct most of their training in-house and on-the-job to save time and money. Some areas of training that are lacking for businesses include: English as a second language and foreign languages Time management and organizational skills Business finance and accounting Soft skills, such as communication, customer service, and leadership Most focus group participants did not feel educational institutions are teaching the skills and real-world experience needed for the incoming workforce to succeed. Businesses see the need to work with educational institutions but struggle to find the time and resources to participate in these programs. Internship programs are used sporadically by Denver businesses but companies often do not have the time, money, or see the benefit to participate in the programs. Most Important Needs Denver businesses need increased understanding of workforce issues and services. Companies do not understand what services and programs are available and would use them more if they were promoted and easily understood. Companies should be educated on the benefits of older workers. Businesses need a service that connects them with potential candidates. A customized, personal service that is simple to use and takes little time would be beneficial. Businesses would use training programs that would help teach core skills (such as writing, communications, and organization) to employees. The programs would be more successful if they had flexible schedules and were conducted at a business location. Financial support for training and internship programs would encourage businesses to take advantage of them more often. Providing equipment and family services to employees going through training is needed. Language skills, especially Spanish, are important for every industry. Helping workers understand each other and their customers is growing in need. Providing training for employees who are not fluent in English as well as foreign language training for English-speaking workers will increase productivity and decrease miscommunications that can lead to frustration or in some industries, accidents. Businesses need local networking opportunities to connect them with other businesses and potential qualified applicants. The incoming workforce is not prepared for the working world. Educational institutions need to prepare youth for the business world through more hands-on experience and practical knowledge while giving them the basic skills they need to succeed. By identifying the largest occupational gaps within the City and County of Denver over the next four years, the City and County of Denver Office of Economic Development and Metro Denver Workforce Boards will strive to meet the workforce needs of Denver businesses. While these occupations cross a number of different industries, there are four key industries impacted by current and projected occupational gaps. An understanding of the issues surrounding worker skills, hiring patterns, and education/training helps link workers seeking employment with businesses that need employees, creating a stronger and more productive economy. Page iv

8 INTRODUCTION The City and County of Denver Office of Economic Development wants to understand the most pressing workforce needs for businesses and residents in Denver. This report will help the Office of Economic Development identify the largest challenges. The City and County of Denver Office of Economic Development conducted a comprehensive workforce profile for the City and County of Denver and the seven-county Metro Denver area 1 in The report analyzed occupational gaps present in the workforce by quantifying the supply of individuals by occupation in the areas and the demand by businesses for those occupations. The report considered the 2004 workforce and projected supply and demand levels to This report is an update of that 2004 report. Using similar methodology, this workforce gap analysis was conducted using data from 2006 and projecting workforce supply and demand levels through This report expanded the geography and scope of research. In some cases, different data series were utilized that were unavailable in The City and County of Denver Office of Economic Development and the Workforce Board of Metro Denver will utilize the information in this report to target methods to strengthen the workforce of the ninecounty region. The geography for the 2007 report was expanded to include Larimer and Weld counties. This new ninecounty definition gives a fuller picture of the regional workforce and provides research that is complementary to the work conducted by the Metro Denver Workforce Innovation in Regional Economic Development (WIRED) Initiative. This report compares the City and County of Denver with the nine-county region. The 2007 research has been expanded to include focus group meetings with business leaders in the 1 The Metro Denver region included seven counties in 2004: Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas, and Jefferson. industries most effected by the largest five occupational gaps. Data collected from each of the five focus groups is presented by four major workforce topics: Skills- what skills are most needed within the industry and what skills are most abundant within Denver. Hiring- an understanding of where businesses are hiring workers, the most used sources for recruitment, issues resulting from a retiring workforce, and perceptions of the industry by workforce stakeholders. Education/Training- industry partnerships with education and needed training and degree programs. Most Important Needs- the most important workforce issues facing Denver businesses. The workforce gap analysis is presented in five sections: 1. Workforce Supply 2. Workforce Demand 3. Gap Analysis 4. Occupational Analysis 5. Industry Analysis The first part examines the supply-side of the workforce equation, or the resident population. A picture of the existing and future workforce is provided through an examination of the population, labor force, and educational attainment. The second part of the study details the demand-side of the market, or the needs of business. Existing and future trends are revealed through a review of employment by industry, employment by occupation, wages, and job vacancies. The third part of the report identifies the gaps that exist between the working population and the types of industries and occupations that drive employment. Three different methodologies are employed to identify the five major occupational gaps within Denver s workforce. Page 1

9 INTRODUCTION The final part of the report presents workforce issues for industries most impacted by the occupational gaps in the areas of skills, hiring, education and training, and most important needs. Page 2

10 WORKFORCE SUPPLY Thousands In order to understand the nature of the workforce in the City and County of Denver and the nine-county region 2, the first factor to consider is the supply of labor in the region. Population Total Population In 2006, 575,300 people lived in the City and County of Denver and close to 3.2 million people lived within the nine-county region. Over the next five years, the population of the City and County of Denver is projected to increase by 4,000 people annually, or 0.7%, due to natural increase and net migration. The nine-county region is projected to grow by approximately 60,000 people annually or 1.8% per year. Components of Change Population growth is measured by two factors: natural increase and net migration. Natural increase is a count of births minus deaths. This number is relatively stable and averages approximately 7,000 people annually in the City and County of Denver and 27,000 per year within the nine-county region. Total Population, City and County of Denver Source: Colorado Division of Local Governments, Demography Section. 2 The nine-county region includes: Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas, Jefferson, Larimer and Weld counties. Thousands 3,500 3,400 3,300 3,200 3,100 3,000 2,900 2,800 Total Population, Nine-County Region, Source: Colorado Division of Local Governments, Demography Section. Net migration is the count of people moving into a given area minus those leaving that area. The City and County of Denver has seen negative net migration since 2001 due mainly to the impact of the recession as people tend to move based on their perception of job opportunity. Though Denver saw its largest net out-migration in 2006, the trend is expected to decrease through The nine-county region, on the other hand, experienced positive net migration, throughout the analysis period. Net migration is forecasted to increase, totaling over 34,000 people in Population by Age The City and County of Denver is already beginning to feel the impact of the retiring baby boomer generation and this impact will only increase in the future. Overall, the population in the City and County of Denver is projected to grow at an average annual rate of 0.7% from 2006 to 2011, adding over 19,600 people during that time period. The over 60 population is projected to grow at an average annual rate of 3.3%, close to five times the rate of the overall population. The over 60 population is forecasted to increase by 14,500 from 2006 to While both the population under the age of 20 and over the age of 40 is projected to grow through 2011, the age group is actually expected to see a decline in population as the baby boomer generation ages. Page 3

11 WORKFORCE SUPPLY Thousands Population by Age, City and County of Denver <19 20 to to to to to 69 Source: Colorado Division of Local Governments, Demography Section. Thousands 1, to 79 The nine-county region also expects to see gains in the older population through The largest population increase (based on average annual growth from ) is projected for the age group, followed by the age group, the over 80 age group, and the age group. The youth population (under 20) is forecasted to grow more rapidly in the City and County of Denver than the nine-county region. However, an increase in the younger working population (age 20-29) is expected in the nine-county region while the City and County of Denver expects to see a decline in that population Population by Age, Nine-County Region <19 20 to to to to to to Working Age Population As the population ages, the labor force participation rate decreases, and thus businesses have a smaller supply of workers from which to draw. Though the City and County of Denver s total population will grow through 2011, the working age population, people aged 16-65, is expected to decrease. In 2006, 67.1% of the population was within working age. By 2011, that percentage is projected to fall to 64.4%, a decrease of more than 3,400 people. The majority of this decline is due to the aging baby boomer generation. In 2006, 14.5% of the population was age 60 or over; by 2011 that percentage is expected to grow to 16.4%. Occupations by Age By 2011, the over-60 population is estimated reach 16.4% in the City and County of Denver and 15.6% in the nine-county region. Several occupations are forecasted to have an oversupply of older workers by The occupations expected to see an overrepresentation of workers over the age of 60 by 2011 include: Education, Training, and Library Legal Life, Physical, and Social Sciences Healthcare Practitioners Management Younger workers are over-represented in the fields of: Food Preparation and Serving Farming, Fishing, and Forestry Construction and Extraction Computer and Mathematical The following chart provides a complete breakdown of occupations by age. Source: Colorado Division of Local Governments, Demography Section. Page 4

12 WORKFORCE SUPPLY City and County of Denver Occupation by Age, 2000 SOC years Total over Total over CODE Occupation years years years and over Management 44.8% 30.9% 19.2% 5.1% 55.2% 24.3% 13 Business and Financial 49.9% 26.4% 18.1% 5.5% 50.1% 23.7% 15 Computer and Mathematical 60.0% 26.5% 11.8% 1.7% 40.0% 13.5% 17 Architecture and Engineering 51.1% 27.5% 16.7% 4.7% 48.9% 21.4% 19 Life, Physical, and Social Science 43.6% 32.8% 18.0% 5.6% 56.4% 23.6% 21 Community and Social Services 47.3% 25.0% 19.8% 8.0% 52.7% 27.7% 23 Legal 42.4% 30.6% 21.1% 5.9% 57.6% 27.0% 25 Education, Training, and Library 40.1% 26.6% 23.3% 10.0% 59.9% 33.3% 27 Arts, Sports and Media 52.8% 27.9% 14.3% 5.1% 47.2% 19.3% 29 Healthcare Practitioners 43.8% 32.0% 19.4% 4.8% 56.2% 24.2% 31 Healthcare Support 53.8% 24.9% 15.4% 6.0% 46.2% 21.3% 33 Protective Service 48.6% 23.1% 22.1% 6.1% 51.4% 28.2% 35 Food Preparation and Serving 76.6% 13.3% 7.2% 2.9% 23.4% 10.1% 37 Building Cleaning and Maint 52.5% 25.4% 13.8% 8.4% 47.5% 22.1% 39 Personal Care and Service 52.0% 22.7% 16.3% 9.0% 48.0% 25.3% 41 Sales and Related 52.9% 24.3% 15.5% 7.2% 47.1% 22.7% 43 Office and Admin Support 51.5% 24.7% 17.1% 6.7% 48.5% 23.8% 45 Farming, Fishing and Forestry 77.5% 5.7% 5.7% 11.1% 22.5% 16.8% 47 Construction and Extraction 63.5% 22.4% 10.8% 3.3% 36.5% 14.1% 49 Installation and Maintenance 49.7% 29.6% 16.9% 3.7% 50.3% 20.6% 51 Production 53.0% 26.0% 16.1% 4.9% 47.0% 20.9% 53 Transportation 51.6% 26.3% 15.8% 6.2% 48.4% 22.1% TOTAL 51.7% 26.0% 16.5% 5.7% 48.3% 22.2% Source: 2000 Census Data from Equal Employment Opportunity Commission. Nine-County Occupation by Age, 2000 SOC years Total over Total over CODE Occupation years years years and over Management 43.2% 31.9% 19.6% 5.4% 56.8% 24.9% 13 Business and Financial 47.2% 28.8% 18.5% 5.6% 52.8% 24.1% 15 Computer and Mathematical 59.7% 27.6% 11.0% 1.7% 40.3% 12.7% 17 Architecture and Engineering 47.7% 30.0% 17.8% 4.6% 52.3% 22.3% 19 Life, Physical, and Social Science 44.3% 31.8% 17.9% 6.0% 55.7% 23.9% 21 Community and Social Services 46.5% 25.9% 20.3% 7.4% 53.5% 27.6% 23 Legal 41.8% 32.1% 20.4% 5.7% 58.2% 26.1% 25 Education, Training, and Library 43.4% 28.5% 21.7% 6.5% 56.6% 28.2% 27 Arts, Sports and Media 53.3% 26.4% 14.4% 5.9% 46.7% 20.3% 29 Healthcare Practitioners 42.6% 34.1% 18.5% 4.7% 57.4% 23.2% 31 Healthcare Support 58.8% 23.3% 12.9% 5.0% 41.2% 18.0% 33 Protective Service 54.8% 24.2% 16.1% 4.9% 45.2% 21.1% 35 Food Preparation and Serving 79.3% 11.6% 6.4% 2.7% 20.7% 9.0% 37 Building Cleaning and Maint 53.3% 25.2% 13.9% 7.7% 46.7% 21.6% 39 Personal Care and Service 59.5% 20.6% 12.8% 7.2% 40.5% 20.0% 41 Sales and Related 54.1% 23.3% 15.1% 7.4% 45.9% 22.5% 43 Office and Admin Support 52.3% 24.7% 16.6% 6.3% 47.7% 22.9% 45 Farming, Fishing and Forestry 63.9% 17.4% 9.9% 8.8% 36.1% 18.6% 47 Construction and Extraction 61.9% 23.8% 11.1% 3.2% 38.1% 14.2% 49 Installation and Maintenance 54.5% 27.7% 13.9% 3.9% 45.5% 17.8% 51 Production 52.1% 26.9% 16.1% 4.9% 47.9% 21.0% 53 Transportation 54.4% 24.2% 14.7% 6.7% 45.6% 21.3% TOTAL 52.6% 26.1% 15.8% 5.5% 47.4% 21.3% Source: 2000 Census Data from Equal Employment Opportunity Commission. 1-10% more than average 10-24% more than average Over 25% more than average Page 5

13 WORKFORCE SUPPLY Hispanic/Latino 35% Population by Race and Ethnicity City and County of Denver, 2005 Two or more races 1% Asian and Pacific Islander 3% Source: U.S. Census Bureau, County Population Estimates by Race. Hispanic/Latino 20.5% White 50% Population by Race and Ethnicity Population by Race and Ethnicity Nine-County Region, 2005 Black or African American 10% Am Indian & Alaska Native 1% Population in the City and County of Denver continues to become more diverse. Increases in the Hispanic/Latino, multi-racial, and Asian/Pacific Islander population give Denver businesses a more diverse population from which to select workers. In 2000, 32% of the City and County of Denver population was of Hispanic/Latino ethnicity (17.7% in the nine-county region). By 2005, the Hispanic/Latino population in the City and County of Denver had grown by 1.7% per year to 34.9% of the total population. The nine-county region had even greater increases in the Hispanic/Latino population with 4.6% annual increase from 2000 to 2005 and totaled 20.5% of the population. Two or more races 1.5% Asian and Pacific Islander 3.1% Am Indian & Alaska Native 0.5% Source: U.S. Census Bureau, County Population Estimates by Race. White 70.2% Black or African American 4.2% Other racial and ethnic groups experienced increases from 2000 to Persons of multiple racial backgrounds increased during the period in both the City and County of Denver and the nine-county region. The multi-race population increased at an annual rate of 0.9% in the City and County of Denver and 3.6% in the nine-county region from 2000 to Asian and Pacific Islanders increased annually by 1.2% for the City and County of Denver and by 3.7% for the nine-county region. Education The City and County of Denver s population is well educated and becoming more so as time goes on. Educational Attainment The City and County of Denver has experienced rising high school attainment rates. In 2005, 81.5% of the City and County of Denver s population had a high school degree or higher, up from 80.8% in The nine-county region has seen a slight increase from 87.9% in 2000 to 88.6% in This upward trend was true for college degrees as well with 39% of the City s population having at least a bachelor s degree or higher in 2005, up from 35% in High School Denver high schools are increasing their graduation rates. In 2000, the City and County of Denver had a high school graduation rate of only 62.9%. By 2003, that figure had grown to 70.6%, an increase of over 12%. The nine-county region also experienced an increase in high school graduation rates from 81.8% in 2000 to 83.8% in In 2003, the Colorado Department of Education changed its methodology for calculating graduation rates and thus, time-series analysis of the data is not available for recent years. Though graduation rates are increasing, overall dropout rates are also growing. Since the school year, Colorado dropout rates have grown annually and totaled 3.3% in the school year excluding alternative schools. The nine-county region had a slightly higher rate in of Page 6

14 WORKFORCE SUPPLY 3.6%. The City and County of Denver s dropout rate of 8.5% was over twice that of the nine-county region. College In 2006, there were over 181,300 students enrolled in public post-secondary educational institutions in the nine-county region, 26.6% of whom attended community colleges. In 2006, over 53,000 students graduated from fouryear and community colleges in Colorado, an increase of 19.7% from 44,500 graduates in Over two-thirds of community college graduates in Colorado studied in one of two major curriculum areas: Health Professions 44.7% Liberal Arts and Sciences 22.4% Graduates of Colorado four-year colleges and universities received a more diverse range of majors. The three largest areas of study for graduates in 2006 were: Business Management 15.4% Engineering 9.6% Social Sciences 8.7% Data is only available for public institutions through the Colorado Commission on Higher Education. For a complete breakdown of degrees awarded by type of institution, see Appendix B. Labor Force The labor force includes not only people who are currently employed but those people who are available and willing to work. Labor force is usually defined as the sum of the employment and unemployment in a given area. Size of Labor Force In 2006, the labor force in the City and County of Denver totaled over 310,900 people. The labor force in the nine-county region reached nearly 1,782,000 in The City and County of Denver experienced a decline in the overall labor force during the recession in 2001 and Recovery was slow for the labor force during the next two years. The labor force began to see larger growth beginning in Over the next five years, the labor force is forecasted to grow at an average annual rate of 0.8% and will total 324,000 people by 2011 in the City and County of Denver and 1,944,400 in the nine-county region. Occupations Both the City and County of Denver and the ninecounty region have a wide breadth of workers in all occupational areas. The largest occupational groups are the same for both the City and County of Denver and the nine-county region. Occupational data is presented using the 22 major Standard Occupational Classification (SOC) codes. For a list of major SOC codes and typical occupations in those categories, see Appendix J. The City and County of Denver has larger proportions of Legal; Arts, Entertainment, Sports and Media; Food Preparation and Serving Related; Building Cleaning and Maintenance; and Construction and Extraction workers than the ninecounty region. Largest Occupational Groups City and Occupational Group County of Denver 9-County Region Office and Administrative Support 13.2% 14.2% Sales and Related 10.6% 12.3% Management 9.8% 11.3% Construction and Extraction 7.4% 6.5% Source: Colorado Department of Labor, Occupational Employment Statistics. Page 7

