Transcript Slide 1

CONFIDENTIAL – for Internal Team & Partner Discussion ONLY
Metropolitan Business Planning Initiative
Project Kick-Off Meeting
January 25, 2010
TODAY’S AGENDA
I. Welcome, Introductions, and Today’s Goals
II. Project Background
III. Economic Framework – Understanding Metro Economies
IV. Applying the Framework: MBPs
V. Common Challenges and Cross-Fertilization Opportunities
VI. Logistics – Work Plan, Timeline and Funding
TODAY’S AGENDA
I. Welcome, Introductions, and Today’s Goals
II. Project Background
III. Economic Framework – Understanding Metro Economies
IV. Applying the Framework: MBPs
V. Common Challenges and Cross-Fertilization Opportunities
VI. Logistics – Work Plan, Timeline and Funding
Today’s Goals
• Get to know each other
• Situate our work together
• Begin to dig into the work
• Get clear on next steps
TODAY’S AGENDA
II. Project Background
A. Goals
B. “Logic” –
1. Why Metros?
2. Why Business Planning?
3. MBP Elements
4. Federal Policy Implications
C. Outputs
Project Goals
Project Goals
• IMPLEMENT THE BLUEPRINT: go deeper to model specific,
sophisticated development work, develop actionable plans,
strengthen partner metro economies and enhance peer
learning.
• ADVOCATE NEW FEDERALISM: identify and reveal the
benefits of new partnership approaches and policies that
place metros at the center of federal-state-local relations.
• DISPLAY THE NEW METROPOLITAN LEADERSHIP:
demonstrate the existence of strong metropolitan leadership
in forging comprehensive, integrated, and sophisticated
metropolitan economic strategies.
Economic development is metro-led.
Why Metros?
Economic Geography and Place-Based Development
The Goal is National Economic Growth
 Goal is economic development - that is inclusive and sustainable.
 Metros are the means, not the ends
Why Metros?
Economic Geography and Place-Based Development
The Goal is National Economic Growth
Economic Growth Flows from Market Activity
 The outputs we care about – jobs, income, assets, sustainability – are primarily
a function of the complex interaction of housing, labor, business and other
market systems, enabled and shaped by government and civic sector activity
 Goal is to improve performance of these systems
Why Metros?
Economic Geography and Place-Based Development
The Goal is National Economic Growth
Economic Growth Flows from Market Activity
Major Market Systems Operate at the Metro Level
 System performance is function of interactions of people and firms in context
of characteristics of place – “on the ground.”
 Key geography of many of these systems and interactions is metropolitan
region.
 Indeed, one of main reasons for very existence of cities is the agglomeration
benefits of concentrating economic activity – an effect of place on market
performance.
Why Metros?
Economic Geography and Place-Based Development
The Goal is National Economic Growth
Economic Growth Flows from Market Activity
Major Market Systems Operate at the Metro Level
Improving Metro Economic Performance Entails Customized Analysis and Activity
 System and environmental characteristics, opportunities and challenges “on
the ground” vary by place.
 Particularly in the knowledge economy, increasing returns and imperfect
competition are giving rise to specialization and divergence.
Why Metros?
Economic Geography and Place-Based Development
The Goal is National Economic Growth
Economic Growth Flows from Market Activity
Major Market Systems Operate at the Metro Level
Improving Metro Economic Performance Entails Customized Analysis and Activity
To strengthen the national economy, we need to strengthen metro economies, and that
requires ground-up, tailored, comprehensive activity.
Why “Metropolitan Business Planning”?
ECONOMIC DEVELOPMENT PLANNING
TRADITIONAL BUSINESS PLANNING
Vision for the Regional Economy
Business Mission & Vision
Status of Economy: Assets,
Opportunities, Challenges
Market Analysis
Goal-Setting & Strategy Identification
Analysis of Strategic Alternatives & Risks
Identification of Policies, Programs, Products
& Interventions
Development of Products & Services
Operational Planning for Implementation
Operational & Management Planning
Identification of Funding Needs
and Sources
Forecasting & Financial Planning
Definition of Outcome Measures & Targets
Target-Setting & Performance Tracking
The steps to analyzing and improving a regional economy lend
themselves to the proven discipline of business planning.
