presentation for public meeting 1-19-2011
TRANSCRIPT
-
7/29/2019 Presentation for Public Meeting 1-19-2011
1/54
Competitive Capacity Assessment
January 19, 2011
-
7/29/2019 Presentation for Public Meeting 1-19-2011
2/54
Presented By
Alex Pearlstein, Director of Projects Ellen Anderson, Director of Research
Community Leadership Meeting
-
7/29/2019 Presentation for Public Meeting 1-19-2011
3/54
Economic context
Market Street Services
Capital Crossroads process
Competitive Capacity Assessment
Next Steps
Agenda
-
7/29/2019 Presentation for Public Meeting 1-19-2011
4/54
Economic Context
-
7/29/2019 Presentation for Public Meeting 1-19-2011
5/54
The Great Recession: Dec 07 Jan 10
Total jobs lost
during this time:
8.35 mill ion
Source: Bureau of Labor Statistics, seasonally adjusted
By January 2010,14.8 million wereunemployed and 9.3
million were workingpart time, wantingfull-time work.
-
7/29/2019 Presentation for Public Meeting 1-19-2011
6/54
The 2000s
This was the first business cycle where a working-agehousehold ended up worse at the end of it than thebeginning, and this in spite of substantial growth in
productivity, which should have been able to improveeveryone's well-being.
Lawrence Mishel
Economic Policy Institute
Washington Post
January 2, 2010
-
7/29/2019 Presentation for Public Meeting 1-19-2011
7/54
1. The decade of 2000 2009 was JOBLESS. While we gained 27 million newresidents, we lost 985,000 jobs.
2. Three in 10 unemployed Americans were out of work for 27 weeks or more at theend of the recession. That number has since climbed to 4 in 10, the highest sincethe measure's creation in 1948.
3. The civilian labor force shrunk by 1.5 million people - a record since World War II.
4. Total loans at FDIC banks dropped 7.4 percent in 2009 - the largest drop in 67
years.
5. The Standard & Poors Index (including dividends) from 2000 through 2009 was -
9%: a greater loss than the 1930s.
The Great Recession Has Left Us
Source: The Economist; Bureau of Labor Statistics; Atlanta Federal Reserve
-
7/29/2019 Presentation for Public Meeting 1-19-2011
8/54
6. Number of homes where the mortgage exceeded the value: 1 in 4.
7. 70 banks failed during the recession, an additional 234 banks have failed since then.
8. Companies with fewer than 50 employees accounted for 41 percent of the total job lossin the great recession. That number is five times its share compared to the 2001
recession.
9. Household debt has declined 3.8 percent from its peak in July 2008 through October2009. This is the largest decline since 1943.
The Great Recession Has Left Us
Source: The Economist; Bureau of Labor Statistics; Atlanta Federal Reserve
-
7/29/2019 Presentation for Public Meeting 1-19-2011
9/54
Household Net Worth 19812010
Source: United States Census Bureau, Moodys Economy.com
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
$550,000
$600,000
$650,000
$700,000
AverageNetWorth ofHouseholdsand NonProfits,UnitedStates(AdjustedforInflation,2010dollars)
=NationalRecession
23.5%Q1'07 Q4'09
-
7/29/2019 Presentation for Public Meeting 1-19-2011
10/54
Families in Need
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
PercentageofHouseholdsReceivingFoodStampsSource:FoodandDrugAdministration;Moody'sEconomy.com
KeyDates:1990
Mickey
Leland
Domestic
Hunger
Relief
Act
greatly
expands
benefits.