15 WORKFORCE SUPPLY Occupational Growth Rates: Occupational Group The highest growth within the nine-county region is expected to be in occupations involved with healthcare, information technology, business and finance, construction, and farming. Employment The number of employed members of the labor force in the City and County of Denver totaled almost 295,800 in That number is forecasted to increase to over 318,000 by Employment in the nine-county region reached 1,704,700 in 2006 and is forecasted to grow to over 1,855,000 by Unemployment Growth Rate All Occupations 14.7% Computer and Mathematical 32.3% Healthcare Practitioners and Technical 23.9% Healthcare Support 23.9% Farming, Fishing, and Forestry 22.5% Construction and Extraction 19.7% Business and Financial Operations 19.3% Source: Colorado Department of Labor, Labor Market Information, Projections Unit. Unemployment grew to record levels in the City and County of Denver in 2003 with almost 22,000 people, or 7.3% of the labor force, seeking employment. That number decreased to 15,100 in 2006, a 4.9% unemployment rate. The nine-county region experienced a similar increase in unemployment during the recession, topping out at almost 102,800 (6.2% of the labor force) looking for work in By 2006 that number had decreased to 77,300, or 4.3%. The economic recovery in Colorado has led to a continued constriction of workers. By 2011, people available and looking for work in the City and County of Denver is expected to slightly decline to 14,300 or 4.5% of the labor force. In the nine-county region, the rate is forecasted to be slightly lower at 4.4% with almost 84,200 people seeking work. Though there are fewer people available for work compared to 2003, overall more people are in the labor force. Since 2000, both the City and County of Denver and the nine-county region have seen an increase in the labor force participation rate (a measure of the proportion of people within the labor force versus the overall population). In 2001, the labor force participation rate was 77.4% in the City and County of Denver. By 2006, that percentage had grown to 77.8%. The nine-county region also increased labor force participation, increasing from 77.1% in 2001 to 77.4% in This increase could be due in part to more people staying in the labor force and postponing retirement. Workforce Supply Summary In 2006, 575,300 people lived in the City and County of Denver and close to 3.2 million people lived within the nine-county region. The population continues to see the impact of the baby boomer generation. The older population is increasing in proportion to the total population and the working age population percentage (those people between the ages of 16-65) is decreasing. Denver s population is becoming more ethnically diverse, allowing companies to locally hire a more diverse workforce. The City and County of Denver s population is well educated and becoming more so as time goes on. In 2005, 88.6% of residents in the City and County of Denver held at least a high school degree, up from 80.8% in The high school graduation rate in the City and County of Denver increased by 14% between 2000 and 2004 to 76.9%. In 2006, over 181,300 students enrolled in two and four year colleges and universities in the nine-county region. The labor force, which includes people employed and seeking work, totaled over 310,900 in the City and County of Denver in Following the recession in 2001, the labor force has recovered and is expected to grow at an annual rate of 1.2% through Page 8

16 WORKFORCE SUPPLY The unemployment rate was 4.9% in 2006 and is forecasted to continue to decline through 2011 meaning fewer workers are looking for jobs. Both the City and County of Denver and the ninecounty region have the largest occupational representation in: Office and Administrative Support, Sales and Related, Management, and Construction and Extraction. Unemployment has decreased since the recession. Page 9

17 WORKFORCE DEMAND Local businesses are the drivers of current and future employment. By examining the composition of employer industries and the occupations these businesses need, a better understanding of the demand for the workforce can be achieved. Employment The following employment information for the City and County of Denver and for the nine-county region is based on the Quarterly Census of Employment and Wages from the Colorado Department of Labor and Employment. The industries included are based on the 21 two-digit North American Industrial Classification System (NAICS) codes. A listing of the NAICS codes and descriptions is included in Appendix I. Total Employment There were almost 431,400 people employed in the City and County of Denver in Employment has increased by 0.9% annually from 2004 to Over 1.5 million people were employed in the ninecounty region in Nine-county region employment increased at an average annual rate of 1.0% from 2004 to 2006, and is expected to continue increasing at an average annual rate of 1.6% from 2006 to Almost 126,000 net new jobs are expected to be added over the five-year period, bringing the nine-county region total employment in 2011 to almost 1.7 million workers. Commuting Patterns The nine-county region is used in this analysis in part due to the substantial interrelationship its workforce has with the City and County of Denver. Most City and County of Denver residents work in the nine-county region and most City and County of Denver workers live in the nine-county region. Businesses in the nine counties draw upon the regional workforce to find the skills and workers needed. In 2004, 95.3% of residents living in the City and County of Denver worked within the nine-county region. The majority of City and County of Denver residents work in the City and County of Denver, but this percentage is declining. In 2004, 51.6% of residents worked in the City and County of Denver, down from 52.9% in Most workers (89.1%) employed in the City and County of Denver reside in the nine-county region. The largest worker share comes from the City and County of Denver, followed by Arapahoe, Jefferson, and Adams counties. For a complete breakdown of the resident and workforce by county, see Appendix A. Employment by Industry In 2006, employment in Government (15.4%) comprised the largest share of total employment in the City and County of Denver, followed by the Healthcare and Social Assistance (9.5%), Professional and Business Services (8.5%), Accommodation and Food Services (8.4%) and Administrative and Waste Services (7.8%) industries. The largest industries in the nine-county region are similar to the City and County of Denver. Government was the largest industry by share of employment (14.4%) in the nine-county region, followed by the Retail Trade (10.8%), Healthcare and Social Assistance (9.1%), Accommodation and Food Services (8.7%) and Professional and Business Services (8.1%) industries. For a complete list of employment and growth rate by industry, see Appendix C. Employment Growth by Industry The greatest average annual growth rates from 2006 to 2011 are expected to be in the Professional and Business Services and Administrative and Waste Services industries in the nine-county region. The Professional and Business Services industry is forecasted to experience the highest average annual growth rate of 3.1% out of 21 industries from 2006 to The next highest average annual growth rate of 2.5% will be in Administrative and Waste Services. The Construction; Arts, Entertainment, and Recreation; and Healthcare and Social Assistance Page 10

18 WORKFORCE DEMAND industries will experience a higher than average annual growth rate over the five-year period. The Professional and Business Services industry is expected to add over 20,300 net new jobs between 2006 and 2011, the greatest absolute industry employment gain over the five-year period. Both the Administrative and Waste Services industry and the Healthcare and Social Assistance industry are projected to add 13,700 net new jobs over the fiveyear period. In 2011, the largest industries in the nine-county region by share are projected to be Government (14.0%), Retail Trade (10.8%), Healthcare and Social Assistance (9.2%), and Professional and Business Services (8.7%). Occupations While employment growth by industry provides insight into what types of businesses are driving employment, understanding the employment situation by occupation is pivotal to workers, educational facilities, and workforce centers. By determining the most in-demand occupations, these groups can tailor their efforts to better fit the needs of businesses within each industry. Employment by Occupation Office and Administrative Support occupations were the largest occupational group by share of total employment with a 17.4% concentration in the City and County of Denver in Sales and Related (12.1%) and Food Preparation and Serving Related occupations (8.1%) were the second and third largest occupational groups by concentration in The same three occupations had the highest concentrations in the nine-county region in Office and Administrative Support occupations were the largest occupational group by concentration with 17.1% of total employment. Sales and Related (11.8%) and Food Preparation and Serving Related occupations (8.3%) had the second and third largest concentrations in the nine-county region in For a complete list of occupations and growth rates by occupation, see Appendix D. Employment Growth by Occupation The highest average annual growth rates in the City and County of Denver from 2006 to 2011 are expected in Legal occupations (2.6%) and Education, Training, and Library occupations (2.5%). Life, Physical, and Social Science (2.3%); Construction and Extraction (2.2%); and Architecture and Engineering (2.1%) also experienced high growth rates. By 2011, the greatest concentration of employment is expected to continue to be in Office and Administrative Support and Sales and Related occupations in the City and County of Denver. The highest average annual growth rate from 2006 to 2011 is expected in Education, Training, and Library (3.5%) and Legal (3.2%) occupations in the ninecounty region. Healthcare Practitioners and Technical; Healthcare Support; and Life, Physical, and Social Science occupations are all expected to experience 3.0% average annual growth from 2006 to 2011 in the nine-county region. Over 31,300 net new jobs in Office and Administrative Support occupations are expected to be added in the nine-county region between 2006 and 2011, the greatest absolute occupational gain over the five-year period. The number of jobs in Sales and Related occupations are projected to increase by 16,200, while the number of jobs in Education, Training, and Library occupations is projected to increase by 15,300 over the five-year period, the second and third highest rates by absolute occupational employment growth respectively. In 2011, the largest occupations by share are projected to be Office and Administrative Support (17.2%), Sales and Related (11.5%), and Food Preparation and Serving Related (8.2%). Wages by Occupation Current forecasts indicate the five fastest growing occupations in the nine-county region over the fiveyear period from 2006 to 2011 will be Education, Training, and Library; Legal; Life, Physical and Social Science; Healthcare Practitioners and Technical; and Healthcare Support occupations. Page 11

19 WORKFORCE DEMAND Seven other occupations in the nine-county region will experience above average annual growth rates over the five-year period. The occupational groups experiencing the largest absolute job growth between 2006 and 2011 are: Office and Administrative Support; Sales and Related; Education, Training, and Library; Construction and Extraction; and Food Preparation and Serving Related occupations. Among all fastest growing occupational groups, Legal occupations have the highest median hourly wage at $30.43, almost twice the median hourly wage of all occupations in Colorado ($15.82). Four of the five fastest growing occupational groups have higher than average wages. Occupation Wage Range of High-Growth Occupations Nine-County Region, Median Hourly Wage ALL OCCUPATIONS $15.82 Top Occupations by Average Annual Growth Rate Education, Training, and Library $18.90 Legal $30.43 Life, Physical, and Social Science $26.61 Healthcare Practitioners and Technical $26.10 Healthcare Support $12.43 Top Occupations by Absolute Job Growth Office and Administrative Support $14.52 Sales and Related $12.51 Education, Training, and Library $18.90 Construction and Extraction $17.03 Food Preparation and Serving Related $8.12 Sources: U.S. Bureau of Labor Statistics (Wages from Colorado 2006) and Development Research Partners. 2011, Government is expected to have the largest concentration of employment in the nine-county region, followed by Retail Trade and Healthcare and Social Assistance industries. Education, Training, and Library occupations are expected to experience the greatest average annual growth between 2006 and 2011 in the nine-county region, with employment increasing by 3.5% annually for a total of 15,300 net new jobs by Legal; Healthcare Practitioners and Technical; Healthcare Support; and Life, Physical, and Social Science occupations are expected to experience higher than average growth from 2006 to By 2011, Office and Administrative Support occupations are expected to continue to have the largest concentration of employment in the ninecounty region, followed by Sales and Related and Food Preparation and Serving Related occupations. Legal occupations have the highest median hourly wage ($30.43) out of the fastest growing occupations. The median hourly wage of all occupations in the nine-county region was $15.82 in Workforce Demand Summary The Professional and Business Services industry is expected to experience the greatest average annual growth between 2006 and 2011 in the nine-county region, with employment increasing by 3.1% annually for a total of 20,300 net new jobs by Administrative and Waste Services followed by the Construction and Arts, Entertainment, and Recreation industries will be the next fastest growing industries over the five-year period. By Page 12

20 GAP ANALYSIS Nothing is more important to a business than its workforce. A business must be able to find a sufficient local labor pool to fill its employment needs. After evaluating Denver s workforce supply (residents) and workforce demand (employees), the gap analysis attempts to bring both pieces together to explain where the opportunities and challenges for employment by occupation will occur over the next four years. Methodology Data was collected from a variety of sources including the U.S. Census Bureau, Occupational Employment Statistics, the Quarterly Census of Employment and Wages, Local Area Unemployment Statistics, and the State Demography office in order to estimate current and future numbers of workers by occupation within the City and County of Denver and the nine-county region. These data were collected on both the supply side of the workforce and the demand side of the workforce. The workforce supply details characteristics of the population residing within the City and County of Denver and the nine-county region. The workforce demand details the employment within the City and County of Denver and the nine-county region. It is the difference between the count of people versus a count of jobs. After analyzing both sets of data, techniques were implemented to identify the gaps within the ninecounty workforce. Workforce gaps within a region exist when the local supply of labor is less than the demand for labor. It is important to note that while the gap analysis may indicate an occupational category has an oversupply of labor or is in-balance, this designation is not meant to suggest that there are no employment opportunities in these occupations. There will continue to be employment opportunities due to job turnover and retirement, but those opportunities may be more difficult to pursue or more competitive to secure due to workforce over-supply. There is no one approach to the gap analysis that provides a clear picture of any mismatch between the supply of labor and the demand for labor. For this reason, three different methodologies are used to discuss the gap between the supply of labor and the demand for labor. Data Limitations As this report compares the workforce supply and demand, it is important to keep in mind that these two numbers will never match exactly. Labor supply data derives from U.S. Census Bureau s American Community Survey (ACS) figures, based on sampling methodology. In this survey, individuals are asked to identify various demographic and economic characteristics, including their occupational group. However, the occupational group where individuals may classify themselves may not match with the occupational group that an employer may use to identify that worker. The labor demand data derives from the Colorado Department of Labor s Occupational Employment Statistics (OES) and Quarterly Census of Employment and Wages (QCEW). The QCEW data includes those employees covered by unemployment insurance; it does not include the self-employed. The self-employed and sole proprietors are important and growing segments of the economy, but are small segments that can be difficult to measure. The second challenge with the data is multiple job holdings. While each individual is counted only once in the workforce supply data, workers may be double-counted in the workforce demand data due to residents with multiple jobs. For example, an individual that has two part-time positions will be counted twice in the labor demand data as the employment data makes no distinction between fulland part-time employment. The final challenge with comparing the labor supply and labor demand data concerns commuting patterns. For example, there are significantly more people working in the City and County of Denver Page 13

21 GAP ANALYSIS than there are members of the City s resident workforce. For this reason, the majority of the gap analysis is performed based on the nine-county region. While this alleviates some of the concerns regarding commuting patterns, there is still the issue that some residents of the nine-county region work outside of the area and some people that work in the region live outside of the nine-county area. In general, the nine-county region has more workers commuting into the region than residents commuting to jobs outside of the region. Gap Analysis Methods Like the 2004 report, this gap analysis utilizes three workforce gap methods to determine the five occupations expected to experience the most significant under-supply of labor by 2011: Ratio Gap Analysis Share Gap Analysis Absolute Gap Analysis Each gap analysis method provides insight into the supply-demand position for each major occupational group in the City and County of Denver and the nine-county region in next four years. Ratio Gap Analysis Methodology In ratio gap analysis, the ratio of labor supply (residents) to labor demand (employees) is determined for each occupation from 2004 to The ratios for 2004 through 2006 are used to determine a sample range for the analysis, providing a high and low end for the ratio range. The supply/demand ratio is then compared to the ratio range to determine whether the ratios are within the range, higher than the range, or lower than the range. Share Gap Analysis Methodology The share gap analysis examines each occupation as a share of the total labor supply (residents) and the total labor demand (employees). Then, for each occupation, the share of the supply is compared to the share of the demand. Where there is a higher share of residents in that occupation than the share of employees in the occupation there is an oversupply of labor. When there is a lower share of supply compared to demand, there is an undersupply of labor. Occupational Share > 0 Over-supply of Labor < 0 Under-supply of Labor Absolute Gap Analysis Methodology The absolute gap analysis examines the total number of residents (labor supply) and subtracts the total number of employees (labor demand). A negative number indicates an under-supply of labor in that occupation while a positive number indicates an over-supply of labor. Due to the fact that there is a substantially larger number of people working in the City and County of Denver than there are members of the resident workforce, this analysis could only be performed on a nine-county region level. Absolute > 0 Over-supply of Labor < 0 Under-supply of Labor Supply/Demand Ratio > Ratio Range Over-supply of Labor < Ratio Range Under-supply of Labor Within the Ratio Range In Balance Page 14

22 GAP ANALYSIS Workforce Gaps Based on the data collected, and using the three workforce gap methodologies (ratio, share, and absolute gap analysis), there is an under-supply of labor in ten major occupational groups in the ninecounty region: Business and Financial Operations Computer and Mathematical Architecture and Engineering Life, Physical, and Social Science Community and Social Services Legal Education, Training, and Library Healthcare Practitioners and Technical Healthcare Support Construction and Extraction Each of these occupations is in an under-supply position based on at least one of the three gap methodologies. Occupational groups that exhibited an under-supply using both the Ratio and Share methodologies combined with an average annual decline of at least 5% in the over-supply based on the Absolute methodology were identified as undersupply occupations. The following pages present a summary of the gap analyses and the results of each workforce gap method. Page 15

