10.b Job Training
Occupational Workforce Impacts
Broad-spectrum workforce educational requirements for occupational groups for the local business employment and resident labor force in each of the major employment groups are as follows:
The Issue of Workforce Readiness
Employer Survey Results
From Task 6 - Existing Business Development, the Employer Survey indicated that 35% of employers felt that minor job training was needed for new hires. Most business owners (53%) felt that government-sponsored training might be of some possible value to their business. And, 56% felt that hiring skilled workers was the most prevalent challenge. However, only 16% remarked that subsidized training was needed.
The mixed picture of training being a need for businesses probably indicates that businesses are unaware of training opportunities. When asked if partnerships with local educational institutions would be important, an overwhelming 61% said that such alliances could be valuable.
Target Industry Clusters
In total, the 1,718-job shortfall for the Cape Coral target clusters covers 202 occupations, with varying educational needs for entry, work experience in related occupation, and on-the-job training requirements. Refer to Appendix Table 10.b.9 for further detail on all 202 occupational categories. The top 20-ranked fields cover 1,083 jobs or 64% of the total shortfall.
Of the 202 occupations, the following table denotes the educational requirements by total numbers of jobs. For most jobs (75%), high school or bachelor’s degrees are the most prevalent workforce requirements:
For the question of work experience in related fields, there would appear to be no overwhelming need:
On-the-job training requirements indicate that little to moderate training is the standard:
From this analysis, we can deduce that there are no overarching educational or training demands for the types of jobs that Cape Coral should be pursuing to meet the target industry clusters employment objectives.
Missing as Non-Reported in MSA
The BLS reports jobs totals if present in a marketplace. For this analysis, we have denoted those occupations in the shortfall list that are not shown by BLS as occurring. Although there may be isolated instances where local knowledge may refute the BLS data, we are nevertheless bound to use this source as reliable as it is a federal publication.
In the Cape Coral-Fort Myers MSA, there are 131 occupations in our shortfall list that are not accounted for, which is a total of 657 jobs. These missing figures represent 38% of the job total and 65% of the occupations.
As educational attainment is the primary qualifier for these positions, the following summarizes the four levels of college attainment impacts:
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- The highest requirement of Doctoral or professional degree and ranked by numbers of missing jobs. For this category, 84 jobs in 17 occupations are missing from the MSA
- For the 2nd level requirements of Master’s degrees, there are 10 occupations totaling 31 jobs that are unavialable
- For the 3rd level requirements of Bachelor’s degrees, , there are 28 occupations totaling 126 jobs that need filling.
- In the 4th level requirements of Associates’ degrees, there are 10 occupations totaling 35 jobs that not fillable
The observable result of this evaluation is that the MSA and likely Cape Coral in particular are weak in the depth of professional and technical personnel available to be utilized by the target industries and clusters. How this shortcoming is to be addressed is further discussed at the Conclusion of this report section.
BLS and State of Florida Growth Occupations
Both the Bureau of Labor Statistics (BLS) and the State of Florida project employment for ten-year periods. The Employment Projections (EP) from both sources provide the list of fastest-growing occupations. The following table show the combined and edited 37 distinct fast-growing occupations from BLS on the national scale. the State of Florida, and the Southwest Florida Region:
Crosswalk Fastest Growing Occupations and Target Clusters Shortfall Jobs
The table below compares the Fastest-growing occupations against the Target clusters shortfall jobs to determine commonalities and exceptions that could influence workforce training. The table summarizes the SOC descriptions into major groups, with the number of shortfall jobs appearing in the last column:
From the above exhibit, there are 13 matches in occupational groups as follows:
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- Healthcare Practitioner and Technical
- Life, Physical, and Social Sciences
- Transportation and Material Moving
- Healthcare Support
- Business and Financial
- Construction and Extraction
- Community and Social Services
- Computer and Mathematical
- Educational Instruction and Library
- Installation, Maintenance, and Repair
- Management
- Food Preparation and Serving
- Personal Care and Service
Conversely, there are 7 occupational groups that do not match to the fastest-growing categories:
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- Protective Service
- Office and Administrative Support
- Architecture and Engineering
- Legal
- Arts, Design, Entertainment, Sports, and Media
- Farming, Fishing and Forestry
From this analysis, we can conclude that higher educational institutions are likely to be aware of the fastest-growing occupations and training is being adequately addressed in these areas. For the areas of mismatch, however, curriculum adjustments may not be that simple.
