Blueprint Nebraska...Blueprint Nebraska is an ambitious statewide strategic planning process that...

Blueprint Nebraska Community Survey 2018

Prepared for Blueprint Nebraska by the University of Nebraska Public Policy Center

Nancy Shank, PhD, MBAStacey Hoffman, PhDJanell Walther, PhDTarik Abdel-Monem, JDMike Schiwart

Blueprint Nebraska: 2018 Community Survey 2

Executive SummaryThe Blueprint Nebraska initiative invited Nebraskans to provide feedback about Nebraska’s economic prosperity through a survey that included open-ended and quantitative items: 4,839 persons completed and submitted a response to at least one item. All responses were received on-line (no hard copy surveys were returned) in the period between August 27, 2018 and December 31, 2018. The survey was intended, originally, as a means to obtain insights from business owners, but shortly into the survey period, it was decided that invitations to complete the survey would be made to include the general population. In most of the socio-demographic categories, respondents are not statistically representative of Nebraska’s general population profile. The only category in which the respondent profile was representative was gender. Therefore, caution should be exercised in interpreting the results as representative of what “Nebraskans” believe.

The Blueprint Nebraska Industry Council focus areas appear to cover the issues of importance to respondents. Each focus area was rated at least as Somewhat Important. However, respondents rated the Current Status of most focus areas as only Good.

Both quantitative and qualitative results show geographic differences in perspectives. The Panhandle rated the Current Status for most focus areas lower than any other region. Many of the open text responses specifically mentioned that rural areas of the state are less well-resourced than urban areas. A whole-state mentality may be a challenge in considering key issues.

Respondents are proud of Nebraska, their communities, their work ethic, their educational institutions, and the high quality products produced. Respondents have great enthusiasm for using local products and services to support local economies. Respondents acknowledged Nebraska’s agricultural heritage, economic strength, and its source for future innovation and market development.

4,839 RESPONDENTS


The need for a larger and more skilled workforce was identified as a major concern throughout the survey results. Respondents suggested that good jobs are only part of the solution of recruiting and retaining a quality workforce; other important components are affordable and available housing and healthcare, community quality of life (e.g., cultural and recreational opportunities), high quality childcare, and inclusive leadership structures. Respondents want their communities and businesses to grow. There is support for welcoming new residents and immigrant communities and expanding diversity and inclusion in Nebraska.

Taxes are an issue for many. Some respondents indicate a need to lower taxes for social security, military retirement pay, property taxes, working families, and taxes on businesses. Others felt that taxes were reasonable. Incentives were a key area of contention; some participants felt businesses should be encouraged through incentives, while others felt that these breaks were putting the tax burden on individuals. Many participants indicated a need for re-balancing of public school funding. Some respondents felt that more funding should be used to support specific programs and services.

Talent retention and retention of young people was a key issue for participants across focus areas. Respondents want to ensure the younger generation receive high quality educations that lead to jobs that strengthen the state. Most participants viewed primary and secondary schools, and post-secondary institutions as a strength of Nebraska. However, affordability of post-secondary education was a concern as was the belief that not enough students realize that community colleges provide education for viable career opportunities. Approximately 30% of respondents were Millennials (born in or after 1981, typically ages 20-38). Although they had similar patterns of responses in many areas, they did diverge in several areas where, when compared to older generations, Millennials:

• Rated importance of Manufacturing and Banking & Finance as lower• Rated Current Status of Education Attainment, Energy & Natural Resources, and Transportation lower• More likely to select Access to improved transportation and Retaining young people as a factor important to expand Nebraska’s business environment• Less likely to select State tax policy changes as a factor important to expand Nebraska’s business• More likely to select Technology & Innovation and Transportation as areas willing to answer additional questions

30%OF RESPONDENTSWERE MILLENNIALS


Nearly 36% of respondents identified themselves as Business Owners/Senior Leaders. They appear optimistic about the future: the plurality (48%) predicted their workforce size would increase. They did not diverge in their patterns of response in many questions. The exceptions are that Business Owners/Senior leaders:

• Rated the Current Status of Housing and Workforce lower• More likely to select Access to improved transportation and Workforce

housing as a factor important to expand Nebraska’s business environment• More likely to select Agriculture, Entrepreneurship, and Workforce as areas

willing to answer additional questions• Less likely to select Transportation as an area willing to answer additional

questionsThe report, along with feedback from town hall meetings and other data and informational materials, is intended to provide insights for planning for Nebraska’s future prosperity.

ContentsExecutive Summary .................................................................................................... 2

Background .................................................................................................................... 8 Purpose ....................................................................................................................... 8

Organization of the Report ....................................................................................... 9 Methods ....................................................................................................................... 9 All Respondents ........................................................................................................ 13

Business Owner/Senior Leader Respondents ...................................................... 16

Summary Results .........................................................................................................18 Overall Summary by Focus Area ............................................................................ 18

One Thing .................................................................................................................. 24

Top Three Factors ..................................................................................................... 25

Detailed Results ..........................................................................................................26 Importance ................................................................................................................26

Current Status ........................................................................................................... 31

Respondents’ Rating of Importance Compared to Current Status ................... 40

Top Three Factors .....................................................................................................41

One Thing .................................................................................................................. 46

Business Owner Workforce Size Prediction ..........................................................47

Industry Council Focus Areas Chosen ................................................................... 48

Industry Council Focus Area: Three Additional Questions................................. 54

Conclusion ......................................................................................................................82

Appendix: Blueprint Nebraska Survey ...............................................................83


BackgroundPURPOSEBlueprint Nebraska is an ambitious statewide strategic planning process that aims to engage “business, agriculture, community, state, and university leaders to help lead Nebraska to our next era of growth and prosperity”1 (Blueprint Nebraska Summary, 2018). The planning process comprised creation of the Blueprint Nebraska Steering Committee and 16 Industry Councils, with members appointed from throughout the state, who would develop a plan to “drive economic growth, increase competitiveness, and deliver opportunities for all to prosper.”2

The specific focus areas are each represented by an Industry Council. They are:

Agriculture; Banking and Finance; Community Vitality; Education Attainment; Energy and Natural Resources; Entrepreneurship; Healthcare; Housing; Leadership, Diversity, and Inclusion; Manufacturing; Mega-Sites for Future Development; Military and Veterans’ Affairs; Taxation and Incentives; Technology and Innovation; Transportation; and Workforce.

Blueprint Nebraska staff contacted the University of Nebraska Public Policy Center (Center) to develop a survey to capture the ideas and perspectives about future prosperity from Nebraskans throughout the state. Blueprint Nebraska staff wanted the survey to be a means for persons throughout the state to provide insights during the planning process that would complement other outreach such as town hall feedback sessions.

Preliminary findings were presented at two Blueprint Nebraska Steering Committee and Industry Council meetings during fall 2018. This document serves as the final report of survey results.

1 Blueprint Nebraska. (2018). Blueprint Nebraska brochure. (blueprint-nebraska.org)2 Blueprint Nebraska. (2018). Blueprint Nebraska brochure. (blueprint-nebraska.org)


ORGANIZATION OF THE REPORTThe remainder of this section of the report describes the survey and its availability, and compares the socio-demographic characteristics of the respondents to Nebraska, as a whole. The Summary Results summarizes responses to each Industry Council focus area and briefly presents the qualitative responses to the open-ended question asking for the “one thing” needed to ensure Nebraska’s economic vitality, and to the question asking for selection of up to three offered choices of factors important to expand Nebraska’s business environment. The Detailed Results section provides greater numeric and qualitative detail for responses, followed by the report’s Conclusion. An Appendix completes the report.

METHODSSurveyThe survey items were jointly developed by Blueprint Nebraska staff, consultants, and University of Nebraska Public Policy Center researchers. The items were developed with business owners as the target audience.

The final survey had three parts (see Appendix for survey):

Part 1: Three questions about Nebraska’s economy.

1. Rating of focus areas (scaled response items) a. Rating of importance of each Industry Council focus area b. Rating of the current status of each Industry Council focus area2. Selection of factors important to expand Nebraska’s business environment (forced

choice of up to three response items)3. Identification of one thing to ensure Nebraska’s economic vitality (open text response)4. Persons who identified as a business owner/senior leader in organization were asked

two additional questions: a. Number of persons employed (categorical response item) b. Workforce size prediction (increase, stay the same, decrease)

Part 2: Three questions about Industry Council focus areas chosen by the survey respondent.

5. How Nebraska excels in the focus area (open text response)6. What opportunities must be seized in the focus area (open text response)7. What respondent’s community should do to support the focus area (open text

response)


Part 3: Five socio-demographic questions.8. Zip code9. Gender10. Year of birth11. Employment status12. Employment focus area

The survey also included a space for respondents to provide their email address if they would like to receive updates about Blueprint Nebraska. The respondents who provided email addresses to receive Blueprint Nebraska updates totaled 1,140.

In order to maximize accessibility of the survey, it was made available on-line, as well as in a hard copy format. The online survey and hard copies were first made available on August 27, 2018. On November 19, 2018, Spanish versions of the survey (online and hard copy) were also made available. Data collection was concluded on December 31, 2018.

Blueprint Nebraska staff shared the survey (via hard copy and as a link) through the Blueprint Nebraska website, in media releases, and at town hall meetings.

AnalysesResearchers analyzed responses to all scaled and categorical questions using SPSS statistical software. For each question with response categories, analyses were conducted to identify whether there were different patterns of response based on different regions of Nebraska, gender, age, and status as a business owner/senior leader compared to those not a business owner/senior leader. Because of the large sample size, the analyses focused on meaningful significant difference, that is, differences reaching at least a small effect size.

Year of birth was converted into generational categories. Because there were few respondents in the oldest and youngest age categories, these were dropped for the purposes of comparative analyses.

Table 1. Generational birth year assignments

Year of Birth Generational Categorization

1925-1942 Silent Generation

1943-1964 Baby Boomer

1965-1980 Generation X

1981-1999 Millennial

2000 or later Generation Z


For purposes of comparing responses from different parts of Nebraska, the state was divided into seven regions: Panhandle, Central, Tri-cities, Northeast, Southeast, Lincoln, and Omaha regions.Figure 1. Regional assignments

For qualitative feedback (open-ended questions), researchers sampled approximately 10% of all responses. A team of three researchers worked independently to code the data and met periodically using a reiterative, inductive approach to determine agreement on coding terms and clusters, and to identify the codes that comprised major themes. The major themes that emerged (listed alphabetically, by coding category):

Table 2. Open text themes

Coding Category Themes

Economic & Community

Development

Affordable, accessible basic needs (including availability, education, energy/power, financial support, healthcare, insurance, human services, quality housing)

Enriching community life (including arts programming and events, creativity, cultural offerings, maker spaces, public spaces, quality, recreation, vitality)

Good, available jobs and creation of new jobs (including availability of, low unemployment, wages)

Grow and strengthen local businesses and communities (including attracting and retaining economically diverse businesses, economic development, increasing size of population, investing in human capital, patronizing local businesses and programs, philanthropy, providing technical assistance, revitalization, supporting startups, taking advantage of low costs, tourism)

Individual business strategies and employer investments (includes business research and development, community support, customer focus, global competitiveness, product quality, profits, supply chain, workforce inclusion and diversity)


Economic & Community

Development

Investment capital for businesses through public and private business incentives/financing/private capital (including comments for, against, and need to evaluate

Role of agriculture (including conservation, current and historical role in Nebraska, diversity, family farms, strength)

Technology and innovation (including alternative innovations, broadband, research)

Workforce (including continuing education for jobs, development, diverse workforce, on the job training, pipeline, recruitment of new people/talent, removal of work barriers)

Education

Cradle (early childhood) through K-12 education

Postsecondary education

Adult education (including workforce development, on-the-job, continuing education, soft skills)

Natural and Physical Resources

Alternative transportation (including bike trails, intermodal, light rail, pedestrian, public, train)

Renewable resources (including conservation, energy, ethanol, recycling)

State's built resources (including communications, energy, and military assets)

State's land, water, other natural resources (including habitats, locations, and opportunities)

Traditional transportation (including air, highways, streets)

Population and Human Assets

Geographic differences (including inequity in resources, importance of geographic areas, inclusion of geographic perspectives)

Ideological values (including political orientation, polarization, and positions)

Involvement and participation in the community (including civic and community participation, organizational public/private/state/local collaboration, planning, vision, volunteerism)

Local and state leadership (including broadening, building, changing, diversifying, mak-ing accessible, supporting, training)

Next generation (including future of farming, leadership inclusion, other opportunities, retaining, youth)

Population diversity and inclusion (including immigrants, resettling, welcoming)

Population and personal behaviors and traits (including agreement or disagreement about: friendliness, frugality, openness to change/innovation, pride, sense of place, re-sponsibility, welcoming, work ethic )

Public Policies

Creating or increasing taxes (including local income tax, sales tax, sin tax)

Decreasing or eliminating taxes (including carve-outs for agriculture, businesses, income, individuals, military, property, seniors, veterans)

Equalizing, reforming, reprioritizing funding in areas (including behavioral health/drug addiction, education, public health, supportive services)

Local and state government and educational institutions and services

Maintaining taxes for a specific program or service



Public Policies

Needed local and state policies

Reducing local and state regulations

Tax subsidies and incentives (including business, infrastructure, renewal energy)

PromotionGeneral public information about specific issues (including entrepreneurship, healthcare options, healthy behaviors, life skills, taxes, veterans)

Promoting Nebraska (including identity, unique communities, jobs, products)

OtherNot present

Other

ALL RESPONDENTSBetween August 27 and December 31, 2018, 6,684 persons visited the first page of the online survey. Of those 4,839 completed and submitted at least one answer. Of that total, only one Spanish version of the survey was received. No hard copy surveys, in either English or Spanish, were returned.

In most of the socio-demographic categories, respondents are not statistically representative of Nebraska’s general population profile. The only category in which the respondent profile was representative was gender. Therefore, caution should be exercised in interpreting the results as representative of what “Nebraskans” believe.

