A coalition of nearly 200 Indiana leaders released a new statewide education pathway Tuesday that seeks to create additional classroom and work-based learning opportunities, especially in the form of apprenticeships, for high school students.
Known as CEMETS iLab Indiana, the coalition said the strategic plan, detailed in a new report, is meant to address Indiana’s talent shortages by supplementing the traditional high school-to-college pathway. It ultimately will prepare students for in-demand careers while simultaneously developing a new talent pipeline for employers.
If the plan is implemented as expected — and supported by state education officials — the new pathway will welcome students in at least one occupation starting with the 2025-2026 school year.
“The iLab’s strategic plan is the culmination of eight years of research and learning. Hoosiers need more pathways to well-paying jobs, and we are excited to move forward with this broad and engaged coalition on clear next steps for building and scaling a system that could welcome students as soon as the 2025-2026 school year,” said Claire Fiddian-Green, co-chair of CEMETS iLab Indiana. She’s also the president and CEO of the Richard M. Fairbanks Foundation, which has so far provided more than $12 million in funding to support the creation of a statewide youth apprenticeship system.
The pathway announcement comes as Indiana’s top education officials are continuing to hash out a massive high school diploma redesign meant to maximize “flexibility” and allow students to personalize learning pathways and experiences, including with college courses taken while still in high school. Internships, apprenticeships, military experience and other work-based learning will also be allowed to count toward graduation requirements.
iLab members said they’re monitoring the diploma changes and advocating for the number of days per week that students spend at employer sites to be aligned with new state requirements for high school schedules.
The proposed pathway combines classroom instruction with paid, on-the-job experience. Fiddian-Green and industry leaders said the program is expected to provide new opportunities to tens of thousands of Hoosier students, including those who otherwise may not have opted to attend college or pursue training after high school. The pathway will also enable students to transfer to the college pathway, if they choose to do so.
The iLab’s goal is that a statewide youth apprenticeship pathway will serve a cumulative total of 50,000 students by 2034. That equates to almost half of expected new job growth in the next decade.
If successful, that could make Indiana a “Top 10” destination for employers seeking to expand existing businesses and entrepreneurs working to launch new businesses, industry leaders said in Tuesday’s report.
“This new pathway is a win-win for students and employers. For employers, the pathway will bring in eager, motivated Hoosiers who can grow and innovate within our industries,” said David Becker, co-chair of theiLab Indiana and chairman and CEO of First Internet Bank. “For students, it’s an opportunity to gain hands-on experience, build valuable skills, and start on their career path.”
Indiana’s first youth apprenticeship pilot program launched in 2019. Currently, there are seven sites operating youth apprenticeship programs and two more in the planning phase.
The program starts in 11th grade and requires 650 hours at the employer site, alongside traditional high school classes and dual credit courses. Successful participants receive a high school diploma and an industry credential.
Indiana now has more than 100 employers and 40 schools partnered to serve 450 students in youth apprenticeship programs in 13 counties, according to the iLab report.
But in the last five years, youth apprenticeship intermediaries and their employer and school partners have identified multiple “systems barriers.” iLab leaders noted:
“Indiana simply isn’t meeting that demand,” iLab leaders said in Tuesday’s report, emphasizing that by 2031, 72% of jobs in the United States will require education or training beyond high school, but only 39% of Indiana adults 25 or older have an associate degree or higher. “We don’t have enough Hoosiers attending – and finishing – college, and we provide limited opportunities for those who don’t pursue a college degree. It’s time for another approach.”
To address those barriers, the Richard M. Fairbanks Foundation awarded a grant leading to the creation of Indiana’s iLab, which officially launched late last year.
Through the iLab, Hoosier industry leaders are looking to model Indiana’s statewide program after the renowned system in Switzerland, where apprenticeships start in high school.
Switzerland’s dual system combines learning on the job — and being paid a learning wage — with one to two days of theory at school. Nearly two-thirds of Swiss youth aged 16-18 participate in apprenticeships.
