13 - PEDC Plan of Work FY 2022-2023

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5. Coordinate with the SBDC and other partners to determine needs for Startup bootcamp and other activities that foster entrepreneurship. 6. Seek opportunities to connect entrepreneurs with existing industry and or mentors. 7. Connect entrepreneurs with funding sources including lenders, angel investor groups, SBA, revolving loan funds, etc. 8. Record and track all confidential business intelligence in a CRM database to maintain data and determine trends that will inform leadership and programming. STRATEGIC INITIATIVE IV: SUPPORT WORKFORCE DEVELOPMENT PROGRAMMING STRATEGIC CHALLENGES: • The most common challenge reported by industry is lack of skilled workers. While this is not unique to Paris, it is a challenge that remains at the forefront of conversations with industry. • The demand for skilled workers is greater than ever prioritizing the need for upskilling, developing programs to strengthen talent pipelines via education institutions and partnering with education institutions on training and certifications for high demand occupations. STRATEGIC ACTIONS: 1. Participate in local, regional, and state initiatives that address workforce development initiatives. 2. Facilitate or support programming that creates opportunities for apprenticeships, internships, plant tours, career days, job shadowing and more. 3. Coordinate with Paris Junior College and the Chamber to create connections between employers and job seekers through career fairs, jobs website, and more. 4. Coordinate with Paris Junior College and the Chamber to support efforts that foster career pathways to middle and high school students to establish a skilled pipeline of workers for our employer base. 5. Endorse and promote training and certifications that support existing industry. 6. Partner with Workforce Solutions to support training grants that address our existing and future needs of our employer base. 7. Continue to support Paris Junior College, A& M Commerce and other regional education institutions, workforce agencies, and training providers to promote training and certifications for high demand and critical occupations. STRATEGIC INITIATIVE V: MANAGE AND EXPAND THE COMMUNITY'S LAND AND BUILDING ASSETS STRATEGIC CHALLENGES: • More than 96% of all RFPs received in the last five years began their search for relocation or expansion in communities that have either existing buildings or shovel -ready sites. • 73% of RFPs received in the last five years had a requirement for existing acreage and more than 40% of prospects that required land needed 50 acres or more. 0