Progress 2022

PROGRESS 2022 PUNCHING THE CLOCK

FEBRUARY 27, 2022 SECTION D3

IN NORTHEAST IOWA

The Cedar Valley has lots to brag about

I

COURTESY PHOTO

Jenny Hughes, an account manager for Moxie, a marketing agency under the VGM Group umbrella, works entirely from home and appreciates the lack of a commute from her Independence home.

HOME OFFICE More employees are working from home, many permanently Offering options

HOLLY HUDSON HILL

For the Courier

W

hen Diane Popelka packed up her office in March 2020, she thought it would only be for a few weeks. Popelka, the director of finance and human resources for the Grout Museum District in Waterloo, was advised by doctors to work from home as the number of COVID-19 cases rose in Black Hawk County.

Popelka, of rural Clutier, has health issues that compromise her immune system. Contracting the virus could have serious implications for her. She was not able to return to the workplace for 14 months.

With cases of the omicron variant recently on the rise, the scenario recently played out again as Popelka loaded her car with office equipment and supplies for another stint at home.

“I’m hoping it won’t last long this time,” she said.

Popelka comes into the office once a week to turn in work she has completed and to pick up more. She likes the fact that she is only making the more-than70-mile roundtrip drive once a week now.

“It’s especially nice in the winter,” she said.

When Popelka initially approached Grout Executive Director Billie Bailey about working from home, Bailey didn’t hesitate to support Popelka. “She told me to pack up at the end of the day and go home. I’m grateful for that.”

Local businesses are increasingly offering their employees the option of working from home.

Sara Loures is the chief people officer for the VGM Group. Her duties include talent, recruitment and human resources for Waterloo facility operations.

According to Loures, VGM currently has 450 of its 1,100 employees working from home.

“And we have another 250 with hybrid work Laures arrangements,” she said.

Those employees split their worktime between home and the office.

Loures said, prior to the pandemic, about 150 employees were offered the option of working remotely.

“After the pandemic hit, we had to pivot and think differently,” she said.

“In April 2020 when the (COVID) numbers in Black Hawk County started going up, we told employees, if your job allows you to, we suggest everyone work from home,” Loures said.

“Our employees were thankful,” she said. “We have a family-friendly culture, and we need to keep our employees and our clients safe.”

The changes have worked out well for the company and its employees. The benefits for employees have been a better work-life balance, Loures said.

“They appreciate the flexibility,” she said. “If working parents need to drop off

or pick kids up from daycare, they have the flexibility to do that.

“We’ve also seen increased productivity and performance increases in a number of cases, probably because of fewer workplace distractions and interruptions. That was a surprise to some of us.

We’ve seen some good numbers coming from those people.”

Safety issue

Another big positive for employees in outlying communities is eliminating the commute to the office, especially in the winter, Loures said.

“It can be a safety issue for them,” she said.

Additionally, by offering a remote option, businesses can attract more people from those communities if the commute is not a consideration for accepting a job offer.

“That’s probably the biggest thing,” she said. “We have changed the way we look at recruiting and hiring. We can look nationwide instead of looking just in the local area. We’ve been able to expand our pool.”

There have been some hurdles in shifting employees to working remotely.

“We had to make some investments in company-issued equipment to get people set up at home,” Loures said.

For workers splitting their time between the office and home, VGM offers discounted pricing on office equipment.

Please see HOME, Page D3

t’s no secret to anyone who knows me how much I love the Cedar Valley. I grew up here, went to school here and raised my family here. And I’ve spent most of my adult life working here (most of it at The Courier, in fact), so I feel good about vouching for living, working and playing here in the Cedar Valley.

Our Progress Edition this year, themed “Working: Punching the Clock in Northeast Iowa,” touches on those META HEMENWAY- things, particularly examining FORBES the workforce and working conditions in a variety of industries across our community.

We talk about the challenges of worker shortages, wage issues, burnout and more in health care, education, manufacturing, public safety, restaurant and retail, and how businesses and workers are rising to meet those challenges. We also touch on the Great Resignation and unions, as well as what it’s like to work in human resources right now.

One of my assignments for this project was to put together fact boxes for 10 towns in our area — Waterloo, Cedar Falls, Evansdale, Janesville, Hudson, Jesup, La Porte City, Independence, Denver and Waverly.

Using Census Bureau data, I looked at employment rates, population, median income and other facts in the graphics you’ll find in the pages that follow. But my favorite fact for each town was its bragging rights.

There’s a lot to brag about in the Cedar Valley:  One of the most diverse areas in Iowa.  Phenomenal growth of Cedar Falls Industrial Park and surrounding areas.  Home to several John Deere facilities, including Tractor Cab & Assembly Operations, Product Engineering Center, Foundry Operations and Drivetrain Operations.  Vibrant downtown areas filled with locally owned businesses and eateries.  Great schools and top educators.  Home to the University of Northern Iowa.  The Cedar Valley Nature Trails system connects the Cedar Valley and beyond.  Low cost of living.  Many family-friendly attractions, including a 150-acre theme park set to open this year in Waterloo.

Please see HEMENWAY-FORBES, Page D3

INSIDE

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Meeting the challenge

Help wanted

Critical care

Nursing homes adapt to new normal

‘Great Resignation’ presents opportunities for workers

Despite incentives, nursing shortage remains

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PAGE D4

PAGE D6

D2

PROGRESS 2022

| Sunday, February 27, 2022

CHRIS ZOELLER PHOTOS, COURIER STAFF PHOTOGRAPHER‌

Licensed practical nurses Kathie Bishop, left, and Vicki Harken perform a narcotics count between shifts at Lakeview Landing of the Friendship Village Retirement Community in Waterloo.

At care centers, a paradigm shift Short-staffed nursing homes change hiring, retention practices MELODY PARKER

melody.parker@wcfcourier.com ‌

Nursing homes are shortstaffed in the Cedar Valley and across the United States.

In fact, the American Health Care Association reports that half of all U.S. nursing homes aren’t accepting new patients due to inadequate staffing. It is estimated that nearly 400,000 people have left the nursing home industry since the pandemic began.

But nursing homes have been under staffing pressures long before COVID began taking its toll.

Kris Hansen doesn’t pull his punches.

“Professional pay has lagged behind,” said Hansen, CEO of Western Homes Communities in Cedar Falls. “This work has always been tough, but the work got exponentially tougher with COVID and all the PPE, the risk that goes with it.”

When COVID hit, “nursing homes were suddenly the firefighters holding the tinderbox with fire all around us. All of a sudden, we needed the highest Karen Halsor, a direct support associate, plays a game with residents at the memory care house at NewAldaya Lifescapes in Cedar Falls. amount of talent with the proper certification and licensure almost overnight – without the appropriate foundation to even begin from.

We’ve been playing catch-up ever since,” he explained.

Western Home has lost about 300 employees since February 2020 for myriad reasons. Only 1% left due to COVID vaccine mandates, said Amanda McCormack, human resources director.

Exhausted ‌

Throughout the Cedar Valley, nursing home staff is exhausted and stretched thin. Some employees were forced make child care decisions when schools closed and shifted to remote learning at the height of the pandemic and chose not to return to work. Others have changed jobs for more pay. Baby boomers are ready to retire and may have opted out early.

“We’ve seen burnout in nurses and CNAs (certified nursing assistants) who have been in the COVID fight for so long they’re starting to question whether they even want to be in health care,” said Lisa Gates, CEO at Friendship Village in Waterloo.

“It’s hard to see light at the end of the tunnel. On the flip side, it’s hard to attract people into the business if they’re considering becoming a nurse or CNA. COVID has made people say ‘Do I really want to do this as a career?’”

Millisa Tierney, CEO at NewAldaya Lifescapes in Cedar Falls, describes COVID as a “gamechanger” that has created a “different reality in how we are trying to function. We are open to a paradigm shift.”

Mackenna Hatch, a direct support associate, fills out paperwork at the assisted living building at NewAldaya Lifescapes in Cedar Falls.

Staffing, recruiting and retaining workforce requires “accepting the reality of these shifts, as well as operational shifts, and moving forward from a strategic position for our staff family and our resident family,” Tierney said.

There are staffing shortages in every department “across the board, not just nurses and nursing aides. We’re short on dietary aids, cooks and all other services,” said Shelleen Hatch, NewAldaya’s director of human resources.

“In the Cedar Valley, the talent pool of nurses and CNAs is small with the number of nursing homes, retirement centers, hospitals and clinics. We can’t fill all the openings. We have people who apply and set up interviews, and then don’t show up for the interviews,” said Sherry Turner,

Jocelyn Jones of recreational therapy plays Bingo with residents at NewAldaya Lifescapes in Cedar Falls.

“It’s hard to see light at the end of the tunnel.

On the flip side, it’s hard to attract people into the business if they’re considering becoming a nurse or CNA. COVID has made people say ‘Do I really want to do this as a career?’”

Lisa Gates, CEO at Friendship Village in Waterloo Friendship Village executive vice president of health services.

“Working in long-term care isn’t sexy. We’re struggling with people leaving the industry for less emotionally stressful jobs,” Gates said.

Better pay‌

Nursing homes have boosted base pay rates. At Western Home Communities, there have been wage increases for front-line

caregivers — nurses, medical and nursing assistants — and hourly positions. There is an additional hourly wage for employees who prefer pay in lieu of benefits such as insurance and personal time off.

Friendship Village’s Gates said nursing homes can find themselves in a bidding war. “Someone raises their average salary by $5, then $6 and you end up in with salaries that are quickly

unsustainable.”

Traditional hiring practices are proving ineffective at reaching today’s potential workforce, so nursing homes are stepping up their game in recruiting and retention.

“Anything that has been a ‘best practice’ in the HR world has been done for years, and it doesn’t work anymore. Attitudes and how people look for jobs have changed,” said NewAldaya’s Hatch.

At Western Home, “we’ve been having walk-in interviews. In the past year, we’ve had Zoom interviews. We talk to people about what the schedule looks like, about opportunities for growth,” said Amanda McCormack, system human resources officer.

Please see CARE CENTERS, Page D3 00 1

PROGRESS 2022

Sunday, February 27, 2022 |

D3

Home

Hemenway-Forbes

From D1

From D1

“So they aren’t toting equipment back and forth,” Loures said.

But what I’m most impressed by in our great community are its talented and hard-working people. Collectively, we put our heads and down and go to work, in good times and bad.

It’s something we should all be proud of.

On that note, I’d be remiss if I didn’t take this opportunity to brag about the talented folks who put The Courier together, day in and day out. There’s a lot that goes into producing a multimedia news product, from the stories you read online to the newspaper you hold in your hands. Multiple departments — advertising, circulation, classified, finance and news – work in concert to bring you the news you need to know about in our community. Here are the people at The Courier — some here for two and three decades — who are committed to that effort.

Missed interaction‌

One downside of working from home is missing out on that faceto-face interaction, Loures said.

“People have to take ownership of staying connected with their supervisors and co-workers from home,” she said.

For a few, distractions at home made working remotely difficult.

“That can certainly be a factor,” she said. “We have had some employees with small children who chose to come back to the office to work.

“But I think as a company and as a society, we are more understanding in giving them more grace if there is a pet or a child in the background during a meeting.

“There can be instances of employees not managing their time well, but that’s a rarity.”

Internet connectivity and speed can sometimes be a challenge, as well.

“We’ve had a couple of internet outages, freezing video calls and technology challenges,” she said.

“But overall, our employees have adjusted quite well, and they are thankful for the opportunity.”

In 2020, VGM employee Jenny Hughes thought she would be working remotely for a couple of weeks.

“Two years later, I’m still at home,” she said.

Hughes is an account manager for Moxie, a marketing agency under the VGM Group umbrella.

She serves as a liaison between the VGM creative team and clients.

“I am 100 percent remote,” she said. “I was working from my kitchen table for about six months, because I wasn’t sure how long this would last. Now I have a little home office set up.”

Hughes lives in Independence with her husband, who also works from home.

She doesn’t see herself returning to working the office.

“This has been pretty nice,” she said. “I have more time with my family without the commute, and I find there are fewer distractions.

“I do miss seeing my co-workers

COURTESY PHOTO‌

Like many, Jenny Hughes set up shop at home during the pandemic. She now works from home permanently, noting the arrangement offers fewer distractions and better work-life balance. face to face, but when the COVID numbers are down, we still meet up and do things together.

“I’m just really thankful they gave us the option,” she said. “I think that it is a benefit you can extend to your employees, one more tool in the bucket to keep them around.

“We have an amazing IT team.

The amount of hours they put in when we first went remote was incredible. They’ve been quite amazing. Not every company has a team like that. We’re very fortunate.”

While some remote workers in the Cedar Valley may face technological challenges when working remotely, such as spotty internet connections, slow download times or screens freezing, Cedar Falls Utilities customers enjoy much more reliability.

“We are fortunate here at CFU,” said General Manager Steve Bernard. “We have been re-investing in our system continuously to increase our speed and reliability.

In 2013, we upgraded to all fiber network, and that is connected to every home and every business. It is available to everyone, and almost everyone is hooked up.

“In June of 2020, we upgraded our speed to 250 megabits per second. That was right when everyone was staying home because of the pandemic. In hindsight,

that was pretty good timing.

“People stayed home for work, for school and were accessing streaming platforms for entertainment and home exercise systems.”

“While this was important for businesses, we also heard from the Cedar Falls School District and UNI about the value it was to their students’ remote learning and the smooth transition it made for their faculty and staff.”

Bernard said other communities in the area offer about a quarter of the bandwidth, and some are as low as 10%.

“We have an incredible amount of capacity,” he said. “It is a world-class system.

“One of our mantras is we want to stay ahead of our customers, so we don’t slow them down. We want to get out of their way and let them make it what they will.

“We don’t see this changing anytime soon. There will be continued need to support remote work and education, as well as entertainment.”

Jeff Kaplan agrees.

Kaplan, a remote work expert, is co-founder of LIFTinnovate, a company that assists businesses and organizations address sudden change.

“Employees are renegotiating their relationship with work,” he said. “Two of the most important

things to employees are compensation and flexibility. They want a work-life balance. Even before the pandemic, there was a trend toward remote work. The pandemic just accelerated it.

“Employers never had a real incentive to offer the option,” he said. “There was a natural reluctance. Employers said, ‘Show up, shut up, and do it my way.’

“But with working remotely, we’ve the same or greater productivity. Employers and employees are happier.”

Kaplan said instead of financing physical locations for office space, businesses can focus those funds on their core products.

“They are not wasting money.

That will bring down the cost of goods.

“The advantages far outweigh the negatives,” Kaplan said “Personally, I can work virtually and still see my kid’s basketball game tonight.”

Kaplan said working remotely will last long after the pandemic is over.

“It’s here and it’s here to stay,” he said “You can’t unscramble an egg.”

Kaplan said the challenge will be to keep people apace in terms of technology.

“We cannot leave the technically disabled behind. That is really important.”

News‌

Melody Parker – 35 years Meta Hemenway-Forbes – 25 years Doug Hines – 25 years Jeff Reinitz – 22 years Andrew Wind – 22 years Amie Rivers – 13 years Chris Zoeller – 1 year (7 years with Lee Enterprises) Andy Milone – 6 months Hart Pisani – 3 months Don Promnitz – 2 months Ethan Petrik – 1 month

Advertising/Classified‌

Lisa Boleyn — 30 years Sheila Kerns — 27 years Christopher Koop — 20 years Kelly Balvanz — 9 years Carmen Stephens — 8 years Ronda Jans — 4 years David Adams — 2 years Jacob Van Besien — 1.5 years Jenna Unash — 1.5 years

Circulation‌

David Adelmund — 23 years Tammy McCally — 23 years Sarah Straube — 19 years Erica Moore — 18 years Kevin Grieme — 13 years Mark Spaulding — 13 years Doug Boleyn — 8 years John Rockwood — 8 years Greg Wilderman — 2 years (30 years with Lee Enterprises)

WHC PHOTO‌

Western Home Communities employee care coordinator Jennifer Good, seated, celebrates being named employee of the month with her director and assistant director, Melissa Pruess (left) and April Bowman. Employee recognition is important for employee retention.

Care centers From D2

New tools‌

Nursing homes are using job websites like Indeed, as well as Facebook postings, LinkedIn, Grow Cedar Valley, All Iowa Community College job boards, Handshake (University of Northern Iowa, University of Iowa, Northwestern, Upper Iowa University, Wartburg College), Iowa Health Care Association, LeadingAge Iowa, IowaWorks, Waterloo Community Schools’ Waterloo Career Center and Cedar Falls High School’s Center for Advanced Professional Studies.

Recruiters regularly participate in high school and college career fairs and work to build partnerships with area high schools, colleges and universities through various programs and apprenticeships. Hiring campaigns are created for media, including TV and radio.

NewAldaya’s HR team has spent time honing in on what motivates the current workforce and how individuals are making employment 00 1

WHC PHOTO‌

Western Home Communities’ Nation Cottage residents enjoy parties, one of many ways staff remains engaged with residents. Here, household coordinator Beth Hines shares a toast with Ken Carlo.

WHC PHOTO‌

From left, Tynesha Gordon, Ashley Betts and Joan Behrle celebrate Ugly Sweater Day for Western Home Communities employees during a December spirit week.

to renew that in the spring and see if we can get anybody interested,” Turner said.

A range of incentives are being offered, including signing bonuses, retention bonuses, COVID hazard pay at the height of the pandemic, and matching contributions for 401(k) plans.

In 2021, Western Home returned more than $50,000 to employees through their referral program, COVID vaccine bonuses, wellness reimbursements, tuition and student long reimbursement and Payactiv benefit which allows employees to be paid for their worked time the next day rather than waitCHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER‌ ing two weeks for a paycheck.

Licensed practical nurses Kathie Bishop, left, and Vicki Harken perform a “That gives us an opportunity to shift report between shifts at Lakeview Landing of the Friendship Village get people in our door and expose Retirement Community in Waterloo. them to who we are, what we are, what we do,” Hansen explained. decisions, as well as ways to at- shift.’ We have to be flexible and tract them to apply and interview sometimes we have to fill holes. Wonderful field‌ for jobs, Hatch said.

We also have our day care center Training and leadership development, wellness programs, emEight-hour shift work is being with employee discounts.”

The nursing home also awards ployee recognition and building replaced by more flexible scheduling at Friendship Village, Gates four scholarships annually to pro- culture and engagement through said. “Now it’s ‘do you want to vide students with LPN training activities for employees such as work from 10 a.m. to 10 p.m., do and has participated in a CNA ap- food days, spirit weeks are ima 12-hour shift, pick up a 6 p.m. prenticeship program. “We hope portant, as well.

“We need to pay enough to be worthy of their hire,” said Gates.

Friendship Village is seeking “people who strive and desire to give of themselves and serve others. It can be a very rewarding and fulfilling career. It’s not just all about the money.”

At NewAldaya, Tierney said “I hope people will take a look a retirement services and nursing homes. It’s still a wonderful field and wonderful career path. It’s been challenging in the last few years, but still some of the best experiences in my career.”

Hatch noted, “We have so many employees who have been with us for 30, 35 and 40 years and they’re still going. That kind of commitment keeps us all going.”

Western Home Communities’ Hansen said, “I’ve seen the love that our folks have for our residents. I couldn’t be prouder of people who stuck with us or who joined us. It’s a Rosie the Riveter moment. We have to be flexible to what is happening with employment in the industry. We can’t organically grow the amount of talent we need going forward.”

D4

PROGRESS 2022

| Sunday, February 27, 2022

The Great Migration

Workers find better opportunities in the ‘Great Resignation’

AMIE RIVERS

amie.rivers@wcfcourier.com‌

Tara Pickering liked her job in customer service — a business that “thrived” when the pandemic hit. But her company’s decisions to go “completely remote,” while seemingly fine at first, suddenly meant she was working without much direction at the same time that her workload became unmanageable.

“We got no reprieve, no bonuses and no support,” Pickering said. “My mental and physical health had hit some unseen lows.”

She quit once she found her new job at Gravitate Coworking in Cedar Falls. She’s not getting paid more, but her health was the deciding factor.

“It was still better than that job,” she said.

From a low quit rate of 1.6% across all non-farm jobs in the U.S. in April 2020, quit rates — the number of people quitting their jobs without retiring or being fired — were at 3% and rising as of November 2021, according to the Bureau of Labor Statistics, which noted 4.5 million Americans quit their jobs as of November. In the Midwest, that quit rate is even higher, at 3.1%.

That might not seem high, but it’s the highest it’s been since the Bureau started tracking the quit rate in December 2000. In Iowa, the quit rate was 2.9% in November, higher than October’s 2.4%.

Experts don’t agree on what’s driving the continually high rate, especially now that pandemic-related assistance such as higher unemployment and child tax credit payments have ended. But concerns about adequate child care and COVID-19, particularly the omicron variant, are thought to be drivers.

“What’s puzzling, relative to the historical data, is the slow movement of people who have been unemployed for a while back into employment, given how many job openings there are,” said Lawrence Katz, an economics professor at Harvard, in an October interview with the Harvard Gazette. “I think we’ve really met a once-in-a-generation ‘take this job and shove it’ moment.”

CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER‌

Michaelis Rifai and owners Daniel and Katy Corbett stand inside Hungry Charlie’s new permanent location in downtown Waterloo. The Corbetts found themselves overworked in their previous restaurant jobs as the pandemic endured, and that spurred them to make the leap to owning their own food truck and, later, a brick-and-mortar restaurant.

That’s exactly what happened to Daniel Corbett in 2020, who worked at a local steakhouse in Waterloo and grew disillusioned with the way he was treated by management.

“It wasn’t actually a bad job. It just got to be a lot during the pandemic,” he said. “They expected more and more, then laid everybody off and all the managers worked open to close every day.”

That got Corbett thinking about his options, and when he found a food truck for sale, his wife Katy — also a longtime restaurant employee — said she was on board.

“Within a week, I decided I was going to buy a food truck, I bought a food truck and turned in my notice,” Daniel said. “We figured,

we’re not getting any younger — we might as well do it.”

Restaurants are one area that continues to see the greatest turnover and number of quits, though retail and health care aren’t far behind. The industries where people are quitting the most as of November include accommodation and food services (6.9%), retail (4.4%), professional and business services (3.7%) and health care and social assistance (3.0%), according to the BLS. The mass exodus of burnedout health care workers has also opened up better opportunities for people like Karen Ruth of Waterloo.

Ruth was working in long-term care, which saw its residents hard

hit by the pandemic, particularly in 2020. She said she faced “major burnout” and felt “overworked and underappreciated” as the months wore on.

“It was horrible,” she said.

She found better work-life balance at a MercyOne hospital locally, where she now works as a nurse.

“I needed to take care of my mental health and be present for my family more,” she said.

Others realized their reaction to COVID-19 seemed to be far different than that of their supervisor, a health and value consideration.

John Toenjes left his Waterloo-based job after he said he was ridiculed for being the only one in

his building wearing a mask, along with seeing official company policies that included misinformation about breath-holding.

“My breaking point was overhearing the owner of the company talking with other directors about how COVID was a liberal media ploy to win the election,” he said.

“I decided I didn’t want to do anything that would further produce money for this person.”

He left in July 2020 after finding new employment with Cedar Falls Utilities, and said he hasn’t looked back.

“I did not second guess the decision at any point. Unlike other job transitions, I never worried if this was the right decision,” Toenjes said.

Not all restaurants survived the pandemic But new businesses arose from the ashes AMIE RIVERS

amie.rivers@wcfcourier.com‌

CEDAR FALLS — It outlasted six University of Northern Iowa presidents, witnessed College Hill grow into a bustling entertainment district, and saw an untold number of neighboring businesses come and go over its more than 50 years in existence. But a pandemic ultimately sealed its fate.

The Other Place, known to locals as “The OP,” closed its original location, founded in 1970 at 2214 College St. in Cedar Falls, late last year.

“At the end of the day, it’s sad, and we’re reeling from it, but it’s a decision that had to be made,” said Darren Corson, a partner in the group that owns The OP. “Our business wasn’t sustainable anymore.”

Corson said “everybody in the world” is facing similar circumstances because of the pandemic.

He said The OP “couldn’t get enough people to work during the daytime.”

Of all types of businesses, no industry has been hammered harder than restaurants and food service.

Around 80,000 workers in Iowa found themselves suddenly unemployed when restaurants were forced to close in-person dining, and restaurant owners themselves found themselves in brand-new, financially terrifying territory.

Barred from opening their doors in March and April of 2020 in Iowa, the early days of the COVID-19 pandemic, restaurants that wanted to survive had to quickly pivot to take out and delivery orders, whether they were ready or not.

Spicoli’s Grill on University Avenue was one of the first to hang up their aprons.

“We are effectively out of business as a bar and restaurant,” Spicoli’s owners said in May 2020, noting they would be giving away tables and stools from the establishment in the coming days for “donations to our museum fund.”

Wishbone Restaurant, at 201 West 18th St. since 1963, was closed by an arson fire in March 2020, not COVID. But the pandemic made renovation financially impossible. The owners made the “difficult decision” they would not reopen in June of last year.

“We would like to thank all patrons and employees for helping us become a great, successful restaurant,” read the post, which

was shared hundreds of times. “With the economy the way it is, it’s just not feasible for us to re-open.”

When coronavirus cases surged again, Gov. Kim Reynolds again ordered bars to close for another month in college-town counties, Black Hawk County included.

