NC Center of Innovation Network Leading Jobenomics North Carolina

“Group Aiming To Create 20M Jobs Partners With NC COIN Organization”

By RICK SMITH, WRAL TechWire Editor

1 December 2016

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Job development efforts, including a big emphasis on STEM training and employment, are getting a major boost in North Carolina. Greensboro-based North Carolina Center of Innovation Network is partnering with Jobenomics as part of a national effort to create 20 million jobs.

Jobenomics has some 15 million followers and supporters across the country.

NC COIN is seeking to drive economic development across the state with an emphasis on entrepreneurship and emerging companies. Local partners include the Institute for Emerging Issues, which is based at N.C. State University, and the First Flight Venture Center in RTP. NC COIN also works closely with the North Carolina Biotechnology Center.

NC COIN was named as the lead for the Jobenomics project in North Carolina in an announcement made Thursday.

“After visiting North Carolina and speaking at ‘Future Works’ events hosted by COIN and the Institute of Emerging Issues we decided that COIN was a perfect partner for Jobenomics given its focus on communities, science, and bringing together diverse constituencies to grow high tech entrepreneurial businesses,” said Chuck Vollmer, the founder and president of Jobenomics, in the announcement.

Jobenomics is focused in particular on creation of so-called STEM (science, engineering, technology, math) jobs and on small businesses which national data shows creates the vast majority of new jobs in the U.S.

Citing employment statistics it has gathered through October of this year, Jobenomics says businesses with fewer than 500 workers have created nearly 77 percent of new jobs since 2010.

“Building an entrepreneurial tech savvy workforce is critical to North Carolina’s economic growth, Chuck’s data supports that and his programs fit into COIN’s stated mission,” said Joe Magno, the executive director of COIN who also is NC Works Commission Board member. (Magno also is a contributor to WRAL TechWire, and NC COIN is a WRAL TechWire partner.)

Jobenomics says it wants to help “highly scalable entrepreneurial businesses which are the primary creators of new jobs in the current economy.”



Another point of emphasis is working with veterans.

“Given North Carolina’s high percentage of veterans, JNC will also work with veteran support groups as well,” Magno and Vollmer noted.

Bunker Labs in RTP is among the emerging leaders in helping veterans create and launch new companies.

Magno said COIN “will work with its members and partners to develop meaningful and measurable programs to leverage Jobenomics’ momentum and experience.”

COIN plans to work with Jobenomics Community-Based Business Generators to:

  • Fill currently open jobs
  • Exploit emerging high-growth areas
  • Start highly-scalable business creation initiatives

For additional information:

Visit Jobenomics’ web site at:

Contact Joe Magno at

WRAL TechWire any time: Twitter, Facebook

Copyright 2016 WRAL TechWire. All rights reserved.

AFRO News on Jobenomics Baltimore City’s Minority-Owned Business Plan

Jobenomics: Baltimore City’s Minority-Owned Business Plan

by: Rev. Dr. Alvin C. Hathaway Sr. Special to the AFRO
Download This Article from Afro-American Newspaper  (the Afro-American newspaper is the is the leading news provider for African Americans in the Baltimore/Washington, D.C. Metropolitan area and the longest running African American, family-owned newspaper in the US.)
Download Jobenomics Baltimore City Plan
Download Jobenomics U.S. Employment Analysis, Q3 2016, Free 140-page Report
Download Jobenomics U.S. Unemployment Analysis, Q3 2016, Free 70-page Report
The Rev. Dr. Alvin C. Hathaway Sr. (Courtesy Photo)
The Rev. Dr. Alvin C. Hathaway Sr. (Courtesy Photo)
Baltimore has a long history of creating minority-owned businesses and advocacy for minority- and women-owned businesses. Many of us remember the work of Samuel T. Daniels and the Council for Economic and Business Opportunity, Congressman Parren J. Mitchell and SBA’s 8(a) program, Dorothy Brunson and her radio station WEBB and Arnold Jolivet, whose advocacy for minority owned businesses propelled him into the forefront of Baltimore’s development community. There are others who have picked up the mantle including Stanley Tucker, Joseph Haskins, Wayne Frazier and Shina Parker. We have learned and we know that small business development is the stepladder to the middle class for minorities everywhere.

The Jobenomics Baltimore City plan continues in that tradition. Advocating for and developing a plan for small businesses that are connected to what the Jobenomics National Grassroots Movement is trying to achieve with local communities makes good sense.

Minority job and wealth creation are essential to American economic prosperity and social stability as the United States transitions from a White-majority nation to a minority-majority nation.

According to the U.S. Census Bureau, 2011 marked the first year in U.S. history that minority births exceeded White births.  By 2020, more than 50% of all U.S. children are expected to be part of a minority race or ethnic group.  By 2044, America will be a minority-majority nation.  California, Texas, New Mexico and Hawaii are already minority-majority states—not counting the multiracial population. Baltimore is one of the many minority-majority cities in the United States. In West Baltimore, 13 of 14 neighborhoods are over 80% African-American

The solution to enhancing minority labor force participation and increasing wealth in minority communities involves minority-owned business creation. Minority-owned businesses are growing significantly faster than White-owned business, according to the 2015 U.S. Census Bureau’s Survey of Business Owners report.

The Census Bureau Survey of Business Owners also provides detail on sales, receipts and shipment values for all firms.  Minority firms did extremely well. In 2007, minority-owned firms contributed approximately $1 trillion to the U.S. economy. In 2012, this amount increased by 53% to $1.6 trillion. Asian-owned sales, receipts and shipment values increased during this period by 57%, followed by Hispanic-owned by 48% and Black-owned by 38%. The 2017 Survey is likely to show even greater minority-owned business growth now that the U.S. economy is in a growth mode, albeit slowly.

Jobenomics sees tremendous future employment and revenue growth potential of minority-owned businesses given the significant rate of growth in minority populations and the rate of minority-owned business expansion over the last five years.  Jobenomics believes that doubling minority-owned businesses from 8 million to 16 million is achievable within a decade, if communities implement initiatives to mass-produce highly-scalable small and self-employed minority-owned businesses.  If only one-fifth of the 100,000 new jobs sought by Jobenomics Baltimore City, were part of a 10-person minority-owned business startup, 2,000 new small businesses would be created in West Baltimore alone.

We have major anchor institutions, government purchasing power, and corporate allies. We have creative entrepreneurial talent. Focusing on new small business creation and development should be a goal we all can agree upon.

The Rev. Dr. Alvin C. Hathaway Sr. is the senior pastor of Union Baptist Church in West Baltimore, Md. He is also the Commissioner of the Maryland Governor’s Workforce Investment Board and is working with Jobenomics Baltimore City.

AFRO News on Jobenomics Baltimore

‘Jobenomics Baltimore City’ Seeks Restoration of Baltimore’s Labor Force

by: Rev. Dr. Alvin Hathaway, Sr. Special to the AFRO
/ (Courtesy Photo) /

Jobenomics Baltimore City

Jobenomics Baltimore City

By: Dr. Alvin C. Hathaway, Commissioner of the Maryland Governor’s Workforce Investment Board, and Chuck Vollmer, Jobenomics Founder and President

23 June 2016

Download complete presentation at:


Jobenomics Baltimore City Presentation – 23 July 2016

Jobenomics is pleased to announce a partnership with leading community leaders, led by Dr. Al Hathaway, Commissioner of the Maryland Governor’s Workforce Investment Board.  Jobenomics Baltimore City’s goal is to restore the inner-city labor force by creating 100,000 net new jobs in Baltimore City within the next 10 years with emphasis on minorities, women, new workforce entrants and the contingent workforce.  Jobenomics Baltimore City will institute local Community-Based Business Generators to mass-produce inner-city businesses in order to achieve the 100,000 new job goal.

JBC Initiative

JBC Framework

Jobenomics Baltimore City’s New Job Framework is tailored to the demographics of Baltimore City.  As shown, emphasis is being given to lower skill zones that tend to be more predominant in the poor sections of the inner-city.  To date, the Jobenomics Baltimore City plan has been endorsed and lead by community leaders who are now getting endorsement and support from major corporations (Under Amour for manufacturing) and major medical institutions for the healthcare and social assistance programs.  The team is also working with non-profits, the State and City managers to finalize and implement an actionable plan.


Jobenomics Community-Based Business Generators

 Jobenomics Community-Based Business Generators

By: Chuck Vollmer

16 August 2016

Download PDF:

Jobenomics Community-Based Business Generators – 16 August 2016

The way that government and big business can plan, manage and support small business and job creation is via community-based business incubators, business accelerators and business generators.

Business incubators tend to focus high-tech, silver bullet innovations that have extraordinary growth and employment potential.   Business accelerators focus on expanding existing businesses in order to make them larger and more profitable.  The Jobenomics business generator concept involves mass-producing small and self-employed business with emphasis on lower-tech but plentiful service-providing businesses at the base of America’s economic pyramid.  Many cities have business incubators, usually located at or around universities or technology parks, and business accelerators that are associated with mezzanine financing institutions.  Jobenomics is working with cities and states to create business generators to mass-produce startup small and self-employed businesses.

JCBBG Concept

Jobenomics Community-Based Business Generators mass-produce startup businesses by: (1) working with community leaders to identify high-potential business owners and employees, (2) executing a due diligence process to identify potential high quality business leaders and employees, (3) training and certifying these leaders and employees in targeted occupations, (4) creating highly repeatable and highly scalable “turn-key” small and self-employed businesses, (5) establishing sources of startup funding, recurring funding and contracts to provide a consistent source of revenue for new businesses after incorporation, and (6) providing mentoring and back-office support services to extend the life span and profitability of businesses created by the Jobenomics Community-Based Business Generators.

The process starts by using community leaders to identify high potential job seekers.  Churches, non-profit institutions, schools, sports teams and veterans groups are a great source for identifying talent, desire and fortitude.  These organizations provide the first phase of the triage process by screening and assessing high performance people who are known to them. The second stage is accomplished during onboarding that involves Jobenomics screening and assessing.  The third stage uses aptitude and personality tests to determine potential career paths.

Once completed, candidates will be separated into a business leader group or a high potential employee group for training.  The leader group will undergo management and startup business training.  The employee group will undergo skills training based on the role that they will assume in the startup business (operational, technical, mechanical, financial, marketing, administrative, etc.).  After the training is completed and certifications awarded, the team will commence startup operations under the guidance and assistance of the Jobenomics Community-Based Business Generator team.  Jobenomics contends that Community-Based Business Generators could vastly improve the rate of startups and expanding businesses, and reduce the rate of contracting and closing businesses.

JCBBG Process

Starting with a notional pool of thousands of candidates, Jobenomics will work with local civic organizations (churches, non-profits, sports teams, etc.) to identify and nominate the top 30% to 50%, who they know, for the Jobenomics Community-Based Business Generator program.  This is the first stage of the due diligence process to separate the proverbial wheat from the chaff.

These nominees will then be subjected to standard aptitude and attitude tests in order to identify and assist (1) those that should be sent to other educational (GED and postsecondary) or training (vocational) centers for career development, (2) those that are qualified and suitable for immediate employment with existing companies, and (3) those that desire and have an aptitude for starting a small or self-employed business.  Jobenomics Community-Based Business Generator will help all people who enter the program to find meaningful employment and career paths.

Jobenomics envisions that 25% of the nominees would seek a traditional education and training path, 25% would be hired directly by existing business who are looking for quality workers, and 50% would seek a more independent and self-sufficient route offered by a small business startup or self-employment.

Of the 50% that choose the Jobenomics Community-Based Business Generator training and certification process, Jobenomics anticipates that approximately 25% will eventually implement a small business startup or incorporate as a self-employed business.  The 75% that undergoes but does complete Jobenomics Community-Based Business Generator process will be certified (with empirical data by professional testing and evaluation) as high-quality candidates for immediate employment or traditional education/vocational training.

Many of the initial candidates are likely to prefer working for existing companies rather than going through the Jobenomics process.  Anticipating this, Jobenomics will implement a “pipeline” to connect these individuals who have undergone some level of due diligence to companies that are hiring.  Consequently, the Jobenomics management team includes a nationally recognized leader who developed such a pipeline system that has matched 250,000 veterans with companies.  This system is ideally suited for matching Jobenomics candidates to local employment vacancies.

The overall objective is to mass-produce small and self-employed businesses, which makes the Jobenomics Community-Based Business Generator process unique as a traditional business and workforce development center.  Traditional workforce development processes focus on preparing potential workers for employment by existing businesses—usually large corporations.  For marginalized individuals at the base of the American economic pyramid (especially those in depressed urban and rural areas) the odds of employment at existing businesses are slim as evidenced by the long lines at traditional job fairs versus the low percentage of people hired.

