The document discusses launching a dashboard to enhance the effectiveness of federal spending on states, regions, and communities. It aims to provide decision makers with better metrics and data to improve investment decisions and see the full impact of spending. The dashboard will aggregate data on over 50 million grants, contracts, and other spending records over the past 7 years to allow for predictive analytics and identify what programs and approaches are most effective at stimulating economic growth. It seeks to measure the local impact of spending and jobs created in a more precise way than traditional employment statistics.

1. Launching
the
pla.orm
for
enhancing
the
effec4veness
and
efficiency
of
federal
spending
on
states,
regions,
and
communi4es
for
job
growth,
compe44veness,
and
ci4zen-­‐centric
response
The
Center
for
State
and
Local
Government
Excellence
The
Consor7um
and
Alliance
Partners
January
2010

3. Why
The
Dashboard?
• Federal,
state,
and
local
governments
have
limited
dollars
to
spend
–
and
need
beBer
trend
data
to
improve
forecas4ng
and
investment
decisions
• What
works
to
s4mulate
economic
growth
in
one
region
or
one
sector
can
vary
in
another
region
–
therefore
examine
differences,
challenges,
and
commonali4es
• Too
oGen
decision
makers
are
behind
the
curve;
beBer
metrics
and
analysis
are
needed
to
see
a
full-­‐vision
of
the
resource
alloca4on
previous
and
current
trends
leading
to
beBer
informed
changes
in
direc4on
• Disaggrega4ng
informa4on,
data,
and
knowledge
to
1,200
geographies
provides
more
significant
assessment
of
impact
and
long-­‐term
growth
poten4al

4. What
Makes
This
Different
from
Other
Efforts
?
• Not
compe44ve
with
Recovery.
Gov
nor
other
White
House
or
Congressional
ini4a4ves,
rather
complimentary
• Leverages
four
na4onal
associa4ons
and
their
networks
of
state,
county,
and
local
elected/appointed
officials
–
and
the
program
managers
in
charge
of
day-­‐to-­‐day
delivery
• Is
a
neutral,
independent
forum
supported
by
Senior
Advisors
with
cri4cal
experience
and
understanding
of
Na4onal
challenges
and
government
solu4ons
• Integrated
solu4on
of
50
million
records
on
grants,
contracts,
procurements,
and
spending
for
the
past
7
years
as
well
as
ARRA
and
future
programs
• Coordinated
engagement,
communica4ons
and
feedback
among
5,000
jurisdic4ons,
ins4tu4ons
and
organiza4ons
to
test
the
data
beyond
the
hypothe4cal
with
real-­‐world
experience

5. Dashboard
Establishes
Local
Metrics…
• Because
of
the
Economic
Advisors
and
Subject
MaBer
Experts,
the
Dashboard
establishes
more
precise
and
accurate
spending
es4mates
on
industry
sectors,
ac4vi4es,
job
crea4on
and
non-­‐labor
categories
of
spending
(healthcare,
etc.)
using
intelligent
language
analysis.
• With
regional
modeling,
es4mates
what
the
cost
per
job
and
the
local
addi4on
to
value
in
each
category
of
jobs
(the
sales
less
labor
and
materials
costs).
• Provides
a
way
to
compare
the
contribu4on
of
jobs
to
the
local
economy
and
the
cost
of
jobs
in
different
locali4es.
These
metrics
can
be
compared
to
tradi4onal
employment
sta4s4cs
(number
of
jobs
by
industry,
average
wage
levels)
to
compare
trends
in
the
local
economy
and
across
locali4es.
…by
Tracking
What
is
Spent
Locally
Using
Federal,
State,
and
Regional
Resources
• Leveraging
several
technical
tools
and
sources,
conduct
the
analysis
to
see
what
investment
stays
in
the
local
economy
(e.g.,
buses
may
be
purchased
outside
of
the
local
community)
• See
how
the
differences
in
where
federal
investments
are
made
and
the
sectors
that
experience
the
most
job
growth

6. Predic7ve
Modeling
• Discover
trends,
paBerns,
anomalies
and
rela4onships
in
all
data
(text
and
codes)
enabling
robust
predic4ve
analy4cs
• Allows
blend
of
text
and
codes
to
be
built
up
and
shared
like
Lego
Blocks
to
enable
various
agencies
to
run
against
their
own
data
• Puts
the
analysts
and
SMEs
in
control
of
analysis
and
thus
creates
flexible
structure
from
chaos
What’s
Working
or
Not?
• The
tool
can
track
the
lag
4me
between
the
4me
of
grant
announcement
to
the
date
that
it
is
spent
locally
• Analy4cs
can
spotlight
agencies
or
regions
that
are
more
efficient
in
geeng
projects
moving
• Descrip4ve
and
predic4ve
capabili4es
can
inform
what
actual
savings
are
achieved

