1. GLOBAL CITIES INITIATIVE A JOINT PROJECT OF BROOKINGS AND
JPMORGAN CHASE Committee for Sydney | July 9, 2015 BUILDING AND
SUSTAINING GLOBALLY COMPETITIVE REGIONS MAREK GOOTMAN Brookings
Institution @MarekGootman #GlobalCities Wednesday, July 15,
2015
2. Catalyze a shift in economic development policy / practice
to strengthen the global connections and competitiveness of
metropolitan areas, resulting in more sustained growth and
high-quality jobs. GLOBAL CITIES INITIATIVE AJoint Project of
Brookings and JP Morgan Chase Research ExchangeInnovate Wednesday,
July 15, 2015
3. Metropolitan Policy Program at BROOKINGS -10,000,000
-5,000,000 0 5,000,000 2007 2009 2014 Job Growth Challenge Source:
The Hamilton Project analysis of Congressional Budget Ofce and
Current Employment Statistics data. Payroll Count Jobs Gap
Growth-Based Jobs Gap Post-Recession U.S. Jobs Gap Since start of
recession Wednesday, July 15, 2015
4. Metropolitan Policy Program at BROOKINGS -10,000,000
-5,000,000 0 5,000,000 2007 2009 2014 Job Growth Challenge Source:
The Hamilton Project analysis of Congressional Budget Ofce and
Current Employment Statistics data. 5.6 million missing jobs
Payroll Count Jobs Gap Growth-Based Jobs Gap Post-Recession U.S.
Jobs Gap Since start of recession Wednesday, July 15, 2015
5. Metropolitan Policy Program at BROOKINGS -5% 40% 1990 2000
2012 0% 10% 20% 30% 40% 0% 36% Wealth Creation Challenge Change in
Output Per Capita and Median Household Income Since 1990 Output Per
Capita Median Household Income Source: Current Population
Statistics, BLS Consumer Price Index, Census Population Estimates,
Moodys Analytics. Output per capita: +$14,589 Wednesday, July 15,
2015
6. Metropolitan Policy Program at BROOKINGS -5% 40% 1990 2000
2012 0% 10% 20% 30% 40% 0% 36% 0% -4% Wealth Creation Challenge
Change in Output Per Capita and Median Household Income Since 1990
Output Per Capita Median Household Income Source: Current
Population Statistics, BLS Consumer Price Index, Census Population
Estimates, Moodys Analytics. Output per capita: +$14,589 Median
income: -$2,120 Wednesday, July 15, 2015
7. Metropolitan Policy Program at BROOKINGS Inclusion Challenge
Source: Current Population Statistics. Unemployment Rate by Age
Recession through 2013 23% 16% 16 to 19 years old 2007 2012 6% 4%
0.4% 31.4% Top 1 Percent Bottom 99 Percent Income Growth During
Recovery 2009-2012 Source: Saez and Piketty, The Evolution of Top
Incomes in the United States, 2013. 13% 8% 20 to 24 years old 2007
2012 25 and Older 2007 2012 Wednesday, July 15, 2015
8. Can Domestic Consumption Drive Sustainable Job Creation?
Wednesday, July 15, 2015
9. Are Traditional Economic Development Strategies Sufcient?
Starbucks Stadia Stealing Businesses Wednesday, July 15, 2015
10. Where Are Jobs Being Created? 50% 56.3% job creation from
new business openings 1.9% job creation from attraction /
relocation 41.8% job creation from rm expansions decline in plant
expansions and relocations of 50+ jobs or $1M+ investment 2000 -
2012 Source: Conway Data, Inc; Jed Kolko, Business Relocation and
Homegrown Jobs, 1992-2006, Public Policy Institute of California,
2010. Wednesday, July 15, 2015
11. Growing the U.S. Economy Requires a Culture Shift in
Economic Development -480,965 521,978 Expanded/ Contracted Move In/
Move Out -13,800-188,527 259,778 23,153 San Antonio Metro Job
Growth/Loss 2003-2012 Opened/ Closed Source: Brookings analysis of
NETS data from youreconomy.org Wednesday, July 15, 2015
12. Growing the U.S. Economy Requires a Culture Shift in
Economic Development Expanded/ Contracted Move In/ Move Out Net San
Antonio Metro Job Growth/Loss 2003-2010 71,251 9,35341,013 Opened/
Closed Source: Brookings analysis of NETS data from youreconomy.org
Wednesday, July 15, 2015
13. Traded Sectors Drive High-Quality Economic Growth Traded
Sector Job = Local Jobs Source: Ezell, Stephen and Robert Atkinson,
2012, Fifty Ways to Leave Your Competitiveness Woes Behind, ITIF.
