Tuesday, May 21, 2013

Teens enter vocational school, come out with jobs, no debt



It’s nearing the end of May, and many students are graduating from high school. Research has shown that workers with at least some college have higher lifetime earnings and lower unemployment rates than their peers that chose not to further their education after high school. But, with the recent horror stories of insurmountable student debt upon graduation, many students are rethinking their career paths. The following story from today.com provides a perfect example.


Teens enter vocational school, come out with jobs, no debt
By Eun Kyung Kim, TODAY contributor

Kids used to go to college to avoid working minimum-wage jobs in factories. But nowadays kids are going to vocational school to get high-tech factory jobs working with computer programs and robotics.

When he decided against going to a traditional high school, Warner Adams got teased. But now he's getting the last laugh.

“People always make fun of vocational schools, but now they're like, ‘Oh man, I wish I went there,’” said Adams, now a junior at Pathfinder Regional Vocational Technical High School, where every recent graduate found a job upon graduating.

In Massachusetts, where the school is located, the average starting salary in manufacturing is about $45,000. “I can make as much money as someone going to college, coming straight out of high school, and I don't have to pay for college loans or anything like that,” Adams said.

Pathfinder is a beneficiary of a program called “Amp It Up,” a Massachusetts initiative to encourage students to explore careers in advanced manufacturing. Instead of offering dark and dusty shops full of woodworking or table saws, many vocational schools are now full of state-of-the art machines and computers that teach students code, programming and design skills.

That has made these schools wildly popular. “There is a waiting list for the shop right now for kids who want to get into it,” said Pathfinder’s principal, Mary Jane Rickson. “The machine shops are clamoring for people right now. They can’t expand because they don't have any highly skilled people.”

And experts predict demand will only increase. Over the next decade. Massachusetts expects to create 100,000 new advanced manufacturing jobs, the largest growth of any sector.  Many of those new jobs will be in biotechnology and involve creating medical components.

“The question is, how do we make sure the opportunity is there to get the skills level across the need in our economy,” said Massachusetts Gov. Deval Patrick.

He said the answer involves changing people’s perceptions about vocational schools. “College is right for many, but not for everybody,” Patrick said.

It certainly didn’t appeal to Michael Rhodes. “I knew from a very early age that I didn't want to do it,” said the 19-year-old employee of Marox Corporation, a contract manufacturer of precision-machined components he said. “It’s not for me."

Rhodes has purchased a new car and is now saving to buy his first home. But he warns that manufacturing work is not a simple task.

“It’s easily the hardest thing I’ve ever done in my life,” he said.


As the manufacturing sector and others, continue to evolve, highly skilled workers will be in great demand. These vocational programs will be invaluable to employers looking for workers in advanced manufacturing. Let’s hope there are enough programs left for those students wanting to pursue this path.

Thursday, May 16, 2013

Minnesota 20-year State Highway Investment Plan


MINNESOTA DEPARTMENT OF TRANSPORTATION
News Release
May 13, 2013

CONTACT: Kevin Gutknecht, 651-366-4266

MnDOT to preview draft Minnesota 20-year State Highway Investment Plan in May and June; public comment period to follow in July

Statewide stakeholder meetings begin May 28; online webinars in June

ST. PAUL, Minn. – The Minnesota Department of Transportation invites the public and transportation stakeholders to learn about the upcoming draft of the Minnesota 20-year State Highway Investment Plan. MnSHIP connects the Minnesota GO 50-year Vision and policies established in the Statewide Multimodal Transportation Plan to capital improvements on the state highway system. The plan establishes spending priorities for projected capital revenue. These priorities influence the selection of projects throughout the state.