1997 Welfarereform;introduction ofTANFleadstorestrictionsonaccessandbenefits.
2002 Food SecurityandRuralInvestmentActreapproves restoreseligibility limitedin1997.
2005 Spikeinfood stampreceipients duetoHurricanesKatrinaandRita.
1outofevery6households
(June2010)
-
7/29/2019 Presentation for Public Meeting 1-19-2011
11/54
-
7/29/2019 Presentation for Public Meeting 1-19-2011
12/54
The consumer confidence index from a survey of 5,000 U.S. households. Seasonally adjusted: 1985=100
Source: The Conference Board
Consumer Confidence
Drops Slightly
52.5
0
20
40
60
80
100
120
Jan Mar May Jul Sept Nov Jan Mar May Jul Sept Nov Jan Mar May July Sept Nov Jan Mar May July Sept Nov
2007 2008 2009 2010
Dec 2007: 90.6Dec 2008: 38.6
Dec 2009: 53.6Dec 2010: 52.5
-
7/29/2019 Presentation for Public Meeting 1-19-2011
13/54
State Unemployment Rates
November 2010
United States 9.8%
Iowa 6.6%
Source: U.S. Bureau of Labor Statistics, seasonally adjusted
California 12.4%Michigan 12.4%
Rhode Island 11.6%South Carolina 10.6%Oregon 10.6%
Nevada 14.3%
Florida 12.0%
Ohio 9.8%Mississippi 9.9%
Indiana 9.8%
Georgia 10.1%
Kentucky 10.2%
Washington DC 9.8%
-
7/29/2019 Presentation for Public Meeting 1-19-2011
14/54
Elvis Has Left the Mountain
First, if it is not apparent to you yet, it will be soon:
there is no magic bullet for this economic crisis, nomagic bailout package, no magic stimulusWe are
going to have to learn to live with a lot moreuncertainty for a lot longer than our generation hasever experienced.
Thomas L. Friedman, AuthorNew York Times
February 1, 2009
-
7/29/2019 Presentation for Public Meeting 1-19-2011
15/54
Market Street Services
-
7/29/2019 Presentation for Public Meeting 1-19-2011
16/54
Background on Market Street
Three key principles distinguish our work from other firms:
Rather than prescribing quick fixes, our goal issystemicchange.
Rather than producing boilerplate studies where only the
clients name changes, our goal isproducing deliverablesspecific to each clients situation.
Rather than faceless consultants that make two presentations
and disappear, our goal isdeveloping a relationship aspartners.
-
7/29/2019 Presentation for Public Meeting 1-19-2011
17/54
Market StreetClients
Austin, TX Nashville and Memphis, TN
Birmingham, AL
St. Louis, Springfield, and Jefferson City, MO Tulsa, OK
Little Rock, AR
Sioux Falls, SD
Coachella Valley, CA
Greenville, SC
Metro Atlanta: Carroll, Clayton, Cobb, Henry,
Forsyth, & Gwinnett Counties
Since 1997, Market Street has worked in more than 125 communitiesand 29 states, including:
At the state level in: Alabama
Florida
Georgia Indiana
Missouri
North Carolina
West Virginia
Wyoming
At the state level in: Alabama
Florida
Georgia
Indiana
Missouri
North Carolina
West Virginia
Wyoming
-
7/29/2019 Presentation for Public Meeting 1-19-2011
18/54
Market StreetCurrent Clients
In addition to Greater Des Moines, Market Street is currently working inthe following communities:
Wheeling, West Virginia
Hancock County, Mississippi
Springfield, Illinois
State of Missouri
Montgomery, Alabama
Northwest Arkansas
Cobb County, Georgia
DeKalb County, Georgia
Alpharetta, Georgia
-
7/29/2019 Presentation for Public Meeting 1-19-2011
19/54
Visioning Process
-
7/29/2019 Presentation for Public Meeting 1-19-2011
20/54
Steering
Committee
Stakeholder Input
Economic and
Demographic Snapshot
Competitive Capacity
Assessment
Target Cluster andMarketing
Analysis
Implementation Action
Plan
Capital Crossroads Plan
Scope of Work
People, Prosperity & Place
Greater Des Moines (MSA)
Central Iowa
Des Moines MSA
Ames MSA
Newton MiSA Pella MiSA
Marshalltown MiSA
Boone Misa
Comparison metros Denver, Omaha, Madison
State and Nation
-
7/29/2019 Presentation for Public Meeting 1-19-2011
21/54
Steering
Committee
Stakeholder Input
Economic and
Demographic Snapshot
Competitive Capacity
Assessment
Target Cluster andMarketing
Analysis
Implementation Action
Plan
Capital Crossroads Plan
Scope of Work
Stakeholder Input
50 one-on-one interviews
30 focus groups
Constituency-specific
Assistance from ISU Extension
Online survey General survey:
CapitalCrossroadsVision.com
Young professionals survey
Project Advisors
Dr. J esse L. White
Amy Holloway
Next Generation Consulting
-
7/29/2019 Presentation for Public Meeting 1-19-2011
22/54
Competitive Capacity Assessment
Analyzes Greater Des Moines and Central Iowas competitivenessas a place for business and talent
People, Prosperity, Place
Research indicators reflect those from a typical site selection process
What issues, challenges, constraints and opportunities affect yourcommunity product?