Elements of the Business Plan
MISSION/VISION
Competitiveness
(Wages, GRP, Innovation)
Sustainability
(VMT, Energy Efficiency)
Inclusion
(Participation in Employment, Business
and Market Growth)
MEASURABLE
OUTPUTS/IMPACTS
MARKET SCAN
Status, Systems, Dynamics
(Spatial efficiency,
Human capital trends matched to
business growth,
Business clusters/performance….)
Wage Growth,
Reduction in Unemployment,
Reduction in CO2 Emissions,
Neighborhood Revitalization
INSTITUTIONAL AND
FINANCIAL IMPLICATIONS
GOALS/STRATEGIES
• Regional Information Infrastructure
• Regional Coordination
• Specific Institutions/Implementation
Capacity
• Financials  Investment “Prospectus”
Tied to Outcome Measures
Transit-Oriented Development
Coordinated Workforce and
Occupational Clusters
Inner-City Retail Development
PRODUCTS AND
INTERVENTIONS
WIRED Program,
Regional Inclusionary Zoning,
Green Impact Zones,
Example: From Goals to Products
GOAL:
Increase innovation rate
MARKET SCAN:
Patents, technology transfers, venture capital investments, start-ups, ...
ILLUSTRATIVE STRATEGY:
Increase commercialization of knowledge
PRODUCTS/INTERVENTIONS:
Innovation funds, business incubators, university partnerships, regional innovation consortia, etc.
OUTPUTS/IMPACTS:
New products, business starts, increased productivity, employment; …
Implications for Federal Policy
• The federal government should strategically invest in regional
prosperity as a priority for national economic growth.
• The federal government should incent and support
comprehensive, integrated regional business planning, as it
will enable more effective and efficient federal investment.
• Since regional performance depends upon local, specialized
system interactions, the federal response needs to be crossprogram, flexible and performance-driven.
Federal policy should be driven ground-up by regional development plans
(reversing the current dynamic).
Project Outputs
• MBP, including Overview and DDI
• Prospectus
• Cross-site policy implications paper
• Summit presentations
Demonstrate better ways to invest in metros to strengthen
national economy; develop new federal policies and programs.
DISCUSSION
TODAY’S AGENDA
I. Welcome, Introductions, and Today’s Goals
II. Project Background
III. Economic Framework – Understanding Metro Economies
IV. Applying the Framework: MBPs
V. Common Challenges and Cross-Fertilization Opportunities
VI. Logistics – Work Plan, Timeline and Funding
Purpose of Framework
• Shared understanding of how regional economies work –
a “theory of change” -- enables us to:
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Focus on what matters
Understand how it causes economic growth
Determine how to improve performance
Develop common language, plan coverage and presentation
• There’s no one right answer… but there are a lot of
wrong answers
Our Starting Point: the Blueprint Drivers
PROSPERITY
Productive
Growth
Inclusive
Growth
Sustainable
Growth
GOOD METROPOLITAN GOVERNANCE
INNOVATION
HUMAN CAPITAL
INFRASTRUCTURE
QUALITY PLACES
To implement, we need to move from descriptive to explanatory: understand underlying
systems/mechanisms, and how to influence their performance.
What Drives Inclusive and Sustainable
Economic Growth?
Local (Regional) Enabling Environment
(Government regulation, tax and public goods, including
particularly infrastructure and education; civic institutions;
qualities of place, including the natural environment; etc.)
Inputs to
Production
(Human capital; real estate;
capital; natural and
knowledge resources; etc.)
Key Systems
(Market processes – housing,
labor, etc.; production
dynamics – clusters, value
chains, etc.; innovation
dynamics - knowledge
creation, networks,
commercialization, etc.)
Macro/Global Context & Trends
Economic Outputs
(Businesses – gross regional
product, profits; households
– wages, other income, etc.)
Micro-Foundations
How Metro Economies Grow
• Metro economy = total value of goods and services
produced in the region
• Growth is inherently business sector growth (number, size
and profitability of firms)
• Business sector grows through firm growth and location
decisions (retention and attraction)
• Firm growth and location depend upon increases in
efficiency and productivity (of firm and system, including
product innovation)
Core Question: What attributes of the region increase efficiency and
productivity, leading to business sector growth?
What is it About Place that Affects Economic Performance?