Differing guidelines about COVID-19 from national, state and local officials made it difficult for restaurant owners like Jeani Johnson to please all her customers at Highway 63 Diner on Sergeant Road.

Some worried about dining in, while others urged Johnson’s staff to take their masks off.

“It was just every day watching the news and seeing what the new proclamation would say or what re-

Thank you to our staff, families, and community for working together to support our students!

We are Emerging STRONGER Together.

strictions were for that time or that day,” Johnson said in a Courier article from that time.

Others, like Alexander Hottle with Verve Kombucha Kitchen & Bar, found themselves operating new restaurants — already a tough prospect — in circumstances they couldn’t have planned for. Verve opened in August 2019 at the Cedar Valley Riverloop Public Market space.

“It’s a season we hope to look back on and say, ‘Hey, that season was tough, and we’re really glad that we made it through,’” Hottle told The Courier at the time.

But while Highway 63 Diner continues, Verve — at least its restaurant portion — didn’t survive the pandemic, pivoting to pri-

vate events and kombucha making only “for the time being,” its owners said in a Facebook post Jan. 21.

It wasn’t the only one to do so: Galleria de Paco, at 620 Commercial St. in downtown Waterloo since 2006, closed its restaurant and reopened as Cappella Magna, a private events center, last fall. But economics wasn’t the reason, said co-owner Paco Rosic.

“After COVID hit, I was happy to be closed, to be honest with you, because I was burned out,” Rosic, whose world-famous Sistine Chapel recreation adorns the walls and ceiling, said. “When we were open, I didn’t produce a lot of work, paintings. ... I was stuck here in the kitchen.”

Still, more restaurants have opened in downtown

Waterloo than closed.

Doughy Joey’s, a longtime downtown staple that closed in Waterloo in 2014 after opening a Cedar Falls location, returned to its iconic brick-facade corner at Jefferson and West Fourth last summer. When Here’s What’s Poppin’ shuttered, Hungry Charlie’s moved into its space.

And GR Kitchen and Taps, a Ground Round concept restaurant, filled in at the new Best Western Plus Executive Residency remodel last summer as well.

“We just decided the Ground Round had a good name in town,” said general partner Rod Lundquist said. He noted new pandemic buying habits were considered: “They pared down, geared toward the millennials and to the new

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PROGRESS 2022

Sunday, February 27, 2022 |

D5

‘It’s more than just money’ ‘The Great Resignation’ presents big challenge for HR professionals DOUGLAS HINES

doug.hines@wcfcourier.com‌

According to the Bureau of Labor Statistics, since April 2021 nearly 33 million people have left their jobs, more than a fifth of the total U.S. workforce.

While the situation has been good for workers, driving up wages and creating new opportunities, the competition to attract and retain employees has been a challenge for one group in particular — human resource professionals.

“Hiring is a struggle for companies of all sizes right now,” said Lauren Mork, HR consultant with PDCM Insurance and president of the Cedar Valley Society for Human Resource Management.

More than 40% of U.S. workers were actively Mork searching for a new job or planning to do so when the Society for Human Resource Management conducted a survey released in September.

The most common reasons employees gave for leaving include: Better compensation (53% of respondents).

Better work/life balance (42%).

Better benefits (36%).

Career advancement opportunities (33%).

Desire to make a career change (33%).

But a recent article by Ben Casselman at The New York Times reported low-wage workers in the leisure and hospitality sectors are quitting at the highest rate. In November alone, a record-breaking 1 million such workers left their jobs. And that was before omicron started surging.

The story is much the same in the Cedar Valley.

“Lots of companies are having trouble finding employees right now, especially in customer service jobs — retail, restaurants, call centers,” said Mork.

The pandemic definitely has played a role.

“People who who were maybe on the front lines, in those essential positions, don’t want to be in those positions anymore, and they’re looking for work elsewhere,” Mork said.

Those jobs are lower paying — $15 and hour or less — which makes them harder to fill.

Tight job market‌

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bonuses, many as high as $7,000 tal, it’s a challenge for skilled labor positions. Dalton that must be tackPlumbing and Heating in Cedar led from several angles and in all Falls has a sign outside its Nordic Drive facility touting a $15,000 departments. sign-on bonus for journeymen “I think we’re more worried plumbers and electricians. about overall re“At this point anything goes. You have to try anything you can to get Sesterhenn tention. We have people in the door,” Mork said. a real good philosophy here about well-being Parents and pandemic‌ for our employees, so we’re worThe virus has affected parents ried about burnout and things like greatly, and often it’s mothers that. bearing the brunt. With children “The big deal here is we’re hearhome from school due to COVID ing from employees that they’ve precautions, many families strug- been working lots of hours. We know that. … We need to figure gle to find child care.

“Many moms have had to leave out our overall game plan for the the workforce entirely,” Mork said. well-being for our employees.

Some people are staying home So it’s more than just money. It’s to take care of parents too. Work- knowing how many patients we’re ers are seeking more flexibility, gonna have and how we can give whether that means working from people some time away. We want home or arranging more adaptable to make sure we have a good workwork schedules. life balance as best we can in this “If it has to be done in person, situation.” they have to figure out what benCompensation is definitely a efits and what salary work to get key component. UnityPoint conpeople to come there and work in ducts a study every year of market person the whole time,” Mork said. values of all jobs in the company, What does the “Great Resigna- from housekeeping to the emertion” bode for the future? For the gency room. “We make adjusttime being, workers find them- ments based on market values of those jobs.” selves with the upper hand.

“We’re going to see it until UnityPoint has increased refercompanies figure out how to be ral bonuses, especially for nurses. competitive,” Mork said.

“It used to be $1,000 and now it’s $3,000 if they can find us a nurse All the angles ‌ that stays here for a year.” And For Steve Sesterhenn, vice that’s for any employee in any president of human resources at department who makes a referral.

UnityPoint-Health Allen HospiSign-on bonuses are not just for

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And there are several recognition programs at UnityPoint to let employees know their work is appreciated.

Honoring You is an app that allows any employee to thank another employee, and that individual’s manager gets a copy.

Managers can actually give money as thank yous to employees, anywhere from $10 to $100.

Focus Star Award is for employees who go above and beyond. Pre-pandemic they would be honored at a luncheon, but now the praise is virtual, and honorees receive a certificate and a special badge. One winner helped out with a young teen who wouldn’t go to sleep without his mother in the hospital room. She hadn’t slept in days. “It was late at night, we had an employee who heard about the situation. … They were ready to go home but offered to stay the night.” With the mother’s permission, the employee sat the night with the boy, allowing the grateful mom to go home and get some much-needed sleep.

“The mother felt confident to go home and get some rest. … That employee, instead of going home stayed the night, and ended up allowing that young teenager to get some sleep too.”

The Daisy Award honors one nurse per quarter who has done a most outstanding job for patients.

The Luminary Award is a fouryear-old companywide honor dispensed annually. UnityPoint has 34,000 employees in three states, and the award honors the top three. Each affiliate nominates two employees. “Out of 34,000 people, in the last four years, Allen Hospital is the only affiliate that has had an award winner every year.” No other affiliate has had more than one.

“From a culture standpoint, we’re doing some things right here,” Sesterhenn said.

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ate a portal that offers financial planning and counseling.

The Soft Side of Hard Stuff is a program primarily aimed at managers. Every two weeks or so, any manager who wants can join a Zoom-type meeting to talk about issues in their department and get advice from peers.

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JEFF REINITZ, COURIER STAFF WRITER‌

UnityPoint-Allen Hospital staff gave their emergency department tent a test run in April 2020.

nurses, but for radiology, cooks.

There are retention payments, “so they get so much in the beginning, so much after a certain amount of time, and they get another part if they stay, say, a year or two years, the larger portion is the retention at the end.

“So we’re trying to work on both getting them here and keeping them here,” Sesterhenn said.

The company also perused the list of recent retirees.

“We’ve kind of went into the bowels of some of our old numbers. We’ve pulled up a list of people who left the company over the last couple of years and go back and recall those people to see if they have any interest to come back, even part-time.”

A number of those former employees were happy to help.

There are other bonuses as well.

There’s a regular bonus paid out in March if the company is doing well. COVID bonuses for employees who worked directly with patients to compensate for the extra hours worked. A “delta retention” for nurses, patient care techs and therapists who work directly bedside based on hours worked.

“We have a number of programs out there that also give people the chance to make a little more cash,” Sesterhenn said.

A program called Point for Health awards points for completing various challenges. One challenge might be participating in Journey to Wellness, which encourages workers to voluntarily get counseling for themselves and their spouses. Those sessions are worth 250 points, “and after 1,500 points we give them $150 in their paycheck for those things and other things that they do to stay healthy and help the community.”

There are several initiatives to encourage employees to stay healthy — mentally, physically, even financially. Well Beats is an online app featuring 20 exercise programs. “It’s just like any exercise class but you can do it at home.” There are online relaxation videos for use at home or at work.

There are gym discounts, and in March a company gym will open across the street from the hospital in the North Crossing area for employees. UnityPoint also worked with Fidelity Investments to cre-

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One reason for that struggle is Iowa’s low unemployment rate.

Iowa’s jobless rate fell to 3.5% in December, according to Iowa Workforce Development. That was down from November’s 3.7% rate, meaning 5,200 more people found jobs. The percentage of Iowans in the labor force also increased slightly.

With employers competing for workers, workers are able to negotiate more favorable terms when looking for a job.

“There are a lot of workers looking to capitalize on higher wages,” Mork said.

That means working harder to find employees. Local companies are paying sign-on and retention

UNITYPOINT HEALTH PHOTO‌

The 3-Medical team at UnityPoint Health-Allen Hospital, the medical floor where most COVID-19 patients are hospitalized.

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| Sunday, February 27, 2022

Despite incentives, nursing shortage remains Hospitals, Allen College do all they can to retain health care workers DONALD A. PROMNITZ

donald.promnitz@wcfcourier.com‌

As patients fill beds in the midst of the pandemic and the baby boomer generation gets older, the demand for nurses and other health care professionals is only expected to increase.

But in the Cedar Valley, and in Iowa and the rest of the country as a whole, a nursing shortage is being felt intensely by health care providers. High turnover rates at the start of the pandemic were certainly a contributor, but there are also issues with lower pay averages and a slower growth in the number of high school graduates entering nursing programs.

It’s something that Chief Nursing Officer Sarah Brown and her colleagues UnityPoint Health-Allen Hospital have seen coming for some time. The numbers, she said, already were unfavorable as a generation got older, but the outbreak of COVID-19 has only served to heap on to their burden.

“We talked about a nursing shortage for as long as I have been a nurse, and I’m sure long before that,” Brown said. “This was predicted, so we understood that when the baby boomers started aging into an increase of health care services, that coupled with the nursing shortage, we were going to not be in a great spot. But what we didn’t predict was the pandemic on top of it.”

Iowa’s nursing shortage became more apparent when the omicron variant started to surge in late December. Confronted by an increased number of patients

DONALD A. PROMNITZ, COURIER STAFF WRITER‌

People’s Community Health Clinic nurse Enye-Hisani King demonstrates a swab test in an exam room. Iowa is one of the lowest paying states for nurses, and nursing programs have an enrollment crisis looming on the horizon. and few health care professionals to treat them, the state resorted to hiring temporary nurses from Kansas at a cost of $9 million. Of these, six nurses would go to UnityPoint Health-Allen Hospital in Waterloo, and four to MercyOne Waterloo Medical Center.

Brown says it represents a growing trend in Iowa.

“It’s changed how we practice a little bit,” Brown said. “I think historically, we have had a majority of our own nurses with a few travelers. And I think what we’ve seen over the last couple of years is more travelers. We still have more of our own nurses, but we’re not used to having this many contract,

external nurses in our system.”

Iowa is the fourth-lowest ranked state in the country for nurses, according to the U.S. Bureau of Labor Statistics, but factors other than money could have a serious impact on the shortage in the coming years. Jared Seliger, president of Allen College in Waterloo, says a slowed rate of growth in the overall number of high school graduates needs to be accounted for.

Iowa Department of Education data shows a rate of growth of only 3.5% between 2011 and 2020. This will become even more serious when they reach what is being called the “enrollment cliff.”

Financial insecurities brought

about by the Great Recession in 2008, Seliger explained, meant fewer births in that time. This will come home to roost around 2025.

“We’re really just sort of on the tip of the iceberg of what is coming for higher education as a whole,” Seliger said. “So now we’re going to have to be even more diligent about recruiting specifically to health care to make sure that we’re filling our programs and doing what we can to get students into these careers.”

Keeping graduates in the area also is a concern. While Seliger says that roughly 73% of Allen graduates remain in Iowa, that doesn’t mean they’re staying

in the Cedar Valley. Many go to larger metropolitan areas like Des Moines.

“We do everything we can to keep them here in the Cedar Valley, but we need support from the community as well,” Seliger said. “We need to make sure that we have things in our community that would keep a graduate who’s 23, 24 years old.”

Still, the situation may not be as dire as perceived at a first look.

While the pandemic has spurred a large number of resignations starting two years ago, Brown says the bleeding seems to have slowed over the last year, with the turnover rate being lower. But in order to keep nurses on the payroll, hospitals have had to think outside the box and find new incentives for them and other health care workers. At Allen, this has included signing bonuses, retention bonuses, phase pay, shift differentials, and even providing bonuses for seeking mental self-care.

Steve Sesterhenn, vice president of human resources for Allen Memorial, said these ideas have come from the meetings between the leaders of the hospital, usually meeting each week to anticipate trends and retain their employees through trying times.

“We’ve come up with a lot of really good ideas over the past year or two with that kind of collaboration between the nurses, nurse managers and the HR team,” Sesterhenn said. “So it’s been very helpful, and we’ve kind stayed ahead of things.”

And while there is a shortage of nurses, Seliger said that that also means there will be a high demand for them in the future, alongside other health care fields.

“This is probably the best time to pursue a health care career.”

Local retailers innovate to attract, keep workers ANDY MILONE

andy.milone@wcfcourier.com‌

While it’s tough for some Cedar Valley retail stores to nail down exactly how much they’ve been impacted by the Great Resignation, it’s safe to say many operators have embraced the reality and come up with answers for how to avoid a workforce shortage.

The Great Resignation is a term coined to describe the unprecedented number of people who have reportedly quit their jobs during the COVID-19 pandemic to re-evaluate their lives and careers.

The Kwik Star convenience store chain has felt the impact, said spokesperson Steve Wrobel, but he noted the company’s culture has been its backbone, responsible for the chain’s continued growth.

“When potential workers have so many more job opportunities than in the past, they are looking for something that lends them a purpose,” he said. “There’s more to the job than pay, and at the end of the day, you want to believe what you do matters.”

That purpose is found by those who enjoy interacting with people, he said. Examples include above-and-beyond work, such as helping a customer who has run out of gas or has a flat tire, or carrying out a customer’s groceries.

Wrobel said most if not all of Kwik Star’s competitors are offering sign-on bonuses and higher pay. “Everyone is doing it, so the amount of new workers we’ve attracted has leveled off some.”

There are 15 Kwik Star stores in the Cedar Valley, each employing 20-25 workers. The chain will open 40 to 50 new stores this year, nine in Iowa.

Kwik Star also has leveraged its opportunities for advancement in its hiring strategy. In addition, stores are open 24/7, so it can accommodate most work schedules, Wrobel said.

Another large employer, HyVee supermarkets, has not been impacted by the Great Resignation, according to Dawn Buzynski, director of strategic communications. The chain has 1,500 employees across its Waterloo, Cedar Falls and Waverly stores.

Hy-Vee’s Iowa stores have seen a of 14% increase in workforce in the past year.

While conceding the “current labor market is challenging,” Buzynski said Hy-Vee has innovated when it comes to attracting talent.

“While we offer a very competitive compensation package across our eight states as well as opportunities for career growth, we understand that flexibility is just as important as compensation,” she said.

Soren Petersen and Oliver Kidd check out apparel in Spencer’s in Cedar Falls.

Spencer’s is one retail store that hasn’t seen much of an impact from the Great Resignation.

ANDY MILONE PHOTOS, COURIER REPORTER‌

Soren Petersen and Oliver Kidd check out apparel in Spencer’s in Cedar Falls.

Last year, Hy-Vee introduced its “flex workforce,” which gives workers greater flexibility in choosing shifts and balancing their home and work lives.

“Establishment of the flex workforce is a result of the surge in online shopping when the pandemic began,” she said.

“Predominately flex workers work in our Aisles Online departments fulfilling online orders, however they can work in other areas of the store. The flex worker is able to choose the days/hours they want to work during a given week, and isn’t tied to a set schedule. Flex workers operate in a market and not a specific store, so it offers the worker the ability to select shifts from multiple stores as needed.”

In its mission to be “the best place to work in America,” Hy-Vee evaluated its benefits and rolled out employee discount programs, appreciation bonuses, employer-sponsored insurance for both

full- and part-time employees, as well as tuition and child care assistance.

The scramble to attract and retain workers affects small businesses as well.

Yore Uniform Shop in Waterloo has about five employees. A recent opening attracted fewer applicants than usual and took longer than usual to fill.

With only two openings in two years, Yore takes pride in its ability to retain employees.

“It’s a very small, tight-knit business, and if you work here, you come across a lot more of the fun parts of working in retail because we’re more easy-going and laid back,” said Kristina Lambert, store manager.

At the same time, there are tight financial margins that constrain her ability to offer incentives.

“It’s a lot of small stuff that adds up for our employees, and doesn’t sink us,” she said.

In May, she plans to offer em-

ployees $0.50 more per hour if the store sees a 5% percent growth in sales. That additional income bump will be higher if the store exceeds expectations and reaches, say 10% or 15%.

Six months ago, she began offering bonuses for employees who completed training videos that increase their knowledge of a product — for example, one geared toward the medical field.

“They work really hard, and we want to give back what we can. We can only do so much. But we do care about them, and want give them a big thank you,” she said.

Real Deals is a franchise with a locally owned home decor and fashion boutique in Cedar Falls that also has four or five employees. According to owner Heather Allan, it hasn’t seen a lot of recent turnover.

Having opened two and half years ago, a lot of the staff tends to be college students, who come and go because of graduation and

changes in class schedule. Her location in Cedar Falls has helped the store remain fully staffed.

Allan says there are the “perks for working here,” like team lunches and the occasional gift cards to “thank workers for instance if we have a crazy fourth quarter.”

“We try to keep an upbeat atmosphere and offer rewards for hard work,” she said.

She takes pride in the quality of her employees. If on the fence about working at Real Deals, she said, “Maybe they are not the best candidate. We like to have people who are enthusiastic, upbeat, and ready to take on the fast pace of the job.”

Spencer’s, a retail chain store offering novelty items and apparel in Cedar Falls, has seen no shortage of job applicants. Autumn Saul, assistant manager, said not having enough hours for everybody is her real problem. But finding a short-term replacement when when someone is out sick with COVID-19 can be tricky.

She attributes her store’s success in hiring to its appeal “to the younger crowd” and being “edgy.”

It’s attractive to those with niche interests, like anime — Japanese animation. Many find “comfort” in being part of the 10-employee team.

“We’re seen as laid back, but also who have a job to do,” she said.

There are bonuses for working during the holidays, and a raise after working 90 days, not to mention special deals and discounts, Saul said. And then there is flexibility, she said. An employee may work just four hours per work and see the opportunity as a “nice side job.”

While her store in the Viking Plaza strip mall has seen success, Saul said the Crossroads location in Waterloo has a tougher time attracting talent.

“The mall is dying over there,” she said, “so a lot of it I think depends on location.”

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Lincoln Savings Bank is built for growth Company expanded substantially since advent of pandemic ANDY MILONE

andy.milone@wcfcourier.com‌

Lincoln Savings Bank continues to grow at an unprecedented rate despite the COVID-19 pandemic.

Its workforce is expected to reach close to 500 employees by the start of next year, said Cathy Schuler, executive vice president of human resources. That milestone comes after three years of “record hiring,” approximately 100 new employees per year.

Some new employees replaced people who left. But a sizable chunk are new positions created to support sides of the business “not typically” offered by your average community bank.

That includes the expansion of its government-guaranteed lending programs, but also it’s financial technology “fintech” division.

But LSB views itself as a “community bank” first, with the highest quality services for its clients.

It has more than 15 branches, mostly in Northeast Iowa but also in and around Des Moines.

LSB has always strived to be CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER‌ innovative, said Schuler, and it found the right partners and cli- Andrea Devore, facilities manager for Lincoln Savings Bank, points out the architectural features of the top two floors of the TechWorks building in ents to help build its fintech brand, Waterloo, which the bank has remodeled for its new Central Campus. including Square Cash App, Qapital, M1 Finance and Acorns, as well as leaders whom helped guide it through the years.

Schuler said when the pandemic became the new reality, LSB was able to offer commercial borrowers Paycheck Protection Program loans from the Small Business Administration “right off the bat.”

Hiring‌

The “Great Resignation” is a term coined to describe the unexpected number of people who quit their jobs after the pandemic lent an opportunity for them to re-evaluate their lives and seek more fulfilling careers.

Schuler said LSB hasn’t directly fallen victim to the supposed phenomenon. But the bank has seen challenges in its candidate pool.

“I used to put out an ad for a teller and get 20 applications without even trying,” Schuler said. “Now, I’m getting like 10.”

One way LSB has responded is by turning every one of its employees “into a recruiter,” with the help of financial incentives through its referral program. LSB also leans on recruiting platforms like LinkedIn, and makes sure candidates are aware of its flexible schedules and opportunities to work remotely.

Schuler insists there are no secrets to hiring.

“We just try to find the good, solid, hardworking people, and we don’t settle until we find them,” she said. “We talk about our culture. And once you’re on board, we take the time to check on them and ourselves to ensure everyone still feels and exhibits our core values.”

However, Schuler does have one secret weapon.

CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER‌

Portions of the floor were cut out between the fifth and sixth floors to provide a more open space for the Lincoln Savings Bank’s new headquarters.

ANDY MILONE, COURIER REPORTER‌

The Cedar Falls Lincoln Savings Bank branch opened at its new location, LSB moved into the Cedar Val- portunity to be “employee own- 302 Main St., last year. Pictured, from left, are: Deja Sales, receptionist; ley TechWorks building to bring ers” through an employee stock Chelse Blockhus, senior customer service associate; and Amber Brandt, new jobs to Waterloo, and in part ownership plan. personal banker. expand LSBX, its “fintech” division, as well as other sectors of its Fintech‌ they don’t want to lose that side of coding or data analyzing experibusiness.

LSB introduced fintech as part the business.” But the larger banks ence to land a job in the field.

“I love it,” Schuler said about of business model back in 2015. have another option: acquisition.

“The Great Resignation could what is now called Lincoln Sav- It’s a big reason for LSB’s continUBS, a Swiss firm, is in agree- really hamstring them with the ings Bank Techworks Central ued growth. ment to acquire California-based loss of a lot of experience and Campus. “It’s probably one of “I’ve been in banking a long Wealthfront, an online invest- knowledge if people decide they my best recruiting tools, because time, and fintech really is some- ment fintech company. don’t want to do this anymore or it really promotes collaboration.” thing new,” Schuler said. “It re“Larger companies will be more be in an office anymore,” said OlIn many cases, LSB doesn’t quires a different skillset. It in- likely to swoop up these fintech sen. “That lends opportunities to have to hire because of the pride volves a different customer seg- innovators, while smaller com- these young folks out of college. it takes in transferring talent and ment, and you’re dealing with panies and banks (e.g., LSB) are And there might be a little period training people internally, and different rules and processes.” more likely to partner with or de- when the banks struggle with that “Fintech compliance is a whole velop their own in-house fintech transitionary period of losing a lot having a real knack for retaining other animal,” she added. its employees. operations,” Olsen said. “Skipping of experience and then trying to “You have to remember there Brett Olsen, associate profes- this movement — for example, not bring these new graduates up to are a lot of stakeholders, and the sor of finance at the University of offering these high tech solutions speed. community we serve, but with the Northern Iowa, said a lot of up- to customers — is not an option “I think the banking industry employees, we do our best to re- start technology companies are for the smaller banks as it is get- is going to continue to hire and to member that we need to take care competing with the banks, who, ting easier and easier for custom- hire and to hire, and the challenge of them too,” Schuler said. as a result, “are being forced to ers to change banks.” is going to be to keep them at the One way to do that is by being ramp up their own innovation.”

Fintech is where the banking bank without overworking them upfront and communicating with Sometimes they make deals industry is quickly headed, says and meeting the most recent dethem, and offering them the op- with fintech companies, “because Olsen. Recent graduates will need mands.”

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PROGRESS 2022 PUNCHING THE CLOCK

February 27, 2022 SECTION E

IN NORTHEAST IOWA

CHRIS ZOELLER PHOTOS, COURIER STAFF PHOTOGRAPHER‌

Trendale Flowers, left, and Artist Walker play with toys while at the Family YMCA of Black Hawk County in Waterloo.

DAY CARE DILEMMA Child care centers struggling to find, retain workers MELODY PARKER

melody.parker@wcfcourier.com‌

W

aterloo’s Family YMCA of Black Hawk County is familiar with the worker shortage impacting child care centers across Iowa and the nation. Their Early Learning Center is licensed to care for 40 children ages 6 weeks to 5 years old. The Y also provides before-and-after school-age child care on-site at seven schools in Waterloo and Cedar Falls.

