Ben Wright, Atlas CEO & Guillermo Mazier, Atlas’ Director of Strategic Accounts, cover the latest theories, metrics and best practices to prove that economic development makes a difference for communities.
4. About Atlas
Atlas Advertising helps economic developers reach national and international prospect and site selection
audiences. We deliver branding, website development, GIS mapping, research, social media, and creative
services professionally and with a staff experienced in economic development. Unlike firms with little or no
economic development experience, Atlas Advertising uses a proven mix of economic development marketing
tactics that generate interest from site selection audiences.
Atlas Advertising is led by a former economic development practitioner and has worked with 140+ different
economic development clients in 43+ states. Our approach and experience means that our campaigns
generate an average of three to ten times the response of other campaigns.
Featured clients include:
5. View the slides, continue the dialogue
• Continue the Conversation:
– Follow us on Twitter:
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#ASKATLAS
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www.slideshare.com/wright0405
6. Outline
1. Introductions
2. Metrics Context – The Trouble with Metrics
3. 3 Organizations That are Succeeding with Metrics
4. 3 Things That Organizations Can do More of
5. Metrics Case Study: Southwest Michigan First
6. ED 101 for your board
7. Wrap up/Questions
7. That which is measured
improves.
That which is measured
and reported
improves exponentially.
Karl Pearson
8. Metrics Context
Over 50% of EDOs
Don’t TRACK
their performance
80% of “Non Trackers” have
considered metrics at one
point
Most widely used metrics:
Jobs, Capital Investment, Tax Base, Personal Income
300menu of metrics
provided by the
IEDC
Nearly 2/3rds of EDO’s
evaluate their
performance
9. Lack of
accurate
data
The Challenges of Metrics
No
Standardized
reporting
system
Pressure to
show big
wins
Our board
misinterprets the
data
If we live by just jobs,
do we die by jobs
Time to report
data
11. Need More Funding? Why Not Use Metrics?
“As with many other large corporations, we believe we have a
responsibility to a wide scope of stakeholders—to invigorate the
economy and address significant social and environmental problems in
the communities where we live and work. And as one of the largest
financial services companies in the world, we feel uniquely positioned to
deliver on this responsibility: to use our strength, global reach, expertise
and access to capital to support our clients and communities and invest
in them.”
Amy Bell, Executive Director and Head of Principal
Investments for J.P. Morgan’s Social Finance business unit.
12. Biggest Trend and Need for Metrics –
Impact Investing
3 Things Chase Invests in and has metrics for:
1. Education = Test scores
2. The Arts = Engagement, memberships, visits
3. Economic Development = NONE
13. Nashville Organizations are Adapting to Today’s Competitive
Landscape: Recruiting Workforce
Greater MSP - Organizations are Setting Big, Hairy,
Audacious Goals
Columbus 2020 - Organizations are Exhibiting an “If Not Us, Then
Who” Mentality
3 Organizations that are succeeding with
Metrics
14. WE ARE SETTING A BOLD COURSE
1) Return our rate of job growth to be above national average
2) Job growth to meet or exceed peer competitor regions
3) Provide significant ROI for investors
15
15. A TOTAL INCREASE OF 100,000 NEW JOBS
2012 2016
100,000 new jobs
Margin of excellence
Projected regional job growth
25% Margin
of
Excellence
22. Economic Developers are Slow to Adopt Digital Tactics
There is Too Much Discussion About Whether or Not
Economic Developers are Essential
The Spread Between High Performing and Low
Performing Organizations is Staggering
23. 200+
146
175
C
sh
Average number of
conversations per organization
in the last 12 months
$
234 Average capital investment per
community in the last 12 months
W
1,293
15
Average jobs announced per
organization, last 12 months
Va
nu
ng Economics
DEVELOPMENT ORGANIZATIONS
200+
175
Communities
shared their data
Website visits per conversation
Fact about digital economic
development:
24.
25. Budget Level
LOW JOBS
ANNOUNCED, 2012
HIGH JOBS
ANNOUNCED, 2012
Under $100,000 20 243
$100,000 to $249,000 2 1,500
$250,000 to $499,000 5 5,000
$500,000 to $999,000 4 4,283
$1,000,000 to
$2,500,000
35 8,000
Over $2,500,000 6 16,835
Source: Atlas Report - Why Metrics Matter, 2013
Average
difference:
978x
26. A Case Study on Metrics:
Southwest
Michigan First
"The person who says it cannot be done should not
interrupt the person doing it.”