23 GAP ANALYSIS Occupation Gap Analysis Summary Nine-County Region, 2007 and Ratio 2011 Ratio 2007 Share 2011 Share 2011 Annual Average Percent Change in Absolute Gap Management = = 0.6% 0.6% 1.4% Business and Financial Operations % -0.3% -5.3% Computer and Mathematical % -0.3% -8.2% Architecture and Engineering % -0.2% -7.8% Life, Physical, and Social Science % -0.2% -83.7% Community and Social Services % -0.1% -12.1% Legal % -0.1% -13.6% Education, Training, and Library = % -0.7% -33.6% Arts, Design, Entertainment, Sports, and Media % 0.3% 0.5% Healthcare Practitioners and Technical % -0.4% -12.9% Healthcare Support % -0.2% -17.5% Protective Service = - 0.0% 0.0% -1.2% Food Preparation and Serving Related = = -0.3% -0.2% -0.6% Building Cleaning and Maintenance = - 0.2% 0.1% -3.4% Personal Care and Service % 0.3% 0.4% Sales and Related = + 0.0% 0.2% 2.1% Office and Administrative Support = = 0.4% 0.3% -1.4% Farming, Fishing, and Forestry = = 0.1% 0.1% 2.4% Construction and Extraction % -0.1% -5.9% Installation, Maintenance, and Repair = + 0.1% 0.2% 3.2% Production = + 0.2% 0.5% 7.3% Transportation and Material Moving = % 0.0% 4.3% Total = - N/A N/A -1.6% Source: Development Research Partners, Over-supply of Labor Labor Supply in Balance Under-supply of Labor Page 16

24 GAP ANALYSIS Ratio Gap Analysis Due in part to a continuingly tight labor market, the ratio gap methodology identified both the City and County of Denver and the nine-county region to have an overall under-supply of occupations by The ratio gap analysis identified seven major occupations in under-supply within the City and County of Denver in 2007 growing to 16 occupational areas by The nine-county region identified 11 under-supplied occupations in 2007, growing to 15 by Six occupations are experiencing current under-supplies and projected future under-supplies in both the City and County of Denver and the nine-county region: Computer and Mathematical Life and Physical Science Community and Social Services Legal Healthcare Support Construction and Extraction See Appendix E for the complete Ratio gap analysis. Share Gap Analysis Five occupational categories have consistently registered an under-supply of labor from in both the City and County of Denver and the ninecounty region: Business and Financial Operations Computer and Mathematical Education, Training, and Library Healthcare Practitioners and Technical Construction and Extraction Life, Physical, and Social Science Healthcare Support Though Construction and Extraction occupations were in slight over-supply in the nine-county region in 2007, it is expected to tighten by The share analysis identified seven occupational categories in oversupply for both the City and County of Denver and the nine-county region: Management Arts, Design, Entertainment, Sports, and Media Sales and Related Office and Administrative Support Farming, Fishing, and Forestry Installation, Maintenance, and Repair Production See Appendix F for the complete Share gap analysis. Absolute Gap Analysis Though the nine-county region identifies 16 occupational groups to be in over-supply in 2011 and no occupations to be in under-supply, the most important information from this methodology is the changes in the supply over time. Seven occupational groups will experience double-digit annual average declines in supply between 2007 and 2011: Life, Physical, and Social Science Community and Social Services Legal Education, Training, and Library Healthcare Practitioners and Technical Healthcare Support Business and Financial Operations, Computer and Mathematical, Architecture and Engineering, and Construction and Extraction also are expected to see significant declines in the supply of available workers by See Appendix G for the complete Absolute gap analysis. Page 17

25 OCCUPATIONAL ANALYSIS In order to understand the types of businesses affected most by the workforce gaps, the occupations were linked to industries via occupational concentrations. For example, Computer and Mathematical occupations may be found in many different industries, but are key occupational groups in the Information industry. The following summarize the current and future gap situations for each occupational group and highlight the industries in which these occupations are concentrated. Occupations in Under-Supply Business and Financial Operations Occupations Business and Financial Operations occupations are in under-supply according to both the Ratio and Share gap methods. There is a slight over-supply in the category according to the Absolute gap method, the supply is expected to decline by 5.3% per year through Business and Financial Operations occupations are predominantly used in three industries: Finance and Insurance Public Administration Professional, Scientific, and Technical Services Computer and Mathematical Occupations According to the Share gap method, the workforce gap for Computer and Mathematical occupations will increase between now and The Ratio gap analysis also has the category in under-supply and the Absolute gap analysis shows the current oversupply declining at an annual rate of 8.2%. Close to 60% of people working in Computer and Mathematical occupations work in either the Professional, Scientific, and Technical Services or Information industries. Architecture and Engineering Occupations Architecture and Engineering occupations are currently in under-supply using the Ratio and Share methods and the over-supply is declining based on the Absolute gap methodology. Almost half of all Architecture and Engineering occupations work in the Professional, Scientific, and Technical Services industry. Manufacturing, Public Administration, and Information also have high proportions of Architecture and Engineering occupations. Companies that employ these occupations are also key suppliers to the Construction industry. Life, Physical, and Social Science Occupations All three gap methodologies identify Life, Physical, and Social Science occupations as being in undersupply by 2011 in the Denver area. The three industries with the highest concentration of Life, Physical, and Social Science occupations (representing more than two-thirds of all people in the occupation) include: Professional, Scientific, and Technical Services Public Administration Educational Services Community and Social Services Occupations Community and Social Services occupations are experiencing a small under-supply based on the three gap methodologies. Over 57% of Community and Social Services occupations work within the Healthcare and Social Assistance industry. Over one-third of the occupations are distributed between Public Administration and Educational Services. Legal Occupations Though Legal occupations are basically in-balance now, they will experience a slight under-supply by Legal occupations are used in every industry but the majority of people work within the Professional, Scientific, and Technical Services industry. Page 18

26 OCCUPATIONAL ANALYSIS Education, Training, and Library Occupations The gap methodologies illustrate a future trend of under-supply for Education, Training, and Library occupations. By 2011, all methodologies have this occupational group in under-supply. Education, Training, and Library occupations are found almost exclusively in the Educational Services industry, with over 91%. Healthcare Practitioners and Technical Occupations Healthcare Practitioners and Technical occupations are currently in under-supply according to both the Ratio and Share methods and will become in greater need in While some other industries such as Public Administration and Retail Trade use these occupations, Healthcare Practitioners and Technical occupations are usually found in the Healthcare and Social Assistance industry. Healthcare Support Occupations Like the Healthcare Practitioners and Technical occupations, Healthcare Support is in under-supply now and in the future. The Ratio and Share gap methods identified a current and future workforce gap while the Absolute method illustrates a decline in over-supply (17.5% annually) between now and Even more than Healthcare Practitioners and Technical occupations, 88% of Healthcare Support occupations work within the Healthcare and Social Assistance industry. Construction and Extraction Occupations The Ratio gap method identifies a workforce gap now and in the future. Though the Share method resulted in a slight over-supply of workforce in 2007, the trend is decreasing and an under-supply is expected by Not surprisingly, Construction and Extraction occupations are used almost exclusively in the Construction industry. Occupations In-Balance Arts, Design, Entertainment, Sports, and Media Occupations Though the Ratio method shows a slight undersupply of workers, the Share and Absolute methods point to an over-supply of workers. Overall, the occupational group is stable and in-balance. This occupational group is well distributed among most industries but used more in: Professional, Scientific, and Technical Services Information Arts, Entertainment, and Recreation Protective Service Occupations Protective Service occupations are in-balance using the Ratio and Share methods and are stable in the Absolute gap analysis. Half of Protective Service occupations are in the Public Administration industry and 35% are in Administrative and Support and Waste Management and Remediation Services industry. Food Preparation and Serving-Related Occupations Food Preparation and Serving-Related occupations are generally in-balance although hiring workers may be a challenge due to the nature of the work and the workforce usually filling those positions. The Ratio method shows a balance of occupational supply and demand, but the Share analysis shows a slight under-supply and the Absolute method has a slightly decreasing trend into Accommodation and Food Services industry employs 86% of Food Preparation and Serving- Related occupations. Page 19

27 OCCUPATIONAL ANALYSIS Building and Grounds Cleaning and Maintenance Occupations Analyzing all three gap methodologies, Building and Grounds Cleaning and Maintenance occupations are stable and in-balance in the nine-county region. More than half of this occupational group is employed in the Administrative and Support and Waste Management and Remediation Services industry. The Accommodation and Food Services industry accounts for 10% of all Building and Grounds Cleaning and Maintenance occupations. Personal Care and Service Occupations Personal Care and Service occupations exhibit a small under-supply using the Ratio method but small over-supplies using the other two methods. Overall, this occupational group is expected to be in-balance through This occupational group is represented in most industries with higher concentrations in: Healthcare and Social Assistance Arts, Entertainment, and Recreation Other Services Public Administration Office and Administrative Support Occupations Office and Administrative Support occupations have the largest over-supply levels using the Absolute method but that over-supply is expected to decline slightly. The Gap and Share methods show the workforce in-balance to slightly over-supplied. All industries use Office and Administrative Support occupations. This occupational category is one of the most widely distributed occupational groups. Farming, Fishing, and Forestry Occupations The smallest occupational group in the nine-county region is expected to remain stable through Agriculture, Forestry, Fishing, and Hunting and Wholesale Trade industries account for nearly twothirds of Farming, Fishing, and Forestry occupations. Occupations in Over-Supply Management Occupations Though Management occupations are in-balance according to the Ratio method, both the Share and the Absolute gap methods have growing oversupplies of Management occupations in the ninecounty region. Management occupations are needed in all industries. The distribution of these occupations is spread equitably among most industries. The industries with the highest concentration of management occupations are: Professional, Scientific, and Technical Services Construction Finance and Insurance Sales and Related Occupations Sales occupations, though currently in-balance, will have slight workforce over-supplies by Sales and Related occupations are needed in all occupations but most represented in Retail and Wholesale Trade. Installation, Maintenance, and Repair Occupations All three gap methods identify over-supplies of Installation, Maintenance, and Repair occupations by All industries use Installation, Maintenance, and Repair occupations in their daily operations. Occupations are spread out evenly among most industries. Production Occupations Production occupations are in growing over-supply based on all three gap methodologies. Page 20

28 OCCUPATIONAL ANALYSIS Though many industries utilize Production occupations to construct products, the Manufacturing industry employs the majority of Production occupations (62%). Transportation and Material Moving Occupations The Transportation and Material Moving occupational group is currently in-balance but is forecasted to head towards a workforce over-supply by All industries use Transportation and Material Moving occupations to connect consumers with their products and services. The Transportation and Warehousing industry has the largest supply of these occupations (28.9%). Page 21

29 INDUSTRY ANALYSIS The ten occupation groups that are in under-supply in the nine-county region are utilized in a variety of industries. In general, the industries that will be most impacted by the occupation shortages include: Business Support/Financial Services industryimpacted by Business and Financial Operations and Legal occupations Construction industry-impacted by Construction and Extraction and Architecture and Engineering occupations Healthcare industry-impacted by Healthcare Practitioners and Technical; Healthcare Support; Life, Physical, and Social Science; Community and Social Services; and Education, Training, and Library occupations Information Communication Technology (ICT) industry-impacted by Computer and Mathematical and Architecture and Engineering occupations These occupational groups cut across many different industries in the nine-county region. These four industries were selected based on degree of occupational under-supply, forecasted demand based on industry growth, and economic development potential. Focus group meetings were conducted with 49 business leaders in each of the selected industries as well as a meeting devoted to understanding the specific needs of small businesses in the nine-county region. See Appendix H for a list of participating businesses. The intent of the focus group meetings was to gather information on the workforce needs of the ninecounty region. Businesses identified issues related to skills, hiring, and education/training. The following sections summarize main focus group discussions. Each industry section concludes with a presentation of the most important needs to the businesses in that industry. These needs can be used to create programs, influence policy, and generally work to meet the key workforce needs of the nine-county region. Page 22

30 BUSINESS SUPPORT/FINANCIAL SERVICES Workers in the Business Support and Financial Services industries include those who work in Business and Financial, Computer and Mathematical, and Legal occupations. Skills Skills Needed Professionalism and strong work ethic are the key skills needed in the industry. Often it is challenging to find employees who arrive promptly for work and dress and speak appropriately. Focus group participants perceive the incoming workforce as rarely having an interest in staying with a company. There is a lack of commitment and dedication to the business resulting in high turnover. Creating solid career paths reduces turnover by illustrating future upward mobility for current employees. There is a perception that a strong work ethic is not being instilled in today s youth. The incoming workforce needs exposure to service skills no matter what occupation they enter. Customer service skills are essential to service industries. Interpersonal skills, communication skills (both written and verbal) are important to maintaining customers. Workers must be professional, patient, and courteous. Time management is a difficult skill to find in the nine-county region s workforce. Workers must be able to meet deadlines and handle multiple tasks simultaneously. Focus group participants struggled with employee ethics. Fraud, dishonesty, and theft are issues within the industries. Some businesses estimate employee pilferage to total 35% of all company theft. Important to both Business Support and Financial Services are employees with solid sales skills. Many potential employees will say they are proficient in sales during an interview but are unable to reach goals and quotas once hired. Many new employees become frustrated with selling and leave after a company has spent resources training the individual. Bilingual staff, especially those fluent in English and Spanish, is in high demand. In order to meet the language needs of Spanish-speaking clients, many Business Support and Financial Services businesses are hiring more employees fluent in Spanish. Applicants who state during the hiring process that they are fluent sometimes do not have the degree of competency needed by the company. Technology and computer skills are increasing in importance. Service industries are utilizing modern information and communication technologies to connect with their customers. Though the younger workforce tends to adapt quickly to changing technologies, the older generation struggles with changes and requires extra training. Like many other industries, Business Support and Financial Services seek employees with solid computer application skills in platforms such as Microsoft Office and accounting programs. Hiring Hiring Issues Many Business Support and Financial Services businesses conduct employee screening for potential employees. If a potential employee fails a background, credit, or drug test and the company must begin the hiring process again, costing them time and money. Hiring Geography Most Business Support and Financial Services companies hire employees from the ninecounty region. Entry-level positions are usually hired from the workforce residing close to the business location. For some high-level occupations, businesses must search outside of Colorado. Page 23

31 BUSINESS SUPPORT/FINANCIAL SERVICES Hiring Sources Business Support and Financial Services businesses use a large variety of hiring sources. Most predominantly used are: o o Online jobsites, such as Craigslist, Jobbing, and Monster Personal networks, such as employee referrals and professional groups Employee referrals are the most beneficial source for applicants. Current employees understand the business and its employment needs best. Many companies use employee referral bonus programs and bring your friend to work days as incentives for their staff to recruit. Online jobsites and large career fairs usually result in many applications but few qualified applicants, sometimes as few as 10%. Many businesses find these sources to be a waste of resources. Some businesses outsource hiring to recruitment firms as a first step in the application process, but usually do not have a good success ratio. Using local higher educational institutions and their career centers has been beneficial for some businesses hiring positions requiring a college degree. Workforce Centers Focus group participants were often unsuccessful in finding qualified applicants from workforce centers. Many businesses seeking a specific skill set were unable to find candidates from workforce centers. Focus group participants perceived that workforce centers do not work with college-educated people and thus are only useful for low-level job openings. Business Support and Financial Services companies had more success with workforce centers where they had a personal relationship with a staff member. The smaller and more customized the service, the higher the success rate. Businesses need personalized service that saves them time during the hiring and training process. Retiring Workforce The Business Support and Financial Services industries have a younger workforce and have yet to experience a significant impact from retiring baby boomers. Support and service organizations are seeing an influx of older applicants. Most of these older workers are not a good fit for the industries. There is a perception that older workers are unable to maintain the pace of current business, work the demanding schedules required, and understand modern technologies needed to do the job. Though many older workers might work well with businesses, age discrimination is a real barrier to workforce entry. Changing views about older workers and providing additional training to prepare the older workforce for the current labor market is needed. Education/Training Educational Institutions Business Support and Financial Services businesses will work with some nine-county region institutions to hire and train employees when there is a solid, personal relationship with a staff member from the institution. Youth Programs Business Support and Financial Services businesses use some internships at the college level but rarely at the high school level. Businesses see the importance of getting youth involved in the industries, but the current form of internship programs do a poor job of preparing youth for the business world. Focus group participants liked programs such as the Page 24

32 BUSINESS SUPPORT/FINANCIAL SERVICES Arrupe program where students are linked to jobs as part of a curriculum so that the work experience is conducted as a teaching tool. Internship programs need reinforcement from the school and home. Students need a certain level of accountability. Youth programs such as DECA, Junior Achievement, and Young Americans Bank teach solid skills to the incoming workforce but have few participants and begin too late in life. Training Programs The majority of businesses conduct training onthe-job at the business location to minimize the loss of working time. Training the incoming workforce in the areas of interviewing and application skills would help streamline businesses selection process and provide applicants who are more able to do the work needed. Problem solving skills, leadership, interpersonal skills, and time management training would be useful to Business Support and Financial Services workers. Most Important Needs Develop a service that allows employers to identify a pool of candidates who meet specific qualifications or backgrounds. Provide training to the workforce on ethics, honesty, humility, and commitment. Teach job skills at an earlier age, beginning in elementary school. Teaching a service attitude and solution orientation course could help decrease the workforce s sense of entitlement. Offer training programs to parents to help them educate their children in how to succeed in the business world. Find a streamlined method to connect businesses and workforce centers. Often timing is tight and companies need ways to promote positions quickly and without hassle. Educate businesses on the value of the older workforce to decrease prejudice and grow the pool of qualified applicants. Teach writing and computer application skills to youth and the current workforce. Local recruiting, down to the neighborhood level, is useful to many businesses. Tie workforce centers into the local community and help connect local workers with local jobs. Page 25

