Fearless 3.10.25

Good morning, Fearless readers:

Iowa's "Fake Spring" struck again. We hope you stayed warm and safe during last week's snowstorms. Hopefully we can all put our winter coats away soon!

In this week’s Fearless e-newsletter, you will find:

A story about the Iowa Women's Foundation work to combat the child care crisis.
This month's Leading Fearlessly column from Suzanna de Baca about the importance of on-the-job experience.
In the headlines: Gabby Guerra Ceron was named Al Éxito's executive director after Dawn Martinez Oropeza stepped down.
In case you missed it: Pizza remains economical choice for feeding families.
Lots more!

— Macey Shofroth, Fearless editor

"If you don’t have child care, you can’t do any of the other things," said Deann Cook, president and CEO of the foundation.

IWF is pressing forward with its goals to support community-built solutions to address the child care crisis. The organization believes that creating tailored infrastructures to get families safe, affordable child care is key to making the workforce accessible for all.

In its November 2024 report in partnership with Common Sense Institute, the foundation estimated that 150,000 additional mothers could enter the workforce if every mother with children had access to child care.

"Parents won’t leave their kids to work if there isn’t a safe, affordable place to take them. They would choose to be in the workforce if they had an option, but they don’t, because it’s either going to eat up more than their salary or they can’t find a place to go. Parents in Iowa right now pay double what’s considered affordable for child care," Cook said.

Connecting communities to child care

IWF recently began its search for a new strategic initiatives director, tasked with convening "communities, businesses and policymakers to eliminate barriers to women’s economic self-sufficiency" with a current focus on child care. The position evolved from the previous employer engagement director, an Iowa Economic Development Authority-funded position that grew from the listening tour.

"The grant-funded position from IEDA did that community work of facilitating, bringing in the research and education so community stakeholders knew what the issues were, and then starting to replicate various solutions that worked for them," Cook said.

Those solutions included partnerships with school districts, intergenerational care in nursing facilities and companies buying day care slots for their employees. Employers, community leaders and families across the state agreed that this was an issue that needed addressing, and they were willing to get creative to do it.

The strategic initiatives director will help to facilitate those conversations and provide research to pinpoint what might work best. The community involvement was critical in finding long-term solutions.

"We’ve spent about five years coming up with all kinds of things that different communities are implementing," Cook said. "We recognize what works in Adel doesn’t work in Perry, which doesn’t work in Gladbrook, which doesn’t work in Osage. Our goal is to be there to support them as they consider the options and operationalize something."

Funding solutions

IWF has found that one option that seems to work for a variety of communities is pooled community funds to support child care workers.

Any business or individual that wants to buy in can support these community-held funds. Local child care providers can then use the funds to raise their wages, provide bonuses and incentivize child care workers to stay in the industry.

"The nurturing of a healthy child care workforce, where there’s lots of spaces and lots of spots and the people doing the work are paid well enough, is an engine for the community. That, in turn, makes parents more comfortable to be employed, and it keeps the economy of that area going," Cook said.

IWF partnered with the state to expand these funds in 10 communities across the state — Allamakee County, Cerro Gordo County, the city of Dubuque, Hamilton County, Howard County, Johnson County, the city of Knoxville, the city of Lisbon, the city of Mount Vernon and Mitchell County.

The program, Iowa’s Childcare Solutions Fund, made a noticeable impact. According to its November 2024 report, the fund raised $2.4 million from 373 investors and created 275 child care slots. The fund engaged 105 child care providers and affected more than 1,200 child care employees.

Postville Childcare Services had been working with the Iowa Women’s Foundation prior to the pilot program to find solutions to keep their center open. After being asked to join, Director Kristy Turner worked with Allamakee County Economic Development Director Val Reinke and Michelle Barness, a regional planner with the Upper Explorerland Regional Planning Commission, to raise funds from the community.

They were able to raise $163,000, from both businesses and private contributors, which the state matched.