Table 3. Demographics of respondents

Characteristic Survey Respondents Nebraska Respondents Compared to Nebraska

Number Percent Percent Similar More Fewer

Gender

Other 11 0.3%

Male 2462 59.0% 49.9% X

Female 1703 40.8% 50.1% X

Total 4176

*Missing 663

Generation

Silent Generation - 1925-1942 46 1.1% 7.3% X

Baby Boomer - 1943-1964 1222 29.9% 25.6% X

Generation X - 1965-1980 1579 38.6% 28.2% X



Generation

Millennial - 1981-1999 1240 30.3% 33.2% X

Generation Z - 2000+** 5 0.1% 5.7% X

Total 4092

*Missing 747

Region

Northeast 307 7.4% 9.1% X

Omaha 2029 49.2% 41.1% X

Lincoln 413 10.0% 16.1% X

Southeast 261 6.3% 10.8% X

Tri Cities 227 5.5% 7.3% X

Central 496 12% 10.8% X

Panhandle 366 8.9% 4.9% X

Outside of Ne 29 0.7%

Total 4128

*Missing 711

Employment

Employed 3883 92.6% 76.5% X

Not employed, but looking 18 0.4%

Not looking 11 0.3%

Student 74 1.8%

Retired 208 5%

Total 4194

*Missing 645

Business Category

Transportation, warehousing, utilities

1259 32.6% 5.6% X

Information, publishing, production, media, telecommunications, technology, finance, insurance, real estate***

514 13.3% 9.4% X




Business Category

Educational services, healthcare, social assistance

473 12.3% 23.7% X

Professional, scientific, management, administration

436 11.3% 8.5% X

Other (Please describe) 340 8.8% 4.4% X

Agriculture, forestry, fishing, hunting, mining

236 6.1% 4.4% X

Government (local, state, federal, including armed forces)

209 5.4% 4.6% X

Manufacturing 173 4.5% 10.7% X

Construction 84 2.2% 6.8% X

Retail trade 81 2.1% 11.6% X

Arts, entertainment, recreation, accommodations, food services

39 1% 7.6% X

Wholesale trade 13 0.3% 2.8% X

Total 3857

*Missing 22

*Missing rows refer to the respondents who did not answer the question.

** For the purposes of calculating population estimates only, the Generation Z population covers only persons born 2000-2001, since the youngest person who completed the survey was 17.

***For the purposes of comparing to Nebraska estimates, the field of Information, publishing, production, media, telecommunications, and technology was combined with finance, insurance, real estate. Elsewhere in the report they are broken out.

Nebraska data sources: Gender (Census Bureau, 2017 Population Estimate, 1-year Sample, Table PEPAGESEX), Generation (Calculated from Census Bureau, 2010 Population Count, Table QT-P2), Employment (Estimated from Census Bureau, 2013-2017, 5-Year Estimates, Table S2303, using the percentage of persons who worked at least 27 weeks of the year), and Business Category (Estimated from Census Bureau, 2013-2017, 5-Year Estimates, Table S0802).






BUSINESS OWNER/SENIOR LEADER RESPONDENTSOf all respondents, 36% identified themselves as business owners or senior leaders in their organization.

Table 4. Business owner/senior leader respondents

Business owner/Senior leader Number Percent

Yes 1491 36%

No 2688 64%

Total 4179

Missing 659

The region with the highest percentage of respondents identifying as business owner/senior leaders was the Tri Cities area with 54%. The Omaha area had the lowest percentage (22%) of business owner/senior leader respondents.

Table 5. Business owner/senior leader by region

Region Number Percent

Tri Cities 225 54%

Central 493 51%

Lincoln 410 49%

Northeast 307 49%

Southeast 261 48%

Panhandle 366 46%

Omaha 2017 22%

Slightly more males than females identified themselves as business owner/senior leaders

Table 6. Business owner/senior leader by gender

Gender Percent Number Notes

Male 38% 2455 Greater percentage of males identify as business owners/senior leaders than femalesFemale 32% 1692


Each successive older generation had higher percentages of persons identifying as business owner/senior leaders than did each successive younger generations.

Table 7. Business owner/senior leader by generation

Generation Percent Number Notes

Baby Boomer 51% 1217 Baby Boomers greater percentage than Generation X, Generation X greater per-centage than MillennialsGen X 35% 1572

Millennial 21% 1239

Those who identified themselves as business owners or senior leaders in their organization, were asked to estimate the number of full time equivalent (FTE) positions employed by their organization. Most respondents (52%) had between 1 – 10 FTE positions, with numbers for each successively large categorization dropping by at least half.

Table 8. Organization size of business owner/senior leader

Full time equivalent (FTE) positions Number Percent

More than 1,000 102 7%

501 - 1,000 51 3%

101 - 500 173 12%

11 - 100 369 25%

1-10 760 52%

Total 1455

Missing 28


Summary ResultsThis section of the report summarizes the survey results. First, the results are summarized for each focus area. Next, the results from the “one thing” respondents believe is important to ensure Nebraska’s economic vitality and the factors important to Nebraska’s business environment are summarized.

OVERALL SUMMARY BY FOCUS AREA

AgricultureAgriculture is king in Nebraska: the area received the highest mean rating for Importance (full rankings for Importance are available on page 27, Table 10), with the greatest unanimity of responses. It also received the highest mean rating for Current Status (full rankings for Current Status are available on page 33, Table 14). There were no noteworthy differences in patterns of ratings for Importance or Current Status by gender, generation, or business owner/senior leader status. There was a significantly lower Current Status rating in the Panhandle when compared to the other areas of the state

Respondents noted that agriculture plays an important role in the state. Respondents are proud of Nebraska’s work ethic and reputation in this area and believe our agricultural practices are innovative. Respondents suggested that diversification, better promotion/marketing, value-added projects, additional innovations, and taking care of our land, water and natural resources are important for the future of agriculture. Local communities should support producers, retain young producers and engage in practices to grow the future workforce, and recognize the importance of international trade and community benefits of the sector.

Banking & FinanceBanking & Finance in Nebraska is seen as a solid area: it received the second highest mean rating for Current Status. The rating for Current Status was higher among those that believe the sector is Important/Very Important. There were no noteworthy differences in patterns of ratings for Importance or Current Status by region, gender, or business owner/senior leader status. By generation, Millennials saw Banking & Finance as less important than did the older generations.


Respondents noted Nebraska’s banks provide many options and fair rates, are financially strong, and that community banks are invested in their areas. Respondents are interested in retaining strong community banks and expanding their ability and interest in supporting local businesses. Respondents believe they must continue to support local banks and encourage banks to support local businesses.

Community VitalityCommunity Vitality was ranked sixth for Importance and seventh for Current Status. Females tended to rate Community Vitality as more Important than did males. Of regions, the Panhandle rated the Current Status of Community Vitality lower than any other region. This was the second most popular area to answer additional questions.

Respondents are proud of Nebraska and their communities. They want to grow their communities and support businesses, retain young people, and welcome new residents. A number of respondents believe that rural Nebraska, especially, needs assistance in growing their communities. Respondents believe local communities should support local businesses, develop their communities and amenities, and be proactive.

Education AttainmentEducation Attainment received the fourth highest rating for Importance and Current Status. There were no noteworthy differences in patterns of ratings for Importance or Current Status by region, gender, or business owner/senior leader status. Millennials rated the Current Status of this area as lower than older generations. This area was the most popular area to answer additional questions.

A large number of respondents believe Nebraska excels in post-secondary education (e.g., many options, strong university, low tuition), and for education from birth through high school (e.g., high quality and graduation rates), but a subset of respondents did not believe Nebraska excels in education. Respondents suggested that post-secondary education should be more affordable, more tied to workforce needs, and that opportunity gaps (e.g., racial and ethnic) should be addressed. Cradle through high school education should be improved through recruitment of skilled educators, expansion of course availability, and greater emphasis on early childhood education. Respondents also mentioned that there should be greater connections between schools and businesses so that students are trained for jobs that are available. Respondents believe local communities should continue to financially support schools, expand programming, encourage high school students to pursue postsecondary education, make postsecondary education more affordable, and educate the community about the value of education.


Energy & Natural ResourcesEnergy & Natural Resources was ranked approximately in the middle of sectors in Importance (tied for tenth) and Current Status (tied for seventh). Females tended to rate this area as more important than males. Respondents who believed this sector is Important/Very Important rated the Current Status higher than those who do not believe the sector is Important. The Panhandle region rated the Current Status of the sector lower than any other region. Millennials rated the Current Status of this area lower than older generations.

Respondents noted Nebraska’s vast renewable resources, built resources, and land, water, and natural resources as important assets. Respondents believe there are opportunities in expanding renewable resource energy production and using our natural resources wisely. It is believed that local communities should utilize renewable resources to a greater extent.

EntrepreneurshipEntrepreneurship was ranked approximately in the middle of sectors in Importance (tied for tenth) and Current Status (tied for seventh). Respondents who believed this sector is Important/Very Important rated the Current Status higher than those who do not believe the sector is Important. The Panhandle region rated the Current Status of the sector lower than any other region.

Respondents believe Nebraska offers an excellent environment for entrepreneurship through technical assistance, good business environment, low costs, workforce that has a strong work ethic, culture that accepts risk and innovation, and successful businesses that are leading the way. Opportunities that should be developed to spur entrepreneurship include programs to identify and support start-ups, a view of start-ups that expands beyond information technology, capital and financing, and opportunities in value-added agriculture. Local communities should provide incentives and support, financing and capital, and educate their communities about it.

HealthcareHealthcare was rated second (tied with Workforce) in Importance. It had the third highest mean rating for Current Status, but had the greatest variance in viewpoints of all Current Status ratings meaning it was an area of greater disagreement in ratings. Females tended to rate this area as more important than males. The Panhandle region rated the Current Status of the sector lower than any other region.

Opinions about how Nebraska excels in this area diverged widely. Some believe there are many options, healthcare is affordable, and the quality is excellent. Others, particularly in rural areas, believe healthcare options were lacking even though many are proud of the community providers and hospitals. Another group found nothing positive about the healthcare system, believing that it excludes many and that Nebraskans are not healthy. The opportunities


Nebraska must seize primarily focused on making healthcare more accessible and affordable, and also on recruiting and retaining the healthcare workforce needed to provide care. Local communities should address healthcare affordability and accessibility, improve their local communities to attract skilled healthcare professionals, and patronize local providers. Rural communities, in particular, are in need of providers and services.

HousingHousing was ranked approximately in the middle of sectors in Importance (7th) and Current Status (tied for 12th). Females tended to rate this area as more important than males. Respondents who believed this sector is Important/Very Important rated the Current Status lower than those who do not believe the sector is Important. The Panhandle region rated the Current Status of the sector lower than any other region. Males rated the Current Status more highly than did females in this area. Business owners/senior leaders rated the Current Status as lower than those who were not business owners/senior leaders.

Respondents’ comments about how Nebraska excels in Housing varied. Some believe Nebraska has a good variety of affordable options. Others believed that Nebraska lacks high quality affordable housing options, perhaps particularly in rural communities and urban areas. Others pointed to the ways local development is addressing housing needs. The opportunities that must be seized in Housing included development/redevelopment of more affordable houses and rental units, and programs to support housing development. It was suggested that local communities should create plans, work with developers, and use creative incentives to create more quality housing options.

Leadership, Diversity & InclusionLeadership, Diversity & Inclusion was ranked approximately in the middle of sectors in Importance (tied for 13th) and Current Status (tied for 14th). The divergence in rating of Importance was large (high variation in the ratings). Respondents who believed this sector is Important/Very Important rated the Current Status lower than those who do not believe the sector is Important. Females tended to rate this area as more important than males while males rated the Current Status more highly than did females. The Panhandle region rated the Current Status of the sector lower than any other region.

This is a broad sector, and the breadth of areas covered reflected that breadth. In terms of excellence in this area, some believed that Nebraska does a good job in including many populations in community efforts. Others believed Nebraska does poorly in this area for person with disabilities, persons from racial and ethnic minority populations, LGBTQ community members, young people, and women. Others noted that Nebraska has people who are willing to be leaders and that there are many good ones. Opportunities in this area include practicing greater inclusiveness in community matters, and developing leaders from under-represented groups. It is believed local communities should be proactive in welcoming and including all persons in community decisions and leadership.


ManufacturingManufacturing was ranked low in Importance (tied for 14th) and Current Status (tied for tenth). Respondents who believed this sector is Important/Very Important rated the Current Status higher than those who do not believe the sector is Important. The Panhandle region rated the Current Status of the sector lower than any other region. Millennials see Manufacturing as less important than do the older generations. Manufacturing was among the least most popular sectors respondents chose to answer additional questions.

Respondents touted Nebraska’s strong work ethic, for which it is known, and its diverse and innovative businesses. Other respondents believe Nebraska lacks excellence in number, size, and quality of manufacturers. It is believed Nebraska must improve retention and recruitment of manufacturers that pay good wages, must improve recruitment and retention of the manufacturing workforce, and must more aggressively expand products and promote its products outside the state. It is believed local communities should actively support prospective and existing businesses, work hard to ensure its workforce meets the needs of employers through high quality education and training, and learn the importance of manufacturing to the economic vitality of communities.

Mega-sites for Future DevelopmentMega-sites for Future Development received the lowest mean rating for Importance and had among the widest variance in ratings (meaning respondents gave it widely differing ratings). Mega-sites for Future Development received the second lowest mean for Current Status. The Panhandle region rated the Current Status of the sector lower than any other region. It was the least popular area to answer additional questions

Many respondents do not believe Nebraska excels in Mega-sites for Future Development. Some respondents, however, pointed to the state’s plentiful land, transportation infrastructure, geographic centrality in the U.S., and other facilities that could be harnessed for sites. It is believed that Nebraska could assemble land near major workforce and transportation hubs. It was suggested that local communities could be proactive in supporting sites.

Military and Veterans AffairsMilitary and Veterans Affairs received the second lowest mean rating for Importance and a mid-level ranking (tied for ninth) for Current Status. Respondents who believed this sector is Important/Very Important rated the Current Status lower than those who do not believe the sector is Important. Females tended to rate this area as more important than males. The Panhandle region rated the Current Status of the sector lower than any other region. It was the second least popular selected to answer additional questions

Respondents believe Nebraska must improve access to healthcare, mental health, employment, and transition-to-community programs for veterans. Local communities should improve and promote services, be personally supportive of veterans, and provide good jobs, work incentives, and consumer discounts.


Taxation & IncentivesTaxation & Incentives was ranked fairly low (tied for 13th) in Importance and received the lowest mean rating for Current Status. Respondents who believed this sector is Important/Very Important rated the Current Status lower than those who do not believe the sector is Important. The Panhandle region rated the Current Status of the sector lower than any other region.