“We have not been at full capacity because of staffing,” said CEO Angela Widner. “Fully-staffed, we have 40 to 45 full-time and part-time people — teachers, assistant teachers and support staff. We need to fill those slots to raise the number of kids we can serve in a room.”

State standards require child care facilities to meet specific child-to-teacher ratios. If a center lacks staff, it can’t provide the care required or welcome more children into programs.

It was particularly tough at the YMCA last fall when child care was chronically short at least 10 employees. “Our pool of applicants dried up. Out of five prospective applicants, we got two to respond to us. The Early Learning Center wasn’t as difficult to staff as school-age care. The lack of staffing meant directors of various

departments were pulled in to meet our ratios — the director of youth sports, program directors, our chief operating officer — so we didn’t have to reduce services.”

Widner rolled up her sleeves and pitched in to help. She’s proud of how her staff stepped up. “Some directors were taking two or three shifts a week helping us in child care,” she recalled.

“We hit pause on key initiatives. There was added stress for people who felt crunched getting their own work done, which had a domino effect on other departments.”

Hiring difficult‌

Child care providers throughout the Cedar Valley are struggling to find workers. Low wages and difficulty in retaining qualified staff has long been an issue in the industry, but problems have been exacerbated by the COVID pandemic and the “Great Resignation.”

Not only is it hard finding qualified applicants, some potential employees request wages that child care centers can’t afford to pay. Applicants may fill out applications and schedule an interview but never show up. Or a candidate makes it through the interview process and background checks and accepts the job, but doesn’t show for their first day on the job. Some employees may work a week or two and leave without notice.

Ana Dionesyan, right, and Avalon Ireland play with toys while at the Family YMCA of Black Hawk County in Waterloo.

Widner said the Y has offered signing bonuses up to $3 per hour and retention bonuses from 75 cents to $2 per hour, which are paid for by increasing membership and program fees and with grant funding. “We can’t compete with retail businesses for employees. We focus on college students who need to gain experiences and target individuals who aren’t just about making money,” she explained.

Mary Janssen, regional director of Child Care Resources & Referral of

Northeast Iowa, said the staffing crisis was developing for several years prior to COVID-19. Home day-care providers began leaving the field and centers lost long-time staff due to retirements and workers leaving for better pay and benefits.

“With the pandemic, we just held on with a ‘let’s see what happens,’ and now every child care center I talk to is talking about the lack of workforce Please see CHILD CARE, Page E2

INSIDE

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A new beginning

Welcome to Waverly

Partner in progress

After strike, Deere, union leaders look ahead

Waverly focused on resiliency, growth

Experience Waterloo maximizing our potential

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PROGRESS 2022

| Sunday, February 27, 2022

Deere, union leaders look ahead Watershed pact should ease supply, staffing woes, UAW leaders say PAT KINNEY

For The Courier‌

WATERLOO – It’s been an eventful year for Deere & Co., and for its Waterloo operations — the company’s largest manufacturing complex and its research and development hub.

More’s to come in 2022, with the anticipated production of an “autonomous” self-driving tractor.

The company posted record earnings — $5.96 billion, topping $2.75 billion a year earlier and the previous record of $3.54 billion in 2013. It’s also projecting record earnings in 2022 of $6.5 billion to $7 billion.

And that despite labor issues.

The company needed to hire more workers to meet product demand. That resulted in a series of job fairs in Waterloo, the first such events Deere has held in at least 40 years.

Also, the company saw its first labor-related work stoppage since the five-month strike and lockout of 1986-87. United Auto Workers affiliated employees went on strike for six weeks. The company and union ratified a new agreement on the third try after two tentative agreements were rejected by UAW membership. For the second contract in a row, workers at UAW Local 838 in Waterloo voted against the companywide agreement, but it passed by a wide enough margin at other locations to win approval.

“The agreement shows our ongoing commitment to delivering best-in-class wages and benefits,” Deere CEO John C. May said in announcing the company’s fourth-quarter and year-end record earnings.

“Our results reflect strong end-market demand and our ability to continue serving customers while managing supply-chain issues and conducting contract negotiations with our largest union.”

There’s a saying that the best agreement is one neither party is completely happy with. However, in addition to financial and benefit gains, a regional UAW official with Waterloo ties said the agreement provides an opportunity for the company and union to work together on common challenges such as staffing and the timely delivery of supplies and materials to meet both production demands and employee pay incentive goals.

“I would say their forecast would be probably strong for the next at least six to eight years, depending on how everything evolves,” said Ron McInroy, formerly of Waterloo and the UAW’s 17-state Region 4 director in Ottawa, Ill., near Chicago. McInroy was hired at McInroy Deere in Waterloo in 1979, joined the UAW, rose through the ranks, and became regional director in 2010.

In his earnings statement, May said, “Looking ahead, we expect demand for farm and construction equipment to continue benefiting from positive fundamentals, including favorable crop prices, economic growth, and increased investment in infrastructure.”

The company is still dealing with supply chain and labor

Child care From E1

coming in, and the need has definitely grown. Child-care providers are direct support to families — folks out there right in the midst of it — and their world never changed during COVID. They kept taking care of kids, and it’s hard work, so there’s burn-out, too,” Janssen said.

She serves on the state Child Care Task Force created by Gov. Kim Reynolds to develop strategies to address the child care shortages and barriers to work in Iowa. In November, Reynolds announced several initiatives, such as “best place for working parents” designations to help job seekers identify family-friendly employers and encourage businesses to invest in child care.

There are child care challenge grants to fund new child care projects and support expansion of existing child care facilities or construction of new centers.

If those initiatives are going to succeed, confronting workforce challenges is key. “There’s not

JEFF REINITZ, JEFF.REINITZ@WCFCOURIER.COM‌

UAW members picket outside the John Deere foundry plant on Westfield Avenue on Nov. 4.

CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER‌

John Deere Drivetrain Operations workers in Waterloo cheer on the picket line as passing cars honk in support. shortage issues. “That’s the same issue that’s going on everywhere,” McInroy said. The company is still advertising locally for workers in Waterloo.

But McInroy also cited many pluses, including the company’s technological innovations, including the autonomous “8R” tractor to be made in Waterloo.

“That’s the heavy technology; that’s John May, his foresight and his leadership” McInroy said.

“They’ve been working on that a long time.”

“If you look at ag-imp (agricultural/implement) industry as a whole, the technology from GPS standpoint is enormous,” McInroy said. “All your equipment — whether it’s road graders, bulldozers, tractors, combines, anything — it all has GPS systems. ... The farmers and construction operators — whether it’s the output in the field, whether it’s how much fuel being used per acre, how much fertilizer — all that stuff is being monitored so much closer because of technology. The farmer can know how his yield’s coming in. It’s amazing.”

Also, he said, federal infrastructure legislation will help the company’s construction equipment manufacturing and favorable commodity prices will help the ag machinery business.

The company expects supply-chain pressures will continue.

Workers have a keen interest in that as well, because it affects their pay under the company’s Continuous Improvement Pay Plan, or CIPP, which replaced the standard hourly incentive pay plan nearly three decades ago.

“If those guys don’t have the parts to run, that affects their (pay) system,” McInroy said. “It was a key issue from the beginning (of contract talks), and it was a key issue until it got settled in the end. ... People from the outside didn’t understand it, but the members on the inside do understand it because that’s their paychecks.”

Ultimately, the company listened. “Each time a contract got turned down, you had to listen to what the key issue is,” McInroy said. Members clearly made their concerns known.

“It isn’t just at contract time you sit down and discuss these things” McInroy said. “Some of these things have to be monitored and worked on” throughout the life of the agreement. “So you have to put the language in there, so you have the avenue to address these issues as they evolve.”

The supply issue centers around the pandemic, McInroy said, along with labor shortages. The new contract should address that

one magic answer,” Janssen said.

“Increased pay and benefits for workers, recruitment and retention bonuses are important, also gaining real-life experience to move forward in their careers. We need to professionalize the child care field and make it attractive and improve the overall morale and mood in the field.”

ilies enter, re-enter or remain in the workforce or in school. Child care access is hard to come by for some families, and these are things we continuously sit down and have conversations about — trying to figure out how we can continue to operate short staffed.”

He’s seen long-tenured staff choose to retire, or decide to work closer to home in the face of family decisions, a family member losing a job or higher prices at the gas pump. Head Start hasn’t lost any employees to COVID vaccine mandates.

Welch contends that child care in general is “a two-generation workforce issue. Child care is essential to support today’s workforce, and it is absolutely vital to our workforce and families of tomorrow. The type of staff I’m looking for are people who are passionate about people, building relationships with families, preparing children for the near future of kindergarten,” he explained.

To find those people, Head Start has hosted its own job fairs, participated in job fairs in the region, partnered with other organizations to host or participate in

Head Start woes‌

Head Start programs in Black Hawk, Buchanan and Grundy counties have been short-staffed “across the board” for quite some time, said Robert Welch, executive director of the Tri-County Child & Development Council. “What we’re trying to do is basically like everyone else, we just cover to keep moving. That doesn’t diminish that we are short-staffed, and its impact on other things like enrollment and how we want to go about serving families.”

There have been times in the last two years that “we’ve had to literally shut down a center due to being short staffed. We aren’t just here to serve the children, we serve the entire family holistically.

Part of what we do is to help fam-

because it should attract workers.

“All in all, if you look at the contract, if it is not the best, it’s one of the best, in all of the manufacturing world, in the United States anyway,” McInroy said.

That includes restoration of costof-living adjustments and retirement provisions. “The agreement today puts Deere back in the category where, it’s not just a job, it’s a career. ... Plus, it’s all tied to the success of the company.”

Cost of living adjustments, or COLA, provisions are especially important with consumer prices rising, McInroy said.

Conditions leading up to the agreement favored workers. “The company’s making good money,” McInroy said. “They have record (profits) going on, for different reasons. It’s not all product; it’s technology. This time around was the best position that you could be in to advance,” and the workers stood up for what they felt they had coming.

“They did stand up for it,” McInroy said. “The communities, the other labor organizations, supported them too. That’s a huge thing.”

Tim Frickson, president of UAW Local 838 in Waterloo, agrees.

“I believe what we brought back, and what we have in place now, has separated Deere from some of the other employers in the area,” said “I believe it makes Deere the premier place to come and work in the Cedar Valley again – where it used to be back in the ‘70s and ‘80s.”

“I don’t think there’s a shortage of people to work. I just think there a shortage of companies wanting to pay people what they should be getting paid to come to work,” said Frickson. He feels the new Deere-UAW contract accomplishes that.

For example, Frickson said, when he was hired 18 years ago there was a 90-day wait before you received insurance. After the 2015 agreement, it was seven months.

“Now it’s down to 30 days. It’s unprecedented. That’s huge.”

Some longtime Deere observers felt that seven-month wait-

ing period scared off prospective workers.

Other gains were made in pension and retirement benefits, parental leave, and in Frickson active employees’ vision benefits, for example. Plus there’s a guaranteed 20% cumulative wage increase over the life of the contract, protected by the cost-of-living adjustments.

While the agreement was voted down locally all three times it came up for a vote, it was ratified by unionized works companywide.

Frickson indicated there was a lot of incorrect secondhand information being put out over social media.

“Social media was the biggest hurdle we had to overcome, hands down,” he said, in conveying the true details of the agreement to workers.

But Frickson has seen that, once workers are able to have the agreement explained to them firsthand, they see its benefits more.

“I don’t know if people are going to fully appreciate this agreement until they get ready to retire and see what kind of money is out there available to them” Frickson said. “I hope they appreciate it now. I hope that people are starting to see and understand what it is, what’s actually out there and what’s been done for them.” Right now, the membership averages about 42-43 years of age with 1213 years’ service.

“This agreement, I think, had a positive impact on every single demographic we have in our membership, “ Frickson said.

It improves retirement benefits for workers hired after the 1997 labor agreement. “This gives us an opportunity to retire with some money in your pocket to be able to help pay for insurance, get out the door, and then let the company hire our kids to come in. Get the old guys out, bring the new generation in,” he said. “This agreement does that.”

community events — “any way we can get out in the community and put the word out about what positions we have, what we offer for wages, sign-on bonuses, retention bonuses, vaccination bonuses.”

And like other Head Start and child care agencies, “we don’t pay the most money. We are competitive within our area and the surrounding area, however, I think a lot of times we get caught up in the salary and that gets the better of someone’s passion for education,” Welch said.

ing in child care,” Janssen said.

The Family YMCA’s Early Learning Center regularly participates in hiring events throughout the Cedar Valley and speaks to education and other classes at area colleges and universities. “We’re working to shorten the hiring process and make it as concise as possible,” said Widner. “We’re also trying to attract moms who are paying for child care to work with us. They get one free child in our program and discounts for additional kids.

As an organization, we have to become good at targeting potential employees and offering benefits that are meaningful for them,” said Widner, a message she heard “loud and clear” at a fall conference on workforce shortages.

Tri-County’s Welch said the pandemic has forced organizations and service providers out of their complacency and “forced us to think outside the box, to think and operate differently, and some good has come out of that. It has made us more flexible and able to adapt and at the end of the day, I think we’ll be OK as an industry. We rode the wave this far, and we’re going to come out on shore.”

Pilot project‌

In February, the Child Care Resources & Referral of Northeast Iowa launched a pilot project with Waterloo Career Center, EPI Child Care Center and Hawkeye Community College to provide 80 hours of paid field experience to students exploring early childhood education.

“They get real-life child care experience and get paid for an experience that could translate into a real-life career. It’s an exciting opportunity to engage students and get them interested in work-

00 1

PROGRESS 2022

Sunday, February 27, 2022 |

E3

Waterloo will build self-driving tractors John Deere unveiled autonomous machines in Las Vegas in January PAT KINNEY

For The Courier‌

WATERLOO — John Deere will begin producing a self-propelled, driverless “autonomous” tractor in Waterloo before the end of 2022, company officials here have confirmed.

Deere officials unveiled the tractor at the annual Consumer Electronics Show in Las Vegas in January. The vehicle will be part of the company’s “8R” tractor series, which is made in Waterloo.

“We can confirm that the tractor will be made in Waterloo with limited availability this year,” said Kelly Henderson, a spokesperson at Deere’s Waterloo operations.

The head of a local economic development organization welcomed the news.

“We couldn’t be more thrilled,” said Cary Darrah, executive director of Grow Cedar Valley. “And it’s not surprising, since Deere’s always been on the cutting edge.

We will work with Deere and other manufacturers to help prepare a workforce to help with these visions, and these successes.” She also said the new product should benefit Deere’s local suppliers.

Deere officials at the Las Vegas show indicated the development is as historically significant to the company and the industry as when company namesake John Deere himself inventing the self-cleaning steelcast plow 165 years ago in 1837; and when Deere entered the tractor business in 1918 with its acquisition of the Waterloo Gasoline Traction Engine Co. in Waterloo, manufacturers of the famous “Waterloo Boy” two-cylinder tractor.

The company has been adding automated improvements to its machinery for 20 years, including its GreenStar global positioning system technology and its AutoTrac assisted steering system. In August, Deere announced it had acquired the four-year-old Silicon Valley company Bear Flag Robotics, a software firm based in Newark, Calif., for $250 million.

At the time of that acquisition, Bear Flag Robotics hailed itself as

JOE BUGLEWICZ, ASSOCIATED PRESS‌

Attendees look at a John Deere automated tractor at the John Deere booth during the CES tech show Jan. 5 in Las Vegas. being “committed to developing the most advanced autonomous tractors possible.” The firm said it became involved with Deere in 2019 in Deere’s “startup collaborator” program, enabling Deere “to deepen its connection with startup companies whose technology has the potential to add value for their customers.

“Since the completion of the program, we have successfully deployed autonomous tractors solutions at multiple farms across the United States,” Bear Flag Robotics officials said. Pilot experiments with autonomous tractors could be seen in some farm fields in Northeast Iowa in recent years.

“The autonomous tractor serves a specific purpose: feeding the world,” Deere officials said at the Las Vegas unveiling. “The global population is expected to grow from about 8 billion to nearly 10 billion people by 2050, increasing the global food demand by 50

percent. Furthermore, farmers must feed this growing population with less available land and skilled labor,” in addition to perennial challenges like climate changes and pest control.

“To use the autonomous tractor, farmers only need to transport the machine to a field and configure it for autonomous operation,” Deere officials said. “Using John Deere Operations Center Mobile,” a computer application downloaded to a phone, tablet or other computerized mobile device, “they can swipe from left to right to start the machine.

“The autonomous tractor has six pairs of stereo cameras, which enables 360-degree obstacle detection and the calculation of distance … ensuring it is operating where it is supposed to, and is within less than an inch of accuracy,” the Deere announcement explained. Camera images are projected through a “neural net-

work,” a computer system that operates similar to the human brain and its nervous system.

“While the machine is working, the farmer can leave the field to focus on other tasks, while monitoring the machine’s status from their mobile device,” company officials said.

The several facilities making up Deere’s Waterloo operations constitute the Moline, Ill., company’s largest manufacturing complex in North America. The company’s large row-crop tractors are made here. Additionally, Deere’s Product Engineering Center in Cedar Falls is the hub of the company’s new product research and development efforts. Deere employs about 5,000 people in Waterloo and has been hiring since late 2020, advertising for manufacturing and other positions and conducting a series of job fairs. It is the Cedar Valley’s and Iowa’s

largest manufacturing employer.

Over the past couple of years, Deere reconfigured its assembly operations and was able to roll out a new 8R tractor product line here in 2020 — with extensive precautions in the middle of the coronavirus pandemic — to strong product acceptance and ongoing heightened market demand. The company is coming off a record earnings year and is predicting another for 2022.

Grow Cedar Valley works closely with local schools and postsecondary institutions on workforce development. Darrah indicated the new autonomous tractor should generate interest for prospective workers to get the training they need to produce such products.

“We’re committed to helping relay this information and these opportunities to the workforce that we will need to get it done,” she said.

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E4

PROGRESS 2022

| Sunday, February 27, 2022

Unions: Pandemic, job openings favor workers Local labor leaders say conditions favorable for organizing workers PAT KINNEY

For The Courier‌

WATERLOO – The coronavirus pandemic and subsequent labor shortages have put more power in the hands of workers, but it’s a challenge organizing employees, local labor leader say.

Several members of the Black Hawk Labor Assembly AFL-CIO agree that the so-called “great resignation” of workers during the coronavirus shutdown has created greater opportunity for workplace gains for those still employed – if they choose to take advantage of the situation and unionize.

“You have a perfect storm going right now,” said Rich Kurtenbach, an organizer with International Brotherhood of Electrical Workers Local 288. “You have a high demand for workers. And then you have a situation with COVID, where people got used to working from home. And they don’t want to risk their lives for some of the jobs they had.

“So finally, workers are standing up and saying, ‘Enough.’”

Kurtenbach said. “Now if they’d just do that more together, and form unions where they’re working instead of just quitting, we would see probably a greater rise of unions than we saw back in the 1940s. But we’re still having that disconnect (between) workers standing up for their rights as workers and putting that into concerted activity with other workers.

“So there’s potential for a large gain in unions,” Kurtenbach said.

But there are other challenges.

“There’s also legislation against us too,” said Chuck Kacher of Waverly, business manager with IBEW Local 288. “People are still scared of concerted activity, losing their jobs over it.” He advocated adoption of the federal Protect the Right to Organize, or PRO, Act of 2021. He and Kurtenbach say some court and administrative law rulings, as well as some legislation, have slowly eroded workers’ ability to organize.

Additionally, the state of Iowa restricted collective bargaining rights for public sector employ-

PAT KINNEY, FOR THE COURIER‌

From left, Rich Kurtenbach, Chuck Kacher, Steve Abbott and Jerry Hageman, all affiliated with the Black Hawk Labor Assembly AFL-CIO, are shown here at the Black Hawk Labor Temple, where they met to discuss worker empowerment. Kurtenbach and Kacher are officials with International Brotherhood of Electrical Worker Local 288, Abbott is president of Communications Workers of America local 7108 and Hageman is assembly president. ees about five years ago, limiting the scope of collective bargaining to wages only, unless both parties agree to negotiate some benefit and workplace items deemed mutually “permissible” for negotiation. Because of worker shortages, some employers are opening up the scope of talks in order to be able to attract employees, said Steve Abbott, president of Communications Workers of America Local 7108.

“I’ll give you a ‘for instance’ — health care,” said Abbott, whose union includes health care and nursing employees. “They know there’s a shortage of health care workers. Twenty percent of the health care workers have left the profession since February 2020.

Thirty percent more are going to leave before the end of 2022.

There’s already a shortage of nurses of 1.1 million. So it’s becoming a little bit easier. One of the things that’s holding them back is if nurses would stick together a little more.

“You hear about the ‘great resignation.’ I call it the ‘great realignment,’” Abbott said. “Workers are thinking about new priorities. Family. Safety. Appreciation from the employers. That all goes a long way on this so-called ‘resignation.’ People are sick and tired of it. And once they start standing together, there will be a resur-

gence of labor unions. And have kind of an even playing field then.”

“This demand for workers isn’t going to be over overnight,” Kurtenbach said. “I’m at the end of the baby boomers. And if you look back in the ‘80s, people weren’t having kids like they did before that. So we see we’re going to have bigger gains in membership, not because we’re gaining a whole lot more people, but we’re going to have less people retiring, leaving a whole lot more demand” for unionization.

“We’re actually seeing groups organizing we would never have thought of before,” Abbott said.

“The internet has made some places, call centers, a little harder to organize because of the workfrom-home aspect.” But there’s organizing efforts among gaming company employees, comic book workers and contract technicians at large data centers.

“Everybody’s life is busy right now, “ Abbott said. “Once people realize what they want and how to collectively get it, there’ll be a resurgence. The differentiation between the haves and have-nots has never been greater than it is right now. And I think we’re going to see some things that are going to make it easier on everybody.

“This pandemic has thrown everything into a turmoil,” he said.

“But once the sit down and realize

what their priorities are, and what it’s going take to get there, I think you’re going to see concerted collective (unionization) actions.”

“We’re still overcoming all the negative that’s happened in the last 40 years against unions,” Kurtenbach said. The erosion of the provisions of the National Labor Relations Act and Iowa public employee collective bargaining law, which Kacher cited, are prime examples.

“Why would someone want to take a job plowing snow in the winter when they can go to another company, work in construction, making a whole lot more and they have a voice in their workplace, where they can’t working for the state?” Kurtenbach said.

“It’s no different working for a municipal utility or a city public works (department). These are things that have hampered the ability of workers to stand up and say, ‘I deserve more in the workplace.’ Until we overcome some of these negatives, there’s still a lot of limits on what employees can do in joining or creating a union where they work.”

Municipalities and local government entities are hurting as a result, and it’s mutually beneficial to negotiate a full wage and benefit package, Kacher said. “If we’re stripping their rights to negotiate their benefits, we’re stripping

their (public employers’) rights to recruit good people.”

“And they’re having problems finding people to even apply for openings,” Kurtenbach said.

“You’re seeing employers give bigger raises,” Kurtenbach said.

“They probably more than deserve it,” he said, “but they’re also trying to get people to stay.”

Kacher added federal legislation to protect defined benefit pensions “would go a long way toward keeping people working.”

He also noted some employers tried to portray themselves as magnanimous giving out federal Payroll Protection Plan money from the government. “It’s the biggest BS thing,” he said, since it’s coming from the taxpayers.

“People are learning their worth. We’re not just expendable tools anymore,” Kacher said.

“You’ve had a lot of boomers leave the work force that were working, thought they had to work, and quit working, and realized, ‘I don’t need to work anymore.’ They realized they could afford to be retired, and probably cost themselves by going to work. Since Reagan they’d all been convinced, you’re no good unless you work until you die. Now they realize they don’t have to do that anymore.”

He was referring to President Ronald Reagan terminating striking federal air traffic controllers in 1981.

Jerry Hageman, president of the Black Hawk Labor Assembly, noted teachers are also feeling COVID stress, as evidence by a walkout move by Chicago teachers to reinstate virtual learning and more rigorous COVID safety protocols.

The recent month-long strike by the United Auto Workers at Deere & Co. facilities in Waterloo and elsewhere “had to happen,” Abbott said, to get the new collective bargaining agreement, ratified after two previous tentative agreements were rejected by the membership.

“Here you had one of the most profitable companies making record profits and not willing to share,” Abbott said.

And, Hageman said, those wages and benefits have a ripple effect in the pay and benefits paid locally to union and nonunion workers alike “Unions lift everyone up,” he said.

319.272.2002 | cvhopice.org | 800.626.2360 00 1

PROGRESS 2022

SUNDAY, FEBRUARY 27, 2022 |

Greetings from

Greetings from

INDEPENDENCE COURTESY PHOTO

INDEPENDENCE

CHRIS ZOELLER, COURIER STAFF

Established:

Oelwein

Established:

1863

FAYETTE

1847

AREA OF DETAIL Bremer County

218

Population:

1,919

Denver

Waverly

Employment rate:

63

67.1% 20

Median household income:

Waterloo

21.9 minutes

Distance to:

Median household income:

Des Moines: 151 miles; $54,097 2 hours, 16 minutes BRAGGING  Minneapolis/ RIGHTS St. Paul: The five-story Wapsipinicon Mill and Dam 247 miles; became operational in 1854.