The Jobenomics process focuses on preparing workers for starting a business, whether they actually start one or use the experience to be more competitive to get a job.  In today’s world, gainful employment is difficult and oriented to those that are currently employed, credentialed or high-skilled.  Conversely, a common complaint that Jobenomics often hears from companies is that they have a very hard time (1) finding good people who want to work, (2) who have the right attitudes and aptitude for work, and (3) who have workforce credentials, experience or related skills.

Every nominee that enters the Jobenomics process will setup a self-employed business, which can be incorporated in a matter of days, and undergo elementary business training.  The reason for setting up a small business is to make them more competitive in today’s job market.  Many employers prefer to “try before they buy”.  An incorporated self-employed individual can position themselves for subcontract or contingent work (1099) as a prelude to standard full-time work (W2).  Even if a self-employed individual never receives an income as a self-employed business, that individual can present themselves with credentials (Employer ID Number, website, business card and skills resume) that align with the business community.  In addition, Jobenomics will provide additional credentials regarding the individual’s workforce aptitude, skills and suitability tailored to the specific hiring opportunity.  Jobenomics credentialing, along with letters of recommendation from the nominees’ sponsoring organization, will greatly distinguish the individual from the masses of unemployed or new or returning workforce entrants.

Today, the United States does not have standardized national, state or local processes to create or mass-produce startup businesses.  The U.S. startup process is largely ad hoc.  By instituting a community-based (all jobs are local) standardized, repeatable and scalable process to mass-produce startup businesses, millions of new establishments could be created across America.  By being part of a small business team, team members will be motivated to grow the business in order to make it more profitable, which facilitates upward mobility, higher wages, better benefits, potential equity positions, and, perhaps most importantly, a sense of camaraderie and purpose.

Job creation is the number one issue facing the U.S. in regard to economic growth, sustainment and prosperity.  Jobs do not create jobs, businesses do, especially small businesses that currently employ 80% of all Americans and created 80% of all new jobs since the end of the Great Recession.

Unfortunately, America is focused on big business and government employment solutions that have not been very effective growing the U.S. labor force.  In fact, the U.S. labor force is in a state of decline as evidenced by the eroding middle-class and the transformation from standard full-time to part-time and contingency workers.  With the next fifteen years, Jobenomics forecasts that the contingent workforce will replace traditional full-time workforce as the dominant force of labor in the United States—a trend that is largely unknown to policy-makers and the American public.

Jobenomics asserts that the four demographics with the highest need and growth potential include women, minorities, new workforce entrants, and the large cadre of financially distressed citizens who want to work or start a business.  These demographics are ideally suited for accommodating the growing contingent workforce and attracting new labor force entrants that often do not share the same employment dream of older generations.

Jobenomics believes that new small, emerging and self-employed businesses could create 20 million new jobs within a decade, if properly incentivized and supported.   Notwithstanding filling the millions of open U.S. jobs positions, the emerging Energy Technology Revolution (ETR) and the Network Technology Revolution (NTR) could create 20 million net new American jobs within a decade given proper leadership and support.

Using the Jobenomics Community-Based Business Generator process of mass-producing highly repeatable and scalable “turn-key” small and self-employed businesses, America writ large could create tens of millions of jobs that would transform the U.S. labor force, middle-class and economy as well as providing hope and jobs for marginalized urban and rural American communities.


Jobenomics U.S. Employment Analysis: Q2 2016

Q2 Employment Cover Q2 Employment ToC

Jobenomics U.S. Employment Analysis: Q2 2016

By: Chuck Vollmer

31 July 2016

Download 100-page report at:

Jobenomics U.S. Employment Analysis – Q2 2016 – 31 July 2016

Jobenomics reports on U.S. employment and unemployment size, characteristics and trends.   This Employment Analysis focuses on the U.S. labor force, business and job creation, and transformative trends—with emphasis on the 60 million workers in the rapidly growing, and underreported, contingent workforce.  The companion Unemployment Analysis focuses on how the U.S. government reports on unemployment and income statistics, why Americans who can work chose not to work, and the impact of 109.8 million non-working able-bodied citizens are having on the United States.

Executive Summary

Q2 Employment Summary


Current U.S. employment and job gains/loss statistics since the beginning of the decade are shown above.  Between 1 January 2010 and 1 July 2016, the United States has created 14,401,000 new jobs with a net gain of 14,764,000 in the private sector and a net loss of 363,000 in government employment.  81.1% of all new jobs this decade were produced by four service-providing industries (Professional & Business Services; Education & Health Services; Trade, Transportation & Utilities; Leisure & Hospitality).  Manufacturing and Construction industries contributed 5.6% and 6.7%, respectively. 77.9% of all Americans are now employed by small businesses that created 77.7% of all new jobs this decade.  In June 2016, small businesses created 85.4% of all new jobs with micro-businesses (1-19 workers) employing 69% more Americans than all large corporations with over 1000 employees.

While these employment statistics are positive, they are offset by three trends that threaten economic growth and stability.  These disturbing trends include voluntary workforce departures, contingent workforce growth and sclerotic GDP growth.

  • Voluntary Workforce Departures. In Q2 2016, the U.S. labor force lost 593,000 more workers than it gained due to the exodus of frustrated job-seekers and able-bodied workers to welfare and alternative lifestyles. Since year 2000, 25,862,000 able-bodied workers departed versus 13,395,000 workers who joined the labor force for a net loss of 12,467,000 workers.  This net loss does not include the number of unemployed (2.1 million more people are unemployed in 2016 than 2000) or population growth (42 million additional Americans today compared to 2000).
  • Contingent Workforce Growth. Contingent workers are defined by the U.S. government as “non-standard” workers who work part-time by necessity (temps and day workers) or by choice (free lancers and self-employed). Today, the contingent workforce is approximately 60,000,000 employed Americans or 40% of the total employed workforce.  By 2030, this number will grow to 80,000,000 or 50% of the U.S. employed workforce—a trend that is largely unknown to U.S. policy-makers and the American public.
  • Sclerotic GDP Growth. Most economists believe that economic growth depends on job and GDP growth. The ideal rate for U.S. GDP growth is 2% to 3%.  Since 2000, U.S. GDP averaged a sclerotic 1.76%.  During the post-recession recovery period to today, U.S. GDP averaged only 2.0%.   In Q1 2016, U.S. GDP grew by an abysmal 0.8%.  Q2 2016 is estimated to be not much better at 1.2%.

Job creation is the number one issue facing U.S. in regard to economic growth, sustainment and prosperity.  Jobs do not create jobs, businesses do, especially small businesses.  Unfortunately, America is focused on big business and government employment solutions that have not been very effective growing the U.S. labor force.  In fact, the U.S. labor force is in a state of decline as evidenced by the eroding middle-class and the transformation from full-time to contingency workers.

324 Million

35% of all Americans financially support the rest of the country.   As of 1 July 2016, out of a U.S. population of 324 million, 112 million private sector workers support 32 million government workers and government contractors, 95 million able-bodied people who can work but chose not to work, 70 million who cannot work, and 15 million unemployed and underemployed.   The U.S. economy is not sustainable with only 35% supporting an overhead of 65%.  The growing contingent labor force, which consists of mostly lower paid wage earners, makes the overhead burden even more precarious.  More people with livable wages and greater discretionary income must be productively engaged in the private sector labor force for the U.S. economy to flourish.

Jobenomics City & State Initiatives

Jobenomics City & State Initiatives

By: Chuck Vollmer

26 November 2016

Download 25-page White Paper

develop business and job creation initiatives to mass-produce small businesses and jobs.  Emphasis is placed on demographics with the greatest need and potential—women, minorities, youth and socioeconomically distressed citizens.  Jobenomics New York City, Delaware and Baltimore City initiatives are underway with other city (Harlem, Phoenix) and state (North Carolina, Southern Maryland) efforts in progress.  Jobenomics is also developing a fourth national-level initiative dealing with Rural/Agricultural business and job creation.

  • Jobenomics New York City’s goal is for 1,000,000 net new jobs by 2026 in the five boroughs of New York City. Jobenomics New York City is led by a Harlem community leader who is also running for Mayor of New York City.  As a proof-of-principal project, the Jobenomics NYC team is implementing Jobenomics Harlem, one of the city’s most financially distressed neighborhoods. [1] An executive summary of Jobenomics New York City plan is included at the end of this document.
  • Jobenomics Baltimore City’s employment goal is for 100,000 net new inner-city jobs by 2026. Jobenomics Baltimore City is currently being led by a Commissioner of the Governors Workforce Investment Committee and inner-city Baltimore community leader. [2] An executive summary of Jobenomics Baltimore City plan is included at the end of this document.
  • Jobenomics Delaware’s employment goal is for 150,000 net new jobs by 2026 across the three counties and three major cities in Delaware. Jobenomics Delaware is led by a Dover business executive and community leader. [3]
  • Jobenomics North Carolina is currently evolving. An initial state-wide survey was accomplished by a team lead by the Executive Director of The North Carolina Center of Innovation Network and Chairman of the Accountability and Performance Committee of the NC Works Commission.  The initial state-wide survey examined four North Carolina counties and five cities as well as meeting with the Governor’s staff community leaders to determine levels of interest.[4]
  • Jobenomics Southern Maryland is currently involving under the leadership of a non-profit organization dedicated to employing disabled and special-needs citizens. The JSM goal is to create the maximum number of net new jobs in the tri-county region of Southern Maryland (Calvert, Charles and St. Mary’s counties).
  • Jobenomics Phoenix is still in the formative phase. The initial focus of Jobenomics Phoenix is on establishing a Jobenomics Workforce Reentry Center with the goal of creating micro businesses and jobs for formerly incarcerated, gang members and at-risk youth.
  • Jobenomics Rural America is also still in the formative phase being led by group of community leaders dedicated to establishing micro-farming communities populated by primarily by veterans of the U.S. armed forces. These communities promotes a high-tech agricultural management strategy that incorporates micro-communities, micro-farming, organic agriculture (e.g., hydroponics and regenerative agriculture), home-ownership and sustainable careers.

Jobenomics Community-Based Business Generator Concept.  The way that government and big business can plan, manage and support small business and job creation is via community-based business incubators, business accelerators and business generators.

Business incubators tend to focus high-tech, silver bullet innovations that have extraordinary growth and employment potential.  Business accelerators focus on expanding existing businesses in order to make them larger and more profitable.  The Jobenomics business generator concept involves mass-producing small and self-employed business with emphasis on lower-tech but plentiful service-providing businesses at the base of America’s socioeconomic pyramid.  Many cities have business incubators, usually located at or around universities or technology parks, and business accelerators that are associated with mezzanine financing institutions.  Jobenomics is working with cities and states to create business generators to mass-produce startup small and self-employed businesses.

[1] Jobenomics New York City presentation,

[2] Jobenomics Baltimore City presentation,

[3] Jobenomics Delaware presentation,

[4] Jobenomics North Carolina Initial State-Wide Survey,

Jobenomics Delaware

Jobenomics Delaware Initiative (JDI)

By: La Mar Gunn, Candidate for Lt. Governor

30 June 2016

Download presentation and white paper at:

Jobenomics Delaware Presentation – 23 June 2016

Jobenomics Delaware White Paper 30 June 2016

After ten years of effort, hundreds of meetings with policy-makers, thousands of meetings with business and community leaders and an outreach effort to over two million people, many Americans believe that the Jobenomics Plan for America is the most mature and comprehensive business and jobs creation plan in the United States.  Chuck Vollmer, author and founder of the Jobenomics national grassroots movement (, has joined my campaign for Delaware Lt. Governor.

Together, we developed an actionable plan to create triple the current rate of new job creation to create 150,000 net new jobs in Delaware within the next ten years.

JDI Goal

While JDI addresses big business and government employment, its principal focus is on highly-scalable small and self-employed businesses that employ 80% of all Americans and have produced 80% of all new jobs this decade.   Specifically, JDI will focus on (1) women, minorities, new workforce entrants and other hopefuls with the highest need and growth potential, (2) mass-producing startup businesses via community-based business generators, (3) attracting new highly-scalable businesses to Delaware with emphasis on filling open job positions and exploiting emerging and  new employment opportunities, (4) forming alliances with countries, cities, corporations and entrepreneurs, and (5) identifying sources of investment in order to achieve the JDI business and job creation goal.

JDI Framework

The initial JDI notional framework includes nine job creation areas for depressed urban (with emphasis on Wilmington, Dover and Newark), rural (with emphasis on agriculture and aquaculture) and coastal communities.  JDI will focus on filling current open jobs and exploiting emerging opportunities in caring services, construction, urban mining, the energy technology revolution and the fast growing digital economy.  This notional framework will evolve as community stakeholders adopt new areas for development.