7. The
Tools
for
End-­‐Users
The
Dashboard
has
been
designed
to
provide
the
greatest
breadth
of
end-­‐
user
experience.
To
ensure
that
first-­‐
4me
users
as
well
as
those
returning
to
the
Dashboard
can
easily
move
throughout
the
data-­‐sets,
informa4on
sources,
and
repor4ng
func4onali4es.
End-­‐users
have
several
pathways
to
select
to
obtain
their
answers.
Star4ng
from
selec4ng
their
state,
county,
or
other
jurisdic4on
will
begin
the
process
of
selec4ng
further
the
customized
models,
scenarios
and
examples.
End-­‐users
will
not
have
access
directly
to
the
raw-­‐data
sets,
but
will
have
a
broad
range
of
op4ons
(nearly
35+)
on
which
to
select
for
historical,
current
and
future
report
crea4on.
And
end-­‐
users
along
with
the
Center/
Consor4um
stakeholders
are
welcome
to
suggest
new
metrics
and
measures.

8. Geeng
Started
Dashboard
end-­‐users
are
directed
to
the
Mapping
func4onality
as
a
jump-­‐start
to
their
experience
online.
On
the
Mapping
page,
the
en4re
range
of
exploring
the
data,
reports,
and
materials
comes
to
life.
In
this
instance
and
for
purpose
of
demonstra4on,
we
have
highlighted
Greater
St.
Louis
and
Greater
Toledo
–
two
different
and
unique
economies
and
geographies
facing
economic
challenges
and
recovery
from
divergent
perspec4ves.
For
example,
St.
Louis
with
its
emphasis
on
plant
life
sciences
versus
Toledo’s
automo4ve
and
advanced
materials
emphasis.

10. Four
op4ons
start
the
process
–
the
first
is
around
historical
and
current
obligated
Federal
grants
and
contracts
from
600+
programs
and
gives
the
End-­‐User
a
baseline
on
which
to
define
how
much
funding
has
come
to
their
community,
from
which
agencies
and
sub-­‐agency
programs,
for
what
purposes,
and
who
received
the
dollars.
Other
op4ons
take
End-­‐Users
to
Employment,
Impact
Modeling,
and
the
Scenarios’
pages
and
repor4ng
func4ons.

11. Drilling
into
the
Data
The
Dashboard
data
is
organized
into
three
(3)
sources
–
ARRA
in
later
2008/2009
and
now
2010,
Federal
Obliga4ons
of
non-­‐ARRA
for
the
past
7
years
and
going
forward,
and
then
Local
Spending
(Procurement
and
Contrac4ng)
both
non-­‐ARRA
and
ARRA
related
for
the
past
7
years.
Note
that
each
diagram
has
a
legend
detailing
what
an
End-­‐
User
should
take-­‐away
from
the
informa4on
and
the
report.

12. Drill-­‐Down
Data
Knowledge
By
clicking
onto
a
slice
of
the
previous
pie
chart,
an
End-­‐User
will
be
taken
to
addi4onal
charts
detailing
a
number
of
new
elements
of
knowledge.
In
this
instance,
we
are
looking
at
every
source
of
Transporta4on
and
Infrastructure
coming
into
Toledo
under
the
2009
ARRA
dollars.
It
is
informa4ve
that
transporta4on
and
infrastructure
dollars
can
come
from
several
agencies
that
are
not
oGen
considered
resources
to
a
community,
nor
are
recognized
for
the
role
in
equipment,
facili4es,
and
broadband
related
federal
investments.

13. Under
the
Employment
Tab
End-­‐Users
have
access
to
a
host
of
new
informa4on
on
this
page
and
the
subsequent
data
reports.
On
this
page,
End-­‐Users
can
see
a
variety
of
themes
in
the
right
hand
column
on
which
to
create
their
reports
–
select
a
year,
select
Transporta4on/
Infrastructure
or
other
theme,
select
variables.
In
selec4ng
the
geography
–
the
reports
will
drill-­‐down
to
Coun4es,
Congressional
Districts,
COGs-­‐MPOs,
and
Ci4es.

14. Under
the
employment
op7on,
we
have
modeled
using
REMI,
the
effec7ve
job
crea7on
from
2009
grant
and
contract
investments
in
Federal/Non-­‐ARRA,
ARRA,
and
Local
Procurement.
This
side-­‐by-­‐side
comparison
details
that
compara7ve
analysis
available
throughout
the
Dashboard.

15. By
selec4ng
the
addi4onal
op4ons,
End-­‐Users
can
drill-­‐down
even
further
to
more
data
across
program
or
clusters,
across
several
years,
and
across
job/
employment
related
ac4vi4es
based
on
those
grant
and
contract
programs.

