Des Moines Area Metropolitan Planning Organization Mobility Matters Workshop November 5, 2010

1. Des Moines Area Metropolitan Planning Organization Mobility Matters Workshop November 5, 2010 Barry Griswell � set the stageBarry Griswell � set the stage

2. JayJay

3. The Time is Right for Capital Crossroads �The future ain�t what it used to be.� Yogi Berra, Former New York Yankees Catcher Jay. Crossroads � need a roadmap to lead to the future Capitalize on the crossing of 80/35 Capitalize on the joining of our various capitals into one strategic vision and plan social capital human capital environmental capital financial capital educational capital regional capitalJay. Crossroads � need a roadmap to lead to the future Capitalize on the crossing of 80/35 Capitalize on the joining of our various capitals into one strategic vision and plan social capital human capital environmental capital financial capital educational capital regional capital

4. Why is visioning important? Visioning allows a community to identify its most valuable assets and its top future opportunities. It encourages a local dialogue about strengths, weaknesses, opportunities and challenges. It can bring constituencies together in new and powerful ways. One-on-one interviews, focus groups, comparative data. Before you can market your product, you need to know what defines that product and the �story� to tell about it. Where is your community headed and how do you plan to get there? A Vision Statement becomes the beacon that guides all future actions. Kristi. Visioning will define the Greater Des Moines� community �product� � the interrelated complement of economic, workforce and community assets that makes the region one of the nation�s most dynamic mid-sized metros � but this must be taken to the �next level� if Greater Des Moines is to remain a star performer. This visioning exercise will define what this �next level� represents.Kristi. Visioning will define the Greater Des Moines� community �product� � the interrelated complement of economic, workforce and community assets that makes the region one of the nation�s most dynamic mid-sized metros � but this must be taken to the �next level� if Greater Des Moines is to remain a star performer. This visioning exercise will define what this �next level� represents.

5. How is visioning done? Process must be holistic, comprehensive, inclusive and objective. Quantitative findings underpin qualitative conclusions. Strategic actions focus on identified opportunities and challenges. Outcome includes Implementation Action Plan, �operational document� with year one, two, three, four and five priorities. Must be the REGION�S plan, not the Partnership�s or Foundation�s or any other single entity. Implementation guidelines provide the �how� to the strategy�s �what�. What do you do first, second, third, etc.? Do you have the resources necessary to be successful? Are partnerships in place that will enable you to effectively implement the strategy? KristiKristi

6. Objectives Development of a visionary roadmap for future growth and development. A diverse economy High-wage jobs Rising incomes and spending power Effective human services Vibrant arts and culture An opportunity for more effective local and regional partnerships. Potentially enhanced resources for economic and community development. Jay.Jay.

7. Market Street Services, Inc. Des Moines based project manager Founded in 1997 as alternative to traditional economic development firms Nation�s largest independent firm dedicated solely to this work. Excels in economic analysis and helping communities create strategies for success Market Street�s commitment is to a definition of economic development that, at its core, is about personal wealth creation for all citizens and building better communities. Kristi. Market Street has a singular focus on helping communities, regions and states develop shared visions and to identify the means by which they can achieve long-term economic success and community well-being. MaKristi. Market Street has a singular focus on helping communities, regions and states develop shared visions and to identify the means by which they can achieve long-term economic success and community well-being. Ma

8. Since 1997, Market Street has worked in more than 100 communities and 28 states, including: Austin, Texas Bismarck/Mandan, North Dakota Coachella Valley, California Greenville, South Carolina Jefferson City, Missouri Hampton Roads, Virginia Kannapolis, North Carolina Jacksonville, Florida Little Rock, Arkansas Memphis, Tennessee Montgomery, Alabama Nashville, Tennessee Palm Beach County, Florida Sioux Falls, South Dakota Waco, Texas Tulsa, Oklahoma At the State level, in: Alabama Florida Georgia Indiana North Carolina West Virginia Wyoming Kristi KnousKristi Knous