33 CONSTRUCTION Construction and extraction occupations in the ninecounty region are decreasing in supply and increasing in demand. As FasTracks construction begins, the demand for construction workers will continue to grow. With the retirement of the baby boomer population, skilled employees will be leaving, creating a bigger need for construction workers. Skills Construction faces a constant challenge to find enough employees. There is the perception that anyone can work in Construction, but there are many specific skills needed for a qualified applicant. Skills Needed Math skills are important for all levels of construction. Everything from basic arithmetic to algebra to trigonometry is needed. Other basic level skills, such as reading and writing, are important in Construction and lacking in the current nine-county region workforce. The construction industry is composed of a multi-ethnic workforce and language skills are in high demand. Multi-lingual applicants, especially ones who are fluent in English and Spanish, are needed in construction. Businesses often struggle because applicants may list that they are fluent in a language, but are not in practical application. Project management skills are some of the most challenging to find in the industry. Workers with degrees in project management do not have the real world experience or the industry knowledge needed to succeed in the positions. Laborers who have been in the field and have the experience, do not have the management, business, and organizational skills needed to succeed. Business skills are important for the administrative side of Construction. Workers with skills in finance, accounting, and marketing are in high demand, especially when they have an understanding of the industry as well. Technology skills, mainly computer application skills, are increasingly important within the industry. Construction businesses often struggle to find professional applicants. Employees who show up late for work or do not show up at all are detrimental to an organization. Construction and Extraction occupations require a good sense of teamwork, respect, and work ethic. Though the Construction industry continues to become a more specialized industry, it is important that workers have a solid understanding of a broad range of industry skills. Workforce Characteristics Diversity is important to the Construction industry. Women in Construction are in growing demand. Focus group participants want to promote the industry to racial minority and women groups. Hiring Hiring Issues Construction and Extraction occupations are divided into trades and office occupations. The vast majority of occupations are within the trades area. Hiring Geography Lower-level positions are generally filled within the nine-county region. Most companies promote from within and thus many higher positions are also filled locally. Applicants for more specialized positions may come from outside of the nine-county region if the needed skills are unavailable locally. Generally, local sources are exhausted before companies look elsewhere. Larger companies relocate staff from another company location to fill local skill gaps. Page 26

34 CONSTRUCTION Hiring Sources Word-of-mouth is the best source for finding applicants. Often the foreperson or other managers will bring in friends or relatives to the company. This works because the manager will hire people they know work well. Some companies hire out of colleges, offering internships over the summer between junior and senior years to determine if a candidate is a right fit for the company. College is not necessarily the most direct route to a job in the industry, as everyone starts out at the same level in a company and advancement is based more on experience than education. Workforce Centers Focus group participants had the perception that workforce centers do not sufficiently screen applicants to meet the business needs. Focus group participants perceived little uniformity in the applicant screening process, too much paperwork required, and the workforce centers referring many unqualified applicants to businesses. Businesses would use workforce centers more if screening processes more closely met their needs. Industry Image Focus group participants believe that people today are uninterested in Construction and Extraction occupations. High schools are decreasing trades programs, such as shop, and not exposing youth to the industry. Though the industry promotes its higher-level positions, the majority of occupations in construction involve difficult, physical work. Misconceptions that there are no high-paying jobs, there is little advancement within the industry, and positions have little prestige make it challenging for businesses to recruit people into Construction. Businesses need to connect with individuals from a young age to expose them to Construction and Extraction occupations and resolve any misconceptions. By high school, most youth are already too disinterested in Construction and Extraction occupations. Retiring Workforce Construction is already experiencing the impact of retiring baby boomers. This issue will only continue as time goes on. Some companies are trying to hire (or promote from within) project managers to mentor younger workers for upper-level positions. There is an increasing need for experienced, well-trained, and hard working employees to transition into management positions. Many younger workers have a poor work ethic and do not understand that they need experience to be able to move into upper-level positions. Businesses work to match younger employees with mentors and to teach them the skills they need to move up the career ladder, such as trade and project management skills. Education/Training Education Curriculum There are strong relationships with community colleges for continuing education, but no pipeline to connect the community college graduates with positions in Construction. Primary education should bring back trades courses so industry leaders and educators can identify students that work well with their hands and find a real passion in construction work. Training Programs Teaching English as a second language to the workforce would increase productivity and safety. Many accidents occur on jobsites due to language barriers. Page 27

35 CONSTRUCTION Focus group participants estimated that over 30% of all employees speak Spanish, and up to 90% of trades people are estimated to be Spanish speakers. Workers need to speak English to move up within most organizations because the tests required to get to those positions are in English. Managers and office staff also are in need of Spanish language training to communicate with many of the workers. Most Important Needs Construction workers just starting out need assistance with job equipment and registration fees for apprenticeship programs. Field training for new employees is needed to help prepare them for the reality of Construction and Extraction occupations. Helping subsidize the cost of field training and apprenticeships is needed. Focus group participants wanted a short overview training of Construction and Extraction occupations for the incoming workforce (a construction boot camp) that would orient workers to the reality of the industry. The Construction industry is unaware of many current resources available to it. A directory of workforce programs to help with hiring and training would be beneficial. Streamline and clarify resources available to the construction industry. Many businesses do not utilize workforce programs because they are confusing, cumbersome, and time-consuming. Help construction businesses partner with educational institutions to promote the industry to youth, make them aware of the reality of Construction and Extraction occupations, and train the incoming workforce with the skills required by the industry. Page 28

36 HEALTHCARE The healthcare occupational categories are two of the most pressing gaps for both the City and County of Denver and the nine-county region. As the population continues to age, and the baby boomer generation begins to require more medical attention, the growing need for workers within the healthcare industry will increase. Skills Skills Needed The incoming workforce lacks basic science and mathematics skills needed to be able to succeed in healthcare occupations. Basic business skills are desired in healthcare candidates. Administrative skills, leadership, and team management are needed to move up the career path. The ability to navigate through Medicare paperwork is a difficult skill to find. The computer skills required are specific to each field and position, and generally deal with industry-specific software. Clinical and lab experience is important to healthcare positions, especially nursing. Many new hires have a strong academic background, but lack the adequate fieldwork preparing them for the position. Healthcare is a service profession and employees must be compassionate and caring. A qualified nurse must work both independently and in a group. Nurses need to think on their feet, understand the responsibilities of the job, and exhibit a strong work ethic. Ideal candidates learn quickly, are able to problem solve, and take on responsibility and leadership roles. These qualities are difficult to teach. Businesses can teach technical skills in-house, but employees need a solid foundational skill set to be successful. Language skills are lacking in the current workforce. Nurses must be able to speak English clearly or else it strains relationships with patients, doctors, and coworkers. Even workers who speak English sometimes struggle with difficult to understand accents. Ideally, a worker who demonstrates leadership ability, independence, a sense of responsibility, understanding of medical procedures, and be able to think critically will be promoted to management positions. However, due to the substantial workforce gap in the Healthcare industry, promotions are often based on necessity, not on skill or experience. The Healthcare industry operates 24 hours a day, seven days a week. Many new employees are ill prepared for the long and irregular hours required of them. It is important for workers to be professional and punctual. Time management is essential, especially in long-term care facilities where workers are responsible for dozens of patients. The increasingly complex business of healthcare leads to a need for more ward and medical record clerks. These occupations are tasked with the business and operation side of the industry and allow nurses to focus on patient care. Workforce Characteristics Due to the substantial lack of nurses in healthcare, the quality of applicants has decreased. Turnover is a large issue for the industry. There are not enough current or incoming workers. The Healthcare industry is becoming increasingly specialized. Many businesses focus on one specific aspect of the industry. This is a challenge for many occupations since it is important to not just understand one specialty, but all healthcare fundamentals. Hiring Hiring Issues Screening and testing for potential healthcare workers, especially in nursing, is a large challenge. Page 29

37 HEALTHCARE Nurses are the most difficult occupations to fill in the industry. All levels of nurses are experiencing gaps: o o o o Certified Nurse Assistant (CAN) Licensed Practical Nurses (LPN) Registered Nurses (RN) Bachelor of Science and Nursing (BSN) Medical assistants are in oversupply according to the focus group. Many workers go into the medical assistant occupation assuming there will be many jobs. Medicare does not recognize medical assistants and thus, many businesses will not use them. It is important to help direct these people to LPN programs. Therapist and technicians are in increasing demand, including: o o o o o Medical technologists Mammographers Physical therapists Occupational therapists Speech pathologists The incoming workforce wants to work in the emergency room and surgery. The more indemand occupational areas are not of interest to the majority of the workforce. Healthcare professionals are lacking in the major areas of: o o o Primary care Psychology Pharmacology As the population ages, demand for occupations in gerontology, long-term care physicians, and home healthcare physicians increase. These positions usually are lower paying, perceived as less prestigious, and thus have fewer workers entering them. The business side of healthcare is a continuing issue. Workers in medical records and coding are growing in need. Both private and public health insurance is constantly changing. The industry needs workers who are flexible and able to understand current business issues with insurance, Medicare, and Medicaid. Hiring Geography Most employees are hired locally. Businesses do not have the money to pay for relocation costs. The nine-county region lacks the adequate educational facilities to meet demand for qualified workers. This is a problem across the country. Though most employees are hired locally, many workers were born outside the country and struggle with the English language. In addition to the language barriers of foreign workers, United States businesses often have different skill requirements. Though applicants have the required skill set in their home country, they do not always match the needs of American healthcare companies. Cultural issues challenge foreign workers. Some workers from other countries are subservient and unable to perform the work needed. An assessment tool for these applicants and language and cultural training programs would benefit healthcare businesses. Overall, businesses would prefer to have a local, qualified workforce upon which to hire as opposed to inconsistent international workers. Hiring Sources It is not challenging to hire available healthcare workers, it is an issue that there are no workers to hire. Most businesses use a variety of hiring sources, but employee referral programs are the most successful source for finding qualified applicants. Workforce Centers Workforce centers are rarely used by healthcare businesses. Focus group participants perceive that the workforce centers do not have qualified Page 30

38 HEALTHCARE applicants. More businesses said they would use them if an applicant screening system were utilized that meets their hiring needs. Retiring Workforce Focus group participants estimated the average age of registered nurses in Denver to be 47. Retiring workers are already an issue for businesses and will just become a larger issue in the future. Workers need more flexible schedules and daycare to be able to advance in their careers. Government assistance for continuing education would help create a more prepared workforce in the future. Image Focus group participants are concerned that healthcare occupations are not perceived as glamorous to youth. Though youth want the money of the occupations, they find that there is too much discipline required in the industry. Education/Training Educational Institutions There is a substantial lack of educational programs for healthcare occupations. There is a five-year wait list to enter some nursing school programs. There are not enough programs, teachers, and clinics to use for students work experience practica. Focus group participants were concerned that education programs crank out students too quickly and not adequately prepare them with the skills necessary for the industry. The unexpected difficultly of current educational programs results in up to half of the students dropping out. Due to the large nursing shortage, focus group participants perceive that institutions are accepting sub-par applicants who are unable to complete the programs and take much needed time away from applicants that have a chance of success. Educational institutions use hospitals for clinical labs and training. Teaching hospitals are in such high demand that there is not just a lack of educational institutions, but also a lack of locations where students can complete their practica. One solution could be to begin the industry experience component at alternative locations such as nursing homes and long-term care facilities. Focus group participants perceive that the quality of education is inconsistent. Clear standards for achievement and measured outcomes for courses would create a more consistently trained workforce. Programs to train experienced nurses in how to teach would be beneficial to create a more able faculty for nursing schools. Local schools do not offer education in high technology skills such as mammography, CTI, and MRI. The equipment is prohibitively expensive and many local educational institutions do not have access to it. Internship Programs High school students need to get involved with healthcare from an early age. Businesses would use more interns if there were subsidies to offset the costs of the programs. Connecting youth with the Healthcare industry begins too late in life. Students should start in middle school or early high school working with healthcare organizations. Home healthcare and long-term care organizations rarely work with youth. Because these institutions are a growing sector of the industry, connecting them with youth is important. Training Programs Training programs in soft skills, such as leadership and problem solving, are needed to help prepare the workforce. Computer and typing skills are also areas of needed training. Page 31

39 HEALTHCARE A critical thinking seminar focusing on decision making and applying the skills they already have would help prepare incoming nurses for real world situations. Flexibility in hours and locations are keys to successful training programs. Businesses would use training programs that were offered on-site and conducted during hours that did not interfere with employee schedules. Most Important Needs The industry needs assistance with training programs and financial support for training in areas such as teaching and problem solving. Family assistance, such as childcare services, for healthcare students could help get more people into programs. Programs to advance nurses in their professional career are needed. Programs transitioning LPNs to RNs are important. A program for foreign-born workers to assist with language and cultural differences is needed. Promote cooperation amongst educational facilities to create consistent programs within the industry. Create a corporate sponsorship program to grant scholarship money to prepare youth going into healthcare occupations. Create a system of accountability and consistency for healthcare occupational schools. Connect elementary schools with healthcare organizations to expose youth to the industry from an early age. Page 32

40 ICT The Information, Communications, and Technology (ICT) industry is involved in the creation, implementation, and support of products designed to deliver information and technology to consumers. The workforce gap of computer and mathematical occupations in the nine-county region is a large challenge for the ICT industry. Skills A major challenge for workers in the ICT industry is that technology is in constant flux and employees must always understand and adapt to bleeding-edge technologies. At the same time, businesses often have clients with out-dated systems and the workforce must be able to provide support to old systems. Skills Needed ICT businesses often rely on the most cuttingedge technologies and need a workforce with a strong understanding of current technologies, including: o o o o o High-level software development (such as Java and Oracle) Network and information security Linguistics and acoustical technology System administration and analysis Mobile and on-demand information delivery Businesses are able to teach employees the new software platforms but require employees to have a solid foundational skill set in technology and software. Businesses struggle to find employees with sufficient basic software skills, especially in Microsoft Office. Due to the everchanging technology of the industry, businesses need workers with the desire to always learn. In addition to the technological skill set needed, a solid understanding of business and marketing is useful in an employee. The optimal employee is able to take a product from design and construction, market it to clients, install it, and provide ongoing support. Financial skills, such as an understanding of financial statements and business costs are important to employees to help the success of ICT businesses. ICT businesses need workers who are able to think critically and problem solve to meet clients needs. Communication skills, both written and verbal, are needed to interact with clients. Employees must be able to build client relationships effectively. A worker who has a strong worth ethic, pride in one s work, and self-motivation are important to ICT businesses. Organizational skills, such as time and project management, are essential for employees in an industry where working with numerous tasks and clients is a daily occurrence. Workforce Characteristics Though skills and experience are the most important characteristics for ICT workforce to possess, most occupations require a bachelor s degree and in many cases a master s degree. Hiring Hiring Issues ICT businesses need senior-level employees who are able to begin work immediately with little or no training. Turnover is a large challenge for the ICT industry. Many occupations at high paying levels are scarce. Often workers are lured away from one business to another. This issue is exacerbated when companies invest in employee training and lose trained employees to other companies with better offers. Focus group participants perceived that the workforce regards the ICT industry as unstable due to the boom-bust nature of the business in the past. Young people are not entering ICT occupations at the same levels a decade ago. The Page 33

41 ICT decline in graduates in technology-related fields of study will widen the workforce gaps in the industry. Hiring Geography The ICT industry has historically consisted of male Caucasians. Businesses today seek a more diverse workforce and this often forces them to look beyond the nine-county region. Most ICT businesses hire workers locally but there is increasing need to look beyond the ninecounty region to find qualified applicants, especially for high-level positions with specific skill sets. Focus group participants hire workers from California, Texas, Washington, and New York. Some businesses have been successfully hiring workers from economically depressed areas, such as Michigan, who seek economies that are more prosperous. Businesses find qualified workers internationally but the H1B visa program is so limited and restrictive that businesses hire few international employees. Hiring Sources Employee referral programs are the most successful source for finding qualified applicants. Most focus group participants award bonuses to current employees who refer applicants who stay with the company for a certain period of time. Networking sources, such as Linkedin.com, are a beneficial source for finding candidates that are good matches for a business. Businesses sometimes use higher education institutions for hiring but most seek employees with more experience. Recruitment agencies are a last resort for ICT businesses due mainly to the substantial fees, sometimes up to 30% of a starting salary. Focus group participants expressed a concern that recruiters rarely understand the industry and often are not able to find qualified candidates that are a good match. Long-standing relationships with recruiters are able to relieve these issues. ICT businesses desire to connect with experienced workers who have been displaced from organizations due to closures, layoffs, and offshoring. Workforce Centers Focus group participants rarely use workforce centers due to the perception that the quality of workers they seek could not be found at a workforce center. Many participants perceive the workforce center system to be cumbersome and too time-consuming. Focus group participants would work with workforce centers if there were more attention on the ICT industry and occupations. Retiring Workforce Though some ICT businesses are currently experiencing the impact of retiring baby boomer workers, most expect the largest gap to hit the industry in 10 to 15 years. Businesses see a greater need to offer flexible working environments and schedules to their employees to keep quality workers with the company. Some businesses attempt to bring senior retirees back to train younger workers and develop the skills lacking as senior level workers retire. Businesses are challenged with the future retirement of baby boomers because technology in the industry is constantly changing and they do not know what technology skills will be needed in the future. Overall, the ICT industry is more focused on its substantial current workforce shortages. Page 34