Many respondents do not believe Nebraska excels in this area. Some noted that taxes support programs that people value and some offered specific areas where taxation should be changed. Respondents had wide-ranging views on what opportunities should be seized in this sector. Many respondents offered ideas of areas taxes should be decreased or eliminated, but there was little consensus, overall. Some thought there should be relief for families and others for businesses, some liked tax breaks for recruiting new businesses to Nebraska and others thought they were a waste, some advocated reduced income taxes for certain categories of persons (e.g., retired, military) while others thought income taxes should be levied across the board. A number of people suggested that more efficient state and local government operations could save tax dollars. It was felt that local communities should lower taxes and be more frugal, and should encourage citizen involvement.

Technology & InnovationTechnology & Innovation was rated fifth for Importance and tied for ninth for Current Status. In general, there were no overall patterns of difference in responses based on gender, generation, and business owner/senior leadership position. The Panhandle region rated the Current Status of the sector lower than any other region.

Some respondents believe that Nebraskans have a good track record in this area and a good postsecondary infrastructure to assist. Others do not believe Nebraska does well in this area. Respondents suggested that there are opportunities in value-added agriculture, broadband access availability throughout the state, capital and incentives for businesses, improved post-secondary education programs, and development of rural programs and facilities. It was suggested that local communities should be more proactive in utilizing new technologies, creating incentives for development, work with innovators, getting broadband, and investing in and encouraging educational practices that support innovation.

TransportationTransportation was ranked approximately in the middle of sectors in Importance (tied for tenth) and Current Status (tied for 14th). Males rated the Current Status more highly than did females in this area. Millennials rated the Current Status of this area as lower than older generations.

There were divergent views about Nebraska’s excellence in this sector. Some believe Nebraska has strong traditional transportation assets (e.g., roads, railroads, river, trucking, air


service). Others responded that Nebraska does nothing well in Transportation. Some pointed to urban public transportation in cities. Many respondents suggested that Nebraska should improve alternative transportation options, such as public transportation and bike lanes. Others suggested that more funding should be devoted to improving roads. There were a number of calls for increased public transportation in specific locales: improved public bus systems, improved bike lanes, and public transportation between Lincoln and Omaha. It is suggested that local communities should improve public transportation and bike and walking lanes, should improve local streets and work with the state to improve and expand highways, and engage in transportation decision making and developing personal and public solutions.

WorkforceWorkforce received the second highest mean rating of Importance (tied with Healthcare) but a relatively low ranking for Current Status (tied for 12th with Housing). The Panhandle region rated the Current Status of the sector lower than any other region. Business owners/senior leaders rated the Current Status as lower than those who were not business owners/senior leaders. This area was the third most popular area to answer additional questions.

Respondents overwhelmingly noted that Nebraska has an excellent workforce with an unmatched work ethic. They further noted that there are plenty of jobs and a low rate of unemployment, and post-secondary institutions that do a good job training students for the workforce. However, concern was noted that there may be barriers to advancement for underrepresented populations and that some areas of the state have large populations of unskilled workers. Opportunities in Workforce were noted to include collaboration between business and postsecondary for high-quality training, services to support participation in the workforce such as high quality childcare, improved communities and coordinated efforts to retain and attract skilled workers including young people, and the need for businesses to offer pay and benefits to attract and keep workers. It was thought that local communities could build collaborations between local schools, businesses, and non-profit training programs.

ONE THINGRespondent were invited to volunteer the one thing that was needed to ensure Nebraska’s economic vitality. The three areas theme areas that received the most responses were:

1. Grow and strengthen local businesses and communities2. Workforce3. Decreasing or eliminating taxes

Some of the comments within the above theme areas were that local communities need more people, more employers, and a more diversified economy, a more skilled workforce, more opportunities for employment, and lower property taxes.


TOP THREE FACTORSThe four most selected factors important to expand Nebraska’s business environment can be summarized as relating to the workforce and state tax policy change.

• Ability to attract and retain qualified employees• Retaining young people• State tax policy changes• Available and skilled workforce

There were some regional variations in response with the following factors receiving higher rates of selection from some regions:

Table 9. Regional differences in selection of Top Three Factors

Factor with Regional Differences Regions with Higher Rates of Selection

State tax policy change Panhandle, Central, Tri Cities

Available and skilled workforce Lincoln, Tri Cities, Northeast

Workforce housing Central, Southeast, Tri Cities

Access to improved transportation Omaha

Other patterns of difference in selection of factors important to expand Nebraska’s business environment include:

• Males picked State Tax Policy Changes at a higher rate of the Top Three Factors• Millennials selected at a higher rate: Access to improved transportation, Retaining

young people• Millennials selected at a lower rate: State tax policy changes• Business owners selected at a higher rate: Access to improved transportation and

Workforce housing


Detailed ResultsIMPORTANCERespondents were asked to rate the importance of each Industry Council focus area.

Question: For each of the following areas, indicate how important each is to Nebraska’s economic future.

Response Categories: Very Unimportant, Somewhat Unimportant, Neither Important Nor Unimportant, Somewhat Important, Very Important

OverallEach Industry Council focus area was rated at least Somewhat Important to Nebraska’s economic future. The most highly rated focus area was Agriculture, and this was the area of most agreement as well (i.e., lowest standard deviation). Mega-Sites for Future Development received the lowest mean rating.

Table 10. Mean ranking of Importance

Rank Focus Area Mean Standard Deviation

1 Agriculture 4.80 0.60

3Workforce 4.72 0.64

Healthcare 4.71 0.654 Education Attainment 4.66 0.685 Technology & Innovation 4.64 0.686 Community Vitality 4.60 0.727 Housing 4.54 0.73

10Energy & Natural Resources 4.44 0.78Entrepreneurship 4.44 0.76Transportation 4.43 0.78


13Banking & Finance 4.32 0.77Taxation & Incentives 4.32 0.89Leadership, Diversity & Inclusion 4.29 0.98

14 Manufacturing 4.28 0.8215 Military & Veterans Affairs 4.13 0.9016 Mega-Sites for Future Development 3.67 0.99

Very Unimportant=1, Somewhat Unimportant=2, Neither Important Nor Unimportant=3, Somewhat Important=4, Very Important=5

Statistical differencesRegion

There were six areas of differences of mean ratings of importance by region: Agriculture, Banking & Finance, Manufacturing, Mega-Sites for Future Development, Military & Veterans Affairs, and Taxation & Incentives. Although there are some exceptions, in general, Omaha, Lincoln, and the Southeast tended to rate importance of focus areas similarly and tended to rate those areas as less important than did respondents from other parts of Nebraska.

Table 11. Regional differences of Importance ratings

Focus Area Region Mean Less than Equal to Greater Than

Agriculture

Tri Cities 4.91 Central, Northeast, Panhandle, Southeast Lincoln, Omaha

Central 4.91 Tri Cities, Northeast, Panhandle, Southeast Lincoln, Omaha

Northeast 4.90 Tri Cities, Central, Panhandle, Southeast Lincoln, Omaha

Panhandle 4.89 Tri Cities, Central, Northeast, Southeast Lincoln, Omaha

Southeast 4.88 Tri Cities, Central, Northeast, Southeast Lincoln, Omaha

Lincoln 4.77Tri Cities, Central, Northeast, Pan-handle, Southeast

Omaha

Omaha 4.72Tri Cities, Central, Northeast, Pan-handle, Southeast

Lincoln



Banking & Finance

Panhandle 4.46 Tri Cities, Northeast, Southeast

Central, Omaha, Lincoln

Tri Cities 4.45 Panhandle, Northeast, Southeast, Central Omaha, Lincoln

Northeast 4.43 Panhandle, Tri Cities, Southeast, Central Omaha, Lincoln

Southeast 4.39 Panhandle, Tri Cities, Northeast, Central Omaha, Lincoln

Central 4.35 Panhandle Tri Cities, Northeast, Southeast, Omaha Lincoln

Omaha 4.29Panhandle, Tri Cities, Northeast, Southeast

Central Lincoln

Lincoln 4.16

Panhandle, Tri Cities, Northeast, Southeast, Central, Omaha

Manufacturing

Tri Cities 4.57 NortheastCentral, Panhandle, Southeast, Lincoln, Omaha

Northeast 4.45 Tri Cities, Central, Panhandle, Southeast Lincoln, Omaha

Central 4.44 Tri Cities Northeast, Panhandle, Southeast Lincoln, Omaha

Panhandle 4.43 Tri Cities Northeast, Central, Southeast Lincoln, Omaha

Southeast 4.42 Tri Cities Northeast, Central, Panhandle Lincoln, Omaha

Lincoln 4.18

Tri Cities, Northeast, Central, Panhandle, Southeast

Omaha

Omaha 4.15

Tri Cities, Northeast, Central, Panhandle, Southeast

Lincoln

Mega-Sitesfor Future

Development

Tri Cities 3.78Omaha, Northeast, Panhandle, Central, Southeast

Lincoln

Omaha 3.72Tri Cities, Northeast, Panhandle, Central, Southeast

Lincoln

Northeast 3.69Tri Cities, Omaha, Panhandle, Central, Southeast

Lincoln



Panhandle 3.68Tri Cities, Omaha, Northeast, Central, Southeast

Lincoln

Mega-Sitesfor Future

DevelopmentCentral 3.65

Tri Cities, Omaha, Northeast, Panhandle, Southeast

Lincoln

Southeast 3.63Tri Cities, Omaha, Northeast, Panhandle, Central

Lincoln

Lincoln 3.40

Tri Cities, Omaha, Northeast, Panhandle, Central, Southeast

Military & Veterans Affairs

Panhandle 4.29 Central, Tri CitiesNortheast, Southeast, Omaha, Lincoln

Central 4.28 Panhandle, Tri CitiesNortheast, Southeast, Omaha, Lincoln

Tri Cities 4.19Panhandle, Central, Northeast, Southeast, Omaha

Lincoln

Northeast 4.14 Panhandle, Central Tri Cities, Southeast, Omaha Lincoln

Southeast 4.14 Panhandle, Central Tri Cities, Northeast, Omaha Lincoln

Omaha 4.10 Panhandle, Central Tri Cities, Northeast, Southeast Lincoln

Lincoln 3.85

Panhandle, Central, Tri Cities, Northeast, Southeast, Omaha

Taxation & Incentives

Central 4.44 Panhandle, Tri Cities, Northeast, Southeast Omaha, Lincoln

Panhandle 4.44 Central, Tri Cities, Northeast, Southeast Omaha, Lincoln

Tri Cities 4.40Central, Panhandle, Northeast, Southeast, Omaha

Lincoln

Northeast 4.38 Central, Panhandle, Tri Cities, Southeast, Omaha Lincoln

Southeast 4.33 Central, Panhandle, Tri Cities, Northeast, Omaha Lincoln

Omaha 4.32 Central, Panhandle Tri Cities, Northeast, Southeast Lincoln

Lincoln 4.04

Central, Panhandle, Tri Cities, Northeast, Southeast, Omaha




Gender

There were six areas of differences of mean ratings of importance by gender. In each of these six areas, females rated the area higher than did males. There were no other statistically-significant differences by gender in the other focus areas.

Table 12. Gender differences of Importance ratings

Focus Area Gender Mean Notes

Community VitalityFemale 4.70 Females rated more important than males

Male 4.51

Energy & Natural Resources

Female 4.57 Females rated more important than males

Male 4.34

Healthcare Female 4.82 Females rated more important than males

Male 4.65

Housing


Male 4.46

Leadership, Diversity & Inclusion


Male 4.16



Male 4.02


Generation

There were only two areas where generations differed on mean ratings: Banking & Finance and Manufacturing. Each older generation ranked both areas as more important than each younger. There were no other statistically-significant differences by age categories in the other focus areas.


Table 13. Generation differences of Importance ratings

Focus Area Generation Mean Notes

Baking & Finance

Baby Boomer - 1943-1964 4.44

Baby Boomers rated higher than Generation X, Generation X rated higher than Millennials

Generation X - 1965-1980 4.33

Millennial - 1981-1999 4.20

Manufacturing

Baby Boomer - 1943-1964 4.43

Baby Boomers rated higher than Generation X, Generation X rated higher than Millennials

Generation X - 1965-1980 4.33

Millennial - 1981-1999 4.07


Business Owner

There were no significant, meaningful differences of ratings of importance based on business owner/senior leader status.

CURRENT STATUSRespondents were asked to rate the Current Status of each Industry Council focus area.

Question: For each of the following areas, indicate how you rate Nebraska’s current status.

Response Categories: Poor, Fair, Good, Excellent

OverallThe current status of most Industry Council focus areas was rated between Fair and Good. The exceptions were Agriculture and Banking & Finance, which were rated a little better than Good, and Taxation & Incentives that were rated a little lower than Fair.


Table 14. Mean ranking of Current Status


1 Agriculture 3.30 0.71

2 Banking & Finance 3.05 0.62

3 Healthcare 2.72 0.84

4 Education Attainment 2.63 0.73

7 Energy & Natural Resources 2.51 0.75

Community Vitality 2.49 0.71

Entrepreneurship 2.49 0.70

9 Military & Veterans Affairs 2.48 0.73

Technology & Innovation 2.47 0.72

10 Manufacturing 2.45 0.70

12 Workforce 2.39 0.80

Housing 2.37 0.82

14 Transportation 2.31 0.83

Leadership, Diversity & Inclusion 2.30 0.81

15 Mega-Sites for Future Development 2.19 0.76

16 Taxation & Incentives 1.93 0.79

Poor=1, Fair=2, Good=3, Excellent=4

Statistical DifferencesRegion

There were only two focus areas where there were NOT differences in rating Current Status – Banking & Finance and Education Attainment. There were differences in the remaining 14 areas. In every area except one (Transportation), respondents from the Panhandle region rated the current status as lowest.