Public input informs and supports the quantitative research
-
7/29/2019 Presentation for Public Meeting 1-19-2011
23/54
Target Cluster and Marketing Analysis
Reviews business location/expansion decision factors Begins with an overview of the decision making process of relocating and
expanding businesses Confirms existing and analyzes emerging targets
Recommends key targets for Greater Des Moines to pursue
Based on the Capital Crossroads regions corporate and research strengths,workforce capacity, wealth-creation potential andnational industry trends
Marketing advisor Amy Holloway will review:
Regional websites
External and internal marketing programs
Advertising, branding, identity, message
Findings will inform the Capital Crossroads strategy
-
7/29/2019 Presentation for Public Meeting 1-19-2011
24/54
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 prioritizefuture Greater Des Moines and Central Iowa investments for thecoming five-year period
References best practices and provides benchmarks andperformance measures
-
7/29/2019 Presentation for Public Meeting 1-19-2011
25/54
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
-
7/29/2019 Presentation for Public Meeting 1-19-2011
26/54
Key questions
How can the Capital Crossroads regions 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 thatpeople cherish about the region?
What employment sectors will drive the regional economy and how canthey 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 regions growth?Can it be enhanced even more?
-
7/29/2019 Presentation for Public Meeting 1-19-2011
27/54
PEOPLE:Talent development & socioeconomics
-
7/29/2019 Presentation for Public Meeting 1-19-2011
28/54
People:Talent Development
Pre-K Access: Participation skyrocketing, but potentially
threatened by de-funding
Stakeholders are pleased with services but would like increased access
Iowa ranks 14th nationally, but significantly trails top states
Governor Branstad set to propose a shift to needs-based funding
Public K-12 Schools: Urban/suburban regional disparit ies
Des Moines PS enrollments have declined (-0.92%) while those in the MSA
have increased notably (10.1%) over the 5-year period Performance challenged by changing demographics
Stakeholders would like to see more charter schools and career academies butare discouraged by state policy and regional parochialism
-
7/29/2019 Presentation for Public Meeting 1-19-2011
29/54
People:Talent Development
Higher education: Extremely competit ive capacity, which
continues to grow can be better leveraged for talent retention
Very high college students per capita, with the highest percentage increase inenrollment among the comparison MSAs
ISU one of the nations top agriculturally-focused research institutions
All of the regions colleges and universities are well regarded by residents, withDrake University achieving the highest ratings among survey respondents
Question of how students can be better connected to job opportunities
Workforce development resources: Multiple resources butreported lack of awareness of certain programs
RWIB trying to recover from scandal involving predecessor agency
Central IA Works created to fill void coordinate cluster councils DMACC a key asset but some programs are space-constrained
-
7/29/2019 Presentation for Public Meeting 1-19-2011
30/54
-
7/29/2019 Presentation for Public Meeting 1-19-2011
31/54
People: Socio-economics
Poverty
2009totalpovertyrate 15.0% 17.1% 11.0% 15.0% 15.7% 20.0%
Rank 2 4 1 2 3 5
Per
Capita
Income2008PerCapitaIncome $42,506 $48,010 $44,172 $43,012 $37,509 $40,166
Rank 4 1 2 3 6 5
PerCapitaIncomeGrowth
%,200508 10.87% 11.01% 12.05% 12.17% 16.02% 13.39%
Rank 6 5 4 3 1 2
EducationalAttainment