“Cities exist to eliminate transport costs for people, goods and ideas” (Glaeser)
• Urbanization and Localization Economies: general and industry-specific benefits of
concentration as workers and firms co-locate because of spillovers, synergies, shared labor and job
pools, backward and forward linkages among firms, etc. – generating increased efficiency and
productivity through flow of ideas and technologies, enhancements to human capital, economies of
scale, reduced transaction and transport costs, and so forth. (Marshall, Krugman)
• New Growth Theory:
location is becoming more important, and with different benefits, in the
knowledge economy, as metros become increasingly centers of idea creation and transmission
(through technology, human capital externalities, intellectual spillovers). Increasing returns to
knowledge and imperfect competition lead to metro specialization and divergence. (Romer, Lucas)
• Institutional Economics:
growth, and particularly innovation, take place in the context of an
institutional infrastructure – research, professional and learning networks; universities and
civic/business organizations; quasi- and governmental organizations and regulation – which can
hamper or accelerate all of the other benefits of concentration. (Coase, Atkinson)
Productivity and efficiency depend upon concentrations, interactions and
synergies between economic activities  Key Q:
Where are the leverage points to improve system performance?
Six Key Leverage Points Take Us from Theory to Practice
• Enhance Regional Concentrations (and their performance):
Industries, Occupations and Functions
• Deploy High Human Capital Aligned with Job Pools
• Develop Innovation Enabling Infrastructure
• Increase Spatial Efficiency
• Create Effective Public & Civic Culture & Institutions
• Develop and Deploy Information Resources
These overlap, and themselves interact. This is work-in-process! Anticipate
expanding and refining, especially in practice.
Enhance Regional Concentrations:
Industries, Occupations and Functions
Leverage Point 1
• What is it?
This leverage point has to do with “clustering,” recognizing that what is clustering may be shifting - toward occupations and functions -- and the whole notion may need to be broadened, brought
to ground, and complemented with other production-side strategies. It focuses on the optimal
interaction between production components of an economy – the optimal mix and scale of
industries, occupations, functions; multiple specializations; etc. Cultivating benefits of
concentration requires understanding nuances of what and how specific types of concentrations
create efficiencies and enhance productivity in your region.
• Aspects to consider include:
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Current concentrations
High-growth potential areas
Geography of concentrations
Optimal mix and scale of industries, occupations, functions
What factors (locational, institutional, others) contribute to efficiency/productivity benefits
gained from concentration
• Strategies might include:
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Provide co-location opportunities (e.g., business parks)
Offer co-location incentives
Enhance access to capital for targeted concentrations
Strengthen institutional and network infrastructure
Strengthen “inputs” to concentration – from training/education to venture capital
Deploy High Human Capital Aligned
with Job Pools
Leverage Point 2
• What is it?
This leverage point addresses human capital in the context of economic performance:
the goal is not just human capital, but linked, mutually reinforcing, human capital and
job pools. Pools of workers and jobs/firms attract each other. Not just quality, but
deployment, are key to productivity and efficiency gains. Entails a two-fold, iterative
process:
− Growing supply of skilled workers to meet employer demands
− Growing demand for skilled workers by cultivating appropriate jobs
• Aspects to consider include:
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Concentrations and growth prospects (both skills and occupations)
Existing skills/education levels – obstacles and opportunities
Quality of education/training system
Attraction/retention record and factors
• Strategies might include:
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Increase demand-side focus of workforce development
Increase access, reduce transaction costs in labor market
Links to occupational concentration strategies (Leverage Point 1)
Production, attraction, retention strategies
Leverage Point 3
Develop Innovation Enabling Infrastructure
• What is it?*
Innovation inherently drives increasing productivity and efficiency, and is the source of
all long-term growth. An infrastructure providing inputs and mechanisms to facilitate
interactions and commercialization enhances innovation rates.
• Aspects to consider include:
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Cluster formation and dynamics
Public sector enablers/constraints
Nature of supporting institutions and networks
Flow of R&D and early-stage business funding
Rate/pattern of commercialization
Firm starts, growth, trajectories
• Strategies might include:
− Build regional R&D capacity (education, facilities, funding)
− Foster entrepreneurship & commercialization of knowledge
− Institutional development: facilitate opportunities for interdisciplinary crossfertilization
− Cluster formation, especially high human capital occupational concentrations
(Leverage Points 1 and 2)
*“…new products, new services, new technologies, new ways of organizing work,
and new business models….” (Brookings Metro Policy)
Leverage Point 4
Increase Spatial Efficiency
• What is it?
