National Dashboard Handout[1]


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National Dashboard Handout[1]

  1. 1. Launching  the  pla.orm  for  enhancing  the   effec4veness  and  efficiency  of  federal  spending  on   states,  regions,  and  communi4es  for  job  growth,   compe44veness,  and  ci4zen-­‐centric  response   The  Center  for  State  and  Local  Government  Excellence   The  Consor7um  and  Alliance  Partners   January  2010  
  2. 2. Why  The  Dashboard?   •  Federal,  state,  and  local   governments  have  limited   dollars  to  spend  –  and  need   beBer  trend  data  to  improve   forecas4ng  and  investment   decisions   •  What  works  to  s4mulate   economic  growth  in  one   region  or  one  sector  can  vary   in  another  region  –  therefore   examine  differences,   challenges,  and   commonali4es   •  Too  oGen  decision  makers   are  behind  the  curve;  beBer   metrics  and  analysis  are   needed  to  see  a  full-­‐vision  of   the  resource  alloca4on   previous  and  current  trends   leading  to  beBer  informed   changes  in  direc4on   •  Disaggrega4ng  informa4on,   data,  and  knowledge  to   1,200  geographies  provides   more  significant  assessment   of  impact  and  long-­‐term   growth  poten4al    
  3. 3. What  Makes  This  Different   from  Other  Efforts  ?   •  Not  compe44ve  with  Recovery.  Gov   nor  other  White  House  or   Congressional  ini4a4ves,  rather   complimentary   •  Leverages  four  na4onal  associa4ons   and  their  networks  of  state,  county,   and  local  elected/appointed  officials   –  and  the  program  managers  in   charge  of  day-­‐to-­‐day  delivery   •  Is  a  neutral,  independent  forum   supported  by    Senior  Advisors  with   cri4cal  experience  and   understanding  of  Na4onal  challenges   and  government  solu4ons   •  Integrated  solu4on  of  50  million   records  on  grants,  contracts,   procurements,  and  spending  for  the   past  7  years  as  well  as  ARRA  and   future  programs   •  Coordinated  engagement,   communica4ons  and  feedback   among  5,000  jurisdic4ons,   ins4tu4ons  and  organiza4ons  to  test   the  data  beyond  the  hypothe4cal   with  real-­‐world  experience  
  4. 4. Dashboard  Establishes  Local   Metrics…   •  Because  of  the  Economic  Advisors  and  Subject   MaBer  Experts,  the  Dashboard  establishes   more  precise  and  accurate  spending  es4mates   on  industry  sectors,  ac4vi4es,  job  crea4on  and   non-­‐labor  categories  of  spending  (healthcare,   etc.)  using  intelligent  language  analysis.   •  With  regional  modeling,  es4mates  what  the   cost  per  job  and  the  local  addi4on  to  value  in   each  category  of  jobs  (the  sales  less  labor  and   materials  costs).   •  Provides  a  way  to  compare  the  contribu4on  of   jobs  to  the  local  economy  and  the  cost  of  jobs   in  different  locali4es.  These  metrics  can  be   compared  to  tradi4onal  employment  sta4s4cs   (number  of  jobs  by  industry,  average  wage   levels)  to  compare  trends  in  the  local  economy   and  across  locali4es.     …by  Tracking  What  is  Spent   Locally  Using  Federal,  State,  and   Regional  Resources     •  Leveraging  several  technical  tools  and  sources,   conduct    the  analysis  to  see  what  investment   stays  in  the  local  economy  (e.g.,  buses  may  be   purchased  outside  of  the  local  community)   •  See  how  the  differences  in  where  federal   investments  are  made  and  the  sectors  that   experience  the  most  job  growth  
  5. 5. Predic7ve  Modeling   •  Discover  trends,  paBerns,   anomalies  and  rela4onships  in  all   data  (text  and  codes)  enabling   robust  predic4ve  analy4cs   •  Allows  blend  of  text  and  codes  to   be  built  up  and  shared  like  Lego   Blocks  to  enable  various  agencies   to  run  against  their  own  data   •  Puts  the  analysts  and  SMEs  in   control  of  analysis  and  thus  creates   flexible  structure  from  chaos   What’s  Working  or  Not?   •  The  tool  can  track  the  lag  4me   between  the  4me  of  grant   announcement  to  the  date  that  it  is   spent  locally   •  Analy4cs  can  spotlight  agencies  or   regions  that  are  more  efficient  in   geeng  projects  moving   •  Descrip4ve  and  predic4ve   capabili4es  can  inform  what  actual   savings  are  achieved  
  6. 6. The  Tools  for  End-­‐Users   The  Dashboard  has  been  designed  to   provide  the  greatest  breadth  of  end-­‐ user  experience.  To  ensure  that  first-­‐ 4me  users  as  well  as  those  returning  to   the  Dashboard  can  easily  move   throughout  the  data-­‐sets,  informa4on   sources,  and  repor4ng  func4onali4es.     End-­‐users  have  several  pathways  to   select  to  obtain  their  answers.  Star4ng   from  selec4ng  their  state,  county,  or   other  jurisdic4on  will  begin  the  process   of  selec4ng  further  the  customized   models,  scenarios  and  examples.     End-­‐users  will  not  have  access  directly   to  the  raw-­‐data  sets,  but  will  have  a   broad  range  of  op4ons  (nearly  35+)  on   which  to  select  for  historical,  current   and  future  report  crea4on.  And  end-­‐ users  along  with  the  Center/ Consor4um  stakeholders  are  welcome   to  suggest  new  metrics  and  measures.  