The solution to growing Delaware’s economy and labor force involves putting Delaware’s small business engine into over-drive.  Therefore, the JDI team will work with community leaders to implement community-based business generators (CBBGs) that will mass produce startups, extend the “life span” of fledgling firms and accelerate existing businesses by (1) working with community leaders to identify and train high potential small business owners and employees, (2) implementing highly repeatable and highly scalable “turnkey” businesses with emphasis on the service-providing industries, (3) establishing sources of startup funding, recurring funding and follow-on contractual work to provide a consistent source of revenue for new businesses after incorporation, and (4) providing ongoing mentoring and support services.

A 50-page JDI presentation is available at  If interested in joining JDI or setting up a meet to discuss this initiative, contact me at (302) 218-640.

Jobenomics U.S. Contingent Workforce Report

The U.S. Contingent Workforce Challenge

By: Chuck Vollmer

Download 30-page report at:

U.S. Contingent Workforce Challenge – 4 April 2016

Executive Summary

Jobenomics reports on U.S. employment and unemployment size, characteristics and trends.   This employment analysis focuses on the U.S. labor force, business and job creation, and transformative trends—with emphasis on the 60 million workers in the rapidly growing, and underreported contingent workforce.

The Bureau of Labor Statistics (BLS) defines the contingent workforce as the portion of the labor force that has “nonstandard work arrangements” or those without “permanent jobs with a traditional employer-employee relationship”.

The “contingent” workforce could be the predominant source of employed U.S. labor by 2030, or sooner, depending on economic conditions and seven ongoing labor force trends.  Today, Jobenomics estimates the contingent workforce to be 60,000,000 employed Americans or 40% of the total employed workforce.  By 2030, this will rise to 80,000,000, or 50%, of the total employed workforce.

Contingent Workforce

By 2030, or sooner, Jobenomics forecasts that contingency workers will be the dominant (over 50%) component of the U.S. workforce.  This forecast is based on seven factors: (1) increasing labor force losses versus labor force gains, (2) adverse corporate hiring and employment practices, (3) revolution in energy and network technologies, (4) automation of manual and cognitive jobs, (5) impact of the emerging digital economy, (6) shift from full-time, to part-time and task-oriented labor, and (7) cultural differences of new labor force entrants.




Jobenomics Syria Cantonment Concept

Jobenomics Syria Cantonment Concept

By: Chuck Vollmer

3 December 2015 

Download a free copy of this report and a companion white paper entitled, Strategy for Eliminating ISIS and other Islamic-Extremist Threats, at Jobenomics Syria Cantonment Concept and Strategy for Eliminating ISIS and other Islamic-Extremist Threats.

Cantonment Zones


Executive Summary The Syrian crisis presents three separate challenges to the international community: (1) dealing with the Russian-backed Assad regime that appears to be willing to escalate an internal civilian war to a regional conflict, (2) destroying the world’s largest and best financed terrorist organization that has global reach via modern network technology, and (3) resolving the blight of 7.6 million displaced Syrians, repatriating 4.3 million registered refugees, and reducing the  pipeline of millions of emigres who are overwhelming neighboring countries and many parts of Europe.

The Jobenomics Cantonment Concept focuses on the third challenge (3) by providing security and economic development opportunities for victims of the Syrian conflict.  The victimized include impoverished civilians, displaced persons and refugees.  The primary goal of cantoning is to rehabilitate and assist the afflicted to resume productive lives.

The Bosnian War

A canton is an administrative subdivision of a country.  Cantons exist in Europe, Latin America and Asia.  Formation of modern-day cantons originated in NATO’s Cantonment Phase during the Bosnian War.  Ten cantons in the Federation of Bosnia and Herzegovina now provide autonomy and opportunity for Bosniaks and Croats once victimized by war.  In 1993, the U.N. Protection Force (UNPROFOR) was instituted in Bosnia and Herzegovina to provide badly needed aid, protect humanitarian relief convoys and implement safe havens and weapon exclusion zones.  In 1995, UNPROFOR forces were reflagged to NATO that assumed command, commenced military operations and instituted cantonments.  Now is the time, prior to the end of Syrian hostilities, to implement a Syrian cantonment strategy similar to the one accomplished by NATO in Bosnia.

Jobenomics Cantonment Business Generator Concept

Jobenomics asserts that the best way to repair the devastation in Syria involves implementing a cantonment business generator concept to systematically incubate and mass-produce small businesses that will employ millions of net new Syrian workers who are dedicated to restoring productive human endeavor, reunifying families, rehabilitating combatants and reconstructing sustainable Syrian communities.  Without an actionable and measurable economic development strategy, international intervention efforts will eventually fail—leaving a vacuum that is likely to be filled with anti-social ideologies and crime.  This is the lesson of the Arab Spring, the progenitor of the Syrian and a dozen other conflicts.  Syrian cantons would increase regional stability by reducing the refugee burden on host countries and reducing violence and disorder perpetrated by extremist groups or ideologies.  Cantoning will also serve to isolate and contain the brutal Assad regime and tyrannical so-called Islamic State.

About the Author: Mr. Vollmer specializes in emerging international, national and business initiatives.  Under contract to the US government, he assisted Arab leaders to develop strategies and operational concepts for coalition-building on terrorism.  In this capacity, he developed several hundred US/Arab strategy and policy documents and led a dozen symposia in the Middle East attended by officials in the Arab Gulf, Egypt, Jordan, Europe and the US.  He frequently lectures on the MidEast, Islam and Arabs on the subject of military, economic, cultural and religious engagement.  Mr. Vollmer is also the author of Jobenomics (the book, website and blog), the founder of the Jobenomics National Grassroots movement dedicated to creating 20 million net new American jobs within the next decade, and the leader of a number of Jobenomics global business and job creation initiatives and programs that could greatly help middle-class and financially distressed citizens in the United States as well as countries like Syria.


Jobenomics-New York City

Jobenomics launches New York City initiative to create 1 million net new jobs in New York City over the next decade. This initiative is lead by Rev, Michel Faulkner, a former New York Jets NFL player, who started the Institute for Leadership in Harlem to identify and train potential small business startups in association with Jobenomics. Michel Faulkner is also a candidate for Mayor of New York and a former candidate for the U.S. Congress. (Faulkner for NYC Mayor Website at The following white paper describes the Jobenomics-New York City initiative.

Michel Faulkner Jobenomics Cropped

Jobenomics-New York City

By: Rev. Michel J. Faulkner

Candidate for Mayor of New York City

17 November 2015

Download PDF version: Jobenomics New York City 19 November 2015.  Jobenomics New York City White Paper 19 November 2015.

Also see: Faulkner for NYC Mayor,

After ten years of effort, hundreds of meetings with policy-makers, thousands of meetings with business and community leaders and an outreach effort to over two million people, many Americans believe that the Jobenomics Plan for America is the most mature and comprehensive business and jobs creation plan in the United States.  Charles D. (Chuck) Vollmer, author and founder of the Jobenomics national grassroots movement, has joined my campaign for mayor of New York City.  Together, we are developing an actionable plan to create one million net new jobs in New York City within the next ten years via implementation of community-based business generators that will mass-produce tens of thousands of startup businesses.

Jobenomics deals with economics of business and job creation.  Jobenomics national grassroots movement’s goal is to facilitate an economic environment that will create 20 million net new U.S. middle-class jobs within a decade.  The movement has reached millions of people via its blog, reports, TV/radio, social media, lectures and word-of-mouth.

Research.  Jobenomics produces a series of comprehensive reports including quarterly employment and unemployment reports that address the U.S. labor force, business and economic conditions.  Jobenomics provides advice and timely data to policy-makers and decision-makers regarding business and job creation trends.

Focus Areas.  While Jobenomics addresses big business and government employment, its principal focus is on highly-scalable small and self-employed businesses that employ 80% of all Americans and have produced 80% of all new jobs this decade.  Women, minorities, new workforce entrants and the growing cadre of poor white males represent future business owners with the highest need and growth potential.

National-Level Initiatives.  Jobenomics is leading two national-level initiatives called the Energy Technology Revolution (ETR) and the Network Technology Revolution (NTR).  These initiatives could create 20 million net new American jobs within a decade.  The ETR plan addresses emerging technologies, processes, systems and services across the entire energy spectrum for electrical power generation, transportation, storage and energy-related services.  The NTR is characterized by a “perfect storm” of advanced technologies including: cloud computing, semantic webs, ubiquitous computing, advanced networks, machine learning, robotics, credentialing, Internet-of-Things and artificial intelligence agents.   The NTR plan addresses America’s transition from a traditional to a digital economy and the transformational impact that the NTR will have on the economy, institutions, businesses and the labor force.

J-NYC Plan 1 Million Net New Jobs By 2026

Jobenomics New York City (J-NYC):  The J-NYC team is currently operating out of the Institute for Leadership facilities in Harlem (  The initial draft of the J-NYC plan will be completed by mid-2016, depending on ongoing consensus building activities and community participation, and will be a “living” document with actionable and measurable milestones built on the framework of Jobenomics Plan for America. The J-NYC plan focuses on (1) NYC demographics with the greatest need and potential, (2) mass-producing startup businesses via community-based business generators, (3) attracting new highly-scalable businesses to NYC with emphasis on the network-centric and e-commerce firms, (4) forming alliances with countries, cities, corporations and entrepreneurs and (5) identifying sources of investment in order to achieve the one million net new jobs goal.

The J-NYC Business and Job Creation Plan’s objective is to quadruple the historical rate of NYC new job creation (232,000 per decade) with a goal of one million net new livable wage jobs by 2026.   The plan concentrates on (1) implementing community-based business generators throughout the NYC metropolitan area, (2) developing workforce skillsets to fill vacant NYC jobs, (3) exploiting employment opportunities with the largest and fastest growing NYC industries, (4) implementing new business and job creation initiatives tailored to the needs of New Yorkers and (5) positioning the NYC labor force for substantial opportunities generated by energy and network technology revolutions.

J-NYC Community-Based Business Generator (J-CBBG) Concept.  The solution to growing the NYC economy and labor force involves putting NYC’s small business engine into over-drive.  Therefore, the J-NYC team will work with borough leaders to implement community-based business generators that will mass produce startups, extend the “life span” of fledgling firms and accelerate existing businesses.   J-CBBGs will (1) identify and train potential small business owners and employees, (2) implement highly repeatable and scalable businesses with emphasis on the service-providing industries, (3) establish sources of startup funding, recurring funding and contracts to provide a consistent source of revenue for new businesses and (4) provide ongoing mentoring and support services.

Filling Open NYC Job Vacancies.  As of November 2015, NYC’s five boroughs had 44,790 job vacancies.[1]  40,240 or 90% of the open positions are related to ten occupations: management, computer services, business and financial, sales, office support, healthcare, entertainment, social services, transportation and food services.  Corporations with the largest number of open vacancies were Capital One, JP Morgan Chase, Oracle, King Teleservices and Deloitte with a total of 6,129 open positions. J-CBBGs will work with companies and occupational associations that have a vested interest in fulfilling these vacancies via training or certifying viable candidates with a specific skillset, or starting new businesses that can provide tailored services as subcontractors.  The J-CBBGs will work with selected non-profits, such as employment-related institutions and churches (three Harlem mega-churches with over 250,000 parishioners have already agreed to support the J-CBBG concept), to perform the initial candidate due diligence.  J-CBBGs will conduct further evaluations (Jobenomics and The Institute for Leadership already perform testing of this sort) to determine if candidates are ready for employment and capable of starting their own small business (self-employed, home-based, e-commerce, contractor, franchise, etc.).  J-CBBGs will also build teams of future employees and future startup owners to increase camaraderie, accountability and successful launches.

Largest and Fastest Growing NYC Sectors

Exploiting Employment Opportunities with the Largest and Fastest Growing NYC Sectors and Businesses.  When preparing a labor force for maximum employment, J-NYC will begin with the largest and fastest growing sectors. NYC employs 4,191,500 workers.  542,000 (13%) work for government and 3,648,900 (87%) for the private sector.   J-NYC’s business and job creation effort concentrates, but not exclusively, on private sector service-providing industries that are the largest (82%) employers of New Yorkers and the fastest growing segment (2.1%) of the major employment sectors.  While the goods-producing segment (manufacturing, construction, mining) are vitally important, J-NYC feels that there is sufficient attention already being given to this segment that has limit upside employment potential as compared to services.

Within the NYC service-providing sector, the largest and fast growing industries are: Education and Health Services (866 million employees, 2.5% growth in the last year);   Professional and Business Services (687M, 2.1% growth); Trade, Transportation and Utilities (631M, 1.4% growth); Financial Activities (459M, 1.9% growth); Leisure and Hospitality (427M, 3.2% growth) and Accommodation and Food Services (340M, 2.3% growth).[2]  As a result of this data, J-NYC will work with NYC-based associations and companies in each of these industries to determine the level of interest and support for the J-NYC plan and their desire to engage with J-CBBG sponsorship, employee training and business startups.   From our initial conversations with various corporate leaders, there is a keen interest in “feeder” facilities that can provide certified job candidates and independent contractors.  Many would prefer to subcontract than hire.