The location of firms and workers, producers, suppliers and consumers within
the region determines transportation costs for people and businesses, and
influences agglomeration benefits (such as shared inputs and knowledge
spillovers). Generally, to increase efficiency and productivity of the metro
economy, we want to:
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Minimize transportation costs
Reduce congestion
Maximize agglomeration benefits
Avoid segregation and concentration of poverty
• Aspects to consider include:
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Public policies re: land use/zoning, infrastructure, etc.
Degree of housing-jobs mismatch
Access to transit
Spatial concentrations of firms, occupations, functions, etc.
• Strategies might include:
− Transit-oriented and mixed-use/mixed-income development
− Affordable housing programs (inclusionary zoning, etc.)
− Fostering business co-location
Create Effective Public & Civic
Culture & Institutions
Leverage Point 5
• What is it?
Government and civic sector activities hinder or enhance the productivity and efficiency of the
economic systems themselves – attracting entrepreneurs, enabling markets, lowering transaction
costs, increasing deployment of assets, etc. A culture of trust and collaboration, as well as
institutional flexibility and adaptability, are increasingly important (including particularly to leverage
points 1 and 3).
• Aspects to consider include:
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Degree of horizontal and vertical fragmentation
Areas and mechanisms for inter-jurisdictional coordination
Transparency, openness, responsiveness
Strategic engagement of citizens, private and civic sectors
• Strategies might include:
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Consolidation
Revenue sharing
Civic engagement (program specific)
E-government
Fast-tracking
Special purpose entities
Tailored incentives
Leverage Point 6
Develop and Deploy Information Resources
• What is it?
Rich information resources and networks increase market efficiencies by
reducing finding, measurement and other transaction costs; facilitate
knowledge spillovers and innovation; and enable continued business
planning, monitoring and refinement.
• Aspects to consider include:
− Collection, accessibility, dissemination of relevant info
− Development and provision of analytic tools (not just data: answers)
− Specific market inefficiencies, barriers, opportunities
• Strategies might include:
− Data warehouse
− Market driven planning agency
− Cluster or strategy specific on-going shared info/analytics
Current Economy’s Meta-Drivers Also
Shape Strategic Interventions
• Export-oriented
• Innovation-led
• Opportunity-rich
• Low-carbon
What?!!
Eureka!
Huh???
Our Starting Point: the Blueprint Drivers
PROSPERITY
Productive
Growth
Inclusive
Growth
Sustainable
Growth
GOOD METROPOLITAN GOVERNANCE
INNOVATION
HUMAN CAPITAL
INFRASTRUCTURE
QUALITY PLACES
PROSPERITY
Productive
Growth
Inclusive
Growth
Sustainable
Growth
Where We are Now:
An Economic
for
Business Planning
GOODFramework
METROPOLITAN
GOVERNANCE
INNOVATION
HUMAN CAPITAL
INFRASTRUCTURE
QUALITY PLACES
Prosperity
Export-oriented
Low-carbon
Innovation-driven
Metro-led
Opportunity rich
Fundamental Drivers of Prosperity
Innovation
Infrastructure
Human Capital
Governance
Levers / Interventions
Increase
Spatial
Efficiency
Develop
and Deploy
Information
Resources
Develop
InnovationEnabling
Infrastructure
Enhance
Regional
Concentrations
Deploy
Human Capital
Aligned with
Job Pools
Create Effective
Public & Civic
Culture &
Institutions
Strategies & Implementation
Quality Places
DISCUSSION
TODAY’S AGENDA
I. Welcome, Introductions, and Today’s Goals
II. Project Background
III. Economic Framework – Understanding Metro Economies
IV. Applying the Framework: MBPs
V. Common Challenges and Cross-Fertilization Opportunities
VI. Logistics – Work Plan, Timeline and Funding
Pilot MBPs Will Lay the Groundwork
Metro Development Baseline/Overview (MDBO)
Mission/Vision
↓
Market Scan/Environmental Analysis
↓
Goals
↓
Strategies
↓
Future
DDI
Future
DDI
Detailed Development
Initiative (DDI)
Products, Policies,
Programs, Interventions
↓
Organizational &
Operational Implications
↓
Financial Implications
↓
Performance Metrics
Metropolitan
Investment
Prospectus
What Might a Pilot MBP Look Like?
