Compete. Invest. Grow.
Five years after the launch of its strategy for economic change, Business Leaders for Michigan (BLM) unveiled plans for continuing Michigan’s progress toward more jobs, higher income, and a healthy economy.
Using our Michigan Turnaround Plan as a checklist, we can see how much has been done to strengthen our state and reshape its economy. Our state finances are managed better, our tax policy has been improved, our regulatory
environment makes more sense, and the conditions are right to foster growth in our state, creating new jobs and bringing life to our communities. As you read this report, we think you’ll see that much has been done to strengthen Michigan’s economic environment. Our economy might not be a Top Ten State yet, but we’re well on our way.
In the 2012 Michigan Turnaround Plan, we identify what work remains in Steps 1-5 to further strengthen our state’s
competitiveness and put our state on a solid path to prosperity.
Now that our foundation is more solid, it is time to add a sixth step to the MTP – Leveraging Assets to Grow the New
Michigan. We identify existing Michigan assets that we believe, based on solid data, can be leveraged to accelerate
growth and transition to the New Michigan. It’s a 10+ year vision that builds on the first five steps of the Plan. We
detail the possibilities we see in each “growth opportunity”to reshape and strengthen the Michigan of tomorrow.
The Building a New Michigan Plan is a fact-based roadmap to help Michigan become a “Top Ten” economic competitor by 2020. It is the successor to Business Leaders for Michigan's Michigan Turnaround Plan (MTP), which was designed to restart economic growth after the Great Recession.
“Thanks to the support of the public, policy makers, business and community leaders, much of the MTP has been accomplished, with positive results—new jobs, higher incomes and a growing population. Now that we’ve shored up our economic foundation, it’s time for us to get building,” said Patrick Doyle, Domino’s President & CEO and BLM Board Chair.
Doyle said while the state’s economic growth has been promising, there is much more to be accomplished.
“The Great Recession hit Michigan harder than any other state, so while our recent growth has been impressive, we’re still not where we should be in absolute terms,” Doyle said. “The Turnaround Plan headed us in the right direction. The new plan is designed to complete the mission of getting us to become a Top Ten state.”
If Michigan was performing like a Top Ten state today, there would be 120,000 more Michiganders working and $11,000 more income per person annually.
Destination Economy addresses short-term solutions to our pressing problems while providing a long-term plan for future economic growth. This proposal would impose responsible budgeting, and lay out an environment for job creation and business growth that embraces our numerous resources.
Illinois should no longer be the laughingstock of late night comedians; we should stand out as a national leader. We should stop squandering our precious intellectual and financial capital and embrace programs and initiatives that bring out the best of every region of Illinois and on Main Street. We need to create job opportunities for our children so they stay in Illinois. We want our kids to live 10 minutes away, not 10 hours.
We need to declare Illinois OPEN FOR BUSINESS and Make Illinois Work Again!
This report provides a fact-based assessment of Michigan's economic competitiveness relative to other states. Michigan's performance is compared on key output (e.g., employment, GFP) and input (e.g., labor cost) metrics. A set of "traditional," "new economy,' and "Top Ten" benchmark states were used to provide multiple reference points to evaluate Michigan's performance.
This presentation will discuss issues facing the Canadian economy as it heads for slower economic growth.
World economies are facing difficulties due to many factors like Brexit or China/USA trade wars or Excessive Government Regulations or lack of investment infrastructure
Geopolitical events in Middle East, South Asia Sea, Government changes in UK, Australia, etc.
Using our Michigan Turnaround Plan as a checklist, we can see how much has been done to strengthen our state and reshape its economy. Our state finances are managed better, our tax policy has been improved, our regulatory
environment makes more sense, and the conditions are right to foster growth in our state, creating new jobs and bringing life to our communities. As you read this report, we think you’ll see that much has been done to strengthen Michigan’s economic environment. Our economy might not be a Top Ten State yet, but we’re well on our way.
In the 2012 Michigan Turnaround Plan, we identify what work remains in Steps 1-5 to further strengthen our state’s
competitiveness and put our state on a solid path to prosperity.