16. Under
Impact
Analysis,
the
End-­‐User
has
op7ons
to
review
various
modeled
outcomes
from
obligated
and
spent
dollars.
One
of
the
unique
aspects
of
the
Dashboard
is
to
see
where
impacts
might
occur
along
the
flow-­‐of-­‐funds
–
and
which
types
of
projects
have
different
impacts
because
of
program
design.
For
instance,
repairing
a
bridge
versus
a
replacement
bridge
requiring
an
environmental
impact
study
before
any
concrete
or
rebar
is
purchased.

17. By
selec7ng
the
Impact
Analysis,
the
End-­‐User
can
visually
see
the
various
model
results
on
job
crea7on,
sectors,
and
sources
of
funding
by
sub-­‐category.
Again
predic7ve
and
comparable
analy7cs
suggests
unique
findings:
how
much
funding
and
employment
is
staying
in
the
region
versus
leaving
to
have
impacts
in
other
locali7es.

18. Federal
funding
in
2009
impacted
beyond
the
direct
employment
in
construc7on.
Other
sectors
and
jobs
were
created
indirectly
in
state
and
local
government,
retail
trade,
and
professional
services
in
Toledo.
This
direct
and
indirect
data
drill-­‐
down
signals
broader
implica7ons
–
are
these
high
wage,
sustainable
jobs?

19. The
value
for
the
End-­‐User
from
the
Dashboard’s
myriad
data,
func7onality,
and
perspec7ve
capabili7es
is
to
assist
with
alignment
and
coordina7on
ques7ons
among
federal,
state,
and
local
interests
so
as
to
ensure
effec7ve
use
of
funds.
Here
local
spending
is
strongly
impac7ng
Energy
whereas
ARRA
and
Non-­‐ARRA
dollars
impacted
Infrastructure
and
Health
Care.

20. Scenario
Seeng
for
Transforming
Economies,
Geographies
and
Ci4zens
The
following
graphics
represent
the
“insigh`ul”
elements
of
the
Dashboard
through
the
iden7fica7on
of
unique
and
powerful
datasets
solving
challenges
among
federal,
state
and
local
interests.
In
addi7on,
the
Scenarios
sec7on
fosters
more
discussion
about
the
impact
of
coordina7on,
alignment,
and
integra7on
of
funding
programs,
metrics,
desired
outcomes.
Star7ng
again
with
the
geography
or
going
directly
to
the
Scenario
sec7on,
the
reports
easily
impress
End-­‐Users
on
debate,
discussion
and
policy
recommenda7ons.
These
Scenario
examples
bring
together
many
disparate
pieces
of
data
and
knowledge
to
tell
a
story
about
the
impacts
of
spending,
investment,
and
collec7ve
resource
alloca7on.

21. Flow
of
Funds
Lag-­‐Time:
what
is
the
7me-­‐gap
between
an
announcement
by
a
Federal
agency
and
the
actual
spending
impact
at
the
local
procurement
levels?
Why
do
we
not
see
job
crea7on
or
new
company
forma7on
faster
with
some
programs
or
even
loca7ons
as
compared
to
other
similar
communi7es
and
regions?
These
types
of
Scenarios
go
beyond
number
coun7ng
and
towards
raising
issues
requiring
aben7on
immediately
if
metrics
and
impacts
are
to
improve.

22. Na4onal,
Regional,
and
Local
Scenario
Outcomes
for
Lag-­‐Time
Challenges
By
assessing
and
analyzing
several
areas
of
spending
from
ARRA
and
non-­‐ARRA
grants
and
contracts
–
based
on
allocated,
adver7sed,
and
awarded
programs
–
into
communi7es
across
the
Na7on,
one
can
see
the
effect
those
dollars
have
had
on
job
crea7on,
spending,
and
direct-­‐indirect
impacts
for
a
set
period
of
7me.
The
gap
in
7me
indicates
that
various
programs
can
take
months
–
and
worse
years
–
to
restart
economic
growth.
The
Center
and
the
Consor7um
will
work
with
leaders
across
the
Na7on
to
capture
even
more
robust
local
informa7on
on
lag-­‐7mes,
public
policies
that
could
be
improved
to
reduce
such
lag-­‐7mes,
and
where
places
in
the
Na7on
have
found
immediate
solu7ons
for
conver7ng
grants
and
contracts
into
payroll
checks
and
purchasing.

23. Bang
for
the
Buck:
End-­‐users
want
to
know
that
the
ARRA
and
non-­‐ARRA
spending
is
crea7ng
bang
for
the
buck
in
job
crea7on
–
and
in
which
sectors
the
cost
per
job
created
can
be
benchmarked
against
average
wage,
against
other
types
of
jobs,
and
against
the
long-­‐term
value
or
benefit
for
economic
growth.
The
Dashboard
includes
data
that
is
modeled
and
assessed
to
produce
snapshots
of
which
jobs
have
greatest
benefit
versus
those
that
might
not
produce
a
strong
local
product
or
por`olio.