MnDOT will conduct in-person meetings around the state in late May and early June. At the meetings, MnDOT will share what was heard at fall outreach, discuss how investment priorities were set, and share information and facilitate discussion related to the upcoming draft plan. Those unable to attend the in-person meetings are encouraged to learn more about the draft at one of two live webinars. Additional information can be found at http://www.dot.state.mn.us/planning/statehighwayinvestmentplan/participate.html

Calendar

Maplewood – May 28
9:30 – 11:30 am
Maplewood Community Center
2100 White Bear Ave N

St. Cloud – May 29
1:30 – 3:30 pm
MnDOT District 3B Headquarters
3725 12th Street North

Rochester – May 30
4:30 – 6:30 pm
University Center Rochester
1926 College View Road East

Mankato – June 3
2:00 – 4:00 pm
MnDOT District 7 Headquarters
2151 Bassett Drive

Webinar – June 4
9:30-11:00 am
 
Webinar – June 4
6:30-8:00 pm

Willmar – June 6
1:00 – 3:00 pm
Kandiyohi County Health and Human Services Building
2200 23rd Street Northeast

Duluth – June 11
10:30 – 12:30 pm
MnDOT District 1 Headquarters
1123 Mesaba Avenue

Detroit Lakes – June 12
2:00 – 4:00 pm
MN State Community & Technical College
900 Minnesota Highway 34

Bemidji – June 13
10:30 – 12:30 pm
Beltrami Electric Cooperative Community Room
4111 Technology Drive NW


Public comment period in July

At the end of June, the draft MnSHIP document will be available online at http://www.dot.state.mn.us/planning/statehighwayinvestmentplan/index.html. It will also be available for review in hard copy at the MnDOT Library, 395 John Ireland Blvd., in St. Paul. The official comment period will begin once the draft is released.

The public is encouraged to participate in the public hearing, which will take place in July. Feedback received during the comment period and public hearing will be considered for the final plan, due in August 2013. Please visit the following website for information on how to stay involved in MnSHIP: http://www.dot.state.mn.us/planning/statehighwayinvestmentplan/participate.html

Inquiries may be directed to the project manager, Ryan Wilson, at:

MnDOT Office of Capital Programs and Performance Measures
395 John Ireland Blvd, MS 440
St. Paul, MN 55155
651-366-3537



###

Wednesday, May 15, 2013

Show Me the Money!

This article is from the May 15, 2013 City of Jackson Questline Newsletter.

 

Financing Energy Efficiency Projects

Key Points
  • Energy-efficiency projects can provide significant, long-term savings in operating costs. 
  • Financing options include borrowing, lease purchase agreements and energy-performance contracts.
  • Federal, state and local incentives can help to reduce costs associated with energy-efficiency projects.

 
Save money with energy savings
Source: www.cdc.gov
Reducing energy use is a great way to lower your operating costs. While conservation measures can help, energy-efficiency upgrades provide the best opportunity to achieve long-term savings. Efficiency projects can range from a single-system retrofit, such as a lighting retrofit, to a whole building approach where each system is designed based on how it interacts with other facility processes.
 
A major barrier to implementing energy-efficiency projects is the upfront costs. Direct internal funding avoids financing costs, but the funds may not be available. Also, the project may tie up money that could be used for other purposes, such as marketing or product development. Fortunately, there are a variety of alternative methods available to help fund energy-efficiency projects.
 

Financing options 

 
Careful consideration should be given to the various types of financing available, keeping the size and scope of the project in mind, and the associated risks and rewards. Commonly used financing options include borrowing, lease purchase agreements and energy performance contracts.
 
Borrowing. In debt financing through a commercial lender, the goal is to retrieve the financing costs through savings from the efficiency upgrade. Borrowing is a better option for larger investments involving multiple buildings, where significant energy savings are assured. When evaluating debt financing, compare the type and complexity of the financing options against the size and risk of the project.
 
Lease purchase agreements. These are typically offered by commercial leasing corporations, financing companies, banks, investment brokers or equipment manufacturers. They can help to defray the upfront capital costs associated with energy-efficiency projects. Similar to debt financing, the lease is ideally structured so energy savings from the project are enough to cover finance charges. The time period of lease agreements typically ranges from 5 to 10 years. Specific lease agreements vary according to the complexity of the project, state laws and specific lending policies.
 