3 hours, 46 A beautiful backdrop to the minutes Average city and listed on the National  Chicago: commute to Registry of Historic Places, the 244 miles; work: mill is open for tours and 4 hours, special events in the 22.6 minutes 39 minutes summer.

Distance to: Des Moines: 143 miles; BRAGGING 2 hours, 13 minutes RIGHTS  Minneapolis/ Denver is among a St. Paul: 188 miles; handful of Iowa small 3 hours, 11 minutes towns thriving and  Chicago: growing, bucking 315 miles; the trend of rural 5 hours, 9 minutes decline.



When you join the VGM family, you don’t just work here—you own the place.

As a 100% employee-owned company, we get to create a workplace that works for us. Where everyone is welcome to be themselves and has the opportunity and the flexibility to achieve their goals.

2021

You Belong at VGM

Joining the VGM family comes with all the benefits you expect and a lot more: On-Site Fitness Center Free Medical Clinic Flexible Hours Employee Stock Ownership Plan (ESOP) Work at Home Options

Create Your Future at VGM

Apply now at careers.vgmgroup.com 00 1

220th St.

maps4news.com/©HERE, Lee Enterprises graphic

20

maps4news.com/©HERE, Lee Enterprises graphic

150

20

62.8%



Average commute to work:

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Employment rate:

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150

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BLACK HAWK

281

3

AREA OF DETAIL

6,064

BREMER 218

$67,228

Population:

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BUCHANAN

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BLACK HAWK

DENVER

 Wapsipinicon Mill Museum

 Denver experienced a 7.8% population increase over the past decade.

E5

E6

PROGRESS 2022

| SUNDAY, FEBRUARY 27, 2022

Welcome home to Waverly New businesses, development drawing newcomers to city ADAM HOFFMAN

Waverly mayor

Waverly, like every other community across the country, has certainly been affected by the fallout of the pandemic.

We are fortunate to have a business base that is resilient and focused on not only maintaining but growing as well.

The Waverly City Council renewed the ‘Waverly Welcome Home’ marketing plan with Amperage of Cedar Falls for another six months to continue to showcase what Waverly has to offer. The desired outcome is to attract new or existing businesses and their workforce to stake their claim to what Waverly has to offer them to be successful.

The city has seen a few new businesses open in Waverly since our last Progress update. The Get Roasted coffee shop and Bremer Brewing Company became new neighbors downtown in a side-by-side arrangement, offering a great selection of new and unique items to enjoy.

Thinkwell re-established itself with a business front in downtown Waverly as well, where one can purchase custom roasts to enjoy. Z’s Pizza will soon be opening after a relocation from Waterloo. A new-to-Waverly endeavor, Tee Up, offers a climate-controlled indoor golf experience.

The former Red Fox Inn is part way through their complete renovation and nearly all 34 of the market-rate rental units are completed and occupied. This development opportunity with 1859 Ventures was a great opportunity to see this property begin to flourish.

These new businesses are just a handful of the visible examples of growth. Many of our businesses have grown in ways that can’t be seen from the curb, such as portfolio and account growth of financial and service businesses. This growth is often overlooked, but it is quite impactful.

Development of vacant parcels in Waverly is happening as the Waverly-Shell Rock Community School District embarks on the construction of two new elementary buildings, passed as part of a $31 million bond issue on a March 2, 2021.

The development of the Whitetail Bluff addition has also provided 36 residential construction lots while the future of the former ‘Champions Ridge’ property that is pending transfer from the city to the purchasing developer will certainly add an inventory of building lots for those looking to call Waverly home.

The city is currently in the process of having the Comprehensive Plan established/updated to provide direction as to where the community may head in the future with land use and other matters.

This plan will be unique in that it will include a bike and pedestrian trail plan, park and open spaces plan as well as the general comprehensive plan of the city. By working with MSA Professional Services to develop the all-in-one plan, not only does it make engaging with the contractor doing the work easier, but it nearly eliminates redundancy and allows for these elements to mesh where they cross over into each other rather than having separate plans to work with and trying to align them.

The Memorial Park Reconstruction project is part of the parks and open space piece of the Comprehensive Plan that is also the focal point. The long-standing need to address the future of the existing swimming pool falls under this future project. Replacing the pool with an up-todate aquatic facility has been discussed

CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER

Adam Hoffman is Waverly’s mayor.

These new businesses are just a handful of the visible examples of growth. Many of our businesses have grown in ways that can’t be seen from the curb, such as portfolio and account growth of financial and service businesses. This growth is often overlooked, but it is quite impactful. for many years and has been placed to the side to address other projects that needed the financial consideration, such as the dry run and the inflatable dam. The Waverly Golf Course has dreamt of having a driving range that would also be used as a learning center for up-and-coming golfers. The opportunity to take a ‘slice’ of the existing Memorial Park property and develop a driving range is a possibility.

The on-going discussions of adult league ball diamonds will continue as part of the Comprehensive Plan development as well to determine the future of the facilities available for these activities as well.

Speaking of ball diamonds, last fall the second phase of the three phases of the Cedar River Park was completed with all the real and artificial turf being installed and tended to, fencing and backstops erected and parking lots finished and ready for use this coming year. In 2022, the third phase with entail the completion of the vertical structures to include restrooms, concessions, and equipment storage. The Miracle Field is ready to see some action and the $250,000 grant from the Black Hawk County Gaming Association to construct an all-inclusive playground on the complex will certainly make the venue a place for all to enjoy.

Hall & Hall Engineering and the subcontractors have done a fantastic job on this project and the community can’t wait to ‘PLAY BALL!!!’ in the near future.

It wouldn’t be appropriate is I didn’t discuss financials for the City and share that the City once again receives a clear opinion on the most recent financial audit. This should provide the confidence that the citizens desire to have that the management of the financial affairs within the City are in order.

Waverly still has lots going on, which is anticipated as one of the many great communities of the Cedar Valley. I encourage all to come and visit us in Waverly to explore, discover, shop, and dine.

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Waverly

Established:

1859

63 3

218

Population:

Denver

BREMER Janesville BLACK 218 HAWK

63

AREA OF DETAIL Bremer County

10,394 Employment rate:

Cedar Falls

63.2%

Waterloo

maps4news.com/©HERE, Lee Enterprises graphic

Median household income:

Average commute to work:

16 minutes

Distance to:

Des Moines: 134 miles; 2 hours, 12 minutes BRAGGING  Minneapolis/ RIGHTS St. Paul: 201 miles; Waverly is the sister 3 hours, 3 minutes city of the German city  Chicago: of Eisenach, which is famous for the Wartburg 322 miles; castle. Waverly is home to 5 hours, Wartburg College, which 25 minutes is named after that castle.

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PROGRESS 2022

SUNDAY, FEBRUARY 27, 2022 |

E7

GUEST COLUMN

Experience Waterloo a partner in progress W

directory

CHILDREN’S ACTIVITIES

e often think of “progress” in relation to a specific project, with an end goal or a completion date.

But community progress is different — community progress is about moving forward, toward the never-ending goal of making life better for future generations of those who call this place home. In terms of tourism and destination marketing, Experience Waterloo has worked tirelessly to be a part of our community’s equation TAVIS toward progress.

HALL As we reflect on the past year, we recognize the progress we’ve made is matched by the promise and continued efforts toward progress in the months, years, and decades ahead. At Experience Waterloo, we consider ourselves fortunate to have been partners in several community initiatives that increase exposure to our community, strengthen community pride, and showcase Waterloo as not only a destination of choice for anyone, but as a great place to live, work, play, invest and call home.

We cannot begin to talk about the year that was without talking about RAGBRAI, which was last hosted in Waterloo in 2010 and frankly, did not have particularly high reviews from riders or locals. Back in 2019, Experience Waterloo assembled a group of cycling enthusiasts and community partners to guide our application process. After a delayed 2020 event, RAGBRAI happened in July 2021, with Waterloo welcoming 16,000 cyclists generating nearly $2.5 million in economic impact from a single-day event. Public and private partnerships were an integral part of this success. Numerous city of Waterloo departments and local businesses, like presenting sponsor VGM, dedicated time, effort, and resources to ensure a safe ride and a great experience.

Upon the successful execution of RAGBRAI, Experience Waterloo recognized our organization’s ability to produce events aimed at reinforcing pride in our community. We quickly got to work planning a rebranded and revitalized downtown Waterloo Christmas tree lighting celebration. “Waterloo Lights the Night,” previously branded “Winter Wonder’Loo,” proved to be a huge success.

The single day event conceived, organized and executed by Ex-

JEFF REINITZ, JEFF.REINITZ@WCFCOURIER.COM

Construction crews work on renovations at the Waterloo Convention Center at Sullivan Plaza on Aug. 16. perience Waterloo proved to be a great kick off to Main Street Waterloo’s re-envisioned “Winter Wonder’Loo.” The event, featuring fireworks provided by Lincoln Savings Bank, XRay DJ sponsored by Locknet, llama petting by Rector Farms, kids games

by Waterloo Center for the Arts, crafts by Cedar Valley Angels, and Christmas cocktails by Ari’z — as well as an appearance from Santa — proved to be another example of community collaborations producing successful outcomes.

We are proud of this new event and excited to see it’s continued growth for years to come.

Our successful holiday promotion continued with a second year of the popular “Hall on The Wall” series. This year, the lighthearted Elf on the Shelf-themed promotion expanded beyond Facebook and Instagram and further incentivized patronage of local businesses via a web-based platform creating savings passes to over 30 local businesses. While the elf still caused mischief throughout Waterloo, economic gains were also realized, with traffic being driven to local shops, eateries and nightlife establishments that meant support for local business

in an incredibly important time of the year.

While events have proven successful, Experience Waterloo is also excited about the success our community is physically building. The Waterloo Convention Center project continues to take shape. The complete renovation into a modern facility has maximized space and function, upgraded technology to meet the needs of event organizers, and more functionally accommodates visitors to our city center. The improvements to the interior design and function are matched with a transformative facelift on the outside slated to be completed in 2022. Events like VGM Heartland Conference, state pool and dart tournaments, weddings, meetings, and more will all recognize an improved facility that is not only pleasing aesthetically, but more functional and consistent with the expectations of those bringing events to the truly unique structure. We are excited for Waterloo to showcase itself with additional events at a great Convention Center, with the Iowa League of Cities annual conference headlining this year’s schedule.

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Tourism is a huge economic driver for Waterloo and the Cedar Valley, bringing in $400 million in economic impact annually according to the U.S, Travel Association and Iowa Economic Development Authority. Leisure tourism continues to serve as a catalyst for economic gain in our community. The Isle Casino, an impressive museum district, sports tournaments, and a nationally ranked water park all point to a factory town redefining its own story to a destination of leisure, as well as a storied history of opportunity. The construction progress of the Lost Island Theme Park should have every resident of the Cedar Valley excited at the experiential and economic possibilities for our community. The Bertch family’s impact on this segment of the tourism ecosystem, and our entire community, cannot be overstated.

Their investment and subsequent public investment to capitalize on the opportunity for community transformation has the state of Iowa abuzz with excitement about what’s next for Waterloo.

From RAGBRAI logistical layout, community pride events, incoming community attrac-

tions and redevelopment of existing community assets, strategic planning has proved to be a vital tool in ensuring community success. We are so excited for the city of Waterloo’s 2030 strategic plan. With Waterloo truly being Iowa’s renaissance city over the past few years, with smart planning coming to fruition, the timing was perfect for the city to reinvest in a strategic plan about the next crucial steps for our community. The emphasis throughout the plan to invest in meaningful placemaking, which we see as a foundational shift from economic development professionals across the industry, aligns community needs of infrastructure and improvement with the demands of employers.

Placemaking will be the bedrock of every successful community’s investment strategy.

The progress of our community is impressive and should not be overlooked. By focusing on our commonality and shared pride in community, we can build a Waterloo that we are all excited to experience.

Tavis Hall is executive director of Experience Waterloo.

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PROGRESS 2022

| SUNDAY, FEBRUARY 27, 2022

Greetings from

s g n i t e e Gr from

JESUP  Downtown Jesup.

JESUP

CHRIS ZOELLER, COURIER STAFF

Oelwein

Established:

FAYETTE

1860

Population:

2,508

BUCHANAN

281

3

Employment rate:

25.4 minutes

63

1863

150

218

Waterloo 63 20

Population:

20 380

La Porte City

Black Hawk County

Independence

218

Employment rate:

Distance to:

Des Moines: 143 miles; 2 hours, 11 minutes BRAGGING  Minneapolis/ RIGHTS St. Paul: Jesup was named 238 miles; for Connecticut-born 3 hours, philanthropist Morris Ketchum 39 minutes Jesup, president of the Dubuque and Sioux City railroad,  Chicago: who was instrumental in 254 miles; bringing the railroad 4 hours, through the town.

41 minutes 

380 Evansdale 380 218

AREA OF DETAIL

2,284

maps4news.com/©HERE, Lee Enterprises graphic

Average commute to work:

COURIER FILE PHOTO

Established:

20

$72,500

LA PORTE CITY

150

220th St.

Median household income:

 Downtown La Porte City features raised brick pavement.

Buchanan County

Jesup

76.7%

LA PORTE CITY

AREA OF DETAIL

Baxter Ave.

BLACK HAWK

E8

65.8%

BLACK HAWK TAMA Median household income:

$60,298 BRAGGING RIGHTS

Average commute to work:

25.3 minutes

BENTON

maps4news.com/©HERE, Lee Enterprises graphic

Distance to:

In 2020, La Porte City completed a $3 million streetscape renovation of Main Street downtown, including a restoration of the raised-brick pavement that autos and carriages rode over for generations.



Des Moines: 113 miles;

1 hour, 51 minutes  Minneapolis/ St. Paul: 236 miles; 3 hours, 37 minutes  Chicago: 290 miles; 4 hours, 41 minutes

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00 1

PROGRESS 2022 PUNCHING THE CLOCK

FEBRUARY 27, 2022 SECTION F

IN NORTHEAST IOWA

FULL SPEED AHEAD

RiverLoop Amphitheatre in downtown Waterloo.

COURIER FILE PHOTO

Waterloo’s ‘Big Ideas’ starting to take shape

I

t’s “full speed ahead” for Waterloo in 2022. Whether it is employability or sustainability, access to transportation or information, the last year has been a time of capacity building and preparation. Now, the resources and partners are coming together and shifting into action.

Last year, the city engaged residents and stakeholders to form Waterloo’s 2030 Community Vision and Strategic Plan. Eight “Big Ideas” emerged and a unifying vision QUENTIN statement. “Waterloo HART is a community of opportunity where everyone can prosper” will guide us over the next eight years, taking Waterloo to the next level by the 2030. Audacious? Maybe. Doable? Yes. With a high level of commitment from many individuals and organizations we will become a more equitable, better connected community with growing pride, greater focus on youth, and a stronger reputation across the state and nation.

Elev8 Housing is one of the Big Ideas, with a goal of renovating 800 existing properties and building an additional 800 new homes over eight years. Using research done in partnership with the University of Iowa and the 2030 plan, we are improving processes and interactions with property owners and residents, raising housing standards, increasing home values, and preserving housing stock.

Leadership from the public and private sectors, Grow Cedar Valley/ Live the Valley, 24/7 Black Professional Advancement, Iowa Heartland Habitat for Humanity, neighborhood groups, trade unions, Hawkeye Community College, One City United, the Waterloo Career Center, philanthropy partners, and many more are working together to ensure equity and opportunities for every resident to achieve their own version of the American dream.

We’ve paired housing development with record-level construction and economic development, resulting in more residents being able to make Waterloo their forever home. We saw one of our highest permitting years with over $148 million in construction permits in FYI 2021, and the creation of approximately 720 new jobs. These new jobs have a multiplier effect, supporting supply chain businesses that provide wages, which in turn support the local economy.

Last year we reached $100 milion of investment in our downtown, 45 new small businesses, gender pay gaps closing to help place the Waterloo job market as the second-smallest gender pay gap in Iowa. Waterloo’s

Last year we reached $100 milion of investment in our downtown, 45 new small businesses, gender pay gaps closing to help place the Waterloo job market as the secondsmallest gender pay gap in Iowa. steady growth in building permits and job creation are indicators of economic health.

Imagine downtown without the Riverloop Amphitheatre or the Expo Plaza — the centerpieces of community life and celebration. Cedar River Landing — a marina and river recreation venue, is currently beginning constructed, another step toward completion of the River Renaissance project.

Across the street, the TechWorks Campus is a thriving technology and innovation center which began 15 years ago. Last year, we saw the opening of the jaw-dropping Lincoln Savings Bank fintech operations, proving great projects take time and patience.

Now, we are envisioning exciting projects on the remaining lots.

The Waterloo Convention Center’s $13 million dollar transformation is taking place thanks to city leadership and community partners like Black Hawk County Gaming Association and Spectra. We will tell the Five Sullivan Brothers story with a stunning new memorial on the plaza. Cedar Valley Veterans will be honored along Veterans Way as sites already in place along Fourth Street, from the Iowa Veteran’s Museum to Sullivan Park, are better connected. Spectacular lighting will showcase the Cedar River, and a new art-focused parklette created.

Progress continues at North Crossing. A child care facility, senior center, residential, and additional retail will be constructed there. Also, Gates Park will see major improvements as part of the Byrnes/Gates parks projects moving forward this year.

Each of the city’s six business and industrial parks have projects in progress. We are developing industrial land to the west side of the

Greetings from

WATERLOO  Downtown Waterloo.

CHRIS ZOELLER, COURIER STAFF

WATERLOO 63

Established:

1868

Waterloo

218 63 20

380 Evansdale 380 218

20 380

AREA OF DETAIL

Population:

67,314

Black Hawk County

Employment rate:

218

La Porte City

BLACK HAWK

62%

TAMA

BENTON

maps4news.com/©HERE, Lee Enterprises graphic

Median household income:

$51,847

Average commute to work:

16.1 minutes

Distance to:

Des Moines: 128 miles; 1 hour, 59 minutes  Minneapolis/ St. Paul: BRAGGING 221 miles; 3 hours, RIGHTS 18 minutes Waterloo is home to four  Chicago: John Deere operations, 301 miles; assembly and foundry 5 hours, 4 minutes works. 

Please see HART, Page F3

INSIDE

00 1

An American gem

Grow Cedar Valley

Excitement is brewing

Great things are happening in Cedar Falls

Helping a community reach its potential

Good things are happening in Evansdale

PAGE F3

PAGE F6

PAGE F8

F2

PROGRESS 2022

| Sunday, February 27, 2022

Answering the bell

Cedar Valley schools focused on attracting, keeping teachers, staff

ANDREW WIND

andrew.wind@wcfcourier.com‌

CEDAR FALLS — In any year, attracting and retaining staff can be challenging for school districts.

But those difficulties seem to be magnified now for myriad reasons, from COVID-19 concerns to critics’ claims about what is being taught in classrooms.

Cedar Valley districts have redoubled efforts to fill open spots and secure substitutes who can cover absences, creating new programs in some cases.

Staffing shortages are a challenge for some – but not all – employee groups in Cedar Falls Community Schools.

“It depends on the week and sometimes the specific hour within the day,” said Superintendent Andy Pattee of the need to fill openings. He said the district is in “good shape” with its teaching staff, although “from time to time” schools don’t have the teachers to cover classes because of factors like taking personal time. Still, he added, “we’ve been pretty lucky.”

The district’s concern is more around other “non-teaching staff challenges,” said Pattee. Officials targeted such education support roles before the start of the school year in an attempt to make sure they found the needed people.

“As we started this year we – especially for our support staff areas (of) paraeducators, custodians, food service – did a lot of job fairs,” he said, noting the effort helped. Now Cedar Falls Schools is working to ensure more support staff can step in when a teacher is absent.

“We are really focused on how do we continue to grow our own,” said Pattee. The district is doing that by encouraging paraeducators to pursue substitute teacher authorization.

“We started that at the beginning of the school year, kind of as a pilot program,” he explained.

Two or three paraeducators are targeted per building to get the authorization.

Shari Ophus has gotten the training. She was recruited to be a special education paraeducator at Orchard Hill Elementary School in

ANDREW WIND, ANDREW.WIND@WCFCOURIER.COM‌

Shari Ophus, a special education paraeducator in a sixth-grade class at Orchard Hill Elementary School, earned her substitute teacher authorization last month. the fall after her child started kindergarten there. And last month she went through the training to earn her substitute authorization.

“It was a three-day class online,” said Ophus, with four-hour sessions that she took in the evening. The authorization was a “good opportunity” to learn more about what teachers doing in the classroom. Still, she decided to go through the training “primarily for the need” in the school.

As of early February, she had served as a substitute teacher one time and said the day went well.

The pilot program has been an important step for the district.

“I would say just in the environment of COVID that we have fewer sub pools,” noted Pattee, or people willing to work in the district as substitutes. Cedar Falls Schools draws a lot on retired educators for those needs, and some have “decided not to sub actively” because of pandemic concerns.

Waterloo‌

Waterloo Community Schools has taken a number of steps to improve staffing when there are shortages in its buildings. Since the start

of the year, the district has hired at least nine building substitutes.

“We send them to different places based on the numbers, based on the unfilled rate,” Kingsley Botchway, chief officer for human resources and equity, told the Board of Education in August when the first positions were hired. “And so we are currently trying to get to, again, 20 building substitutes across the district. It’s a little slow of a process.”

A related effort put into place in August is an attendance bonus, incentivizing those who substitute in Waterloo Schools to pick up more assignments throughout the year. Those who work 80% or more during the current school year will receive bonuses of $2,000 to $6,000, depending on the number of days worked.

The idea is to provide more consistency in the classroom and reward those who agree to work for the district most or all of the year.

Substitutes are paid daily amounts based on short- or longterm assignments. Those who qualify for a bonus, likely paid with federal Elementary and Secondary Schools Emergency Relief

restaurant

funds, will receive it at the end of the school year.

Hudson‌

Hudson Community Schools also has had fewer substitutes available this year. Superintendent Tony Voss said during this second year the district has been contending with COVID-19 more people have been out because they got the virus or were exposed to it.

During the five to 10 days they are out of school “finding subs for them is a challenge,” he noted.

“We’ve had situations where principals have had to step in and be teachers” or other staff members have been pulled into those roles.

Hudson Schools’ officials learned that substitutes were able to make more money in other districts, so a pay increase was implemented in December. “The folks that find subs for us, they said that has helped,” said Voss.

The district has had two unfilled paraeducator openings all year and is “chronically understaffed in our hot lunch program,” he said, although that service is contracted with a private provider.

Voss said the district posted

teacher openings for next year in early February.

“We have three positions that we’ll be looking for,” he said. “We’re lucky right now, because we’re getting out in front of the hiring season. ... We’re trying to be really competitive with wages, because we know there are a lot fewer teachers coming into the field even than there were five to six years ago.”

The Waterloo and Cedar Falls school districts have initiatives underway that take a longer-term approach to boost teacher ranks by attempting to develop talent among current students or existing staff.

Teach Waterloo offers a streamlined path to earning teacher licensure to paraeducators and other support staff who are racial minorities through a partnership with the University of Northern Iowa. The program is part of the effort to diversify the teacher workforce to better reflect the racial and ethnic makeup of Waterloo Schools’ students.

Both the Waterloo and Cedar Falls districts have programs for their students focused on education careers. Pattee said students enrolled in the education strand of Cedar Falls’ Center for Advanced Professional Studies hear a lot about opportunities within the district if they choose to earn a teaching degree. Contacts are being maintained with such students who have graduated and are now in college.

Cedar Falls Schools has also developed a program specifically for CAPS education students who are racial minorities, with the aim of attracting them to work in the district once they’ve earned a teaching degree. Pattee said it’s more structured than the informal contacts maintained with other CAPS education graduates. “It’s very focused with some professional development along the way,” he explained, and some possibilities for the students to be mentored.

The program is called MIRAE, or Multicultural Individuals Revered Among Educators. Scholarship are available to help those students fund their college education.

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00 1

PROGRESS 2022

SUNDAY, FEBRUARY 27, 2022 |

F3

COURIER PHOTO

Rob Green is the mayor of Cedar Falls.

Great things are happening in Cedar Falls L

ike many of you, I made the deliberate choice to invest my life and energy here in Cedar Falls; I can’t imagine a better place to raise my family and contribute to civic life. Cedar Falls is a true American gem! We have much to celebrate, including steady and sustainable economic growth, myriad educational and cultural opportunities, and a quality of life that’s second to none.

What makes us special? For starters, we have a vibrant and diversified economy that’s continually expanding. In the last calendar year, Cedar Falls recorded $176 million ROB GREEN in building permits for construction, including remodels and additions, throughout the city. New construction alone accounted for $145 million of that.

Significantly, we’re midway through a three-year build of a brand-new Cedar Falls High School and fundraising for an indoor pool and athletic performance center to be shared by the school district and the city. The proximity of the new school to our treasured state university will allow for new opportunities and partnerships; I’m excited to see where this educational investment will lead in the years ahead.