Now that our foundation is more solid, it is time to add a sixth step to the MTP – Leveraging Assets to Grow the New
Michigan. We identify existing Michigan assets that we believe, based on solid data, can be leveraged to accelerate
growth and transition to the New Michigan. It’s a 10+ year vision that builds on the first five steps of the Plan. We
detail the possibilities we see in each “growth opportunity”to reshape and strengthen the Michigan of tomorrow.
The Building a New Michigan Plan is a fact-based roadmap to help Michigan become a “Top Ten” economic competitor by 2020. It is the successor to Business Leaders for Michigan's Michigan Turnaround Plan (MTP), which was designed to restart economic growth after the Great Recession.
“Thanks to the support of the public, policy makers, business and community leaders, much of the MTP has been accomplished, with positive results—new jobs, higher incomes and a growing population. Now that we’ve shored up our economic foundation, it’s time for us to get building,” said Patrick Doyle, Domino’s President & CEO and BLM Board Chair.
Doyle said while the state’s economic growth has been promising, there is much more to be accomplished.
“The Great Recession hit Michigan harder than any other state, so while our recent growth has been impressive, we’re still not where we should be in absolute terms,” Doyle said. “The Turnaround Plan headed us in the right direction. The new plan is designed to complete the mission of getting us to become a Top Ten state.”
If Michigan was performing like a Top Ten state today, there would be 120,000 more Michiganders working and $11,000 more income per person annually.
Destination Economy addresses short-term solutions to our pressing problems while providing a long-term plan for future economic growth. This proposal would impose responsible budgeting, and lay out an environment for job creation and business growth that embraces our numerous resources.
Illinois should no longer be the laughingstock of late night comedians; we should stand out as a national leader. We should stop squandering our precious intellectual and financial capital and embrace programs and initiatives that bring out the best of every region of Illinois and on Main Street. We need to create job opportunities for our children so they stay in Illinois. We want our kids to live 10 minutes away, not 10 hours.
We need to declare Illinois OPEN FOR BUSINESS and Make Illinois Work Again!
This report provides a fact-based assessment of Michigan's economic competitiveness relative to other states. Michigan's performance is compared on key output (e.g., employment, GFP) and input (e.g., labor cost) metrics. A set of "traditional," "new economy,' and "Top Ten" benchmark states were used to provide multiple reference points to evaluate Michigan's performance.
This presentation will discuss issues facing the Canadian economy as it heads for slower economic growth.
World economies are facing difficulties due to many factors like Brexit or China/USA trade wars or Excessive Government Regulations or lack of investment infrastructure
Geopolitical events in Middle East, South Asia Sea, Government changes in UK, Australia, etc.
This report provides a fact-based assessment of Michigan’s economic competitiveness relative to other states and nations. Michigan’s performance is compared with that of other
states on key output (e.g., employment, GDP) and input (e.g., labor cost) metrics. A set of “traditional,” “new economy,” “global,” and “Top Ten” benchmark states were used to
provide multiple reference points to evaluate Michigan’s performance.
While the intent of this report is not to make recommendations, general conclusions are
outlined. These conclusions are used by Business Leaders for Michigan to help develop strategies for making Michigan a “Top Ten” state for job, economic, and personal income growth, such as those contained in the Michigan Turnaround Plan.
This report provides a fact-based assessment of Michigan’s economic competitiveness relative to other states and nations. It is used by Business Leaders for Michigan to help
develop strategies and recommendations for making Michigan a “Top Ten” state for job,
economic, and personal income growth, such as those contained in the Michigan Turnaround Plan.
Comparisons are made of Michigan’s performance with other states on key output (e.g., GDP growth) and input (e.g., labor cost) metrics. A set of “traditional,” “new economy,”
“global,” and “Top Ten” benchmark states and/or nations were used to provide multiple reference points to evaluate Michigan’s performance. While the intent of this report is not to make recommendations, general conclusions are outlined.
2015 (CPC) vs 2019 (LPC) - Are Canadians better off in 2019?paul young cpa, cga
This presentation discusses key policy areas including a comparison between 2015 and Liberal Government record. The rankings used can vary a little due to timing of the rankings.
