Despite the tone of some of my posts, I do not hate St. Louis.  I actually LOVE the region and raising my children here.  However, I've seen the area decline in so many ways that it pains me to think about what will become of the region if something doesn't change, and soon.  That's why I think making transit a priority is important.  That's why I think funding our schools is important.  And that's why I share this story from the March 28th St. Louis Post-Dispatch 
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|  The sign  posted on the side of the former Chrysler plant in Fenton boasts 5  million square feet for sale. | 
Can St. Louis compete?
ST. LOUIS POST-DISPATCH
Sunday,  Mar. 28 2010
> First of a three-part series
For  a long time, St. Louis has been falling behind.
You know the  story. The long, slow drift from grand Gateway to the West to the 
faded  outpost of flyover country. The shuttered factories and the departed 
corporate  headquarters. The bleeding away of the best and the brightest. 
It's  almost a cliché.
But it is true. And it is real. And it is  threatening to get worse.
As we turn the corner out of the Great  Recession and into whatever new economy 
comes next, our region is  struggling to keep up. Our population is growing 
slowly. Our work  force is aging rapidly. And we have a hard time cultivating 
the sort  of innovators, entrepreneurs and bright minds who will build the 
economy  of the future.
These challenges are not new. But facing them is  more important than ever if 
our region hopes to grow in the years to  come.
For we are no longer just competing with Memphis or  Milwaukee for jobs and 
economic relevance. We are competing with Rio  and Bangalore and Guangzhou. And 
to compete, we need a world-class  work force, the sort of people who can make 
sure that the ideas that  drive the new global economy are conceived and carried 
out here,  not halfway across the world. 
"People with just a high school  degree aren't going to cut it anymore," said 
Richard Longworth, a  fellow at the Chicago Council on Global Affairs and author 
of a book  on the Midwest in the global economy. "Those jobs are gone."
TALENT  DEFICIENCIES
When it comes to the size and skill of our work  force, St. Louis is slipping on 
several fronts: 
— If current  trends hold, our working-age population will soon begin to shrink, 
and  will decline by 85,000 between 2018 and 2028, leaving 5 percent fewer  St. 
Louisans to power area companies and compete with faster-growing  cities.
— Our high school dropout rate is among the highest in  the nation. One in eight 
students region-wide drops out at some  point in high school, according to data 
compiled by the East-West  Gateway Council of Governments.
— Although the region is adding  college graduates, it is doing so at a slower 
pace than many other  places, especially among young adults who are deciding 
where to  launch a career. One-third of St. Louisans age 25 to 34 have at least 
a  bachelor's degree, compared with 48 percent in Washington and 53  percent in 
Boston.
These trends have direct, measurable  costs, said Joe Cortright, a Portland, 
Ore.-based economist who  studies work force and regional economies. Such trends 
slow growth.  They dampen productivity. And they can deter big companies from 
locating  in St. Louis and small ones from growing here.
"Employers are  increasingly putting emphasis on their ability to find and 
attract  talented employees," Cortright said. "They tend to grow more in places 
where  those people are easier to find."
He even puts a number on it, a  figure he calls a "talent dividend." 
Research, said Cortright,  shows a clear link between a region's rate of college 
graduates and  its economic health. Boosting the percentage of St. Louisans with 
bachelor's  degrees by 1 percentage point would generate an additional $2.1 
billion  a year in economic activity. That's $746 per person. 
DEAL FALLS  THROUGH
Richard Fleming cast the problem in another light: in  terms of jobs that didn't 
come here. 
As president of the  Regional Chamber and Growth Association, Fleming spent a 
year just  before the recession trying to woo a major employer to open a data 
center.  Fleming wouldn't name the firm, but said it was "a Fortune 50" company 
that  wanted to hire 1,500 people at good wages. Forty cities wanted the 
facility,  and the company narrowed it down to two finalists — St. Louis and 
Raleigh,  N.C.
The firm's consultants recommended St. Louis, Fleming said.  But the company was 
worried about the region's slow growth,  concerned that it couldn't get the 
workers here it would need over  the years to come.