- Chinese Proverb
Tim Terrentine, Vice President
28. Governor Snyder’s
statewide initiative in 2011 to
provide more access to capital,
assistance for existing
companies and program
development joined the seven
counties of Southwest
Michigan together.
Southwest Michigan First
engaged with more than 1,000
leaders to elevate economic
development in our region and
help determine our strategy.
Why are we here?
29. Who are we as a region?
778,384 People
Source: U.S. Census Annual Estimates, 2011
30. Who are we as a region?
Source: Michigan Department of Labor and Economic Growth, July 2013, Unemployment – Not Seasonally Adjusted
343,074 Jobs
31. Who are we as a region?
Source: National Center for Education Statistics | Integrated Postsecondary Education Data System, Fall 2012
56,421 College Students
32. Who are we as a region?
Source: U.S. Department of Commerce, U.S. Census Bureau, Private Non-Farm Establishments, 2011
15,875 Companies
33. Who are we as a region?
Source: Individual County Data
186 Cities, Townships & Villages
34. Who are we as a region?
74 School Districts
Source: Michigan Department of Technology, Management & Budget,
Michigan School Districts and Intermediate School Districts Map
35. Who are we as a region?
19 Economic Development Groups
Source: Individual County Data
36. Who are we as a region?
7 Counties
Source: State of Michigan Map
37. Who are we as a region?
5 Community Colleges
Source: National Center for Education Statistics | Integrated Postsecondary Education Data System, Fall 2012
38. Who are we as a region?
3 Private Colleges & Universities
Source: National Center for Education Statistics | Integrated Postsecondary Education Data System, Fall 2012
39. Who are we as a region?
1 Research University
Source: National Center for Education Statistics | Integrated Postsecondary Education Data System, Fall 2012
40. q Commitment (Follow the why)
q Conviction (Core and enabling)
q Context (Short term, long term)
q Consistency in Capturing
– W.E. Upjohn Institute Relationship
q Communication
– Different strokes for different folks
Building a culture of accountability requires:
√
√
√
√
√
48. REGIONAL 2022 GOALS | snapshot scorecard
Business
Growth
Vital Urban
Cores
Capital
Formation
Education
Local
Government
Unemployment
People
New & Accelerated Companies
New Jobs
Household Income
New Capital Growth
Urban Anchor Projects
Urban New Investment
Residents in Urban Cores
Earning $50,000+
Annual Internships
Number of College Grad Citizens
Top 10 Governments Achieve
Financial Stability
Community Satisfaction
Bureau of Labor Statistics
U.S. Census
Southwest Michigan
Partners
Bureau of Labor Statistics
American Community
Survey
Southwest Michigan First
Southwest Michigan First
Southwest Michigan First
American Community
Survey
Southwest Michigan First
American Community
Survey
Plante Moran
Gallup-Healthways
Well-Being Index,
State of Well-Being,
2011
5.2%
850,000
100
47,767
$62,520
$500,000,000
8
$200,000,000
60%
2,000
Top 100
TBA
Top 20%
7.8% (10/13)
778,384
83
10,540*
$45,005
$35,046,500
2
$30,500,000
32%
45
#216
TBA
Top 40%
9.2% (12/11)
778,384
46
-2,276
$45,005
$30,846,500
0
$0
32%
45
#216
TBA
Top 40%
01.01.2013 11.30.2013 2022 Goal Source
49.
50.
51.
52.
53.
54. The greatest force for change is a job
6,244 direct jobs
9,336 indirect jobs
15,560 total jobs
$1.17 billion
in new investment
159
2012+2013
announcements
60. ECONOMIC DEVELOPMENT 101 - FREE DRAWING
1. How to use metrics to lead and educate others in your community
2. How to use modern commuications to engage stakeholders and
prospects
61. Question for Tim: Whats the
conversation like with your
board when you are behind
with your metrics?
62. Question for Tim: Why did
you initiate a metrics
program in the first place?
66. Thank you!
Contact information:
1128 Grant St
Denver, CO 80203
Contact: Guillermo Mazier
t: 303.292.3300 x 232
Guillermom@Atlas-Advertising.com
www.Atlas-Advertising.com
LinkedIn Profile | LinkedIn Group | Twitter | Blog | Slidespace
Notes de l'éditeur
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.
Step one was understanding who we are collectively. Step two was acknowledgement of ourselves as a region.
Step three was accepting that we are part of a group.
Step four is moving together as one.