"It meant we could stay open and provide care for, on average, 60 children," Turner said. "We were able to maintain that as well as grow, so we brought nine children off of our waiting list. We also went from 16 mostly part-time staff to 22 mostly full-time staff. We were able to raise wages for our teachers, and we also saved money for our families because we had the option of the Child Care Solutions Fund, so we didn't have to raise rates."

Gov. Kim Reynolds proposed a statewide Childcare Solutions Fund in her Condition of the State remarks in January, and IWF is working with other communities to establish their own funds. Cook says more and more people are seeing how these funds benefit the entire community and the next step is to operationalize them for even more communities.

Turner said they’ve heard from community groups recently that they’d like to know how the state is going to match funds before contributing. More people will be willing to participate once they know the program is sustainable.

"I think, universally, everyone that’s involved says these work and they need to continue," Cook said. "It’s just finding the exact vehicle for them to continue."

Community-focused

While the child care funds are having great success, IWF remains committed to supporting communities in addressing this issue in whatever works best for them. The goal is to uncover what the community needs and tailor a solution to fit that need.

"Strengthening child care is like strengthening any other kind of infrastructure in your community," Cook said.

Some businesses will purchase child care slots at partner day care providers for their employees. Others establish their own child care program within their businesses. School districts are partnering with child care centers to transport children to preschool and back.

A community in northwest Iowa had an unused building on a senior living facility campus that was transformed into a child care facility.

No matter the road they choose, Cook said they have seen more and more businesses and leaders commit to solving this problem for the betterment of their community.

"There’s a research base that says this works. Now how can we replicate it throughout the state?" Cook said. "Because ultimately, it makes our state stronger. It puts women in a better position. It puts people in a better position who are child care workers who want to do that work, and love to do that work. That’s who we want with our kids. Our ultimate goal is always strengthening women’s opportunities and options."

I remember the day I was promoted to managing director at the investment firm where I’d worked for several years. Although my MBA degree had prepared me for elements of the job, it had certainly not guaranteed advancement. Moving up required developing a track record of hitting numbers, building client relationships, earning new securities licenses and, frankly, proving myself with my colleagues. I’d built credibility through on-the-job experience, a currency far more valuable than any diploma. This, as academic research now clarifies, is referred to as "experience capital."

Studies, including those recently highlighted in a new Harvard Business Review article called "How Women Can Win in the Workplace," reveal that education and technical skills are merely a starting point, getting women only halfway to their full earning potential. Given the persistent gender pay gap, where women continue to earn less than their male counterparts, it is crucial to address every opportunity to maximize their full earning potential by acquiring additional knowledge, skills and wisdom through practical experience. This experience capital is the true differentiator.

This isn't just anecdotal. Researchers emphasize that building this capital requires strategic choices, especially for women. While the authors of the Harvard Business Review article say their research shows that women aren’t earning the same amount of experience capital as men due to multiple systemic issues that must be addressed, they assert: "In the meantime there’s plenty that women can do to help themselves."

One thing we can do is actively and strategically seek opportunities for growth. A recent World Economic Forum "Future of Jobs" report found that analytical thinking, creative thinking, and AI and big data will be top in-demand skills by 2027, but it emphasizes it is also increasingly critical to have leadership skills, social influence and the ability to work with other people: "The traits that make us human, make us able to relate with each other and to get innovative, creative things done in the workplace."

The authors of the HBR article also urge women to target what they term the "power alley": leadership roles and positions with profit and loss responsibilities. These roles provide significant influence and accelerate the accumulation of experience capital.

While we can take steps to develop our skills, finding the right company that will support and recognize this experience capital is paramount. An article called "Women leaders make work better. Here’s the science behind how to promote them" from the American Psychological Association says companies should focus on identifying leaders early on, establishing mentorship and sponsorship programs, supporting women in joining professional organizations and focusing on allyship. Look for companies that make these actions a priority and demonstrate strong learning cultures, clear competitive strategies, internal mobility and a commitment to developing all team members.

Formal education will always be critical in providing a foundation for career development. But we can’t stop there. Leaders must cultivate environments where skill development and experience capital thrives, and it is up to us to pursue and embrace those experiences.