New J-NYC Business and Job Creation Initiatives.  J-NYC’s outreach program has already started identifying potential stakeholders for business and job creation initiatives for those struggling to make a livable wage.  Most stakeholders say that they are eager to support any viable workfare over welfare initiatives.   As the J-NYC plan matures new initiatives and programs will be added to the ones currently being pursued by J-NYC.  J-NYC’s top three job creation initiatives are The Leadership Training Program, Urban Mining and Direct Care Centers.

  • The Leadership Training Program is underway at the Institute for Leadership (IFL) and producing solid results. This program trains, empowers, and partners with leaders and organizations that are already in the community including church leaders, business executives, government officials, athletic coaches and others who function in positions of leadership.  The program also is working with leaders on health reform, financial management and entrepreneur training.  Perhaps, the greatest benefit of this program is that J-NYC has a solid base of community leaders willing and eager to support the maturing J-NYC plan.
  • Urban Mining involves monetized urban waste streams such as municipal solid waste (MSW), construction and demolition material, tires and electronic waste. Waste is comprised of organic and nonorganic materials that can be reclaimed as commodities.  J-NYC advocates a zero landfill/export policy and programs that convert waste into fertilizers, energy, biofuels and valuable raw materials.  Jobenomics created eCyclingUSA LLC ( to help communities reclaim high value metals from electronic waste and use profits (average $30 million per year) for jobs and business creation.  A typical eCyclingUSA plant can produce $30 million in profit and employ several hundred people.  J-NYC is currently pursuing efforts to locate multiple eCyclingNYC facilities throughout the NYC metro that will hire the disadvantaged and formerly incarcerated.
  • Direct Care Centers are oriented to training and starting home-based, self-employed businesses that provide in-home eldercare, healthcare and childcare services. Direct Care is ideal for struggling households run by women who are looking for work or supplemental income to support their families.  One of the biggest reasons that single mothers are struggling financially is due to the cost of childcare.  Direct Care centers can help free many single mothers to join the workforce by training and supervising other single mothers to care for a neighbor’s children for a fraction of the cost of other services.   Direct Care Centers can also provide personnel and contract workers to large organizations, like New Partners, a subsidiary of Visiting Nurse Service of New York.  The Direct Care Center concept is the next logical step in IFL’s health reform effort.

Energy Technology Revolution (ETR).  The ETR will create hundreds of millions of jobs globally and millions for cities, like NYC, that embrace transformative energy technologies, processes, systems and services.  Using Jobenomics’ comprehensive ETR report as a baseline, J-NYC is developing a strategy for the greater NYC metropolitan area in regards to the economic impact and employment potential of the ETR.  For electrical power generation, J-NYC will evaluate the impact and challenges of cleaner fossil fuels, renewables, grid-level systems, point-of-use systems, greenhouse gas emissions, power density, storage, next-generation technologies, and investment.  J-NYC also plans to form alliances with sister cities in California, Japan, China and Germany that are embracing their versions of the ETR.  For example, Tokyo’s metropolis is similar to NYC in terms of power density and energy issues.   Consequently, it would be prudent to take advantage of any Tokyo’s successful ETR pursuit that could fulfill a NYC energy need.  For example, Tokyo Gas plans to install 2,500,000 energy efficient miniature point-of-use natural gas fuel cells in homes and apartments for power and heat generation.  NYC can also learn from Germany’s Energiewende (German for energy transition) national initiative to transition Germany from fossil and nuclear fuels to renewable energy,  California’s 2030 goal of having 50% of its electrical generation from renewables, and China’s extensive research in next generation ETR technology.  In the transportation area, sister cities in these countries are leading the way in advanced vehicles, alternative fuels and advanced storage systems that could be applied to shaping the NYC energy ecosystem.  In energy services sector, energy efficiency, energy conservation, energy security and Energy-as-a-Service (EaaS) businesses are growing at phenomenal rates and fertile areas for employment and startups.  Over the last five years, the Institute for Leadership has participated in Jobenomics initiatives in the energy services sector including energy audits, weatherization and solar installation certification training.  As a result, the IFL team believes that Jobenomics ETR plan is solid and will provide an excellent baseline for the J-NYC ETR plan, consensus building and collaborative engagement.

Network Technology Revolution (NTR).  The NTR will create literally billions of new jobs globally as the digital economy takes root.  Today, in terms of e-commerce, the overall U.S. economy is 5% digital and growing at 20% per year.  The United Kingdom leads the world with a 12% digital economy followed by South Korea at 8% and China at 7%.  China’s strategy to become the world’s leading digital economy is as breathtaking as it is comprehensive.  China is attempting to replicate its manufacturing miracle of lifting 400 million people out of poverty in two decades by implementing a combined public/private e-commerce strategy to lift an equal amount of rural Chinese out of poverty by 2030.   Alibaba Group, a Chinese conglomerate that recently (2014) had the largest Wall Street IPO in history, is positioning itself to be a global e-commerce leader by financing the creation of 10 million new Chinese network-centric microbusinesses.  Other Chinese conglomerates and government institutions are pursuing similar efforts.   J-NYC plans to collaborate with countries and companies like these, as well as U.S. corporate giants like Amazon, Google, Apple and Microsoft to help NYC create businesses and jobs in the rapidly growing digital economy.  J-NYC is in the process of identifying hundreds of emerging companies that have the potential to create jobs and small businesses in the same way that Uber (cars for hire), AirBNB (rental accommodations) and WeWork (office space) has accomplished.  Founded in 2010, WeWork is now the fastest-growing consumer of office space in 15 “high IQ” cities and is one of the largest office space providers in NYC.  The NTR also has a very dark side.  According to recent studies, computer automation can eliminate as much as 47% of the U.S. labor force in the next two decades.   Automation has been replacing manual labor for years, but via the NTR cognitive skill jobs are increasing at risk.  If there is any doubt just ask Apple’s Siri, Amazon’s Echo or IBM’s Watson.   The J-NYC NTR plan will seek to mitigate potentially massive NYC labor force departures (due to automation or voluntary departures) by creating highly-scalable new jobs and businesses that can compete and prosper in the digital economy.  The J-NYC NTR team will also work with existing businesses to adapt and harness the power of new NTR technologies, processes, systems and services to compete and prosper more effectively.

Funding.  J-NYC will pursue various sources of funding.  The Institute for Leadership has an initial bank pledge of $20 million for micro-business loans up to $50,000 for each new J-NYC small business created.  Other potential sources of funding include government bonds, debt/equity financing, corporate sponsorships, crowd funding and impact investing.  Impact investing refers to investments made to organizations that generate a measurable, beneficial social impact.  Socially conscious investing has grown in popularity with family foundations, philanthropic organizations, endowments, pensions, hedge funds, mutual funds and other financial institutions like Blackrock and Bain Capital.  NYC has a plethora of “top 1%” organizations and philanthrocapitalists (philanthropists who see themselves as social investors) that could be encouraged to underwrite J-CBBGs for their service to the public good as well as their public relations value to their organizations.

Contact.  The J-NYC team is interested in community leaders that are interested in workforce and small business development as outlined herein.  Please contact me or the J-NYC team at 212.690.7748 and the address is 245 W. 135th Street, New York, NY 10030.

[1] New York State Department of Labor, Labor Statistics, 9 November 2015,

[2] New York State Department of Labor, Current Employment Estimates,

Urban Mining

Urban Mining

By: Chuck Vollmer

2 August 2015

 Download PDF Version: Jobenomics Urban Mining – August 2015

Urban Mining Aug 2015Urban mining is defined as a process of reclaiming raw materials and metals from municipal waste streams including construction and demolition material (C&D), municipal solid waste (MSW), electronic waste (e-waste) and tires.  These waste streams contain combustible and non-combustible materials.  Combustibles are carbon-based matter that has caloric value that can be converted to marketable products via waste-to-organic and energy via waste-to-energy technologies.  Non-combustible elements can be reclaimed via waste-to-material technology.   Every U.S. community should consider urban mining to (1) reclaim valuable raw materials and metals, (2) reduce landfilling and exporting of toxic waste, (3) mitigate environmental pollution associated with traditional surface and subsurface mining operations, and (4) produce revenue for local business and job creation.

Waste-to-Organic.  Waste-to-organic facilities convert biological waste into commercially-viable products such as compost and mulch.  Approximately 55% of U.S. landfilled waste is biodegradable organic waste.  When human and animal bio-waste, food scraps, yard trimmings, paper and wood are landfilled, anaerobic bacteria degrade the organic material, producing greenhouse gases, volatile organic compounds and leachates that are environmentally hazardous.

Approximately two-thirds of U.S. MSW can be composted. Composting is a managed system that uses microbial activity to degrade biological waste so that the end-product is relatively stable, reduced in quantity from the original feedstock, and free from offensive odors.  Compost is widely used as a soil amendment to improve soil structure, provide plant nutrients, conserve water, sequester carbon, and facilitate revegetation of disturbed or eroded soil.  In the U.S., 28% of all cropland is eroding above soil tolerance rates, resulting in diminished agricultural yields.  Composting offers up to four times more business and job creation opportunities than landfilling or incineration.  For every million tons of MSW composted, 1,400 jobs can be created.   Mulch is closely related to compost and used as a surface covering to retain moisture, contain weeds and make landscaping more attractive.

Waste-to-Energy.  Waste-to-energy facilities use incineration, pyrolysis, plasma or gasification to convert organic waste into biofuels that can be used to generate electricity or produce synthetic gas, oil, tars and other marketable products.  Incineration (burning) is oldest and most common process, but is generally considered the dirtiest.  However, modern incinerators are more efficient and cleaner burning.   Pyrolysis burns waste material in an oxygen-free environment, producing carbon black (a commodity used in paints and toner cartridges), and synthetic fuels and substances.   Pyrolysis is becoming increasingly popular but produces lots of ash and is often expensive.   Plasma, which is essentially lightning in a bottle, is the most modern but yet unproven.  Due to its ultra-high temperature, plasma is ideally suited for eliminating toxic waste including nuclear waste.  Gasification is considered to be the cleanest and most cost effective waste-to-energy system that mainly produces synthetic gas as an end-product.  Gasification is in use in over ten countries. A typical waste-to-energy plant employs several hundred people.

Waste-to-Material.  Waste-to-material facilities reclaim non-organic elements and metals from MSW, C&D, e-waste and tires.  Advanced technology material recovery facilities can produce over $30 million worth of annual profits and hundreds of jobs for a medium-sized city.  Unfortunately, most city managers do not realize that they forego this source of revenue by landfilling or exporting items that contain high value materials, such as precious metals, common metals, and plastic and rubber products.

E-waste (consumer electronics and appliances) is the fastest growing waste stream in the U.S.  According to the U.S. Environmental Protection Agency (EPA)[1], 2.37 million tons of consumer electronics and computer-related waste is ready for end-of-life management with 5 million tons in storage.  The EPA[2] estimates 4.1 million tons of major appliances, 1.8 million tons of small appliances and 21.0 million tons of miscellaneous durable goods are discarded annually.  Each year, 16 million household appliances (refrigerators, air conditioners, dehumidifiers) that contain ozone-depleting refrigerants and foam blowing agents are ready for special handling and disposal.

The EPA calculates that 75% of all U.S. consumer electronics and computer-related waste is landfilled and 25% is recycled.   Of the 25% recycled, 80% is exported to countries where extraction processes are often unregulated and unsafe.  Consumer electronics and computer-related waste grew by 120% in the last decade, and is forecast to exceed this growth rate in the next decade largely due to advent of mobile phones, flat panel displays and cloud computing.  Worldwide, 2 billion PCs are currently in operation will be soon ready for end-of-life management. In the United States, over one billion (6 million tons of which two-thirds are toxic due to lead content) TV and computer monitors with cathode ray tubes are now ready for end-of-life disposal. Americans also dispose an untold amount of other e-waste related materials such as 8 million vending machines; tens of millions of stoves, dishwashers, HVAC systems, water heaters, ducting, wiring and light fixtures; and tens of millions of tons of industrial scrap metals and plastics that can be reclaimed by waste-to-material plants.  National disasters produce vast stockpiles of non-organic elements and metals.

Americans discard 300 million scrap tires per year.   Scrap tire markets include tire-derived fuel, ground rubber, aggregates and exports.  The primary means of disposal of scrap tires is tire-derived fuel due to their high heating value.  The typical selling price for tire-derived fuel is approximately $50/ton.  Ground rubber mulch, pellets and powders sell for between $300/ton and $8,000/ton for ultra-fine and pure mesh.  Pyrolysis of waste tires generates combustible gases, oil, and char products.  Approximately 25% of a scrap tire consists of steel that currently sells for $250/ton.