42 ICT Education/Training Education Curriculum The ICT industry does not feel that educational institutions are sufficiently preparing youth to succeed in the current workplace. Businesses would like to increase work with educational institutions but do not have the time to devote. Focus group participants currently view educational partnerships more as community outreach. Businesses are not finding quality workers coming from these partnerships. Internship Programs Focus group participants had mixed experiences with internship programs. Some businesses have been able to hire qualified workers from internship programs while others used interns simply as a source of inexpensive administrative work. Training Programs Many businesses have limited or no set training budgets. Workers must stay current on new technologies within the industry and thus most training is informal and on-the-job. Businesses conduct formal training programs for areas such as time management and some computer platform technologies, but many businesses find it challenging to send employees out for training when time demands are so great. Some industry specific training needs are not currently being met, such as training for technicians on laying cable. Most Important Needs The ICG industry needs more public relations support, especially youth-focused, to educate the workforce about the industry and draw more workers into the field. Focus group participants would like to see more programs giving youth hands-on practical experience in business. Businesses need assistance with establishing career paths to better retain employees and prepare for the future gaps from retiring baby boomers. Connecting displaced workers from downsized businesses with organizations looking to hire experienced workers would help workers and businesses. Facilitating the connection of industry with public education and government to help decrease workforce gaps in the ICT industry would be beneficial. Scheduling networking opportunities for the industry could help connect businesses with qualified workers. Ensure that entry-level workers meet minimum skill qualifications, such as Microsoft Office Suite proficiency. Educating youth on intangible skills such as a strong drive and work ethic would help businesses succeed. Internship programs should be strengthened and incentives should be offered to businesses to participate. Page 35

43 SMALL BUSINESS Skills Small businesses struggle to attract candidates with the skill sets they require. Small businesses have limited time and resources to devote to the hiring process resulting in companies hiring workers without the needed skills. Skills Needed A workforce with strong soft skills is important to small businesses in the nine-county region. Businesses can teach the technical skills needed for an employee to do their job, but interpersonal skills are difficult to teach. o o o o Communication Teamwork Customer service Leadership Workers in small businesses need a good work ethic to succeed. Workers who are client focused and care about a business success are essential in smaller firms. Businesses look for motivated, high-energy employees who are able to work with little direction. Small businesses in the nine-county region need workers who are able to think critically. Businesses are challenged hiring workers that are able to solve problems and take initiative. Businesses with small staff often require workers not to know just the skills necessary for their job, but the operations of the entire business. With limited resources, staff must be able to multitask to achieve the goals of an organization. Time management and organization skills are important to workers at all levels of a small organization. Business and financial skills are important for all employees of small businesses. With a limited staff, it is useful to have a staff that understands accounting, finance, and marketing. Many focus group participants expressed a need for employees to understand the finances of a small business so they can understand how their paycheck works with a business budget. If an employee is able to understand the nature of a business balance sheet, they care more about the success of the organization. As small businesses become increasingly reliant on technology, strong computer application skills are important for employees. The ninecounty region s workforce lacks basic computer application skills. Both the young, incoming workforce and the older generation struggle with the needed skills for small businesses. Important computer skills include: o o Microsoft Office Suite Information Technology support Workforce Characteristics Employees entering into small businesses often have unrealistic expectations of what to expect regarding salary, benefits, working hours, and working environment. Some focus group participants questioned how wage data is collected. They feel that the data is often inaccurate for small businesses and misleading to potential workers. Small businesses provide flexibility to workers as well as the creativity and project ownership that are not always available in larger businesses. The challenge of small businesses is that employees need to have dedication to the work and are unable to hide as some workers do in larger organizations. Hiring Hiring Geography Small businesses hire workers locally. Many businesses find workers from the neighborhood surrounding their business. Some small businesses are sourcing employees from outside of the nine-county region, usually Page 36

44 SMALL BUSINESS for more specific, highly skilled occupations. Focus group participants mentioned the Midwest as a good source of employees with a strong work ethic. Hiring Sources Small businesses use personal connections to hire qualified employees, including employee referrals, professional organizations, and networking websites. The key to hiring successful small business workers are employee referrals. Current employees are able to locate potential employees who are a good fit for the organization. Most focus group participants have an incentive program for employee referrals. All focus group participants use online jobsites, such as Craigslist and Monster. These websites are easy to use and usually provide many candidates. The challenge of these sites is that applicants rarely meet qualifications and businesses must spend substantial time filtering to find the few eligible candidates. Some small businesses use recruiting agencies when hiring workforce to save time and to hire difficult to fill occupations. Sales occupations are commonly filled by recruiting agencies. Small businesses often use testing when hiring new employees, including: o Clerical and computer skill testing o Drug screening o Background and credit checks Small businesses need assistance in prescreening applicants to save time. Workforce Centers Focus group participants rarely use workforce centers. Small businesses are unaware of the services offered by workforce centers. Focus group participants perceive that workforce centers do not have the caliber of workforce with the skills needed for their businesses. Focus group participants perceive that the bureaucracy involved in using workforce centers outweighs the value provided. Small businesses especially, have limited time and will not utilize workforce center programs when they could perform the same tasks in less time. It would be useful to small businesses if workforce centers could provide an applicant/job opening matching tool that was easy and clear. A contact person for each business who could help match potential employees with businesses would be beneficial. Workforce Characteristics Focus group participants expressed that small businesses are desirable to the younger workforce. The active, creative environment is perceived to be attractive to young employees, but this is not always the case. Small businesses find providing flexibility for employees with families to be a bigger challenge. Assistance with flexible schedules, telecommuting, and childcare would be beneficial. Education/Training Small businesses often must outsource human resources functions due to limited time, resources, and ability. Focus group participants find many business support operations, such as human resources and accounting, to be too difficult, confusing, and time consuming. Training Programs Most small businesses conduct training inhouse. Time is at such a premium for small businesses, few can afford to send staff members to other locations for training. Some training must be provided by outside vendors if small businesses do not have the expertise to conduct the training. Page 37

45 SMALL BUSINESS Small businesses are hesitant to use governmentbased training programs because of the time needed to meet the requirements and documentation for programs. Some areas of training that are lacking with small businesses include: o o o Time management and organizations Business finance and accounting Health and safety issues Internship Programs Internships are used by some small businesses. Successful internship programs usually center on one specific higher education institution and are based on a personal connection with a member of the faculty. These are the programs that result in an intern being hired by the company. Businesses that do not use internship programs would like to have programs but do not understand how to establish them. Limited staff time is also a challenge for small businesses to use interns. Education Partnerships Focus group participants perceive that the youth of today are not appropriately prepared for the business world. Business-relevant skills and real world knowledge is not stressed in school. Increasing case studies and work with local businesses could provide a more qualified local workforce. Programs such as DECA and Future Business Leaders of America teach useful business skills, but are small and need to start in elementary school. Focus group participants perceive that educational institutions are not addressing the needs of students who are not college-bound. Small businesses have many positions that do not require college degrees. Students uninterested in college should learn the skills needed to succeed in these positions. Some focus group participants work directly with educational institutions to develop curriculum that prepares students with the skills needed to excel in business but these partnerships need to be strengthened. Small businesses see the need in connecting youth with business in order to help their understanding of the business world and increase their work ethic, but like many other issues, time is a challenge for small businesses. Externship programs to link educators with businesses were of interest to focus group participants but they do not know how to develop these programs as they must be simple to use. Most Important Needs Workforce center services need to be more accessible, have fewer requirements and bureaucracy, and take less time. A centralized database to help match applicants with hiring businesses and a person who assists with making those connections would benefit small businesses. Many small businesses are interested in internship programs but need assistance with funding and developing them. Training in the areas of health and safety and time management would be used by many small businesses. Increasing networking opportunities for small businesses in various industries to work together would help small companies deal with workforce challenges. Help link educational institutions and small businesses to teach the skills that the incoming workforce must posses to succeed in the business world. Page 38

46 SUMMARY Workforce Gaps The nine-county region s workforce is a robust mix of many occupational groups. Though Colorado has a highly-educated and productive workforce, many businesses struggle to find and retain the quality workers they need to grow and prosper. As the baby boomer generation retires, workforce needs will only increase. The City and County of Denver Office of Economic Development seeks to meet the workforce needs of businesses in the nine-county region. Based on the data collected, and using the three workforce gap methodologies (Ratio, Share, and Absolute gap analysis) ten major occupational gaps have been identified for the nine-county region: Business and Financial Operations Computer and Mathematical Architecture and Engineering Life, Physical, and Social Science Community and Social Services Legal Education, Training, and Library Healthcare Practitioners and Technical Healthcare Support Construction and Extraction These occupations are heavily represented in four major industries: Business Support/Financial Services Construction Healthcare Information Communication Technology (ICT) Focus group meetings were conducted with 49 business leaders in the selected industries as well as a meeting devoted to understanding the specific needs of small businesses in the nine-county region. The focus groups shared many common workforce concerns in the areas of needed skills, hiring, education/training, and most important needs. Common Workforce Issues Skills The lack of foundational skills is the most significant gap within the skill sets of the ninecounty region s workforce. Businesses will train employees on job-specific skills, but a lack of core education is challenging to overcome. Businesses, regardless of industry, struggle to find candidates with a strong work ethic and solid professionalism. Businesses perceive that today s workforce cares less about the work they do and more about what they will get out of a position. High employee turnover and sometimes confusing career paths lead to wasted training resources for companies. The nine-county workforce often lacks basic skills needed to work in any position. Many candidates do not possess the mathematics, science, writing, and reading skills needed to succeed. Businesses need workers who are customerfocused and able to communicate well. It can be difficult to find applicants who are able to handle customer problems, write and speak clearly and professionally, work successfully in groups, and lead others. Technology is playing an increasingly important role in today s business world. Many focus group participants across all industries struggled to find candidates with a good understanding of basic computer application skills, especially Microsoft Office Suite products. Many companies face increasingly complex operations. It is essential for the workforce to be able to multitask and remain organized while dealing with a number of different clients and duties. Time management is a skill lacking in all occupational levels of many businesses. Page 39

47 SUMMARY Though many industries are becoming increasingly specialized, it is important that all candidates posses a solid understanding of the basics of any business and occupation. Companies seek candidates who not only understand their own occupation but also possess a basic understanding of business and financial skills. Employees who are able to understand how their work affects a business financial success is highly prized. The nine-county region s workforce is a diverse population and language skills are essential to communicate with customers and other employees. Businesses need multilingual workers, especially those who speak English and Spanish, at all levels of an organization. Though applicants often state during the hiring process that they are fluent in a language, their knowledge is not always sufficient to read, write, and converse in actual practice. Hiring Hiring Geography Businesses look locally to hire workers. The population often works close to their home and companies have success recruiting within the neighborhoods surrounding the business location. Though Colorado is a desirable location for workers to live, most businesses try to hire locally thus avoiding the cost of relocation. For some occupations, especially the higherlevel jobs with specific skill sets, businesses are forced to hire workers from outside of the area. Hiring Sources Networking is the key method to finding employees in the nine-county region. Businesses are able to find workers who come with a proven record of experience and skill sets when hired through a known associate. Employee referral programs prove to be the most successful way to hire quality individuals who have the necessary skills and work well in the company environment. Online jobsites, such as Craigslist, Monster, and Jobbing, are widely used and inundate companies with many applicants. The challenge of these sources is a low percentage of the applications received are from qualified candidates. Employers spend significant resources sorting through large numbers of applicants to arrive at the few candidates they are actually interested in interviewing. Workforce Centers Most focus group participants are unaware of the hiring and training services available to them through workforce centers and indicated most do not use workforce centers. There is a common perception that the programs offered are bureaucracy-heavy, confusing, and time consuming. Focus group participants share the perception that quality applicants are difficult to find at workforce centers. Skilled, experienced workers with higher education degrees are thought to not go to workforce centers. Many businesses perceive the workforce centers to be only useful in hiring entry-level, low-skilled workers. Workforce centers are perceived to be too general to meet the needs of businesses. Companies want individual, customized service to meet their workforce needs. Retiring Workforce Most industries are beginning to see the impact of the retiring baby boomer generation. Some occupations attract younger workers and do not expect to see a significant impact until a decade or more. Businesses experiencing increased retirement are attempting to connect experienced older Page 40

48 SUMMARY workers with younger workers to lessen the impact when the senior-level employees retire. On the reverse side of this issue, older workers are returning to the workforce or looking for new occupations to pursue. This untapped potential workforce could help bridge some occupational gaps in the nine-county region. However, some businesses are hesitant to hire older workers and the older workforce has different needs in terms of training and scheduling. Training Training Programs Businesses conduct most of their training inhouse and on-the-job. It is a struggle to find the money and time to send employees out to training. Some areas of training that are lacking for businesses include: o o o o English as a second language and foreign languages Time management and organizational skills Business finance and accounting Soft skills, such as communication, customer service, and leadership Education Partnerships Most focus group participants believe educational institutions are not teaching the skills needed for the incoming workforce to succeed. A lack of real-world experience, case studies, partnerships with local businesses, and occupational classes in high school are some of the factors leading to a workforce that is not prepared for the business world. Businesses see the need to work with educational institutions to develop curriculum and programming to educate youth on the skills needed to advance in business and to clear up many occupational misconceptions by youth. The challenge is finding the time and resources to participate in these programs and the willingness of educational institutions to work with businesses. Focus group participants see educators promoting college to youth. Many occupations in the nine-county region do not require a bachelor s degree. Students who do not have the interest or ability for college need to be considered by educators. By partnering with local businesses to help train these students with the skills they will need following high school, a stronger workforce is created. Internship programs are used sporadically by businesses. Though many companies see the need to provide youth opportunities to work in real-life business situations, many do not have the time or money to participate in such programs. Some internships at the college level have provided companies with inexpensive labor but many focus group participants rarely converted interns into full employees. Most Important Needs Businesses need to be educated on workforce issues. Helping companies understand what services and programs are available to them would increase program use. Companies should be educated on the benefits of older workers. Businesses need a service that connects them with potential candidates. A customized, personal service that is simple to use and takes little time would be valuable. Businesses would use training programs that would help teach core skills to employees. The programs would be more successful if they had flexible schedules and were conducted at a business location. Financial support for training and internship programs would help businesses take advantage of them more often. There is the need to provide Page 41

49 SUMMARY equipment and family services to employees going through training. Language skills, especially Spanish, are important for every industry. Helping workers understand each other and their customers is essential. Providing training for employees who are not fluent in English as well as foreign language training for English-speaking workers will increase productivity and decrease miscommunications that can lead to frustration or in some industries, accidents. Businesses need local networking opportunities to connect them with other businesses and potential qualified applicants. The incoming workforce is not prepared for the working world. Educational institutions need to prepare youth for the business world through more hands-on experience and practical knowledge while giving them the basic skills they need to succeed. By identifying the largest occupational gaps within the nine-county region over the next four years, The City and County of Denver Office of Economic Development will be able to work to meet the workforce needs of the nine-county region s businesses. While these occupations cross a number of different industries, there are four key industries impacted by current and projected occupational gaps. An understanding of the issues surrounding worker skills, hiring patterns, and education/training helps link workers seeking employment with businesses that need employees, creating a stronger and more productive economy. Page 42

50 Appendix A: City and County of Denver Commute Shed Report Where Residents in the Selection Area are Employed Resident Held Jobs by Category Count Share Count Share Count Share * All Jobs 242, % 245, % 252, % * All Jobs (Private Sector Only) 206, % 209, % 214, % * All Primary Jobs (Worker's highest 225, % 229, % 235, % paying job) * All Primary Jobs (Private Sector Only) 191, % 195, % 199, % Baseline Count of Workers Count Share Count Share Count Share All Jobs 242, % 245, % 252, % Cities/Towns Where Residents are Employed Count Share Count Share Count Share * Denver, Colorado 124, % 126, % 133, % * Aurora, Colorado 14, % 16, % 15, % * Lakewood, Colorado 11, % 11, % 12, % * Greenwood Village, Colorado 7, % 7, % 8, % * Centennial, Colorado 5, % 5, % 6, % * Colorado Springs, Colorado 4, % 3, % 3, % * Englewood, Colorado 4, % 4, % 4, % * Westminster, Colorado 3, % 3, % 3, % * Boulder, Colorado 3, % 3, % 3, % * Commerce City, Colorado 3, % 3, % 3, % * All Other Locations 57, % 58, % 58, % Counties Where Residents are Employed Count Share Count Share Count Share * Denver, Colorado 124, % 126, % 133, % * Arapahoe, Colorado 42, % 44, % 44, % * Jefferson, Colorado 24, % 24, % 24, % * Adams, Colorado 18, % 19, % 18, % * Douglas, Colorado 8, % 7, % 7, % * Boulder, Colorado 6, % 5, % 6, % * El Paso, Colorado 4, % 4, % 4, % * Broomfield, Colorado 2, % 2, % 2, % * Larimer, Colorado 2, % 2, % 2, % * Weld, Colorado 1, % 1, % 1, % * All Other Locations 6, % 6, % 6, % Data Sources: US Census Bureau, LED Origin-Destination Data Base (2nd Quarter 2002, 2003 and 2004) Development Research Partners 2007 Denver Workforce Gap Analysis A-1