Metro Development Baseline/Overview (MDBO)
Mission/Vision: Sustainable communities…dense nodes…efficiently linked people & businesses
↓
Market Scan Results: Emerging specialization in alternative energy businesses and occupations
↓
Goals: Increase number of establishments, employment and total payroll in the alternative energy field
↓
Strategies: (a) Co-location incentives; (b) Targeted, demand-driven workforce devel.; (c) Links to students
↓
Detailed Development Initiative (DDI)
Intervention: Cluster-Focused Industrial Park that:
•Facilitates business co-location
•Houses on-site “training academy” that
− Provides skill devel. for key occs./functions
− Utilizes demand-driven curriculum
− Offers internship, co-op & mentorship opportunities to local students
↓
Operational Plan
↓
Financial Sources & Uses
↓
Metrics: new jobs, new cos., $payroll, $GMP, etc.
Metropolitan
Investment
Prospectus
CLEVELAND
Summary of Content
Mission/Vision
• “Northeast Ohio is a diverse, united region made up of individuals fully engaged in creating a vibrant regional
economy home to growing, innovative employers, connected core communities and valued natural spaces.
All residents participate fully in educational and economic opportunities and engaged citizens promote
collaborative local governments that support sustainable growth.”
• 6 core cultural principles
• 4 future characteristics
Market Scan
• 4 top-line economic growth measures – % change in employment, income, productivity and output
• 9 indicators: (1) Skilled Workforce and R&D , (2) Legacy of Place, (3) Urban Assimilation, (4) Racial Inclusion
and Income Equality, (5) Locational Amenities, (6) Technology Commercialization, (7) Urban/Metro Structure,
(8) Individual Entrepreneurship, (9) Business Dynamics
• 36 supporting variables arrayed under the 9 indicators
Goals
• Top-level goals:
Per capita income > national average
Job growth > national average
Core city poverty < 20%
• Area-specific goals and quantitative targets re: Business Growth, Talent Development, Racial and Economic
Inclusion, Government Collaboration and Efficiency
Strategies
• Entrepreneurship: maximize available capital and provide needed consulting/services
• Innovation/Research: attract more state $ in key industries, align efforts re: federal R&D/commercialization $,
attract high-growth cos., assist transition of existing cos.
• Inclusion: network to support sales growth in minority businesses
• Talent Development: align stakeholders to increase attainment and create life-long learning culture
• Government: Educate, engage and empower citizens to advance key initiatives
Detailed
Development
Initiative
“Integrate and increase flexibility of a variety of existing manufacturing extension, Small Business
Administration, work force and other programs to assist a growing portfolio of high potential but challenged
manufacturing companies transition to new markets with strong growth potential thereby diversifying and
fortifying the regional economic base and providing employment opportunities for displaced workers.”
TWIN CITIES
Summary of Content
Mission/Vision
“The vision of the Twin Cities Metropolitan Business Planning Team is to facilitate transformation of the
regional economy to a system that: • Underwrites the emergence of the Twin Cities as a magnet for young,
entrepreneurial talent • Is coupled with effective planning on a metro-wide scale • Is able to make strategic
investments in education, workforce development and other areas critical to continued competitiveness • Leads
firms to recognize the region’s core competencies and choose to cluster in the Twin Cities region • Meets the
range of needs specific to entrepreneurs operating in the region • Facilitates effective commercialization of
research emerging here.”