  7. 7. Geeng  Started   Dashboard  end-­‐users  are   directed  to  the  Mapping   func4onality  as  a  jump-­‐start  to   their  experience  online.  On  the   Mapping  page,  the  en4re  range   of  exploring  the  data,  reports,   and  materials  comes  to  life.     In  this  instance  and  for  purpose   of  demonstra4on,  we  have   highlighted  Greater  St.  Louis  and   Greater  Toledo  –  two  different   and  unique  economies  and   geographies  facing  economic   challenges  and  recovery  from   divergent  perspec4ves.  For   example,  St.  Louis  with  its   emphasis  on  plant  life  sciences   versus  Toledo’s  automo4ve  and   advanced  materials  emphasis.    
  8. 8. Four  op4ons  start  the  process  –  the  first  is  around  historical  and  current   obligated  Federal  grants  and  contracts  from  600+  programs  and  gives  the   End-­‐User  a  baseline  on  which  to  define  how  much  funding  has  come  to   their  community,  from  which  agencies  and  sub-­‐agency  programs,  for   what  purposes,  and  who  received  the  dollars.     Other  op4ons  take  End-­‐Users  to  Employment,  Impact  Modeling,  and  the   Scenarios’  pages  and  repor4ng  func4ons.    
  9. 9. Drilling  into  the  Data   The  Dashboard  data  is  organized   into  three  (3)  sources  –  ARRA  in   later  2008/2009  and  now  2010,   Federal  Obliga4ons  of  non-­‐ARRA   for  the  past  7  years  and  going   forward,  and  then  Local   Spending  (Procurement  and   Contrac4ng)  both  non-­‐ARRA  and   ARRA  related  for  the  past  7   years.     Note  that  each  diagram  has  a   legend  detailing  what  an  End-­‐ User  should  take-­‐away  from  the   informa4on  and  the  report.    
  10. 10. Drill-­‐Down  Data  Knowledge   By  clicking  onto  a  slice  of  the   previous  pie  chart,  an  End-­‐User  will   be  taken  to  addi4onal  charts   detailing  a  number  of  new   elements  of  knowledge.  In  this   instance,  we  are  looking  at  every   source  of  Transporta4on  and   Infrastructure  coming  into  Toledo   under  the  2009  ARRA  dollars.  It  is   informa4ve  that  transporta4on  and   infrastructure  dollars  can  come   from  several  agencies  that  are  not   oGen  considered  resources  to  a   community,  nor  are  recognized  for   the  role  in  equipment,  facili4es,   and  broadband  related  federal   investments.    
  11. 11. Under  the   Employment  Tab   End-­‐Users  have  access  to  a   host  of  new  informa4on  on   this  page  and  the   subsequent  data  reports.     On  this  page,  End-­‐Users  can   see  a  variety  of  themes  in   the  right  hand  column  on   which  to  create  their  reports   –  select  a  year,  select   Transporta4on/   Infrastructure  or  other   theme,  select  variables.     In  selec4ng  the  geography  –   the  reports  will  drill-­‐down   to  Coun4es,  Congressional   Districts,  COGs-­‐MPOs,  and   Ci4es.    
  12. 12. Under  the  employment  op7on,  we  have  modeled  using  REMI,  the  effec7ve  job  crea7on   from  2009  grant  and  contract  investments  in  Federal/Non-­‐ARRA,  ARRA,  and  Local   Procurement.  This  side-­‐by-­‐side  comparison  details  that  compara7ve  analysis  available   throughout  the  Dashboard.    
  13. 13. By  selec4ng  the  addi4onal  op4ons,  End-­‐Users  can  drill-­‐down  even  further  to   more  data  across  program  or  clusters,  across  several  years,  and  across  job/   employment  related  ac4vi4es  based  on  those  grant  and  contract  programs.    