Table 15. Regional differences of Current Status ratings

Focus Area Region Mean Less than Equal to Greater than

Agriculture

Omaha 3.37 Central, Tri Cities, Southeast

Northeast, Lincoln, Panhandle

Central 3.33Omaha, Tri Cities, Southeast, Northeast, Lincoln

Panhandle

Tri Cities 3.30Omaha, Central, Southeast, Northeast, Lincoln

Panhandle

Southeast 3.28Omaha, Central, Tri Cities, Northeast, Lincoln

Panhandle

Northeast 3.27 Omaha Central, Tri Cities, Southeast, Lincoln Panhandle

Lincoln 3.23 OmahaCentral, Tri Cities, Southeast, Northeast

Panhandle

Panhandle 3.08 All others

Community Vitality

Lincoln 2.58 Omaha, Northeast, Tri Cities

Southeast, Central, Panhandle

Omaha 2.57 Lincoln, Northeast Tri Cities, Southeast, Central, Panhandle

Northeast 2.52 Lincoln, Omaha, Tri Cities


Tri Cities 2.47 Omaha Lincoln, Northeast, Southeast Central, Panhandle

Southeast 2.37Lincoln, Omaha, Northeast

Tri Cities, Central Panhandle

Central 2.34

Lincoln, Omaha, Northeast, Tri Cities

Southeast Panhandle


Energy & Natural

ResourcesSoutheast 2.69 Tri Cities,

Northeast, CentralLincoln, Omaha, Panhandle


Energy & Natural

Resources

Tri Cities 2.68Southeast, Northeast, Central, Lincoln

Omaha, Panhandle

Northeast 2.64 Southeast, Tri Cities, Central, Lincoln Omaha, Panhandle

Central 2.64 Southeast, Tri Cities, Central, Lincoln Omaha, Panhandle

Lincoln 2.56 Southeast Tri Cities, Northeast, Central Omaha, Panhandle

Omaha 2.42

Southeast, Tri Cities, Northeast, Central, Lincoln

Panhandle

Panhandle 2.42

Southeast, Tri Cities, Northeast, Central, Lincoln

Omaha

Entrepreneurship

Lincoln 2.69 All others

Tri Cities 2.56 Lincoln Southeast, Omaha, Northeast Central, Panhandle

Southeast 2.54 Lincoln Tri Cities, Omaha, Northeast Central, Panhandle

Omaha 2.49 Lincoln Tri Cities, Southeast, Northeast, Central Panhandle

Northeast 2.44 Lincoln Tri Cities, Southeast, Omaha, Central Panhandle

Central 2.42Lincoln, Tri Cities, Southeast

Omaha, Northeast Panhandle


Healthcare

Omaha 2.84 NortheastLincoln, Southeast, Tri Cities, Central, Panhandle

Northeast 2.75Omaha, Lincoln, Southeast, Tri Cities, Central

Panhandle

Lincoln 2.67 OmahaNortheast, Southeast, Tri Cities, Central

Panhandle



Healthcare

Southeast 2.67 Omaha Northeast, Lincoln, Tri Cities, Central Panhandle

Tri Cities 2.65 Omaha Northeast, Lincoln, Southeast, Central Panhandle

Central 2.64 Omaha Northeast, Lincoln, Southeast, Tri Cities Panhandle


Housing

Omaha 2.64 All others

Lincoln 2.34 Omaha Northeast Southeast, Tri Cities, Central, Panhandle

Northeast 2.28 Omaha Lincoln, Southeast Tri Cities, Central, Panhandle

Southeast 2.15 Omaha, Lincoln Northeast, Tri Cities Central, Panhandle

Tri Cities 2.07Omaha, Lincoln, Northeast


Central 2.00

Omaha, Lincoln, Northeast, Southeast

Tri Cities, Panhandle

Panhandle 1.94

Omaha, Lincoln, Northeast, Southeast

Tri Cities, Central


Tri Cities 2.50 Southeast, Northeast

Central, Omaha, Lincoln, Panhandle

Southeast 2.43 Tri Cities, Northeast, Central

Omaha, Lincoln, Panhandle

Northeast 2.41 Tri Cities, Southeast, Central

Omaha, Lincoln, Panhandle

Central 2.34 Tri Cities Southeast, Northeast, Omaha Lincoln, Panhandle

Omaha 2.27Tri Cities, Southeast, Northeast

Central, Lincoln, Panhandle

Lincoln 2.20

Tri Cities, Southeast, Northeast, Central

Omaha, Panhandle

Panhandle 2.20

Tri Cities, Southeast, Northeast, Central

Omaha, Lincoln



Manufacturing

Tri Cities 2.72 Northeast, Lincoln, Southeast

Omaha, Central, Panhandle

Northeast 2.68 Tri Cities, Lincoln, Southeast


Lincoln 2.62 Tri Cities, Northeast, Southeast


Southeast 2.61 Tri Cities, Lincoln, Northeast


Omaha 2.43

Tri Cities, Northeast, Lincoln, Southeast

Central, Panhandle

Central 2.31

Tri Cities, Northeast, Lincoln, Southeast, Omaha

Panhandle


Mega-Sites for Future

Development

Omaha 2.28 Tri Cities, Lincoln Northeast, Southeast, Central, Panhandle

Tri Cities 2.22Omaha, Lincoln, Northeast, Southeast

Central, Panhandle

Lincoln 2.20Omaha, Tri Cities, Northeast, Southeast

Central, Panhandle

Northeast 2.16 Omaha Tri Cities, Lincoln, Southeast Central, Panhandle

Southeast 2.10 Omaha Tri Cities, Lincoln, Northeast, Central Panhandle

Central 2.01

Omaha, Tri Cities, Lincoln, Northeast

Southeast Panhandle

Panhandle 1.92

Omaha, Tri Cities, Lincoln, Northeast, Southeast

Central




Omaha 2.56 LincolnNortheast, Tri Cities, Southeast, Central, Panhandle

Lincoln 2.49 Omaha, Northeast, Tri Cities


Northeast 2.48 Omaha Lincoln, Tri Cities Southeast, Central, Panhandle

Tri Cities 2.43 Omaha Lincoln, Northeast, Southeast, Central Panhandle

Southeast 2.35Omaha, Lincoln, Northeast

Tri Cities, Central, Panhandle

Central 2.34Omaha, Lincoln, Northeast

Tri Cities, Southeast, Panhandle

Panhandle 2.30

Omaha, Lincoln, Northeast, Tri Cities

Southeast, Central


Lincoln 2.14 All others

Omaha 1.95 Lincoln Northeast, Tri Cities, Southeast Central, Panhandle

Northeast 1.94 Lincoln Omaha, Tri Cities, Southeast, Central Panhandle

Tri Cities 1.92 Lincoln Omaha, Tri Cities, Southeast, Central Panhandle

Southeast 1.90 Lincoln Omaha, Tri Cities, Southeast, Central Panhandle

Central 1.84 Lincoln, Omaha

Northeast, Tri Cities, Southeast Panhandle


Technology & Innovation

Lincoln 2.66 SoutheastTri Cities, Northeast, Omaha, Central, Panhandle

Southeast 2.55 Lincoln, Tri Cities, Northeast, Omaha Central, Panhandle

Tri Cities 2.52 Lincoln Southeast, Northeast, Omaha Central, Panhandle

Northeast 2.51 Lincoln Southeast, Tri Cities, Omaha Central, Panhandle




Omaha 2.46 Lincoln Southeast, Tri Cities, Northeast, Central Panhandle

Central 2.40

Lincoln, Southeast, Tri Cities, Northeast

Omaha Panhandle


Transportation

Central 2.49 Southeast, Tri Cities, Northeast, Lincoln Panhandle, Omaha

Southeast 2.49 Central, Tri Cities, Northeast, Lincoln Panhandle, Omaha

Tri Cities 2.47 Central, Southeast, Tri Cities, Lincoln Panhandle, Omaha

Northeast 2.43Central, Southeast, Tri Cities, Lincoln, Panhandle

Omaha

Lincoln 2.37 CentralSoutheast, Tri Cities, Northeast, Panhandle

Omaha

Panhandle 2.32Central, Southeast, Tri Cities

Northeast, Lincoln Omaha


Workforce


Lincoln 2.42 Omaha Southeast, Northeast

Tri Cities, Central, Panhandle

Southeast 2.37 Omaha Lincoln, Northeast, Tri Cities Central, Panhandle

Northeast 2.34 Omaha Lincoln, Southeast, Tri Cities Central, Panhandle

Tri Cities 2.25 Omaha, Lincoln

Southeast, Northeast, Central Panhandle

Central 2.15

Omaha, Lincoln, Southeast, Northeast

Tri Cities, Panhandle

Panhandle 2.09

Omaha, Lincoln, Southeast, Northeast, Tri Cities

Central




Gender

There were gender differences in Current Status ratings in three focus areas. In every area, males rated the current status more highly than did females.

Table 16. Gender differences of Current Status ratings

Focus Area Gender Mean Notes

HousingFemale 2.27

Males rated more highly than FemalesMale 2.47


Female 2.19Males rated more highly than Females

Male 2.38

Transportation

Female 2.19Males rated more highly than Females

Male 2.39


Generation

There were three focus areas where there were generational differences in Current Status ratings. In general, older generations rated the Current Status as higher than Millennials.

Table 17. Generation differences of Current Status ratings

Focus Area Generation Mean Notes

Education Attainment

Baby Boomer - 1943-1964 2.69Baby Boomers/Generation X rated higher than MillennialsGeneration X - 1965-1980 2.68

Millennial - 1981-1999 2.51


Baby Boomer - 1943-1964 2.63 Baby Boomers rated higher than Generation X, Generation X rated higher than Millennials

Generation X - 1965-1980 2.54

Millennial - 1981-1999 2.35

Transportation

Baby Boomer - 1943-1964 2.45Baby Boomers rated higher than Generation X, Generation X rated higher than Millennials

Generation X - 1965-1980 2.33

Millennial - 1981-1999 2.14



Business Owner

There were two areas where business owners/senior leaders differed in their ratings of current status: Housing and Workforce. In both areas, business owners/senior leaders rated the current status as lower than those who were not business owners/senior leaders.

Table 18. Business owner/senior leader differences of Current Status ratings

Focus Area Business Ownership Status Mean Notes

HousingBusiness Owner 2.25 Business Owners rated lower than

Non-business ownersNon-Business Owner 2.47

Workforce Business Owner 2.23 Business Owners rated lower than

Non-business ownersNon-Business Owner 2.50


RESPONDENTS’ RATING OF IMPORTANCE COMPARED TO CURRENT STATUSHow did the respondents who rated a focus area as Important or Very Important, rate Current Status? In half of the focus areas, the Important/Very Important raters did not differ in the way they rated Current Status. In eight areas, the Important/Very Important raters did differ significantly in their Current Status ratings. In these areas, they may be optimistic (they believe the area is important and they believe it is in better shape than do others) or pessimistic (they believe the area is particularly important but believe it is in worse shape than do others).

Optimistic (respondents who believe the area is Important/Very Important feel better about the current status than others do)

• Banking & Finance• Energy & Natural Resources• Entrepreneurship• Manufacturing

Pessimistic (respondents who believe the area is Important/Very Important feel worse about the current status than do others)

• Housing• Leadership, Diversity & Inclusion• Military & Veterans Affairs• Taxation & Incentives


Table 19. Current Status ratings of respondents who believe area is Important/Very Important

Ratings of Status by Persons Who Rated Sectors as Important or Very Important

Focus AreaCurrent Status Rating

NotesPoor Fair Good Excellent

Banking & Finance 25a 521b 2792c 918c More rated Excellent/Good than

Fair, more rated Fair than PoorN = 4748 53% 79% 91% 94%

Energy & Natural Resources 383a, b 1616b 2033a 288a More rated Excellent/

Good than FairN = 4772 91% 88% 92% 93%

Entrepreneurship 266a, b 1882b 1960a 251a, b **More rated Good than Fair N = 4765 89% 90% 93% 95%

Housing 684a 1815a 1648b 300b More rated Poor/Fair than Good/ExcellentN = 4774 97% 94% 91% 89%

Leadership, Diversity & Inclusion 746a 1632a 1442b 162b More rated Poor/Fair than Good/

ExcellentN = 4758 90% 87% 79% 72%

Manufacturing 313a 1699a 1944b 164b More rated Excellent/Good than Fair/PoorN = 4725 82% 85% 90% 94%

Military & Veterans Affairs 317a 1585b 1630b 214b More rated Poor than Fair/Good/

ExcellentN = 4731 86% 79% 79% 75%

Taxation & Incentives 1444a 1743b 851c 56d

More rated Poor than Fair, more rated Fair than Good, more rated Good than ExcellentN = 4756 92% 86% 80% 62%

Subscript letters denote statistical differences across each row. Numbers with the same subscript letter are not statistically different.

**Differences affected by sample size

TOP THREE FACTORSRespondents were given a list of factors to select the three most important to Nebraska’s business environment.

Question: What three factors are most important to expand Nebraska’s business environment? (select three or fewer)


Response Categories:

• Ability to attract and retain qualified employees• Access to capital• Access to improved transportation• Available and skilled workforce• Increase in consumer confidence• Local tax policy changes• National economic growth• Raw material or energy prices• Retaining young people• State regulatory or other policy changes• State tax policy changes• Workforce housing• Other (Please specify)

OverallA majority of respondents (59%) chose Ability to attract and retain qualified employees as one of the most important factors to expand Nebraska’s business environment. No other response categories received a majority. The five highest ranked areas all relate to workforce (Ability to attract and retain qualified employees, Retaining young people, Available and skilled workforce) or tax policy (State tax policy changes, Local tax policy changes).

Table 20. Mean rankings of Important Factors to Expand Nebraska’s Business Environment

Rank FactorNumber of Respondents That Selected

Percent of Respondents That Selected

1 Ability to attract and retain qualified employees 2850 59%

2 Retaining young people 2168 45%

3 State tax policy changes 2039 42%

Available and skilled workforce 2033 42%

5 Local tax policy changes 1042 22%

6 Workforce housing 817 17%

State regulatory or other policy changes 795 16%

8 Access to improved transportation 709 15%

9 Access to capital 517 11%

10 National economic growth 507 10%

Increase in consumer confidence 252 5%

12 Raw material or energy prices 193 4%

13 Other 259 5%

N=4839



There were regional differences in the percent of respondents who selected factors to expand Nebraska’s business environment in four focus areas.