Liberals changed many policies over the years, but very few times does either MSM or social media call out their failures
Trudeau and his team constantly provide data that is neither supported nor completely accurate
Harper was not perfect in terms of his policy, but he was very successful as he faced numerous challenges, i.e. global recession, minority parliament, hostile premiers (i.e. PQ and ON) - https://www.slideshare.net/paulyoungcga/cpc-and-stephen-harper-years-as-prime-minister
2013 The EY G20 Entrepreneurship Barometer 2013Steve Mondragon
El EY G20 Emprendimiento Barómetro 2013 está diseñado para ayudar a los países líderes en comparar su progreso y desempeño en este tema vital. Permite a cada nación del G-20 para identificar los puntos fuertes de su entorno empresarial, así como las principales oportunidades para un mayor desarrollo.
Como resultado, el Barómetro ofrece un marco de gran alcance para ayudar a los países a entender y mejorar los ecosistemas que son vitales para el éxito de los empresarios del futuro.
EY : Baromètre 2013 de l'entrepreneuriat dans les pays du G20 #EY #G20Franck Sebag
Baromètre EY 2013 de l'entrepreneuriat dans les pays du G20
« La règle de trois »
L’entrepreneuriat, moteur de la croissance et de l’emploi
L’entrepreneuriat est clairement identifié dans tous les pays du G20 comme un levier incontournable pour relancer la croissance, ainsi que le montre la 2ème édition du Baromètre EY 2013 de l’entrepreneuriat* :
67% des emplois créés en 2012 dans les pays de l’UE l’ont été par des entrepreneurs ;
74% des entrepreneurs des pays du G20 affirment avoir recruté l’an passé grâce à la croissance qu’ils ont pu générer par l’innovation.
Social Spending and Taxation| Government| Sustainability| April 2019paul young cpa, cga
This presentation looks at social policy and income inequality as way to highlight the pressure facing government spending around the world.
Countries around the world need to reform their tax policies
Countries around the world need to emphasize value for money as part of delivering program spending.
There needs to be a proper balance between the environment and the economy.
There is middle ground to be achieve between providing social programs and the right level of taxation
Business leaders looking for places to locate or expand operations often consider the stability of government financial operations as a key factor in their site selection decisions.
When current levels of taxation and service provision are not sustainable, it creates uncertainty about the location’s long-term viability as a place to invest, live or work.
Michigan has a history of being more fiscally unstable than the average state, due to a traditionally heavier reliance on manufacturing. Michigan has had a tendency to out-perform the nation during economic recoveries and under-perform during periods of recession. These trends result in tax revenues that vary widely from year to year, making budget and economic planning a challenge for state and local officials. In addition, stagnant population growth and an aging population have increased taxpayer demand on public services.
The nearly decade-long recession Michigan experienced in the 2000’s placed significant pressure on the people of Michigan and left many local units of government in fiscal distress. State leaders responded by passing the Local Financial Stability and Choice Act (Public Act 436 of 2012) to address the growing number of local governments and school districts with unusually high levels of economic hardship. The City of Detroit filed for bankruptcy in 2013, and Michigan has had four school districts cease operations due to fiscal insolvency (Highland Park, Buena Vista, Inkster, and Muskegon Heights). Moreover, Detroit Public Schools recently came very close to insolvency.
Moving Michigan Forward - Investing in Our Future.
Michigan House Republicans unveil plan to balance state budget through cuts, reforms, no tax increases
http://www.mlive.com/news/grand-rapids/index.ssf/2009/07/michigan_house_republicans_unv.html
This report provides a fact-based assessment of Michigan’s economic competitiveness relative to other states and nations. Michigan’s performance is compared with that of other
states on key output (e.g., employment, GDP) and input (e.g., labor cost) metrics. A set of “traditional,” “new economy,” “global,” and “Top Ten” benchmark states were used to
provide multiple reference points to evaluate Michigan’s performance.
While the intent of this report is not to make recommendations, general conclusions are
outlined. These conclusions are used by Business Leaders for Michigan to help develop strategies for making Michigan a “Top Ten” state for job, economic, and personal income growth, such as those contained in the Michigan Turnaround Plan.
This report provides a fact-based assessment of Michigan’s economic competitiveness relative to other states and nations. It is used by Business Leaders for Michigan to help
develop strategies and recommendations for making Michigan a “Top Ten” state for job,
economic, and personal income growth, such as those contained in the Michigan Turnaround Plan.