Energy performance contracts. Energy performance contracts are financing packages from energy service companies (ESCOs) that include energy-saving guarantees and associated design and installation services. Under an energy performance contract, the ESCO will provide financing for a specified set of energy-efficiency retrofit measures, along with associated services. The scope of the contract can vary widely, from a single system upgrade, to an entire building retrofit. The contract should outline project costs and expected energy savings, and should establish a procedure for distributing those savings. See the U.S. Department of Energy fact sheets for more information about what to look for in an energy performance contract.
 

Incentives for energy efficiency

 
While obtaining financing is critical, a variety of federal, state and local incentives are available that can reduce your upfront costs and provide a faster return on your investment.
 
At the federal level, the Energy-Efficient Commercial Buildings Tax Deduction allows for deductions ranging from $0.30 to $1.80 per square foot for qualified equipment installations in buildings certified as meeting specific energy reduction targets in interior lighting, building envelope or heating, ventilating and air conditioning systems. The deductions are currently set to expire at the end of 2013. The Business Energy Investment Tax Credit provides tax credits of up to 30 percent of the cost of installing solar, wind, geothermal and other renewable energy systems.
 
For information about state and local incentives available in your area, see the Database of State Incentives for Renewables and Efficiency (DSIRE).  

 

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    Friday, May 10, 2013

    STEP EXPORT ASSISTANCE FOR SMALL BUSINESS

     

    STEP: Export Assistance for Small BusinessThe STEP program provides financial and technical assistance to qualifying Minnesota small businesses with an active interest in exporting products or services to foreign markets.
    Participants may be first-time exporters or companies that are currently exporting but are interested in expanding into new international markets.
    Financial Assistance AvailableSmall businesses may apply for reimbursement of up to $500 for export-training that will result in the development of an export strategy or up to $7,500 for approved export-development activities, including:
    • Participation in trade missions
    • Exhibiting at trade shows or industry-specific events
    • Translation of marketing materials
    • Development of foreign language websites
    • Gold Key or other business matchmaking services
    • Company-specific international sales activities
    • Testing and certification (such as CE marking) required to sell products in foreign markets
     
    Eligibility
    Eligible companies must fit the SBA definition of a small business, based on annual sales or number of employees, and:
    • Have been in operation for at least one year
    • Be operating profitably, based on U.S. operations
    • Have an understanding of the costs associated with exporting
    • Have a strategic plan for exporting (unless applying for an export-planning grant)
     
    Activities must be pre-approved in order to be eligible for reimbursement. Companies MAY NOT APPLY for reimbursement for activities that have already taken place.
    Eligible companies must also have products or services that are appropriate for the target market; must agree to participate in surveys and provide information on program outcomes.
    How to Apply
    Read this Request for Proposals for full details and application materials.
    For More Information
    Contact Jennifer Kocs at 651-259-7488 or email jennifer.kocs@state.mn.us
    SBA logoThe STEP program is funded in part through a grant award from the U.S. Small Business Administration.

    Wednesday, May 8, 2013

    9 things employees want from their managers (and 5 things they don't)






    Inspiring leader ... Quiet problem solver ... Compassionate mentor.

    Different employees crave different things from their managers.

    For example, some employees want a hands-on boss who stops by with a "How are things going?” every couple of hours. Others don't care to see their boss but once a year at the performance review.

    Unless you're a mind reader, it's impossible to know exactly what your staff wants from you.

    Imagine being the boss everyone wants to work for! Get The 6 Secrets Every Supervisor Needs to Know.

    But a survey of 500 U.S. employees—published in the book What People Want, by Terry Bacon—reveals what matters most to workers.

