READER COMMENT: Meeting regional workforce needs through higher education
READER COMMENT

READER COMMENT: Meeting regional workforce needs through higher education

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Pullman, Washington based Schweitzer Engineering Laboratories (SEL) creates products used to protect power grids throughout the country and the world. Serving customers worldwide can be challenging and skilled employees make it possible. “Employers like SEL are looking for skilled tradespeople and that workforce need is growing,” said Marisa Hemingway, an SEL Human Resources Director.

A few miles south at Lewis-Clark State College (LCSC) in Lewiston, a plan is in place to meet the demand for skilled workers at SEL and for other employers throughout the region. “We have placed career technical and academic studies side-by-side, interfacing the curriculum and we believe we are responding to industry in ways that are meaningful,” LCSC President Dr. Cynthia Pemberton said.

LCSC’s new president calls it the “knitting together of hard and soft skills” and says it results from input received from technical advisory committees convened by the college specifically to hear what regional employers need. “They are interested in students who have technical skills directly related to jobs they need to have done. They also need individuals with soft-skills who can reason and work as part of a team and have more complex abilities to solve problems,” Pemberton said.

In some cases, students earning an associate degree may decide to continue working toward a more advanced degree. “We try to prepare them for the first job and then for what would come next as well,” LCSC Provost Dr. Lori Stinson said. “Take for example our Associate of Science in Engineering. It is specifically designed for two years here at LCSC and we have an agreement in place with the University of Idaho for students to transfer there for any range of engineering degrees.”

Faculty are also partnering with industry in and around the Lewiston-Clarkston valley—establishing internships and apprenticeships to, as Dr. Stinson put it “polish-off the student” to gain specific career skills.

SEL’s Marisa Hemingway says it is a great way to help LCSC graduates develop a variety of career competencies. “Who better to teach career skills than the companies offering the careers,” she said. “This partnership enables academic institutions to focus on teaching fundamentals – math, physics, etc.”

Similar partnerships with industry are occurring at colleges and universities throughout our state and have the full backing of the State Board of Education and Governor Brad Little’s Workforce Development Council.

“Connecting education to careers is critical to the economic competitiveness of the state. Employers have to shine a spotlight on the skills that our future workforce needs. If we don’t provide that leadership, we can’t expect education to meet our needs,” Chairman Trent Clark of the Workforce Development Council said.

Dr. Pemberton says the recent pledge of cooperation between all eight college and university presidents is strengthening partnerships and filling voids that might otherwise be problematic. “If an individual school doesn’t have all the pieces for a particular program, we find a way to work together to make those pieces come together,” she said. “These are examples of how higher education in Idaho is working together to deliver real, tangible education pathways that blend experience to meet industry needs.”

Debbie Critchfield is president of the Idaho State Board of Education.

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Idaho’s structure of electing governors and LG’s completely separately — different from many states which bind them together — allows for the office holders to come from different points of view.

For future historians and artists who'll chronicle today's health and economic crisis, one humble item will stand out as the chief cultural emblem of the times: wearing a mask. Or not.

A small outbreak of coronavirus at a Fry Foods plant in Weiser gives a prime example of the importance of testing for COVID-19. More than that, it represents a warning shot across the bow of potential pitfalls if we don’t reopen our economy the right way.

As we tiptoe through Stage 2 of Gov. Brad Little’s phased reopening plan and approach a more robust Stage 3, it’s going to become even more important that we take the necessary steps to prevent future outbreaks.

And there will be future outbreaks.

The fact remains that the novel coronavirus that causes COVID-19 is still out there. It’s ready to strike again, and without a vaccine, it remains a potentially destructive and fatal disease.

Aggressive and quick testing remains one of the key elements — perhaps the most important element — of controlling outbreaks at this point.

Fry Foods offers an early case study.

The Weiser food processing plant employs 260 people to make onion rings and other food products. It shut down earlier this month when at least seven employees tested positive for the coronavirus.

Fry Foods initially didn’t test all 260 employees at the Weiser facility — only the 50 or 60 who likely came in contact with the employees who tested positive. Other employees were able to get tested on their own.

The Idaho Bureau of Laboratories (state run-laboratories) tested all that they had the capacity to do in one day, according to Kelly Petroff, director of communications for the Idaho Department of Health and Welfare. The state lab can do about has a testing capacity of approximately 200 tests per day.

“We are not prepared to handle this,” Doug Wold, human resources manager for Fry Foods, told the Idaho Statesman, referring to the lack of coordinated response. “If you don’t have an employer who’s willing to be proactive, we’re just going to fail.”

Fortunately, Crush the Curve Idaho, a private, business-led initiative established during the outbreak to increase testing, stepped in and tested every employee at Fry Foods.

By Tuesday of this week, 20 employees — about 8% of the plant’s workforce — had tested positive for the coronavirus, along with at least two of their family members. Nearly all were asymptomatic.

RAPID-RESPONSE TESTING

That’s what needs to happen: rapid-response testing. If you have an outbreak at your workplace, get everyone tested. For those who test positive, keep them home and isolated. For those who test negative, they can keep on working and you’re back in business.

When the outbreak hit Fry Foods, company officials made the decision to shut the plant down.

Without adequate testing, that’s unfortunately the right thing to do. Without testing, you have no idea whether you have seven infected employees, 70 or 270.

We applaud Fry Foods company officials for making the tough call to shut down, even though they were given the green light by the Southwest District Health Department to resume operations.

Coronavirus is stealthy. A person can carry coronavirus longer without symptoms, potentially spreading to others unwittingly. Some people who carry coronavirus have no symptoms at all.

We are encouraged that Crush the Curve Idaho stepped up and stepped in here.

But Idaho needs a more concerted and organized plan to do rapid-response testing.

We are a fragmented health system. Health providers include Saint Alphonsus, St. Luke’s, Primary Health, Saltzer, among others. Then think about all the entities who pay for health care: Blue Cross of Idaho, Regence BlueShield, PacificSource, SelectHealth, etc. Throw in Medicare, Medicaid and those who are uninsured.

Even our own government health management system is fragmented, with the Idaho Department of Health and Welfare and seven independent health districts not operated by the state.

And, in the case of Fry Foods, situated in a city bordering Oregon, workers were from two states.

NO COORIDINATED EFFORTS

No wonder Fry Foods officials were at a loss for where to turn for help. Without some sort of coordinated effort to test all employees and somehow pay for those tests, shutting down the plant was the best option.

It’s worth noting that the Fry Foods employee who initially had coronavirus was at a family gathering of a larger number than outlined in the governor’s reopening plan and was with visitors from out of state, two violations of the governor’s guidelines. That’s why we have the guidelines, and that’s why it’s important to follow the guidelines. Otherwise, this is what you get: an outbreak that shuts down an entire food manufacturing plant.

Unfortunately, shutting down operations every time there’s an outbreak is not going to get the job done.

And there will be more outbreaks as we reopen our economy, reopen factories and workplaces.

Idaho has a lot to be optimistic about, and we have a golden opportunity to lead the nation in reopening our economy in the face of the coronavirus pandemic. We have had relatively few cases (around 2,300) and few deaths (77). Our early efforts to shut down parts of our social interactions and Little’s quick call to issue a statewide stay-home order clearly have paid off. Idahoans’ adherence to the stay-home order has helped to flatten the curve and control the number of new cases. Residents and businesses, alike, have done their part to make this happen.

Our hope is that Idaho can chug along through the stages of reopening. Our fear is that if we don’t do this the right way, we’ll have a surge and we’ll be back to a statewide stay-home order. Nobody wants that.

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