Table 21. Regional differences of Important Factors to Expand Nebraska’s Business Environment

Factor Region Percent Less than Equal to Greater Than

State tax policy

changes

Panhandle 52% Central, Tri Cities Omaha, Northeast, Southeast, Lincoln

Central 46% Panhandle, Tri Cities, Omaha, Northeast, Southeast

Lincoln

Tri Cities 46% Panhandle, Central, Omaha, Northeast, Southeast

Lincoln

Omaha 43% Panhandle Central, Tri Cities, Northeast, Southeast

Lincoln

Northeast 43% Panhandle Central, Tri Cities, Omaha, Southeast

Lincoln

Southeast 43% Panhandle Central, Tri Cities, Omaha, Northeast

Lincoln

Lincoln 31% All others

Available and skilled workforce

Lincoln 53% Tri Cities, Northeast Southeast, Central, Omaha, Panhandle

Tri Cities 53% Lincoln, Northeast Southeast, Central, Omaha, Panhandle

Northeast 47% Lincoln, Tri Cities, Southeast, Central

Omaha, Panhandle

Southeast 44% Lincoln, Tri Cities

Northeast, Southeast, Omaha, Panhandle

Central 43% Lincoln, Tri Cities

Northeast, Southeast, Omaha, Panhandle

Omaha 39% Lincoln, Tri Cities, Northeast



Factor Region Percent Less than Equal to Greater Than

Available and skilled workforce

Panhandle 39% Lincoln, Tri Cities, Northeast

Southeast, Central, Omaha

Access to improved

transportation

Omaha 21% All others

Lincoln 17% Omaha Northeast, Panhandle, Tri Cities, Southeast, Central

Northeast 11% Omaha, Lincoln

Panhandle, Tri Cities, Southeast, Central

Panhandle 5% Omaha, Lincoln, Northeast

Tri Cities, Southeast, Central

Tri Cities 5% Omaha, Lincoln, Northeast

Panhandle, Southeast, Central

Southeast 5% Omaha, Lincoln, Northeast

Panhandle, Tri Cities, Central

Central 5% Omaha, Lincoln, Northeast

Panhandle, Tri Cities, Southeast

Workforce housing

Central 30% Southeast, Tri Cities Panhandle, Northeast, Lincoln, Omaha

Southeast 28% Central, Tri Cities, Panhandle, Northeast

Lincoln, Omaha

Tri Cities 26% Central, Southeast, Panhandle, Northeast

Lincoln, Omaha

Panhandle 24% Central Southeast, Tri Cities, Northeast

Lincoln, Omaha

Northeast 24% Central Southeast, Tri Cities, Panhandle, Lincoln

Omaha

Lincoln 19% Central, Southeast, Tri Cities, Panhandle

Northeast Omaha

Omaha 9% All others


Gender

There were gender differences in selection of the most important factors to expand Nebraska’s business environment question in only one focus area: State tax policy changes. Males selected this as an important factor more than females did. There were no other gender differences in any of the other focus areas.

Table 22. Gender differences of Important Factors to Expand Nebraska’s Business Environment

Factor Genders Percent Notes

State tax policy changesFemale 35%

Males selected more than femalesMale 48%

Generation

There were generational differences in selection of the most important factors to expand Nebraska’s business environment question in three focus areas. The older generations chose State tax policy changes more frequently and Millennials chose Access to improved transportation and Retaining young people more frequently. There were no other generational differences in any of the other focus areas.

Table 23. Generational differences of Important Factors to Expand Nebraska’s Business Environment

Factor Generation Percent Notes

State tax policy changes

Baby Boomer - 1943-1964 48%Baby Boomers/Generation X selected more than MillennialsGeneration X - 1965-1980 47%

Millennial - 1981-1999 33%

Access to improved transportation

Baby Boomer - 1943-1964 10% Millennials selected more than Generation X, Generation X selected more than Baby Boomers

Generation X - 1965-1980 13%

Millennial - 1981-1999 21%

Retaining young people

Baby Boomer - 1943-1964 42%Millennials selected more than Baby Boomers/Generation X

Generation X - 1965-1980 40%

Millennial - 1981-1999 55%

Business Owner

There were two areas where business owners/senior leaders differed in their selection of the most important factors to expand Nebraska’s business environment: Access to improved transportation and Workforce housing. Business owners/senior leaders selected Access to improved transportation less frequently and Workforce housing more frequently.


Table 24. Business owner/senior leader differences of Important Factors to Expand Nebraska’s Business Environment

Factor Business Ownership Status Percent Notes

Access to improved transportation

Business Owner 8% Business Owners selected less than Non-Business OwnersNon-Business Owner 18%

Workforce housingBusiness Owner 22% Business Owners selected more

than Non-Business OwnersNon-Business Owner 14%

ONE THINGRespondents were given a blank cell to identify one thing that would ensure Nebraska’s economic vitality.

Question: What one thing must Nebraskans accomplish to ensure our long-term economic vitality?

Response: Open Text

OverallComments were coded into themes. The top three themes, and some illustrative quotes (in italics) follow.

1. Grow and strengthen local businesses and communities Bring more people to Nebraska and keep who we have.

Diversification of the economy

Attract and retain employers

2. Workforce Skilled workforce

Attracting young professionals and entrepreneurs

Diverse opportunities for employment

3. Decreasing or eliminating taxes Lower taxes

Reduce property taxes to be on a level playing field for economic growth


BUSINESS OWNER WORKFORCE SIZE PREDICTIONThose who identified themselves as business owners or senior leaders in their organization, were asked to predict how the size of their workforce would change in the next three years. The plurality of respondents (48%) predicted their workforce size would increase. Only a small percentage (10%) predicted their workforce size would decrease.

Table 25. Business owner/senior leader workforce size prediction

Prediction of change in size of workforce in three years Number Percent

Decrease 141 10%

Stay the same 620 42%

Increase 706 48%

Total 1467

Missing 16

The vast majority of respondents predicted their workforce size would increase or stay the same. Additional analyses were conducted to determine whether there were identifiable differences between the majority group (who predict their workforce will increase or stay the same) and the group that believe their workforce size will decrease. The groups did not differ meaningfully in their answers to:

• Ratings of importance of focus areas• Ratings of current status of focus areas• Selection of three areas important to expand Nebraska’s business environment• Selection of focus areas to answer additional questions about• Gender or generation of business owner/senior leader

There were small differences in workforce predictions in industry and size of current workforce. There were greater than expected percentages that expected of business owners/senior leaders predicting a decrease in workforce in the Transportation, warehousing, utilities sector and smaller than expected percentages in the Manufacturing; Professional, scientific, management, administration; and Other sectors. There were a greater than expected percentage of business owners/senior leaders predicting a decrease in workforce among those that currently employ over 1,000 persons and a smaller percentage among those currently employing 1-10 persons.


Table 26. Industry and current workforce size differences in workforce size prediction

Workforce Predictions

Decrease Same/Increase

What kind of business or industry do you work in?

Manufacturing2% 7%

3 90

Transportation, warehousing, utilities37% 8%

48 94

Professional, scientific, management, administration9% 18%

12 225

Other (Please describe)1% 6 %

1 80

How many full time equivalent positions do you employ in Nebraska?

1-1038% 54%

53 707

<1,00022% 6%

30 72

INDUSTRY COUNCIL FOCUS AREAS CHOSENRespondents were asked to identify as many Industry Council focus areas they wished to answer three additional questions.

Question: Please check each area on which you are willing to answer three additional questions:

Response Categories:

• Agriculture• Banking and Finance• Community Vitality• Education Attainment• Energy and Natural Resources• Entrepreneurship• Healthcare• Housing


• Leadership, Diversity, and Inclusion• Manufacturing• Mega-Sites• Military and Veterans’ Affairs• Taxation and Incentives• Technology and Innovation• Transportation• Workforce

Areas to Answer Additional QuestionsNo Industry Council focus area received a majority of respondents choosing to answer additional questions. Education Attainment, Community Vitality, and Workforce were the most popular selections, each with approximately one in three respondents choosing. The least chosen areas were Mega-Sites for Future Development, Military & Veteran Affairs, and Manufacturing, with only approximately 1 in 10 respondents choosing.

Table 27. Ranking of areas respondents chose to answer additional questions.

Rank Focus Area Percent

1 Education Attainment 36%

2 Community Vitality 34%

3 Workforce 32%

4

Healthcare 29%

Housing 29%

Taxation & Incentives 28%

Agriculture 28%

Leadership, Diversity & Inclusion 28%

9 Transportation 23%

10 Entrepreneurship 20%

11 Technology & Innovation 18%

12Energy & Natural Resources 14%

Banking & Finance 13%

14 Manufacturing 12%

15Military & Veterans Affairs 10%

Mega-Sites for Future Development 9%

N = 4839



There were regional differences in areas selected to answer additional questions in five focus areas. There were no overall identifiable patterns across these areas.

Table 28. Regional differences of areas chosen to answer additional questions.

Focus Area Region Percent Less than Equal to Greater Than

Community Vitality

Panhandle 42%Southeast, Tri Cities, Central, Lincoln, Northeast

Omaha

Southeast 39%Panhandle, Tri Cities, Central, Lincoln, Northeast

Omaha

Tri Cities 39%Panhandle, Southeast, Central, Lincoln, Northeast

Omaha

Central 36%Panhandle, Southeast, Tri Cities, Lincoln, Northeast

Omaha

Lincoln 36%Panhandle, Southeast, Tri Cities, Central, Northeast

Omaha

Northeast 36%Panhandle, Southeast, Tri Cities, Central, Lincoln

Omaha

Omaha 27% All others

Housing

Central 37% Tri Cities, Panhandle, Southeast, Northeast

Omaha, Lincoln

Tri Cities 33% Central, Panhandle, Southeast, Northeast

Omaha, Lincoln

Panhandle 33% Central, Tri Cities, Southeast, Northeast

Omaha, Lincoln

Southeast 32% Central, Panhandle, Southeast, Northeast

Omaha, Lincoln

Northeast 31% Central, Panhandle, Southeast, Northeast

Omaha, Lincoln

Omaha 24%

Central, Tri Cities, Panhandle, Southeast, Northeast

Lincoln



Housing Lincoln 23%

Central, Tri Cities, Panhandle, Southeast, Northeast

Omaha

Manufacturing

Tri Cities 24% All others

Northeast 15% Tri Cities Lincoln, Panhandle, Southeast, Central

Omaha

Lincoln 12% Tri Cities Northeast, Panhandle, Southeast, Central

Omaha

Panhandle 12%Tri Cities Northeast, Lincoln,

Southeast, Central, Omaha

Southeast 11%Tri Cities Northeast, Lincoln,

Panhandle, Central, Omaha

Central 11%Tri Cities Northeast, Lincoln,

Panhandle, Southeast, Omaha

Omaha 9%Tri Cities, Northeast, Lincoln

Panhandle, Southeast, Central


Omaha 22%

Lincoln Northeast, Tri Cities, Central, Panhandle, Southeast

Lincoln 20%Omaha, Northeast Tri Cities, Central,

Panhandle, Southeast

Northeast 15%Omaha Lincoln, Tri Cities,

Central, Panhandle, Southeast

Tri Cities 13% Omaha, Lincoln

Northeast, Central, Panhandle, Southeast

Central 13% Omaha, Lincoln

Northeast, Tri Cities, Panhandle, Southeast

Panhandle 10% Omaha, Lincoln

Northeast, Tri Cities, Central, Southeast

Southeast 10% Omaha, Lincoln

Northeast, Tri Cities, Central, Panhandle

Leadership, Diversity & Inclusion Lincoln 35%

Omaha Tri Cities, Northeast, Central, Southeast, Panhandle



Omaha 31%

Lincoln Tri Cities, Northeast, Central, Southeast, Panhandle

Tri Cities 24% Lincoln, Omaha

Northeast, Central, Southeast, Panhandle

Northeast 21% Lincoln, Omaha

Tri Cities, Central, Southeast, Panhandle

Central 21% Lincoln, Omaha

Tri Cities, Northeast, Southeast, Panhandle

Southeast 21% Lincoln, Omaha

Tri Cities, Northeast, Central, Panhandle

Panhandle 19% Lincoln, Omaha

Tri Cities, Northeast, Central, Southeast

Gender

There were gender differences in selection of focus areas to answer additional questions. Females were more likely than males to choose Community Vitality, Education Attainment, Healthcare, and Housing. Males were more likely than females to choose Manufacturing, Taxation & Incentives, and Technology & Innovation.

Table 29. Gender differences of areas chosen to answer additional questions

Focus Area Gender Percent Notes

Community VitalityFemale 40%

Females selected more frequently than malesMale 27%

Education AttainmentFemale 43%


Healthcare Female 36%


HousingFemale 33%


ManufacturingFemale 7%

Males selected more frequently than femalesMale 14%

Taxation & IncentivesFemale 19%

Males selected more frequently than femalesMale 35%


Female 13%Males selected more frequently than females

Male 21%



Generation

There were generational differences in selection of focus areas to answer additional questions. Millennials were more likely than older generations to choose Technology & Innovation and Transportation. There were no other generational differences.

Table 30. Generation differences of areas chosen to answer additional questions

Focus Area Generation Percent Notes


Baby Boomer - 1943-1964 13% Millennials chose more than Generation X, Generation X chose more than Baby Boomers

Generation X - 1965-1980 16%

Millennial - 1981-1999 23%

Transportation

Baby Boomer - 1943-1964 16% Millennials chose more than Generation X, Generation X chose more than Baby Boomers

Generation X - 1965-1980 24%

Millennial - 1981-1999 29%

Business Owner

Business owners/senior leaders differed in selection of focus areas they chose to answer additional questions on in four areas. Business owners/senior leaders chose more frequently to answer questions on Agriculture, Entrepreneurship, and Workforce. They chose less frequently to answer questions on Transportation.

Table 31. Business owner/senior leader differences in areas to answer additional questions

Focus Area Business Ownership Status Percent Notes

AgricultureBusiness Owner 36% Business Owners chose more frequently


EntrepreneurshipBusiness Owner 29% Business Owners chose more frequently


TransportationBusiness Owner 17% Business Owners chose less frequently


WorkforceBusiness Owner 37% Business Owners chose more frequently



INDUSTRY COUNCIL FOCUS AREA: THREE ADDITIONAL QUESTIONSThe survey asked three open text questions for each focus area selected by respondents. The results are provided by focus area. For each question, the top themes are presented, along with illustrative quotes (in italics).

Agriculture

Question: In what ways do Nebraskans excel in Agriculture?

1. Role of agriculture Nebraska is a leader in Agriculture. Our farmers and ranchers continue to evolve to

meet today’s standards to raise a superior product and compete in the world economy.

Great Productivity. Great resources. Infrastructure. Sound Traditions.

It is the main source of revenue for the state and it provides many jobs and keeps the small communities alive.

2. Individual business strategies and employer investment Work ethic and production.

Vast agricultural areas, ability to export, sound agricultural practices, excellent yields.