We’ve also been hard at work on the overhaul of our 1970s era zoning — first in downtown and College Hill, and then in other neighborhoods. The council approved the new Downtown Character District Zoning Ordinance in November and is in its first round of updates to address specific concerns (mostly about parking). When these updates are in place, we’ll shift focus to a College Hill Character District to clearly guide investors as they develop and redevelop commercial and residential properties there. In keeping with this, and given College Hill’s cultural and economic importance, I’ve proclaimed 2022 as “The Year of College Hill,” and I’m eager to see the investment of energy and capital into this neighborhood. The city will do its part to promote development through the updated zoning ordinance and by following through with other aspirations of the “Imagine College Hill!” Vision Plan adopted by council in 2021.

We’re expanding our highly successful industrial parks to continue attracting national manufacturing and distribution to Cedar Falls. This kind of corporate investment is important for maintaining one of the lowest tax rates in Iowa. Attracting a talented workforce also remains a high priority; our recent designation by AARP as one of America’s “Best Places to Live and Retire” will no doubt help these efforts. The City Council has also committed to pursuing incentives to attract retiring and recently separated military service members as part of the “Home Base Iowa” project. As a military veteran myself, I see great value in encouraging

Hart From F1

Waterloo Regional Airport.

This Waterloo Air and Rail Park (WARP) has a large project underway with CPM. At Martin Road, Warren Transport is starting construc00 1

Greetings from

CEDAR FALLS

Healthy, positive engagement is how we’ll avoid stereotyping (and sometimes vilifying) our neighbors as unwelcome “others.” We need a friendly front porch approach to civic dialogue across our country, and Cedar Falls is in an excellent position to lead the way as a role model.

in this work is a Housing Needs Assessment which, along with the new zoning ordinances, will help ensure quality housing options for people of all income levels throughout the city.

Also in 2022, we’ll make a constructive  Downtown Cedar Falls. assessment of the Public Safety DepartCHRIS ZOELLER, COURIER STAFF ment following the consolidation begun in the last decade. The department has had nearly two years of “full implementation,” providing a timely opportunity to BREMER celebrate well-earned successes, identify Established: BLACK AREA OF the inevitable gaps, and adopt remedies HAWK DETAIL to address any shortfalls. We must rely on unbiased and reliable hard data to make Black Hawk these determinations, underscoring the County need for an independent third party to facilitate this effort. We’ll then be in a 63 57 position to move forward with reasonable modifications to ensure Cedar Falls PubCedar lic Safety’s accountability and sustainFalls 218 ability going forward.

Population: 58 Waterloo As we’ve worked to navigate our eco40,713 nomic, social, and public health chal20 lenges, one of the toughest aspects of solution-finding is that citizens are 63 choosing to draw their information from Orange Employment rate: wildly differing sources. Gone are the days Hudson Schrock Road of a common informational well to draw 69.9% from, which has led to widespread mismaps4news.com/©HERE, Lee Enterprises graphic information, disinformation and distrust throughout society. By withdrawing to soMedian household cial and informational circles that confirm Distance to: income: our existing biases, we eagerly tribalize ourselves with the like-minded. I pro Des Moines: $61,420 claimed 2021 as “The Year of the Neigh124 miles; borhood” mainly to encourage neighbors 1 hour, 57 minutes to meet one another, socialize through  Minneapolis/ block parties and picnics, and engage with St. Paul: BRAGGING nearby people who share the same street RIGHTS 216 miles; but not the same political views. Healthy, PCMag in 2020 named 3 hours, 14 minutes positive engagement is how we’ll avoid Average Cedar Falls Utilities the stereotyping (and sometimes vilifying)  Chicago: commute to fastest internet service our neighbors as unwelcome “others.” We 308 miles; work: provider in the need a friendly front porch approach to 5 hours, 13 minutes country.

14.7 minutes civic dialogue across our country, and Cedar Falls is in an excellent position to lead the way as a role model.

Cedar Falls is a terrific city with incredible opportunities to pursue. Let’s all look Equity Task Force’s recent recommenda- forward to carrying out this important talented and motivated veterans to join work in the year ahead. Go Panthers! Go tions for policing, housing, and educaour community. tion, and the City Council agreed to hire a Tigers!

Like any city, Cedar Falls faces chalfull-time specialist to enact and monitor lenges which we’ll overcome together.

The City Council and I support the Racial these actions in the years ahead. Included Rob Green is Mayor of Cedar Falls.

CEDAR FALLS 1849

tion as well as projects by private developers. There’s a boom in commercial and professional offices along the Ridgeway and the San Marnan corridors. There’s an increase in retail activity near Crossroads with completion of Lost Worlds Theme Park opening this spring thanks to the Bertch’s private investment and

tools like the state of Iowa RISE grant for Shaulis Road improvements.

We are also seeing investments coming back to the University Avenue corridor with reconstruction completed.

One of our biggest priorities is Waterloo’s broadband backbone to create a smarter, more effi-

cient, data-driven community.

Waterloo’s fiber system is moving forward in 2022.

The political season was divisive. Now, new leadership, elected officials and community members are coming together bringing fresh voices and unique perspectives that acknowledge differences while embracing

shared values. I’ve never been more optimistic about Waterloo’s future or excited about the work ahead. A favorite expression of mine says, “There is no limit to what can be accomplished if no one cares who gets the credit.” Let’s do this!

Quentin Hart is Mayor of Waterloo.

F4

PROGRESS 2022

| SUNDAY, FEBRUARY 27, 2022

CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER

Santa Claus arrives in front of a packed crowd at the River Place Plaza in Cedar Falls for the Holiday Hoopla celebration on Friday.

Holiday Hoopla exemplifies the spirit of Cedar Falls

I

t is the day after Thanksgiving and as the turkey coma releases us from its grasp, we wake early, pack our warm clothes and snacks, remembering our red fleeces.

We grab our snippers, zip ties, and ladders. We head to River Place Plaza, buzzing with excitement as the HooHerd KIM has shown up to BEAR help get ready for Santa’s arrival. It is year 13, and so many elements are new.

But first let’s talk about what’s not new: the smiles, the anticipation and excitement. Santa will arrive tonight at approximately 7:32 p.m. with the fantastic fireworks to follow over the Cedar River. Outside of that everything else is new; Santa’s house, the kickoff location and of course, Santa’s arrival method.

Holiday Hoopla has been a labor of love for so many over the last 13 years. Several original HooHerd members are the core of the committee. Additional amazing humans have been added to the Herd over the years, making sure the magic of the season flourishes in the Cedar Falls Downtown District.

One of my favorite stories is that of Santa’s new house. Santa’s original workshop, built 13 years ago by the amazing folks at Magee Construction, was well loved and the place many children met Santa for the first time. That house holds a lot of secrets and was a huge sentimental piece of Holiday Hoopla history. But as we were planning to move Hoopla to a new location, Santa requested a new house. While selling Santa’s original workshop was certainly bittersweet, it’s awesome it found a new home in Traer where children will continue to enjoy Santa’s workshop for years to come.

Through a new partnership with the Waterloo Career Center, we were able to get a brand-new house for Santa and his elves.

The Waterloo Career Center has sustainable construction and electrical courses where students get hands-on training.

After one meeting to explain what we needed, they were off and running. This amazing partnership allowed the HooHerd time to plan and to paint upon its completion. And plan they did.

Santa’s 13th arrival was by zip line, and to say I was nervous would be an understatement.

But as usual it went wonderfully.

Santa was joined by his friends on the trolley to travel to the Main Street bridge to watch the fireworks with Mrs. Claus.

This night will always be one of my favorites. It was before I started working at Community Main Street, and I hope it is well into the future. The smiles, the eyes all aglow from the kids

young and old, there is nothing that quite compares to the night of kickoff, and I am so grateful for all those who make it happen.

It wouldn’t happen without the businesses and property owners of the Cedar Falls Downtown District, city support, and the community sponsorships. And it wouldn’t happen without everyone showing up to experience the joy of the season. Holiday Hoopla Kickoff is our very own Hallmark moment, and I wouldn’t trade it for anything in the world.

Holiday Hoopla was started by a small group of passionate people who love the holidays and love the Cedar Falls Downtown District. Without them none of this would be possible. All of this doesn’t happen without a lot of work:  It takes nearly 2,000 hours of volunteer work for Holiday Hoopla to function.  It takes the incredible sup-

port of the downtown businesses for it to thrive.  It takes 800 zip ties to decorate the sculpture tree in Peter Melendy park.  It takes 2,500 feet of garland to decorate the light poles each year.  It takes two tractors to drive two trolleys 90 miles to provide rides to families  It takes Santa traveling two times a week to hang out in our workshop for 30 hours in a season.

When asked to write for the Progress Edition, this is what was on my heart, the progress and the sustainability of an event that is a part of so many family traditions. So while we try to gauge our progress, let us all be thankful for the magic that remains in something as simple as Santa.

Kim Bear is Executive Director of Cedar Falls Community Main Street.

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00 1

PROGRESS 2022

Greetings from

SUNDAY, FEBRUARY 27, 2022 |

Greetings from

JANESVILLE

HUDSON HUDSON Established:

1893

 Downtown Hudson.

 Downtown Janesville.

CHRIS ZOELLER, COURIER STAFF

CHRIS ZOELLER, COURIER STAFF

JANESVILLE Established:

BREMER BLACK AREA OF HAWK DETAIL

1849

Waverly 218

Black Hawk County

Population:

58

BLACK HAWK

Population:

Hudson

73.6%

63

Orange

63

218 AREA OF DETAIL Bremer County

1,034

Waterloo

20

Employment rate:

Denver

BREMER

218

2,546

3

Janesville

63

Cedar Falls

57

63

Employment rate:

Cedar Falls

69.9%

Schrock Road

Waterloo

maps4news.com/©HERE, Lee Enterprises graphic

Median household income:

$88,347

maps4news.com/©HERE, Lee Enterprises graphic

Median household income:

$63,750

Distance to:

Des Moines: 104 miles; 1 hour, 46 minutes BRAGGING RIGHTS  Minneapolis/ Home of Hansen’s St. Paul: 225 miles; Farm Fresh Dairy, a 1503 hours, 26 minutes year dairy farm owned  Chicago: and operated by the 307 miles; sixth-generation of 4 hours, 56 minutes Hansens. 

Average commute to work:

16.3 minutes

Engineers & Land Surveyors

Average commute to work:

22.5 minutes

cgaconsultants.com

00 1

Des Moines: 136 miles; 2 hours, 8 minutes  Minneapolis/ St. Paul: BRAGGING RIGHTS 207 miles; Janesville straddles 3 hours, 9 minutes two counties —  Chicago: Black Hawk and Bremer 316 miles; — and is the oldest city 5 hours, 8 minutes in both. 

Building resilience over the last few years hasn’t come without challenge.

Our staff continue to adapt, prepare, and prosper.

Land Acquisition | Right of Way Land Development Site Design | Structural Design Boundary Survey Construction Survey Testing/Lab/Observation

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Distance to:

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DECISIONS MADE LOCALLY For this, we thank them.

Clarksville | Waterloo (319) 874-3000 www.peoples-clinic.com

422 COMMERCIAL ST WATERLOO, IA 50701 11 tower park dr WATERLOO, IA 50701 312 w. 1st st cedar falls, ia 50613 communitybt.bank | 319.291.2000

MEMBER FDIC

F5

F6

PROGRESS 2022

| SUNDAY, FEBRUARY 27, 2022

COURIER FILE PHOTO

Ambassadors with Grow Cedar Valley talk as they check out the new home of JSA Development, the Waterloo Workspace in downtown Waterloo in May 2019.

Helping a community reach its potential Grow Cedar Valley helps make our cities a better place to live

Placemaking efforts inspire people to collectively imagine and identify with the heart and soul of a community. It tangibly moves us to create affection for our community.

he Cedar Valley is already a great place to live, work, play and grow, but can you imagine the potential we have to be an even better place to call home?

We can!

In October, the Grow Cedar Valley board of directors and other community stakeholders identified three CARY key goals and coDARRAH ordinating strategies that must be addressed if the Cedar Valley is to reach our full potential:  Workforce — Grow and Diversify the quality and quantity of the Cedar Valley workforce.  Placemaking — Elevate the

Cedar Valley as a place of choice for individuals and businesses.  Economy – Enhance the diversity of the Cedar Valley economic base.

We have heard the cry for attracting and retaining workers from every business and industry sector so it is the commitment of Grow Cedar Valley to work collaboratively throughout the Cedar Valley and across the state and region to address barriers that may contribute to the lack of an available, diverse and quality workforce.

Our goal of “placemaking” is simply defined as the process of creating quality places that people want to live, work, play, learn and grow in. It is the pro-

T

cess of creating and investing in places where people want to be.

We’ve recognized for decades the importance of community image and perception, but it has become the highest priority for current talent and workforce when making decisions to stay or relocate in the Cedar Valley.

Placemaking efforts inspire people to collectively imagine and identify with the heart and soul of a community. It tangibly moves us to create affection for our community. While this may seem a “softer” approach to strengthening our position in the economy, the reality is that differentiating and identifying the authenticity of the Cedar Valley is the only way to have a

competitive edge in the race to attract and retain workforce.

Grow Cedar Valley is excited to have an impact in moving the needle in this area by focusing on the following strategies:  Improve the knowledge and image of the Cedar Valley among internal stakeholders.  Develop and implement strategies to enhance the image and visibility of the Cedar Valley statewide, nationally and beyond.  Encourage and collaborate for the completion of projects and programming in the community to improve the quality of life for all residents.

Successful communities are distinctive communities, and the Cedar Valley has that in spades.

Finally, diversifying the economic base is also a high priority.

Expanding and strengthening business retention programming services is critical, and innovation across all sectors will need to be embraced for the Cedar

Valley to continue moving forward. Grow Cedar Valley plays a lead role in providing those services and growing innovation and entrepreneurship in the Cedar Valley.

Grow Cedar Valley is not alone in reassessing and rebooting after a challenging couple of years, and although our goals are listed separately, we are aware they are all connected. To be most effective, we must be laser focused on advancing each priority and assessing the results of any action taken.

The Cedar Valley has created a strong foundation for growth and opportunities and now we need to capitalize on this momentum to move forward and make us an even better place to live, work, play and grow. Grow Cedar Valley is ready to lead the way.

Cary Darrah is president and CEO of Grow Cedar Valley.

Grow Cedar Valley working to build the local workforce

N

ecessity is the mother of invention, and that is certainly the response we’ve seen from businesses and organizations across the Cedar Valley dealing with the current workforce shortage. Employers are offering remote working options, providing more flexible working hours and DANNY shifts, investing LAUDICK in expanding child care availability to support their employees raising young families, and investing in reducing barriers for those in the community who have historically been overlooked as part of the workforce.

Restaurants and retail stores are figuring out ways to balance serving their customers while also being more attentive to their employees’ health and well-being to avoid burning them out, changing up their hours of operation and even closing temporarily when necessary to provide much-needed time off for their employees. Many businesses have found ways to adopt new technologies and processes to help address the shortage and streamline how they continue to serve their customers.

While not all effects been positive — some businesses have had to close down out of necessity — we’ve seen others open anew or grow through the pandemic, everything from restau-

the last several years, due both to public policy changes as well as restrictions on immigration and travel due to the pandemic. You also have an additional 2 million fewer working-age immigrants who would have joined the workforce had the pre-pandemic trend continued — an estimated 1 million of which would have been college educated according to research at the University of California, Davis.

In short, employers can’t count on larger numbers of people entering the workforce to fill jobs.

What does all of this mean for businesses in the Cedar Valley? The dynamics of our COURIER FILE PHOTO workforce issues are complex, but we’re far from powerless.

Employers are already flexing result of the pandemic. They rants and retail to software and their creative muscles in findalso represent the complexities manufacturing companies. ing ways to address their indiof public policy, demographic Looking at the data, some of vidual business needs, and at this shortage is certainly attrib- shifts, and trends in national population growth. For instance, Grow Cedar Valley, we’re doing utable to the pandemic. There the same to help address our are nearly 3.3 million more retir- the workforce grew by 30.2% in collective needs. ees as of October 2021 than there the 1970s as the baby boomers At Grow Cedar Valley we break were in January 2020, according began working, and continued down the workforce conversato grow at a healthy rate in the to estimates at the St. Louis tion into three major areas: 1.

2000s and 2010s as the millenFed, a number that exceeded nials joined the workforce (9.2% attracting and retaining talent pre-pandemic expectations. in the Cedar Valley 2. educating Additionally, there are about 1.5 and 7.5% respectively). In conmillion fewer mothers of school- trast, the Congressional Budget and developing the future workforce; 3. breaking down barriers Office forecast in July last year age kids actively working comto employment to better allow pared with pre-pandemic levels that the workforce will only all people to participate in the grow by 0.2% a year from 2024 according to the Census Bureau economy and the workforce. to 2031 as the baby boomers — a complex result of both a GCV is focusing more than shortage of and the rising cost of continue to retire, millennials ever on addressing these three approach middle age, and the child care in addition to caring areas, and you can expect to see for other family members due to Gen Z that follows is comparaseveral new initiatives this year, tively small. the pandemic.

Add to that a national decline ranging from newcomer events The current workforce issues to connect new residents with in immigration to the U.S. over are more than a short-term

the clubs, associations, community organizations as they settle into the Cedar Valley as their new home, to public-private partnerships to address several major barriers to employment, including access to affordable child care and shared transportation van or bus routes to open up employment opportunities for those who lack reliable transportation.

We’re also partnering with our K-12 schools and higher educational partners like Hawkeye Community College and the University of Northern Iowa on several new training initiatives, working to provide students with the best educational and training opportunities available and finding creative ways to connect our youths with quickly growing career opportunities in the Cedar Valley.

There’s plenty of work to be done, and Grow Cedar Valley certainly isn’t alone in doing this work. As the adage goes, it takes a village, and these next few years will without a doubt be a testament to how much we can accomplish when we invest together as a community in the future of the Cedar Valley.

Interested in getting more involved with Grow Cedar Valley’s business and community initiatives? Reach out to us at info@ growcedarvalley.com.

Danny Laudick is senior program director, economic development, at Grow Cedar Valley.

00 1

PROGRESS 2022

Sunday, February 27, 2022 |

F7

Some fear worse teacher shortages ahead Experts warn there are longer-term problems with teacher pipeline MARK SCOLFORO

Associated Press‌

HARRISBURG, Pa. — As schools scramble to find enough substitute teachers to keep classrooms running through the latest surge of the coronavirus, some experts warn there are longer-term problems with the teacher pipeline that cannot be solved with emergency substitutes, bonuses and loosened qualifications.

For years, some states have been issuing fewer teaching licenses, and many districts have had trouble filling vacancies, particularly in poorer areas. Shortages are being felt much more widely due to absences during a pandemic that is testing educators like no other stretch of their careers, raising fears of many more leaving the profession.

To address the problem, states are raising salaries, seeking more teachers outside formal training programs, and pursuing other strategies to develop more educators.

School administrators hope it will be enough.

“I see a very large concern, it’s like impending doom almost, when you look out a few years at what this may turn into,” said Randal Lutz, superintendent of the Baldwin-Whitehall School District near Pittsburgh, where German classes had to go fully online last year when none of the handful of applicants was qualified for a vacancy.

Based on declining enrollment at teaching colleges and surveys of teachers about their future plans, shortages are likely to become more widespread, affecting regions and subject areas that traditionally have not been affected, said Jacqueline King, a researcher with the American Association of Colleges for Teacher Education.

MATT ROURKE, ASSOCIATED PRESS‌

Kerry Mulvihill, a science teacher at Gerald Huesken Middle School, is shown Feb. 1 in Lancaster, Pa.. Mulvihill said only five people applied for an 8th-grade science position this fall and none of them made it to the interview stage. Two special education teachers recently resigned in the middle of the year, a formerly rare occurrence during her 25 years as a teacher, she said. “We really have a crisis,” Mulvihill said. “Now, I’m like, oh my golly. I’m begging people, hold in, hold in, we need quality people, for sure. We can’t all retire at the same time.”

“What we seem to be seeing now is more widespread shortages in areas like elementary education and secondary English,” King said. “These weren’t fields that previously we thought, ‘Oh, there’s a big shortage there.’”

In Pennsylvania, the number of new teacher certifications fell by two-thirds in the 2010s. Although many of the state’s public universities began as teachers’ colleges, the number of education majors studying in the Pennsylvania State System of Higher Education has fallen from about 30,000 a decade ago to nearly 17,000 last year.

The trend worries Tanya Garcia, Pennsylvania’s deputy secretary for post-secondary and higher education.

“We used to be a prime exporter of educators, and now we’re not

holding on to the people,” Garcia said.

Not every measure has been grim. Florida’s American Rescue Plan application said projected “day 1” teacher vacancies for the coming year dipped between 2019 and 2020. And California’s Commission on Teacher Credentialing said initial teaching certificates increased from 15,400 in 2015-16 to 18,000 in 2019-20. Still, both are grappling with teacher shortages in particular specialties.

Bellwether Education Partners, a nonprofit education group, argued in a January 2019 report that shortages were clearly a problem in some areas but generic teacher shortages that had been warned about in recent decades have not materialized. “The misalignment between teacher supply and demand is where the teacher short-

age crisis is born and lives,” the report said.

To get through the omicron-drive surge, which hit school staffing hard, schools have adopted an all-hands-on-deck approach with administrators, parents and even National Guard soldiers filling in as substitutes.

Credential requirements have been loosened temporarily. And bonuses backed by federal relief money have been offered to make working in schools more appealing amid a labor shortage.

For the longer term, states have identified needs to invest in strategies to bolster the teacher pipeline. State officials outlined plans to improve teacher recruitment and retention in applications last year for federal COVID-19 relief money. They include fostering teacher aides to qualify them for

classroom teaching vacancies and subsidizing college tuition.

Kansas has been working on expanding “pathways to the classroom” to greater diversify its teachers, requires mentorship for new teachers and is developing new programs for math teachers.

Michigan’s education agency has encouraged districts to give particular focus to raising salaries for teachers at lower levels and to help keep them by advancing them more quickly through the salary schedule. Michigan has also hosted virtual job fairs for educators.

In its application, Nevada warned that its teacher pipeline has continued to shrink over time.

Michigan reported its annual certification of new teachers is not keeping pace with demand. Kansas said the work of its commission to address educator retention and recruitment was disrupted by the pandemic and the number of new teachers could not keep pace with vacancies.

Concerns about teacher shortages that have arisen in the past, sometimes during wartime, have prompted stopgap measures similar to what are currently being developed, said Diana D’Amico Pawlewicz, a University of North Dakota education professor. The results, she said, can be ineffective and even counterproductive, with poorly prepared instructors who are more likely to leave the job within a few years of starting.

“We may be solving one problem — there’s no teacher, there’s no adult in the room at this moment — but we are creating a ripple effect of problems that are going to reverberate for years,” she said.

Factors blamed for the current shortages include a drop-off in hiring during the Great Recession, the availability of better paying options, the politicization of curriculum, frustrations over standardized tests, less generous pensions and concerns about class size, a lack of autonomy and inadequate resources.

Program supports students considering teaching careers Iowa City schools are ‘planting the seed’ with Grow Our Own GRACE KING

The Gazette‌

IOWA CITY (AP) — Iowa City schools are “planting the seed” in students who might be interested in becoming teachers and promising them a job with the district — if one is available — after graduation from the University of Iowa.

The program, which is launching this spring, aims to support students interested in teaching careers, especially students of color. It’s the next step in the district’s Grow Our Own program, a part of its diversity, equity and inclusion plan.

This past fall, the district launched a two-year fellowship for educators interested in leadership positions in an effort to retain more underrepresented teachers, administrators and staff.

The Cedar Rapids Gazette reports that district officials hope a similar program for students will help attract them back to the district, where they could help diversify the teaching staff. About 7 percent of teachers in the Iowa City Community School District are people of color, while 43 percent of the students are young people of color.

Carmen Gwenigale, district leadership fellow with the Grow Our Own program and former Spanish teacher at Liberty High School, said she hopes the program will guide students “to their passion,” whether that’s being a teacher, school counselor or school administrator.

A student who loves cooking, she said, might be interested in being a culinary arts teacher and someday pass along that skill to future generations.

A career interest survey of the district’s high school students showed more than 100 were interested in becoming teachers.

Students with that interest began meeting with program leaders this week.

Amira Nash, associate director of partnerships and programs at the University of Iowa College of Education, and Alexei Lalagos, leadership fellow with the Grow Our Own program at Liberty High School, are hoping at least half of those students get invested in the program this spring.

Next year, the program will expand to all high school students.

00 1

NICK ROHLMAN PHOTOS, THE GAZETTE VIA AP‌

Carmen Gwenigale speaks with Liberty Students about the Iowa City Community School District’s Grow Our Own program at Liberty High School in North Liberty, Iowa on Thursday, Feb. 3, 2022. The program aims to encourage and assist students in becoming educators and offers placement in a job in the district if one is available upon a student’s college graduation.

Carmen Gwenigale, middle right, and Alexei Lalagos, back right, speak with Liberty Students about the Iowa City Community School District’s Grow Our Own program at Liberty High School in North Liberty, Iowa on Thursday, Feb. 3, 2022.

Those who are interested in purIf students decide teaching isn’t Many students — especially suing a career in education can for them, they still gain skills that first-generation college students meet weekly with a teacher spon- can help them in whatever career — aren’t sure how to pursue higher they choose, Gwenigale said. sor at their school. education, Gwenigale said.

“If you’ve never had someone in your family go through the process of applying to college, it can seem really overwhelming,” said Nash, who will work with the students once they are at the University of Iowa.