5,600 jobs per $1 billion in exports Wednesday, July 15, 2015
14. Software Computer Systems Design Telecommunications R&D
Consulting Services Services Pharmaceuticals Advanced Machinery
Medical EquipmentMotor Vehicles & Parts Computer &
Electronic Devices Aerospace Manufacturing Traded Sectors /
Advanced Industries Wednesday, July 15, 2015
15. 81% share of global economic growth occurring outside the
U.S., 2015-2020 The Bulk of Economic Growth Is Occurring Outside
the U.S. Source: World Economic Outlook, International Monetary
Fund, 2015. Wednesday, July 15, 2015
16. Global Metro Population Global Urbanization 29% 1950
Wednesday, July 15, 2015
17. Global Metro Population Global Urbanization 50% 2009
Wednesday, July 15, 2015
18. Global Metro Population Source: UN Department of
Economic-Social Affairs, World Urbanization Prospects, 2011 Global
Urbanization 60% 2030 Wednesday, July 15, 2015
19. Source: UN Department of Economic-Social Affairs, World
Urbanization Prospects, 2011 Global Urbanization 467cities with
over 1 million or more residents in 2010 Wednesday, July 15,
2015
20. Global Middle Class - 2009 | Share of Global Totals
18%North America 36%Europe 28%Asia Pacic Wednesday, July 15,
2015
21. Global Middle Class - 2030 | Share of Global Totals 7%North
America 14%Europe 66%Asia Pacic Source: Kharas and Gertz, The New
Global Middle Class, 2010 Wednesday, July 15, 2015
22. $0 $22,500 $45,000 $67,500 $90,000 2000 2010 2020 2030 2040
2050 Global Middle Class Consumption Billions, 2000-2050 Source:
Homi Kharas, The Emerging Middle Class in Developing Countries,
OECD Development Center, 2010. Wednesday, July 15, 2015
23. 2000 2010 2020 2030 2040 2050 US Mexico Canada EU Japan
Other India China 15% 54% Global Middle Class Consumption Share by
Region, 2000-2050 75% 2% Source: Homi Kharas, The Emerging Middle
Class in Developing Countries, OECD Development Center, 2010.
Wednesday, July 15, 2015
24. Catalyze a shift in economic development policy / practice
to strengthen the global connections and competitiveness of
metropolitan areas, resulting in more sustained growth and
high-quality jobs. GLOBAL CITIES INITIATIVE AJoint Project of
Brookings and JP Morgan Chase Research ExchangeInnovate Wednesday,
July 15, 2015
25. Small and Medium Enterprises Workforce Regional Economic
Development Agencies Chambers of Commerce Schools and Colleges
InfrastructureLarge Corporations Regions Concentrate Unique
Economic Assets and Networks Wednesday, July 15, 2015
26. Venture Capital 94%92% PatentsLand Mass 12% 90% Advanced
Industries Source: Brookings analysis of US Census Bureau, FAA,
BLS, and BEA data Largest Metros Share of U.S. Market Assets
Exports 65% GDP 75% Metro Areas Have the Assets that Drive Global
Competitiveness 65% Population 75% Graduate Degrees 74% Bachelors
Degrees Wednesday, July 15, 2015
27. To Prosper, Metros Must Become More Globally Competitive
and Globally Fluent T h e 1 0 T R A I T S o f G L O B A L LY F L U
E N T M E T R O A R E A S Wednesday, July 15, 2015
28. 1. Leadership with a Worldview 2. Legacy of Global
Orientation 3. Specializations with a Global Reach 4. Adaptability
to Global Dynamics 6. Opportunity and Appeal to the World 7.
International Connectivity 9. Government as Global Enabler 10.