51 Appendix A: City and County of Denver Labor Shed Report Where Workers Live that are Employed in the Selection Area Area Employment by Category Count Share Count Share Count Share Total Employers: 21,230 20,623 21,113 * All Jobs 426, % 424, % 444, % * All Jobs (Private Sector Only) 369, % 369, % 384, % * All Primary Jobs (Worker's 399, % 398, % 415, % highest paying job) * All Primary Jobs (Private Sector Only) 343, % 345, % 357, % Baseline Count of Jobs Count Share Count Share Count Share All Jobs 426, % 424, % 444, % Cities/Towns Where Workers Live Count Share Count Share Count Share * Denver, Colorado 124, % 126, % 133, % * Aurora, Colorado 46, % 46, % 48, % * Lakewood, Colorado 21, % 21, % 22, % * Centennial, Colorado 15, % 14, % 15, % * Arvada, Colorado 13, % 13, % 14, % * Westminster, Colorado 13, % 13, % 13, % * Thornton, Colorado 13, % 12, % 13, % * Colorado Springs, Colorado 8, % 8, % 9, % * Littleton, Colorado 5, % 5, % 5, % * Englewood, Colorado 5, % 2, % 5, % * All Other Locations 159, % 157, % 161, % Counties Where Workers Live Count Share Count Share Count Share * Denver, Colorado 124, % 126, % 133, % * Arapahoe, Colorado 83, % 79, % 83, % * Jefferson, Colorado 70, % 72, % 75, % * Adams, Colorado 46, % 46, % 49, % * Douglas, Colorado 25, % 26, % 24, % * El Paso, Colorado 12, % 12, % 13, % * Boulder, Colorado 11, % 11, % 12, % * Weld, Colorado 6, % 6, % 6, % * Larimer, Colorado 6, % 6, % 6, % * Broomfield, Colorado 3, % 3, % 4, % * All Other Locations 34, % 33, % 34, % States Where Workers Live Count Share Count Share Count Share * Colorado 407, % 405, % 424, % * California 4, % 4, % 4, % * Texas 1, % 1, % 2, % * All Other Locations 12, % 12, % 13, % Data Sources: US Census Bureau, LED Origin-Destination Data Base (2nd Quarter 2002, 2003 and 2004) Development Research Partners 2007 Denver Workforce Gap Analysis A-2

52 Appendix B: Degrees and Certificates Awarded by Classification of Instructional Programs (CIP), 2006 Four-Year Public Institutions Two-Year Public Institutions All Institutions Total Degrees Awarded 27,116 12,802 39, Agricultural 1.4% 0.6% 1.2% 02-Agricultural Sciences 0.0% 0.0% 0.0% 03-Renewable Natural Resources 1.5% 0.1% 1.2% 04-Outdoor Design and Architecture 2.0% 0.0% 1.5% 05-Cultural Studies 0.3% 0.0% 0.2% 09-Communications 4.7% 0.0% 3.6% 10-Communications Technology 0.0% 0.5% 0.1% 11-Computer & Info Services 1.6% 0.6% 1.4% 12-Personal & Misc Services 0.0% 0.4% 0.1% 13-Education 5.3% 0.2% 4.1% 14-Engineering 8.5% 0.0% 6.5% 15-Engineering Technologies 1.1% 2.7% 1.4% 16-Language, Linguistics, and Comparative literature 2.0% 1.0% 1.7% 19-Home Economics 1.7% 3.3% 2.1% 22-Law and Legal Studies 0.7% 1.1% 0.8% 23-Spoken and Written English Language 4.2% 0.0% 3.2% 24-Liberal Arts and Sciences 1.1% 22.4% 6.2% 25-Information and Learning Technologies 0.3% 0.0% 0.2% 26-Life Sciences 5.3% 0.0% 4.1% 27-Mathematical Sciences 1.5% 0.0% 1.1% 30-Multi, Interdisciplinary Studies 3.9% 0.7% 3.2% 31-Parks, Rec, Leisure & Fitness 2.5% 0.0% 1.9% 38-Philosophy 0.8% 0.0% 0.6% 40-Physical Sciences 1.9% 0.0% 1.5% 41-Science Technologies 0.0% 0.6% 0.2% 42-Psychology 6.4% 0.0% 4.8% 43-Protective Services 1.3% 6.2% 2.5% 44-Public Admin and Services 1.7% 0.1% 1.3% 45-Social Sciences 8.7% 0.0% 6.6% 46-Construction Trades 0.0% 1.1% 0.3% 47-Mechanics and Repairers 0.0% 2.3% 0.5% 48-Precision Production Trades 0.0% 1.0% 0.2% 49-Transportation 0.4% 0.2% 0.3% 50-Visual and Performing Arts 4.9% 1.4% 4.0% 51-Health Professions 6.4% 44.7% 15.5% 52-Business Management 15.4% 8.7% 13.8% 54- History 2.5% 0.0% 1.9% Source: Colorado Commission on Higher Education. Development Research Partners B-1

53 Industry Total Ag, Forestry, Fishing, Hunting Mining Utilities Construction Manufacturing Wholesale Trade Retail Trade Transportation and Warehousing Information Finance and Insurance Real Estate, Rental and Leasing Professional and Business Services Management of Companies Administrative and Waste Services Educational Services Healthcare and Social Assistance Arts, Entertainment and Recreation Accommodation and Food Services Other Services Non-Classified Government *Shading indicates the top five industries by employment concentration and employment growth. **Note: Due to availability of data, growth rates only reported for nine-county region. Appendix C: Employment by Industry, 2006 City and County of Denver Nine-County Region Average Annual Share of Total Share of Total Growth Rate Total Employees Employment Total Employees Employment ** 431, % 1,539, % 1.6% % 6, % 0.4% 3, % 7, % -0.3% 1, % 4, % -0.8% 19, % 109, % 2.1% 23, % 113, % 0.7% 26, % 74, % 1.1% 27, % 166, % 1.4% 23, % 49, % 1.5% 17, % 61, % 1.1% 26, % 83, % 1.7% 10, % 32, % 1.7% 36, % 124, % 3.1% 7, % 20, % 0.7% 33, % 102, % 2.5% 8, % 19, % 1.5% 40, % 139, % 1.9% 7, % 22, % 2.1% 36, % 133, % 1.5% 13, % 44, % 1.3% % % 1.7% 66, % 222, % 1.0% Sources: Colorado Department of Labor and Employment, Quarterly Census of Employment and Wages; Development Research Partners. Development Research Partners 2007 Denver Workforce Gap Analysis C-1

54 Appendix D: Employment by Occupation, 2006 City and County of Denver Nine-County Region Average Annual Average Annual Share of Total Growth Rate Share of Total Growth Rate Occupation Total Employees Employment Total Employees Employment Total 432, % 1.3% 1,550, % 2.2% Management 22, % 1.5% 79, % 1.9% Business and Financial Operations 26, % 1.2% 89, % 2.4% Computer and Mathematical 17, % 1.7% 62, % 2.5% Architecture and Engineering 10, % 2.1% 42, % 2.6% Life, Physical, and Social Science 4, % 2.3% 22, % 3.0% Community and Social Services 4, % 1.5% 17, % 2.8% Legal 4, % 2.6% 14, % 3.2% Education, Training, and Library 20, % 2.5% 80, % 3.5% Arts, Design, Ent, Sports, and Media 6, % 1.5% 22, % 2.2% Healthcare Practitioners and Technical 19, % 1.5% 69, % 3.0% Healthcare Support 7, % 1.5% 27, % 3.0% Protective Service 8, % 1.3% 29, % 2.1% Food Preparation and Serving Related 34, % 1.9% 128, % 2.0% Building Cleaning and Maintenance 14, % 1.9% 50, % 2.8% Personal Care and Service 12, % 1.3% 41, % 2.1% Sales and Related 52, % 1.0% 183, % 1.7% Office and Administrative Support 75, % 1.1% 265, % 2.3% Farming, Fishing, and Forestry % 0.5% 1, % 1.1% Construction and Extraction 25, % 2.2% 89, % 2.9% Installation, Maintenance, and Repair 17, % 0.8% 60, % 1.5% Production 18, % -0.8% 73, % 0.7% Transportation and Material Moving 28, % 0.6% 98, % 1.4% *Shading indicates the top five occupations by employment concentration and employment growth. Six occupations are shaded when growth rates are equal. Sources: U.S. Bureau of Labor Statistics; Development Research Partners. Development Research Partners 2007 Denver Workforce Gap Analysis D-1

55 Appendix E: Ratio Gap Analysis City and County of Denver, 2007 and 2011 Supply/Demand Ratio Range ( ) Occupation Low High Supply/ Demand Ratio Result Supply/ Demand Ratio Management = Business and Financial Operations = Computer and Mathematical Architecture and Engineering = Life, Physical, and Social Science Community and Social Services Legal Education, Training, and Library = Arts, Design, Entertainment, Sports, and Media = Healthcare Practitioners and Technical = Healthcare Support Protective Service = Food Preparation and Serving Related = Building Cleaning and Maintenance Personal Care and Service = Sales and Related = Office and Administrative Support = Farming, Fishing, and Forestry = = Construction and Extraction Installation, Maintenance, and Repair Production = Transportation and Material Moving Total = Source: Development Research Partners, Result + = - Over-supply of Labor Labor Supply in Balance Under-supply of Labor Development Research Partners E-1

56 Appendix E: Ratio Gap Analysis Nine-County Region, 2007 and 2011 Supply/Demand Ratio Range ( ) Occupation Low High Supply/ Demand Ratio Result Supply/ Demand Ratio Management = = Business and Financial Operations Computer and Mathematical Architecture and Engineering Life, Physical, and Social Science Community and Social Services Legal Education, Training, and Library = Arts, Design, Entertainment, Sports, and Media Healthcare Practitioners and Technical Healthcare Support Protective Service = Food Preparation and Serving Related = = Building Cleaning and Maintenance = Personal Care and Service Sales and Related = Office and Administrative Support = = Farming, Fishing, and Forestry = = Construction and Extraction Installation, Maintenance, and Repair = Production = Transportation and Material Moving = Total = Source: Development Research Partners, Result + = - Over-supply of Labor Labor Supply in Balance Under-supply of Labor Development Research Partners E-2

57 Appendix F: Share Gap Analysis, City and County of Denver Occupation Management 0.2% 0.2% 0.2% Business and Financial Operations -0.3% -0.3% -0.2% Computer and Mathematical -0.3% -0.4% -0.4% Architecture and Engineering 0.0% -0.1% -0.1% Life, Physical, and Social Science -0.2% -0.2% -0.2% Community and Social Services 0.0% 0.0% 0.0% Legal 0.0% -0.1% -0.1% Education, Training, and Library -0.3% -0.4% -0.5% Arts, Design, Entertainment, Sports, and Media 0.1% 0.1% 0.1% Healthcare Practitioners and Technical -0.2% -0.2% -0.2% Healthcare Support -0.1% -0.1% -0.1% Protective Service 0.0% 0.0% 0.0% Food Preparation and Serving Related 0.0% -0.1% -0.1% Building Cleaning and Maintenance 0.0% 0.0% 0.0% Personal Care and Service 0.0% 0.0% 0.0% Sales and Related -0.1% 0.0% 0.1% Office and Administrative Support 1.1% 1.1% 1.2% Farming, Fishing, and Forestry 0.1% 0.1% 0.1% Construction and Extraction -0.3% -0.4% -0.5% Installation, Maintenance, and Repair 0.1% 0.1% 0.2% Production 0.3% 0.5% 0.7% Transportation and Material Moving -0.1% 0.0% 0.1% Nine-County Region Occupation Management 0.6% 0.6% 0.6% Business and Financial Operations -0.3% -0.3% -0.3% Computer and Mathematical -0.2% -0.2% -0.3% Architecture and Engineering -0.1% -0.1% -0.2% Life, Physical, and Social Science -0.2% -0.2% -0.2% Community and Social Services -0.1% -0.1% -0.1% Legal 0.0% -0.1% -0.1% Education, Training, and Library -0.4% -0.6% -0.7% Arts, Design, Entertainment, Sports, and Media 0.3% 0.3% 0.3% Healthcare Practitioners and Technical -0.2% -0.3% -0.4% Healthcare Support -0.1% -0.1% -0.2% Protective Service 0.0% 0.0% 0.0% Food Preparation and Serving Related -0.3% -0.2% -0.2% Building Cleaning and Maintenance 0.2% 0.1% 0.1% Personal Care and Service 0.3% 0.3% 0.3% Sales and Related 0.0% 0.1% 0.2% Office and Administrative Support 0.4% 0.3% 0.3% Farming, Fishing, and Forestry 0.1% 0.1% 0.1% Construction and Extraction 0.1% 0.0% -0.1% Installation, Maintenance, and Repair 0.1% 0.1% 0.2% Production 0.2% 0.4% 0.5% Transportation and Material Moving -0.2% -0.1% 0.0% Source: Development Research Partners, Greater than 0% 0% Less than 0% Over-supply of Labor Labor Supply in Balance Under-supply of Labor Development Research Partners F-1

58 Appendix G: Absolute Gap Analysis Nine-County Region, Occupation Annual Average Percent Change Management 22,083 22,633 22,966 23,187 23, % Business and Financial Operations 8,389 8,253 7,849 7,295 6, % Computer and Mathematical 5,278 5,079 4,681 4,165 3, % Architecture and Engineering 4,447 4,271 3,953 3,549 3, % Life, Physical, and Social Science (145) (497) (896) -83.7% Community and Social Services 1,416 1,309 1, % Legal 1,552 1,403 1, % Education, Training, and Library 4,537 3,365 1, (1,559) -33.6% Arts, Design, Entertainment, Sports, and Media 8,381 8,500 8,554 8,571 8, % Healthcare Practitioners and Technical 6,451 5,880 5,088 4,165 3, % Healthcare Support 2,044 1,792 1,451 1, % Protective Service 3,633 3,681 3,649 3,575 3, % Food Preparation and Serving Related 14,006 14,287 14,232 14,011 13, % Building Cleaning and Maintenance 10,681 10,496 10,156 9,729 9, % Personal Care and Service 10,815 10,990 11,050 11,051 11, % Sales and Related 27,301 28,380 28,987 29,370 29, % Office and Administrative Support 45,871 46,092 45,543 44,573 43, % Farming, Fishing, and Forestry 1,860 1,909 1,954 1,998 2, % Construction and Extraction 14,705 14,175 13,362 12,381 11, % Installation, Maintenance, and Repair 10,180 10,676 11,016 11,281 11, % Production 14,924 16,190 17,282 18,302 19, % Transportation and Material Moving 11,120 11,909 12,442 12,853 13, % Total 230, , , , , % Source: Development Research Partners, Over-supply of Labor Labor Supply in Balance Under-supply of Labor Development Research Partners G-1

59 Appendix H: Focus Group Participants Legal Name Industry Countrywide Home Loans Business Support/Financial Services EchoStar Business Support/Financial Services Express Personnel Business Support/Financial Services FedEx Business Support/Financial Services Kelly Financial Resources Business Support/Financial Services ManPower Business Support/Financial Services National Star Mortgage Business Support/Financial Services REI Business Support/Financial Services SOS Staffing Business Support/Financial Services T-Mobile Business Support/Financial Services US Bank Business Support/Financial Services Westerra Credit Union Business Support/Financial Services Associated General Contractors (AGC) Construction Denver Joint Electrical Apprentice Training Center Construction Empire Construction Construction Hensel Phelps Construction Construction Hispanic Contractors of Colorado Construction JA Walker Construction Construction McGraw Hill Construction Magazine Construction Meza Construction Construction PCL Construction Construction Plasticom Inc. Construction Silvercool Services Co. Construction Turner Construction Construction United Rentals Construction Allison Care Center Health Care Best Care Inc Health Care Cambridge Care Center Health Care Denver Health Health Care Exempla Health/St Joseph's Hospital Health Care Harmony Point Nursing Health Care North Star Community Health Care Presbyterian/St. Luke's Medical Center Health Care Rose Medical Center Health Care Swedish Medical Center Health Care The Children's Hospital Health Care The Medical Center of Aurora Health Care Total Longterm Care Center Health Care Uptown Care Center Health Care Development Research Partners H-1

60 Legal Name BECAUSE I CARE Business Controls Cap Logistics Clermont Dry Creek Pediatrics PC Colorado Sign Works Inc Component Builders Inc Denver Radio Company Open Scan Technologies Quantix Consulting Inc Service Solutions Inc Snooze Eatery Somerville & Company Inc Terra Firma 3T Systems Inc Accuvant BioWest Internet Ciber, Inc Coalfire Systems Datria IQ Navigator K & M Communications Magpie Telecom Insiders Qwest Services Corp. Starz Entertainment, LLC Teletech ViaWest Appendix H: Focus Group Participants Industry Small Business Small Business Small Business Small Business Small Business Small Business Small Business Small Business Small Business Small Business Small Business Small Business Small Business ICT ICT ICT ICT ICT ICT ICT ICT ICT ICT ICT ICT ICT Development Research Partners H-2