The students will be helped with their college application and given advice on financial aid and grant opportunities. Once on campus, they’ll be informed about resources that provide academic help and mental health support.

The district is working with Educators Rising, a curriculum for students to learn about the profession and explore career opportunities, develop skills they need and make informed decisions about pathways to becoming a teacher.

Students will be encouraged to enroll in Kirkwood Community College’s Education Academy to earn free college credit while they’re in high school and to explore their career interest.

Upon graduating from the UI, students are guaranteed a position in the Iowa City Community School District if there is an opening.

F8

PROGRESS 2022

| SUNDAY, FEBRUARY 27, 2022

Greetings from

EVANSDALE Good things are happening in Evansdale I n Evansdale you will experience the unique blend of small-town values, friendliness, and safety — known as a “City of Good Neighbors.” Yet, with our central location, big-city amenities are just 10 minutes away.

The city of Evansdale is a growing residential community with approximately 90% residential real estate and 10% commercial. Since the 2010 Census, the city has seen more than 60 new DEANNE KOBLISKA residential homes built with several in progress.

We are also expanding our multi-residential real-estate with Brooklyn Manor, a five eight-plex property in the northern part of the city. Deerwood Park Estates, a six eight-plex property in the southwest part of the city, will break ground within the next year. Several other planned development communities are on the horizon.

The city has completed the infrastructure for Phase One of Eagles’ Landing, a 64-acre retail development property on the eastern edge of the city. Phase One lots consist of 10 site-ready lots that are approximately 2 acres each. Eagles’ Landing will offer a variety of retail stores, restaurants, business offices, and hotels.

Excitement is brewing in Evansdale as a nonprofit organization is moving forward to place a 5,000 square foot community

In the past couple of years Evansdale has focused on improving our quality of life by focusing on updates to our park system.

center in our city. The center will offer a large reception area for weddings, family gatherings, graduations, and showers, as well as a kitchen facility, two multipurpose rooms for meetings, and a designated wellness/workout room. The facility will be available to all Evansdale residents and others in the Cedar Valley to enjoy.

In the past couple of years Evansdale has focused on improving our quality of life by focusing on updates to our park system. We have replaced the playground equipment in four of our six parks to include state-of-the-art equipment that the little ones will love. We are in the process of upgrading 37 camp sites to expand full hook-up at Deerwood Campground and we are working with our neighboring city, Elk Run Heights, to place a dog park and walking trails in Bunger Park for calendar years 2022/2023. The city also houses a skate park, an 18-basket disc golf course (expansion in process), and over five miles of biking/walking trails within our borders.

DeAnne Kobliska is the mayor of Evansdale.

“

At Veridian, you’re a member and an owner. That means your best interests always come first.

“

 Angels Park at Meyers Lake in Evansdale.

EVANSDALE

CHRIS ZOELLER, COURIER STAFF

Established:

63

1947

218

Evansdale

Waterloo 63

380 20

380 218

Population:

4,561

BLACK HAWK

64.5%

380

AREA OF DETAIL Black Hawk County

Employment rate:

20

TAMA

218

La Porte City BENTON

maps4news.com/©HERE, Lee Enterprises graphic

Median household income:

Distance to:

$49,786

Average commute to work:

16.4 minutes

Des Moines: 130 miles; 1 hour, 58 minutes BRAGGING  Minneapolis/ RIGHTS St. Paul: Home to a popular 225 miles; trailhead for the Cedar 3 hours, Valley Nature Trail, a 67-mile historic rail trail that runs 27 minutes through Eastern Iowa  Chicago: between Waterloo and 297 miles; 5 hours Cedar Rapids to Ely. 

TIMING IS EVERYTHING

AND THE CLOCK IS TICKING TO APPLY!

Renee Christoffer CEO and president

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00 1

PROGRESS 2022 PUNCHING THE CLOCK

February 27, 2022 SECTION G

IN NORTHEAST IOWA

RANK AND FILE

RECRUITMENT

Law enforcement candidates in short supply across US

JEFF REINITZ

jeff.reinitz@wcfcourier.com‌

L

ocal law enforcement agencies continue to struggle to keep their ranks filled.

As of late January, the Waterloo Police Department had nine open officer positions and a civil service list of only eight approved applicants that might be able to fill them. That is if the candidates haven’t already moved on and found work elsewhere.

Either way, the department has asked to compile a new civil service list — a process that takes months — to round out the remaining vacancy, or vacancies, and prepare for future openings.

“It takes us a good three months between the time that we advertise, collect applications, do the physical testing, the medical testing, and get an actual certified list,” said Capt. David Mohlis with the Waterloo Police Department.

Police leaders across the county have experienced a shortage of people interested in entering their ranks, in part because of the George Floyd effect, a backlash against law enforcement in the wake of the racial justice movement.

Unlike most career fields, hiring for law enforcement is a long, involved process. Candidates have to pass a physical fitness test, written tests, a background check and interviews before they are placed on a list with other applicants.

When an agency has an opening, the department has to hire from that list, which is good for a year.

After hiring, the applicant has to attend a 16-week state law enforcement academy. Following the academy, they begin a field training program and are paired with an experienced officer for another 16 weeks and gradually begin taking on responsibilities until they are able to work alone.

CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER‌

Waterloo Police Officer Steve Thomas, a field training officer, goes over a general order checklist with probationary officer Jacob Zars, seated, in January at the Waterloo Police Department. Zars is in his third of four phases of training.

The Waterloo Police Department used to compile a civil service list about once a year. The most recent list was burned through in about four months.

With fewer people applying for the job, the Waterloo Police Department has added a $5,000 signing bonus.

“We are talking about increasing that because other agencies are paying up to

$15,000,” Mohlis said.

The Black Hawk County Sheriff’s Office has had a similar issue retaining staff. But Sheriff Tony Thompson said he isn’t interested in offering bonuses for people who join.

“That seems a little counterintuitive.

What we’re focusing on is the incentivizing of our staff, so we make it more

appealing to work here,” Thompson said.

The Sheriff’s Office staffing had been about down about 10% for a period in 2021 but made strides in recent months.

It is now down about 10 spots for a 140-person agency.

Please see RECRUITMENT, Page G2

Pathway to a career HCC program offers training to those in correctional system ANDREW WIND

andrew.wind@wcfcourier.com‌

CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER‌

Eric Grove controls the Amatrol Pegasus training robot in the IGNITE program lab at TechWorks in Waterloo. Grove finished the IGNITE: Introduction to Advanced Manufacturing course in December.

Eric Grove has some background in construction and industrial maintenance. But for 3-1/2 years, he worked a “menial job” with limited pay building pallets.

“I wasn’t using my skills, and the skills I had were rusty. My self confidence wasn’t there to apply for a job,” said Grove.

That changed through his involvement in Pathways to Education and Employment for Reentry, a new program of Waterloo’s Hawkeye Community College and the First Judicial District.

Grove, a 37-year-old Evansdale native, learned about education and career services available to him after PEER Coordinator Belle Fleischhack visited the Junkman/Knoebel Center, where he has lived for nearly a year. The center is a transi-

tional housing unit for people recovering from alcohol or drug addiction.

“Belle reached out and made it sound like something I was capable of doing,” he said of the program’s services, focused on short-term training for high-demand jobs.

Grove ended up enrolling in a two-month advanced manufacturing course operated by the college. He received hands-on training in a lab at TechWorks through IGNITE: Introduction to Advanced Manufacturing, finishing the course Dec. 10.

“When I completed the program, it definitely felt like I’d accomplished something,” he said. Interview opportunities came up quickly at two companies.

“Going into the interviews for both places, I felt like I knew what I was talking Please see HCC, Page G2

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The essentials

Great Resignation

Inhospitable

Some states might give you a raise

Historical data shows it’s not so drastic

Why record numbers of service workers are quitting

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PROGRESS 2022

| Sunday, February 27, 2022

If you’re essential, states might give you a raise GOP and Democratic governors are pushing this year for higher pay SOPHIE QUINTON

Stateline.org ‌

Both Republican and Democratic governors are pushing this year for higher pay — and in some cases, more training — for teachers, police officers, health care workers and other professionals who’ve proved essential during the coronavirus pandemic.

They’re framing their proposals both as a “thank you” to frontline workers and as an effort to recruit and retain them during a tight labor market. And because of a booming economy and federal COVID-19 relief aid, governors have plenty of money to spend.

“Right now we don’t have to choose — we are able to be fiscally responsible while making record investments in our people and in our future,” Kentucky Gov. Andy Beshear, a Democrat, said during his budget address this month.

He’s proposed giving all state employees a 5% raise and spending $400 million on what he called “hero” bonuses for essential workers such as nurses, grocery store clerks and bus drivers.

Yet despite general bipartisan support among governors for pay increases, Republican and Democratic lawmakers don’t always agree on who should get a raise or bonus and how much money should be spent on the incentives.

In Kentucky, for example, the Republican-controlled House last week passed a proposed budget that would increase state worker pay by 6% (which Beshear has said he supports) but wouldn’t give teachers a mandatory raise (which Beshear wants), instead allowing districts to choose whether to offer raises. Nor did it include the governor’s proposed bonuses for other essential workers.

Kentucky Senate President Robert Stivers, a Republican, said lawmakers would rather send more money to school districts and let them choose how to spend it. Lawmakers could be open to the essential worker bonuses, he said, if they are more narrowly aimed at workers who face a high risk of COVID-19 exposure on the job. “That’s where I think everyone is in somewhat of agreement,” he said.

The COVID-19 pandemic has underscored the importance of front-line workers, particularly in caring professions. Short-term staffing problems because of illnesses and quarantine rules have left hospitals straining to serve patients, schools struggling to teach children, and working parents scrambling to find child care.

Such critical jobs are harder to fill than ever. Right now, there are more open jobs in the United States than there are unemployed people looking for work. Fewer people have immigrated to the U.S. in recent years, more people are retiring, and workers are quitting at record-high rates.

There are several reasons for

CHARLIE NEIBERGALL, ASSOCIATED PRESS‌

Iowa Gov. Kim Reynolds greets employees at Iowa Spring Manufacturing Oct. 20 in Adel. Reynolds, a Republican, has announced the state will give a $1,000 bonus to all law enforcement and corrections officers. She also announced a $1,000 bonus for teachers who have worked through the pandemic. the resignations, economists say.

Some workers are quitting because they’re burned out by the pandemic or because they can’t find child care. And with so many employers increasing pay and benefits to attract candidates, workers can more easily jump to a less stressful or more lucrative position.

Lawmakers know the public sector must adapt. “We’re going to have to be competitive with the private sector, and we know that,” Stivers said of state government jobs. “We know that to attract the talent we want, we have to change our pay scales.”

Politics also shapes pay increase proposals, however. For instance, some GOP governors want to give raises to law enforcement officers as a sign of support for an institution they say is under attack from the left. Some liberals have been calling for cuts to police funding, arguing that transferring some of that money to social services would do more to curb crime.

“As long as I’m governor, Georgia will always back the blue,” Republican Gov. Brian Kemp said during his state of the state address this month. Kemp, who’s up for reelection this year, has proposed $5,000 pay raises for state employees, including law enforcement, and $2,000 raises for teachers.

Beshear’s budget and the House Republican budget both propose a $15,000 raise for state police officers and an $8,000 pay increase for state police dispatchers.

Beshear is up for reelection next year. Political concerns also could have influenced his proposal, said Jason Bailey, executive director of the left-leaning Kentucky Center for Economic Policy. “Probably there’s the role of some of this rhetoric around ‘defund the police’ that he doesn’t want to be associated with,” Bailey said of the governor.

The great resignation‌

Quit rates in fields such as education, health care and government are rising, as they are in other industries.

“You can see people moving out of teaching, and fewer teachers being hired,” said Brad Hershbein,

senior economist and deputy director of research at the W.E. Upjohn Institute for Employment Research, a nonpartisan research organization based in Kalamazoo, Michigan. “And this also seems to be the case for health care workers — nurses in particular.”

States employ about 5% fewer people in total than they did when the pandemic hit, according to the federal Bureau of Labor Statistics. Hospitals employ about 2% fewer people today than they did in March 2020.

COVID-19 has made many front-line jobs more stressful, worker advocates say. People in essential jobs run a higher risk of getting sick and of infecting their families.

Teachers have spent the past two years ping-ponging from online to in-person to hybrid instruction. Nurses are dealing with patients and families who are angry about mask rules or long waits in emergency rooms. Vaccination mandates have pushed out some workers who don’t want to get COVID-19 shots.

And as more people quit, pressure mounts on their colleagues to pick up the slack — making already tough jobs even tougher.

“We had staffing shortages prior to COVID, and COVID has just exacerbated that,” said Delanor Manson, chief executive officer of the Kentucky Nurses Association, a professional group based in Louisville.

Nurses are exhausted, feeling unappreciated and leaving for less stressful jobs, she said. Or they’re leaving to work for travel nurse agencies, which send nurses on short-term assignments around the country and can pay them three or four times more than a hospital. Meanwhile, fewer people are enrolling in Kentucky nursing schools, she said. “Last year, we had 1,700 seats open.”

Education workers also are burning out and looking for a better deal. “The workload has increased exponentially over the last several years, and especially with COVID, people are just mentally exhausted, and they are looking for other careers,” said Eddie Campbell, president of the Kentucky Education Association, an

Recruitment

HCC

From G1

From G1

“We are doing a little bit better, and we have one in the hopper who’s going to be hired, so we will be nine down. We are slowly gaining back, but we’re not out of the woods yet,” Thompson said in January.

The Sheriff’s Office has less of an issue hiring staff. A few years ago, the agency began hiring civilian corrections workers to replace full, sworn deputies to staff the county jail, the largest part of the office’s operations.

Civilian jailers don’t need to be drawn from a civil service list or graduate from the law enforcement academy, so the onboarding process is faster — around just under a month.

“We have an open, revolving applicant window, so they can apply anytime,” Thompson said. “The civilians tend to be a little bit easier to hire.”

When a patrol, investigations or civil process deputy leaves, it’s only a matter of replacing them with a jail deputy and rolling a civilian into the resulting jail vacancy.

At some point, the number of deputies and civilian jailers will even out, and replacing a deputy will meaning hiring a new deputy, Thompson said.

On the other side of public safety in Waterloo, the fire department isn’t seeing staff reconsidering their careers in the way some police officers have. When firefighters leave, it’s usually to join another

about,” Grove said of his newfound confidence. “I had two job offers within that week.”

Early this year, he started a job driving a forklift at Viking Pump.

The new position has meant greatly improved pay, benefits and work environment.

PEER assists people involved with Black Hawk County Correctional Services in a variety of ways, depending on their need.

Educational counseling, career exploration, job readiness and hands-on training, and resource referrals are available. Participants are in the Black Hawk County Jail, the First Judicial District’s Waterloo Residential Correctional Facility or the Waterloo Women’s Center for Change, or involved in the parole system living in the community.

Since starting in May, Fleischhack said the program has connected with 59 people in jail, providing resume workshops as well as training to earn a certification in forklift driving and a commercial vehicle learner’s permit.

They can continue with training through the program upon release or go into the workforce.

“Overall, there’s close to 90 or 100 individuals that we’ve worked with so far,” she noted, both in and out jail. Twenty people have enrolled in or completed training programs. Participants receive services and training at no cost to them, thanks to available

CHRIS ZOELLER, COURIER STAFF PHOTOGRAPHER‌

Waterloo Police Officer Steve Thomas, right, a field training officer, and probationary officer Jacob Zars check the board with active calls. department, said Pat Treloar, chief of Waterloo Fire Rescue.

“The newer millennials, they tend to move around a little more than, say, my generation. We have had younger people who left to go to other departments. They’re not leaving the fire service. They’ve gone out of state or they’ve gone to Des Moines or a larger department,” Treloar said.

The department is currently down one firefighter, and it has a decent chance of filling the vacancy with its current civil service list.

Even so, the department — much like law enforcement — is seeing a shrinking interest in people choosing fire service as a career.

“When we do a recruitment, we are seeing less applicants,” Treloar said.

In the past, Waterloo Fire Rescue would easily draw 300 applicants vying for a chance to get on the civil service list. Now it is lucky if 100 people apply, Treloar said.

advocacy and lobbying group.

He pointed out that it’s not just teachers who are quitting. So are school transportation, food service and custodial workers.

“Other jobs are pulling them away at higher rates of salary,” he said.

And it’s also getting harder for state agencies to fill key jobs, such as snowplow drivers, social workers and state troopers.

“I’ve been a trooper for 21 years, and currently our manpower numbers are the lowest that they’ve been in my entire career,” said Sgt. Michael Murriell, the commander of the recruitment branch for the Kentucky State Police. There are about 300 state police jobs open, he said, which is about a third of the jobs for which the state typically has the budget.

“We’ve been seeing an average of about five resignations per month, just because of pay in the private sector being what it is currently,” Murriell said.

Past underinvestment in school and state employees has contributed to today’s hiring problems, said Dave Kamper, senior state policy coordinator for the Economic Analysis and Research Network at the Economic Policy Institute, a left-leaning think tank based in Washington, D.C. Over the past decade, states have cut pension benefits and failed to ensure pay keeps up with inflation.

“This is the chickens coming home to roost, for a decade of public sector neglect after the Great Recession,” Kamper said.

“You had an incredibly brittle public sector before this pandemic hit. And you’re seeing now that it just cannot hold anymore.”

Unexpectedly high revenues and federal COVID-19 relief funds give state leaders an opportunity to address the problem this year. States can use federal dollars from last year’s mammoth American Rescue Plan Act to offer bonuses to essential workers and grow the public sector workforce by up to 7.5%.

“Most of these governments, state governments and even local governments, have money in a way that they haven’t for a long time,” Kamper said.

Kentucky has a $1.9 billion budget surplus and an additional $1 billion in federal relief funds in the bank, Beshear noted in his budget speech. That’s almost 9% more money than the state spent in fiscal 2019.

Kentucky Democrats say it’s about time to invest in state workers. “State employees haven’t seen a meaningful raise in Kentucky in 13 years,” said state Sen. Morgan McGarvey, the minority floor leader. McGarvey added that no state employees, other than teachers, have been eligible to receive a defined-benefit pension since 2014.

“There’s really been kind of a shortchanging of state employees,” he said.

Governors around the country agree, pitching plans to recruit and retain key workers, especially police and teachers, though not

necessarily at the same proposed wage increase.

New Mexico Gov. Michelle Lujan Grisham, a Democrat, wants to raise teacher pay by 7% and state police pay by 20%. Alabama Gov. Kay Ivey, a Republican, has called for upping state employee and teacher pay by 4%. Missouri Gov. Mike Parson, a Republican, has proposed raising pay for state workers to at least $15 an hour.

(The state’s minimum wage is $11.15 an hour.)

Some state leaders also support retention bonuses. Iowa Gov. Kim Reynolds, a Republican, said the state will give a $1,000 bonus to all law enforcement and corrections officers. She also announced a $1,000 bonus for teachers who have worked through the pandemic. Florida Gov. Ron DeSantis, a Republican, has proposed $1,000 bonuses for teachers and both a 25% pay bump and $5,000 signing bonuses for state law enforcement officers.

Democratic lawmakers in Oregon have proposed $1,000 bonuses for people who worked risky, low-wage public- and private-sector jobs in the first year of the pandemic.

Some governors also are proposing new investments in training or student loan relief. California Gov. Gavin Newsom, a Democrat, has proposed spending $1.7 billion over three years to train, recruit and retain workers such as social workers, nurses and psychiatrists. Beshear wants to spend $79 million on student loan forgiveness for teachers and $25 million on student loan forgiveness for nurses.

Lawmakers and governors don’t necessarily agree on all the details.

Kentucky Democrats say they’re disappointed to see teacher pay raises left up to school districts in the House Republican budget, for instance.

“It feels like we’re not prioritizing teachers, and I’m worried that we’re going to have winners and losers when we give that decision to local school districts,” said Rep. Angie Hatton, the minority whip, during the House Appropriations Committee meeting last week.

Advocates for teachers say that ideally, teachers would get a raise annually to ensure their pay keeps up with the cost of living. “We would love to see consistent pay raises every year, so we’re not falling behind,” said Campbell, of the Kentucky Education Association.

He said his association also wants a minimum $40,000 annual starting salary for teachers across the state. Right now, salaries vary from district to district.

The state minimum starting salary is about $28,000, according to the association.

Economic forces are largely driving state leaders to support pay raises, said Bailey, of the Kentucky Center for Economic Policy. But lawmakers and governors aren’t running a private-sector business. Decisions they make are motivated by more than just economics.

“It’s a political decision,” he said. “It’s not a business decision.”

grants and scholarships.

Like Grove, “a lot of the individuals, they have a job,” said Michelle Clark, a career pathway navigator at Hawkeye. “We’re helping them acquire a job that is sustainable, a job they want to do versus a job they have to do.”

Program organizers contend PEER could have a big impact on crime while developing a new workforce pipeline for business and industry in the Cedar Valley.

“You can cut the recidivism in half, statistically,” said Chris Hannon, Hawkeye’s director of workforce training and community development. According to a study by the Vera Institute of Justice, people in prison who participate in job training programs are 48% less likely to reoffend than those who don’t.

“That’s why the First District is going to put all of its support around this,” said Ken Kolthoff, director of the First Judicial District. “Hawkeye Community College’s investment and interest in wanting to work with these people is just tremendous.”

“Ken and I have been working on this for about five years, and we finally were able to implement it in May,” said Hannon. They had support from Hawkeye President Todd Holcomb for the endeavor, as well as “the right people at the right time” to get the program off the ground. “Everything just came together at the right time.”

Now program staff are working hard to get the word out about the services they provide.

Jesse Rousch, jail diversion so-

cial worker, noted that “quite a bit of our population” does not have a high school diploma or any posthigh school education. Still, “for a big portion of our population, they don’t realize these opportunities are there and they’re eligible for it.”

In IGNITE, Grove went through manufacturing modules such as robotics, computer-aided design, hydraulics, pneumatics, programmable logic control, computer numerical control machining and electrical.

“You get a certificate for completing the program and then a certificate for mathematics,” he said. “The robotics and CNC was completely new to me.

“My current employer said me going through that course was a factor in bringing me on,” added Grove. Driving a forklift is going well, “but after I get out of my probationary period (at Viking) I plan on bidding on CNC or some type of machine.”

While there is some on-the-job training, he expects more Hawkeye career courses to be in his future. “I’ll be going back and doing more with CNC, kind of get a better understanding of that,” he said.

Fleischhack said not everybody who has been involved with the program has moved on to a job yet, like Grove. But plenty of people are in the pipeline. “We will serve over 120 in the first year,” she noted.

For more information about PEER, call (319) 296-4296, extension 3103, or email peer@ hawkeyecollege.edu.

Competition‌

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Sunday, February 27, 2022 |

The ‘great resignation’

Historical data, deeper analysis say it’s lighter than headlines suggest why someone is no longer working at a company – whether they quit, got fired or something else – so it can track only total turnover.

ADP’s most recent data shows high turnover is concentrated among 16-to-24-year-olds, with a turnover rate almost three times the national average.

High turnover for young workers is not surprising, in my view, because COVID-19 restrictions have canceled many nonwage benefits like after-work socializing and company parties. For younger workers new to the labor force, these types of activities are important in developing company belonging and loyalty. Without them, there are fewer ties binding these workers to a company.

JAY L. ZAGORSKY

Boston University‌

The so-called “great resignation” was one of the top stories of 2021 as “record” numbers of workers reportedly quit their jobs.

The latest figures came out on Jan. 4, 2022, and showed that 4.5 million people voluntarily left their positions in November – an “all-time high,” according to the agency responsible for collecting the data. That’s 3% of the nonfarm workforce, which headlines also proclaimed a record level.

But is it?

The “quit rate” interests me because I wrote my economics doctoral thesis on how people find work. Since then I have been fascinated by how people leave jobs and then find new ones.

Reducing quit rate‌

Tracking ‘quits’‌

Data on people quitting comes from the Bureau of Labor Statistics.

Each month the bureau runs the Job Openings and Labor Turnover Survey, also known as JOLTS. The bureau interviews about 20,000 businesses and government agencies each month, which it uses to estimate several aspects of the workforce, including the number of people who quit, retired, got hired or got fired.

Since April 2021, the share of nonfarm workers who quit their jobs has been at some of the highest levels recorded by the bureau.

In all, nearly 33 million people left their positions over this period, or over a fifth of the total U.S. workforce.

Certainly, that’s a lot of people.

But a closer look at all the historical data we have can help put this in some perspective.

One issue is calling the current levels a “record.” The problem is the data only goes back a little over two decades, which means it’s certainly possible that the rate could have been higher at several points in the past. We just don’t know.

For example, during the dotcom bubble in the late 1990s and early 2000s, the U.S. economy was strong, which created many new jobs and opportunities for workers. These are typical precursors to more people quitting their

ASSOCIATED PRESS‌

A sign in the parking lot of Mariano’s grocery store advertises the availability of jobs in Chicago. current jobs in search of better pay and benefits. Given that the rate was 2.4% in January 2001 – a month after the quits data begins – it’s not a stretch to imagine it may have been higher than the current level at some point in 2000 or earlier.

Or another time when quits may have been higher was after World War II, when the postwar American economy was booming and the economy was in great flux.