I turned to local leaders and asked them to share how they are strategically building experiences and investing in themselves:

Ardis Kelley, CPA, interim CEO, Iowa Society of CPAs

The more we know, the more we grow – and the more we expand our opportunities for success. Building experience capital isn’t just about deepening expertise in our trained skills; it’s about stretching beyond them. By taking risks, embracing the unknown and stepping into roles beyond our comfort zones, we position ourselves to reach higher career goals. The ability to adapt, think broadly and apply our knowledge in new ways makes us more competitive and future-ready. Women who intentionally seek diverse experiences – whether by leading cross-functional projects, pursuing strategic opportunities or tackling unfamiliar challenges – create their own pathways to success and open doors to even greater possibilities.

Liz Lidgett, owner and art adviser, Liz Lidgett Gallery + Design

First and foremost, I work on being comfortable with being uncomfortable. The experiences where I am uncomfortable help me grow as a business owner and leader. Second, I have tried to use the resources available to me as a business owner in Des Moines. I have gone through the Goldman Sachs 10KSB program, the Greater Des Moines Leadership Institute, and have applied for grants when available for specific opportunities such as going to the SXSW conference with the Partnership. Each experience has helped me grow my perspective and ability level while helping me meet people through a large range of industries. The biggest investment I make for myself and my business is allocating my time for growth opportunities and time to work on this business versus in it.

Lacy Miles, executive vice president, treasury management and cashier, Community State Bank

The best way I’ve been able to build experience within my career is to be uncomfortable and advocate why I’m the right person for the opportunity. It’s also critical to ask questions and have humility. I used to be fearful that my questions weren’t good enough or made me look senseless, but in reality, it shows engagement and allows me to be educated and have a better understanding.

When I make investments in myself, I ensure they align with my core values. Not compromising my values has kept me focused and arrow pointed in the right direction. I’m finding now, as I’m further into my career, that investing in others is more rewarding for me. My wins are farther away in my current role and take longer to achieve. Celebrating the team wins keeps me motivated and I couldn’t imagine this journey without them.

April Sauls, senior human resources business partner, Des Moines Water Works

Experience capital is so important! I have always believed that there are skills gained and lessons learned at every job throughout your life that can be carried forward. The key to optimizing your experiences to achieve career goals is mastering the ability to tell your story and illustrate the relevant connections from where you have been and where you would like to go. I try to increase my chances of success by gaining skills that will be helpful or required to advance and focusing on areas that I know I am not the strongest in currently. I sign up for classes, in-person training, webinars, but most importantly, I try to absorb firsthand knowledge from admirable professionals who embody sound leadership, integrity, humility, discernment and tenacity.

Heather J. Schott, director of diversity, equity and inclusion, Krause Group

One of the most valuable lessons I’ve learned is that the skills that got me here won’t be enough to solve the next business challenge. That’s why I approach each day with a growth mindset — seeking opportunities to be curious, challenge norms and learn from diverse perspectives.

My career has been a journey across industries and disciplines, from earning a mathematics and business degree to spending nearly two decades in IT and financial services before pivoting into diversity, equity and inclusion leadership. As a gender-nonconforming woman in business with roots in farming, I’ve come to realize my superpower is innovation through disruption – whether that means reimagining business strategy, creating more inclusive workplaces or driving equity in unexpected spaces. I stay sharp by reading, listening and surrounding myself with other thought leaders. The work of inclusion and progress is never done, and I’m committed to learning every day.

Suzanna de Baca is a columnist for Business Record, CEO of Story Board Advisors and former CEO of BPC. Story Board Advisors provides strategic guidance and coaching for CEOs, boards of directors and family businesses. You can reach Suzanna at sdebaca@storyboardadvisors.com.

