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Tuesday, April 14 | Dakota Medical Foundation

Welcome & Housekeeping

Jane Vangsness Frisch, Ph.D.

Vice President of Workforce – FMWF Chamber

What is our goal today?

• Quick Introductions (tables)

• Connect/Network

• Review and Recap from last ISP Meeting

• Update on Workforce Data

• What was our focus and what is next?

• ND RWIP Award – Track A (FUNDED!)

• Real Time Talent = Talent Pipeline Management Opportunity

• Discussion and Action Items

• Next Steps

Table Introductions

Name

Role

Connection to Health Care Workforce

What is an ISP, again?

• Industry Sector Partnership

• Driven by employer needs

• Who? employers, training/education providers, government agencies, community partners, non-profits, etc.

• Collaboratively address workforce needs through supporting growth in the industry

• Funding, innovation, regulation, upskilling/education path development

• Focused on identifying and addressing both the opportunities and gaps of the region’s workforce

Review & Recap

Jane Vangsness Frisch, Ph.D.

Vice President of Workforce – FMWF Chamber

Regional Workforce Review

Data and Forecasts

Our Region

Labor Force Participation Rate

% of working-age population that is either employed or actively seeking work

• Fargo-Moorhead MSA: 71.0%

• National: 68%

Population Projection

Our region’s growth is outpacing national population growth

• Since 2020: 8.6% increase • 2025 – 2030: 7.1% increase

Workforce Shortage Index

North Dakota has 47 available workers for every 100 open jobs

Minnesota has 83 available workers for every 100 open jobs

US has 100 available workers for every 100 open jobs

August 2025: Insights

• Incentivize and support employees

• Increase wages, expand loan repayment and mentorship stipends, and reduce billable hour requirements for supervisors.

• Streamline training and credentialing

• Accelerate CNA and professional licensing processes; expand grant funding for training and placements.

• Enhance collaboration

• Strengthen regional communication systems, standardize incentives, and leverage Chamber and government partnerships.

• Promote retention and well-being

• Incorporate self-care, leadership development, and recognition programs to reduce burnout.

• Build regional appeal

• Improve transportation access and position the Fargo-Moorhead region as a healthcare hub that attracts and retains talent.

August Recommendations & Actions

Training & Education Partners

 Build clearer, more accessible pathways into healthcare careers

 Golden Path Solutions: Compass

 Insider Access: April 24th WorkBased Learning

 PWP Proposal

 Integrate foundational skill development

 Professionalism, communication, workplace readiness

 Expand flexible learning options to align with employer capacity and student availability

 Summer, virtual, simulation

 Rural student participation

 Strengthen communication before, during, and after student placements

Employers

• Identify and offer capacityappropriate opportunities

• Job shadows, observational roles, entry-level experiences

• Strengthen communication with education partners on requirements, constraints, and placement expectations

• PWP Grant Application

• Provide feedback on student readiness, placement design, and process improvements to inform continuous refinement of workforce pathways

• Explore shared or distributed mentorship models to reduce burden on individual staff

• Participate in sector-wide discussions on standardized incentives, retention strategies, and shared workforce challenges

• Support RWIP Track A sector strategy development

Support Orgs

(Chamber, etc.)

• Develop a centralized intake/referral process to streamline connections across the pipeline

• WBL: Consistent intake

• Continue convening partners around retention, workforce exposure, and system barriers

• Insider Access: April 24th WorkBased Learning

• UWCC Collaboration: Childcare & ALICE data

• Support advocacy efforts related to licensing, credentialing, funding, and transportation

• Insights and perspectives provided insight to Chamber’s Public Policy Position

• Explore opportunities to elevate and promote the region as a healthcare workforce destination through coordinated messaging and storytelling

Regional Workforce Impact Program 2026

• Track A Funding

 AWARDED!

Extend ISP work

Develop two long-term sectoral strategies

Health | Advanced Manufacturing

Provide opportunity for us to develop more actionable, data-driven, outcomes

FMWF CHAMBER ISP EFFORTS

MOVING INTO ACTION

Healthcare ISP Working Session

April 14, 2026

AGENDA AND OBJECTIVES

Introduction to RealTime Talent

 Introduce the team and core capabilities

RealTime Talent: Labor Market Insights

 Review demand insights shared by the ISP

 Discuss regional talent shortages and trends

RealTime Talent: Next Phase of ISP Action

 Discuss Talent Strategy approach and desired results

 The Talent Pipeline Management Model to further the sector partnership efforts in the Fargo-Moorhead and West Fargo region

Next Steps: Determine Interest & Timeline for Next

Phase

 Employer opt-in to collaborative talent strategies

 Opportunity to identify critical talent pain points and positions with collective talent challenges for businesses who opt into this next phase or your work

 Overview process and timing for employer groups, meetings, and identifying occupation(s) of focus