  14. 14. Under  Impact  Analysis,  the  End-­‐User  has  op7ons  to  review  various  modeled  outcomes  from   obligated  and  spent  dollars.  One  of  the  unique  aspects  of  the  Dashboard  is  to  see  where   impacts  might  occur  along  the  flow-­‐of-­‐funds  –  and  which  types  of  projects  have  different   impacts  because  of  program  design.  For  instance,  repairing  a  bridge  versus  a  replacement   bridge  requiring  an  environmental  impact  study  before  any  concrete  or  rebar  is  purchased.    
  15. 15. By  selec7ng  the  Impact  Analysis,  the  End-­‐User  can  visually  see  the  various  model  results   on  job  crea7on,  sectors,  and  sources  of  funding  by  sub-­‐category.  Again  predic7ve  and   comparable  analy7cs  suggests  unique  findings:  how  much  funding  and  employment  is   staying  in  the  region  versus  leaving  to  have  impacts  in  other  locali7es.    
  16. 16. Federal  funding  in   2009  impacted   beyond  the  direct   employment  in     construc7on.   Other  sectors  and   jobs  were  created   indirectly  in  state   and  local   government,  retail   trade,  and   professional   services  in  Toledo.   This  direct  and   indirect  data  drill-­‐ down  signals   broader   implica7ons  –  are   these  high  wage,   sustainable  jobs?    
  17. 17. The  value  for  the  End-­‐User   from  the  Dashboard’s  myriad   data,  func7onality,  and   perspec7ve  capabili7es  is  to   assist  with  alignment  and   coordina7on  ques7ons  among   federal,  state,  and  local   interests  so  as  to  ensure   effec7ve  use  of  funds.  Here   local  spending  is  strongly   impac7ng  Energy  whereas   ARRA  and  Non-­‐ARRA  dollars   impacted  Infrastructure  and   Health  Care.  
  18. 18. Scenario  Seeng  for   Transforming  Economies,   Geographies  and  Ci4zens   The  following  graphics  represent  the   “insigh`ul”  elements  of  the  Dashboard   through  the  iden7fica7on  of  unique  and   powerful  datasets  solving  challenges   among  federal,  state  and  local  interests.     In  addi7on,  the  Scenarios  sec7on  fosters   more  discussion  about  the  impact  of   coordina7on,  alignment,  and  integra7on   of  funding  programs,  metrics,  desired   outcomes.  Star7ng  again  with  the   geography  or  going  directly  to  the   Scenario  sec7on,  the  reports  easily   impress  End-­‐Users  on  debate,  discussion   and  policy  recommenda7ons.     These  Scenario  examples  bring  together   many  disparate  pieces  of  data  and   knowledge  to  tell  a  story  about  the   impacts  of  spending,  investment,  and   collec7ve  resource  alloca7on.    
  19. 19. Flow  of  Funds  Lag-­‐Time:  what  is  the  7me-­‐gap  between  an  announcement  by  a   Federal  agency  and  the  actual  spending  impact  at  the  local  procurement  levels?   Why  do  we  not  see  job  crea7on  or  new  company  forma7on  faster  with  some   programs  or  even  loca7ons  as  compared  to  other  similar  communi7es  and  regions?   These  types  of  Scenarios  go  beyond  number  coun7ng  and  towards  raising  issues   requiring  aben7on  immediately  if  metrics  and  impacts  are  to  improve.    
  20. 20. Na4onal,  Regional,  and  Local   Scenario  Outcomes  for  Lag-­‐Time   Challenges   By  assessing  and  analyzing  several  areas   of  spending  from  ARRA  and  non-­‐ARRA   grants  and  contracts  –  based  on   allocated,  adver7sed,  and  awarded   programs    –  into  communi7es  across  the   Na7on,  one  can  see  the  effect  those   dollars  have  had  on  job  crea7on,   spending,  and  direct-­‐indirect  impacts  for   a  set  period  of  7me.     The  gap  in  7me  indicates  that  various   programs  can  take  months  –  and  worse   years  –  to  restart  economic  growth.     The  Center  and  the  Consor7um  will   work  with  leaders  across  the  Na7on  to   capture  even  more  robust  local   informa7on  on  lag-­‐7mes,  public  policies   that  could  be  improved  to  reduce  such   lag-­‐7mes,  and  where  places  in  the   Na7on  have  found  immediate  solu7ons   for  conver7ng  grants  and  contracts  into   payroll  checks  and  purchasing.    
  21. 21. Bang  for  the  Buck:  End-­‐users  want  to  know  that  the  ARRA  and  non-­‐ARRA  spending  is   crea7ng  bang  for  the  buck  in  job  crea7on  –  and  in  which  sectors  the  cost  per  job  created   can  be  benchmarked  against  average  wage,  against  other  types  of  jobs,  and  against  the   long-­‐term  value  or  benefit  for  economic  growth.  The  Dashboard  includes  data  that  is   modeled  and  assessed  to  produce  snapshots  of  which  jobs  have  greatest  benefit  versus   those  that  might  not  produce  a  strong  local  product  or  por`olio.    