%ofadultsw/anBachelor'sdegreeorhigher,2009 33.8% 37.6% 41.0% 31.8% 25.1% 27.9%
Rank 3 2 1 4 6 5
DesMoines,
IA
Denver,
CO
Madison,
WI
Omaha,
NE Iowa
United
States
PEOPLE:Snapshotdata
f i l
-
7/29/2019 Presentation for Public Meeting 1-19-2011
32/54
People:Young Professionals
OverallRank MSA Vitality Earning Learning
Social
Capital
Costof
Lifestyle
After
Hours
Around
Town
Avg.Score
1 Madison 10 8 9 7 2 10 7 7.572 DesMoines 6 4 5 7 8 5 5 5.71
3 Denver 5 5 5 8 3 5 6 5.294 Austin 3 7 6 5 5 5 5 5.145 Minneapolis 5 7 5 5 2 3 7 4.866 Omaha 5 5 4 2 6 3 6 4.437 Nashville 4 3 1 3 6 5 2 3.438 Indianapolis 2 1 4 2 6 5 1 3.00
10 = BEST SCORE
Source: Next Generation Consulting
-
7/29/2019 Presentation for Public Meeting 1-19-2011
33/54
PROSPERITY:Economic performance and structure, businessclimate, and entrepreneurship and innovation
P it P f d St t
-
7/29/2019 Presentation for Public Meeting 1-19-2011
34/54
Prosperity: Performance and Structure
DesMoines,IA
Denver,CO
Madison,WI
Omaha,NE Iowa
UnitedStates
Employment
5yearchange,Q12005Q12010 4.16% 0.23% 1.05% 0.96% 0.39% 2.58%
Rank 1 3 5 2 4 6
Wages
Averageannualwage,2009 $44,073 $51,733 $42,861 $40,555 $37,158 $45,559
Rank 3 1 4 5 6 2
WageGrowth
%,20052009 10.85% 12.61% 12.17% 11.63% 12.36% 12.00%
Rank 6 1 3 5 2 4
WorkerProductivity
Outputper
Worker,
2008 $106,493 $121,951 $98,418 $100,197 $91,040 $105,081
Rank 2 1 5 4 6 3
BusinessBankruptcies
Rateper1,000Establishments,Q12010 5.4 10.6 5.8 5.3 3.8 6.8
Rank 3 6 4 2 1 5
PROSPERITY:Snapshotdata
Prosperity: Performance and Structure
-
7/29/2019 Presentation for Public Meeting 1-19-2011
35/54
Prosperity: Performance and StructureCentral Iowa Private Employment By Business Sector, Q1 2010, 5-Yr Trends
Total
Average
Annual
Wage
Establish
ments LQ
Change
(%) Change(#)
Total
Private 332,335 $43,220 22,769 1.00 1% 2,9225YearJobGrowth
Healthcareandsocial assistance 44,991 $39,748 1,974 0.88 17% 6,586
Financeandinsurance 49,127 $78,788 1,767 2.79 9% 4,262
Administrativeandwasteservices 20,992 $30,122 1,358 0.95 19% 3,401
Professional
and
technical
services 15,985 $56,160 2,766 0.67 11% 1,573 Educationalservices 6,472 $32,130 271 0.81 21% 1,105
Managementofcompaniesandenterprises 5,528 $74,818 242 0.93 14% 700
Arts,entertainment,andrecreation 5,738 $20,009 377 1.06 13% 638
Agriculture,forestry,fishingandhunting 2,044 $114,219 221 0.65 33% 508
5YearJobLoss
Wholesaletrade 19,973 $66,711 2,206 1.16 1% (105)
Realestateandrental andleasing 4,649 $38,777 954 0.77 6% (321)
Transportationandwarehousing 10,549 $53,096 659 0.85 7% (742)
Accommodationandfoodservices 28,322 $12,911 1,703 0.83 3% (756)
Information 9,907 $49,006 414 1.14 10% (1,110)
Retailtrade 45,712 $22,652 2,855 1.01 4% (2,145)
Construction 14,237 $47,007 2,070 0.86 26% (5,043)
Manufacturing 34,244 $45,726 799 0.94 15% (5,844)
BusinessSector
PrivateEmployment,Q120105YearTrend
(Q105 Q110)
S
ource:U.S.
BureauofLaborStatisticsandU.S.
Census
Bureau
Prosperity:
-
7/29/2019 Presentation for Public Meeting 1-19-2011
36/54
Prosperity:Business Climate & Small Business Development
Taxes: Perception of Iowas tax environment as anticompetitive
Ranked 5th worst in U.S. by TaxFoundations 2011 State Bus. Tax Climate Index.
$1 million commercial building will be assessed $46,781 in property taxes in DesMoines vs. $21,343 in Omaha, $20,570 in Madison, and $5,185 in Denver.
Net tax expenditures minus credits and federal withholding are less restrictive
Competitive retail and off ice lease rates, but a glut of inventoryDowntown worries stakeholders
Small business development and tech transfer/commercialization must
be optimized High per capita small business loan amounts but no prominent go-to resource for
people looking to start or grow a small business.