Guerra Ceron named Al Éxito executive director as Martinez Oropeza steps down: Statewide nonprofit Al Éxito, which supports the advancement of Iowa’s Latino students, announced a leadership change Monday. Dawn Martinez Oropeza (pictured left), who has led Al Éxito as executive director since 2013, will step down effective July 1 to pursue new interests, a news release said. Al Éxito Assistant Director Ivania "Gabby" Guerra Ceron (pictured right) will serve as the organization’s next executive director, starting July 1. During Martinez Oropeza’s tenure, she increased Al Éxito’s operating funding tenfold and its programming from a monthly mentorship model with eighth grade girls in four rural communities to 30 programs and 800 youths from fifth grade to college, with weekly programs led by trained facilitators. Guerra Ceron is an immigrant from Santa Ana, El Salvador, and grew up in Des Moines, graduating from North High School. She started her career at Al Éxito as an administrative assistant and then served her first stint as assistant director. She worked for Please Pass the Love, a school mental health organization, for two years before returning to Al Éxito in 2023.

Lack of state, federal dollars puts services for domestic violence survivors 'on the line': Leaders at the Iowa Coalition Against Domestic Violence fear the recent federal funding freeze will jeopardize services for thousands of survivors statewide. Seventy percent of the funding relied on by the organization and its 22 partnering agencies comes from the federal government. The coalition's leaders are lobbying the state of Iowa to double its investment in victim support services to at least $10 million. "The sustainability of these programs is on the line," Maria Corona, the coalition's executive director, told the Des Moines Register.

St. Ambrose Children's Campus to close midsummer; families worry over finding alternative: After more than 30 years in operation, St. Ambrose University in Davenport will close its Children's Campus day care this summer. Parents were notified the campus will officially close on June 20, which some say is not enough time to find quality child care alternatives. The center is located on the St. Ambrose University campus and has been open to St. Ambrose students and faculty as well as the general public. A letter sent to families said the university is closing the Children's Campus due to "rising costs associated with running the center." A spokesperson for the school told the Quad-City Times/Dispatch-Argus they are "actively engaging in discussions with potential partners who may take over [facility] operations."

Bill proposes funding for free tampons, pads in school restrooms: An Iowa House Education subcommittee unanimously advanced a bill last week that would require school districts to provide free feminine hygiene products in school restrooms. House File 543 would provide state funding from July 1, 2025, through June 30, 2028, and mandate that these sanitary products be available in at least half the restrooms for students in grades 6-12. There was nearly unanimous support from advocates, with the Rural School Advocates of Iowa and Urban Education Network of Iowa registering as "undecided" because of concerns of future funding, according to the Iowa Capital Dispatch. Maanya Pandey, founder of the nonprofit Love for Red, was a strong advocate for the bill.

UI Health Care expands infant security with new tech at downtown campus (Corridor Business Journal). This bank’s board is 78% female — but don’t credit DEI (Fast Company). Women with postpartum depression experienced brain changes during pregnancy, study finds (New York Times). ‘They feel that connection to the land’: Iowa farmers balance motherhood and agriculture (The Gazette). Katy Perry, Lauren Sánchez and more part of Blue Origin’s all-female crew going to space (Today). New poll indicates abortion policy could affect employment decisions (Idaho Capital Sun).

Eons ago, when my husband and I vacationed with our kids, the typical evening meal was pizza from Pizza Hut. It was an economical and quick meal, and one the kids had several evenings during our trips.

Apparently, pizza from one of the chains is just as economical today as it was 25 years ago, prompting Mark Dent of the Hustle to wonder if food is inflation-proof. According to Dent, the price of a large one-topping carryout pizza from Domino’s — with a coupon — is $7.99, up $1 from 1999 when it was $6.99. Elsewhere in the fast-food world, prices have either kept up or surpassed inflation, Dent writes. "A Big Mac Extra Value Meal costs nearly $11 compared to $4.59 in 1993. A crunchy taco at Taco Bell that went for nearly 59 cents in 1990 is $1.79 today."

A longtime pizza industry executive told Dent that the American consumer considers "pizza to be the cheapest option to feed the family. And I don’t know how that … is ever going to change." In the 1990s, Pizza Hut tried a new and unprecedented sales promotion: A customer could buy one pizza at the full price of between $10 and $13 and get up to four more medium pizzas for about $5 each. The promotion worked so well that the national chain offered it again.

Chains like Domino’s and Pizza Hut are able to keep prices low because of the volume of business they do and because of hidden fees, specifically for delivery, Dent writes.

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