 In Conclusion, American urban mining is decades behind Europe and China in terms of advanced technology material recovery systems.  Of the 3,000+ U.S. recycling companies, the vast majority use manual processes to strip out high value metals and discard the remaining materials in landfills.  In many cases, ozone-depleting refrigerants and foams are not handled properly.  As a result, Jobenomics started eCyclingUSA LLC ( and eCyclingUSA Presentation -22 May 15) to help local communities design and implement turnkey advanced technology material recovery facilities (Advanced Technology Materials Recovery Facilities 2 August 2015) that can safely, cleanly and efficiently monetize high-value waste streams in order to create the revenue necessary to mass-produce new small businesses, which in turn, creates thousands of new inner city jobs (see Jobenomics Minority-Owned Business initiative: Minority-Owned Businesses – 10 Jan 2014).  Urban mining also has many indirect benefits including reducing transportation costs, mitigating the effects landfilling toxic substances, and producing substantial environmental savings over traditional mining methods.  According the EPA, urban mining uses 75% less energy, emits 86% less polluted air and leaches 76% less polluted water into the ground than traditional surface and subsurface mining operations.

[1] EPA, Electronics Waste Management in the United States Through 2009, published May 2011,

[2] EPA, Municipal Solid Waste in the United States, 2009 Facts and Figures, Table 12, Page 67,

Energy Technology Revolution

Cover 18 June 2015

Energy Technology Revolution

(Executive Summary Only)

By: Chuck Vollmer

18 June 2015

Two global technology revolutions are occurring today— the Energy Technology Revolution (ETR) and the Network Technology Revolution (NTR).   Jobenomics addresses the NTR in a separate document (see

The objective of this ETR report is to help decision-makers and opinion-leaders focus on the strategic value of the ETR with emphasis on the economics of business and job creation—the mission of Jobenomics.

This report addresses emerging ETR technologies, processes, systems and markets that can (1) provide affordable clean energy solutions, (2) achieve the climate change goal of limiting greenhouse emissions to a global temperature increase of 2°C over 2005 levels, and (3) improve national economies via implementing highly-scalable business initiatives that will create millions of new middle-class jobs.

Download complete report: Energy Technology Revolution 18 June 2015 (Reduced File Size)

Energy Technology Revolution Executive Summary

No one really knows how big the U.S. energy super-sector is in terms of economic impact and employment.  Jobenomics estimates $1.2 trillion per year and 12 million Americans.  Future U.S. energy employment will be determined by the churn of new businesses replacing old businesses, retrofitting/replacing old equipment, and exports of American goods and services.  The ETR deals with a mix of traditional and emerging technologies, processes and systems that will create tens of millions of new jobs.  Countries that have a national ETR strategy will claim the bulk of these jobs.

  • Germany, China, India and California have aggressive ETR strategies. They are the ones to watch.
  • U.S. energy consumption has largely peaked. However, global energy consumption is forecast to grow 33% by 2030—more than double the total U.S. consumption today.  Export potential is huge.
  • Cumulative global energy investment over the next two decades is projected to be $48 trillion which will not meet the climate change goal of limiting long-term temperature increase to 2° Instead, these investments (if realized) point to a 3.6°C increase.  An additional $18 trillion is needed.
  • Fiscally-driven government incentive programs have value. Politically-driven programs do not.  Only the private sector has the wherewithal to fund the $18 trillion needed to meet the 2°C objective.
  • Combating climate change solely with renewable energy will not work. To achieve climate change goals, a balance of renewables, cleaner fossil fuels, nuclear and energy efficiency is needed.
  • While U.S. renewable energy consumption is projected to grow significantly, it will supply only 9% of total U.S. energy needs in 2030 compared to 7% in 2013. Under current conditions, the U.S. renewable energy mix will not change much from 2013 to 2030: biomass/biofuel’s share was 40% in 2013 and is projected to be 38% in 2030, followed by hydro 28% to 25%, wind 18% to 21%, wood 7% to 3%, municipal waste 5% to 4%, geothermal 2% to 5%, and solar 1% to 3%.
  • A dozen sustainability issues (from hostile electric utilities, to low investor returns, to politicization and over expectations, to competing technologies and storage) challenge successful deployment of renewable technologies. Most challenges can be overcome expeditiously with technology maturation and consensus-building.   However, declining demand and over capacity will be more difficult.  Growth of U.S. electricity demand has slowed in each decade since the 1950s.   In 2017, U.S. electrical generation is projected to enter a 15-year depression that will depress utility-grade electricity generation projects.   This depression is likely to have a major negative impact on the high-flying renewable energy industry.   Reasons include:  (1) many federal and state incentive programs are scheduled to expire or drop-down after December 2016, (2) existing electricity generation sources provide adequate capacity to meet slow electrical demand growth and satisfy renewable requirements under current state standards, and (3) competing technologies, especially natural gas, will claim the majority of new electricity generation additions.
  • There are essentially three energetic architectures: (1) large, centralized, utility-grade designs, (2) medium-size utility-grade and grid-connected distributed generation designs, and (3) small-scale off-grid dispersed generation designs. If the U.S. utility-grade market drops precipitously as forecast, architectures (2) and (3) will offer the best way forward for the American energy industry.  However, the U.S. government cannot account for (3), which will hinder policy and decision making.
  • Net-zero communities could significantly reduce the $2.0 trillion needed by 2030 to modernize and protect the aging U.S. electrical grid that loses as much electrical energy as it delivers.

The U.S. fossil fuel versus renewable energy debate is politicized, acerbic and wrongheaded.  The U.S. is the only country with the disposition and resources to lead the global community against the potential ravages of greenhouse gas emissions.   The United Nations’ goal of limiting global temperature growth to a 2°C increase is highly doubtful without the U.S. fully engaged from a systems-of-systems energy super-sector perspective.   From a Jobenomics perspective, a combination of renewables, cleaner fossil fuels, nuclear, energy efficiency, and other ETR advancements is needed as outlined along the following lines.