Need for an enterprise development support system
Despite improvement, ISUs IP and Conflict of Interest policies limit research andcommercialization efforts
-
7/29/2019 Presentation for Public Meeting 1-19-2011
37/54
PLACE:Quality of life, infrastructure, arts and culture, andcommunity capacity
Place: Summary
-
7/29/2019 Presentation for Public Meeting 1-19-2011
38/54
DesMoines,IA
Denver,CO
Madison,WI
Omaha,NE Iowa
UnitedStates
CostofLiving
C2ERIndex(US=100),3Q2010 90.0 103.9 109.8 89.5 100.0
Rank 2 4 5 1 n/a 3
HomePrices
Mediansalepriceofsinglefamilyhomes,2Q2010 $154,298 $229,258 $213,599 $137,027 $173,178
Rank 2 5 4 1 3
RentalHousingCost
MedianRent $619 $778 $731 $611 $496 $702
Rank 3 6 5 2 1 4
HealthCareCapacity
Physiciansper100Kresidents,2010 227.5 238.9 334.7 242.3 175.3 220.5
Rank 4 3 1 2 6 5
WellBeingIndex
OverallWellBeingRankingof185metros 30 52 33 73
Rank 1 3 2 4 n/a n/a
CrimeRates
CombinedPropertyandViolentCrimeRankingof
332metros 200 168 277 119
Rank 2 3 1 4 n/a n/a
Philanthropy
NonprofitOrganizationrevenuepercapita,2010 $11,685 $4,627 $11,109 $8,307 $5,408 $5,587
Rank 1 6 2 3 5 4
PLACE:Snapshotdata
Place: Summary
Cost of living key
selling point
Favorable housingappreciation trends
Rental market iscomparatively
affordable, butmany residents stillpay >30% of theirincome on rent
Place: Summary
-
7/29/2019 Presentation for Public Meeting 1-19-2011
39/54
DesMoines,IA
Denver,CO
Madison,WI
Omaha,NE Iowa
UnitedStates
CostofLiving
C2ERIndex(US=100),3Q2010 90.0 103.9 109.8 89.5 100.0
Rank 2 4 5 1 n/a 3
HomePrices
Mediansalepriceofsinglefamilyhomes,2Q2010 $154,298 $229,258 $213,599 $137,027 $173,178
Rank 2 5 4 1 3
RentalHousingCost
MedianRent $619 $778 $731 $611 $496 $702
Rank 3 6 5 2 1 4
HealthCareCapacity
Physiciansper100Kresidents,2010 227.5 238.9 334.7 242.3 175.3 220.5
Rank 4 3 1 2 6 5
WellBeingIndex
OverallWellBeingRankingof185metros 30 52 33 73
Rank 1 3 2 4 n/a n/a
CrimeRates
CombinedPropertyandViolentCrimeRankingof
332metros 200 168 277 119
Rank 2 3 1 4 n/a n/a
Philanthropy
NonprofitOrganizationrevenuepercapita,2010 $11,685 $4,627 $11,109 $8,307 $5,408 $5,587
Rank 1 6 2 3 5 4
PLACE:Snapshotdata
Su a y
Lower number ofdoctors per capita
Lowest averagecost per doctor visitcompared to
Omaha, Madison,and Denver
Health and
wellness poised tobecome a majorinitiative in theregion
Place: Summary
-
7/29/2019 Presentation for Public Meeting 1-19-2011
40/54
DesMoines,IA
Denver,CO
Madison,WI
Omaha,NE Iowa
UnitedStates
CostofLiving
C2ERIndex(US=100),3Q2010 90.0 103.9 109.8 89.5 100.0
Rank 2 4 5 1 n/a 3
HomePrices
Mediansalepriceofsinglefamilyhomes,2Q2010 $154,298 $229,258 $213,599 $137,027 $173,178
Rank 2 5 4 1 3
RentalHousingCost
MedianRent $619 $778 $731 $611 $496 $702
Rank 3 6 5 2 1 4
HealthCareCapacity
Physiciansper100Kresidents,2010 227.5 238.9 334.7 242.3 175.3 220.5
Rank 4 3 1 2 6 5
WellBeingIndex
OverallWellBeingRankingof185metros 30 52 33 73
Rank 1 3 2 4 n/a n/a
CrimeRates
CombinedPropertyandViolentCrimeRankingof
332metros 200 168 277 119
Rank 2 3 1 4 n/a n/a
Philanthropy
NonprofitOrganizationrevenuepercapita,2010 $11,685 $4,627 $11,109 $8,307 $5,408 $5,587
Rank 1 6 2 3 5 4
PLACE:Snapshotdata
y
Metro crime ratesare very low
However, the City ofDes Moinescombined property
and violent crimerates ranked higherthan all thecomparison cities
Strong philanthropicand civic capacities
Place:
-
7/29/2019 Presentation for Public Meeting 1-19-2011
41/54
Infrastructure
Highways and roads N/S and E/W interstates and loop highway competitive for logistics and an
attractor for manufacturing projects
I-35 corridor could be key link b/w Ames-Story Co. and Greater Des Moines