Compelling Global Identity 8. Investment for Strategic Priorities
Greater Global Fluency Drives Competitiveness Global Fluency The
level of understanding, competence, practice and reach that a
region exhibits in an increasingly interconnected world economy.
aware uentoriented 5. Culture of Knowledge and Innovation
Wednesday, July 15, 2015
29. GCI Research Reinforces the Role and Performance of Metros
in the Global Economy Metro North America Global Metro MonitorMetro
Trade Asia-Pacic Metro Monitor, Global Metro Proles Wednesday, July
15, 2015
30. GCI Research Gives Metros Their Starting Point in Knowledge
and Innovation Hidden STEM Economy Patenting Prosperity Advanced
Industries, Foreign Students in U.S. Higher Ed, Skills Gap H-1B:
Search for Skills Wednesday, July 15, 2015
31. GCI Research Gives Metros Their Starting Point in Global
Trade and Connections Global Aviation FDI Monitor Export Monitor
Metro Freight Flows Wednesday, July 15, 2015
32. Metros Leverage Specializations With Global Reach
Sustainability and Electronics Portland Health and Wellness
Minneapolis- St. Paul Agriculture and Bioscience Des Moines
Services and Canada Syracuse Wednesday, July 15, 2015
33. Metros Leverage Specializations With Global Reach
Sustainability and Electronics Portland Wednesday, July 15,
2015
34. Exports Goods Manufactured products or parts produced in a
metro and shipped to a foreign country. Payments made by foreign
companies to distribute lms and other media, software licenses, use
industrial processes, or franchising fees Services Work done by a
metro- based worker on a foreign project, or services purchased in
the U.S. by foreign persons (education, tourism, health) Royalties
Exporters purchase inputs and services from rms in the supply chain
Secondary Wednesday, July 15, 2015
35. Source: U.S. International Trade Commission, 2010, Small
and Medium-Sized Enterprises: Characteristics and Performance Going
Global Pays Off for U.S. Manufacturers and Services Firms Non-
Exporters -7% Exporters 37% SME Manufacturing Firms Revenue Growth
(2005-2009) higher sales than non-exporters 100% higher employment
than non-exporters 70% Business Services Exporters Source: J
Bradford Jensen, Global Trade in Services: Fear, Facts, and
Offshoring, Peterson Institute for International Economics, 2011.
20% higher wages than non-exporters Wednesday, July 15, 2015
36. Source: U.S. Census Bureau, A Prole of U.S. Exporting and
Importing Companies, 2010-2011, 2013. U.S. Firms Fail to Meet
Export Potential 5% of U.S. employer rms export 2012 302,000 Both
Years 199,000 2011 293,000 Many Firms are Not Recurring Exporters
58%of U.S. exporters sell to only one market 60% middle-market U.S.
rms do not export at all 10% revenue of U.S. middle-market
exporters is international source 4% middle-market U.S. rms
currently expanding overseas 3%non-exporting middle-market U.S. rms
that regularly review international options Wednesday, July 15,
2015
37. Pilot Export Metros Wednesday, July 15, 2015
38. Companies fear exporting. Companies lack awareness of
global opportunities and services. Companies are confused by the
fragmented export assistance delivery system. Export promotion
efforts are reactive and not linked to core economic development
strategies, so generate an inadequate pipeline of export-ready
companies. Regional leaders and institutions lack the incentives
and resources to reorient economic strategies to global trade.
Firms Face Market and Institutional Barriers to Exporting
Wednesday, July 15, 2015
39. 3 Metros Have a Critical Role to Play in Exports Increase
the number of export-ready rms through direct relationships
Coordinate federal, state, and local programs Catalyze cultural
shift by mainstreaming exports and trade Metro State Federal
Organize and facilitate trade missions Support and coordinate
metro-level efforts Prioritize exports in state economic strategy
Open new markets through free trade agreements Finance exports
through Ex-Im and SBA Provide on-the-ground expertise in U.S. and
foreign markets Produce export data to inform state and regional
effort Wednesday, July 15, 2015
40. GCI Provides a Process and Tools to Create and Implement an
Export Plan Guides and Framing Papers Exchange Website Research and
Interactives Market Assessment Export Plan Implementation Plan
Policy Memo Wednesday, July 15, 2015
41. 10 Steps to Delivering a Successful Metro Export Plan 1. Go
Metro to Go Global 8. Identify and Promote Policy Priorities3.
Produce a Data-Driven Market Scan 2. Organize for Success 4.