61 Appendix I: Two-Digit North American Industry Classification System Code List NAICS Code Sector Description Mining 22 Utilities Agriculture, Forestry, Fishing and Hunting 23 Construction Manufacturing 42 Wholesale Trade Retail Trade Transportation and Warehousing The Agriculture, Forestry, Fishing and Hunting sector comprises establishments primarily engaged in growing crops, raising animals, harvesting timber, and harvesting fish and other animals from a farm, ranch, or their natural habitats. The Mining sector comprises establishments that extract naturally occurring mineral solids, such as coal and ores; liquid minerals, such as crude petroleum; and gases, such as natural gas. The term mining is used in the broad sense to include quarrying, well operations, beneficiating (e.g., crushing, screening, washing, and flotation), and other preparation customarily performed at the mine site, or as a part of mining activity. The Utilities sector comprises establishments engaged in the provision of the following utility services: electric power, natural gas, steam supply, water supply, and sewage removal. Within this sector, the specific activities associated with the utility services provided vary by utility: electric power includes generation, transmission, and distribution; natural gas includes distribution; steam supply includes provision and/or distribution; water supply includes treatment and distribution; and sewage removal includes collection, treatment, and disposal of waste through sewer systems and sewage treatment facilities. The Construction sector comprises establishments primarily engaged in the construction of buildings or engineering projects (e.g., highways and utility systems). Establishments primarily engaged in the preparation of sites for new construction and establishments primarily engaged in subdividing land for sale as building sites also are included in this sector. The Manufacturing sector comprises establishments engaged in the mechanical, physical, or chemical transformation of materials, substances, or components into new products. The assembling of component parts of manufactured products is considered manufacturing, except in cases where the activity is appropriately classified in Sector 23, Construction. The Wholesale Trade sector comprises establishments engaged in wholesaling merchandise, generally without transformation, and rendering services incidental to the sale of merchandise. The merchandise described in this sector includes the outputs of agriculture, mining, manufacturing, and certain information industries, such as publishing. The Retail Trade sector comprises establishments engaged in retailing merchandise, generally without transformation, and rendering services incidental to the sale of merchandise. The Transportation and Warehousing sector includes industries providing transportation of passengers and cargo, warehousing and storage for goods, scenic and sightseeing transportation, and support activities related to modes of transportation. Establishments in these industries use transportation equipment or transportation related facilities as a productive asset. The type of equipment depends on the mode of transportation. The modes of transportation are air, rail, water, road, and pipeline. Development Research Partners 2007 Denver Workforce Gap Analysis I-1

62 Appendix I: Two-Digit North American Industry Classification System Code List NAICS Code Sector Description 51 Information 52 Finance and Insurance The Information sector comprises establishments engaged in the following processes: (a) producing and distributing information and cultural products, (b) providing the means to transmit or distribute these products as well as data or communications, and (c) processing data. The Finance and Insurance sector comprises establishments primarily engaged in financial transactions (transactions involving the creation, liquidation, or change in ownership of financial assets) and/or in facilitating financial transactions Real Estate and Rental and Leasing Professional, Scientific, and Technical Services Management of Companies and Enterprises The Real Estate and Rental and Leasing sector comprises establishments primarily engaged in renting, leasing, or otherwise allowing the use of tangible or intangible assets, and establishments providing related services. The major portion of this sector comprises establishments that rent, lease, or otherwise allow the use of their own assets by others. The assets may be tangible, as is the case of real estate and equipment, or intangible, as is the case with patents and trademarks. The Professional, Scientific, and Technical Services sector comprises establishments that specialize in performing professional, scientific, and technical activities for others. These activities require a high degree of expertise and training. The establishments in this sector specialize according to expertise and provide these services to clients in a variety of industries and, in some cases, to households. Activities performed include: legal advice and representation; accounting, bookkeeping, and payroll services; architectural, engineering, and specialized design services; computer services; consulting services; research services; advertising services; photographic services; translation and interpretation services; veterinary services; and other professional, scientific, and technical services. The Management of Companies and Enterprises sector comprises (1) establishments that hold the securities of (or other equity interests in) companies and enterprises for the purpose of owning a controlling interest or influencing management decisions or (2) establishments (except government establishments) that administer, oversee, and manage establishments of the company or enterprise and that normally undertake the strategic or organizational planning and decisionmaking role of the company or enterprise. Establishments that administer, oversee, and manage may hold the securities of the company or enterprise. 56 Administrative and Support and Waste Management and Remediation Services The Administrative and Support and Waste Management and Remediation Services sector comprises establishments performing routine support activities for the day-to-day operations of other organizations. These essential activities are often undertaken in-house by establishments in many sectors of the economy. The establishments in this sector specialize in one or more of these support activities and provide these services to clients in a variety of industries and, in some cases, to households. Activities performed include: office administration, hiring and placing of personnel, document preparation and similar clerical services, solicitation, collection, security and surveillance services, cleaning, and waste disposal services. Development Research Partners 2007 Denver Workforce Gap Analysis I-2

63 Appendix I: Two-Digit North American Industry Classification System Code List NAICS Code Sector Description 61 Educational Services Health Care and Social Assistance Arts, Entertainment, and Recreation Accommodation and Food Services Other Services (except Public Administration) 92 Public Administration Source: U.S. Census Bureau. The Educational Services sector comprises establishments that provide instruction and training in a wide variety of subjects. This instruction and training is provided by specialized establishments, such as schools, colleges, universities, and training centers. These establishments may be privately owned and operated for profit or not for profit, or they may be publicly owned and operated. They may also offer food and accommodation services to their students. The Health Care and Social Assistance sector comprises establishments providing health care and social assistance for individuals. The sector includes both health care and social assistance because it is sometimes difficult to distinguish between the boundaries of these two activities. The industries in this sector are arranged on a continuum starting with those establishments providing medical care exclusively, continuing with those providing health care and social assistance, and finally finishing with those providing only social assistance. The Arts, Entertainment, and Recreation sector includes a wide range of establishments that operate facilities or provide services to meet varied cultural, entertainment, and recreational interests of their patrons. This sector comprises (1) establishments that are involved in producing, promoting, or participating in live performances, events, or exhibits intended for public viewing; (2) establishments that preserve and exhibit objects and sites of historical, cultural, or educational interest; and (3) establishments that operate facilities or provide services that enable patrons to participate in recreational activities or pursue amusement, hobby, and leisure-time interests. The Accommodation and Food Services sector comprises establishments providing customers with lodging and/or preparing meals, snacks, and beverages for immediate consumption. The sector includes both accommodation and food services establishments because the two activities are often combined at the same establishment. The Other Services (except Public Administration) sector comprises establishments engaged in providing services not specifically provided for elsewhere in the classification system. Establishments in this sector are primarily engaged in activities, such as equipment and machinery repairing, promoting or administering religious activities, grantmaking, advocacy, and providing drycleaning and laundry services, personal care services, death care services, pet care services, photofinishing services, temporary parking services, and dating services. The Public Administration sector consists of establishments of federal, state, and local government agencies that administer, oversee, and manage public programs and have executive, legislative, or judicial authority over other institutions within a given area. These agencies also set policy, create laws, adjudicate civil and criminal legal cases, provide for public safety and for national defense. In general, government establishments in the Public Administration sector oversee governmental programs and activities that are not performed by private establishments. Establishments in this sector typically are engaged in the organization and financing of the production of public goods and services, most of which are provided for free or at prices that are not economically significant. Development Research Partners 2007 Denver Workforce Gap Analysis I-3

64 Appendix J: Two-Digit Standard Occupation Classification Code List SOC Code Occupational Group Included Occupations Total, All Occupations Management Occupations Chief Executives ; General and Operations Managers ; Legislators ; Advertising and Promotions Managers ; Marketing Managers ; Sales Managers ; Public Relations Managers ; Administrative Services Managers ; Computer and Information Systems Managers ; Financial Managers ; Human Resources Managers ; Industrial Production Managers ; Purchasing Managers ; Transportation, Storage, and Distribution Managers ; Farm, Ranch, and Other Agricultural Managers ; Construction Managers ; Education Administrators, Preschool and Child Care Center/Program ; Education Administrators, Elementary and Secondary School ; Education Administrators, Postsecondary ; Engineering Managers ; Food Service Managers ; Funeral Directors ; Gaming Managers ; Lodging Managers ; Medical and Health Services Managers ; Natural Sciences Managers ; Postmasters and Mail Superintendents ; Property, Real Estate, and Community Association Managers ; Social and Community Service Managers Business and Financial Operations Occupations Agents and Business Managers of Artists, Performers, and Athletes ; Purchasing Agents and Buyers, Farm Products ; Wholesale and Retail Buyers, Except Farm Products ; Purchasing Agents, Except Wholesale, Retail, and Farm Products ; Claims Adjusters, Examiners, and Investigators ; Insurance Appraisers, Auto Damage ; Compliance Officers, Except Agriculture, Construction, Health and Safety, and Transportation ; Cost Estimators ; Emergency Management Specialists ; Employment, Recruitment, and Placement Specialists ; Compensation, Benefits, and Job Analysis Specialists ; Training and Development Specialists ; Management Analysts ; Meeting and Convention Planners ; Accountants and Auditors ; Appraisers and Assessors of Real Estate ; Budget Analysts ; Credit Analysts ; Financial Analysts ; Personal Financial Advisors ; Insurance Underwriters ; Financial Examiners ; Loan Counselors ; Loan Officers ; Tax Examiners, Collectors, and Revenue Agents Computer and Mathematical Occupations Architecture and Engineering Occupations Computer and Information Scientists, Research ; Computer Programmers ; Computer Software Engineers, Applications ; Computer Software Engineers, Systems Software ; Computer Support Specialists ; Computer Systems Analysts ; Database Administrators ; Network and Computer Systems Administrators ; Network Systems and Data Communications Analysts ; Actuaries ; Mathematicians ; Operations Research Analysts ; Statisticians ; Mathematical Technicians Architects, Except Landscape and Naval ; Landscape Architects ; Cartographers and Photogrammetrists ; Surveyors ; Aerospace Engineers ; Agricultural Engineers ; Biomedical Engineers ; Chemical Engineers ; Civil Engineers ; Computer Hardware Engineers ; Electrical Engineers ; Electronics Engineers, Except Computer ; Environmental Engineers ; Health and Safety Engineers, Except Mining Safety Engineers and Inspectors ; Industrial Engineers ; Marine Engineers and Naval Architects ; Materials Engineers ; Mechanical Engineers ; Mining and Geological Engineers, Including Mining Safety Engineers ; Nuclear Engineers ; Petroleum Engineers ; Architectural and Civil Drafters ; Electrical and Electronics Drafters ; Mechanical Drafters ; Aerospace Engineering and Operations Technicians ; Civil Engineering Technicians ; Electrical and Electronic Engineering Technicians ; Electro- Mechanical Technicians ; Environmental Engineering Technicians ; Industrial Engineering Technicians ; Mechanical Engineering Technicians ; Surveying and Mapping Technicians Development Research Partners 2007 Denver Workforce Gap Analysis J-1

65 Appendix J: Two-Digit Standard Occupation Classification Code List SOC Code Occupational Group Included Occupations Life, Physical, and Social Science Occupations Agricultural and Food Scientists ; Biochemists and Biophysicists ; Microbiologists ; Zoologists and Wildlife Biologists ; Conservation Scientists ; Foresters ; Epidemiologists ; Medical Scientists, Except Epidemiologists ; Astronomers ; Physicists ; Atmospheric and Space Scientists ; Chemists ; Materials Scientists ; Environmental Scientists and Specialists, Including Health ; Geoscientists, Except Hydrologists and Geographers ; Hydrologists ; Economists ; Market Research Analysts ; Survey Researchers ; Clinical, Counseling, and School Psychologists ; Industrial-Organizational Psychologists ; Sociologists ; Urban and Regional Planners ; Anthropologists and Archeologists ; Geographers ; Historians ; Political Scientists ; Agricultural and Food Science Technicians ; Biological Technicians ; Chemical Technicians ; Geological and Petroleum Technicians ; Nuclear Technicians ; Environmental Science and Protection Technicians, Including Health ; Forensic Science Technicians ; Forest and Conservation Technicians Community and Social Services Occupations Legal Occupations Substance Abuse and Behavioral Disorder Counselors ; Educational, Vocational, and School Counselors ; Marriage and Family Therapists ; Mental Health Counselors ; Rehabilitation Counselors ; Child, Family, and School Social Workers ; Medical and Public Health Social Workers ; Mental Health and Substance Abuse Social Workers ; Health Educators ; Probation Officers and Correctional Treatment Specialists ; Social and Human Service Assistants ; Clergy ; Directors, Religious Activities and Education Lawyers ; Administrative Law Judges, Adjudicators, and Hearing Officers ; Arbitrators, Mediators, and Conciliators ; Judges, Magistrate Judges, and Magistrates ; Paralegals and Legal Assistants ; Court Reporters ; Law Clerks ; Title Examiners, Abstractors, and Searchers Education, Training, and Library Occupations Business Teachers, Computer Science Teachers, Mathematical Science Teachers, Architecture Teachers, Engineering Teachers, Agricultural Sciences Teachers, Biological Science Teachers, Forestry and Conservation Science Teachers, Atmospheric, Earth, Marine, and Space Sciences Teachers, Chemistry Teachers, Environmental Science Teachers, Physics Teachers, Anthropology and Archeology Teachers, Area, Ethnic, and Cultural Studies Teachers, Economics Teachers, Geography Teachers, Political Science Teachers, Psychology Teachers, Sociology Teachers, Health Specialties Teachers, Nursing Instructors and Teachers, Education Teachers, Library Science Teachers, Criminal Justice and Law Enforcement Teachers, Law Teachers, Social Work Teachers, Art, Drama, and Music Teachers, Communications Teachers, English Language and Literature Teachers, Foreign Language and Literature Teachers, History Teachers, Philosophy and Religion Teachers, Graduate Teaching Assistants ; Home Economics Teachers, Recreation and Fitness Studies Teachers, Vocational Education Teachers, Preschool Teachers, Kindergarten Teachers, Elementary School Teachers, Middle School Teachers, Vocational Education Teachers, Middle School ; Secondary School Teachers, Except Special and Vocational Education ; Vocational Education Teachers, Secondary School ; Special Education Teachers, Preschool, Kindergarten, and Elementary School ; Special Education Teachers, Middle School ; Special Education Teachers, Secondary School ; Adult Literacy, Remedial Education, and Ged Teachers and Instructors ; Self-Enrichment Education Teachers ; Archivists, Curators, and Museum Technicians ; Librarians ; Library Technicians ; Audio-Visual Collections Specialists ; Farm and Home Management Advisors ; Instructional Coordinators ; Teacher Assistants Development Research Partners 2007 Denver Workforce Gap Analysis J-2

66 Appendix J: Two-Digit Standard Occupation Classification Code List SOC Code Occupational Group Included Occupations Arts, Design, Entertainment, Sports, and Media Occupations Art Directors ; Fine Artists, Including Painters, Sculptors, and Illustrators ; Multi-Media Artists and Animators ; Commercial and Industrial Designers ; Fashion Designers ; Floral Designers ; Graphic Designers ; Interior Designers ; Merchandise Displayers and Window Trimmers ; Set and Exhibit Designers ; Actors ; Producers and Directors ; Athletes and Sports Competitors ; Coaches and Scouts ; Umpires, Referees, and Other Sports Officials ; Dancers ; Choreographers ; Music Directors and Composers ; Musicians and Singers ; Announcers ; News Analysts, Reporters and Correspondents ; Public Relations Specialists ; Editors ; Technical Writers ; Writers and Authors ; Interpreters and Translators ; Audio and Video Equipment Technicians ; Broadcast Technicians ; Radio Operators ; Sound Engineering Technicians ; Photographers ; Camera Operators, Television, Video, and Motion Picture ; Film and Video Editors Healthcare Practitioners and Technical Occupations Healthcare Support Occupations Protective Service Occupations Food Preparation and Serving Related Occupations Chiropractors ; Dentists ; Dietitians and Nutritionists ; Optometrists ; Pharmacists ; Anesthesiologists ; Family and General Practitioners ; Internists, General ; Obstetricians and Gynecologists ; Pediatricians, General ; Psychiatrists ; Surgeons ; Physician Assistants ; Podiatrists ; Registered Nurses ; Audiologists ; Occupational Therapists ; Physical Therapists ; Radiation Therapists ; Recreational Therapists ; Respiratory Therapists ; Speech-Language Pathologists ; Veterinarians ; Medical and Clinical Laboratory Technologists ; Medical and Clinical Laboratory Technicians ; Dental Hygienists ; Cardiovascular Technologists and Technicians ; Diagnostic Medical Sonographers ; Nuclear Medicine Technologists ; Radiologic Technologists and Technicians ; Emergency Medical Technicians and Paramedics ; Dietetic Technicians ; Pharmacy Technicians ; Psychiatric Technicians ; Respiratory Therapy Technicians ; Surgical Technologists ; Veterinary Technologists and Technicians ; Licensed Practical and Licensed Vocational Nurses ; Medical Records and Health Information Technicians ; Opticians, Dispensing ; Orthotists and Prosthetists ; Occupational Health and Safety Specialists and Technicians ; Athletic Trainers Home Health Aides ; Nursing Aides, Orderlies, and Attendants ; Psychiatric Aides ; Occupational Therapist Assistants ; Occupational Therapist Aides ; Physical Therapist Assistants ; Physical Therapist Aides ; Massage Therapists ; Dental Assistants ; Medical Assistants ; Medical Equipment Preparers ; Medical Transcriptionists ; Pharmacy Aides ; Veterinary Assistants and Laboratory Animal Caretakers First-Line Supervisors/Managers of Correctional Officers ; First-Line Supervisors/Managers of Police and Detectives ; First-Line Supervisors/Managers of Fire Fighting and Prevention Workers ; Fire Fighters ; Fire Inspectors and Investigators ; Forest Fire Inspectors and Prevention Specialists ; Bailiffs ; Correctional Officers and Jailers ; Detectives and Criminal Investigators ; Fish and Game Wardens ; Parking Enforcement Workers ; Police and Sheriff's Patrol Officers ; Transit and Railroad Police ; Animal Control Workers ; Private Detectives and Investigators ; Gaming Surveillance Officers and Gaming Investigators ; Security Guards ; Crossing Guards Chefs and Head Cooks ; First-Line Supervisors/Managers of Food Preparation and Serving Workers ; Cooks, Fast Food ; Cooks, Institution and Cafeteria ; Cooks, Restaurant ; Cooks, Short Order ; Food Preparation Workers ; Bartenders ; Combined Food Preparation and Serving Workers, Including Fast Food ; Counter Attendants, Cafeteria, Food Concession, and Coffee Shop ; Waiters and Waitresses ; Food Servers, Nonrestaurant ; Dining Room and Cafeteria Attendants and Bartender Helpers ; Dishwashers ; Hosts and Hostesses, Restaurant, Lounge, and Coffee Shop Development Research Partners 2007 Denver Workforce Gap Analysis J-3