ABOUT REALTIME TALENT

OUR TEAM

Deb Broberg

Executive Director RealTime Talent

Bryan Lindsley Director of Strategic Initiatives RealTime Talent

Erin Olson, MURP, MPH

Senior Director of Strategic Research RealTime Talent

Catherine Jett, MPH Research Strategist RealTime Talent

Melinda Fierro, Ed.D Research Strategist RealTime Talent

REALTIME TALENT’S APPROACH

Data-Informed

People-Centered Community-Led

OutcomeOriented

HOW WE PRIORITIZE OUR WORK

HOW WE IMPROVE WORKFORCE ALIGNMENT

Methods

• Labor Market and Education Data Analysis

• Facilitation, Engagement, and Strategy Design (Art of Hosting, ToP Facilitation Methods, Talent Pipeline Management)

• Strategic Planning, Action Planning, and Qualitative/Quantitative Analysis

Where We Work

Workforce & Economic Development

• Identification of critical career pathways and Gateway Occupations for strategic investment

• Comprehensive labor market alignment studies

• Employer talent assessments and talent attraction strategies

Education

• Program to labor market alignment analysis

• Equity of access evaluation

• Career and Technical Education supports

Research and Consultation

Facilitation toward Action Data Access and Training

HOW WE IMPROVE WORKFORCE ALIGNMENT (CONT.)

Where We Work - Continued

Employer Talent Strategies

• Implementing demand-driven, employer-led approaches to close the skills gap and address the workforce shortage, building pipelines of talent aligned to dynamic business needs.

• Existing Collaboratives: Public Sector (Public Works), Older Adult Services (Nursing Assistants), Behavioral Health (Mental Health Practitioners), Transportation (CDL)

Making Career Navigation and Program Evaluation more Data-Informed

• Providing access to data tools, resources, and reports that elevate the advising abilities of CareerForce Centers, CBOs, and higher education career services (3 data platforms, 100 users at 70 orgs statewide)

• WHY? Because real-time labor market information in the hands of education and workforce professionals results in more data-informed programming, curriculum, RFPs, talent strategies, and career choices

REGIONAL OVERVIEW

• 9 Counties

• Approximately 320,978 residents (2025)

• About 194,831 employed

• 72.4% labor force participation

• Less racially diverse than the national average

• About 4,600 unique firms advertising jobs in 2025.

Source: Lightcast 2025Q3 Dataset. January 2026 LAUS.

Regional Population Characteristics

HEALTHCARE EMPLOYMENT CONCENTRATION

Location Quotient by Zip Code, Benchmarked Nationally

975 Companies posted healthcare job opportunities in 2025

EMPLOYER DEMAND: INDUSTRY OVERVIEW

EMPLOYER DEMAND: OCCUPATIONAL OVERVIEW

TALENT SHORTAGE: OCCUPATION GAPS

Annual Average Talent Shortage Forecast

($46,200)

Highlights

• Significant shortages of Nursing and Medical Services Managers anticipated

• Management, Software Development, and Production workers across all industries forecast shortages

Chmura

2025Q3 Dataset.

Supervisors of Construction Trades and Extraction Workers

HEALTHCARE AND SOCIAL ASSISTANCE OCCUPATIONAL

Source: Lightcast 2025Q3.

How many new workers do you anticipate needing (estimated) to fill open positions in each of these roles over the next 12 months?

EMPLOYER INTEREST IN COLLABORATION

100%

All eight of you expressed that you would be open to exploring a collaborative approach with other employers to solve your talent shortage together.

WORKFORCE ACTIVATORS AND NAVIGATORS: HEALTHCARE

What do you see as the most significant barrier or challenge facing new entrants into this industry sector (ISP)?

• Workforce shortage in long term care.

• State reimbursement rates not high enough for companies to pay competitive entry-level wages for essential entrylevel roles (i.e. DSP); broken business model.

• Passing background checks to work with vulnerable populations.

• Applicable skills or training, whether that be a degree or the appropriate soft skills.

Have you identified any possible solutions to address these barriers or challenges?

• Tapping into the New American demographic.

• The WorkReady event (Rural MN CEP) will be a test for ensuring talent gets relevant skills/training, as well as the many grants we offer to get people the appropriate degrees and certifications.

WHAT IS TALENT PIPELINE MANAGEMENT?

& Why It’s the Natural Next Step

Employer-Led

TPM® is a demand-driven, employer-led approach to close the skills gap. Employers drive the process, define the need, and hold partners accountable — not the other way around.

Collaborative

WHAT IS TALENT PIPELINE MANAGEMENT?

Multiple employers with shared needs work together, gaining leverage no single employer has alone. Developed by the U.S. Chamber of Commerce Foundation.

Supply Chain Logic

Treats talent like a supply chain: define the demand, map the supply, and close the gap systematically.

44 U.S. States + D.C. & Canada | 91 Active Collaboratives (2025) | 1,427 Network Members | Proven since 2014

WHY TPM IS THE NEXT LOGICAL STEP FOR THIS PARTNERSHIP

You Built the Table

Employers and partners meeting regularly, sharing common concerns.