  • Solar power is the smallest but fastest growing energy sector in the U.S. and internationally. There are essentially four solar technologies:  solar photovoltaic, concentrated solar power, solar thermal heating and cooling, and solar mobile.  2016 will be a peak year with 3.87GW of added U.S. solar capability.  From 2017 to 2030, solar is projected to add only 1.43GW.  On the other hand, small-scale solar photovoltaics (much of which is not accounted for in government projections) are likely to grow significantly, as the solar industry works out transition issues caused by the introduction of newer technology before older technologies are out of warranty.    Over the last five years, solar photovoltaics (PV) employment has grown by 86% adding 80,000 new workers with an additional 36,000 anticipated in 2015.  Today, out of 150 million U.S. homes and businesses, 600,000 now have gone solar, which leaves 99.6% of U.S. homes and businesses still available for solar energy service companies (ESCOs).  ESCOs are making dispersed solar generation increasingly affordable to individual homeowners and small businesses due to lower installation costs, lower operational costs, smarter information and network technologies, and innovative leasing, subscription and net-metering services.   Large-scale concentrating solar power (CSP) directs heat from the sun via mirrors to generate power.  19 countries have CSP projects that are operational or under development.   The CSP industry should not be viewed as a large jobs producer but an industry that will mature over time. More than 30,000 solar heating and cooling systems (SHC) are being installed annually in the U.S., employing more than 5,000 Americans.  78 million SHC are operational worldwide.  Solar mobile is a phrase that Jobenomics uses for portable and transportable solar applications that have the potential to create new industries (from aerospace to wearables), thousands of new businesses and millions of new jobs.   Jobenomics U.S. business and jobs creation outlook: very poor for concentrated solar, poor for large-scale utility-grade projects, excellent for small-scale residential and commercial PV, excellent for solar mobile, excellent export potential.
  • Onshore wind power generates 177 terawatt-hours today, but has the potential for producing 38,553TWh, enough to electrify America many times over. The total U.S. wind industry currently sustains about 85,000 jobs.  In 2013, the U.S. and China were running neck-and-neck as leading wind power nations.   2015 is projected to be a great year for the U.S. with 10.7GW of new capacity.  However, after 2016, the U.S. onshore wind power market is projected to drop precipitously, entering a 15-year depression, due to declining federal subsidies, ample generation capacity and slow demand growth.  From 2016 to 2030, wind is projected to add only 10.6GW, collectively less than 2015 alone.  As a result, a recent Wall Street publication rated the U.S. wind turbine installation industry as the third fastest dying U.S. industry. In comparison, China plans a 300% capacity increase by 2020 (85% onshore and 15% offshore).  Europe has 66 offshore wind farms operational today. By 2030, the U.S. projects only one.  With the decline in utility-grade projects, “small wind” may the future for the U.S. wind industry.  There are four main market areas for small wind generation: residential, agricultural, government/institutional and industrial/commercial.  In 2013, residential had the largest number of projects (40%) but the smallest amount of capacity (3%),  followed by agriculture (26% projects, 7% capacity), government/institutional (14% projects, 37% capacity) and industrial/commercial (20% projects, 53% capacity).   Jobenomics U.S. business and jobs creation outlook: poor for large-scale utility-grade projects, poor for U.S. offshore projects, good for residential distributed and dispersed generation development projects, excellent export potential.
  • Biomass and biofuels comprise the largest segment of renewables but are likely to decline significantly if the U.S. Renewable Fuel Standard (RFS) is repealed as expected after the 2016 elections. Corn-based ethanol is a $30 billion/year industry that is supported largely by federal government RFS mandates.  Non-food-based cellulosic biofuels are not economical without the RFS.  On the other hand, biogas and wood have upside potential.  60% of Sweden’s natural gas vehicles use biogas.  Ideal locations for U.S. biogas plants include 17,000 waste water facilities, 8,000 farms and 1,750 landfills. Wood and mulch are increasingly being used as a heating feedstock, not only for home but for waste-to-energy plants.  12 million U.S. homes use wood biomass for heating. The U.S. is now the largest wood pellet exporter accounting for $500 million in trade.  Jobenomics U.S. business and jobs creation outlook: poor for biofuels, good for biogas, and good for wood.
  • Hydroelectric is the most proven energy efficient energy source with significant upside potential internationally and domestically for distributed and dispersed power generation. Hydroelectrics include proven hydropower technology (conventional hydro, pumped storage, micro-hydro, run-of-river and high-head/low-head) and developing hydrokinetic ocean technologies (tidal, wave, current, and gradient power). The regular nature of river and tidal currents provides an advantage for hydropower compared to wind and solar.  Since water is 835 times denser than air, hydroelectrics is an untapped, powerful, clean, renewable energy source.  While there is limited potential for large-scale U.S. conventional hydro developments, there is significant U.S. potential for energy efficient upgrades to current facilities, adding power generation capability to a portion of 80,000 U.S. non-powered dams utilizing new low-impact designs and technologies, developing a percentage of the 5,400 identified sites for small hydro plants, and developing a percentage of the 130,000 identified low-head micro-hydropower sites for both power generation and community storage.  Oceans have unmatched hydrokinetic potential via tidal, wave, current, and gradient power.  South Korea’s Incheon Tidal Power Station will be operational in 2017 and is expected to generate 2.4 trillion watt hours of electricity annually—the amount equivalent to 3.5 million barrels of crude oil.   Russia is designing a tidal power plant 10 times bigger than Incheon.  Jobenomics U.S. business and jobs creation outlook: poor for large-scale domestic projects, excellent for distributed and dispersed applications, excellent for international ocean hydrokinetic joint endeavors.
  • Geothermal has the lowest life-cycle emission of any renewable technology besides hydropower. While initial capital costs are high, overall life-cycle costs are significantly lower than many competing technologies.  Geothermal energy consumption is expected to more than triple in the U.S. by 2030, largely due to the advent of new enhanced geothermal system (EGS) technology.  EGS consists of engineered underground reservoirs that are drilled into hot rock formations to produce energy from geothermal resources that are otherwise not economical due to lack of water and/or permeability.  EGS offers the prospect of geothermal energy across the entire U.S. and a potential 40-fold increase over current geothermal systems.  Due to its small footprint, geothermal facilities can be located in downtown areas of major metropolitan areas where power density (the amount of power that can be generated in a given area) is an issue for other renewable technologies like wind and solar.  As part of Salton Sea Restoration and Renewable Energy Initiative, California has announced plans to promote development of a 1.7GW geothermal facility that will double U.S. nameplate geothermal capacity.  The Salton Sea project is also significant as a potential source of precious metal extraction including lithium, zinc and manganese.  Lithium is used in batteries and crucial to the emerging electric vehicle industry.  Near-term geothermal potential could support 75,000 new U.S. jobs, not including an additional 90,000 construction and manufacturing jobs.  Globally, there are over 700 geothermal projects in 76 countries in development, proving excellent export potential for U.S. geothermal technology.  The geothermal market also includes geothermal heat pumps (GHPs).   GHPs are typically used in off-grid residential and commercial applications and are popular in the green-building movement, net-zero buildings and other forms of high efficiency sustainable building practices that are becoming mainstream concepts for new eco-friendly communities.  Jobenomics U.S. business and jobs creation outlook: good for all geothermal sectors.
  • Municipal waste is the least understood renewable technology from an energy conservation, emissions mitigation and jobs creation perspective. If the U.S. recycling rate is increased from 33% today to 75% by 2030, 515 million tons of CO2 would be saved—equal to closing 72 coal power plants or taking 50 million cars off the road.  The municipal waste and recycling industry reached an all-time high of 383,300 jobs in 2014.  An additional 2.3 million new American jobs could be created if the U.S. could achieve a 75% recycling rate.   Municipal solid waste recycling converts organic waste into energy and inorganic waste into commodities.  The U.S. has 86 waste-to-energy (WtE) plants.  While there are no new large ($200+ million) waste-to-energy projects on the horizon, there is a burgeoning industry of micro-WtE plants and advanced technology material recovery facilities (MRFs).   Micro-WtE plants use waste to generate on-site electricity and heat for businesses and remote operations (e.g., deployed military units).   MRFs currently make major energy conservation contributions in single stream recycling of discarded paper, plastics, cans and glass.   For example, recycling aluminum cans saves 95% of the energy required to make the same can from its virgin bauxite material.  Advanced technology MRFs, already in operation in Europe and recently in China, reclaim valuable raw minerals (plastics), common metals (copper, aluminum, ferrous) and precious metals (gold, platinum, silver) in discarded consumer electronics and appliances.  In 2014, China became the leading urban mining nation by establishing a number of major ($1 billion level) urban mining centers with super-MRFs that reclaim raw materials, metals and minerals from every conceivable type of manufactured item that contains reclaimable raw materials. Urban mining is defined as a process of reclaiming raw materials and metals from products, buildings and waste from towns, cities and metropolitan areas.  The goal of urban mining is to monetize urban waste streams including municipal solid waste, construction and demolition material, electronic waste, and tires and rubber products.   A mid-sized American community typically landfills or exports approximately $30 million dollars’ worth of high-value minerals and metals that could be used to fund local projects and create jobs.  Jobenomics U.S. business and jobs creation outlook: excellent if a national urban mining initiative is advanced.
  • Nuclear power is projected to grow substantially over the next decade. The U.S. nuclear power industry is the largest in the world, with 100 operating commercial nuclear fission reactors at 62 locations in 31 states, with 99GW capacity that is projected to grow slightly to 102GW by 2030, a 3% increase.   56 countries operate nuclear reactors commercially, in research facilities, or in military applications.  About 80% of global nuclear capacity is in OECD countries, but non-OECD countries are set to account for the bulk of future nuclear growth.  Over 45 countries that currently do not have nuclear power have started nuclear programs or are actively embarking on starting a nuclear power program.  China has 22 operational nuclear power reactors, 26 under construction and hundreds more about to start construction or planned.  By 2030, China’s planned capacity is forecasted to be 150GW—790% increase over the 18GW today. By 2050, China has announced a goal of 400GW— a 2100% increase. China’s nuclear program got a big jump start from American nuclear technology transfer (largely a one-way effort with non-proliferation and climate change caveats) including sale of state-of-the-art reactors, components and materials, as well as next generation technology such as thorium-fuel reactors.    Small modular reactors (ranging from tens to a few hundred megawatts) are gaining traction in Canada, the United States and Russia.   Lockheed Martin, a U.S. defense contractor, claims that they may be able to field a nuclear fusion reactor within a decade.  Their program is called, “Compact Fusion.”  If successful, Compact Fusion would be a ground-breaking ETR advancement.     Jobenomics U.S. business and jobs creation outlook: stable for the domestic U.S. and outstanding if Compact Fusion is successful, excellent for export potential for U.S. nuclear technology and services.
  • Coal supplies approximately one-fifth of total U.S. energy consumption needs. S. coal consumption will increase 8% and world consumption by 34% by 2030.   Over the last five years, U.S. coal exports have increased from 1 billion to 1.4 billion short tons, a 40% increase.  Modern “ultra-supercritical” coal-fired power plants are much cleaner than older dirtier models that represent 75% of the world’s operational plants.  Older plants burn coal more inefficiently at lower temperatures than modern plants that use powdered coal laced with additives that absorb toxic emissions.   Coal and natural gas cogeneration power plants are much cleaner and cheaper to operate.  Another way to make coal cleaner is to gasify it.  Integrated Gasification Combined Cycle (IGCC) systems are being introduced to convert synthetic gas into electrical power.   Another exciting coal-to-gas technology involves underground coal gasification that turns unworked underground coal (in-situ) into an easily extractable gas.  While still in the research phase, producing hydrogen from coal has significant potential. Of the seven technologies that can produce hydrogen, coal gasification with sequestration is forecast to be the dominant method by 2035.  This could be extremely important consideration to the coal industry if hydrogen-powered vehicles and stationary hydrogen fuel cells become commonplace.  Notwithstanding these achievements and opportunities, the U.S. coal outlook is poor due to four factors:  harsh new Administration air quality standards that are being contested at the Supreme Court, low natural gas prices, increasingly competitive renewable energy technologies, and plummeting investor and market confidence—the Dow Jones U.S. Coal Index is down 85% since 2011.  In 2015, the Obama Administration cancelled America’s leading clean air initiative, called FutureGen, and is aggressively pursuing carbon cap-and-trade and emission restrictions targeted at coal-fired power plants.  This is both unfortunate and politically-driven.  Most of the world relies on coal as a primary energy source.  If the U.S. abandons the notion of clean or cleaner coal, the rest of the world may do so, as well.   Jobenomics U.S. business and jobs creation outlook: domestic poor, U.S. coal employment has dropped 60% in the last three decades, exports good, at least in the near-term.
  • Oil and natural gas industry is a booming business that will continue to be outstanding in the foreseeable future with exports replacing decreasing U.S. demand. S. oil production growth in 2014 was the largest in more than 100 years.  U.S. petroleum product exports increased for the 13th consecutive year with 2014 being a record year.  To a large degree, the oil and natural gas boom is due to horizontal drilling and hydraulic fracturing that has provided access to large volumes of oil and natural gas that were previously uneconomic to produce from low permeability (tight) shale and sandstone geological formations.   Over the past decade, dry shale gas production has grown from 2.8 billion cubic feet per day (Bcf/d) to 40.6 Bcf/d, a growth rate of 1258%, and tight oil production has grown from 0.4 million barrels per day (bbl/d) to 4.6 million bbl/d, a growth rate of 1129%. The U.S. has approximately 610 trillion cubic feet (40 years’ worth at current production rates) of technically recoverable shale natural gas resources (ranked fourth after China, Argentina and Algeria) and 59 billion barrels (35 years’ worth) of technically recoverable tight oil resources (ranked second after Russia).  In 1990, shale gas provided only 1% of U.S. natural gas production; by 2013 it was over 39%, and by 2040, 53% of America’s natural gas supply will come from shale gas.  According to the American Petroleum Institute, as of 2011, the oil and natural gas industry supported 9.8 million full-time and part-time U.S. jobs and 8% of the U.S. economy.  Due to excess natural gas supplies, new export industries could be created, including liquefied natural gas (LNG), gas-to-liquid (GTL), and shipbuilding that could potentially employ several million new workers. However, the unconventional oil and gas industry may have an Achilles heel in spite of its overall strength.  This weakness is called “induced seismicity,” also known as man-made earthquakes.   Legal and regulatory challenges against induced seismicity could cripple the unconventional oil and gas industry, especially in communities that advocate anti-fossil fuel policies.  The unconventional oil and gas industry also faces challenges with capitalization due to dropping oil prices.  Despite these challenges, the industry, especially the gas sector, looks bright—perhaps extremely bright if methane hydrate production comes to fruition.  Jobenomics U.S. business and jobs creation outlook: good for oil (excellent if Congress lifts the crude oil export ban), excellent for natural gas, excellent for liquid natural gas export, poor for U.S produced LNG shipbuilding.
  • Net-zero communities consist of decentralized micro-grids that eliminate or reduce the need for centralized, vulnerable and expensive utility-grade grid energy and services. Burlington, Vermont, the state’s largest city, is the first U.S. net-zero community that produces “100%” of their residential electrical power needs from renewables.  Several dozen other U.S. communities are planning to be net-zero.  A “net-zero building” is a building that produces and consumes equal amounts of energy.  Since there are 132 million residential units versus 5 million commercial/industrial buildings, the residential sector is the likely place to focus on a national net-zero initiative.   132,802,859 U.S. households spend approximately $800 billion/year on energy-related expenditures.   If 5% of these expenditures were allocated to net-zero technologies and services, approximately 800,000 direct middle-class ($50,000/year) jobs could be created.  Jobenomics U.S. business and jobs creation outlook: good in a business-as-usual scenario, outstanding if a national net-zero initiative is created.
  • Alternative fuels and advanced vehicles have the potential to transform and disrupt the transportation sector and national economics. Worldwide, the automotive industry supports over 50 million jobs.  In 2014, the U.S. motor vehicle industry directly employed 1,553,000 Americans, with a total direct/indirect/induced employment of 7,250,000 jobs.    There are six primary alternative fuels (biodiesel, electric, propane, natural gas, hydrogen and ethanol), and six emerging fuels (biobutanol, drop-in biofuels, methanol, P-Series fuels, renewable natural gas and Fischer-Tropsch xTL fuels).  Advanced vehicles include biodiesel vehicles, hybrid electric vehicles (HEVs), plug-in hybrid electric vehicles (PHEVs), all-electric vehicles (EVs), flexible fuel vehicles (FFVs), natural gas vehicles, propane vehicles, and fuel cell electric vehicles (FCEVs).  The key to making electric vehicles more marketable involves better batteries.   Advanced battery development is one of the most important technological battlegrounds of the next two decades.  Every advanced economy has a national advanced battery program.  Advanced batteries will boost national economies, perhaps rivaling the economic impact of the personal computer.  Global electric vehicle has gone multi-modal totaling 235 million EV-two-wheelers, 665,000 EV-cars (up from 180,000 in two years) and 46,000 EV-buses.  Hydrogen-powered transportation has truly revolutionary potential as well as a major disruptive effect on the petroleum-based internal combustion engine industry.  Hydrogen fuel cells also have the potential to provide energy efficient and environmentally clean electrical power in stationary and portable power applications.  A major technological breakthrough in alternative fuels and advanced vehicles has huge implications for national economies.    Jobenomics U.S. business and jobs creation outlook: to be determined, a 2nd place finish could result in the loss of millions of jobs. 
  • Energy services are the most stable high-growth sector within the energy super-sector.

Energy efficiency moved from the “hidden fuel” to the “first fuel” exceeding any supply-side fuel.   Energy efficiency employs almost 1 million Americans and is expected to add another 1.3 million by 2030.  Energy efficiency and energy conservation are needed in combination to reduce consumption and emissions.   Energy efficiency means using energy more effectively and is often associated with a technological change.  Energy conservation means using less energy and usually requires a behavioral change.  Without energy conservation, energy efficiency is likely to lead to a “Jevons paradox ” that postulates that resource savings often leads to increased consumption of that resource, which further leads to economic expansion and further energy consumption.  This is especially true in rapidly growing emerging economies.

Energy-as-a-Service (EaaS) service models are modelled after cloud computing service models (i.e., Software-as-a-Service, Platform-as-a-Service, and Infrastructure-as-a-Service) and will soon emerge as a substantial energy sector industry with the ultimate potential of creating millions of jobs.   It will also enable intelligent and micro-energy applications in tomorrow’s “Internet of Things” world.  When it comes to fruition, the EaaS will function as intelligence middle layer to manage large and complex energy assets in an interactive, integrated and seamless way.  EaaS providers will strategically position (and consequently reposition) their clients within a dynamically changing energy ecosystem, by offering integrated, secure, low-cost, and portable service solutions in both centralized and decentralized energy environments.