In fact, some data pre-2000 does exist that suggests there are times when the quit rate may have been higher. The Bureau of Labor Statistics tracked the quit rate in the manufacturing sector from 1930 to 1979, when it ended the survey because the industry – which at one time made up as much as 28% of the economy – became less important.

Manufacturing workers, who make things like steel, cars and textiles, were quitting their jobs at a monthly average rate of 6.1% in 1945, compared with the 2.3% recorded for the sector in November 2021.

Since about a third of the U.S. workforce had manufacturing jobs

in the late 1940s, this suggests the most of the turnover, with some overall quit rate was likely higher lower than their recent peaks. back then.

The highest quit rate is in accommodation and food services.

Perspective‌ About 6.9% of people working in A lot of stories have also focused hotels, motels, restaurants and on the absolute number of work- bars gave notice in November. ers who quit their jobs, such as 4.5 While that’s the highest since million who quit in November – 2000, voluntary turnover in this on a seasonally adjusted basis. sector is usually on the high side – If quits for December 2021 are given the nature of the work – and similar to November, I expect has been above 5% many times about 47 million people will have over the past two decades. voluntarily left their jobs in all of November’s second-highest 2021. That would mean about 33% quit rate, at 4.4%, was retail trade, of the total nonfarm workforce which includes workers in stores and shops. Combined, these two quit jobs last year.

Again, that seems like a lot, but relatively low-wage industries aca huge swath of the labor force counted for one third of all people does this every year. In 2019, for who quit that month. example, about 28% of the U.S. On the other hand, the quit workforce quit. rates for construction, informaSo is quitting higher than nor- tion, finance and insurance and mal? For sure. But off the charts real estate are relatively low and enough to earn the moniker of have been higher in the past 21 “great”? I don’t think so. years.

Not all sectors are seeing a wave We can also see from the data that young people make up the of quitting Workers also aren’t quitting in biggest share of people switching droves across all sectors of the jobs. Data from ADP, one of the economy. While quits are higher largest payroll processors, breaks than usual in most industries, a down turnover by age. But unlike few sectors are responsible for the JOLTS data, ADP doesn’t learn

Nevertheless, just because the quit rate isn’t at a record doesn’t mean there isn’t a problem of too much turnover in the labor market. But that problem appears to predate the pandemic.

High annual quit rates mean many workers are not satisfied with their job’s pay, benefits or working conditions. And that can be a huge waste of time and money for both companies and workers.

Hiring and training workers is expensive. And searching for new jobs and switching jobs is physically and emotionally difficult for workers.

Research shows employers can minimize turnover by many different methods, such as by giving workers a sense of purpose, letting them work in self-directed teams and providing better benefits.

Individuals thinking about quitting should ideally find another job before quitting. You have a much higher chance of success transitioning from one job to another than trying to jump from unemployment to work.

The next time you hear about the “great resignation,” understand it isn’t quite as great as it seems, since large numbers of U.S. workers have been quitting for years.

The Conversation is an independent and nonprofit source of news, analysis and commentary from academic experts.

GREAT CAREERS // GREAT WAGES

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Bad managers, burnout, health fears Why record numbers of hospitality workers are quitting — for good

more at risk were they exposed to COVID-19.

“They didn’t care about our well-being,” she said. “I have family at home that can die if exposed to COVID.”

ANDREW MOREO

Where did they go?‌

Florida International University‌

About 3.5 million people have at least temporarily left the U.S. workforce since March 2020. Over one-third of them – 1.2 million – are in the leisure and hospitality industry.

This has created huge problems for restaurants, hotels and other leisure and hospitality businesses that have struggled to find workers for record numbers of job openings in 2021.

A big part of this decline seems to be explained by the “great resignation.” Leisure and hospitality workers are quitting at the highest rates of any industry. About 1 million quit in November 2021 alone. And the data suggests many of them are not simply swapping one hospitality job for another but leaving the industry entirely.

Why are these workers quitting, where are they going and what can be done to bring them back?

We recently commissioned a survey aimed at tracking down some of these workers and answering these questions. The research is ongoing, but our early qualitative results offer some clues to answering these questions.

Reasons for attrition

Before we get to our early data, there are several characteristics of leisure and hospitality work that help explain why the industry has unusually high turnover rates.

For one thing, the wages are very low. Leisure and hospitality workers were earning an average of US$515 a week – including tips – as of December 2021, making them the worst-paid of all sectors, according to Bureau of Labor Statistics data.

That’s less than half of the average for all private workers and translates into annual income of under $27,000 – based on 52 weeks of pay.

This puts financial stress on these employees, often forcing them to work multiple jobs to get by.

The working hours are also challenging, often involving nights, weekends and holidays, which means hospitality workers routinely miss out on time

Jameson’s waitress Michelle Smith, right, delivers bread pudding and corn beef and cabbage to Martha Canney, left, and JoAnn Miller on St. Patrick’s Day on March 17, 2015, in Waterloo. with friends and family, limiting opportunities to recharge their emotional batteries.

Moreover, the nature of the jobs in this sector are particularly stressful and emotionally draining. In fact, sociologists and economists have a phrase for this: emotional labor. This concept refers to the suppression of whatever emotions an employee may be experiencing to provide good service to a customer – and often “with a smile.”

In hospitality, employees must regulate the outward expression of their emotions to the benefit of the customer and their employer, regardless of what they are feeling. Sometimes this puts little or no burden on the employee, but at other times it takes a great emotional toll.

The COVID-19 pandemic has amped up the emotional labor of service work considerably.

The new stressors include massive furloughs and layoffs since March 2020, significant risks to personal health by having little choice but to work at a physical location where workers regularly are in close proximity to colleagues and customers, as well as fights with patrons over enforcing mask bans and vaccine mandates.

The news media regularly report on angry and even violent con-

frontations between customers lure them back to a hospitality job. and service workers, whether on We used their answers to conplanes, in restaurants or in other struct questions that are appropritypes of establishments. ate for in-depth statistical analysis, which will then be administered to Finding the ‘quitters’‌ 350 people who agree to take part While there’s been a ton of in the quantitative survey. Results coverage of the sector’s record of that survey will be available in a quit rate – which dipped slightly couple months. to 5.8% in December – there’s less hard data on why hospitality Why people leave‌ workers are leaving their jobs now Our first question focused on what drove people to not only and where they are going.

So as part of an ongoing project quit their jobs but leave the hosstudying employee attrition, we pitality sector. The most comasked Qualtrics – an employee mon responses related to health and customer experience da- and safety concerns, burnout ta-gathering company – to find and issues involving managers or people who worked in the hos- co-workers. pitality sector before and during One of our respondents was a the COVID-19 pandemic and have 35-year-old single mother who since left the industry – a process said she had been working in the that was exceedingly difficult. food service industry for about We completed a qualitative un- five years before the pandemic hit. published pilot study in December She quit her job four months later.

2021 to help inform a larger quan“My safety and my family’s titative survey we’re working on safety were on the line and I was right now. Our initial results, which being overworked,” she said.

A 20-year-old man said he left include open-ended responses from 31 people, aren’t necessarily the hotel industry during the panrepresentative of all or even most demic after five years “because I workers who have quit their jobs truly wasn’t happy” and “didn’t but allow us to paint a more com- have the will to keep going on.” plete picture of what’s driving the Another 35-year-old woman decisions of these specific individ- said she quit her job on a cruise uals. We asked them why they left, ship because she cares for her where they went and what could elderly parents, who would be

As for what the people in our survey decided to do after leaving the industry, the most common answer was to get more education.

But others emphasized a desire to go into business for themselves or to a different type of service job, such as in retail.

A 21-year-old man who had been working at nightclubs for over three years said he quit to go to college. Both the 35-year-old single mother and 20-year-old man said they decided to become self-employed. Another 23-yearold single mother who had worked in food service before and during the pandemic left for retail, stating: “I got another job as a cashier and it was the only thing I could find at that moment.”

Will they return?‌

Most of our participants told us nothing would bring them back to these types of jobs – they were done with the industry. The 35-year-old single mother, for example, said there was nothing that could be done to bring her back now that she had moved on with her own business.

But others said better money or hours would help lure them back, as well as stronger managerial support.

A 42-year-old woman who spent nearly a decade in the food service industry said she would return for “better pay and more respect,” a sentiment echoed by others.

An 18-year-old woman said she quit a food service job because of a manager with a “really bad temper” who would “cuss at customers and employees.” She said that the only way she would go back to hospitality work is if a company showed her “that managers are actually there to help employees.”

“I would also like customers to be more patient and humble,” she added.

The Conversation is an independent and nonprofit source of news, analysis and commentary from academic experts.

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Worship with these Cedar Valley Churches American Baptist Churches USA

First Baptist Church

Christian Church (Disciples of Christ)

Waterloo, IA

Central Christian Church

319-234-1537

3475 Kimball Avenue, Waterloo

www.firstbaptistwaterloo.org

319-234-6231

434 Baltimore St.

In-person Worship: 10:15 a.m. Sunday Live streaming: FBC YOUTUBE channel & link via Facebook at firstbaptistwaterloo.org Rev. Jonathan Singer Rev. Carol Teare

www.centralchristianwaterloo.org We worship on Sunday mornings at 9:30am

Sunday 9:30 a.m.

Wiggly Worship for preschool and

Bible Study early elementary ages

Wednesday hospitality hour following.

Evenings p.m.

Faith Formation5:30 activities and Group Wednesday evening 5:45-7.

FROG Pad for Youth: birth through high School Group Sundays 4:00 p.m.

F.r.o.G, pad

and anything is possible.

Join us on Sunday at 8:30, 10 & 11:30 AM 118 High St. Waterloo, IA IN . OF . FOR THE CITY

www.myhopecity.net

Lutheran

301 1st Street NW Waverly, IA 50677 319.352.3850 www.stpaulswaverly.org ServiceS: School Worship - In Person Thursdays at 8:35 a.m. evening Worship - In Person Saturdays at 5:30 p.m.

Traditional Worship - In Person & Livestreamed Sundays at 9 a.m. contemporary Worship - In Person Sundays at 11 a.m.

Special programS and evenTS: How art Thou Fellowship - Saturdays at 4:30 p.m.

Coffee Fellowship - Sundays at 10:15 a.m.

Faith Lutheran Church 422 N. Prairie St. Shell Rock, IA 50670 319-885-4547 faithsr11.org Sunday Services, 9 a.m.

In-Person & Online on Facebook or after 10 a.m. on Faith Lutheran SR-You Tube 3/2 Ash Wednesday and 3/9, 16, 23, 30 & 4/6 for Lenten Services at 7 p.m.

Lutheran (ELCA)

Trinity American Lutheran Church 605 West Fourth Street Waterloo, IA

Bethlehem Lutheran Church

Communion:

4000 Hudson Road Cedar Falls, IA 50613 (319) 266-3541 www.bethlehemcf.org

1st Sunday of the month

Sunday Worship Service:

319-235-6269 Sunday Services 9 a.m.

Sunday school: 2nd & 4th Sundays during worship time Everyone Welcome

9 am Lenten Midweek Worship: Wednesdays, March 2-April 6 7:00 pm Also available online at www.bethlehemcf.org Pastor Amy Eisenmann

Presbyterian (PCUSA)

Presbyterian (USA)

First Presbyterian FIRST PRESBYTERIAN CHURCH 902 Main St., Cedar Falls 277-3930 firstprescf.org office@firstprescf.org Sunday Worship 10:30 am Join us for worship, study and our SHINE Children & Youth program.

African Methodist Episcopal

PAYNE MEMORIAL AME CHURCH 1044 Mobile St. Waterloo, IA 50703 319.233.8189 Sunday Morning Worship - 11 a.m.

Sunday School - 9:30 a.m.

Wednesday Prayer 12 Noon & 6:00 p.m.

Thursday Bible Study12 Noon & 6:00 p.m.

Revival Road to Resurrection!

MARCH 2, 9, 16, 23 & 30 - 7 p.m. at Payne Memorial AME Church Rev. Dr. Lawrence E Marshall, Pastor MARCH 4th YAN INC. presents Friday Night Lights - 7 p.m.

MARCH 5th Founders Day - 2 p.m.

BOTH AT WATERLOO CENTER FOR THE ARTS

Worship Services Sept. - May: 8:30 & 11:00 a.m.

June - August: 8:30, 10:30 a.m. & Wed. Evening 6:30 p.m.

Rev. Michael Badenhop, Pastor

Presbyterian Church PCUSA

Westminster Presbyterian Church

Church

1301 Kimball Ave., Waterloo

505 Franklin St., Waterloo

319-234-5501 wpcw.org

319-233-6145

Sunday Services:

1stpresby.org

9:00 am Traditional 11:15 am Contemporary

Sunday Worship: 10:00 a.m.

In Person and Live Stream Rev. Dan Voigt, Pastor With Christ as our cornerstone we Believe,

Rev. Dr. Amy Wiles

00 1

everyone is welcome, because no one is perfect,

Worship

ELCA

Lutheran

Hope city is a place where

Become, Belong, Build

United Methodist

Kimball Avenue United Methodist Church 1207 Kimball Avenue, Waterloo, IA 319-232-4103 www.kimballaveumc.com Sunday Worship 9:30 a.m.

In person worship and living streaming on Facebook https://kimballaveumc.

Rev. Joel R. Higgins

First United Methodist Church find yourself in God’s great story FIND YOURSELF IN GOD’S GREAT STORY

Sunday mornings Wednesday nights throughout the week

F I RST U N I T E D METHODIST CHURCH www.aboutfirst.com

G5

G6

PROGRESS 2022

| Sunday, February 27, 2022

2022

Sunday, February 27, 2022

Years In Business

127 YEARS 104 YEARS 87 YEARS Michael Painting and Decorating Co. Painting and Decorating Quality Since 1895 1008 Jefferson Waterloo, IA 50701 319-232-3755

Beecher, Field, Walker, Morris, Hoffman & Johnson, P.C. 620 Lafayette St. Waterloo, IA 319-234-1766 www.Beecherlaw.com

125+ YEARS 103 YEARS

Denver, IA 319-984-5676 SchumacherElevator.com

103 YEARS Schoitz Engineering, Inc. Hwy. 63 South Waterloo, IA 319-234-6615

123 YEARS 102 YEARS Palace Clothiers “Clothing You For Life’s Important Moments” 309 Main St. Cedar Falls, IA 50613 319-260-2202 www.palaceclothiers.com

Tjernagel Insurance

Complete Insurance Since 1920 2920 Falls Ave. Waterloo, IA 319-235-6719 www.tjernagelins.com

172 YEARS 122 YEARS 100 YEARS 8 mi. S. of W’loo on Dysart Rd. LaPorte City, IA 319-342-3542

Woolverton

100 Wartburg Blvd.

Waverly, IA 50677 1-800-772-2085 www.wartburg.edu

Wapsie Valley Creamery, Inc.

Since 1906... Looking forward to another 100 years.

Mark Nielsen, President 300 10th St. N. E. Independence 334-7193

163 YEARS 116 YEARS The Courier

Iowa Securities Investment Corp.

Serving Iowans with Commercial real estate WATERLOO | CEDAR FALLS Loans/Investments Since 1906 3346 Kimball Ave., Waterloo, IA 319-291-1400 319-236-3334 www.wcfcourier.com www.Iowasecurities.com

162 YEARS First Maxfield Mutual Insurance 801 S. State St., Denver, IA 50622 319-984-5255 www.firstmaxfield.com

Richardson Funeral Service

Providing Farm and Home Insurance for Black Hawk and surrounding counties.

353 E. Eldora Road Hudson, IA 319-988-4101

99 YEARS Meyers Nursery (A Division of FL&M)

84 YEARS

Blue Line Moving & Storage, Inc.

The people that know how to grow!

1685 Independence Ave. Waterloo, IA 50707 319-232-3954 www.meyersnursery.com

AGENT: United Van Lines 5614 Nordic Dr. Cedar Falls, IA 319-266-3591 Shop: 232-5927 | Yard: 232-1747 www.bluelinemoving.com

96 YEARS

84 YEARS

RSM US LLP Audit, tax and consulting services to help middle market leaders succeed

999 Home Plaza, Suite 300 Waterloo, IA 50701 319-235-9995 www.rsmus.com

Wilber Auto Body & Salvage Family Owned Since 1939 Shop: 232-5927, Yard: 232-1747

112 YEARS

216 W. 11th, Waterloo, IA 319-233-3571 www.varsitycleaners.com

91 YEARS SinCe 1931 Bridal Fashion Custom Service

Bloom Manufacturing, LLC Independence, IA 50644 www.bloommfg.com

YWCA Black Hawk County 425 Lafayette St. Waterloo, IA 50703 319-234-7589 www.ywcabhc.org

National Cigar Store Your Complete Newsstand Featuring quality pipes cigars - tobaccos and liquor.

617 Sycamore Waterloo, IA 50703 319-234-5958 www.nationalcigar.com

Diamonds • Pandora 229 E. 5th Street, Downtown, Waterloo RothJewelers.com

90 YEARS

Waterloo and La Porte City, IA 319-342-2312 or 319-233-3318 www.carneycpa.com

89 YEARS

Hilpipre Auction Co.

CBE Companies

108 years of family auctioneering.

“Since 1914” Waterloo, IA 319-235-6007 www.hilpipre.com

Join Our Team!

1309 Technology Pkwy.

Cedar Falls, IA 319-833-1099 www.cbejobs.com

PDCM Insurance Locally Owned Since 1916 3022 Airport Blvd.

Waterloo, IA 50703 319-234-8888 www.pdcm.com

88 YEARS Petersen & Tietz

Florists & Greenhouses Deeply Rooted in the Cedar Valley Family owned & operated 2275 Independence Ave. Waterloo, IA 50707 319-234-6883 www.ptflowers.com

Retail store moving

Family Owned and Operated Tom Petersen, Owner 520 Main St. Hudson, IA 50643 319-988-3231 www.petersenhhph.com

201 E 22nd St. Cedar Falls, IA 50613 319-266-5438 www.stickfortelectric.com

4920 Dubuque Rd. Waterloo, IA 50703 319-235-9565 www.TCHomeImprovement.com

- Video Surveillance - Access Controls We Service All Major Brands 1657 Falls Ave. Waterloo, IA 319-234-3511

6605 Dubuque Road Raymond, IA 50667 1-800-876-8070 www.backes-auction.com

73 YEARS

65 YEARS

60 YEARS

52 YEARS

46 YEARS

Warren Transport, Inc.

Iowa Wall Systems, Inc.

210 Beck Ave. Waterloo, IA 319-233-6113 www.warrentransport.com

Rely on us for all Drywall, Painting and Insulation needs.

4601 Crestwood Dr. Waterloo, IA 319-296-1663 www.iowawallsystems.com

72 YEARS

65 YEARS

Don Gardner Construction Company

Overhead Door Company of Waterloo

52 YEARS

46 YEARS

Cedar Falls Mobile Home Village

Toby’s Tax

Hoffman & Hoffman Trenching, Inc.

110 Clay St

Underground Utility and Directional Boring contractors 3822 W. Airline Waterloo, IA 319-232-4807

Wholesale-Retail Custom Processing 322 Main St., La Porte City, IA 319-342-2693 www.KramerSausage.com

319-260-2250 www.kjandkompany.com

I Care Certified Environmentally Friendly We sell Quality used parts and buy wrecked or unwanted cars.

945 Lowell Ave., Waterloo, IA 319-232-0704

71 YEARS

64 YEARS

57 YEARS

50 YEARS

45 YEARS

Met Transit

Thompson Real Estate Thompson Farm Real Estate

Pawsitive Pet Care

Ray Mount Wrecker Service

Silver Spur Saddle Shop

Cedar Falls, IA

912 West Viking Road Cedar Falls, IA 50613

829 Sycamore Street Waterloo, IA 50703 319-232-4444 www.raymountwrecker.com

Featuring quality western boots.

3574 W Shaulis Road Waterloo, IA 50701 319-988-4539 www.silverspurshop.com

Provider of Mass Transportation 1515 Blackhawk Street Waterloo, IA 50702 319-234-5714 www.mettransit.org

71 YEARS

63 YEARS

57 YEARS

50 YEARS

Bowers Masonry, Inc.

Allen Glass Co. 1620 Jefferson St.

Clapsaddle-Garber Associates, Inc. (CGA)

From Concept Through Completion, We Are Your Engineering Firm!

5106 Nordic Drive Cedar Falls, IA 50613 319-266-0258 www.cgaconsultants.com

63 YEARS Elliott-Hartman Agency

Waterloo, IA 50702 319-232-0461

Lockard Companies

Narey’s 19th Hole Family owned since 1959

62 YEARS

Professionals 6201 Chancellor Dr. Cedar Falls, IA 319-277-5538 www.rapidsrepro.com

68 YEARS Art Carter and Son Electric Residential and Commercial Wiring 725 Adams St. Waterloo, IA 319-232-9808

68 YEARS Don’s TV & Maximum Sight and Sound 4017 University Cedar Falls, IA 50613 319-234-0344 www.maximumsightandsound.com

67 YEARS

City & National Employment Jobs For You In The Cedar Valley! www.citynatl.com | 221 E. 4th Street, Waterloo • 319-232-6641

VisitGoodwill.com

62 YEARS

Coldwell Banker Elevated Real Estate Recognized, Respected, Recommended for providing nothing but the best Service in the Cedar Valley!

3321 Cedar Heights Drive Cedar Falls, IA 50613 319-277-2121

62 YEARS Morg’s Diner

See us on Facebook!

520 Mulberry St. Waterloo, IA 319-234-2416

62 YEARS

Zarifis Barber Shop

3 Barbers to Serve You 2124 Kimball Ave. Waterloo, IA 50702 319-233-8746 www.zarifisbarbershop.com

56 YEARS LaPorte City Specialty Care

Action Garage Builders

Lic. Iowa & Minnesota 319-239-4130 Thompsonfarmrealestate.com

45 YEARS

Automotive Service Solutions

319-232-1477 actiongaragebuilders.com

dba Automotive Electric “Serving N.E.I.A.” automotiveelectric.com Gary Gilbert owner Dennis Rogers svc advisor” 500 W. 5th, Waterloo, IA 319-233-4466

50 YEARS

45 YEARS

“If You Need a Garage You Want ACTION!!”

Free Estimate

John Deery Motors Ryan Exterminating, Inc.

For All of Life’s Health Transitions 319-342-2125

Nissan Lincoln Mitsubishi 6823 University, Cedar Falls, IA 319-277-6200

Pest Control & Radon Testing 116 High St Elk Run Heights, IA 50707 319-296-3227

55 YEARS

50 YEARS

45 YEARS

Modern Builders, Inc.

Cedar Falls Brown Bottle

Omega Cabinetry

Specializing in Pre-Engineered Buildings & Standing Seam Metal Roofs 201 Main Street Jenesville, IA 50647

Italian dining 1111 Center Street, Cedar Falls IA 319-266-2616 www.thebrownbottle.com

55 YEARS

49 YEARS

B&B Farm

Stephen D. Knapp

Proudly employing quality craftsmen and women 319-235-5700 www.omegacabinetry.com

44 YEARS Dennis Eslick Eslick Financial Group

Store, Inc.

REALTOR

1134 220th St.

319-493-4000

Jesup, IA

sknapp@lockardrealty.com

999 Home Plaza, Suite 201 Waterloo, IA 50701 319-833-5555 www.eslickfinancial.com

49 YEARS

44 YEARS

Black Hawk Gymnastics

Dierks Tree Transplant, INC.

319-827-1463

54 YEARS

527 Park Lane, Waterloo, IA 50703 319-233-8911 www.clarkpo.com

180 Provision Parkway Waterloo, IA 50701 319-233-2533 www.BlackHawkGymnastics.com

Specializing in large tree transplanting. Nursery stock available.

Cedar Falls, IA 319-277-7173

54 YEARS

49 YEARS

43 YEARS

Paulson Electric Co. Of Waterloo Electrical Contractors 1915 Jefferson St. Waterloo, IA 233-3543

54 YEARS

Ford Has Been Here Serving You Wayne Claassen Witham Auto Centers Engineering Ford, Kia, VW, & Chevy 20833 La Porte Rd. AND SURVEYING, INC.

2705 University Ave. Waterloo, IA 319-235-6294

46 YEARS

Pat’s Auto Salvage

Dr. Bradley Kneeland Taking care of your furry friends.

1799 Ansborough Waterloo, IA 50701 319-234-7511 www.ppcvets.com

70 YEARS

451 LaPorte Rd. Waterloo, IA 319-232-0140

59 YEARS

Waterloo, IA

Iowa’s Oldest UL Listed Burglar Alarm Company 16 W. Commercial Waterloo, IA 319-232-0490

77 YEARS

Amana, Maytag, Kitchenaide Speed Queen, Frigidaire Adam Morris

319-233-7649

2125 Falls Avenue

Joyce HarrensteinBroker/Owner REAL ESTATE OUR ONLY BUSINESS Parkersburg, IA 319-346-1364 or 319-404-1502 www.schuckrealtyco.com

2073 Logan Ave. Waterloo, IA 50703 319-234-9739

74 YEARS

319-277-4162 lgsol@cfu.net

Cedar Falls, IA

Hawkeye Alarm and Signal Co.