Market Scan
• Itasca Project Job Growth Task Initiative categories:
Cost of doing business – tax environment, legislative/regulatory, labor cost
Quality of life – crime rate, volunteerism and arts, civic engagement, leisure activities
Human capital – education attainment, school test performance, achievement gap
Infrastructure – commute times, avg. annual delay, public transportation mode share
Innovation and start-up – sm. biz survival index, per capita VC $, sm. Biz financing, entrepreneurs/100K
population, churn, R&D $, productivity
• Twin Cities Compass – Civic Engagement, Early Childhood, Economy & Workforce, Education, Environment,
Health, Housing, Public Safety, Transportation
• Minneapolis-St. Paul Business Vitality Index
Goals
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Develop a unified regional vision
Develop a regional investment model
Develop a regional economic development organization
Focus on innovation, commercialization and entrepreneurship as job growth enablers
Strategies
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Leverage cluster analysis (underway) to target efforts
Retool financial & tax environment for entrepreneurs and start-ups
Establish a medium for exchange and support
Foster regional amenities that attract creative workforce
Detailed
Development
Initiative
• “…to increase innovation, commercialization and entrepreneurship in our region…as a powerful response to
lagging job growth and economic uncertainty.”
• “… a strategic initiative centered around transforming the region’s innovation and entrepreneurial culture,
with a particular, but not exclusive focus on the millennial generation. This strategic focus will allow us to
respond to both the new economic realities as well as the new worldview held by this rising generation.”
SEATTLE
Summary of Content
Mission/Vision
1.People living here have good jobs and earn good incomes.
2.Jobs are created by businesses.
3.Embracing our region’s diversity is good for business.
4.The region has vibrant cities and thriving communities.
5.The region has a healthy and beautiful environment and a good quality of life.
6.Regional collaboration on a shared economic agenda ensures our region’s long-term, sustainable economic
prosperity.
Market Scan
• Characteristics of 15 identified/existing industry clusters
• Regional Competitiveness Indicators (vs. 5 US peer regions) report – 20 indicators re:
(1) education and the workforce, (2) technology and innovation, (3) enterprise and investment, (4) business
climate, (5) transportation and infrastructure, (6) quality of life and social capital
• International Benchmarking Consortium (vs. 12 int’l. peer regions) – in-depth research on a specific theme for
annual conference
• Job openings vs. regional 4-year degree production
Goals
Most relevant/recently adopted and/or updated goals and strategies include those for:
INDUSTRY CLUSTERS:
• Tourism and Visitors
• Military
• Aerospace
• Life Sciences
• Clean Technology
Strategies
FOUNDATIONS:
• New and small businesses – focus on minority-owned
• Social Capital/Quality of Life – housing affordability and cultural access
• Transportation
• Tax Structure
• Education
Detailed
Development
Initiative
“…help develop an industry cluster that can grow our region’s economy through the export of goods and services
that increase energy efficiency throughout the world”
MBP
Component
Mission/Vision
Market Scan
Goals
Strategies
Detailed
Development
Initiative
Metros’
Progress
Next Steps
Ensure mission/vision statements:
• Create a clear picture of where the metro sees itself in 5, 10, or 50 years
• Emphasize desired future outcomes, as opposed to the process for achieving
them
• Reflect place-specific priorities/values
• Incorporate key messages articulated in topic-specific (e.g., transportation,
housing) plans/reports
• Organize analytic findings within the MBP “leverage points” framework
• Update out-of-date metrics, as data is available
• Identify and calculate metrics for drivers and leverage points not covered in
existing analytic work
• Integrate analytic results from disparate sources to create a cohesive narrative
of the local economy
• Begin deeper analytic dive into areas related to chosen DDI theme
• Organize existing goals and strategies within the MBP “leverage points”
framework
• Identify any gaps in coverage between (existing goals/strategies vs. leverage
points)
• Articulate goals and strategies that fill in gaps, using results of Brookings-led
and local market scan
• Quantify goals, where possible
Convert DDI theme into discrete, concrete project by:
• Specifying the products, services and programs the DDI will deliver to
implement the selected strategies;
• Conducting deeper market analysis on the relevant area(s) of the economy;
• Identifying and developing design, implementation, financial and other
information from best comparable products, services and programs
The Market Analysis / Environmental Scan
Describes and Situates Regional Economies
The concept of the baseline scan is to:
• Identify and measure key indicators of metro performance
in the new economy
• Survey how well the regional economy is doing, what drives
it, and what may be inhibiting its performance
• Inform the development of goals, strategies, and specific
initiatives, setting the context for and informing the
Detailed Development Initiative
Selected Indicators Measure What Matters
The purpose of the scan is to determine:
• What is important to measure?