Effective and Efficient.

3. Technology and innovation Willingness to keep up with changing demands and technologies.

Always looking at the new way, looking to save our water source, produce top quality.

Innovation and sustainable practices.

Question: What opportunities must Nebraskans seize in Agriculture?

1. Role of agriculture Diversification. We all knew corn and beans would not be profitable, but had no

alternative crops.

We must market ourselves better and allow ourselves to be our own best advocates.

Development of value-added agriculture projects, i.e. food processing facilities, bio-fuels processing facilities, and/or pharmaceutical & bio-chemistry processing facilities.

2. Individual business strategies and employer investment Promote efficient and economical methods of raising food.

Work with other countries.

Specialty crops with enhanced value.


3. State’s land, water, other natural resources Feed America, alternative forms of energy, soil and water conservation.

Small farms must be supported and water needs more protections from our lawmakers.

Greener and organic ways to farm. The level of pesticides and chemicals used in NE farming is well known. These leak into the soil and into our water and are perhaps responsible for us being part of the ‘cancer belt’ of the country.

Question: What must your community do to support Agriculture?

1. Grow and strengthen local businesses and communities Continue to source locally.

Support small farmers over big business.

Retain young families.

2. Role of agriculture Entice young people to agriculture related jobs, embrace modern agricultural

practices, and improve healthcare, education and housing.

Develop more ability to add value to the crops we raise.

Support local business.

3. General public information about specific issue Increased education & appreciation to build & sustain agricultural workforce.

Our community must support trade agreements to foreign markets, teach about agriculture in the public school system and incorporate the farm and food interest of consumers into the more urban areas of Nebraska.

Know more about ag benefits to community.

Banking and Finance

Question: In what ways do Nebraskans excel in Banking and Finance?

1. Investment capital for businesses through public and private business incentives/financing/private capital.

Our community banks do a wonderful job of getting involved and finding any way we can to help the community.

Significant number of options.

In comparison to other states, Nebraska has fair rates in regards to home and small business loans.


2. Grow and strengthen local businesses and communities Many more local banks than most states which seems to have benefited our rural areas

in most instances. Large per-capita location of financial organization headquarters.

Integrity, innovation, work ethic, community oriented.

Small town feel with talking with bankers.

3. Individual business strategies and employer investments Local ownership in most communities.

Strong locally owned financial institutions.

Customer service.

Question: What opportunities must Nebraskans seize in Banking and Finance?

1. Grow and strengthen local businesses and communities Keep our community banks strong - they are often the ones providing access to capital

for small business owners and entrepreneurs while donating tons of money to the community.

Helping businesses not just receive financing, but have the training, assistance and mentorship needed to succeed.

Increase outside investment opportunities to increase funding for local enterprise.

2. Individual business strategies and employer investments To partner with financial institutions on key growth and expansion projects and view

banks as partners.

They need to be willing to work with producers in these tougher economic times.

Competitive rates.

3. Investment capital for businesses through public and private business incentives/financing/private capital

They must learn the best service and overall financial health will come from their local banks and not what they find on the Internet.

Rates and programs.

Application of technology in banking & finance.


Question: What must your community do to support Banking and Finance?NOTE: A large number of themes tied for the third highest frequency but they all had small total numbers, therefore only the two highest are provided.

1. Grow and strengthen local businesses and communities Bank locally.

In our area banks are getting good support and most are giving back to the community.

Support those looking to for loans to excel.

2. Individual business strategies and employer investments Continue to work with producers in tough times and encourage economic growth.

Encourage banks to take risks.

Demand better from our banks.

Community Vitality

Question: In what ways do Nebraskans excel in Community Vitality?

1. Population and personal behaviors and traits Strong neighborhood ties and sense of place, willingness to reach out to neighbors.

Nebraskan are a proud folk. Honest, hard working and dedicated. These qualities are rare in the world, yet the Nebraska ‘nice’ mentality is a factor that is important in driving new development, business and community.

People have pride in the state and communities.

2. Grow and strengthen local businesses and communities Community is important to Nebraskans and each community tries to maintain vitality.

Small town entrepreneurship.

We have a variety of sized communities with excellent living conditions, schools and healthcare.

3. Involvement and participation in the community Nebraskans embrace a sense of togetherness and have an excellent work ethic. The

combination of working together and working hard means our communities fight to remain vital.

We WANT to have vibrant communities, we just don’t quite agree on what that means.

Lots of groups trying to make a difference.


Question: What opportunities must Nebraskans seize in Community Vitality?

1. Grow and strengthen local businesses and communities Entrepreneurship and new residents (immigrants).

We must grow our communities by creating business and jobs to keep our young people here or have something that will bring them back.

Expand on pride and willingness to do business locally and support others who do.

2. Involvement and participation in the community Work together, we are all on the same page to make our places better to live in, yet

there is in fighting, power grabs and selfish mentalities that ruin good work.

Statewide approach.

Vote.

3. Geographic difference Help increase the population in rural Nebraska.

Find ways to grow rural Nebraska along with metro areas.

More community based initiatives across the state including poor areas.

Question: What must your community do to support Community Vitality?

1. Grow and strengthen local businesses and communities Support local business owners and invest in developing neighborhoods/fighting urban

blight.

Livable, walkable neighborhoods with green spaces and in close access to important facilities (bank, library, grocery stores, and so on).

Except change, maximize the resources (financial and human) that exist in the community.

2. Involvement and participation in the community Continue to organize and talk with each other, work on projects to create a sense of

place and provide for those living in our neighborhoods.

The realization that if we don’t stay proactive that businesses and schools could close.

Retain & maintain community spaces, enable a positive open platform for communication, provide events for the community to rally behind & join together on.

3. Geographic difference Find ways to create economic development in rural Nebraska

Stay local-we keep losing business to Omaha and Lincoln.

Build community in general. There is no general feeling of community, of being a part of the community in certain areas of the state.



Question: In what ways do Nebraskans excel in Education Attainment?

1. Postsecondary education Low tuition, good options for higher education including community colleges, safe

schools.

There are many 4 year and 2 year college options in Nebraska.

Strong university system.

2. Cradle (early childhood) through K-12 education Generally, Nebraskans don’t have to send their children to private schools to have a

quality education.

High graduation rate.

Investing in school systems, valuing educational attainment.

3. Not present Unfortunately, many young Nebraskans excel in Education Attainment by leaving

Nebraska.

Current education opportunities are average.

I don’t think they excel in it. If they do end up getting a good education, they end up paying for it the rest of their lives.

Question: What opportunities must Nebraskans seize in Education Attainment?

1. Postsecondary education I think we need to make college more affordable to give more people opportunities.

Workforce training after high school and in place of 4 year college degrees for many NE students.

Nebraska’s racial/ethnic achievement gaps are high across numerous measures -- test scores, high school graduation, college attendance, college completion. As the growing portion of our population, more attention needs to be paid to improvements in their educational outcomes.

2. Cradle (early childhood) through K-12 education Recruitment of skilled educators and faculty should be a priority.

Lack of diversified course offerings in rural schools.

Prioritize early childhood education, Reduce reliance on standardized test scores, invest in zero-three support.


3. Workforce Offer additional H.S. vocational opportunities, skilled worker apprenticeships, etc.

Provide and grow skilled workforce to fill current jobs.

Better communication between businesses and education...at all levels. Apprenticeships are not a bad word, educating businesses and educational institutions the opportunities they can create. Educational systems working together collaboratively rather than competitively and do what’s best for students and our businesses.

Question: What must your community do to support Education Attainment?

1. Cradle (early childhood) through K-12 education Continue to support through financial means.

Maintain expanded learning opportunities, afterschool programs, partnerships with local state college, expand dual credit opportunities for HS students, technical skills training for students rather than the 4 year college degree route.

Accept that taxes will go up to fund public education, encourage parent/guardian participation in school activities and functions.

2. Postsecondary education Need to encourage our young people to go for an education post high school,

whether trades or traditional routes.

We must work with school district and community college to create innovative programs that get youth excited to learn about future career/training opportunities.

Resist attempts to increase tuition by budget cuts.

3. General public information about specific issue Educate the community on the value of public education. If we don’t properly fund

our schools, the students who are from lower income households, rural communities and immigrant families will struggle to succeed in life. Educate our school boards and management on making good fiscal decisions - the difference between Needs and Wants.

Encourage all opportunities--not just 4 year degrees at the University.

Take a hard look at why we are falling short and educate the public about what the root of the problem is.


Energy and Natural Resources

Question: In what ways do Nebraskans excel in Energy and Natural Resources?

1. Renewable resources We have wind energy and solar that should be developed more.

Corn and ethanol production.

We have begun recycling initiatives in urban areas.

2. State’s built resources Publicly owned electrical generation.

Public power provides abundant and economical power.

Low cost of utilities. Service is reliable.

3. State’s land, water, other natural resources We have vast amounts of land & access to raw resources. We also have some of the

highest potential access to wind energy in the country. Even greater than Iowa who is leading the nation I believe. We let them beat us to the punch.

Generally on water regulation.

Abundance of water (which we MUST have sustainability rules and regulations) and great access to natural gas. Affordable electric rates but public power limits our ability to move quickly.

Question: What opportunities must Nebraskans seize in Energy & Natural Resources?NOTE: A large number of themes tied for the third highest frequency but they all had small total numbers, therefore only the two highest are provided.

1. Renewable resources Need to utilize more solar and provide incentives for wind, solar and electric vehicles.

Markets for corn and ethanol.

We must build and grow our own renewable energy systems to be more competitive than fossil fuels. We could then sell to other systems.

2. State’s land, water, other natural resources Be a leader in renewal energy resourcing rather than a follower. Reduce dependence

on ground water sources/change from irrigated cropland.

More emphasis on incentives to better utilize water on long term basis.

Take advantage of the natural resources that are in the state.


Question: What must your community do to support Energy and Natural Resources?NOTE: A large number of themes tied for the second highest frequency but they all had small total numbers, therefore only the highest is provided.

1. Renewable resources Provide facilities and incentives for using alternate energy.

Learn! We must learn how to farm without chemicals that seep into our watersheds. Growing food just to feed cattle is unsustainable. Using 400 gallons for every pound of beef is unsustainable.

Buy ethanol at the pump.

Entrepreneurship

Question: In what ways do Nebraskans excel in Entrepreneurship?

1. Grow and strengthen local businesses and communities Tremendous resources and technical assistance available.

Good business environment and low startup costs. Solid higher education provides skilled workers. Incubators at local universities along with technology sharing programs.

We see growth of new business ideas, and new people coming to fill the jobs.

2. Population and personal behaviors and traits We have a strong work ethic.

We are a state/population that encourages people to try their own thing.

Risk is not a negative. Nebraskans are willing to accept the risk associated with Entrepreneurship.

3. Technology and innovation Modern agriculture is entrepreneurial and Nebraska does this well. Nebraska has a

long history of innovation. UNL is a great resource and economic powerhouse.

The concentration of entrepreneurial activity in Haymarket area of Lincoln, Scott Technology center area of Omaha, and small town ingenuity in rural Nebraska.

The silicon prairie movement has been a prime example of innovation leading to viable growth in creating jobs and bring attention to the Midwest.


Question: What opportunities must Nebraskans seize in Entrepreneurship?

1. Grow and strengthen local businesses and communities Develop novel opportunities and models for entrepreneurship that enable success

in rural areas. Create opportunities for established companies to partner with entrepreneurs to collaborate on innovation. Invest in university programs that are differentiators that attract the best and brightest from inside and outside the state.

Encourage, stimulate, educate and support entrepreneurship in local communities.

Stop chasing high tech businesses to the exclusion of other types of businesses. The tech startups are great and Nebraska has seen some success in this area, but it seems as if all resources are being diverted to this sector.


Grants support to help entrepreneurs get started.

Joint university and business efforts. Providing financing for new businesses.

Growing number of startup companies accessing capital outside of the state or within research institutions.

3. Technology and innovation Value added agriculture and ag technology and biotechnology.

Become leaders in environmental sciences. Get those kids who grew up in rural areas to figure out how to build new businesses of the future.

Continue to encourage tech startups.

Question: What must your community do to support Entrepreneurship?

1. Grow and strengthen local businesses and communities Provide start-up resources and incentives and regional trainings to help communities

and support the growth of entrepreneurship.

Support ALL start-up ventures, not just tech ventures.

Shop local.


More funding available to start-ups and entrepreneurs.

Ability to obtain storefronts and access to customers.

Need better access to capital for individuals looking to start their own business or expand existing.


3. General public information about specific issues We need to be more aware of the resources available to entrepreneurs, and let other

non-entrepreneurial groups know about support for all types of start-ups.

Everything, the largest problem is the lack of understanding how important it is to support your local business community.

Provide examples of entrepreneurs.

Healthcare

Question: In what ways do Nebraskans excel in Healthcare?

1. Affordable, accessible basic needs We have good providers. We must overhaul the financial side of healthcare. It is not

affordable.

There are great hospitals and schools devoted to research.

A lot of options.

2. Geographic differences Like many things in this state the larger cities have great healthcare, but as you move

away from the interstate the quality and quantity of available healthcare goes down significantly.

Rural health care services are a strength and so are the tertiary and highly complex medical services available in Lincoln and Omaha.

Access to care in rural hospitals - good tele-health services.

3. Not present It is a very unfair and unequal system in Nebraska. Healthcare is left out many people.

NE citizen are not healthy, look at the obesity rates.

We don’t excel at all; at least not in rural areas like where I live.

Question: What opportunities must Nebraskans seize in Healthcare?

1. Affordable, accessible basic needs Healthcare costs must be contained and healthcare has to be more affordable for

those without an employer sponsored/supported plan.

We need to provide healthcare services to all Nebraskans so that no one is left out.

Switching focus to wellness.


2. Needed local and state policies Expand Medicaid to ensure access to healthcare for all.

We need to work to support across border insurance coverage.

Medicare for All!!!

3. Geographic difference Grow rural access.

Better pay and a better system in general in order to make being a doctor profitable again as well as retaining quality doctors in rural areas.

Excelling in the ever changing world of healthcare, there are always new studies and way to treat. Offering specialists to “radio” clinics in rural areas is a must, it’s hard for people to travel hours in a day to receive healthcare, whether it be financially or physically.

4. Workforce Continue to keep good health care providers in the state as well as drive in new talent.

NE needs a huge increase in the number of healthcare workers of all types, Drs, nurses, CNA’s to serve NE citizens, baby boomer aging population, especially in rural NE.