9. Des Moines Project Manager Alex Pearlstein Director of Projects Based in Des Moines since July 2009 Economic development and visioning strategies Sioux Falls, SD; Murray County, GA; Springfield, MO; Bismarck-Mandan, ND; Coachella Valley (Palm Springs), CA: Tulsa, OK; Albany, GA; Austin, TX (x2); Rome, GA; Gwinnett County, GA; Waco, TX; Arlington, TX; Martinsville, VA (x2); Halifax County, VA; Memphis, TN; Dothan, AL; Hopkinsville, KY (x2); Vance County, NC; Palm Beach County, Florida Target industry strategies Richmond, VA; Round Rock, TX; St. Louis, MO Workforce strategies Coastal Workforce Services (Savannah, GA); Cameron Works (Brownsville, TX) Organizational strategies Upstate Alliance (Greenville), SC; Hampton Roads, VA Kristi. Team Leader and Project Manager for the project. Has facilitated economic, community, workforce and organizational development projects in 14 states and currently serves as an advisor onall of Market Street�s active projects. He has experience bringing multiple counties to the table to develop a shared vision. Market Street has assembled an outstanding team to assist in this project including: Mac Holladay, the CEO of Market Street, Ellen Anderson, director of research NextGen Consulting Avalanche Consulting � Marketing Analysis and Recommendations Jesse White � Community Capacity and Social CapitalKristi. Team Leader and Project Manager for the project. Has facilitated economic, community, workforce and organizational development projects in 14 states and currently serves as an advisor onall of Market Street�s active projects. He has experience bringing multiple counties to the table to develop a shared vision. Market Street has assembled an outstanding team to assist in this project including: Mac Holladay, the CEO of Market Street, Ellen Anderson, director of research NextGen Consulting Avalanche Consulting � Marketing Analysis and Recommendations Jesse White � Community Capacity and Social Capital

10. Strategic Visioning Leadership Tri Chairs Hon. Angela Connolly, Polk County Supervisor Cara Heiden, Wells Fargo Home Mortgage J. Barry Griswell, Community Foundation Kristi. Constituencies civic leaders, educational leaders, business leaders (small and large), social service and nonprofit leaders, agriculture representatives; environmental representatives, arts and cultural leaders, etc. 50-mile labor shed � Des Moines (Polk, Dallas, Warren, Madison, and Guthrie Counties) MSA, Ames (Story County) MSA, Newton, Pella, Marshalltown and Boone. We will refer to this as Central Iowa or the Capital Region.Kristi. Constituencies civic leaders, educational leaders, business leaders (small and large), social service and nonprofit leaders, agriculture representatives; environmental representatives, arts and cultural leaders, etc. 50-mile labor shed � Des Moines (Polk, Dallas, Warren, Madison, and Guthrie Counties) MSA, Ames (Story County) MSA, Newton, Pella, Marshalltown and Boone. We will refer to this as Central Iowa or the Capital Region.