To maximize value for both the apprentice and employer, the iLab recommended students spend a minimum “of 50%, and ideally closer to 65%” of their time in workplace training and working time during the apprenticeship. Academic instruction, on the other hand, “should differ depending upon the occupation,” according to the report.
Health care apprentices should study subjects such as biology and anatomy, for example, while banking apprentices should study math and economics.
And due to the “rigorous design” of apprenticeships and the time required for on-the-job learning at the workplace, high school classroom time requirements “should decrease in recognition of competencies gained during apprenticeships that meet high school credit requirements,” per the iLab report. That should still allow time for apprentices to pursue extracurricular activities such as athletics, however.
iLab Indiana initially focused on five industries — banking, insurance, health care, life sciences, and advanced manufacturing — where there are “significant projected talent shortfalls and strong, existing executive-level support from Indiana employers for creating a professional pathway,” according to the coalition’s report.
Four additional industries have since emerged as priorities for the iLab in 2025: information technology (spanning all industries); construction; entertainment, sports and hospitality; and microelectronics.
The iLab coalition’s next steps are to identify priority occupations and recruit more employers before creating a statewide system that allows learners to move up or across college and professional career paths.
The plan also prioritizes the creation of a “labor market-aligned career advising system” starting in middle school.
“An employer-led professional and education pathway – where employers identify in-demand occupations within their industries and the related competencies, partner with educators to develop curricular content, and deliver on-the-job education and training – enables employers to play a leading role cultivating the talent needed to meet their evolving workforce needs,” the report said. “
Implementing this new pathway requires establishing a statewide system to ensure students in every community can access it, and that the competencies they gain result in a formal credential recognized by both employers and the higher education system. Together, the existing college pathway and new professional pathway can operate as part of a comprehensive education and training system that engages the vast majority of Indiana’s high school students.”
iLab members will work over the next year to further develop the plan, along with a governance structure for employment, education and government partners. Efforts are also underway to help educators “clarify their roles, both at the K-12 and higher education levels,” iLab leaders said.
By the end of 2026, employers should begin hiring students for new apprenticeship programs in high-need fields.
“We know that Indiana’s education system has, in recent years, been scrutinized and analyzed, tweaked and tinkered with, in countless ways. We understand that employers and educators often have different priorities in their work with youth. We acknowledge that change is not easy,” iLab representatives continued in the report. “But we also know that we cannot continue to do the same thing and expect to get different results. We believe we have aligned on a proposed system design that will move us toward a better future for our young people, employers, educators, and economy.”
by Jeffrey Bussgang and Jono Bacon
HBR Article: https://hbr.org/2020/01/when-community-becomes-your-competitive-advantage
If a company can transition from simply delivering a product to building a community, they can unlock extraordinary competitive advantages and create a superior business model. In fact, strong communities help support the ideal business model....more
Take Salesforce for example. While you might think its $140 billion valuation is due purely to its innovation of software delivered on demand through the cloud, it has also created a community of nearly 2 million members who support each other, organize events, produce content, and are a critical part of its global operations. This community is an international network of minds, talent, and time, all supporting the success of Salesforce. The company’s annual “Dreamforce” conference, which attracts nearly 200,000 acolytes to San Francisco each year, represents a mecca for its ecosystem to convene, build relationships, and advance its corporate agenda.
Other examples include Harley Davidson, which has created more than 1,400 local chapters around the world for enthusiasts to get together in person and discuss their bikes; Fitbit, which has a community of more than 25 million members, who share and refine their exercise regimes; and HITRECORD, which has brought more than 750,000 artists, writers, and filmmakers together to collaborate on productions, many of which have shown at Sundance. The list goes on.