"Perception became reality," Fleming said.  "And we lost the deal."
Whether real or perceived, the importance  of talent is hardly a new idea. 
Cities have been trying to  cultivate it for a long time. 
But that effort has taken on a new  urgency in a global economy where anything 
that can be done more  cheaply somewhere else probably will be. Economic growth, 
the  thinking goes, lies in doing what no one else can. And that takes  brains.
Compounding the urgency for St. Louis is the long,  grinding recession, which 
has wiped out nearly 60,000 jobs here in  the past two years, including those of 
many highly skilled  professionals at companies such as Anheuser-Busch InBev, 
Macy's and  KV Pharmaceutical. Those are 60,000 people who could leave the 
region  for greener pastures, and take their skills with them.
So far,  there has been little of that kind of movement — the recession is 
hitting  hard just about everywhere. But as the recovery takes hold, many 
experts  expect that to change; high-skilled workers will flow to the places 
with  good jobs. 
RETENTION WORK
Keeping skilled workers from  flowing out of St. Louis is a full-time job for 
Blair Forlaw.
She  oversees talent development programs for the RCGA, which, Fleming said,  has 
stepped up its focus in those areas since losing that data  center. Forlaw leads 
an effort to help laid-off information  technology workers find new jobs in St. 
Louis. And after Pfizer, a  major pharmaceutical company, said last fall that it 
will cut nearly  700 jobs in Chesterfield, she is helping to launch a similar 
effort  to keep science workers here.
With Pfizer's cuts, there will be  roughly 2,200 scientists and skilled 
technical workers who have been  idled in St. Louis since the start of 2009, 
Forlaw said. If the  region hopes to keep growing its biotech and medical 
industries,  keeping them in town is essential.
"These folks who are being let  go, they have not only skills but experience," 
she said. "We don't  want to be in a position of having lost them, and then 
trying to  bring in companies that need that kind of talent."
The  science-worker program is just starting, and it got an early boost from  an 
unrelated decision by St. Louis University to hire 12 former  Pfizer employees 
for a new health research center. But the RCGA  program will focus mainly on 
connecting the jobless with companies,  or startups in need of talent, and on 
helping people shift into new  science-related industries. Anything to put them 
to work here.
"This  is all about the economic strength and vitality of the region," Forlaw 
said.
And  these high-skilled workers will generate more than just high-end jobs. 
Their  ideas will provide a range of opportunity for others, said Roderick  Nunn, 
vice chancellor for work force development at St. Louis  Community College.
"Look at Austin, Seattle, the Research  Triangle. You see a cluster of highly 
trained professionals, and a  lot of other jobs being created," Nunn said. "For 
every scientist,  you've got to have lab techs. For every surgeon, there are 
nurses  and aides."
SEEDS FOR SUCCESS
These sorts of workers are  the people most likely to launch innovative 
startups, or use their  talent to help small firms grow. This, too, generates 
jobs.
Startups  may not make as big a splash as luring a corporate headquarters or an 
auto  plant, but there is far less competition to attract them, said  Longworth, 
of the Chicago Council on Global Affairs. And once  established in St. Louis, 
startups are more likely to plant deep  roots.
"We're not talking about landing a Fortune 500 company,"  he said. "We're 
talking about launching 500 little companies and  hoping some of them grow."
That has been the recipe for some of  the region's most-touted success stories, 
such as World Wide  Technology, a supply-chain management firm that has grown in 
20  years from startup to $2.2 billion in revenue; or Express Scripts, which  has 
become one of the largest pharmacy-benefit management companies  in the U.S. But 
all sorts of cities are trying to attract the kind  of people behind companies 
such as those. And there are only so many  to go around.
Many regions, including St. Louis, have poured  millions of dollars into 
amenities — from parks to loft apartments  to event centers — designed to 
attract footloose young talent.  Results have been decidedly mixed, and skeptics 
abound. 
What  really draws talent, Longworth argues, is opportunity. Smart people  want 
to use their brains and will go where their talents can be  rewarded. No amount 
of amenities will change that.
"It takes  more than bicycle paths and coffee shops," he said. "You need jobs."