The Role of Higher Education Institutions
The forecasted shortfall of jobs in matched categories could be met by examination of current programs/majors and adding courses as necessary to fulfill these job growth requirements. We would encourage the OEBD to share our shortfall list of 1,718 jobs in 202 occupations.
As delineated in Task 2, colleges within fifty miles of Cape Coral granted 12,891 degrees in 2022. A recap of the 10 most popular programs/majors for the Cape Coral instructions is shown in the table following:
For the areas of mismatch, we do not see adequate attention applied to architecture/engineering, legal, and visual/performing arts. This conclusion is reinforced by the Task 2 comparison of Cape Coral area intuitions versus the University of Florida. In that evaluation, key areas of weakness we noted in the following areas:
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- Engineering
- Biological and biomedical sciences
- Social sciences
- Communication, journalism, and related Programs
- Computer and information sciences and support services
- Visual and performing arts
- Physical sciences
For Architecture and Engineering, the most sought-after degree is the Bachelor’s degree. In Legal, it is the Doctoral/ or Professional. And, in Arts, Design, Entertainment, Sports and Media, it is again the Bachelor’s degree. These 4 year-plus educational commitments might suggest the need for new university or college in Cape Coral. While this is a noble undertaking, it may not be necessary as online learning has become universally accepted over brick-and-mortar requirements.
US News and World Report annually publishes a ranking of the “best” online bachelor’s degrees . The 10 leading schools on the 2024 list are as follows:
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- University of Buffalo-SUNY (1st)
- University of Florida (2nd)
- University of Illinois-Chicago (3rd)
- Arizona State University (tied for 4th)
- North Carolina State University (tied for 4th)
- Oregon State University (tied for 4th)
- Ohio State University (tied for 7th)
- Texas A&M University (tied for 7th)
- University of Central Florida (tied for 7th)
- University of North Carolina-Charlotte (tied for 7th)
Given that there are two Florida colleges on this list, the opportunity for online study is quite adequate for nearly all job requirements for the shortfall list. It is estimated the University of Florida's (UF) Online program has graduated over 4,000 students since the 2021–2022 academic year. Other institutions also offer associate and certificate degrees and awards that are suitable for those shortfall positions requiring such credentials.
Accordingly, unless there is a compelling reason to construct a new college in Cape Coral, we do not see the immediate need. A better idea would be to promote online learning as a cost-effective and reasonable alternative to expensive college education for working families. The OEBD should continue coordination with local higher education institutions in the area to expand course offerings in the shortfall curriculums so that a work-ready labor force can be utilized to successfully support the targeted industries and clusters.
Recomendation: Cape Coral Executive Corps
With the high number of retirees in Cape Coral from varied business backgrounds, there is the potential to develop teacher cadre similar to the Teach for America (Teacher Corps) program currently active in Jacksonville, Miami, and Central Florida. An interview held with the Cape Coral Technical College director revealed the shortage of teachers in vocational education fields. We would recommend the active recruitment of retired executives and company owners who would care to help train the workforce for tomorrow. Afterwork and early evening classes for interested persons could be held at the two library facilities in Cape Coral which have excellent training rooms available up to 190 persons each. The use of these facilities should also be encouraged for upskilling and lifelong learning applications.
A survey of current residents should be conducted to ascertain the numbers and experience level of volunteers who would participate. Although not official trained as educators, this corps of knowledgeable business leaders could undergo some very basic teaching training by the Cape Coral Technical College and then be paid by the City for lectures or seminars that they conduct.
We believe that becoming a member of the Executive Corps would be a celebratory achievement. The OEBD should create a plaque or award program to honor those individuals who will participate.
Recomendation: Cape Coral Startup Support Center
The City of Cape Coral has effectively partnered with Florida Gulf Coast University’s Small Business Development Center (SBDC) satellite office near City Hall by providing advisory services to startups. We believe, however, that a more direct effort should be enacted as a catalyst to the targeted industries and clusters.
Business Incubators
Incubators provide access to a shared physical space and networking opportunities with peers and experts across the full range of business disciplines. They are usually operated by nonprofit organizations that support businesses with slower, consistent growth over the long term.