While communities generate tangible value for businesses — such as content, events, online advocacy and marketing, technology production, customer support, and education — it is the intangible value that members derive from the experience that makes these environments truly “sticky.” Human beings are fundamentally social animals. Behavioral economics and psychological research have taught us that we fundamentally crave a sense of connectedness, belonging, mission, and meaning, particularly when performing our work. Theresa Amabile’s The Progress Principle and Daniel Pink’s Drive both demonstrated that making progress towards a shared mission is the most motivating force a professional can feel. Communities deliver these benefits, creating a sense of shared accountability and a set of values while preserving individual autonomy.
A Superior Business Model
If a company can transition from simply delivering a product to building a community, it can unlock extraordinary competitive advantages and both create and support a superior business model. Specifically:
The result of this are very real network effects: as engagement grows, the community gets smarter, faster to respond, more globally available, and generates more value.
Codecademy is another example of a company that has figured out how to use community to support its business model. Since the company was founded nine years ago, more than 50 million people have taken one of its courses. Beyond its rich catalog of interactive educational content, the secret to Codecademy’s success has been its ability to link learners who contribute to the catalog and collaborate to improve their skills. Users of Codecademy Pro (the company’s paid offering) have access to a Slack group so they can meet, mingle and share best practices with others and gain access to events with industry professionals and peers. More advanced learners mentor the novices. This rich learning environment generates a network effect in the business model for a company that might not inherently have one.
A Sea Change Is Happening
Why is this happening now? One key reason is that technology-based communication platforms are more commoditized and accessible than ever before, building a rapidly growing addressable audience. We now have multiple generations of people who have grown up with technology and especially mobile phones and social media as part of their day-to-day lives. Global smartphone penetration is estimated to reach 45% in 2020, thus nearly one out of every two humans on the planet has the capacity to engage socially with others online.
With the ground seeded, many cheap, scalable tools for building communities both digitally and locally have been developed. These include Discourse, Slack, GitHub, Meetup.com, and WordPress, all of which make it practically effortless to convene and engage like-minded individuals and, as a result, are increasingly popular.
Consumers today also expect different relationships with brands. They don’t just want a customer support email address and a newsletter; they want deeper interaction with the company and fellow buyers of the product or service. It should be no surprise that in a recent survey, nearly 80% of startup founders reported that building a community of users was important to their business, with 28% describing it as their competitive moat and critical to their success. The top five brands in 2019 — Apple, Google, Microsoft, Amazon, and Facebook — have all invested significantly in digital and in-person community engagement across their various product portfolios.
Seven Success Patterns in Community Building
Motivated by the allure of a superior business model, accessible tools, and an eager and available audience, any company can build a tribe. But this is both a technological and cultural challenge. It’s not enough to set up a platform. You also need to create an environment that incentivizes the behavior you want to see, exposes the value generated, and highlights and rewards great participation.
Successful communities have seven key elements:
1. A shared purpose and values. As former Instagram executive Bailey Richardson puts it, the community must be able to answer the question “Why are we coming together?”
2. Simple, easily accessible value consumption. Prospective and existing members can easily see what they’re getting: support, events, documentation, the ability to download and use technology, etc. This value is not hidden or buried, it is clearly organized and available.
3. Simple, easily navigable value creation. Members can easily create new value for others in the group to consume. This contribution process is (a) crisply defined, (b) simple and intuitive, and (c) provides almost-immediate gratification.
4. Clearly defined incentives and rewards. Quality contributions (e.g. content, support, technology, etc.) and community-centric behavior (e.g. mentoring, leadership, and growth) are acknowledged and applauded to build a sense of belonging, unity, and satisfaction.
5. Carefully crafted accountability. There is a clearly defined, objective peer review and workflow — for example, reviewing content, code, and events. This doesn’t just produce better, more diverse results, it also increases collaboration and skills development.
6. Healthy, diverse participation driven by good leadership. When you are intentional about diversity and good conduct and have leaders who embody and empower these important principles, you reduce toxicity and increase value.
7. Open, objective, governance and evolution. There is clear, objective governance, and community members can play an active role in reshaping its structure and operational dynamics together, giving them “skin in the game” and, thus, a sense of ownership and responsibility.