11. Steering Committee Ako Abdul Samaad, State RepresentativeMayor Charles (Chaz) Allen, Jasper CountyMayor Bob Andeweg, MAC ChairJudy Bradshaw, Chief of Des Moines Police John Byrd, Simpson CollegeTeree Caldwell-Johnson, Community Foundation of Greater Des MoinesJeff Chelesvig, Civic Center of Greater Des MoinesShannon Cofield, United Way of Central IowaMayor Frank Cownie/Rick Clark, City of Des MoinesMary Cownie, Goldfinch StrategiesEric Crowell/Sid Ramsey, Iowa Health SystemDan Culhane, Ames ChamberPresident Rob Denson/ Dr. Mary Chapman, DMACCGreg Edwards, Greater Des Moines Convention & Visitors BureauBill Fehrman/Kathryn Kunert, MidAmerican EnergyPresident Gregory Geoffroy/Tahira Hira, ISUPaul Gregorie, Emerson Process Mgmt/Fisher Div.Pat Hagan, Fareway Food StoresNeil Hamilton, Drake UniversityPresident Kent Henning, Grand View UniversityLaura Hollingsworth, The Des Moines RegisterFred Hubbell, Community Foundation of Greater Des MoinesMD Isley, Bravo Greater Des MoinesSteve Lacy/Art Slusark, Meredith CorporationBrian Laurenzo, Bravo Greater Des Moines Zachary Mannheimer, Des Moines Social Club President David Maxwell, Drake University Christopher McDonald, Iowa Asian AllianceIsaiah McGee, African American Business AssociationJeff Nolan, Madison CountyGary Palmer, Prairie MeadowsSuku Radia, Bankers TrustScott Raecker, State RepresentativeMayor Ruth Randleman, Warren CountyChristian Renaud, Des MoinesBob Riley, Feed Energy CompanyNannette Rodriguez, ALIANZAAmedeo Rossi, Des Moines Music CoalitionNancy Sebring, Des Moines Public SchoolsRoger Underwood, AmesTom Urban, Des MoinesMayor Steve Van Oort, MIALGDavid Vellinga, Mercy Medical CenterBob Vermeer, Vermeer ManufacturingWendy Waugaman, Iowa Federation of InsurersDavid Wilkerson, Waukee Public SchoolsMartha Willits, Greater Des Moines PartnershipConnie Wimer, Business PublicationsLarry Zimpleman/Mary O�Keefe, The Principal Financial GroupSteve Zumbach, Belin McCormick Law KristiKristi

12. Partnership with Iowa State University Partnership with Iowa State University Steering Committee Research and Data Focus groups Student involvement Jay.Jay.

13. Geographic Region Strategy will focus on Greater Des Moines but acknowledge key competitive issues and opportunities impacted by the Central Iowa geography Jay.Jay.

14. Strategic Visioning Structure Comprehensive public input Competitive Capacity Assessment Holistic strategic plan Actionable implementation plan Kristi 35-40 one-on-one interviews 15 focus groups by Market Street 15 focus groups by Iowa State Extension Young Professionals, Workforce Development, Higher Education, Healthcare, Economic Developers, Innovation and technology, Large employers, Financial services, elected/appointed officials Iowa State University, Media, Ag-Tech, Small Business, Social services, Minority leadership, downtown development, college students, high school seniors, regional employers, regional governance/planning Online survey Community meetings � at least two community leadership meetings for 200 people Comparative data � State, United States and three competitive communities Market analysis and recommendations NextGen recommendations Holistic strategic plan Actionable implementation including priorities, budgets and recommendations for how to proceedKristi 35-40 one-on-one interviews 15 focus groups by Market Street 15 focus groups by Iowa State Extension Young Professionals, Workforce Development, Higher Education, Healthcare, Economic Developers, Innovation and technology, Large employers, Financial services, elected/appointed officials Iowa State University, Media, Ag-Tech, Small Business, Social services, Minority leadership, downtown development, college students, high school seniors, regional employers, regional governance/planning Online survey Community meetings � at least two community leadership meetings for 200 people Comparative data � State, United States and three competitive communities Market analysis and recommendations NextGen recommendations Holistic strategic plan Actionable implementation including priorities, budgets and recommendations for how to proceed

15. Scope of Work KristiKristi

16. Competitive Capacity Assessment Analyzes Greater Des Moines and Central Iowa�s competitiveness as a place for business and talent Research indicators reflect those from a typical site selection process What issues, challenges, constraints and opportunities affect your community �product�? Public input informs and supports the quantitative research Jay. Helps dispel myths and misconceptions Example: In the Piedmont Triad, we found that their unemployment rates had decreased, but their labor force participation rate was pretty low � an indication that people had lost confidence in the job market and stopped looking for work. Example: The general perception was that Austin was a high tech (services) city and that they had a diversified economy. In reality, their strengths were in chip manufacturing and Dell Computers was responsible for 10% of Austin�s export sector jobs and � to 1/3 of export sector earnings.Jay. Helps dispel myths and misconceptions Example: In the Piedmont Triad, we found that their unemployment rates had decreased, but their labor force participation rate was pretty low � an indication that people had lost confidence in the job market and stopped looking for work. Example: The general perception was that Austin was a high tech (services) city and that they had a diversified economy. In reality, their strengths were in chip manufacturing and Dell Computers was responsible for 10% of Austin�s export sector jobs and � to 1/3 of export sector earnings.

