Last month I wrote about the challenges and benefits of hiring the absolute best academic faculty at Ringling College of Art and Design. This month, I want to tell you similarly about how we pursue and hire outstanding staff members for the many roles they possess that facilitate the operations of this thriving institution.

When recruiting staff members we want only those who meet the same ambitious standards we demand of our faculty and our students. Although academic quality is incredibly important, great higher education institutions are made from more than just academic achievement. Indeed, the administrative, support, and maintenance professionals who manage our facilities and operations are all integral to forging our school’s excellence.

As with faculty hires and student enrollment, staff recruitment starts with our far-reaching reputation. We are fortunate to build on a 94-year foundation of eminence, and fortunately prospective staff are drawn to becoming a part of that history.

After all, most members of our staff could work in any number of industries. But as an historic art and design university, both small and lauded, we carry an added atmosphere of distinction and a unique appeal in terms of work environment. All of our employees, not to mention our students, are valued members of a tight-knit community with a strong sense of belonging and collaboration.

A career is about income, of course, but a great career is a framework around which a person can build a happy, fulfilling life. Our staff, like our faculty, enjoy myriad opportunities to interact with our remarkable students who come from around the world. The staff really enjoy being able to contribute to a creative environment. Plus, they appreciate the sense of both autonomy and purpose that Ringling College strives to afford everyone who sets foot on our campus. The advantage of a small college is that it allows for every individual employee to enjoy expansive roles and working environments. And as many of us know, that sense of purpose can often be much harder to achieve in larger institutions and businesses.

These intangible benefits, of course, do not preclude more tangible appeals to employment. As a private institution, we’re able to offer exceptional health benefits, time-off benefits, tuition remission, and tuition-exchange opportunities that are competitive with, and sometimes superior to, benefits packages available in other industries.

In terms of maintaining staff for the long-term, we start with a fundamental philosophy: “Loyalty goes both ways.” We make efforts to demonstrate our commitment to our staff—their jobs, their health, and their overall quality of life. Expectations are high here, but we also emphasize work-life balance wherein staff have time to enjoy their families and the many benefits of living in Sarasota.

At no time in our recent history was our dedication to our staff more evident, or more important, than during the Covid 19 pandemic. Despite the significant disruption in campus life, we did not reduce our staff: Not a single person at Ringling College lost their job due to the pandemic! Instead, we granted additional paid sick leave and even awarded a one-time bonus to help our Ringling College community through that unprecedented time.

I’m proud of the staff we have built here—of the phenomenal people who’ve chosen to build their careers at Ringling College. And like any employer who knows the true value of quality employees, we want to ensure that our staff know that they are appreciated. In short, we understand just how vital they are to our institution’s success.

Dr. Larry Thompson is president of Ringling College of Art & Design. 

Pictured: Dr. Thompson sharing his appreciation with the crowd. Photo courtesy of Ringling College of Art and Design.

Workforce development isn’t just a buzzword—it’s the backbone of a thriving economy. In Sarasota and Manatee Counties, CareerEdge Funders Collaborative, an initiative of the Greater Sarasota Chamber of Commerce, is proving that strategic investment in people leads to tangible economic growth.

The 2024 CareerEdge Annual Evaluation reveals a $3.1 million economic impact, driven by programs that equip local workers with in-demand skills. The numbers speak volumes: $1.3 million invested in workforce development, $2.1 million in added wages, 486 workers trained, 117 new jobs created, and 259 workers earning raises. Behind these figures are real people—our neighbors—who are now better positioned for success.

Bridging the Gap to Higher Wages: One standout initiative, Bridges to Careers, saw record-breaking success in 2024. This program provides hands-on training for high-demand jobs, helping individuals gain industry-recognized credentials. In just one year:

• 53 participants received training across six programs.
• Graduates included 26 Certified Nursing Assistants (CNAs), 6 electricians, 12 HVAC technicians, and 9 diesel mechanics.
• HVAC graduates received over $800 in tools, and diesel mechanics were supported in earning their Class B commercial driver’s license.
• The most striking impact? An average wage increase of $9.17 per hour, adding more than $1 million in annual earnings for these workers.

This kind of wage growth isn’t just life-changing for individuals—it strengthens families and elevates entire communities.

Investing in a Sustainable Future: Since its inception in 2010, CareerEdge has demonstrated that workforce development is a long-term investment with compounding returns. To date:

• $18.4 million has been invested in local workforce training.
• Over 8,100 workers have been trained.
• The initiative has led to 1,837 promotions, 5,192 raises, and a staggering $42 million in aggregate annual earnings for workers.

This is more than job training; it’s economic transformation. By aligning education with industry needs, CareerEdge ensures that local businesses have access to skilled workers while providing individuals with pathways to economic mobility.

A Call to Action: Workforce development is not a solo effort. The success of CareerEdge is fueled by partnerships with employers, educational institutions, local government, and philanthropic organizations. In 2024, funders like Charles and Margery Barancik Foundation, Gulf Coast Community Foundation, Sarasota County Government, and others played a pivotal role in sustaining these programs.

As our region continues to grow, investing in workforce readiness must remain a top priority. CareerEdge is proof that when we empower people with the right skills, we build a stronger, more resilient economy for everyone. To learn more about CareerEdge and the exciting work that the Sarasota Chamber is doing to support and grow local businesses, please visit us at www.careeredgefunders.org or www.sarasotachamber.com

Written by Heather Kasten, President/CEO, Sarasota Chamber of Commerce, Dan Sidler, Vice President of CareerEdge and Economic Development and Kevin Golumbeck, Director of CareerEdge.

Pictured: a recent graduating class of CNA’s from our CareerEdge FastTrack program. Provided photo.