− Metrics selected according to economic development theory and
relevance to practice
• What factors deserve development attention?
− Scan includes both high-level output measures (e.g., GMP) as well as
outcome metrics (e.g., innovation rates) that can describe the
performance of key factors/systems that account for overall
performance
• How can metros do better on targeted factors?
− Scan also evaluates measures of inputs and mechanisms (e.g.
availability of venture capital) that can be influenced to improve
performance of key factors/systems
Brookings Will Compare Inputs and
Performance Across the Top 100 Metros
Prosperity
• Output
• Productivity
• Wages
Drivers
E.g., human capital
• College attainment
• Knowledge occupations
Levers
• High school attainment
• Labor force participation
Local Analysis Will Enhance the Brookings Scan
with Additional, Specifically Local, Indicator Work
Prosperity
Drivers
E.g., human capital
• Skills/job matching
• Knowledge occupations
in XYZ industries
Levers
• Vocational and specialized
degree programs
MDBO & DDI Need to Move Ahead
Simultaneously
TASKS
PRIMARY RESPONSIBILITY
MDBO
Continue fitting existing work into MBP
framework
Metro Partners
Write narrative section for Regional Economic
Framework
Brookings/RWV Team
Identify gaps in MDBO & move toward filling in
Metro Partners (w/assistance)
Complete & distribute baseline scan
Brookings/RWV Team
Light metro-tailored narrative to accompany
Brookings baseline scan
Brookings/RWV Team
DDI
Propose refinement of initial concept
Metro Partners
Identify relevant case studies &/or experts for
consultation
Brookings/RWV Team
Begin defining specific project parameters
Metro Partners (w/assistance)
DISCUSSION
TODAY’S AGENDA
I. Welcome, Introductions, and Today’s Goals
II. Project Background
III. Economic Framework – Understanding Metro Economies
IV. Applying the Framework: MBPs
V. Common Challenges and Cross-Fertilization Opportunities
VI. Logistics – Work Plan, Timeline and Funding
Partners Share Challenges and Learning
Opportunities
• Themes are emerging from early conversations and materials
− Areas of common exploration/struggle
− Areas of relative strength in particular metros
• Two topics to start the cross-metro conversation:
− Innovation and entrepreneurship
− Managing regional growth – sustainability and spatial efficiency
Innovation and Entrepreneurship
• Common threads:
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Central to all 3 metros’ economic development plans
Variations in approach and application
Struggle to create meaningful metrics
Striving to develop concrete interventions to enhance performance
• Kicking off today’s discussion:
− Cleveland’s success in fostering growth of new, cutting-edge
businesses through JumpStart program
− Twin Cities’ pursuit of a DDI to drive innovation and small business
growth, particularly among Millennials
Managing Regional Growth for Enhanced
Economic Performance
• Regional growth strategy can contribute to multiple MBP
objectives:
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Sustainability
Inclusion
Spatial efficiency
Etc.
• Kicking off today’s discussion:
− Growth strategy underlying Seattle’s integrated regional
planning process – PSRC’s Vision 2040, Regional Economic
Strategy and Transportation 2040
Other Idea-Sharing
Opportunities?
TODAY’S AGENDA
I. Welcome, Introductions, and Today’s Goals
II. Project Background
III. Economic Framework – Understanding Metro Economies
IV. Applying the Framework: MBPs
V. Common Challenges and Cross-Fertilization Opportunities
VI. Logistics – Work Plan, Timeline and Funding
MBP Project Timeline is Aggressive
MILESTONE
TYPE*
TARGET DATE
Project Kick-Off Meeting
M
January 25
Metro Partner Site Visits
M
February 1 – 19
Brookings scan/spreadsheet
D
February 19
Initial draft framework and scan narrative
D
March 19
1st Draft of MDBO
D
April 19
Peer Learning Session #1
M
Week of May 3
Final MDBO
D
May 17
1st Draft of DDI & Prospectus
D
June 7
Peer Learning Session #2
M
Week of June 21
Final MBP (MDBO + DDI) & Prospectus
D
September 15
Global Summit
M
December 2010
* M = Meeting | D = Deliverable
Other Logistical Issues
• Metro partners’ funding status
• Scheduling site visits
− Cleveland
− Twin Cities
• Others?
Closing Remarks