    9 things they crave
    1. Honesty. 90% say they want honesty and integrity from their manager. Lies and secrets are the biggest killers to credibility.
    2. Fairness. 89% want their manager to be fair and to hold all employees accountable to the same standards.
    3. Trust. More than 86% want to trust—and be trusted by—their manager.
    4. Respect. 84% want to respect—and be respected by—their manager.
    5. Dependability. 81% say they want to be able to count on their manager when needed.
    6. Collaboration. 77% want to be a part of their manager's team and be asked to contribute ideas and solutions. Shutting employees out will shut them up—and send them shipping out.
    7. Genuineness. 76% want their manager to be a genuine person. Employees sometimes spend more time with their boss than with their families—they don't want a phony.
    8. Appreciation. 74% want their manager to appreciate them for who they are and what they do. When was the last time you handed out a "Thank you!” or "Great job!” to employees?
    9. Responsiveness. 74% want their manager to listen, understand and respond. Be a sponge, not a brick wall.
    5 things they don't need

    While it's important to know what your employees need, it is just as vital to understand what they don't want from their manager. Among the survey's somewhat surprising findings:

    1. Friendship. Only 3% want their manager to be a friend. As in parenting, it's more important to be a leader, mentor and example than a buddy.
    2. Conversation. Only 14% want to have interesting conversations with their manager.
    3. TLC. 24% say they want their manager to "care for them.” That doesn't mean you have to be cold and detached, but most employees aren't looking for a best friend in their boss.
    4. Emotional support. 25% want emotional support from their manager. Employees typically look for that among co-workers rather than a boss.
    5. Cheerfulness. Only 28% want a cheerful or happy manager. They'd rather respect you than like you.
    Whether you're a new supervisor or you've been one for years, you've discovered the hard truth that successful managers weren't born that way. So how do great supervisors do it? Fortunately, it isn't classified information. Discover what others take decades to learn—if they ever learn—with The 6 Secrets Every Supervisor Needs to Know.

    Bottom line: These traits are important to understand, but they don't apply to every employee. That's why it's best for managers to understand what each individual employee craves and then try to fulfill those needs. In the end, more satisfied employees stick around longer, are more loyal, do better work and make a manager's job much easier.

    Dish out praise—when it's due. And then let co-workers know. Recognizing a job well done isn't expensive, but it will mean the world to your employees.

    Lead by example. Employees of great leaders will go to the ends of the earth to do a good job for them. Employees under poor leadership will simply go.

    Keep workers engaged. Bored employees are neither happy nor productive. To keep your employees engaged and satisfied, present them with challenging assignments and opportunities to grow and develop.

    Conduct a "stay” interview. Don't wait for employees to leave before you ask them how things are going. Use regular "stay” interviews to get feedback, compliment high performers and inspire them to do more. Use these interviews to gauge how well you are meeting employees' needs. Seek out their suggestions on what you and the company can do to improve.

    Create a circle of trust. Employees are happier and work harder when they trust their leaders. They decide which leaders they can trust based on how their fellow employees, company vendors and customers are treated. Ask yourself: Do I treat people at work with respect?

    Plus, remember that trust is a two-way street. Your employees need to feel that you trust them as well.  
                                                              

    Being a supervisor brings on a whole new level of challenges and stress. Not only are you responsible for your own performance, you have to worry about how others perform as well. It's tough whether you were promoted over your peers or brought in from outside.

    Either way, you'll discover the knowledge you need to succeed—and help others succeed—in The 6 Secrets Every Supervisor Needs to Know. This fast-paced, 75-minute audio CD tells you:
    • Why you can't be both a buddy and a boss
    • How to get comfortable with power
    • The difference between leadership and management
    • How to identify your personal strengths and weaknesses
    • 6 specific strategies for motivating different types of employees
    • How to be a coach instead of a critic
    • How to deal with complaints without arguing or agreeing
    • The 7 trouble traits that can derail your career
    • How to build a better partnership with your boss
    The ability to be super is within every supervisor. To find your inner excellence, order The 6 Secrets Every Supervisor Needs to Know today.