17. Assessing Competitiveness for Success People Population dynamics Socio-economic health of adults and children Workforce competitiveness, educational performance and training capacity Prosperity Economic structure Labor market dynamics Business climate (regulations and permitting, taxes/incentives, cost) Innovation and entrepreneurship Place Physical and communications infrastructure Livability (including cost of living, transportation, public safety, housing market) Recreational amenities and public health Environment Arts and cultural amenities Civic engagement Jay ByersJay Byers

18. Stakeholder Input Process Qualitative information gathering Complements data research and builds local consensus on key issues and solutions Input sessions are ongoing through November and early December 50 one-on-one interviews 30 focus groups Iowa State conducting 15 of the focus groups as an in-kind contribution to the Capital Crossroads project Community Meetings Online survey and Web Site Kristi. Extensive input process � lots of interviews and focus groups Focus groups of similar constituents Online survey for widespread input Kristi. Extensive input process � lots of interviews and focus groups Focus groups of similar constituents Online survey for widespread input

19. Target Cluster and Marketing Analysis Reviews business location/expansion decision factors Confirms existing � and analyzes emerging � targets Recommends key targets for Greater Des Moines to pursue Marketing analysis Jay. We have a set of criteria to determine best targets � not just based on existing strengths (ex: shrinking furniture and textile industries in Piedmont Triad) Jay. We have a set of criteria to determine best targets � not just based on existing strengths (ex: shrinking furniture and textile industries in Piedmont Triad)

20. Capital Crossroads strategy Focus is on taking community to the next level of competitiveness Culmination of all prior research components Recommendation of goals, objectives, and action steps to prioritize future Greater Des Moines and Central Iowa investments for the coming five-year period References best practices and provides benchmarks and performance measures Jay. Benchmarks and performance measures provide ways to track progress. We develop them with the guidance of the steering committee. Jay. Benchmarks and performance measures provide ways to track progress. We develop them with the guidance of the steering committee.

21. Sustainable Communities Regional Planning Grant JayJay

22. Implementation Plan Critical to the success of the Capital Crossroads strategy Key components: Identification of lead and support implementation entities Program assessments and recommended enhancements Funding allocation analysis and recommendations Action timelines for implementation developed for each program year Discussion of new and/or enhanced partnerships necessary for effective implementation Kristi. Implementation plans helps set priorities for working on parts of the strategy. It�s when the �rubber meets the road� Don�t want the strategy to just sit there. As the economy changes, priorities might change and you should revisit the strategy on a regular basis to see how to adjust to changing conditions.Kristi. Implementation plans helps set priorities for working on parts of the strategy. It�s when the �rubber meets the road� Don�t want the strategy to just sit there. As the economy changes, priorities might change and you should revisit the strategy on a regular basis to see how to adjust to changing conditions.

23. Key Questions How can the Capital Crossroads region�s growth be most sustainable? What will that growth look like, and where/how will it be focused? How big is too big? Is there such a thing as �too big�? How can the Capital Crossroads area grow, but retain the qualities that people cherish about the region? What employment sectors will drive the regional economy and how can they best be supported? Does the regional training �pipeline� effectively prepare students and adults for locally available, high-value jobs? What could be the transformative projects/efforts that really move the region forward in the coming years? How can quality of life continue to play a key role in the region�s growth? Can it be enhanced even more? Kristi.Kristi.

24. Capital CrossroadsA vision for Des Moines & Central Iowa �Rather than a world in which places compete for business (and people follow), we will increasingly live in a world where places compete for people (and businesses follow).� �The Young and Restless in a Knowledge Economy,� CEOs for Cities KristiKristi

25. Questions? Q&AQ&A