Business Accelators
Business accelerators are programs that provide startup businesses with capital funding, expert mentorship and access to additional resources such as supply chain and manufacturing connections. Accelerators focus on rapid business growth and typically last three to six months. The programs offer their services in return for an equity stake in the business, generally between 4% and 10%, depending on the program.
Cape Coral Startup Support Center
We recommend the establishment of a Cape Coral startup support program that will operate as a hybrid between both types of programs. While the incubator component focuses on refining startup ideas and providing a supportive environment, the accelerator component will offer more structured, intensive programs to turn startups into scalable businesses. A suitable commercial space should be obtained for use and the program should be formed as a public-private-partnership between the OEBD and angel investors or venture capitalists. The objective will be the formation of new companies in the targeted clusters.
Conclusions
To reach the target goal of 13,640 new jobs in Cape Coral, recruitment from outside of the region is inevitable. While the capture of some portion of the 58,000 workers who leave the City each day, there is still a shortfall of 1,718 jobs. Some of these can be made up by enhancing graduation levels at local colleges and universities within the Cape Coral area or by online education. Other efforts such as business incubation and upskilling will prove effective. But there are occupations that simply are not present in the Cape-Coral-Fort Myers MSA that may need to be recruited until the labor force is more organically expanded through the education system.
OEBD should be aware of the shortfall jobs forecasted in this study can be addressed by active promotion regionally and nationally. A concerted effort should be made to seek professionals and specialists to consider Cape Coral as a new place to live, work and recreate. Attracting professional talent to a city is essential for economic growth and community vibrancy.
Some key strategies that are successfully employed in other cities to attract and retain talented individuals include:
Quality of Life Enhancement
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- Highlight Cape Coral’s unique lifestyle advantages. Showcase recreational opportunities, cultural amenities, green spaces, and a vibrant social scene.
- Emphasize work-life balance, affordable housing, and family-friendly environments.
- Promote outdoor activities, such as parks, trails, and waterfronts.
- Access to nature and recreational spaces appeals to professionals seeking a healthier lifestyle.
Financial Incentives and Relocation Programs
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- Offer relocation incentives to professionals willing to move to Cape Coral. Programs like “Choose Topeka” in Kansas and similar initiatives in Tulsa, Oklahoma, provide financial incentives (up to $15,000) to attract talent. Highlight that residents can shape the city’s future.
- Collaborate with local employers to create job placement programs for newcomers. Connecting talent with job opportunities enhances their willingness to relocate.
Digital Tools and Tech Infrastructure
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- Leverage digital platforms to showcase Cape Coral’s offerings. Use social media, websites, and virtual tours to highlight amenities, job opportunities, and community events.
- Invest in high-speed internet infrastructure. Professionals often seek cities with reliable connectivity for remote work and entrepreneurial ventures.
Education and Lifelong Learning
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- Partner with educational institutions to offer lifelong learning opportunities. Workshops, seminars, and skill development programs attract professionals seeking continuous growth.
- Promote access to quality education for families. Good schools and universities are strong magnets for talent.
Cultural Diversity and Inclusion
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- Celebrate diversity and create an inclusive environment. Professionals appreciate cities that embrace different cultures, languages, and traditions.
- Organize cultural events, festivals, and international food fairs. These foster connections and make the city more appealing.
Collaborate with Local Businesses and Startups
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- Support entrepreneurship. Encourage startups and innovation hubs. Professionals are drawn to cities with a thriving entrepreneurial ecosystem.
- Create networking opportunities. Regular meetups, industry conferences, and business forums allow professionals to connect and exchange ideas.
Infrastructure and Transportation
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- Invest in efficient public transportation, espcially multi-modal and unique opportunities such as water-borne. Professionals value easy and interestting commuting options.
- Develop walkable neighborhoods. Accessible urban areas with amenities close by are attractive to talent.
Attracting professional talent is not just about jobs. It is about creating an environment where people want to live, work, and contribute to the city’s growth. By focusing on these strategies, Cape Coral can position itself as appealing destination for professionals.
Strategic recommendations include:
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Capture of a significant portion of the out-commuting labor force
Focus on educational requirements of targeted industries and clusters
Recomended action: establishment of the Cape Coral Exrecutive Corps
Recomended action: establishment of the Cape Coral Startup Support Center
Recomended action: pursue opportunities to recruit professional talent to Cape Coral