1. TRWIB/LGA 1 Preparing for Commercial & Industrial Development February 9, 2007 Ron Painter Chief Executive Officer, TRWIB, Inc.

2. TRWIB/LGA 2 Who we are Established through the Congressional Workforce Investment Act (1998 ) that created more than 500 Workforce Investment Boards (WIBs) across the country. An employer-driven, policy-making public entity serving Pittsburgh and Allegheny County. Board Members are appointed by the Mayor of Pittsburgh and County Chief Executive.

3. TRWIB/LGA 3 Who we are We build bridges between many organizations to help our region grow and prepare for changes in the workplace. We help align employer needs with job seeker skills in Southwestern Pennsylvania. Through strategic workforce planning, we help connect employers to training providers, educators, and job seekers and at the same time help impact public policy.

4. TRWIB/LGA 4 What we do Help public officials, policymakers, and regional partners navigate the workforce investment system Facilitate workforce analysis and strategic workforce planning –Convene forums that bring together stakeholders –Conduct employer and market studies –Oversee and advance Industry Partnerships

5. TRWIB/LGA 5 Take advantage of the lessons that we have learned About economic development and planning Consider…The workforce skills needed Our approach to workforce development encompasses:  Location of workers – proximity to the development  Getting to work from home – the physical environment workers will encounter commuting to and from the workplace  Before and after work – the availability of public transportation, childcare, and affordable housing

6. TRWIB/LGA 6 We can help connect the dots … Land use Transportation Economic and workforce development And, help you … Realize tax payer savings Provide quality of life benefits, and Boost economic development for the region.

7. TRWIB/LGA 7 What we have learned about economic development and planning TRWIB Case Study Job Access in the Cranberry Area Study Critical issues affecting workforce and economic development in southwestern Pennsylvania The 2004-2005 study looked at issues that impact access to jobs in the Cranberry area, with broader implications for other suburban growth areas. The data reflects the need to address workforce issues at the planning stage.

8. TRWIB/LGA 8 Key Study Findings 1: Cranberry exemplifies national trends in the suburbanization of population and job growth 2: There is evidence of a “spatial mismatch” between entry-level jobs and workers in the Cranberry area. 3: The spatial mismatch between jobs and workers imposes costs on area employers as well as on prospective employees and the broader community. 4: Employers believe that limited transportation options represent a barrier that prevents transit-dependent Allegheny County workers from filling entry-level jobs in the Cranberry area. 5: Other significant barriers cited by employers included low wages associated with entry-level jobs, undesirable work hours, lack of benefits, and lack of affordable housing and accessible childcare, as well as an overall lack of workers with specific skills. 6: The Cranberry area’s job-access challenges are one consequence of shortcomings in current land use planning and development practices. Note: Detailed study results are available on the TRWIB website/Reports.

9. TRWIB/LGA 9 Finding 1: NATIONAL TRENDS - suburbanization Cranberry area : 59% increase in population between 1990 & 2001 80% increase in jobs between 1994-2001 Highly car-dependent and limited public transportation options Little physical infra-structure for pedestrians City of Pittsburgh: 71 percent of Pittsburgh residents commuted to jobs in the suburbs Entry-level workers remain in the city and often rely on public transportation to get to work

10. TRWIB/LGA 10 Finding 2: SPATIAL MISMATCH People living in this area are more educated than what is needed for the jobs in this area.”- Cranberry area retailer “Cranberry is saturated with entry-level jobs. We can’t get people to work in this area.” – Cranberry area employer “I tried to recruit employees from a company that closed its downtown Pittsburgh office, but people felt Cranberry was too far and had no good transit options.” – Cranberry area human resource director

11. TRWIB/LGA 11 Replacing an employee can be expensive with an estimated cost of 25-50 % more than the annual salary –Of 100 Cranberry area employers interviewed: 62 % had positions for which hiring qualified workers was difficult. 42 % had positions for which retaining qualified workers was difficult. Finding 3: COSTS – employers, prospective employees, and the community

12. TRWIB/LGA 12 Finding 4: LIMITED TRANSPORTATION OPTIONS - filling entry-level jobs with transit-dependent workers 71% employers had positions requiring non-traditional work hours; bus schedules didn’t accommodate those hours. Majority entry-level workers depend on public transportation to get to work 10% of all U.S. households lacked vehicles in 2000 and 65% of these households have incomes below $25,000.

13. TRWIB/LGA 13 Finding 4: LIMITED TRANSPORTATION OPTIONS (cont’d)

14. TRWIB/LGA 14 Employer-selected factors affecting recruitment and retention of workers:  Shortage of workers 54%  Transportation barriers 26%  Employee work hours 20%  Lack of affordable housing 16%  Inadequate and/or un-affordable childcare facilities 9% Finding 5: SIGNIFICANT BARRIERS – employer perspective

15. TRWIB/LGA 15 Employer-selected factors affecting company’s reasons for locating :  Proximity to customers/suppliers 53%  Road access 32%  Property tax 7%  Land value 3%  Available workforce 1% Finding 6: CONSEQUENCES – incomplete planning

16. TRWIB/LGA 16 BIG PICTURE How do we respond to the changes in the region?

17. TRWIB/LGA 17 What we Know … Site selectors know Companies know We need to … Build smarter Collaborate and cooperate

18. TRWIB/LGA 18 Workforce Analysis a tool for your planning process How can local governments make informed choices about economic development?

19. TRWIB/LGA 19 Planning from the workforce perspective Industry/Occupation What industries plan to locate to the development? What occupations/positions will be needed? What skills will be needed for these types of occupations? If specialized skills will be needed, is the training infra-structure currently available?

20. TRWIB/LGA 20 Planning from the workforce perspective Creating new jobs How many and what type of jobs will be created? (long-term/short term, full-time/part-time) What will the wage rates be? (are they living-wages?) What employee benefits will be provided? (healthcare, retirement, etc) Who will fill these jobs and where will they come from? (local/regional/national search or beyond; relocation /moving)

21. TRWIB/LGA 21 Planning from the workforce perspective Transportation Does public transportation infrastructure support the area? Will the development disrupt established commuting routes? Will public transportation to the development site be accessible during the scheduled work hours? (know hours of operation, # shifts)

22. TRWIB/LGA 22 Planning from the workforce perspective Transportation Will new transportation infrastructure be necessary to accommodate workers and current residents? Who will pay for this new infrastructure? Is travel between bus stop and the work site pedestrian-friendly in terms of distance, topography, lighting and other safety?

23. TRWIB/LGA 23 Planning from the workforce perspective Childcare Are childcare facilities located near the development site? Do the hours of operation match the work schedules of the proposed development? Are the childcare facilities accessible by public transportation and during the hours of operation? If not, can changes be made to bus routes and/or schedules?

24. TRWIB/LGA 24 Planning from the workforce perspective Housing If workers will be relocating from outside the region, is there appropriate housing within a reasonable commuting distance of the proposed project site? Is there be a mix of housing types and values that can accommodate these workers?

25. TRWIB/LGA 25 Thoughtful design and collaborative planning in: –Land use –Transportation –Economic development and –Workforce development interests  Tax payer savings  Provide quality of life benefits  Boost economic development for the region Key Findings – Next Steps

26. TRWIB/LGA 26 Let us know how we can help! Thank you for your interest. Ron Painter, Chief Executive Officer 412.552.7090; rpainter@trwib.orgrpainter@trwib.org Vera Krofcheck, Mobility and Workforce Development Specialist; 412.552.7095; vkrofcheck@trwib.orgvkrofcheck@trwib.org