What do you think about the relationship between Des Moines and Ames? 81.3 % -friendly but do not cooperate very often, 5.4% - relationship is strained
Air and rail Air cargo capacity allows for growth, but passenger issues related to limited direct
flights and high airfares a source of strong stakeholder concern
Strong number of Class I rail lines hope dimming for passenger rail
Public transit Many input respondents want to see more capacity but lack of population density
is a challenge
Place:
-
7/29/2019 Presentation for Public Meeting 1-19-2011
42/54
Livabil ity and Civic Capacity
Arts, Culture and Recreation
Strong capacity in Greater Des Moines, not just for a community of its size, but
for a much larger region Bravo regional arts agency has been effective in coordinating resources and workingto increase capacity
Billions invested in Downtown Des Moines helping with talent attraction/retention
Miles of bike/walking trails developed next stage is to close gaps and connect
Philanthropy and Leadership
Legacy of strong public and private leadership led to development of numerouscommunity assets and projects
Reportedly, a growing philanthropic gap as older generation steps away and nextgeneration of transformative leadership yet to be identified
General Online Survey: Highlights
-
7/29/2019 Presentation for Public Meeting 1-19-2011
43/54
General Online Survey: Highlights
Place of EmploymentPlace of Residence
General Online Survey: Highlights
Please respond to the following statement:
-
7/29/2019 Presentation for Public Meeting 1-19-2011
44/54
General Online Survey: Highlights
E xc e l le n t G o o d A v e ra g e B e l o wA v e r a g e P o o rD o n tK n o w
49.8% 34.2% 9.7% 3.6% 1.8% 0.9%
50.4% 30.9% 9.4% 3.5% 3.1% 2.7%
11.0% 28.4% 26.2% 12.2% 8.8% 13.4%
20.6% 27.5% 20.8% 10.6% 12.3% 8.3%
Likelihoodyouwillcontinuetolivein
thecommunity
Likelihoodyouwillraisechildreninthe
community
Likelihoodyourchildren(oncegrown)
willchoosetoliveinthecommunity
Likelihoodyouwillretireinthecommunity
A n s w e r O p ti o n s
Overall stakeholder attitudes on quality of place
General Online Survey: Highlights
-
7/29/2019 Presentation for Public Meeting 1-19-2011
45/54
General Online Survey: Highlights
Business Climate
Community Climate S t r o n g l yA g r e e A g r e e
N e i t h e rA g r e e n o rD i s a g r e e
D i s a g r e e S t r o n g l yD i s a g r e e
17.9% 54.9% 19.4% 6.4% 1.4%
10.7% 46.6% 24.5% 14.6% 3.6%
13.5% 51.7% 22.7% 10.9% 1.2%
43.5% 48.8% 5.8% 1.5% 0.4%
5.8% 32.0% 31.8% 20.8% 9.5%
15.1% 54.8% 18.8% 9.3% 2.0%
Healthy,activelifestylesareencouragedand
supported
A n s w e r O p ti o n sNewmembersofthecommunityare
welcomed
Thecommunityvaluespersonsofdiverseraces,ethnicities,faiths,andsexual
Youngprofessionalsareactivelyengagedin
leadership
Thereareopportunitiestovolunteeryourtime
forworthycauses
Thepublic'sopinionsarevaluedby
government
General Online Survey: Highlights
-
7/29/2019 Presentation for Public Meeting 1-19-2011
46/54
General Online Survey: Highlights
Most critical workforceweakness
Greatest workforce
strength
General Online Survey: Highlights
-
7/29/2019 Presentation for Public Meeting 1-19-2011
47/54
General Online Survey: Highlights
Rank Response Count
1 DesMoines/Iowa'image' 1922 Unemployment/Lackofjobs 1643 Youngprofessionalsleaving/attractyoungerpeople 1554 Educationalperformance 1095 Publictransportation 1056 Needtorevitalizedowntown 677 Attractingqualitybusinessess 788 Highpropertyandsalestaxes 579 Toleranceofdiversity 52
10 Weather 45
Most important
challenge
Rank Response Count
1 Qualityoflife 1362 Qualityofeducation 1233 Family
friendly 120
4 Costofliving 1155 Downtownrevitalization 1046 Workforce/workethic 817 Outdoorrecreation/Biketrails 758 The