     

    Thursday, May 2, 2013

    Manufacturing Led Economy in 2012

    This is an interesting article that shows the great impact manufacturing has on our economy. The source of this information is the following clickable link:  The public policy blog of the American Enterprise Institute.
     
    Manufacturing led US economy in growth last year, and would be world’s 10th largest economy as a separate country
    RANK
    COUNTRY
    GDP IN 2012 (TRILLIONS)
    1
    United States
    $15.68
    2
    China
    $8.22
    3
    Japan
    $5.96
    4
    Germany
    $3.40
    5
    France
    $2.61
    6
    United Kingdom
    $2.44
    7
    Brazil
    $2.39
    8
    Russia
    $2.02
    9
    Italy
    $2.01
    10
    US Manufacturing
    $1.86
    11
    India
    $1.82
    12
    Canada
    $1.81
    The Bureau of Economic Analysis (BEA) released data today on “Gross Domestic Product by Industry” for 2012 with details on the contributions to the nation’s economic output last year that originated from 20 different private-sector industry groups and two government categories (federal and state/local). Here are some highlights of the report:
    1. Of the 22 industry groups, 19 made a positive contribution to the real GDP growth last year of 2.2%, and three made a negative contribution (the two government categories and the industry group: Agriculture, forestry, fishing and hunting).
    2. Among the 22 industry groups, durable manufacturing led the US economy at 9.1%, which was by far the highest growth rate of any industry, and overall manufacturing grew at a rate of 6.2%. Following manufacturing, the information sector had the next highest growth rate of 5.8%.
    3. Total US manufacturing output last year reached $1.866 trillion, which established a new record high for current-dollar manufacturing output in a single year, breaking the previous record in 2011 of $1.73 trillion. In constant dollars, last year’s total manufacturing output was just slightly below the record for factory output established in 2007, before the recession.  Durable manufacturing output, adjusted for inflation, exceeded $1 trillion (in 2005 dollars) for the first time, and rose to a new record high.
    4. If US manufacturing were counted as a separate economy, it would rank as the tenth largest national economy in the world, see chart above (IMF data here for GDP in 2012).  The $1.866 trillion of output produced in America’s factories last year was just slightly below the $2.1 trillion in GDP for the entire economy of Italy, and ahead of the entire national output in India ($1.82 trillion) and Canada ($1.81 trillion).
    5. Real value added for construction increased last year by 3.2%, following eight consecutive years of contraction, reflecting strong growth in private residential construction in 2012.  This is more evidence that 2012 was the “year of the housing recovery.”
    MP: Measured by growth rates in economic output, the manufacturing sector of the economy clearly remains at the forefront of the economic expansion, with especially strong growth in the production of durable goods like automobiles, machinery, appliances, computers and electronic products, and furniture. The manufacturing sector grew last year almost three times faster (6.2%) than the overall economy (2.2%), and the durable goods manufacturing grew more than four times faster (9.1%) than the overall US economy.  Of the 2.2% expansion in real GDP last year, about one-third of that growth came from US manufacturing (see Table 2 of the BEA report), even though manufacturing output last year represented only about 12% of total GDP.
    Along with manufacturing output that reached new record highs in current dollars in each of the last two years, and is now close to a record high in constant dollars, the US manufacturing sector earned record profits in each of the last two years, totaling more than $1 trillion for 2011 and 2012 combined. Flush with record-level profits, the manufacturing sector has never been financially healthier than it is today and the future of American manufacturing has never looked brighter. After years of negative reports about the decline of American manufacturing, it’s time to recognize that US manufacturing is alive and well – it’s leading the economic recovery, and poised for even greater growth in the future. Manufacturing remains a critical sector of the US economy, and its importance can be understood by realizing that the output produced by America’s factories is the economic equivalent of adding the entire economic output of Italy, India or Canada to the US economy.