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There are signs of economic recovery all around Detroit. Just one year after emerging from bankruptcy, tax revenues are increasing and the city posted a budget surplus in 2015. The fficial unemployment rate has fallen to 10.7%, and housing prices are on the rise in many neighborhoods. Midtown and Downtown Detroit are crowded with construction activity, including the M1 light rail system and the Red Wings hockey stadium, with additional large infrastructure projects on deck. After the upheaval of the Great Recession and transformations brought on by longer-term structural shifts in the labor market, these indicators of economic vitality are very welcome. But there is still much work to do. To keep this momentum going and ensure that economic expansion improves the lives of all Detroit residents, it is critical to invest in the skills the city needs to compete and prosper. Detroit’s workers, job seekers, businesses, education and training institutions, and government leaders, including the reconstituted Mayor’s Detroit Workforce Development Board, need a workforce development system designed for the realities and challenges of Detroit’s new labor market. Making the best possible decisions about how to build a skilled and competitive workforce will require a comprehensive and data-driven understanding of Detroit’s workforce development assets and opportunities, as well as the challenges it faces.
Overview of the city of Phoenix's asset map and economic development strategy.
In September 2007, recognizing the great potential of green economic and infrastructure development, Newark Mayor Cory A. Booker asked the Apollo Alliance to engage the community at large and "make Newark a national showcase for clean and efficient energy use, green economic development and job creation, and equitable environmental opportunity." The project, announced at the Clinton Global Initiative (CGI) conference in New York City, focused on convening a summit of Newark's community leaders to develop recommendations for the city to become cleaner, greener, and more prosperous.
Access to accurate, easily shared data is an essential resource that helps local and state leaders and practitioners better understand local demographic trends, business and talent development needs, and their choices for investing public and private resources in workforce development initiatives and programs. Furthermore, real-time data and information about workforce development system supply, demand, and resources help local elected officials, workforce development boards, and employers fill their workforce needs; improve access to jobs, training, and career pathways for residents; and increase cost efficiency and relevancy in both public and private sector workforce development program investments. This toolkit is meant to provide a foundation for regions and cities interested in conducting similar workforce development system research and analyses. It is not intended to be a complete guide to collecting, analyzing, and reporting data or to be a roadmap for how to work with policymakers and stakeholders in your region once the data is collected. This toolkit is a starting point for that work.
Overview of why cities are likely to see an influx of industrial production and how to take advantage of this trend in an equitable and sustainable way.
A cluster strategy is the logical organizing principle for growing traded sector industries because disparate efforts at retention, expansion, innovation, international trade, land assembly and workforce development can be coordinated in a manner that makes more efficient use of resources and captures synergies in otherwise unrelated activities (e.g.; coordinated training and research at local universities). In addition, in-depth knowledge of particular sectors fuels catalytic initiatives that move business development efforts beyond traditional assistance. A cluster strategy is especially critical for a market like Portland, where limited resources require selective investments in the groups of firms that demonstrate the most promise of growth.
Job growth drives San Antonio's push for renewable energy and cleaner air is a beneficial byproduct. Since two recent mayors have embraced this approach, the country's seventh-largest city has developed a unique business ecosphere. Political leaders hope early gains will make San Antonio a leader in the "New Energy Economy." Using the purchasing power of CPS Energy - among the largest municipally owned utilities - the city convinced four clean tech companies to relocate to San Antonio in June, while a fifth company, SunEdison, will open a local office to support a 30-megawatt solar project. Each company is expected to bring jobs and contribute financially to education programs and research in exchange for long-term business deals with the utility and city.
Today, the energy sector in the United States and the national energy policy that determines how it evolves leaves the country exposed to three major, interconnected threats: weakened national security, environmental calamity caused by climate change, and an ongoing but largely unaddressed de-industrialization of the domestic economy. National energy policy must address these three basic national goals simultaneously.
The goal of the Portland Development Commission's Economic Development Strategy is to reorient its redevelopment activities to build the most sustainable economy in the U.S. by being first in green businesses, first in green jobs and first in green innovation. While ambitious, we applaud PDC for its foresight as well as its sound rationale for building its future economy in this direction. We concur that Portland truly has the foundation from which to build a recognizable, world class sustainable economy - an economy that leads to shared prosperity, is consistent with the city's sustainable way of life and ensures future growth through green development.