Need for more workers. Help people see the rewards in working in healthcare. We need to work together in growing our students which begins in the elementary / middle school levels - helping our students recognize their strengths & help guide them in the right career choices.

Question: What must your community do to support Healthcare?

1. Affordable, accessible basic needs Embrace funding for accessible, affordable healthcare, understand that healthcare is a

right, not a privilege.

Stay progressive, maintain costs, equal healthcare for all.

Understand and improve health determinants--socioeconomic, environmental, lifestyle.

2. Grow and strengthen local businesses and communities We have to have better housing opportunities, as well as better pay in order to keep

qualified doctors around.

Utilize local providers whenever possible.

Support & utilize local medical care facilities.

3. Geographic difference Rural NE communities need more doctors, nurses, and all types of healthcare workers.

My community needs better access to physical therapy, healthy lifestyle training, basic


physician services. It is beyond the ability of the community to recruit providers and the state needs to take a stronger leadership role in implementing needed changes.

Omaha is doing just fine. We need to find a way to support the smaller communities in the western part of the state.

Housing

Question: In what ways do Nebraskans excel in Housing?

1. Affordable, accessible basic needs Housing is very affordable.

Relative affordability. Although availability is not as great as it should be.

Abundance of available housing.

2. Not present I think Nebraska is lacking in housing across the State.

Lots of sub-standard housing available for lower incomes.

They don’t-- lack of affordable housing.

3. Grow and strengthen local businesses and communities Redevelopment of old properties into housing.

The housing market is strong which drives the development of new communities.

Maintaining and improving the housing inventory in rural communities.

Question: What opportunities must Nebraskans seize in Housing?

1. Affordable, accessible basic needs We need affordable housing options. There need to be more programs in place to help

not just low income but moderate income.

Higher quality in rental housing; affordable and accessible housing, for people with minimal credit scores or first time home owner.

Support of upgrading/updating existing housing. Provide better transportation between businesses and new housing developments.

2. Individual business strategies and employer investments Need to reduce the risk for developers.

Different types of housing that address young people. Leased Housing, Row Housing/Brown Stone, technology amenities, life style health amenities (biking, kayaking, play, etc.)

Build more affordable housing.


3. Geographic difference Help get middle income housing in rural areas.

Improve housing inventories in urban areas.

There’s a shortage right now in metro communities for certain. Development must happen and more quickly.

Question: What must your community do to support Housing?

1. Affordable, accessible basic needs Take a look at a longer horizon (5-10 years) to assess future needs.

Provide incentives for construction of workforce housing.

Update/upgrading existing houses in community.

2. Grow and strengthen local businesses and communities Form partnerships to attract builders.

Find more developable land and support development.

Create opportunities for assistance or incentives to buy existing housing and or renovate existing housing.

3. Individual business strategies and employer investments Encourage home builders to continue building homes to improve housing inventories

through solid financing and development options. Provide methods to redevelop central parts of town to provide good housing options.

Provide more affordable housing to lower income individuals. Encourage employers to increase wages so that folks can afford to pay rent or make house payments.

Fair housing prices.

4. Tax subsidies and incentives Support development that include TIF.

Incentivize new construction for homes of mid-range homes.

Create incentives for the rehabilitation of more urban/older homes.

Leadership, Diversity, and Inclusion

Question: In what ways do Nebraskans excel in Leadership, Diversity, and Inclusion?

1. Population diversity and inclusion We seem to have high rates of community involvement. We have diversity. We don’t

excel at inclusion.


I think there is a pretty good presence of women in Omaha.

Independent organizations have sprouted up to do this. I do not see anything on a state level. I’ve never lived in state that did not have state legislation to protect the disabled. Discrimination against the disabled is unfortunately, rampant here. We need to protect people’s right to go to work and participate in the community free of different types of barriers.

2. Not present We do not. We are not leaders, we are not embracing diversity and are not promoting

inclusion.

Not excelling, doing the bare minimum.

We do not. We are not leaders, we are not embracing diversity and are not promoting inclusion.

3. Local and state leadership Accepting of others and we tend to grow our leaders.

I think Nebraskans excel in leadership; we have great community and business leaders.

I think that anyone can attain leadership positions in Nebraska.

Question: What opportunities must Nebraskans seize in Leadership, Diversity, and Inclusion?

1. Population diversity and inclusion Need to shift the mindset to be more inclusive of all people throughout the state,

especially towards immigrants. We need to do a better job of engaging people of all backgrounds in existing power structures so that they help provide solutions for current and future issues.

Nebraskans sometimes can be a little intolerant of differences but I’m not sure how to get around that issue other than increased education.

We need to be a more accepting diverse community. There are still way too many barriers for women, people of color, people of other ethnicities, and LGBT persons.

2. Involvement and participation in the community This is a challenge - when one graduates out of our institutions of higher learning they

often understand their study materials, what our graduates do not understand is how to be good community members - involved in their communities.

We have a diverse population throughout the state, we have to work to make everyone’s voice heard.

To give ALL people a sense of inclusion and belonging in their community.


3. Local and state leadership Leadership development, more diverse representation in decision making capacities.

Promote leaders from marginalized communities.

More people need to be willing to step up and be leaders in our rural areas.

Question: What must your community do to support Leadership, Diversity, and Inclusion?

1. Population diversity and inclusion Make a concerted effort to change policies in ways to are inclusive to all levers of

diversity - thought, ability, background, ethnicity, gender, sexual orientation, age, etc. Truly understand that when leaders reflect all, organizations are ultimately more successful.

Eliminate the hate and vile rhetoric of those elected into positions of leadership by removing them.

Embrace immigration, work to dismantle the systems in place that further oppression and inequities.

2. Involvement and participation in the community Accept that some old ideas are no longer viable in a shrinking rural population. If

acceptance occurs, then be willing to work toward new goals in the new reality.

Understand initiatives not just voting for what I want. We need to truly understand issues and talk freely about them.

Embrace distributed leadership, encourage community to look within for resources to solve own problems.

3. Local and state leadership Inclusion, diversity and leadership training needs to be embraced at the highest level

in each community ... with the hope that the mindset will eventually filter down - much work to do in this category.

Leadership development, more diverse representation in decision making capacities.

Create space for upcoming leaders from marginalized communities.

ManufacturingQuestion: In what ways do Nebraskans excel in Manufacturing?

1. Population and personal behaviors and traits Strong work ethic.


International presence, strong work values (for most part), collaborative when possible.

Dedicated and hardworking work force, smart.

2. Grow and strengthen local businesses and communities We have very diverse mfg. in Nebraska.

Continue to drive in new business.

We have a strong base of manufacturers, great work ethic.

3. Not present We don’t. We need to bring more manufacturing into the state.

I believe we barely excel. Still lots of manufacturing facilities in Nebraska.

Very few.

Question: What opportunities must Nebraskans seize in Manufacturing?

1. Grow and strengthen local businesses and communities Innovation in manufacturing to draw more manufacturers here and build on our central

location.

Need to separate ourselves from other states, provide tax incentives and initiatives. Keep good manufacturing here and not lose it to other states.

Living wage manufacturing and community building around a diverse workforce.

2. Workforce Attracting and retaining employees.

Develop the next generation to fill in for retirements.

Qualified workforce, educational opportunities for blue collar.

3. Individual business strategies and employer investments Expansion of bio-based companies related to agriculture. Take better advantage of

export opportunities.

Encourage trade job and skilled labor opportunities along with higher wages and employee rights and protections.

We need to sell outside of the state.

Question: What must your community do to support Manufacturing?

1. Grow and strengthen local businesses and communities Support more construction of facilities.


Work together to support and develop young talent that will stay in the community.

Allow in “outsiders” - not just the local folks who want to start a company. Better tax incentives for this looking to expand.

2. Workforce Find ways to educate and train our current workforce to meet the needs of high-skilled

position.

Recruitment of workforce and career academy for youth.

Educate community at-large to the value of manufacturing and its impact on the economy as a whole. Create greater links between manufacturing and education at all levels.

3. General public information about specific issues Help the community understand about this industry and available careers. Help shift

the mindset that jobs in manufacturing are bad.

Local leadership that recognizes the importance.

Help educate the public as to the important role manufacturing can play in growing our state and provide a good living for its employees.

Mega-Sites for Future DevelopmentNOTE: Fewer than three theme areas are identified due to small numbers of themes with four or more responses.

Question: In what ways do Nebraskans excel in Mega-Sites for Future Development?

1. Not present Currently none; workforce not adequate even in Omaha/Lincoln area to support large

automotive projects that favor such sites.

We aren’t great at it but we are going in the right direction.

Stop promoting and building them they are worthless waste of tax payer monies.

2. State’s land, water, other natural resources We have ample inexpensive land.

We have wide open spaces and de activated military bases that could be excellent for mega industry.

Low land prices, interstate, railroad access, central US location.


Question: What opportunities must Nebraskans seize in Mega-Sites for Future Development?

1. Grow and strengthen local businesses and communities Have land and locations shovel ready in locations that can support the workforce for

Mega Site.

Provide options for larger mega-sites within reach of large workforce and transportation.

Make sites more attractable.

Question: What must your community do to support Mega-Sites for Future Development?

1. Grow and strengthen local businesses and communities Support the expense of buying and prepping sites that can be presented as ready to

corporations looking for a Mega-Site.

Have development plans in place and have sites ready to go on short notice.

Rally around these mega sites as opportunities for employment, economic growth, and community prosperity but never leveraging our natural resources or landscapes for financial gains.

2. Involvement and participation in the community Support and work with organizations that are developing mega sites for future

development.

Cooperate with private sector and install utilities, roads.

Increase our expectations of those in decision making power.

Military and Veterans’ AffairsNOTE: Fewer than three theme areas are identified due to small numbers of themes with four or more responses.

Question: In what ways do Nebraskans excel in Military and Veterans’ Affairs?*No theme areas were coded as having four or more responses.

Question: What opportunities must Nebraskans seize in Military and Veterans’ Affairs?

1. Affordable, accessible basic needs Need to continue to provide services and outreach programs that fit the local and

statewide profiles.


Better healthcare and employment opportunities.

Provide better healthcare and mental healthcare.

Question: What must your community do to support Military and Veterans’ Affairs?

1. Affordable, accessible basic needs Lower wait times and better veterans care facilities.

Transition Services for recent veterans.

Build awareness of available services, create easy access for needed services.

2. Involvement and participation in the community Get to know them, what they need, don’t just thank them for their service. Understand

their needs might be different and recognize that women are service members and veterans as well. They are people as well and most don’t want to be on some pedestal because they served.

Thank your local veteran’s service officer.

Be more supportive.

3. Individual business strategies and employer investments Offer more jobs for veterans.

Provide incentives from local businesses to entice veterans to patronize their establishments, i.e. military discounts, etc.

Continue to hire and train military veterans.

4. Local and state government and educational institutions and services Insist on improvements with the VA hospital.

Increase support programs for military and veterans.

Improve the VA healthcare system, its communication & timely service toward needs.

Taxation and IncentivesQuestion: In what ways do Nebraskans excel in Taxation and Incentives?

1. Not present High taxation and incentives that add to taxpayer bill.

Taxes too high to attract and retain workers and not enough incentives.

We don’t. Our property taxes are too high. Families can’t afford their property tax bill. Retirees don’t want to live here due to high property taxes.


2. Tax subsidies and incentives No one likes taxes but they demand the services. Incentives are decent and available

to existing businesses as well as those being recruited.

I do not think we excel, I think we give too much away. If a business requires tax incentives to come, let them go somewhere else. Businesses that must be courted by tax incentives are not who we are looking for. A business can either make it on its own merit or it cannot.

TIF is good but retired people leave the state because of state income taxes.

3. Maintaining taxes for a specific program or service TIF.

No taxation on groceries.

Typically, we get good value for the investment of tax proceeds.

Question: What opportunities must Nebraskans seize in Taxation and Incentives?

NOTE: Two theme areas had roughly similar size responses, so four theme areas are presented for responses to this question.

1. Decreasing or eliminating taxes Share the burden of taxation - make it fair for all - stop the credits for the wealthy,

increase tax relief for families.

Lower both income tax (corporate and individual) and property tax. Create new incentive program for bringing new companies and employees to our state.

Reduce income tax on social security and military retirement to keep senior citizens and retired military in the state. State forced consolidation of counties and schools in rural Nebraska to reduce property taxes.

2. Tax subsidies and incentives Incentives companies that provide high wage jobs.

Limit unnecessary incentives.

Maintain TIF, find additional funding opportunities for infrastructure development.

3. Local and state government and educational institutions and services More programs for communities under 50,000 population. Consolidated of county

services in the West.

Eliminate the income tax and trim state government to match.

Reduce the size of government in order to decrease the substantial tax burden on individuals and businesses.


4. Grow and strengthen local businesses and communities Growing the population spreads the tax base.

Continue making a plan to recruit new manufacturers to our state.

Be a financially attractive place to live, work and retire.

Question: What must your community do to support Taxation and Incentives?

1. Decreasing or eliminating taxes My community needs frugal leadership at the helm of schools, counties, and cities to

assure that each tax dollar raised is working hard. Too much Tax Increment Financing is being used across the state and that must be curtailed so that it is only used when absolutely necessary.

Fight against additional taxation, wealth transfers, government controls or incentives. Fight to lower taxes and allow individuals to take responsibility for their own lives in every area.

Lower income and property taxes.

2. Local and state government and educational institutions and services Work together with area communities to share services and equipment.

Reduce property taxes, reduce sales taxes, and reduce the size of local government.

Involvement and participation in the community.

3. Local and state leadership Communicate with their officials to change it.

Encourage development and expansion without eroding the tax base. Tighten exemptions - gather the political will to do something.

Support tax incentive programs - have community leaders educate public regarding benefits.

Technology and Innovation

Question: In what ways do Nebraskans excel in Technology and Innovation?

1. Technology and innovation Nebraskans excel in technology and innovation connected to our traditional economic

strengths in agriculture and manufacturing, with some growth in medical and IT innovations.

There is a good balance of big and small companies in Nebraska with a wide variety of technology jobs.

We have a history of creative, practical solutions to real-world problems.


2. Postsecondary education We have taken initiatives to become more technologically advanced through the

development and improvement of universities and businesses and tech opportunities.

Higher education provides sound training in technologies. University incubators and technology transfers. Good university education system; good internet / communication infrastructure.

