06-B PEDC Budget 2007-2008 - Laserfiche WebLink

Home Browse Search

Lamar County - Paris Economic Development Plan 1. A high wage employer closed or laid-off workers. The displaced workers accepted positions requiring lower skills at lower wages. 2. The area has excellent schools with high graduation rates but few employment opportunities requiring the education provided. The workers, wanting to remain in the community in which they grew up, accept "whatever" positions are available in the community. 3. The area is a "nice or exciting place to live" and as a result draws college graduates who accept lower paying jobs just so they can live in the area. From a review of the employment situation in Paris, it does not appear there are a large number of under-employed workers. The educational attainment of the general population in Paris is well below national norms for college graduates (Lamar - 9%, USA 15%), although high school graduate rates are significantly higher (Lamar - 33%, USA - 28%). Where the general skill level of the workforce is low, it will be difficult to recruit high wage, high skill employers to the area. Recommendation: No specific action can be taken at this time regarding this issue. Over an extended period of time, after the community adds "higher-wage, higher skilled jobs," the skill level will gradually improve. Training: Absent a trained workforce, employers require workers be trained in the specific tasks necessary to conduct the business. The availability of "training" is one of the most important issues relative to the community selection process. Typically, training is conducted by the local community college or vocational school. In some areas of the country, training facilities are not available. This places those communities in a competitive disadvantage. Not only is the availability of training programs needed, but the cost of the training of a local workforce is an important issue. More and more employers expect the community to bear the cost of preparing the workforce prior to hiring. The Paris Junior College has made a diligent attempt to be pro-active relative to training workers for local employers. The leadership of the school has demonstrated its willingness to customize programs to the needs of private business. Recommendation: The Paris Junior College should be prepared to expand specific training programs when required for primary employers. Funds should also be available from the community to pay for company training as an incentive to locate in the area. Paris Economic Development Corporation Page 22