24. Na4onal-­‐Regional
Innova4on
Index:
Under
the
Scenario
op7on,
end-­‐users
will
have
an
opportunity
to
explore
how
their
community
par7cipates
in
the
engines
of
economic
innova7on
–
and
thus
how
to
leverage
several
resources,
assets,
and
infrastructure
to
spark
new
products
and
services
for
future
growth.
With
increased
budgets
for
the
Na7onal
Science
Founda7on,
the
Na7onal
Ins7tutes
of
Health,
Departments
of
Energy
and
Defense
on
everything
from
advanced
materials
to
alterna7ve
energy
–
among
other
examples
–
the
Na7on
con7nues
to
seek
specific
results
for
new
knowledge,
intellectual
property
and
ul7mately
jobs
from
academic,
industry,
and
entrepreneurial
pathways.
The
findings
of
the
Innova7on
Index
indicate
the
next
genera7on
of
employment,
revenues,
and
industry
for
community
public
and
private
sector
leaders.

25. Ensuring
the
Workforce
&
Talent
Supply
Chain:
Leveraging
its
REMI
modeling
by
linking
job
crea7on
output
with
Monster.com’s
extensive
datasets
on
local
job-­‐seekers,
The
Dashboard
provides
analysis
of
the
workforce
and
talent
supply
chain
to
define
near-­‐term
gaps
and
long-­‐term
capability
to
sustain
growth
at
state,
county,
and
regional
levels.
A
mismatch
in
the
supply
chain
defines
the
need
to
align
educa7on
and
training
to
meet
demand.

26. Sparking
Learning
and
Leading
Through
the
Online
Dashboard
Community
The
Dashboard
is
organized
to
assist
End-­‐Users
in
Learning
at
a
more
robust
level
what
is
or
is
not
happening
in
their
communi7es
based
on
public
and
private
sector
investments.
The
data
tools
and
func7onality
on
the
data,
knowledge-­‐side
of
the
Dashboard
is
flexible
for
mul7ple
interests
and
experiences
to
share
their
own
findings,
ideas
and
to
ask
vital
ques7ons
to
thousands
of
other
interested
par7es.
Where
the
Dashboard
becomes
a
necessary
pla`orm
for
Leading
is
through
the
“Community”
page
and
its
Knowledge
Portal,
Calendar
and
Events,
and
on-­‐going
hosted
blogs
for
connec7ng
5,000
jurisdic7ons,
ins7tu7ons,
organiza7ons
for
improving
the
Na7on’s
results
in
economic,
compe77veness,
and
ci7zen-­‐centric
metrics.

27. End-­‐Users
are
never
lef
to
fumble
through
the
Dashboard
–
and
therefore
the
Center,
Consor7um
and
Technical
Team
have
designed
forums,
training
webinars,
reports,
and
other
informa7on
sources
to
minimize
fear
of
u7liza7on,
stretching
the
value
of
the
resources,
and
to
constantly
make
the
case
for
the
return
on
invested
7me
in
the
Dashboard
products
and
services.

28. Art
of
the
Possible:
•
Disaggregated
1,200
jurisdic4ons
rolled-­‐up
to
regional
and
na4onal
perspec4ves
•
Forecast
Future
Impact
of
New
Dollars
against
Historical
and
Current
‘Bang
for
The
Buck”
Scenarios
–
addi4onal
DOT/Infrastructure
Investment,
Small
Business
and
Entrepreneurial
Programs,
Health-­‐Care
Ini4a4ves,
etc.
•
Intelligent
Resource
Alloca4on
Assessments
–
Coordina4on
of
Federal-­‐State-­‐Local
Public
AND
Private
Dollars
–
where
reduc4ons
in
one
investment
source
leverage
other
sources
•
Cost
Per
Job
Crea4on
Accuracy
Check
–
Labor
vs.
Equipment/Materials
(Direct
and
Indirect)
•
Revenue
AND
Spending
Rela4onships
in
Cri4cal
Areas
of
Economic
Compe44veness
•
Other
Op4ons
and
Needs?

29. For
addi4onal
background,
discussion,
and
a
live
demonstra4on
of
The
Na4onal
Dashboard,
please
contact:
Ms.
Elizabeth
Kellar
Center
for
State
and
Local
Government
Excellence
l
777
N.
Capitol
Street
NE
l
Suite
500
l
Washington
DC
20002
202
682
6100
l
Fax
202
962
3604
l
ekellar@slge.org
Mr.
Richard
Seline
Na7onal
Regional
Data
Consor7um
LLC
1250
24th
Street
NW
l
Suite
300
l
Washington
DC
20037
202
466
0566
l
rseline@data-­‐consor7um.com