Chief is an interesting case study of an emerging community seeking to embody these patterns of success. The company is a private network designed to support exceptional professional women with a core set of services such as coaching, peer learning and network building. Since its launch in January 2019, the company has grown rapidly and has more than 5,000 names on its wait-list. Value consumption (advice to advance your career) and value creation (peer-to-peer coaching) are obvious and clear, as is the healthy, diverse participation of community members that feel a sense of mutual accountability for their individual and collective success. As the company scales to cities throughout the United States, its community presents a formidable competitive moat, organized around the mission of professional advancement and support for female executives who are members.
Measuring Success
While there is no silver bullet for building a community, success is delivered by tracking a crisp, focused set of metrics and regularly evaluating and making adjustments based on those evaluations. This process is an evolutionary one, where your cross-functional team should repeatedly ask questions about the results they see and hypothesize changes to drive improvements. These changes are then delivered as a series of small experiments that will both move the needle and build internal experience.
For companies building a community initiative, the areas you track should be:
1. Community Consumption and Creation. This means tracking active participation and the value that members consume and produce. For example, measuring community traffic, sign-ups, individual contributions (e.g. answering questions, running events, improving content), and other areas.
2. Delivery and Execution. This means looking at how well your company is building community strategy, estimating work, and executing effectively. This is important to ensure planning and execution are aligned and avoid spinning your wheels.
3. Organizational Experience. This involves following the incubation and evolution of community skills and expertise in your business (e.g. reading and reacting to data, mentoring, moderation, conflict resolution, building and delivering incentives, etc.). This is important to ensure the company is what it needs to foster and grow the community, especially as it scales up.
We are in the early stages of truly harnessing the potential of carefully crafted, productive communities. Done well, and when intentionally woven into the fabric of the business, communities can offer a sustainable competitive advantage and drive brand awareness, value production, and therefore overall commercial valuation (oh, and delivering a world-class, personal, gratifying member experience.)
The future of business is a more open, connected, engaging one, and communities are going to change the nature of how we interact with brands, products, and other people.
By Richard Michaelis, Owner/President:
As a plumber, you’re often the first on the scene when water-related issues arise in homes and businesses. While you can address most plumbing concerns, some problems extend beyond the plumbing system and can lead to serious water damage. Here’s a guide to help you diagnose when it’s time to call a Water Restoration Company for water damage restoration and related services.
1. Signs of Extensive Water Damage
2. Foundation and Structural Issues
Certain leaks and water drainage problems can affect the foundation of a building, leading to cracks, uneven floors, and other serious structural concerns. Plumbing issues such as broken pipes or poorly drained gutters can aggravate these problems.
Plumbers play a key role in diagnosing and resolving water-related problems. However, when these issues lead to significant water damage, foundation concerns, or mold growth, it’s important to call a Water Restoration Company for comprehensive water damage restoration, structural repairs, and waterproofing solutions.
Michaelis is a member of Indiana PHCC. Contact them at 1.844.FIX.INDY or check out their website at michaeliscorp.com.
By Susan Rider – Human Capital Concepts
In today's dynamic business environment, compliance in human resources is crucial for maintaining a workplace that operates efficiently, protects employees' rights, and meets legal standards. HR professionals must navigate an ever-changing landscape of regulations, ensuring their companies adhere to the latest laws while fostering a positive workplace culture. Below, we explore some key aspects of HR compliance and why they are vital to organizational success.
1. Employment Law Compliance: HR teams must stay up to date with federal, state, and local employment laws. These include:
2. Workplace Safety and Health: HR plays a critical role in ensuring a safe working environment in compliance with the Occupational Safety and Health Administration (OSHA) regulations. This involves training employees on safety protocols, conducting regular inspections, and maintaining accurate records of workplace incidents. Non-compliance can result in fines, increased insurance costs, and legal liabilities.