Capture Local Market Insight 5. Champion Exports Now 6. Develop a
Customized Export Plan 7. Prepare for Implementation 9. Track and
Publicize Progress 10. Mainstream Exports Into Economic Development
Wednesday, July 15, 2015
42. 10 Steps to Delivering a Successful Metro Export Plan 1. Go
Metro to Go Global Go Metro to Go Global 8. Identify and Promote
Policy Priorities 3. Produce a Data-Driven Market Scan Market
Assessment Developing the Export Plan Track and Publicize Progress
2. Organize for Success 4. Capture Local Market Insight 5. Champion
Exports Now 6. Develop a Customized Export Plan 7. Prepare for
Implementation 9. Track and Publicize Progress 10. Mainstream
Exports Into Economic Development Wednesday, July 15, 2015
43. Organize for Success City State Federal Business/Civic
Alliance Industry Universities Ports Airports Wednesday, July 15,
2015
44. FederalStateMetro Steering Committee and Core Team Ofce of
the Governor State international trade ofce State economic
development agency State chamber of commerce U.S. Commercial
Service U.S. Small Business Administration Small Business
Development Center (SBDC) Export-Import Bank U.S. Department of
Agriculture Mayors Chambers of commerce Regional economic
development partnership University/business school Air and water
ports World trade center Manufacturing extension program Freight
forwarders Exporting companies Wednesday, July 15, 2015
45. Champion Exports Now: Culture Change Private Sector
Business Local Elected Ofcials Economic Development AgenciesMedia
Nonprots and foundations Wednesday, July 15, 2015
46. Communications Maintain momentum Keep committee engaged and
informed Win over stakeholders Media engagement and understanding
Wednesday, July 15, 2015
47. Market Assessment Doing business in foreign countries
requires a great deal of intelligence. In order to create an
effective business plan and development strategy, you have to
understand the country, and that takes a lot of time. Data Local
market intelligence Reports Wednesday, July 15, 2015
48. Market Assessment: Market Scan Understand your starting
point and potential Identify largest export industries Identify
growing and emerging export industries Identify high potential
foreign target markets Wednesday, July 15, 2015
49. Market Assessment: Capture Local Market Intelligence
Company surveys One-on-one company interviews One-on-one export
services provider interviews Optional: Focus Groups Wednesday, July
15, 2015
50. Develop a Customized Export Plan Rationale for Exports Why
does your metro need a plan? Goal and Objectives What do you want
to achieve and what will you change to get there? Market Assessment
Findings What are the main things you learned from your assessment?
Strategies and Tactics What activities will you do to bring about
the change you want? Ex. Our metros job growth has fallen recently;
diversication of industries Ex. Improve and streamline the export
assistance ecosystem Ex. Raise global engagement of are and small
rms Double number of rms exporting Ex. Companies think the export
assistance ecosystem is fragmented Wednesday, July 15, 2015
51. Performance Measurement and Metrics Matter Track
Implementation Progress Publicize and Show Success Help Gain Buy-In
and Resources Maintains Accountability Prove that the Concept /
Approach Works 1. 2. 3. 4. 5. Wednesday, July 15, 2015
52. Performance Measurement Challenges Focus on having the
right plan, not just the desired soundbite Prove Impact ED Groups
Inuence but dont Control Outcomes Data Limitations Difcult to Know
what Happens after Interaction Wednesday, July 15, 2015
53. Types of Export Metrics Output Indicators Quantitative
Outcomes Qualitative Outcomes Impact Indicators Total Partners
Engaged / Number of New Events, Initiatives Created Number of New
Firms Entering the Export Pipeline / Number of Companies
participating in Trade Missions Integration of Exporting Into
Larger Economic Development Initiatives Total Metro Exports / Metro
Export Intensity Wednesday, July 15, 2015
54. Types of Export Metrics Quantitative Outcomes Qualitative
Outcomes Number of New Firms Entering the Export Service System
Total Demand for Export Services Amount Loaned to Firms by Ex-Im
Use of Regional Export Assets (ports, etc) Participants in Trade
Missions New Sales Contracts Cluster Specic Export Growth New
Export Leads Entering USEAC Wednesday, July 15, 2015
55. Types of Export Metrics Quantitative Outcomes Qualitative
Outcomes Number of New Firms Entering the Export Service System