3. Not present I believe that Nebraskans are lacking in technology and innovation in almost all areas.

It seems anything west of Lincoln gets set aside and forgotten about.

I don’t know that we do. It seems like we are not on the leading edge of either area.

Not sure we do. Not bad by any means, but not great.

Question: What opportunities must Nebraskans seize in Technology and Innovation?

1. Technology and innovation Tremendous opportunity in value added agriculture, renewable chemicals and

biomaterials.

Get broadband and cell coverage entirely across the state.

Provide incentives to Silicon Valley to move/construct data centers and offices in NE. Silicon Prairie would be a massive benefit to Nebraska.

2. Grow and strengthen local businesses and communities Businesses, communities, and individuals must provide venture capital and support for

emerging entrepreneurs/technologies/innovations.

Bring in or nurture local technology startup companies. Help them grow and provide incentives to stay.

Continue to encourage development of tech companies and campuses across the state.

3. Postsecondary education REQUIRE a computer programming class in every high school as part of the standard

curriculum. We are so far behind the rest of the country with this (see code.org). Additionally, we MUST invest in higher education programs that 1) create a recognized leadership in something like Software Engineering to attract talent, and 2) increase the enrollment of these programs to meet the growing (and as yet unmet) demand for these types of technologists.

Create another innovation campus on the other side of the state - our partner with another group to create something similar to the innovation campus. Make Nebraska competitive as a whole instead of just capitalizing on what east Nebraska has to offer. Recruit top up-and-coming innovation businesses to relocate to Nebraska. Rural


broadband is a huge need in our community!

Keep funneling money into all universities and colleges.

4. State’s built resources We have to get high speed phone and data everywhere.

Nebraskans need access to faster more reliable internet and technology no matter how small their town is.

Anything and everything, especially when it comes to infrastructure support.

Question: What must your community do to support Technology and Innovation?

1. Technology and innovation Local government must learn to keep up with new technology.

Affordable high speed internet access state wide.

More financial support, and also create some technology support. Give innovators access to developers so they can accomplish their goals.

2. Grow and strengthen local businesses and communities Encourage continued education and continued housing and development to attract

talent and showcase what we have to offer.

Intellectual honesty with the innovators - too many concepts/ideas are encouraged verbally or financially without a viable business model; we are too nice sometimes and it is better to be honest rather than kind. Too much “philanthropic” investing occurs.

Bring events to Omaha that inspire people to aim higher and be a leading force for technology and innovation. Have opportunities for people to work on R&D projects.

3. Cradle (early childhood) through K-12 education Encourage STEM career pathways and NEED to fund more Comp. Sci. education in

primary schools.

Invest in it starting in at the elementary school level.

Teach technology at a young age.

Transportation

Question: In what ways do Nebraskans excel in Transportation?

1. Traditional transportation Good roads, solid rail coverage, barge options on the river.

Rail and trucking industries.


Excellent roads and rail service. Air service has been greatly improved in Central Nebraska with the EAS program providing United Express service in Kearney, North Platte, and Scottsbluff that complement American Express service out of Grand Island.

2. Not present I wouldn’t say Nebraskans excel in transportation. Maybe keep pace with the rest of

the nation.

Nothing. Mass transit is terrible.

Average.

3. Alternative transportation Decent bus routes in the larger cities.

Innovative programs like RYDE.

By not embracing light rail, it would be a waste of public funds.

Question: What opportunities must Nebraskans seize in Transportation?

1. Alternative transportation We need to increase public transportation in our two cities and larger towns.

Explore options for both rail and light rail, particularly in the Lincoln/Omaha.

We need a more robust transportation system that is based on need and not budgetary concerns.

2. Traditional transportation Develop more expressways and improve county roads funding to support agriculture

needs.

Continue to expand highways where needed. Look at tolls on I-80 west of Grand Island for nonresidents. Continue expansion of airports. Support rail.

Keep transportation free. No toll roads.

3. Geographic differences Public transportation. The bus system needs to improve. And we need to create bike

lines that are safe for cyclists. Maybe even a train or super shuttle between Omaha and Lincoln.

It really is time to talk about a new airport between our two largest cities. Construction of that airport would drive economic development in the Omaha-Lincoln corridor. There is discussion in other parts of the nation about the construction of underground trains which are extremely fast. The state should consider construction of such a train between our two largest cities.

Better public transportation with more optionality in our larger cities like Omaha and Lincoln.


Question: What must your community do to support Transportation?

1. Alternative transportation Create better public transport opportunities.

Use public transportation if made available.

Provide better trails for walking and biking.

2. Traditional transportation Focus on approving the necessary funding to enable safe, fluid, and efficient

transportation for both business and consumers.

Many city and village streets have been let go and need maintenance badly.

Continued support of the NDOT and use local funding to enhance state highways as they pass through our city. Promote air service to ensure community growth and economic development opportunities.

3. Involvement and participation in the community Ride shares, car shares, assist each other with repairs.

Speak up for a better bus system and route and opportunities, use your bike or walk when possible.

Vote.

Workforce

Question: In what ways do Nebraskans excel in Workforce?

1. Population and personal behaviors and traits Strong workforce. Smart and talented people. Good work ethic.

Unsurpassed work ethic and productivity.

People put roots here, want to stay for family.

2. Good, available jobs and creation of new jobs Nebraska has plenty of jobs.

One of the lowest unemployment rates in the country.

Omaha and Lincoln have many opportunities - not so much in other areas.

3. Workforce We have a lot of skilled workers.

The concrete ceiling for women and men of color prevent them from excelling in the workforce.

There are a lot of unskilled workers in central Nebraska.


4. Postsecondary education We have a lot of institutions of higher learning that are very cost effective in training

high school graduates.

Collaborating to determine skills needed and partnering industries with higher education.

A deeply engaged community college and university system, that GETS IT... They are all involved with our workforce development teams - that needs to continue!!

Question: What opportunities must Nebraskans seize in Workforce?

1. Workforce Collaboration between employers and community leaders to build/enhance workforce.

Technical education and soft skills.

High quality, affordable child care, reduce loss of young, skilled workers to other states, reliable workers with 21st century job skills, improve community to attract productive, skilled workers.

2. Next generation Retain graduates and available work force.

Recruiting young Nebraskans back to our state.

We must do our best to get to students early, to expose them to the variety of careers that they can pursue, and encourage them to stay here for opportunities.

3. Individual business strategies and employer investments We need to offer higher pay and make benefits more affordable.

Businesses potentially might want to offer more attractive salaries and sell the state more in their job postings/offers. Companies also need to focus more on employee engagement to retain their talent.

Make sure to take care of employees to retain who we have.

Question: What must your community do to support Workforce?

1. Workforce

Educational attainment goes hand in hand w/ workforce. We also have to do a better job of making it easy of all sectors of our population overcome challenges to enter the workforce (like stay at home parents, felons, people with disabilities).

Support training programs to produce skilled workers instead of trying to obtain skilled workers.

Support workforce development and create a community that is attractive and enticing as a great quality of life for young families and talent.


2. Postsecondary education

Greater support for community college system, earlier introduction of students to career opportunities in community and Nebraska and needed skills.

Continue to engage with the leadership of UNL to increase interaction between the university and the community. Continue to support programs like The Career Academy for vocational education in high schools.

Maintain investments in schools, community colleges, and make better connections between students and underemployed to internships, apprenticeships, college work- study. And pay workers enough to keep them in Nebraska.

3. Cradle (early childhood) through K-12 education Support of career education programs.

Invest more heavily in workforce development through the school system and through NGOs.

School board and administration must find a way to re-introduce trade and career education along with college prep.


ConclusionIt is remarkable that nearly 5,000 individuals participated in the Blueprint Nebraska survey over a four-month period. Respondents are proud of their state and communities and have many ideas about how Nebraska should ensure economic prosperity for the future. There were areas of consensus about the need for a skilled workforce and growing communities and businesses, as well as retaining young people. There were areas of disparity mentioned, particularly in urban/rural resources, access to housing and healthcare, and leadership opportunities for person from underrepresented groups. There were varying and contradicting viewpoints on the structure, fairness, adequacy, and appropriateness of taxation at the local and state levels.

It is clear that the respondents care about Nebraska’s future. It is hoped that this report of their perspectives will contribute to planning for Nebraska’s future prosperity.


Appendix: Blueprint Nebraska Survey

Blueprint Nebraska Community SurveyGrowing the Good Life!

Blueprint Nebraska Community SurveyShare Your Insights on Building Nebraska’s Future

Introduction

Welcome to the Blueprint Nebraska community survey. We want your thoughts about what Nebraska’s next era of growth and prosperity should look like. This survey is one part of a series of outreach efforts we are using to engage Nebraskans. Your ideas are important as we build our plan for our future.

The survey has three parts:

Part 1: Three questions about how you view 16 sectors of Nebraska’s economy.

Part 2: Three additional questions about each of the sectors on which you would like to comment.

Part 3: Six socio-demographic questions that help us understand who participated in this survey.

The information you provide will be kept confidential and will only be seen by trained researchers at the University of Nebraska Public Policy Center. If you choose to provide an email address, your identifying information will be immediately separated from the rest of the survey and subsequent analyses. Reports of the results of the survey will be aggregated so that no individuals may be identified. You are not required to answer every question and may skip questions.

If you have any questions about the survey, please contact Nancy Shank, University of Nebraska Public Policy Center ([email protected]; 402-472-5687).

Thank you for your time!



Part 1 Continued

1a. For each of the following areas,* indicate how important each is to Nebraska’s economic future:

Very

Impo

rtan

t

Som

ewha

t Im

port

ant

Nei

ther

Impo

rtan

t N

or U

nim

port

ant

Som

ewha

t Un

impo

rtan

t

Very

Uni

mpo

rtan

t

Agriculture

Banking & Finance

Community Vitality



Entrepreneurship

Healthcare

Housing

Manufacturing

Mega-Sites for Future Development

Military & Veterans’ Affairs



Transportation

Workforce


*For definitions of these areas, please refer to page 8.



Part 1 Continued

1b. For each of the following areas,* indicate how you rate Nebraska’s current status:

Exce

llent

Goo

d

Fair

Poor

Agriculture

Banking & Finance

Community Vitality



Entrepreneurship

Healthcare

Housing

Manufacturing

Mega-Sites for Future Development

Military & Veterans’ Affairs



Transportation

Workforce


*For definitions of these areas, please refer to page 8.



Part 1 Continued

2. What one thing must Nebraskans accomplish to ensure our long-term economic vitality?

3. What three factors are most important to expand Nebraska’s business environment? (Select three or fewer)

Local tax policy changes State tax policy changes State regulatory or other

policy changes National economic growth Ability to attract & retain

qualified employees Increase in consumer confidence

Available & skilled workforce Access to capital Access to improved transportation Raw material or energy prices Workforce housing Retaining young people Other (Please specify)

4. Please check each area on which you are willing to answer three additional questions: (Select three or fewer)

Agriculture Banking & Finance Community Vitality Education Attainment Energy & Natural Resources Entrepreneurship Healthcare Housing

Manufacturing Mega-Sites for Future Development Military & Veterans’ Affairs Taxation & Incentives Technology & Innovation Transportation Workforce Leadership, Diversity & Inclusion

Part 2



Part 2 Continued

5. Area 1 _______________________ (write in first selected Area from question 4)

a. In what ways do Nebraskans excel in this area?

b. What opportunities must Nebraskans seize on in this area?

c. What must your community do to support this area?

6. Area 2 _______________________ (write in second selected Area from question 4)




7. Area 3 _______________________ (write in third selected Area from question 4)






Part 3

8. What is the zip code of your primary residence? _______________________

9. Gender: Male Female Other

10. What year were you born? _______________________

11. Which best characterizes your employment status? Employed Not employed, but looking for a job Not employed and not looking for a job Student Retired

12. If you are employed, what kind of business or industry do you work in? Agriculture, forestry, fishing, hunting, mining Construction Manufacturing Wholesale trade Retail trade Transportation, warehousing, utilities Information, publishing, production, media, telecommunications, technology Finance, insurance, real estate Professional, scientific, management, administration Educational services, healthcare, social assistance Arts, entertainment, recreation, accommodations, food services Government (local, state, federal, including armed forces) Other (Please describe) ________________________________



Part 3 Continued

13. Are you a business owner or have a senior leadership position in a Nebraska organization? Yes No

a. If yes, how many full time equivalent positions do you employ in Nebraska? 1–10 11–100 101–500 501–1,000 1,001+

b. In three years, do you anticipate the size of your organization’s workforce will: Increase Stay the same Decrease

14. If you are interested in receiving updates about Blueprint Nebraska, please provide your email address: _______________________________________________

Thank you for your insights on how to build Nebraska’s future. Please visit our website for more information about our work: https://blueprint-nebraska.org/



Agriculture – production agriculture; value-added agriculture; and life sciences.

Banking & Finance – financial technology; finance; insurance; payment processing.

Community Vitality – Community quality of life; the arts; Nebraska culture.

Education Attainment – Education at all stages of life; education policy; improved access of business to higher education research.

Energy – infrastructure investment; efficiency; alternative energy production.

Entrepreneurship – new business development, lifestyle to small/medium enterprise.

Healthcare – health and wellness; quality, access, and care; healthcare workforce; innovation.

Housing – workforce housing; low to moderate income housing.

Manufacturing – manufacturing diversity; workforce and skill development.

Mega-Site – large scale site development: location; purpose; funding.

Military & Veterans Affairs – preserving military assets; supporting military families; integrating veterans into the economy.

Taxation & Incentives – examination of the tax structure and matching it to the economy; incentives supporting business development, retention, expansion, and attraction.

Technology & Innovation – high-growth business development; innovation funding; innovation commercialization.

Transportation & Infrastructure – rail, truck and air transportation; logistics; warehousing.

Workforce – targeted sectors and populations; development, retention and attraction.

Leadership, Diversity and Inclusion – leadership development; preservation of culture and subculture in Nebraska.

Definitions

The following definitions apply to questions 1a and 1b in Part 1 of this survey:

Blueprint Nebraska: 2018 Community Survey 92Blueprint Nebraska: 2018 Community Survey 92

Blueprint Nebraska...Blueprint Nebraska is an ambitious statewide strategic planning process that...

Documents

Transcript of Blueprint Nebraska...Blueprint Nebraska is an ambitious statewide strategic planning process that...