3. Employee Benefits Compliance: HR professionals are responsible for ensuring that employee benefit plans comply with the Employee Retirement Income Security Act (ERISA), the Affordable Care Act (ACA), and other regulations related to health insurance, retirement plans, and wellness programs. Failure to comply with these regulations can result in hefty fines and tax penalties.
4. Data Privacy and Security: With the rise of digital platforms, protecting employee data is more critical than ever. HR departments must ensure compliance with laws like the General Data Protection Regulation (GDPR) and California Consumer Privacy Act (CCPA). This means safeguarding sensitive employee information such as social security numbers, health records, and financial details, as well as ensuring proper disposal of outdated records.
5. Employee Training and Development: Training employees on compliance topics such as harassment prevention, diversity and inclusion, and workplace ethics is not only required by law in many jurisdictions but also serves as a proactive strategy for minimizing legal risks. Providing regular training on changes to regulations helps employees understand their responsibilities, preventing non-compliant behavior.
6. Recordkeeping and Documentation: Accurate recordkeeping is a vital component of compliance. HR departments are responsible for maintaining records related to hiring, termination, benefits, payroll, and disciplinary actions. Proper documentation can protect the company in the event of audits or legal disputes. Federal laws such as the FLSA, FMLA, and EEOC guidelines require that specific records be retained for a minimum number of years.
7. Handling Employee Grievances and Investigations: HR must have clear processes in place to address complaints, conduct internal investigations, and document findings. Whether it’s a case of workplace harassment, wage disputes, or discrimination, handling grievances effectively not only ensures compliance but also promotes trust within the organization.
Why HR Compliance is Important
Compliance is more than just avoiding fines and lawsuits; it’s about creating a fair and equitable workplace where employees feel safe, valued, and respected. Proper compliance practices can lead to:
Conclusion
HR compliance is a critical responsibility for every business, as it touches every aspect of the employee lifecycle. Staying informed of evolving regulations and implementing proactive strategies will ensure your organization maintains compliance, reduces risks, and fosters a positive work environment. Keeping compliance at the forefront of HR operations isn’t just good business practice—it’s essential to long-term success.
Water management emerges as high-stakes statewide issue – Indianapolis Business Journal (ibj.com)
Link to Indiana Chamber's study: https://www.indianachamber.com/news-resources/studies-reports/indianas-water-supply-economic-development/
Article from Indianapolis Business Journal
Finding a water supply for an innovation and research park in Boone County has caused headaches for state economic development leaders, but the project’s growing pains have kick-started conversations about statewide water management that many say are overdue.
State officials, business leaders and other stakeholders say failing to act soon could threaten Indiana’s growth and economic development.
Prompted by the water troubles associated with the LEAP Research and Innovation District in Lebanon, state lawmakers are preparing to debate state water policy reform in next year’s legislative session, and many are hoping for action.
“There is a strong interest in getting this right,” Sen. Spencer Deery, R-West Lafayette, said at the White River Alliance’s 2024 Indiana Water Summit last month in Indianapolis. “Most of my colleagues understand that as we pursue industry [requiring] large amounts of water, that we have to start asking this question, because the water is not evenly distributed throughout the state.”
A new report from the Indiana Chamber of Commerce warns Indiana could end up in a water bind if it puts off planning. Because of the time it takes to build infrastructure, said Jack Wittman, study project leader, the problem needs to be addressed soon or some parts of the state could face potentially severe deficits.
“We have to start thinking like the Western states now,” Indiana Treasurer Daniel Elliott said at a recent meeting of the Indiana Finance Authority, noting that water is more heavily regulated there to take into account regional needs and the impact of potentially heavy usage.
The water challenges at the Indiana Economic Development Corp.’s LEAP District are an example of the kind of problems that could become commonplace.
The project requires outside water supplies because Boone County doesn’t have sufficient sources to support long-term plans for the 9,000-acre campus, but the wider region doesn’t have a water shortage. Thus, two pipeline projects to the district have been proposed.
