Michael Sacks | World Business Chicago | Global Cities Initiative
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Michael Sacks | World Business Chicago | Global Cities Initiative

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  • Last DOR: 7/13/2012 JT
  • Last DOR: 07/23/12 KS
  • Last DOR: 7/23/2012 KS, CB
  • Last DOR: 11/13/12 LJ
  • Last DOR: 7/13/2012 CBSource: -Moody’s Chicago GRP data (2011 projection/end date 12/31/11; revised 07/2012)-ESRI 2011 Demographic estimates for population (updated 3/28/12)-IDES (custom pull) for number of employees in the city (confirmed accurate for 2011 data 3/28/12)
  • Last DOR: 11/13/12 LJ4th largest airport in world is based on total passengers, compiled by CAPA Centre for Aviation http://centreforaviation.com/analysis/asia-pacific-airports-move-up-the-ranks-in-2011-with-beijing-this-year-to-overtake-atlanta-71801
  • Last DOR: 11/9/2012 LJSource: Bureau of Labor Statistics -2011 Annual Data, not seasonally adjusted, Chicago metro area
  • Last DOR: 11/13/12 LJ
  • Last DOR: 11/13/12 LJ
  • Last DOR: 11/13/12 LJ
  • Last DOR: 7/12/2012 JT

Michael Sacks | World Business Chicago | Global Cities Initiative Michael Sacks | World Business Chicago | Global Cities Initiative Presentation Transcript

  • Michael J. SacksChief Executive Officer, Grosvenor Capital Management, L.P.Vice Chairman, World Business ChicagoChicago, Illinois U.S.A
  • World Business Chicago Board ofDirectors Mayor Rahm Emanuel, Chairman Michael Sacks, Vice-Chairman City of Chicago CEO, Grosvenor Capital Management
  • World Business Chicago Mission• Contribute positively to the growth rate of the Chicago regional economy and advance the development and employment of Chicago’s human capital• Provide a good return on investment to the city and taxpayers supporting the organization
  • World Business Chicago CoreFunctions1. Business Development – provides location assistance and incentive information; coordinates key public & private sector partners2. Research – conducts economic and industry analyses; maintains a database of new and expanding business projects3. Marketing/Public Relations – designs and implements marketing campaigns to promote Chicago’s business advantages; manages key events, sponsorships and trade show involvement4. Leadership Initiatives – coordinate and host opportunities for engagement (Plan for Economic Growth & Jobs, NATO Summit, international delegations, university recruitment)
  • About the Chicago RegionChicago is the heart of a majormetropolitan area comprised of: City of Chicago 2,700,955 • 9.5 million residents, a growth of 4% (+383,000 people) since 2000 • $500 billion annual gross regional product (GRP), 3rd among U.S. metros Total Chicago MSA Population • 4.3 million workers 9,481,409The city is home to 2.7 millionresidents and 1.2 million workers
  • Key Assets• TOP NOTCH ACADEMIC INSTITUTIONS- University of Chicago, Northwestern, University of Illinois, et al.• HIGH QUALITY OF LIFE- 80 miles of shoreline, 88 beaches, 35 museums, 200 theater companies, 15,000 restaurants• STRONG SPORTS TRADITION- 10 professional sports teams• RICH IMMIGRANT HERITAGE- At least 30 different ethnic groups with a population greater than 25,000• BROAD MASS TRANSIT NETWORK- serves 700 million passengers annually• TWO INTERNATIONAL AIRPORTS – flights to 200 + cities per day
  • Key Assets– Diverse Industries 2011 Chicago Employment by Industry Information, Construction, Wholesale, 79,300, 2% 144,500, 3% Education & 232,600, 5% Health, 651,600, 15% Other Services, 190,600, 4% Government, Professional & 554,100, 13% Business Services, 706,400, 17 %* *Up from 9% in 1980 Manufacturing, 411,200, 10%* *Down from 25% Financial Activities in 1980 283,600 Transportation & 7% Utilities 195,300 Leisure and 5% Retail, Hospitality 439,700, 10% 401,000 9% Source: Bureau of Labor Statistics
  • Plan for Economic Growth & JobsSeptember 2011• Mayor Emanuel calls for the creation of a comprehensive and inclusive plan for Chicago’s economic growth• World Business Chicago is tasked with leading the effort• A diverse and inclusive steering committee is formedThe Plan for Economic Growth & Jobs is:• Fact based, pragmatic and analytical• Beneficial to all sections of society• Chicago focused looking outward• Updated and modified regularlyThe creation of the plan is a process we must embraceand own so that we always have a strategy and visionfor the future.
  • Leadership & PartnersWorld Business Chicago Co-ChairsTony Anderson: WBC Executive Committee Member, Ernst & YoungMichael Sacks: WBC Vice Chairman, Grosvenor Capital Management , LPGlenn Tilton: WBC Executive Committee Member, JPMorgan Chase, United Continental Holdings, Inc.Ex OfficioSteve Koch: Deputy Mayor, The City of ChicagoSteering CommitteeProfessional Leadership
  • Key Strategies Driving the Plan1) Become a leading advanced manufacturing hub2) Attract business services and headquarters3) Become a leading transportation and logistics hub4) Make Chicago a premier destination for tourism and entertainment5) Make Chicago a nationally leading exporter6) Create demand-driven and targeted workforce development7) Foster innovation and entrepreneurship8) Invest in next-generation infrastructure9) Deploy neighborhood assets to align with regional economic growth10) Create a business-friendly environment
  • Impact to Date– College to Careers; Skills for Chicagoland’s Future– Announced nearly 25,000 jobs since May 2011– Streamlined business licensing– ChicagoNEXT council of technology business leaders focusing on new opportunities in digital, clean technology and bio sciences– Building a New Chicago: $7 billion, 3-year infrastructure program with major investments in Chicago’s water system, O’Hare airport, parks, and public transportation– Chicago Infrastructure Trust: Customized financing using taxable or tax-exempt debt, equity investments and other forms of support • Retrofit Chicago, a $225 million effort to reduce energy costs by more than $20 million and remove 30,000 cars’ worth of emissions annually– Chicago Broadband Challenge
  • Closing LessonsLesson 1: Leadership– Led by the Mayor, diverse and inclusive Steering Committee (corporate, foundation, civic, labor, community leaders)Lesson 2: Implementation– Steering Committee provides ongoing oversight, direction and monitors progress– Fellows provide on the-ground assistance with the strategies and civic engagement– High impact initiatives are launched regularly for collective top-line GRP and jobsLesson 3: Process– Designed as a living process – not a one-time project – that welcomes collaboration, has built-in accountability, and will be maintained, refreshed, and its progress tracked over time
  • WorldBusinessChicago.com @WorldBizChicago Facebook.com/WorldBusinessChicago