Leadership for Greater Detroit

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Leadership for Greater Detroits Economic Growth
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Agenda
Our Situation
Transforming the Region
Transforming Detroit
Improving Our Competitiveness
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Who We Are

• PRIVATELY-FINANCED, NON-PROFIT
• Founded in 1970
• MEMBERSHIP
• Exclusively composed of chief executive officers
  of the leading corporations and universities of
  southeast Michigan
• Provide 350,000 Jobs
• Serve 130,000 Students
• Generate 1 Trillion Revenue
• ACCOMPLISHMENTS
• Renaissance Center
• Stimulated 1 Billion in New Investment

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A Region in the Heart of North America
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Surrounded by Freshwater
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Business Viewpoint of the D

• Flat world More choices
• Site selection is a process of elimination

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Talent Viewpoint of the D

• Detroit ranked least desirable by 15 regions
• Detroit ranks ourselves even less desirable

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Liabilities of the D

• Slow aging population growth
• Average education attainment
• High labor costs, benefits, union rates
• High total cost of business
• Unfriendly regulatory environment
• Perception of crime

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A Region with a History of Challenges

• Geo-political division
• Racial divisions
• Procurement-based growth
• Entitlement mindset
• Legacy leadership

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Assets of the D

• Big metro region
• Big market workforce pool
• Still the center of the automotive industry a
  globally growing sector
• Engineering base
• A world-class airport with 25,000 acres of
  under-developed land in an era of exponential
  growth of transport logistics

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Assets of the D

• 5th greatest concentration of creative economy
  workers in US
• Strong higher education system
• Under-appreciated quality of life
• and assets

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Period of Transformation

• Realization we must help ourselves
• No help coming from federal or state governments
• Auto labor agreements
• Unprecedented level of collaboration, but still
  in its infancy
• One D

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Transforming the Region

• The Road to Renaissance
• Regions first economic development strategy
• Plan for the region, not an organization
• Facilitated by Renaissance, led by community
• Based on facts and community input
• Benchmarked 6 regions
• Analyzed workforce business strengths
• Reviewed 15 previous studies
• 650 people/500 organizations
• Action-oriented 3 Year Focus

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Road to Renaissance Priorities
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Road to Renaissance
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Mobility
NEW MARKETS
IMPROVED COMPETITIVENESS
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Aerotropolis Logistics
BENCHMARKING
MASTERDEVELOPMENT PLAN
BUSINESS ATTRACTION STRATEGY
MARKETING PLAN
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Creative Community
ASSET MAP/ WEB SITE
CREATIVE INDUSTRIES NODE
POSSIBLE NODES ALONG THE CORRIDOR
BUSINESSACCELERATOR
ARTS CULTURE NODE
ENTERTAINMENT NODE
BUSINESS ATTRACTION STRATEGY
MUSIC NODE
MARKETING PLAN
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Entrepreneurship
REGIONAL INNOVATION NETWORK
EXISTING
NEW
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Entrepreneurship
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Talent
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Promote and Communicate
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Summary
2010
2009
2008
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Community Leadership
A new model of distributed leadership that can
serve as a model - Ford Foundation
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Transforming Detroit
IDENTIFY PRIORITIES SUPPORT FRONT-LINE ORGANIZAT
ONS
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Building the Next Detroit

• Promote Communicate
• Talent
• Entrepreneurism
• Creative Community

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Improve Competitiveness
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Improve Competitiveness

• State tax structure that reflects total costs
  of doing business
• Structural reforms to achieve a sustainable state
  budget
• Collaborative vs. adversarial regulatory system
• Prioritize state investments on higher education,
  public infrastructure and urban redevelopment

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The Road to Renaissance
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What You Can Do

• How do you react when travelling?
• How do you talk with your friends and associates?
• When was the last time you spent time downtown?
• Do you ask your elected officials to embrace
  regional solutions and challenge them when they
  dont?
• Do you encourage your children to advance their
  education?