The state’s ambitious economic development district seeks to land more advanced manufacturing businesses, such as microelectronics and life sciences, which tend to be water-intensive. More such projects are expected nationwide because of an increase in federal funding.
“It is essential to understand the risks and trade-offs associated with the economic cost of action versus the ecological cost of inaction to allow stakeholders to develop an understanding of their future, prioritize water use, and develop strategies to conserve water,” the chamber report said.
‘Overdue’ policy
Lawmakers and developers often use the word “overdue” when describing Indiana’s lack of a comprehensive water-management plan. Rep. Chris Campbell, D-Lafayette, said the lack of regulation has created a “free-for-all.”
“Any discussion of water policy in Indiana starts with a blank slate,” Rep. Ed DeLaney, D-Indianapolis, said in a statement to IBJ. “We don’t have time to wait for the courts. The question is how much time it would take the Legislature to do the job.”
A report from the 2023 Indiana Water Summit says the state’s policy is disconnected from water’s significance to the state’s future.
Indiana, like many Eastern states, follows the “riparian doctrine,” which allows a landowner whose property is adjacent to a river or above an aquifer to use any water that flows through that land.
In 1985, the Indiana General Assembly enacted the state’s first water-rights law, which was designed to protect owners of small-capacity wells from the effects of large-scale water withdrawals by other landowners.
The statute requires withdrawals of at least 100,000 gallons of water per day to be registered with the Department of Natural Resources within three months of the pumping.
Residents whose wells are affected by large water withdrawals have a right to timely compensation. The well owner can submit a written complaint to DNR, which will conduct an on-site investigation.
If the complaint is found to be credible, the DNR director can declare a groundwater emergency and ensure that “timely and reasonable compensation” is provided to residential well owners.
The chamber report concluded that the state can no longer afford to have a policy that only triggers agencies to react once a problem occurs. This could lead to situations where water deficiencies aren’t discovered until investments are already in progress, it says.
“Water governance has not kept pace with the needs of the developers and users in the state,” the report says. “There continues to be open-ended questions about the impact of new uses on regional water availability.”
House Speaker Todd Huston and President Pro Tem Rod Bray did not respond to two emailed requests for comment on whether water policy would be a priority next session or, if so, what that legislation will look like.
Indiana’s variety of water sources, availability and challenges from north to south mean no one-size-fits-all plan could be applied statewide, experts say.
And experts and studies say the state lacks the data needed to develop informed policy regarding water availability and levels, future water demand, climate change impacts, environmental flows, and water quality.
A state agency or department would also need to take the lead in guiding an expanded water policy. The Indiana Finance Authority is a top option since it already conducts water studies and has seen its role in a similar capacity expanded by legislation several times.
Today, other agencies are also involved, like DNR, the Indiana Department of Environmental Management and the Indiana Utility Regulatory Commission.
The Bloomington-based Conservation Law Center warns that spreading authority across so many agencies could create inefficiencies and regulatory gaps.
Regional input
Most stakeholders are seeking a regional approach to water management, with the state providing financial support and a broad framework with which to create regional plans.
Recent reports and studies emphasize that any statewide plan must start with local engagement.
Such an approach, combined with more transparency, could help avoid some of the objections that erupted over the IEDC’s exploration of a 35-mile pipeline to transfer up to 100,000 gallons of water a day from Wabash River aquifers in the Lafayette area to the LEAP district in Boone County.
Lafayette residents want assurances that such a project won’t compromise their own water needs. The IFA is analyzing the issue as part of a broader water study.
One of the leading statewide policy ideas is that, instead of creating the plan itself, the state would create the infrastructure and produce the data needed for regional committees to develop priorities.
This approach was pioneered by Texas, with Illinois and Minnesota adapting it in the Midwest.
Some believe Minnesota might have the system most applicable to Indiana. The state is divided into regions based on its four primary watersheds. Each region enters a 10-year planning cycle where it discusses local implementation, monitoring and assessment, water-resource characterization, problem investigation, protection strategies, and watershed management.