  22. 22. Na4onal-­‐Regional  Innova4on  Index:   Under  the  Scenario  op7on,  end-­‐users  will   have  an  opportunity  to  explore  how  their   community  par7cipates  in  the  engines  of   economic  innova7on  –  and  thus  how  to   leverage  several  resources,  assets,  and   infrastructure  to  spark  new  products  and   services  for  future  growth.     With  increased  budgets  for  the  Na7onal   Science  Founda7on,  the  Na7onal   Ins7tutes  of  Health,  Departments  of   Energy  and  Defense  on  everything  from   advanced  materials  to  alterna7ve  energy   –  among  other  examples  –  the  Na7on   con7nues  to  seek  specific  results  for  new   knowledge,  intellectual  property  and   ul7mately  jobs  from  academic,  industry,   and  entrepreneurial  pathways.     The  findings  of  the  Innova7on  Index   indicate  the  next  genera7on  of   employment,  revenues,  and  industry  for   community  public  and  private  sector   leaders.    
  23. 23. Ensuring  the  Workforce  &  Talent  Supply  Chain:   Leveraging  its  REMI  modeling  by  linking  job  crea7on   output  with’s  extensive  datasets  on  local   job-­‐seekers,  The  Dashboard  provides  analysis  of  the   workforce  and  talent  supply  chain  to  define  near-­‐term   gaps  and  long-­‐term  capability  to  sustain  growth  at   state,  county,  and  regional  levels.  A  mismatch  in  the   supply  chain  defines  the  need  to  align  educa7on  and   training  to  meet  demand.    
  24. 24. Sparking  Learning  and  Leading   Through  the  Online  Dashboard   Community   The  Dashboard  is  organized  to  assist  End-­‐Users   in  Learning  at  a  more  robust  level  what  is  or  is   not  happening  in  their  communi7es  based  on   public  and  private  sector  investments.  The   data  tools  and  func7onality  on  the  data,   knowledge-­‐side  of  the  Dashboard  is  flexible  for   mul7ple  interests  and  experiences  to  share   their  own  findings,  ideas  and  to  ask  vital   ques7ons  to  thousands  of  other  interested   par7es.   Where  the  Dashboard  becomes  a  necessary   pla`orm  for  Leading  is  through  the   “Community”  page  and  its  Knowledge  Portal,   Calendar  and  Events,  and  on-­‐going  hosted   blogs  for  connec7ng  5,000  jurisdic7ons,   ins7tu7ons,  organiza7ons  for  improving  the   Na7on’s  results  in  economic,  compe77veness,   and  ci7zen-­‐centric  metrics.    
  25. 25. End-­‐Users  are  never  lef  to  fumble  through  the  Dashboard  –  and  therefore  the   Center,  Consor7um  and  Technical  Team  have  designed  forums,  training  webinars,   reports,  and  other  informa7on  sources  to  minimize  fear  of  u7liza7on,  stretching  the   value  of  the  resources,  and  to  constantly  make  the  case  for  the  return  on  invested   7me  in  the  Dashboard  products  and  services.    
  26. 26. Art  of  the  Possible:   •   Disaggregated  1,200  jurisdic4ons  rolled-­‐up  to  regional  and  na4onal  perspec4ves   •   Forecast  Future  Impact  of  New  Dollars  against  Historical  and  Current  ‘Bang  for  The   Buck”  Scenarios  –  addi4onal  DOT/Infrastructure  Investment,  Small  Business  and   Entrepreneurial  Programs,  Health-­‐Care  Ini4a4ves,  etc.     •   Intelligent  Resource  Alloca4on  Assessments  –  Coordina4on  of  Federal-­‐State-­‐Local   Public  AND  Private  Dollars  –  where  reduc4ons  in  one  investment  source  leverage  other   sources   •   Cost  Per  Job  Crea4on  Accuracy  Check  –  Labor  vs.  Equipment/Materials  (Direct  and   Indirect)     •   Revenue  AND  Spending  Rela4onships  in  Cri4cal  Areas  of  Economic  Compe44veness   •   Other  Op4ons  and  Needs?  
  27. 27. For  addi4onal  background,  discussion,  and  a  live  demonstra4on  of  The   Na4onal  Dashboard,  please  contact:   Ms.  Elizabeth  Kellar   Center  for  State  and  Local  Government  Excellence  l  777  N.  Capitol  Street   NE  l  Suite  500  l  Washington  DC  20002     202  682  6100  l  Fax  202  962  3604  l     Mr.  Richard  Seline   Na7onal  Regional  Data  Consor7um  LLC   1250  24th  Street  NW  l  Suite  300  l  Washington  DC  20037   202  466  0566  l  rseline@data-­‐