people 709 Lowcrimerate 67
10 Artscene 45
Top Opportunity
General Online Survey: Highlights
-
7/29/2019 Presentation for Public Meeting 1-19-2011
48/54
General Online Survey: Highlights
VISION
A cool, culturally welcoming and diverse place with interesting cities and
scenic rural attractions that offers all people access to world classeducation, career employment opportunities in 21st Century industrieswhile enjoying a very interesting and stimulating quality of life outside of
the workplace.I want to be able to brag about my city and how great it is to other youngpeople. I want to be able to say that, living in Des Moines, so many of the
cultural opportunities I am interested in come right to my doorstep. I alsowant to be able to say that, no matter what your career goal, Des Moineshas something to offer.
General Online Survey: Highlights
-
7/29/2019 Presentation for Public Meeting 1-19-2011
49/54
General Online Survey: Highlights
FINAL THOUGHTS
Central Iowa has the right people in the right places to accomplish
anything it sets its mind on.
For the 33+ years that I have lived in Des Moines I have been continuallyimpressed with the forward thinking and planning that goes on and theresulting progress made. It is and should continue to be an ongoing cycleamong Greater DSM and now Central Iowa that continually expands thediscussion of what is possible along with what is attainable and doable
next.
Some leaders do not realize they ARE leaders. There should bemindfulness toward cultivating those who would normally not speak up,
but may have the greatest impact if incorporated into this process.
Conclusion: Strengths and Opportunities
-
7/29/2019 Presentation for Public Meeting 1-19-2011
50/54
Conclusion: Strengths and Opportunities
Increasingly diverse population
Competitive school systems
Dynamic higher education resources
Strong work ethic and competitive workforce
A growing base of networked young professionals
Well established, effective economic development programs
Finance and insurance concentration with key diversification opportunities
I-35 corridor potential
Growing number of fast-growing technology start-ups
A dynamic, affordable quality of life ongoing downtown development
A philanthropic, active civic capacity and respected leadership base
Conclusion: Challenges
-
7/29/2019 Presentation for Public Meeting 1-19-2011
51/54
Conclusion: Challenges
External perception of Greater Des Moines and Central Iowa
Divergent economic/demographic/education trends in City of DM vs.region
Potential over-concentration of finance and insurance employment
Reportedly risk-averse attitudes preventing development of a cultureof entrepreneurship in Greater Des Moines
Lack of connectivity and go-to support entity for small business
No formalized networking and support system for aspiring entrepreneurs
Evolving but still restrictive tech transfer and commercialization at ISU
Conclusion: Challenges
-
7/29/2019 Presentation for Public Meeting 1-19-2011
52/54
Co c us o C a e ges
Perceived tax inequities
Above average airfares and a lack of direct flights at DSM Lack of critical mass of entertainment amenities and districts
YPs often dont serve as ambassadors for Central Iowa
Widening philanthropic gap as current leaders step aside
Persistent parochialism that hamstrings regional efforts
Next Steps
-
7/29/2019 Presentation for Public Meeting 1-19-2011
53/54
p
Community Leadership Meeting #2
Presentation of the final Capital Crossroads Plan
Tuesday, April 26, 2011
5:00-6:00 pm
Documents will be posted on the project website:
http://www.capitalcrossroadsvision.com
-
7/29/2019 Presentation for Public Meeting 1-19-2011
54/54
Questions, comments?