999 Home Plaza, Waterloo IA 50701 319-277-8000 www.LockardRealty.com

Peoples Appliance

219 Cordoba Ave.

52 YEARS

Serving Automotive Needs Since 1945 1505 West 1st Cedar Falls, IA 319-277-5343

105 BMC Drive Elk Run Heights, IA 50707 319-833-7648 www.manatts.com (Many Locations Across Iowa)

Over 60 years’ experience!

1127 Jefferson St. Waterloo, IA 1-800-728-6665 communitybuildersia.com

Kramer Sausage Co.

63 YEARS

75 YEARS

Transmission Rebuilders, Inc.

58 YEARS

70 YEARS

Wood, Metal and Plastic Patterns Full CAD/CAM Services 84 W. 11th St. Waterloo, IA 319-232-7993

Community Builders Larry Gregory Insurance Supply Co. For All Your Insurance Needs

64 YEARS

72 YEARS

Schuck Realty Co.

77 YEARS

77 YEARS

RC Systems

319-277-2528

www.allenglassco.com

Midwest Pattern Co.

Waterloo, IA 50702

Quiet Park-New/Used Sales 1 mile W. of the UNI-DOME 319-266-6093 www.cedarvillagecommunity.com

Property and Liability Insurance for Businesses and Individuals 611 Ansborough Ave. Waterloo, IA 50701 319-233-8459

Schuerman Auto Repair

back to Warehouse

800 Commercial Street Waterloo, IA 319-233-0471 www.ohdcwaterloo.com

“Foodservice with a Difference” 406 Viking Rd. Cedar Falls, IA www.martinbros.com

In business for 90 years doing Flat generations.

Work and Concrete Raising.

1519 West 4th, Waterloo, IA 3220 Panther Lane, Cedar Falls, IA 319-233-6138 319-266-6202 www.lockefuneralhome.com www.chriscrete.com

90 YEARS

47 YEARS Power Engineering Manufacturing LTD

Milroy’s Tuxedos

Backes Auctioneers & Realty

Dennis C Christensen Locke Funeral Home Rapids Reproductions, Inc. & Sons Concrete Where your wishes 70 Years of Delivering Construction Innovation to Design have governed for four

Carney, Alexander, Marold & Co., L.L.P., CPAs

53 YEARS

Cedar Falls Construction Co.

A radio communications company.

70 YEARS

Full shirt laundry service Dry Cleaning Shirt Laundry Alterations Drapes and More

60 YEARS

Town & Country Home Improvement

82 YEARS

Martin Bros.

Distributing Co., Inc.

66 YEARS

Grout Museum District

Stickfort Electric Co

92 YEARS Varsity Cleaners

3013 Greyhound Dr. Waterloo, IA 50701 319-233-8476 www.FDG.net

46 YEARS

7th and Commercial Waterloo, IA 319-232-6861

Fereday Heating and Air Conditioning

319-287-9106 www.CFNEIA.org

53 YEARS

“JEWELERS SINCE 1908” 319-233-6951

Supported Living & Day Programs for adults with disabilities.

319-236-0901 www.northstarcs.org

Imports, Front Wheel Drives, Domestics 500 Ansborough, Waterloo IA 50701 319-232-9991

Here for good.

60 YEARS

71 Years in Business Concrete, paving brick, block.

Waterloo, IA 319-233-0168

306 E. 4th, Waterloo, IA

NORTH STAR COMMUNITY SERVICES

65 YEARS

Igniting financial futures of our employees, members, and the communities we serve.

5908 Winterberry Dr. Cedar Falls, IA 50613 800-475-1150 | collinscu.org

127 YEARS 106 YEARS

1246 Martin Road Waterloo, IA 50701 319-232-5400 www.cardinalconst.com

Kirk Gross Co.

47 YEARS

73 YEARS

Petersen Hudson Hdwe.

Plumbing & Heating

Serving the community and industry for 95 years

146 YEARS 108 YEARS Allison & Readlyn, Iowa 319-267-2035

85 YEARS

K&S Wheel Alignment Service

319-235-1463

Levi Bros. Jewelers

150 YEARS 111 YEARS Black Hawk Mutual Insurance Association

317 Savannah Park Road Cedar Falls, IA 50613 319-277-9299 www.standarddist.com

Trust, Dependability, Experience

54 YEARS

2635 W.C.F. & N. Dr. Waterloo, IA 50703 319-232-2311 www.pemltd.com e-mail sales@pemltd.com

82 YEARS

154 YEARS 111 YEARS an SK Company

Standard Distribution Co.

Financial Decisions Group

1216 Commercial Street

Collins Community Credit Union

Serving YOU First

Printing & Promotional Products, Office Supplies & Furniture 514 Bratnober St., Waterloo, IA 319-234-4621

86 YEARS

62 YEARS

Family Owned Highway Construction Business 3533 W. Airline Hwy. Waterloo, IA 50703 319-235-6746

Superior Welding Supply Co.

First Bank

319-352-1340 www.firstiowa.bank

The Cedar Valley’s leading Low-Slope Commercial Roofing Contractor 123 Arizona St., Waterloo 319-232-4535 www.serviceroofing.net

Community Foundation of Northeast Iowa

The Grout Museum District offers four distinct museums to discover the past, present and future, and your place in it.

503 South Street Waterloo, IA 50701 319-234-6357 www.gmdistrict.org

95 YEARS

“Always Dependable, Noble-Brown-Jung-Kunz- Honest Service & Fair Prices” 1010 Broadway Nelson-Richardson Waterloo, IA 50703 615 Main St., Cedar Falls, IA 233-8411 or 268-9110 www.feredayheating.com 319-266-3525

158 YEARS

Service Roofing Company

66 YEARS

Ready Mixed Concrete, Inc. Serving the Metro Area for 73 Years 725 Center, Cedar Falls 266-2641

115 YEARS

161 YEARS 113 YEARS FOUNDED IN 1862

Farnsworth

86 YEARS

Benton’s

“1937-2022” “Helping you move forward” Electronics Com’l, Ind’l, Res’l Your one source for Casey Gardner-Pres., Owner John Lynch - President/Owner” “Electronic Parts Distributors” successful business facilities.

Jacob Gardner-VP/Owner 6714 Chancellor Drive 4015 Alexandra Dr. 2806 Falls Ave., Waterloo, IA 315 LaPorte Rd., Waterloo, IA Cedar Falls, IA 50613 Waterloo, IA 50702 319-234-6681 319-234-6641 319-234-0272 800-670-7713 www.FarnsworthElectronics.com www.dongardnerconstruction.com www.kirkgross.com www.woolverton.com

170 YEARS 116 YEARS Wartburg College

73 YEARS

Sales, Service, Modernization

419 2nd Ave SE Cedar Rapids, Iowa, 52401 319-362-1052 4302 University Ave, Ste. E Cedar Falls, Iowa, 50613 319-260-2610 www.hallbicycle.com

Grain Handling Specialists

86 YEARS

Lazer Cutting & CNC Machining | General Machine Work

Hall Bicycle Company

Tomlinson Cannon Solving Water Problems Since 1948 319-234-1223 www.tomlinson-cannon.com

Schumacher Elevator

124 YEARS

74 YEARS

New radiators - heaters fuel tanks Air conditioning sales and service USED CAR SALES 724 Jefferson, Waterloo, IA 319-235-9529

Iowa Custom Machine

206 Edwards, Waterloo, IA 319-233-3918

P & J Equipment

Stoner Radiator

Waterloo, IA 50702 319-234-4200 2728 Main St., Cedar Falls 319-277-8123 www.withamauto.com

Aspro, Inc.

Asphalt Paving Contractors 3613 Texas St. Waterloo, IA 50704 319-232-6537 asproinc.com

48 YEARS Blackhawk Automatic Sprinklers, Inc. 525 E. 18th St. Cedar Falls, IA 319-266-7721

Cedar Valley Hospice Waterloo | Grundy Center Independence | Waverly 319-272-2002 800-626-2360 www.cvhospice.org

43 YEARS

Ray Dietz Auctioneering & Real Estate Specializing in farm and land auctions 1878 310th Street Ionia. IA 50645 319-269-5161 See us on Facebook!

More Years In Business on next page.

00 1

PROGRESS 2022

2022 41 YEARS Anderson Collision

Years In Business 32 YEARS

Cedar Falls, IA 50613

Brothers Construction, Inc.

319-277-5661

Remodeling - New

516 Washington St.

www.Andersoncollision.com

Construction

info@andersoncollision.com

319-215-6337

41 YEARS

31 YEARS

25 YEARS

Mudd Advertising

Kvale Insurance

Deery Brothers Collision Center

40 YEARS Servicemaster

by Harris

Providing Fire and Water Damage Restoration, Carpet and Upholstery Cleaning, Mold Remediation and Custodial Services

432 Locust St., Waterloo IA 50701 319-291-3991 www.smbyharris.com

1425 W 5th St.

Your Safety is Our Obligation 201 East Seerley Blvd.

319-833-9428 Cedar Falls, IA 50613 319-266-9900 www.kvaleinsurance.com www.deerycollision.com Waterloo, IA 50702

30 YEARS Friends of the Family

Gulbranson’s Appliance Service

Safe Shelter - Housing Assistance - Case Fast professional service Management on all major brands.

319-352-1108 2509 Valley Park Dr. Crisis Line: 1-800-410-7233 Cedar Falls, IA 50613 www.fofia.org 319-266-1437 or 319-231-0765

25 YEARS Waterloo/ Denver

319-234-7715

Family owned Industrial machinery moving & rigging shrink wrap services.

7741 Waverly Road Cedar Falls, IA 50613 319-987-2070 www.bwcontractorsinc.com

40 YEARS

29 YEARS

“Why Buy New When Used Will Do” 202 Glendale St., Waterloo, IA 50703

VJ Engineering

BW Contractors, Inc.

Sweerin Brothers

Civil/Structural Engineering Masonry and Surveying 1501 Technology Parkway Concrete and Masonry 319-235-9698 Cedar Falls, IA 50613 319-266-5829 sweerinbrothersmasonry.com www.vjengineering.com

Rainsoft of NE Iowa

25 YEARS

30 YEARS

40 YEARS

Quail’s Auto Salvage

42 YEARS

25 YEARS 422 Commercial St., Waterloo 319-291-2000 www.communitybt.bank

We love it when you succeed!

915 Technology Parkway Cedar Falls, IA 50613 877-321-4992 www.mudd.com

40 YEARS Youngblut Motors Dave, Tadley and Howard

28 YEARS Plumb Tech Plumbing, Heating Sheet Metal Fabrication Commercial, Residential

Jazzercise

319-984-5115 www.jazzercise.com

24 YEARS Selesky Manufacturing

319-233-5616

42 YEARS

39 YEARS

27 YEARS

24 YEARS

Midwest Boats Sales & Repair

Business and Personal

42 YEARS INDUSTRIAL COMMERCIAL RESIDENTIAL

37 YEARS

Learn & Play Preschool & Daycare

233-4157

120 Clark Street Evansdale, IA 11 YEARS 4710 Cedar Heights Drive Cedar Falls, IA

27 YEARS

24 YEARS

Over 47 years experience in the Waterloo, Cedar Falls area

American Pattern & Gray Transportation, Inc. CNC Works, Inc.

Wrage Realty

Farms, Residential and Acreages David J. Wrage, Broker 315 Main Street Dysart, IA 52224 319-476-7070 Cell: 319-640-8388

Ages 6 Weeks-School Age Check us out on Facebook!

202 Byron Avenue Waterloo, IA 50702 319-287-6094

21 YEARS

Cetek Inc. Industrial Controls

Electric Inc. 319-232-5228 www.chapmanelectricinc.com

Impact Marketing

Cedar City Creamery 110 Lincoln Street Cedar Falls, IA 50613 319-260-2152 cedarcitycreamery.com

Acupuncture & Optimum Health Clinic

19 YEARS Pump Haus Pub & Grill

311 Main Street Downtown Cedar Falls 319-277-8111 www.thepumphaus.com

19 YEARS

RE/MAX Alliance Licensed in the State of Iowa 300 S. State St. Denver, IA 50622 319-939-1611 bartelsk@hotmail.com

24 YEARS

Emerson Crane Rental

East Iowa Plastics, Inc.

Fishsticks Millwork LLC 706 Ansborough Avenue Waterloo, Iowa 50701

27 YEARS

23 YEARS

17 YEARS

18 YEARS

Family owned and operated Corporate Wearables 601 17th Street S.E. Specializing in Residential 319-987-3091 3488 Wagner Rd. And Work Wear Independence, IA 50644 Real Estate Appraisals www.fishsticks.biz Waterloo, IA 50703 1808 East. St., Cedar Falls We carry all types of floor covering 319-334-2552 319-234-9114 526 Midlothian, 236-2942 319-277-2385 cabinetry, countertops, backsplash, trim & www.coverallembroidery.com www.holdimanappraisals.com www.emersoncranerental.com www.eastiowaplastics.com much more! Design, Sales & Installation.

Diamond Body Shop

41 YEARS

PIPAC Health and Life Insurance Brokerage

1304 Technology Pkwy., Suite 200 Cedar Falls, IA 50613 319-277-8541 www.pipac.com

41 YEARS

1110 16th Avenue Ct. SE Dyersville, IA 52040 563-875-2727 www.nationalfarmtoymuseum.com

222 Main Street Cedar Falls, IA 50613 319-268-7222 www.montage-cf.com

202 W. Gilbert Dr. Evansdale, IA 50707 319-232-7658 www.aas202.com

36 YEARS

26 YEARS

23 YEARS

16 YEARS

D&W Floor Covering Service Signing LC “We carry carpet, vinyl, wood, ceramic, laminate.

Sales & Installation Established 1986”

35 YEARS

26 YEARS Jason Strelow

Solving metals’ wear, Mike and Derrick Reedy 1118 Ansborough Ave. corrosion & abrasion issues We Tote the Note Waterloo, IA 50701 Used cars of all types 2825 MidPort Blvd. & 2009 Commercial St. 319-961-3000 (cell) 2839 Burton Ave., Waterloo, IA 50702 Waterloo, IA 50703 www.berkshirehathawayhs.com/ 319-232-4667 319-232-5221 One-Realty-Centre-IA302 www.reedysautosalesllc.com www.ahtcorp.com

C & C Welding and Sandblasting

34 YEARS

Coachlight Homes

41 YEARS

33 YEARS

Magee Construction

Riley’s Floors

Family owned & operated Design/Build Industrial with over 33 years experience!

Commercial | Residential 1705 Waterloo Rd. 3230 Marnie Ave. Cedar Falls, IA 50613 Waterloo, IA 50701 319-277-0100 319-233-9911 www.mageeconstruction.com www.rileysfloors.com

41 YEARS Craig’s Vac Shop Sales & Service All Makes of Vacuums 111 West 4th Street Cedar Falls, IA 50613 319-266-0105 See us on Facebook!

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33 YEARS

Douglas Trunnell Insurance Agency

26 YEARS

Curran Plumbing Inc. Rod Curran - Owner Since 1996 “The Plumber Your Friends Call” Waterloo, IA 50701 319-233-0353

26 YEARS LJ’s Welding & Fabrication 141 Center St.

23 YEARS

16 YEARS

The Solution to Your Waterloo, IA 50701 Cleaning Needs 319-234-5397 319-266-6947 After Hours: 319-232-1973 www.procleaninginc.com

23 YEARS

15 YEARS

New York Life

Fleming’s Landscaping and More

John Fitzpatrick and Jeff Fitzpatrick 319-287-5915

Outdoor Living at it’s Best!

Over 27 years experience.

319-240-9565 www.flemingslandscapingandmore.com

22 YEARS

11 YEARS

Jammie W. Howard

204 G. Ave Grundy Center, Iowa 319-825-8888

Appraisal & Real Estate Services

319-236-2844

26 YEARS

22 YEARS

Breakenridge Memorials

3015 Kimball Ave. Waterloo 15 YEARS 123 E. 18th St. Cedar Falls hansendairy.com

Professional Carpet B&B Lock Key and Upholstery “A Better Locksmith” Cleaning, Inc. 2200 Falls Ave.

(319) 478-2990 (877) 844-SOLD www.ares-ia.com

Waterloo, IA 50703

Hansen’s Dairy

McLaughlin INVESTMENT SERVICES

“Let us show you Safeco - Travelers the difference” Casey McLaughlin, Progressive - State Auto 319-988-4051 Nationwide Registered Prinicipal - Since 1984 Family Owned and 3826 Cedar Heights Dr. full service brokerage.

Operated Cedar Falls, IA 50613 621 Grant Ave, Waterloo, IA 50702 Joe and Dawn 319-277-2320 www.dtrunnellinsurance.com www.breakenridgememorials.com 287-5080

Bottles two Backpacks

11 YEARS Fosters Mattress

5911 University Ave., Suite 325 Cedar Falls, IA 50613 319-260-2114 fostersmattress.com

CLASSIFIEDS

1714 River St. Waterloo, IA 50702 319-232-4741 www.candcwelding.com

Modular Homes New/Used Manufactured Homes Dennis Payne 3766 W Airline Hwy. Waterloo, 50703 319-234-8610 www.coachlighthomes.com

Owners: Jeff and Bryant Cizek Western SnowEx & Boss snow plows | B & W Gooseneck Hitches

Glass Tech Auto Glass

Complete line of traffic Repair & Replacement control devices for sale or rental.

Thank you for your business!

3533 W. Airline Hwy. 3400 S. Hudson Rd. 1925 Waterloo Rd. Waterloo, IA 50703 Cedar Falls, IA 50613 Cedar Falls, IA 50613 319-235-9356 319-268-9850 319-988-3587 www.servicesigning.com www.glasstechcedarfalls.com www.dandwflooring.com

Advanced Heat Treat Corp. Reedy’s Auto Sales

41 YEARS

Advanced Automotive

4150 Kimball Avenue Waterloo, Iowa 50701 319-235-5390 www.cedarvalleymedical.com We Specialize in You.

when you

need to know

SPECIALIZING IN COLLISION REPAIR “Quality Is Never An Accident” 3419 Lafayette, Evansdale 319-235-0479 www.diamondsbodyshop.com

National Farm Toy Museum

Cedar Valley Medical Specialists

Connecting local

BUYERS

“Bring Your Body Back Into Balance” 3116 Kimball Ave. Waterloo, IA 50702 319-236-3363 www.taraacupuncture.com

27 YEARS

36 YEARS

We specialize in brick oven pizzas in minutes!

126 E Ridgeway Ave. Waterloo, IA 50702 319-252-4471 Yourpie.com

4 YEARS

37 YEARS

42 YEARS

Cook

21 YEARS

42 YEARS

REAL ESTATE APPRAISER

5 YEARS

Your Pie

Chapman

319-266-0807

Craig Holdiman

Cedar Falls, IA 319-987-4052 bombshellgloco.com

5 YEARS

21 YEARS

5540 Westminster Dr. Cedar Falls, IA 50613 319-268-2233 www.americanpattern.com

Cover-All Embroidery, INC.

Bombshell Glo Co. Formerly Sunless By Bombshell Over 11 years of experience!

Outdoors Integration | Microprocessor Based 1910 Center Street Control Systems | Circuit Board Design | Mechanical Engineering & Cedar Falls, IA 50613 Design | Controller Manufacturing 319-260-2040 Cedar Falls, IA 50613 319-290-3910 • www.cetekinc.com www.cookoutdoors.com

Let Us - Help You Save Transportation Dollars!

Waterloo, IA 50703 1-800-234-3930

Satisfaction...

Today & Tomorrow Since 1980

High Quality Preschool & Child Care 1744 Falls Ave. Waterloo, IA 50701 319-234-1060 www.activemindsia.com

Where to go

3261 W. Airline Hwy., W’loo

Active Minds Early Learning Center

5 YEARS

Building Bright Beginnings

20 YEARS

Bob’s Guitars

120 Vinton Waterloo. IA 50703 319-232-6849 youngblutmotors.com

6818 Street Rd, Printing Embroidery Cedar Falls, IA 50613 2515 Falls Ave., Waterloo 319-232-1268 www.midwestboatrepair.com 235-6085

21 YEARS

24 YEARS

339 Rath St., Waterloo

Black Hawk Village Shopping Center 5911 University Ave., Suite 150 Cedar Falls, IA 50613 319-277-8863 www.bobsguitars.com

A-1 “Jim’s” Appliance Service

Revitalizing Downtown Waterloo One Great Building at a Time 215 E 4th Street Waterloo, IA 50703 319-233-3147 www.jsadevelopment.com

234-1388

Machining Welding - Fabrication

27, 2022

8 YEARS

21 YEARS

JSA Development

Air - Web - Ink 1501 Technology Pkwy.

Ste. 200 Cedar Falls, IA 50613 319-232-4332 www.impactmt.com

Water Treatment & Plumbing We’re proud to be part of the community.

3130 Marnie Ave. Waterloo, IA 50701 319-233-2038 www.rainsoftneiowa.com

Karen’s Print Rite

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| Sunday, February 27, 2022

Millennial money

How to get what you want at your next job

AMRITA JAYAKUMAR

NerdWallet ‌

Millennials have long been at the mercy of economic events, from the Great Recession to crushing levels of student loan debt. But thanks to the Great Resignation that began in 2021, this generation is experiencing its first brush with power and opportunity in the job market.

Millennials are midcareer and have more negotiating power than their early days, says Carlota Zimmerman, who runs her own namesake career coaching firm in New York City. That plus a hot job market — some 10.6 million open positions as of November 2021, per the latest report from the Bureau of Labor Statistics — is why exploring your career options right now is a smart move.

Before you start polishing your resume, here are tips from career coaches on being strategic with your job search, preparing for negotiations and asking for what you want.

Get clarity on your goals‌

You might be ready for a change, but that doesn’t mean you should start applying for jobs right away.

Be clear about what you want before you start searching, Zimmerman says. List the pros and cons of your current job. What gave you satisfaction? What didn’t? This exercise will help you get a better idea of what you want the next job to look like, she says.

Next, drill down on the areas you identified.

Say you’ve realized you want more flexibility or a better worklife balance in a new role. Define what that looks like, says Dana Theus, executive coach at InPower Coaching in Alexandria, Virginia. Flexibility could mean working nontraditional hours, working remotely, coming into the office a couple of days a week or something else.

After you’ve fleshed out your goals, turn to job boards to research what people are recruiting for, Theus says. Write down the parts of a job description that match your goals and gradually build your ideal job profile. You may not find the ideal job, but this will give you the confidence to articulate what you’re looking for to people in your professional

MARCIO JOSE SANCHEZ, ASSOCIATED PRESS‌

A hiring sign is placed at a booth for Jameson’s Irish Pub during a job fair Sept. 22 in the West Hollywood section of Los Angeles.

Thanks to the Great Resignation that began in 2021, this generation is experiencing its first brush with power and opportunity in the job market. network as well as during negotiations, she says.

Get into the negotiation headspace‌ Before entering a negotiation, know which terms you’re willing to discuss and which ones are absolutely off the table, Zimmerman says. “You have to have the courage to believe that what’s important to you is important to your company. If it’s not, then you’re going to need to find another company.”

Identify your nonnegotiables, Zimmerman suggests, by asking yourself questions like: Am I willing to take a lower salary if it means I could have more days to work from home?

Would I be OK taking fewer vacation days if I could have a flexible weekly schedule?

Write your answers on index cards that you can keep handy during interviews, she says.

And before negotiations, silence your inner critic.

Karen Chopra, a career counselor at ChopraCareers in Washington, D.C., says women are more likely to negotiate with themselves on jobs and compensation. “Don’t go for what you think you can get,” she says. “Go for what you want.”

Do your research on compensation by talking to people in your network and on websites such as Glassdoor. Chopra advises women to build a broad and diverse net-

work for a better idea of salaries.

“You have to be asking everyone not what they make, but what is the range for the position that you are looking for,” she says.

asking for flexible work hours, for example, Theus recommends confidently stating that you know flexibility allows you to be more productive. Then, you can spell out a benefit for the potential Plan your talking points‌ employer, such as, “I can be more When you’re going through the committed to being available in interview process, virtually or in emergencies if I have this flexiperson, here are tips to keep in bility,” she says. mind: DON’T OVER-EXPLAIN. Whether BRING UP YOUR TERMS EARLY. you’re asking for work-fromDon’t wait until the final interview home days or flexible hours, to bring up your must-haves, says don’t feel like you have to share Zimmerman. You can approach your life story, Zimmerman says. the subject as early as your first “Your desire to have time with call with a recruiter. When asked your children, your partner, for if you have questions or concerns, health care, these are legal human reiterate why you’re excited about rights.” If you’ve stated that your the position, she says, then men- request allows you to do your job tion that it’s also very important well and explained how it benefits for you to be able to work re- the company, that’s good enough. motely, for example.

This column was provided to The EXPLAIN HOW YOUR REQUEST Associated Press by the personal BENEFITS THE COMPANY. If you’re finance site NerdWallet.

Pardon our progress while we create a new look for the Cedar Valley’s Best of the Best Assisted Living.

Exciting changes are in the works at Windhaven Assisted Living at Western Home Communities. We’re in the midst of a complete remodel to give our residents an even more beautiful and functional home. We can’t wait to share the finished product with you but here’s a little sneak peek of the direction we’re headed!

Schedule your tour today to see our improvements first-hand.

Call Spencer Steffy at 319-859-9316 .

www.WesternHomeCommunities.org

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