67 Appendix J: Two-Digit Standard Occupation Classification Code List SOC Code Occupational Group Included Occupations Building and Grounds Cleaning and Maintenance Occupations Personal Care and Service Occupations Sales and Related Occupations Office and Administrative Support Occupations First-Line Supervisors/Managers of Housekeeping and Janitorial Workers ; First-Line Supervisors/Managers of Landscaping, Lawn Service, and Groundskeeping Workers ; Janitors and Cleaners, Except Maids and Housekeeping Cleaners ; Maids and Housekeeping Cleaners ; Pest Control Workers ; Landscaping and Groundskeeping Workers ; Pesticide Handlers, Sprayers, and Applicators, Vegetation ; Tree Trimmers and Pruners Gaming Supervisors ; Slot Key Persons ; First-Line Supervisors/Managers of Personal Service Workers ; Animal Trainers ; Nonfarm Animal Caretakers ; Gaming Dealers ; Gaming and Sports Book Writers and Runners ; Motion Picture Projectionists ; Ushers, Lobby Attendants, and Ticket Takers ; Amusement and Recreation Attendants ; Costume Attendants ; Locker Room, Coatroom, and Dressing Room Attendants ; Embalmers ; Funeral Attendants ; Barbers ; Hairdressers, Hairstylists, and Cosmetologists ; Makeup Artists, Theatrical and Performance ; Manicurists and Pedicurists ; Shampooers ; Skin Care Specialists ; Baggage Porters and Bellhops ; Concierges ; Tour Guides and Escorts ; Travel Guides ; Flight Attendants ; Transportation Attendants, Except Flight Attendants and Baggage Porters ; Child Care Workers ; Personal and Home Care Aides ; Fitness Trainers and Aerobics Instructors ; Recreation Workers ; Residential Advisors First-Line Supervisors/Managers of Retail Sales Workers ; First-Line Supervisors/Managers of Non-Retail Sales Workers ; Cashiers ; Gaming Change Persons and Booth Cashiers ; Counter and Rental Clerks ; Parts Salespersons ; Retail Salespersons ; Advertising Sales Agents ; Insurance Sales Agents ; Securities, Commodities, and Financial Services Sales Agents ; Travel Agents ; Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products ; Sales Representatives, Wholesale and Manufacturing, Except Technical and Scientific Products ; Demonstrators and Product Promoters ; Models ; Real Estate Brokers ; Real Estate Sales Agents ; Sales Engineers ; Telemarketers ; Door-To-Door Sales Workers, News and Street Vendors, and Related Workers First-Line Supervisors/Managers of Office and Administrative Support Workers ; Switchboard Operators, Including Answering Service ; Telephone Operators ; Bill and Account Collectors ; Billing and Posting Clerks and Machine Operators ; Bookkeeping, Accounting, and Auditing Clerks ; Gaming Cage Workers ; Payroll and Timekeeping Clerks ; Procurement Clerks ; Tellers ; Brokerage Clerks ; Correspondence Clerks ; Court, Municipal, and License Clerks ; Credit Authorizers, Checkers, and Clerks ; Customer Service Representatives ; Eligibility Interviewers, Government Programs ; File Clerks ; Hotel, Motel, and Resort Desk Clerks ; Interviewers, Except Eligibility and Loan ; Library Assistants, Clerical ; Loan Interviewers and Clerks ; New Accounts Clerks ; Order Clerks ; Human Resources Assistants, Except Payroll and Timekeeping ; Receptionists and Information Clerks ; Reservation and Transportation Ticket Agents and Travel Clerks ; Cargo and Freight Agents ; Couriers and Messengers ; Police, Fire, and Ambulance Dispatchers ; Dispatchers, Except Police, Fire, and Ambulance ; Meter Readers, Utilities ; Postal Service Clerks ; Postal Service Mail Carriers ; Postal Service Mail Sorters, Processors, and Processing Machine Operators ; Production, Planning, and Expediting Clerks ; Shipping, Receiving, and Traffic Clerks ; Stock Clerks and Order Fillers ; Weighers, Measurers, Checkers, and Samplers, Recordkeeping ; Executive Secretaries and Administrative Assistants ; Legal Secretaries ; Medical Secretaries ; Secretaries, Except Legal, Medical, and Executive ; Computer Operators ; Data Entry Keyers ; Word Processors and Typists ; Desktop Publishers ; Insurance Claims and Policy Processing Clerks ; Mail Clerks and Mail Machine Operators, Except Postal Service ; Office Clerks, General ; Office Machine Operators, Except Computer ; Proofreaders and Copy Markers ; Statistical Assistants Development Research Partners 2007 Denver Workforce Gap Analysis J-4

68 Appendix J: Two-Digit Standard Occupation Classification Code List SOC Code Occupational Group Included Occupations Farming, Fishing, and Forestry Occupations Construction and Extraction Occupations First-Line Supervisors/Managers of Farming, Fishing, and Forestry Workers ; Farm Labor Contractors ; Agricultural Inspectors ; Animal Breeders ; Graders and Sorters, Agricultural Products ; Agricultural Equipment Operators ; Farmworkers and Laborers, Crop, Nursery, and Greenhouse ; Farmworkers, Farm and Ranch Animals ; Forest and Conservation Workers ; Fallers ; Logging Equipment Operators ; Log Graders and Scalers First-Line Supervisors/Managers of Construction Trades and Extraction Workers ; Boilermakers ; Brickmasons and Blockmasons ; Stonemasons ; Carpenters ; Carpet Installers ; Floor Layers, Except Carpet, Wood, and Hard Tiles ; Floor Sanders and Finishers ; Tile and Marble Setters ; Cement Masons and Concrete Finishers ; Terrazzo Workers and Finishers ; Construction Laborers ; Paving, Surfacing, and Tamping Equipment Operators ; Pile-Driver Operators ; Operating Engineers and Other Construction Equipment Operators ; Drywall and Ceiling Tile Installers ; Tapers ; Electricians ; Glaziers ; Insulation Workers ; Painters, Construction and Maintenance ; Paperhangers ; Pipelayers ; Plumbers, Pipefitters, and Steamfitters ; Plasterers and Stucco Masons ; Reinforcing Iron and Rebar Workers ; Roofers ; Sheet Metal Workers ; Structural Iron and Steel Workers ; Helpers-- Brickmasons, Blockmasons, Stonemasons, and Tile and Marble Setters ; Installation, Maintenance, and Repair Occupations First-Line Supervisors/Managers of Mechanics, Installers, and Repairers ; Computer, Automated Teller, and Office Machine Repairers ; Radio Mechanics ; Telecommunications Equipment Installers and Repairers, Except Line Installers ; Avionics Technicians ; Electric Motor, Power Tool, and Related Repairers ; Electrical and Electronics Installers and Repairers, Transportation Equipment ; Electrical and Electronics Repairers, Commercial and Industrial Equipment ; Electrical and Electronics Repairers, Powerhouse, Substation, and Relay ; Electronic Equipment Installers and Repairers, Motor Vehicles ; Electronic Home Entertainment Equipment Installers and Repairers ; Security and Fire Alarm Systems Installers ; Aircraft Mechanics and Service Technicians ; Automotive Body and Related Repairers ; Automotive Glass Installers and Repairers ; Automotive Service Technicians and Mechanics ; Bus and Truck Mechanics and Diesel Engine Specialists ; Farm Equipment Mechanics ; Mobile Heavy Equipment Mechanics, Except Engines ; Rail Car Repairers ; Motorboat Mechanics ; Motorcycle Mechanics ; Outdoor Power Equipment and Other Small Engine Mechanics ; Bicycle Repairers ; Recreational Vehicle Service Technicians ; Tire Repairers and Changers ; Mechanical Door Repairers ; Control and Valve Installers and Repairers, Except Mechanical Door ; Heating, Air Conditioning, and Refrigeration Mechanics and Installers ; Home Appliance Repairers ; Industrial Machinery Mechanics ; Maintenance and Repair Workers, General ; Maintenance Workers, Machinery ; Millwrights ; Refractory Materials Repairers, Except Brickmasons ; Electrical Power- Line Installers and Repairers ; Telecommunications Line Installers and Repairers ; Camera and Photographic Equipment Repairers ; Medical Equipment Repairers ; Musical Instrument Repairers and Tuners ; Watch Repairers ; Coin, Vending, and Amusement Machine Servicers and Repairers ; Commercial Divers ; Fabric Menders, Except Garment ; Locksmiths and Safe Repairers ; Manufactured Building and Mobile Home Installers ; Riggers ; Signal and Track Switch Repairers ; Helpers--Installation, Maintenance, and Repair Workers Development Research Partners 2007 Denver Workforce Gap Analysis J-5

69 Appendix J: Two-Digit Standard Occupation Classification Code List SOC Code Occupational Group Included Occupations Production Occupations First-Line Supervisors/Managers of Production and Operating Workers ; Aircraft Structure, Surfaces, Rigging, and Systems Assemblers ; Coil Winders, Tapers, and Finishers ; Electrical and Electronic Equipment Assemblers ; Electromechanical Equipment Assemblers ; Engine and Other Machine Assemblers ; Structural Metal Fabricators and Fitters ; Fiberglass Laminators and Fabricators ; Team Assemblers ; Timing Device Assemblers, Adjusters, and Calibrators ; Bakers ; Butchers and Meat Cutters ; Meat, Poultry, and Fish Cutters and Trimmers ; Slaughterers and Meat Packers ; Food and Tobacco Roasting, Baking, and Drying Machine Operators and Tenders ; Food Batchmakers ; Food Cooking Machine Operators and Tenders ; Computer-Controlled Machine Tool Operators, Metal and Plastic ; Numerical Tool and Process Control Programmers ; Extruding and Drawing Machine Setters, Operators, and Tenders, Metal and Plastic ; Forging Machine Setters, Operators, and Tenders, Metal and Plastic ; Rolling Machine Setters, Operators, and Tenders, Metal and Plastic ; Cutting, Punching, and Press Machine Setters, Operators, and Tenders, Metal and Plastic ; Shoe and Leather Workers and Repairers ; Shoe Machine Operators and Tenders ; Sewers, Hand ; Tailors, Dressmakers, and Custom Sewers ; Textile Bleaching and Dyeing Machine Operators and Tenders ; Textile Cutting Machine Setters, Operators, and Tenders ; Textile Knitting and Weaving Machine Setters, Operators, and Tenders ; Textile Winding, Twisting, and Drawing Out Machine Setters, Operators, and Tenders ; Extruding and Forming Machine Setters, Operators, and Tenders, Synthetic and Glass Fibers ; Fabric and Apparel Patternmakers ; Upholsterers ; Cabinetmakers and Bench Carpenters ; Furniture Finishers ; Model Makers, Wood ; Patternmakers, Wood ; Sawing Machine Setters, Operators, and Tenders, Wood ; Woodworking Machine Setters, Operators, and Tenders, Except Sawing ; Nuclear Power Reactor Operators ; Power Distributors and Dispatchers ; Power Plant Operators ; Stationary Engineers and Boiler Operators ; Water and Liquid Waste Treatment Plant and System Operators ; Chemical Plant and System Operators ; Gas Plant Operators ; Petroleum Pump System Operators, Refinery Operators, and Gaugers ; Chemical Equipment Operators and Tenders ; Grinding, Lapping, Polishing, and Buffing Machine Tool Setters, Operators, and Tenders, Metal and Plastic ; Lathe and Turning Machine Tool Setters, Operators, and Tenders, Metal and Plastic ; Milling and Planing Machine Setters, Operators, and Tenders, Metal and Plastic ; Machinists ; Metal-Refining Furnace Operators and Tenders ; Pourers and Casters, Metal ; Model Makers, Metal and Plastic ; Patternmakers, Metal and Plastic ; Foundry Mold and Coremakers ; Molding, Coremaking, and Casting Machine Setters, Operators, and Tenders, Metal and Plastic ; Separating, Filtering, Clarifying, Precipitating, and Still Machine Setters, Operators, and Tenders ; Crushing, Grinding, and Polishing Machine Setters, Operators, and Tenders ; Grinding and Polishing Workers, Hand ; Mixing and Blending Machine Setters, Operators, and Tenders ; Cutters and Trimmers, Hand ; Cutting and Slicing Machine Setters, Operators, and Tenders ; Extruding, Forming, Pressing, and Compacting Machine Setters, Operators, and Tenders ; Furnace, Kiln, Oven, Drier, and Kettle Operators and Tenders ; Inspectors, Testers, Sorters, Samplers, and Weighers ; Jewelers and Precious Stone and Metal Workers ; Cleaning, Washing, and Metal Pickling Equipment Operators and Tenders ; Cooling and Freezing Equipment Operators and Tenders ; Etchers and Engravers ; Molders, Shapers, and Casters, Except Metal and Plastic ; Paper Goods Machine Setters, Operators, and Tenders ; Tire Builders ; Multiple Machine Tool Setters, and Tenders, Metal and Plastic ; Tool and Die Makers ; Welders, Cutters, Solderers, and Brazers ; Welding, Soldering, and Brazing Machine Setters, Operators, and Tenders ; Heat Treating Equipment Setters, Operators, and Tenders, Metal and Plastic ; Lay-Out Workers, Metal and Plastic ; Plating and Coating Machine Setters, Operators, and Tenders, Metal and Plastic ; Tool Grinders, and Sharpeners ; Bindery Workers ; Bookbinders ; Job Printers ; Prepress Technicians and Workers ; Printing Machine Operators ; Laundry and Dry-Cleaning Workers ; Pressers, Textile, and Related Materials ; Sewing Machine Operators Development Research Partners 2007 Denver Workforce Gap Analysis J-6

70 Appendix J: Two-Digit Standard Occupation Classification Code List SOC Code Occupational Group Included Occupations Transportation and Material Moving Occupations Source: U.S. Bureau of Labor Statistics. Aircraft Cargo Handling Supervisors ; First-Line Supervisors/Managers of Helpers, Laborers, and Material Movers, Hand ; First- Line Supervisors/Managers of Transportation and Material-Moving Machine and Vehicle Operators ; Airline Pilots, Copilots, and Flight Engineers ; Commercial Pilots ; Air Traffic Controllers ; Airfield Operations Specialists ; Ambulance Drivers and Attendants, Except Emergency Medical Technicians ; Bus Drivers, Transit and Intercity ; Bus Drivers, School ; Driver/Sales Workers ; Truck Drivers, Heavy and Tractor-Trailer ; Truck Drivers, Light Or Delivery Services ; Taxi Drivers and Chauffeurs ; Locomotive Engineers ; Locomotive Firers ; Rail Yard Engineers, Dinkey Operators, and Hostlers ; Railroad Brake, Signal, and Switch Operators ; Railroad Conductors and Yardmasters ; Sailors and Marine Oilers ; Captains, Mates, and Pilots of Water Vessels ; Motorboat Operators ; Ship Engineers ; Bridge and Lock Tenders ; Parking Lot Attendants ; Service Station Attendants ; Traffic Technicians ; Transportation Inspectors ; Conveyor Operators and Tenders ; Crane and Tower Operators ; Dredge Operators ; Excavating and Loading Machine and Dragline Operators ; Loading Machine Operators, Underground Mining ; Hoist and Winch Operators ; Industrial Truck and Tractor Operators ; Cleaners of Vehicles and Equipment ; Laborers and Freight, Stock, and Material Movers, Hand ; Machine Feeders and Offbearers ; Packers and Packagers, Hand ; Gas Compressor and Gas Pumping Station Operators ; Pump Operators, Except Wellhead Pumpers ; Wellhead Pumpers ; Refuse and Recyclable Material Collectors ; Shuttle Car Operators ; Tank Car, Truck, and Ship Loaders Development Research Partners 2007 Denver Workforce Gap Analysis J-7

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