You Identified Shared Needs

Sector data reviewed; talent shortages confirmed.

TPM: Take Action

Now target specific gaps with structured tools.

You already have the foundation — participating employers, shared data, and trust. TPM gives you the structured framework to convert that foundation into real action on your most pressing talent gaps. It’s not a new partnership — it’s your partnership, now equipped to produce measurable results.

WHY TPM WORKS WHERE OTHER APPROACHES

FAIL

Traditional Partnerships

Action taken, but specific talent gaps remain unfilled

Employers invited to participate, not to lead

Vague “needs” shared — no granular occupational data

Education/training partners guessing at employer needs

No shared accountability or performance measures

Relationships built, but pipelines not built

Talent Pipeline Management

Gaps identified first — action is targeted to close them

Employers are in the driver’s seat from day one

Precise demand data: occupation, volume, timeline, credentials

Providers co-design training based on real employer specs

Scorecards, metrics, and milestones hold all partners accountable

Relationships AND functional talent pipelines built together

TPM PUTS TALENT GAPS FIRST — NOT AS AN AFTERTHOUGHT

Most partnerships take action first. TPM identifies the gap first, then builds precisely to close it.

Hard-to-Fill Roles

TPM starts by quantifying your most critical, hardest-to-fill occupations — not broad “workforce needs.”

Turnover & Retention

Demand planning surfaces whether the issue is external supply or internal pipelines — then targets the root cause.

Credential Mismatch

Employers define the exact competencies and credentials needed, eliminating the guesswork for training providers.

Partner Alignment

Preferred providers are selected and contribute to improved outcomes — not just invited to the table and left to interpret needs.

TALENT PIPELINE MANAGEMENT: BUSINESS AND EDUCATION WORKING TOGETHER

Re-Examine Hiring Practices and Policies to Maximize Hidden Talent Pools

1. Organize Employer Collaborative

Bring together employers with shared workforce needs around a common occupation or skill area.

2. Engage in Demand Planning

Project job openings: volume, timeline, and specific skills needed — datadriven, not guesswork.

3. Communicate Competency & Credentials

THE 6 TPM STRATEGIES

4. Analyze Talent Flows

Create shared language for what “qualified” looks like so training providers can hit the mark.

5. Build Talent Supply Chains

Map where qualified candidates currently come from and identify capacity gaps in the supply.

Co-design pipelines with preferred education and training partners based on real employer specs.

6. Manage Pipeline Performance

Track outcomes, hold partners accountable with scorecards, and continuously improve the pipeline.

→ Each strategy builds on the previous, creating a complete demand-driven talent supply chain

MENTAL HEALTH CASE MANAGERS: A TPM SUCCESS STORY

The Problem Eight MSP metro employers faced a projected shortage of 1,000+ Mental Health Case Managers within two years. Costly, redundant onboarding and mismatched training pathways left workers underprepared — while rising demand for mental health services went unmet.

The Solution RealTime Talent formed an eight-employer collaborative using the TPM® framework to co-design solutions with training partners — including a shared onboarding model through a local community college, aligned 2- and 4-year degree programs, and "Earn & Learn" apprenticeship pathways.

The Results

 Reduced onboarding costs and lower vacancy rates

 Employees earning wages while pursuing credentials, improving access and retention

 Stronger alignment between education programs and real job requirements

 A foundation for long-term workforce planning in the mental health sector

CERTIFIED NURSING ASSISTANTS: A TPM SUCCESS STORY

The Problem Nine MSP metro long-term care employers needed to fill nearly 3,200 CNA positions between 2022–2024 — and fewer than half of training participants were entering the workforce. Growing demand for older adult services made the shortage critical.

The Solution

RealTime Talent launched Minnesota's only Long-Term Care TPM® Collaborative, supported by Medica, uniting employers, training providers, and community organizations. After employers identified that their cost per hire and onboarding costs were higher than anticipated, they redirected resources toward a tuition-free training model with wraparound supports and early job offers.

The Results

Lower

vacancy rates and reduced cost per hire

Clearer career pathways and stronger alignment between training and job requirements

Tuition-free training with wraparound supports improving access and completion

A replicable, data-informed model for long-term care workforce development

NEXT STEPS: HOW WE MOVE FROM HERE TO ACTION

1. Employers Opt-In

Today | Indicate your organization’s interest in participating. No commitment to the full process yet — just a commitment to the conversation.

2. Identify Your Top Talent Pain Point

Now – Late 2026 | We’ll connect with each participating employer to surface your most pressing workforce gap — typically a specific occupation — and begin to quantify the need.

3. Regular Employer Check-Ins

Ongoing | We’ll maintain ongoing connection with participating employers between now and the next full sector partnership meeting. These touchpoints ensure no employer gets left behind.

4. Reconvene at Sector Partnership Meeting

Late 2026 | We’ll bring participating employers back together with aggregated pain point data — ready to formally launch into the next phases of TPM together.