Energy assurance involves providing a steady supply of clean affordable fuels without major disruption.  Energy security involves ecosystem protection including people, sources, infrastructure, and information systems.  Due to increasing terrorist, criminal and cyber threats, energy assurance and energy security services are burgeoning markets.  General Keith Alexander (former Director of the US National Security Agency) says “the greatest risk (from terrorists) is a catastrophic attack on the energy infrastructure” including high-tech attacks on refineries, power stations and the electric grid.  The U.S. private security market boomed after 9/11.  Today, there are nearly 2 million full-time security jobs.   Many more are needed, especially for energy security services.  In regard to energy assurance, the crisis in Ukraine has created an energy assurance crisis in Europe which is dependent on Russian natural gas and petroleum.  Blockage of any of the six major maritime oil trade route chokepoints, as well as disruption of 1.5 million miles of U.S. pipelines would have global repercussions.  Energy security and energy assurance businesses and job opportunities depend a lot on international events, crises and conflicts and how proactive governments plan to be.

Disaster preparedness and recovery services expect growth, considering the “catastrophic” consequences of not achieving UNFCC climate change goals and man-made disasters. Each year organizations like the American Red Cross respond to 70,000 natural and man-made disasters in the United States.  The world will likely witness more extreme weather events as global temperatures rise.  Superstorm Sandy caused an estimated $50 billion worth of damage resulting in approximately 750,000 insurance claims and a $48 billion federal government recovery effort.  The threat of man-made disasters in the US is also increasing.  9/11 was just a start.  Cyber warfare and biological warfare portend catastrophic-level consequences.   Jobenomics U.S. business and jobs creation outlook: excellent if government and industry are proactive.

  • Exotic and yet unknown technologies Exotic technologies, such as energy harvesting, spray-on solar cells, gravity motors, cold fusion and vortex technologies, are in development. The Department of Energy has started down this path with its Advanced Research Projects Agency-Energy (ARPA-E), which is modelled after the highly successful Department of Defense’s Defense Advanced Research Projects Agency (DARPA).   Whether any of these exotic technologies will result in a major energy breakthrough is unknown.  Perhaps the next profound discovery won’t happen in a high-tech laboratory but in a remote third-world village where a highly scalable energy invention is yet to be disseminated worldwide.

This report concludes with two recommendations.  First, U.S. government needs to institute a labor force statistical system dedicated to the energy workforce and an Energy Industry Classification Standard like the one used by investors and the S&P 500. Second, the 2016 Presidential elections offer an ideal opportunity to debate new energy architectures and America’s role in leading the world in the Energy Technology Revolution, not only to clean up our planet, but to enhance national economies via the production of clean fuels and the creation of millions of new businesses and tens of millions of new jobs.

Minority-Owned Businesses

Download PDF Version: Minority-Owned Businesses – 10 Jan 2014

Minority-Owned Businesses

By: Chuck Vollmer

10 January 2014

Executive Summary.   Today, there are 6 million minority-owned businesses in the US.  Jobenomics advocates a national goal of 18 million by year 2020—a goal that is achievable and necessary.  Race and ethnicity are important elements of America’s economic equation.  Jobenomics forecasts that income opportunity (see Income Inequality versus Opportunity posting) will become a leading domestic issue as minorities assert their growing demographic, economic and political power.    Racial and ethnic minorities currently constitute 40.8% of the US population, and are responsible for approximately $3 trillion worth of America’s expenditures and consumption for goods and services (see Consumption-Based Economy posting).   This degree of economic power could fuel the creation of millions of minority-owned businesses that would provide income opportunity for millions of Americans.

US Demographic Trends

US Minority Demographic Trends.  Today, minorities comprise about 41% of the US population, but will be in the majority much sooner than most people recognize.   According to the US Census Bureau[1], for the first time in American history, most (50.4%) American children younger than age 1 are now racial and ethnic minorities.  Consequently, America could be a generation away from being a minority-majority nation—perhaps quicker, considering aging baby-boomers and low birth rates in the White-majority.   California (60.3% minorities), Texas (55.2%), New Mexico (59.8%) and Hawaii (77.1%) are already minority-majority states.

 US Demographic Profile

According to 2010 Census data[2], the largest minority group is Hispanics and Latinos (Hispanic) with 50.5 million people, followed by African-Americans (Black) with 38.9 million, Asian-Americans (Asian) with 14.7 million, American and Alaskan Natives with 2.9 million, Native Hawaiian and Other Pacific Islanders with 0.5 million, and “Some Other Race” with 19.1 million.  An additional 9 million Americans identified themselves as multi-racial from two or more races.  196.8 million Americans identified themselves as non-Hispanic Whites (White)—a 59.2% majority compared to a minority population of 40.8%.

Between 2000 and 2010, the White population grew by 2.3 million or 1.2%.   Asians and Hispanics were the fastest-growing groups by percentage, or 43.3% and 43.0% respectively.   The Hispanic population increased by 15.2 million between 2000 and 2010, accounting for half of total US population growth.   Blacks grew at a rate of 12.3% for a total gain of 4.3 million over the decade.  Asians added 4.4 million during this period.  All other minority groups grew by 6.5 million at a combined rate of 26%. 

Minorities in the US Labor Force.   The US Department of Labor’s Bureau of Labor Statistics (BLS) recently completed a landmark study[3] regarding US labor force characteristics by race and ethnicity[4].  The three major minority groups that the BLS studied were Black, Hispanic and Asian.   The following charts were created by Jobenomics using data from the BLS study to compare these major US minority groups’ employment and income characteristics to those of Whites.  While important, smaller minority groups (American Indian, Alaskan Native, Native Hawaiian, Other Pacific Islanders, and people who identified themselves as multi-racial or from some other race) are not included in this analysis due to limited numbers (only 2.5% of the US labor force).

The US Civilian Labor Force includes all working-age persons who are employed or unemployed and looking for a job.  In 2011, the US civilian labor force was 153.6 million out of a total population of approximately 309 million.   Whites dominated the US labor force with 67% (103.3 million workers) of all workers, followed by Hispanics with 15% (22.9 million), Blacks with 11% (17.1 million) and Asians with 3% (4.7 million).

As shown in the following series of charts, employment in the five major occupational categories is more equally distributed between races/ethnicities than the 67% manpower advantage would imply.

 Median Weekly Earnings By Occupation

As shown above, the five major occupational categories range from management on top, to service on the bottom in terms of median weekly earnings[5].  Based on these five categories, the three major minority groups fared reasonably well against the White majority as indicated in the following charts.

 Occupational Employment of Men

As a percentage of their group, Asian men (49%) were the most likely to be employed in the top category of “management, professional and related occupations” compared to Whites (35%), Blacks (24%) and Hispanics (16%).  In “sales and office occupations” all four groups were relatively equally represented (17%, 18%, 15% and 17%).  “Natural resources, construction and maintenance occupations” were dominated by Hispanics and Whites.  “Production, transportation and material moving occupations” as well as “service occupations” were led by Blacks and Hispanics over Whites and Asians by 22% versus 14% of their respective work forces.

 Occupational Employment of Women

As a percentage of their group, Asian women (44%) were the most likely to be employed in the top category of “management, professional and related occupations” compared to Whites (42%), Blacks (34%) and Hispanics (25%).  In “sales and office occupations” all four groups were relatively equally represented (26%, 31%, 32% and 32%).  Women were not a major contributor by employment in the “Natural resources, construction and maintenance occupations” category.  “Production, transportation and material moving occupations” were relatively equal amongst all women subgroups with Hispanic women having a slight edge.   “Service occupations” were relatively close amongst all women subgroups with Hispanics (31%) followed by Blacks (28%), Asians (22%) and Whites (20%).

It is important to note that these two Occupation Employment charts are calculated as a percentage of their group, as opposed to a percentage of total employed, which, as discussed earlier, is dominated (67%) by Whites.   For example, Asian-male participation in the “management, professional and related occupations” category is better represented by 49% (percentage of their group) than 5.4% (percentage of the total employed) as reported by other BLS surveys[6].   49% reflects that almost half of all working Asian-males are involved in management and professional occupations—an impressive percentage.  5.4% indicates only a small number of Asians are in management and professional occupations compared to the total working population—an unimpressive percentage—that does not account for the fact that the total number of Asians only represents 1/20th of the US work force.  Consequently, major minority groups are faring much better regarding labor force participation than the media and political activists often portray by using percentage of total employed statistics.

Income and Unemployment Inequities.   While Jobenomics asserts that minority groups fare much better in the US labor force than generally perceived, Jobenomics also acknowledges that there are inequities that need to be fixed, especially in the Hispanic and Black subgroups.

 Median US Household Income

According to the most recent US Census Bureau report[7], US median household income has fallen by 9% since 2007, hurting all Americans regardless of race or ethnicity.  Today, the US Asian community maintains the highest median household income of $65,129, followed by Whites ($55,412), Hispanics ($38,624) and Blacks ($32,229).

 Employment-Population Ratio

Over the decades, income inequality has remained relatively the same between the races, collectively increasing during good times, and collectively decreasing over bad times.  During the good times, income inequality was not a politically-charged issue since increasing household income provided a sense of well-being.  Since year 2000, the US Employment-Population Ratio has decreased 9.4% with the greatest impact on the middle-class.  During the last six years, the precipitous decline in household income significantly impacted the Black and Hispanic communities that were especially hard-hit during the Great Recession, largely due to the mortgage crisis and the erosion of middle-class jobs.  As shown above, over the last three years, the Employment-Population Ratio has flatlined, causing considerable anxiety and discord regarding limited income opportunity.

 Unemployment Rate

Since the Great Recession, unemployment increased for all Americans, but the Black and Hispanic groups were hit the worst, with current unemployment rates[8] at 13.8% for Blacks and 9.6% for Hispanics, compared to 6.8% for Whites and 5.1% for Asians (not shown on chart due to limited historical data).

Youth unemployment is even more egregious, especially for Black youths aged 16 to 19 years old, which is 38.2% compared to 20.5% for Whites[9].

In summary, Jobenomics concludes that, institutionally, minority groups are not having a major issue with participation.  The Asian minority group is doing quite well exceeding White participation in top paying occupations.  While Black and Hispanic groups lag behind Whites in participation, they are not lagging by a great extent.  On the other hand, Blacks and Hispanics are challenged by their concentration in lower labor categories, high unemployment rates and depressed household incomes.

Minority-Owned Businesses.   From a Jobenomics perspective, the primary solution to enhancing minority labor force participation and increasing wealth in minority communities involves minority-owned business creation, which is growing at twice the rate of all US business.  If America exploits this trend, millions of minority-owned businesses could be created providing many millions of jobs.

U.S. Census Bureau performs a Survey of Business Owners twice each decade.  A survey was conducted in 2007 and the results released in 2011—the latest data available.  A survey was conducted in 2012, but the results will not be released until 2015.

Highlights of the 2007 Survey of Business Owners [10] include:

  • In 2007, more than one-fifth (21.3%) of the nation’s 27.1 million firms were minority-owned.
  • In 2007, minority-owned firms numbered 5.8 million, up from 4.0 million in 2002, an increase of 45.5%—more than double the 17.9% increase for all US businesses. Receipts of minority-owned firms increased 55.0% to $1.0 trillion over the five-year period, compared with the 32.9% increase for all businesses nationwide.
  • Of the 5.8 million minority-owned firms, 766,533 had paid employees, an increase of 21.7% from 2002. These firms employed 5.8 million people, a 24.4% increase from 2002, and their payrolls totaled $164.1 billion, an increase of 42.2%. Receipts of minority-owned employer firms totaled $860.5 billion, an increase of 54.3% from 2002.
  • In 2007, minority firms with no paid employees (mainly self-employed businesses and partners of unincorporated businesses) numbered 5.0 million, an increase of 50.0% from 2002. These firms had receipts totaling $164.3 billion, an increase of 58.9%.
  • Black-owned businesses grew to 1.9 million firms in 2007, up 61% from 2002 – the largest increase among all minority-owned companies; and generated $135.6 billion in gross receipts, up 53% from 2002.  Black-owned firms accounted for 7.1% of all US businesses and employed 921,032 persons.
  • The number of Hispanic-owned businesses totaled 2.3 million (8.3% of all US businesses) in 2007, up 44% from 2002. Receipts for Hispanic firms increased 55% to $343.3 billion.
  • Asian-owned firms grew 41% from 2002 to 1.6 million. Asian-owned firms continue to generate the highest annual gross receipts at $510.1 billion in 2007, increasing 56% from 2002.

Jobenomics believes that doubling or tripling minority-owned businesses from 5.8 million to 11.6 million or 17.4 million is very achievable within a decade—if American communities implement viable plans that emphasize highly-scalable small, emerging and self-employed business creation.

Jobenomics Minority-Owned Business Creation Initiatives.   Over the last two years, Jobenomics met with minority leaders in dozens of cities to discuss minority-owned business, wealth creation and meaningful jobs creation.  These cities include Harlem (NY), Washington DC, Atlanta, Detroit, Chicago, Phoenix, Fort Worth, Philadelphia, San Diego, Las Vegas, Honolulu, Greensboro (NC), Wilmington (DE), Roanoke (VA), Chester (PA) and Bridgeport (CT).  What we learned was encouraging—even in the most financially depressed inner-cities.