Regional water supply planning committees—composed of the public, local officials, industry, utilities and environmental groups—guide local efforts to establish priorities and make recommendations.
Those efforts culminate in a routinely updated state plan that reflects the will of the regions. It also can include inventories of water availability, an assessment of current and future water use demands and trends, assessments of resource management alternatives, and proposed methods of implementing recommended actions.
Clear statutory mandates, investments in data and funding are critical to such a plan, said Jason Moeckel of the Minnesota Department of Natural Resources. Planners also need to realize that change in water policy comes slowly, he said.
Funding a plan
A major question legislators will likely discuss at length in next year’s legislative session, if they decide to create a state water-planning system, is how it would be paid for.
The chamber report says the funding conversation might be difficult because imposing taxes to fund such efforts has long been an unpopular idea.
Some possible avenues include allocating a lump sum to an agency to finance water projects, upping utility fees for federal reservoir withdrawals or directing a small percentage of sales tax to a water fund.
Several lawmakers said persuading constituents to buy into a new water policy will be a lot of work, but the stage is being set as water-focused task forces continue to meet, new water studies are expected to be released over the next few months, and interest groups, such as the Indiana Farm Bureau, poll members for input.
Deery said the Legislature must work with the next governor in order to make significant progress on the issue.
“I think the General Assembly craves strong leadership on big challenges like this from the executive branch,” he said. “So I struggle to believe that we could get there without having an incoming governor really taking the lead on this.”
Deery and Campbell said government leaders must be transparent throughout the process to gain Hoosiers’ trust, especially following criticism of the LEAP District’s rollout.
DeLaney, who has been a staunch critic of LEAP’s rollout, said the district’s water woes provoked a number of important questions, including whether eminent domain would be used for a pipeline or if the state would pay a high price tag for more land as it has done for the district thus far.
“A confluence of challenges is before us,” he said in a statement. “We need to develop a water law, provide for a coordinated response to our water needs, revisit what industries we choose to support, and prevent mistakes such as those made in the LEAP projects.”
But state and business leaders also hope the water problems associated with LEAP have demonstrated the need for a statewide policy, guided by regional water plans.
“The public now sees that failure to properly plan for increasing demands in growing parts of the state may create significant water supply challenges,” the chamber report says. “The discussion has started; we must continue it.”•
NOTE: Indiana PHCC is an approved recipient of the Career Scholarship Account fund. Further, if the State of Indian would follow what our plumbing apprentice schools in Indiana have done, then Indiana PHCC is the model for what Indiana should be considering if they want to boost apprenticeship opportunities.
INDIANAPOLIS - As Hoosier education leaders lean deeper into a statewide model that emphasizes work-based learning, a new report from the Indiana Fiscal Policy Institute cautions that while apprenticeships are widely considered to be a “gold standard” of workforce training, scaling the programs to meet current needs "will be challenging.”
Employer demand for workers continues to outpace Indiana’s supply of individuals looking for work, said IFPI President Stephanie Wells, who authored the policy brief. Like many other states, Indiana is now seeking to create robust youth and adult apprenticeship programming.
Those learning opportunities allow high school students—as well as adults re-entering the workforce and those who are currently employed but want to increase their skills—to earn necessary experience and credentials through firsthand career exposure that is directly tied to an industry or employer.
State and local organizations have repeatedly emphasized apprenticeship programs and work-based learning in recent years. Indiana lawmakers are also buying in, so far establishing new Career Scholarship Accounts—which provide $5,000 scholarships to pay for apprenticeships or career-related coursework—and funding initiatives like youth apprenticeship grants.
But achieving a lasting apprenticeship model that can adequately train up large numbers of Hoosiers won’t be an easy feat.
The IFPI brief, published last week, recommended that state lawmakers simplify the regulation and oversight of youth and adult apprenticeships to “make it easier for employers and intermediaries to navigate the system.” State-funded incentives to pay for workforce training and education, plus subsidies for apprentices’ wages through grants or tax credits, is also “especially recommended.”