Total Demand for Export Services Amount Loaned to Firms by Ex-Im
Use of Regional Export Assets (ports, etc) Participants in Trade
Missions New Sales Contracts Cluster Specic Export Growth New
Export Leads Entering USEAC Integration of Global Perspective into
Economic Development Decisions Use of Export Strategies and
Initiatives in Broad Economic Development Plans Increased Media
Coverage for Exports Participation of Business Champions Adoption
of Recommended Export Policies Export Success Anecdotes Wednesday,
July 15, 2015
56. Export Plan Co-Chairs Portland City of Portland Mayors Ofce
Wednesday, July 15, 2015
57. Computers & Electronics Research: 67 percent of regions
total exports Strategy: maintain advantage, boost secondary
exports, ll supply chain gaps Progress: Intel role as co-chair,
Westside Freight Analysis We Build Green Cities Research: Portland
has an international reputation for sustainability Strategy: Brand
and market Portlands global edge in key clusters Progress: Highly
successful trade mission to Japan with four green rms Target
Under-Exporters Research: Company surveys reveal lack of proactive
export strategies Strategy: Provide case management to 10-15
mid-sized under-exporters Progress: Launched pilot program to help
6 rms access new markets Portland Develop a Customized Export Plan
Wednesday, July 15, 2015
58. Categories of Action from Regional Export Strategies
Integration in Core Economic Development Business Retention
Dedicated Lead Generator Activity Coordination New Market
Exploration Industry Sector Targeting Services Emphasis
Metro-to-Metro Trade Partnerships Organizational Change
Customer-Driven versus Service Providers Performance Metric
Alignment Mentoring Technical Expertise Trade Missions / Supply
Chains University Support Student / Faculty Business Engagement
Gateway Market Presence Culture Change Grant Competitions CEO
Partners Global Identity Wednesday, July 15, 2015
59. FDI matters for national and regional economic development
because of some outsized economic contributions Sources: BEA, NSF,
ITA, and Peterson Institute for International Economics Knowledge
Technology Networks One in ve U.S. manufacturing jobs 19 percent of
corporate R&D expenditures 20 percent of all U.S. goods exports
Four times as many workers in advanced industries 22 percent higher
average wages 12 percent of U.S. productivity growth Wednesday,
July 15, 2015
60. Growth in Jobs Under Foreign Ownership Average year,
1991-2011 45% M&A 34% Expansion 21% Greeneld FDI Capital Inows
1992-2008 87% M&A13% Greeneld Source: Brookings, Bureau of
Economic Analysis Mergers and Acquisitions Are the Dominant Form of
FDI Wednesday, July 15, 2015
61. Greeneld Large, export-intensive manufacturing Small to
mid-size locations of large retail rms Mid-sized manufacturing and
services Source: Brookings, FDI in U.S. Metro Areas 1.3% of
foreign-owned establishments have more than 500 employees 75% of
metro areas have less than 10 such establishments. Average size of
greeneld establishment at time of entry: San Diego: 27 employees
Minneapolis: 35 employees Expansions of existing foreign-owned rms
created twice as many jobs as new greeneld from 2001-2011.
Wednesday, July 15, 2015
62. Important source of new capital, transfers skills and
technology to U.S. rms, and opens global distribution channels.
Primary learning for metros: hard to get in front of deals, but BRE
is critical. Acquired in 2007; no job loss and made a global
research hub Maintains manufacturing and R&D facilities in MD
MedImmune Montgomery County, MD Life Sciences San Diego, CA Firms
gain foothold in U.S. market and innovation via M&A Takeda
Pharmaceuticals: grew from 85 to 250 employees, (150 PhDs) Jim Beam
Louisville, KY Doubled size of Makers Mark KY distillery Gained
global distribution channels through Japanese parent Mergers &
Acquisitions Wednesday, July 15, 2015
63. US GCI Exchange - Learning and Action Network Atlanta
Baltimore Charleston Chicago Columbus Des Moines Fresno Greenville-
Spartanburg Houston Indianapolis Jacksonville Kansas City Los
Angeles Louisville- Lexington Milwaukee Minneapolis- St. Paul
Philadelphia Phoenix Portland Sacramento Salt Lake San Antonio San
Diego Seattle St. Louis Syracuse Tampa Bay Wichita Wednesday, July
15, 2015
64. Develop an Integrated Trade Plan Integrate Other Global
Strategies Monitor Progress and Success Connect Metros to Global
Best Practices Support Implementation Through Peer Interaction
Facilitate International Relationships + T h e 1 0 T R A I T S o f
