3. Or …We still care about you, Joe!

4. Or: How I Learned To Stop Worrying And Love The Financial Meltdown

6. 1. We are in the midst of a Fundamental Structural Change 2. The “How” of This Change May Even Be More Important Than the “What” 3. There is a Plan – And It’s Working 4. Success Hinges on Aligning And Mobilizing Our Most Precious (But Underutilized) Asset – You!! Essential Propositions

7. YUCK!! HOW ARE WE DOING?

8. Basic Challenge: Industry Structure 31 of 36 major industries in slower growth manufacturing sectors 2000 - 2010 -100% -50% 0% 50% 100% -100% -50% 0% 50% 100% Local Competitiveness National Performance

9. What Others Look Like Seattle 1990 - 2000 -100% 0% 100% 200% -100% 0% 100% 200% Local Competitiveness 1990 - 2000 -200% -100% 0% 100% 200% -200% -100% 0% 100% 200% 300% 400% Local Competitiveness Austin San Diego 1990 - 2000 -100% -50% 0% 50% 100% -300% -200% -100% 0% 100% 200% 300% Local Competitiveness

10. Bucking the trend: Indianapolis Minneapolis Kansas City Employment Growth Leaders and Laggards 1995-2005

13. Essential Propositions 1. We are in the midst of a fundamental structural change 2. The “How” of this change may be even more important than the What”

14. Question What is different in the planning environment since the 1980s?

15. What do these organizations have in common? Al-Qaeda Distributed, network-based innovative leadership working in pursuit of aligned goals

18. Essential Propositions 3. There is a plan – and it is working 1. We are in the midst of a fundamental structural change 2. The “How” of this change may be even more important than the “What”

19. Collaborate to Compete

21. Goals Jobs Income Poverty Target What Matters: Four Priorities for Action Vision Priorities Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Business Growth & Attraction

22. Vision Priorities Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Assist high-growth entrepreneurs Support innovation, technology commercialization to build growth industries Strengthen existing industries Attract growing companies Initiatives to Advance Northeast Ohio

23. Ohio Innovation Fund In 2003, A Handful of Early Pioneers Early Stage Partners Glengary

24. In 2003, a Handful of Early Stage Venture Pioneers Oakwood Medical Investors Early Stage Partners Glengary Ohio Innovation Fund Draper Triangle Ventures Chrysalis CCF Innovations SunBridge Partners Mutual Capital Partners RiverFest Ventures Arboretum Arch Angels Radius Ventures In 2003, a Handful of Early Pioneers

25. In 2003, a Handful of Early Pioneers Oakwood Medical Investors Early Stage Partners Glengary Ohio Innovation Fund Draper Triangle Ventures Chrysalis CCF Innovations SunBridge Partners Mutual Capital Partners RiverFest Ventures Arboretum Arch Angels Radius Ventures LCCC Innovation Fund Everett Partners iNetworks Frantz Medical Ventures Case Tech Ventures North Coast Angels Open Prairie East Central Angels When we come together as a region, we are capable of great things!!

26. Examples of Economic Transformation Global Center for Bioscience Innovation

28. To Consider Does your business/organization strategy reflect the emerging industries? Does your Board reflect changing industry structure (entrepreneurs, region, diversity)? What are you or your organization/company doing to support entrepreneurship? Have you helped fund Cleveland Plus?

29. Vision Priorities Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Target What Matters: Four Priorities for Action Business Growth & Attraction Talent Development Goals Jobs Income Poverty

30. Talent Development!!!! Moving from < High School to Associates degree has a ~$400,000 lifetime impact per person

31. Vision Priorities Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Prepare residents for present and future and future jobs Connect employers to qualified talent Initiatives to Advance Northeast Ohio

32. To Consider What have you or your organization done to support internships/co-op programs? What are you doing to support literacy and retraining? Has your school system addressed 21 st century skills? How are you or your organization civically involved in educational attainment?

33. Vision Priorities Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Target What Matters: Four Priorities for Action Business Growth & Attraction Talent Development Racial & Economic Inclusion Goals Jobs Income Poverty

34. Vision Priorities Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Grow minority-owned enterprises Expand access to educational, training and business opportunities Initiatives to Advance Northeast Ohio

35. To Consider What is your organization’s supplier diversity program? What sort of programs does your organization utilize to promote mentorship and advancement? How is your organization supporting the urban core and/or concentrated poverty?

36. Vision Priorities Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Target What Matters: Four Priorities for Action Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Goals Jobs Income Poverty

38. Impact of No-Growth Sprawl

39. Rate of Growth for Local Government Spending vs. Other Economic Indicators 2002 1992 1 % 25 % 29 % 70 % Government Spending Equals 10% of Region’s Economy This Cannot Be Sustained

40. Vision Priorities Business Growth & Attraction Talent Development Racial & Economic Inclusion Government Collaboration & Efficiency Implement regional planning to accelerate sustainable economic growth and enhance our quality of life Support government collaborations that strengthen economic competitiveness Initiatives to Advance Northeast Ohio

41. To what degree are you demanding collaboration and efficiency among elected leaders? To what degree is your organization acting regionally/collaboratively? To Consider

42. 1. We are in the midst of a fundamental structural change 2. The “How” of this change may be even more important than the “What” 3. There is a plan – And it’s working 4. Success hinges on aligning and mobilizing our most precious (but underutilized) asset – YOU!!! - But how do we do this? Essential Propositions

43. Steps that you can take (As appropriate) align your organization’s efforts with plan (professional and volunteer) Pursue/support collaborations that reinforce ANEO goals Back region-wide initiatives: join Fund/become ANEO partner

44. Question But how best to mobilize the network of leaders/ influencers (i.e. Leadership Cleveland)?

46. More Information >> www.AdvanceNortheastOhio.org >> Brad Whitehead President Fund for Our Economic Future 216-925-4901 bwhitehead @futurefundneo.org