Content provided by Matt Moskowitz, AMERICAN PROFIT RECOVERY, an Indiana PHCC member
When you're running a plumbing, heating and cooling business, receiving last minute calls is just a way of life. That panicked customer in the dead of winter, or the thick of the summer heat needs you at their home immediately.
Of course, there are larger jobs that are more planned such as the installation of heating and cooling systems, but you must agree, “fixing things” is just part of the business.
It's when we're called out in an emergency that we need to be extremely mindful of how we are going to get paid. Because in most cases, these are the calls and types of work when customers don't always pay you on time.
The backbone of any small business, including yours, is cash flow.
Here are some simple ways you can improve your odds of getting paid on time and avoid negative cash flow.
Whether it's 10:00 AM in the morning or the dead of night, when that customer calls especially in an emergency setting, you must communicate those payment expectations. While it may be uncomfortable when the customer is in a bit of a panic, it's just part of doing business. Some key points include hourly rates, how and when you expect to be paid, and the methods you accept payment. Do you and your business a favor and make sure you and the customer are on the same page when it comes to money.
The more payment options your business offers, the better off your chances are of getting paid in a timely manner. When you communicate your payment expectations to your customer, make sure you explain to them the many ways they can pay their bill. That can be in person, on your website or good old fashion mail.
If for any reason your customer cannot pay at the time of your service, it is once again an opportunity to have an understanding about paying your business promptly. If possible, always leave a detailed invoice before you leave the property and if payment is not received within a short period of time, someone from your office should be following up promptly and tactfully. Make a phone call and arrange for payment.
Every business has customers that do not pay for various reasons. So, whether you are a plumbing and heating professional or veterinarian, every business should have procedures for customers that are delinquent. The basics include follow-up procedures internally such as phone calls, emails, texts and regular statements. At some point, such as the 90-day mark, it's important to involve a reputable collection agency. If you are like many businesses that serve customers on short notice, you probably have a regular need for a collection agency that understands your industry.
It's a smart business decision to already have a relationship with a collection agency that will treat your customers with the dignity and respect they deserve, which will improve the chances of repeat business. The goal of collections should be to get paid AND retain customers.
Data centers use a ton of energy. Some of the most innovative technology companies are turning something that has historically been a liability into an asset: the massive amounts of heat generated by the servers.
Because of the way thermodynamics work, virtually every joule of energy pumped through a computer ends up as heat one way or another. The amount of heat generated by personal computers is relatively small - barely enough to heat your lap - but the rows of servers that make up a data center generate enough heat to pose a serious engineering problem. Larger companies are able to leverage efficiencies of scale to cut their cooling costs, but in smaller data centers cooling can account for up as much as half of the electricity used.
Instead of using electricity to cool data centers, a handful of companies at the forefront of efficiency are capturing that waste heat and using it to defray energy use elsewhere. Not only does this reduce costs and carbon emissions, it has an appealing elegance. That elegance could come in handy as data centers fight the perception that they are at best ambivalent toward and at worst harmful to their surrounding communities.
Data centers in other locations around the world are also putting their waste heat to interesting use. In addition to the dozens more data centers that put their waste heat to work heating homes. An IBM data center in Switzerland is heating a nearby community pool. And in Canada, communications company Quebecor donates its heat to the editorial office of a local newspaper.
The State of Indiana currently has 38 data centers listed, from 8 markets in Indiana. Click here to explore the data center locations. Building and maintaining the plumbing, HVAC, and electrical systems for a data center are vast, might you be discussing with your local power utility and data farm owners the ideas of harnessing that energy? This is not only an engineering problem, but the P-H-C contractors are the solution to that engineering problem.
Here is the article that most of the data farm information above is referencing
Here is an article from June of 2024, discussing how Indiana is becoming a haven for these data centers.
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