It was encouraging to find a high degree of entrepreneurial spirit and willingness to create minority-owned business.  However, most government and community leaders have relatively little business experience, especially with start-ups and self-employed businesses.  To compensate for inexperience, they tend to look to Washington or big-business that has not produced any net new jobs in the last several decades.  Jobenomics contends that the most reliable source of guidance resides in innovators and serial-entrepreneurs.  Various governmental small business agencies and associations do an adequate job of counseling and providing grants, but have little expertise in mass-producing highly-scalable small businesses.

The Father of American Education, Horace Mann, stated that “education is the great equalizer of the conditions of men, the balance-wheel of social machinery.”  While Jobenomics agrees, the educational paradigm in yesteryear was much different than today.  The old paradigm, “get an education to get a job…get a better education to get a better job” simply does not work in today’s high-tech, slow-growth economy where middle-class jobs are increasingly outsourced overseas.  Most citizens in inner-cities need basic skills as opposed to higher education.  If 40% of college graduates have difficulty finding jobs, how can a high school dropout hope to find work?

From a Jobenomics perspective, basic skills include communication, tradecraft and business.  For inner-cities, Jobenomics focuses first on business creation.  Small businesses offer the fastest way out of poverty through employment for the unemployed.  Every city should have a community-based business generator that mass produces highly-scalable businesses.  Our second priority is tradecraft—a skill acquired through experience in a trade—with emphasis on skilled service businesses.  The third area is communications.  In a business sense, communications entails the ability to express and demonstrate one’s value-proposition.

Jobenomics Community-Based Generators (1) identify and train potential business leaders and business owners, (2) implement highly repeatable and scalable businesses with emphasis on service-providing businesses, (3) establish sources of start-up funding, recurring funding and contracts to provide a consistent source of revenue for new businesses, and (4) provide post start-up business support.

Many metropolitan areas have business incubators that are oriented to emerging high-tech and manufacturing businesses.  These incubators are often located in affluent areas or high-tech corridors.  Jobenomics offers a complementary concept that focuses on business generators that are oriented towards trade-level, service-providing businesses in economically-depressed areas.  Rather than incubating innovative business opportunities one-by-one, a business generator mass produces highly-scalable, start-up businesses.  When fully operational, the community-based generator will be capable of creating 1,000 new small businesses per year.

Jobenomics has three fledgling Jobenomics Community-Based Generator projects underway in College Park (Atlanta), Harlem (New York City) and Detroit.  Jobenomics is in the process of establishing networks of local non-profit and educational institutions to identify entrepreneurial talent.  Once identified, the Community-Based Generator will evaluate candidates via self-employment surveys (see initial self-employment survey at and counseling to determine their suitability for business ownership and the type of business.

Following the evaluation phase, candidates will undergo a training, certification and implementation process.  Classes will be taught by successful small business owners and entrepreneurs with expertise in startup business implementation.   By the end of the program the clients will have:

  • An Employer Identification Number (EIN), incorporation (S-Corp, C-Corp or Limited Liability Corporation), and the essentials to run a fully functional company (accounting systems, business plans, legal/regulatory, branding/marketing/sales, financing, etc.).
  • A computer supplied with accounting, business planning and website/social networking systems.  Training will also be provided including how to obtain appropriate accounting (e.g., bookkeeping and CPA), information technology, and sales/marketing/ advertising/branding support after graduation from the center.
  • Supplementary business systems (e.g., website, social networking, bank accounts, etc.) that will facilitate the promotion of the new business.
  • Understanding on how to access government grants and investment capital.
  • A network of entrepreneurial organizations and on-going business support.

eCyclingUSA-JobenomicsJobenomics founded eCyclingUSA™ ( as part of its green-jobs initiative and a way to fund community-based business generators in metropolitan areas.  Each month, city managers give away millions of tons of whiteware (e.g., appliances) and other electronic waste (computers and televisions) that contain tens of millions of dollar’s worth of minerals (e.g., copper, aluminum, precious metals) that can be reclaimed, sold on the commodities market or used to develop local industries.  eCyclingUSA technology is in operation in 60 plants across Europe.  eCyclingUSA plans to implement 50 sites across the US and is committed to donating a minimum of 10% of its annual profits (between $1 and $3 million per year per site) to fund Jobenomics Community-Based Business Generators.

[1] US Census Bureau, Most Children Younger Than Age 1 are Minorities, 17 May 2012,

[2] US Census Bureau, 2010 Census Briefs, Overview of Race and Hispanic Origin: 2010, March 2011, Table 1.  Population by Hispanic or Latino Origin and by Race for the United States: 2000 and 2010,

[3] US Department of Labor, Bureau of Labor Statistics, Labor Force Characteristics by Race and Ethnicity 2011, Report 1036, published August 2012 and updated 6 June 2013,

[4] Note: the BLS reports monthly on White, Black and Asian groups but not Hispanics. Consequently, this 2011 report provides the latest official US government “apples-to-apples” comparisons of all four groups.

[5] BLS, Median weekly earnings by race, ethnicity, and occupation, first quarter 2012,

[6] BLS, Household Data Annual Averages, Table 11, Employed persons by detailed occupation, sex, race and Hispanic or Latino ethnicity, Year 2012 (retrieved 12 Sep 2013),

[7] US Census Bureau, Income, Poverty, and Health Insurance Coverage in the United States: 2011, by Carmen DeNavas-Walt, Bernadette D. Proctor and Jessica C. Smith,, issued September 2012

[8] BLS, Unemployment rate by age, race, and Hispanic or Latino ethnicity, January 2008–February 2013,

[9] BLS, Table A-2 Employment status of the civilian population by race, sex, and age, September 2013,

[10] US Census Bureau, 2007 Survey of Business Owners,

Jobenomics Veterans Center(s)

The Jobenomics Veterans Center (JVC) Initiative is designed to help wounded and combat veterans transition to the civilian workforce by providing training and financing to start their own Service Disabled Veteran Owned Small Business (SDVOSB) or Veterans Owned Small Business (VOSB) oriented to the skills that the vet learned during his/her tenure in the US Armed Services.

While publicly venerated for patriotism and service, veterans have a much harder time finding work than most citizens. Veteran unemployment rates have been consistently higher than average citizens.   While the job market is slowly improving for most Americans, it’s moving in the opposite direction for Iraq/Afghan vets.  Veterans, aged 18 to 24, have a 30% jobless rate, up from 18% a year earlier. For for black veterans, aged 18 to 24, the unemployment rate is approching 50%.   Returning combat veterans need a “hand-up” more than they need a “hand-out”.  More specifically, they need jobs, which are in short supply in today’s economy.  Combat veterans face even a more difficult challenge after being in austere conditions, many of whom face degrees of post dramatic stress syndrome and other combat related disabilities.  Of the 2.2 million Iraq/Afghan vets, 624,000 (28%) have filed for some sort of disability with the Veterans Administration.

JVC will focus primary on combat veterans (soldiers, sailors, airmen and marines) returning from Operation Enduring Freedom (Afghanistan) and Operation Iraqi Freedom (Iraq).  The goal of this training is to help veterans transition into civilian life via a 6-month business training and creation program.  JVC is designed to provide an environment that will address the challenges of a successful transition from combat to civilian life as well as helping the vet start a SDVOSB or VOB.    Successful creation of a SDVOSB or VOB will provide veterans their own company as well as making them more competitive in getting a job at an established company, whether on a full-time (W2) or a part-time (1099) basis.  Having their own company will also build confidence in their ability to function in the civilian workforce and greatly shorten the transition time from combat to workfare.  While accolades from the American public are extremely gratifying, providing meaningful employment opportunities are the highest form of appreciation for their service and sacrifices.

Via the Jobenomics movement, JVC has agreements with leading entrepreneurial, business development, academic, financial and veteran experts and networks.  JVC will use proven professionals, human resources personnel and college and vocational placement specialists to aid in the transition from military to civilian life.  JVC features wellness programs, social events, excursions and motivational speakers. By the end of the 6-month program the vets will have:

  • A thorough knowledge of business practices on how to set up and run a successful small business taught by successful entrepreneurs and leading instructors with expertise in small business creation and implementation.
  • An established SDVOSB or VOB with:
    • An Employer Identification Number (EIN), incorporation (S-Corp, C-Corp or Limited Liability Corporation), and the essentials to run a fully operating company (accounting systems, business plans, legal/regulatory, branding/marketing/sales, financing, etc.).
    • All vets will be supplied a computer with accounting, business planning and website/social networking systems.  Training will be also provided including how to obtain appropriate accounting (e.g., book keeping and CPA), information technology, and sales/marketing/ advertizing/branding support after graduation.
    • All registration/licensing completed in the state and municipality of their choosing.
    • Supplementary business systems (e.g., website, social networking, bank accounts, etc.) that will facilitate the promotion of SDVOSB or VOB growth.
    • Supplementary education while at the JVC, including.
      • Enrollment in an on-line learning course on other on-line universities to pursue continuing education and certification, which will be initiated and taught by qualified instructors while at the Center.
      • Access to micro-business coaching and micro-business financing from private sector sources during and after training at the Center.
      • A JVC certificate of completion from and any supplementary certifications from the academic organizations affiliated with the Center.
      • Potential classes with local accredited academic institutions.
  • Understanding on how to access US government grants, veterans set-aside funding and investment capital (debt and equity financing) from private sources (commercial banks, investment banks, and high net worth individuals/angel investors).  Jobenomics is in the process of setting up micro-business loans for the JVC similar to the $20 million micro-business loan program (loans ranging to $50,000 for qualified new businesses) that was initiated for the Jobenomics-Harlem program.  The Center will also work with municipal, state and the federal government to underwrite the new SDVOSB/VOBs.
  • Low cost business incubation facilities and/or offices at local industrial/business parks.
  • A network of entrepreneurial organizations and an on-going business support network.

The JVC, via the national Jobenomics team of entrepreneurs and faculty, has world-class instructors, small business entrepreneurs and big business leaders.  These instructors, entrepreneurs, business leaders are from prestigious academic, entrepreneurial networks (like the 20 year old CEO Space entrepreneurial network with a world-class faculty and a network of hundreds of thousands of small business leaders across the US) and Fortune 500 executives who are willing to volunteer to help returning combat veterans.  The leading aerospace and defense corporations have expressed an interest in working with the JVC to outsource work to these newly created SDVOSB or VOB.

JVC pilot projects are currently being targeted for locations in Massachusetts, Texas and Nevada.


Women-Owned Businesses

From a Jobenomics perspective, women are the greatest untapped asset in
America.  The women-owned business initiative is paramount in the Jobenomics 20 million new private sector jobs by the year 2020 campaign (20 by 20).

Jobenomics’ emphasis is on women-owned businesses, as opposed to women-in-business.  The US has approximately 18,000 big businesses, 6 million small businesses, and 22 million self-employed businesses.  While there is nothing wrong with women pursuing opportunities in big business, Jobenomics believes that most women will find greater opportunity and satisfaction by creating their own small, self-employed business, tailored to their individual lifestyles. In comparison, today’s highly competitive corporate workspace tends to require employees to conform to corporate culture, which can conflict with other roles women may juggle, such as caring for children or aging parents.

The 2010’s is certain to be the Decade of Women-owned businesses. (1) The Great Recession has encouraged many women to join the workforce, due to necessity or desire, of which many are college educated. (2) Male-dominated industries, like construction and manufacturing, aren’t likely to return to normal until the end of the decade. (3) Social norms are changing, allowing greater participation of women in business. (4) Many of the future service-related jobs, like elder-care, are likely to be dominated by women. (5) Women-owned businesses emphasize small businesses, rather than large, and are more likely to experience growth in the next decade. (6) The traditional “nuclear” families, with a male-head of household, have given way to households headed by women. (7) Most importantly, the rate of employment growth and revenue of women-owned businesses has outpaced the economy and male-dominated businesses for the last three decades.

Today, there are approximately 10 million women-owned businesses that employ 23 million direct and indirect employees, or 22% of the US private sector civilian workforce.  9 million women-owned firms are self-employed businesses without employees.  If each women-owned business hires one additional person this decade, 10 million new jobs would be produced.  This would equate to 10 million direct jobs—half the 20 by 20 goal.  The jobenomics effort intends to help create the conditions that will motivate and incentivize growth of women-owned firms.

Jobenomics is working with several leading women’s organizations (Women’s Information Network, Women’s Radio, and California Leading Ladies) to help define women-owned business initiatives in areas like direct-selling, direct-care, cloud computing, and women veterans’ small businesses.  The Jobenomics Community-Based Business Generators will feature a number of programs that will facilitate creation of women-owned businesses.

The Women’s Information Network:

Women’s Radio:

California Leading Ladies: &