G L O B A L LY F L U E N T M E T R O A R E A S GCI Learning and
Action Network Wednesday, July 15, 2015
65. Exports Are Part of a Comprehensive Economic Development
Strategy GLOBAL ENGAGEMENT Innovative Traded Products &
Services Skills to Support Global Sectors Exports & FDI Freight
& Infrastructure Immigrant Talent/ Cultural Fluency Wednesday,
July 15, 2015
66. Develop an Integrated Export/FDI Plan Integrate Other
Global Strategies Monitor Progress and Success Connect Metros to
Global Best Practices Support Implementation Through Peer
Interaction Facilitate International Relationships GCI Learning and
Action Network Wednesday, July 15, 2015
67. Develop an Integrated Export/FDI Plan Integrate Other
Global Strategies Monitor Progress and Success Connect Metros to
Global Best Practices Support Implementation Through Peer
Interaction Facilitate International Relationships GCI Learning and
Action Network Wednesday, July 15, 2015
68. Develop an Integrated Export/FDI Plan Integrate Other
Global Strategies Monitor Progress and Success Connect Metros to
Global Best Practices Support Implementation Through Peer
Interaction Facilitate International Relationships GCI Learning and
Action Network Wednesday, July 15, 2015
69. Metropolitan Policy Program at BROOKINGS 7 Habits of Highly
Effective Regional Leaders Wednesday, July 15, 2015
70. Value TradeRegion People Networks Outcomes Metropolitan
Policy Program at BROOKINGS AssetsRegion Habit 1: Embrace Regional
Markets and Local Assets 3rdlargest metropolitan economy in the
United States Chicago: 3 states 6 satellite cities 14 counties 554
municipalities Metropolitan Policy Program at BROOKINGS Wednesday,
July 15, 2015
71. ValueTradeRegion People Networks Outcomes Metropolitan
Policy Program at BROOKINGS Systems Habit 2: Increase Trade Michael
Spence, The Evolving Structure of the American Economy, CFR, 2011
Metropolitan Policy Program at BROOKINGS Traded-Sector Job =
Local-Serving Jobs Trade Wednesday, July 15, 2015
72. ValueTradeRegion People Networks Outcomes Metropolitan
Policy Program at BROOKINGS Systems Habit 3: Create Value
Metropolitan Policy Program at BROOKINGS Value TalentTrade
Innovation Governance Infrastructure 15,536 23,158 Source:
Brookings and research partners analysis of NETS data on
inter-metropolitan rm relocations in a large name-withheld midwest
metropolitan area. Impact of Relocating Firms* 2004 2009 $146,488
$127,654 IN OUT IN OUT Move-related Jobs Sales Per Job Wednesday,
July 15, 2015
73. ValueTradeRegion People Networks Outcomes Metropolitan
Policy Program at BROOKINGS Systems Habit 4: Invest In People
Metropolitan Policy Program at BROOKINGS Leaders with longer
perspectives understand that companies cannot thrive for long while
their workers and their communities struggle. -Michael Porter
Unless you have the right skilled people, you are just wasting your
money on technology and equipment. -GE Executive People Wednesday,
July 15, 2015
74. ValueTradeRegion People Networks Outcomes Metropolitan
Policy Program at BROOKINGS Systems Habit 5: Focus on Systems, Not
Silos Metropolitan Policy Program at BROOKINGS Systems Governance
Infrastructure Human Capital Innovation Traded Sectors Prosperity
Wednesday, July 15, 2015
75. ValueTradeRegion People Networks Outcomes Metropolitan
Policy Program at BROOKINGS Systems Habit 6: Build Networks
Government Economy Networks Wednesday, July 15, 2015
76. ValueTradeRegion People Networks Outcomes Metropolitan
Policy Program at BROOKINGS Systems Habit 7: Track Long-Term
Outcomes Outcomes Track What Matters Objective: Put the regional
economy on a path toward sustained improvement in quality growth
and broad-based prosperity. Performance Metrics: Economic Growth
Jobs, Output, Startups Wealth and Income Productivity, Household
Income, Share of Output from Trade Equity and Inclusion Income and
Labor Force Participation by Age, Race/Ethnicity vs. Traditional
Metrics Source: withheld. High performance economic development is
the dedicated pursuit of any objective, no matter what the current
objective may be, coupled with measured progress along the way.
Performance Metrics: website unique visits conversations with
companies that are relocating or expanding jobs announcements
investment announcements jobs created per week Wednesday, July 15,
2015
77. @MarekGootman Marek Gootman 202-797-6294
[email protected] BROOKINGS Director, Strategic Partnerships
and Global Initiatives brookings.edu/about/projects/global-cities
GLOBAL CITIES INITIATIVE AJoint Project of Brookings and JP Morgan
Chase Wednesday, July 15, 2015