Comparisons are made of Michigan’s performance with other states on key output (e.g., GDP growth) and input (e.g., labor cost) metrics. A set of “traditional,” “new economy,”
“global,” and “Top Ten” benchmark states and/or nations were used to provide multiple reference points to evaluate Michigan’s performance. While the intent of this report is not to make recommendations, general conclusions are outlined.
2015 (CPC) vs 2019 (LPC) - Are Canadians better off in 2019?paul young cpa, cga
This presentation discusses key policy areas including a comparison between 2015 and Liberal Government record. The rankings used can vary a little due to timing of the rankings.
Liberals changed many policies over the years, but very few times does either MSM or social media call out their failures
Trudeau and his team constantly provide data that is neither supported nor completely accurate
Harper was not perfect in terms of his policy, but he was very successful as he faced numerous challenges, i.e. global recession, minority parliament, hostile premiers (i.e. PQ and ON) - https://www.slideshare.net/paulyoungcga/cpc-and-stephen-harper-years-as-prime-minister
2013 The EY G20 Entrepreneurship Barometer 2013Steve Mondragon
El EY G20 Emprendimiento Barómetro 2013 está diseñado para ayudar a los países líderes en comparar su progreso y desempeño en este tema vital. Permite a cada nación del G-20 para identificar los puntos fuertes de su entorno empresarial, así como las principales oportunidades para un mayor desarrollo.
Como resultado, el Barómetro ofrece un marco de gran alcance para ayudar a los países a entender y mejorar los ecosistemas que son vitales para el éxito de los empresarios del futuro.
EY : Baromètre 2013 de l'entrepreneuriat dans les pays du G20 #EY #G20Franck Sebag
Baromètre EY 2013 de l'entrepreneuriat dans les pays du G20
« La règle de trois »
L’entrepreneuriat, moteur de la croissance et de l’emploi
L’entrepreneuriat est clairement identifié dans tous les pays du G20 comme un levier incontournable pour relancer la croissance, ainsi que le montre la 2ème édition du Baromètre EY 2013 de l’entrepreneuriat* :
67% des emplois créés en 2012 dans les pays de l’UE l’ont été par des entrepreneurs ;
74% des entrepreneurs des pays du G20 affirment avoir recruté l’an passé grâce à la croissance qu’ils ont pu générer par l’innovation.
Social Spending and Taxation| Government| Sustainability| April 2019paul young cpa, cga
This presentation looks at social policy and income inequality as way to highlight the pressure facing government spending around the world.
Countries around the world need to reform their tax policies
Countries around the world need to emphasize value for money as part of delivering program spending.
There needs to be a proper balance between the environment and the economy.
There is middle ground to be achieve between providing social programs and the right level of taxation
Business leaders looking for places to locate or expand operations often consider the stability of government financial operations as a key factor in their site selection decisions.
When current levels of taxation and service provision are not sustainable, it creates uncertainty about the location’s long-term viability as a place to invest, live or work.
Michigan has a history of being more fiscally unstable than the average state, due to a traditionally heavier reliance on manufacturing. Michigan has had a tendency to out-perform the nation during economic recoveries and under-perform during periods of recession. These trends result in tax revenues that vary widely from year to year, making budget and economic planning a challenge for state and local officials. In addition, stagnant population growth and an aging population have increased taxpayer demand on public services.
The nearly decade-long recession Michigan experienced in the 2000’s placed significant pressure on the people of Michigan and left many local units of government in fiscal distress. State leaders responded by passing the Local Financial Stability and Choice Act (Public Act 436 of 2012) to address the growing number of local governments and school districts with unusually high levels of economic hardship. The City of Detroit filed for bankruptcy in 2013, and Michigan has had four school districts cease operations due to fiscal insolvency (Highland Park, Buena Vista, Inkster, and Muskegon Heights). Moreover, Detroit Public Schools recently came very close to insolvency.
Moving Michigan Forward - Investing in Our Future.
Michigan House Republicans unveil plan to balance state budget through cuts, reforms, no tax increases
http://www.mlive.com/news/grand-rapids/index.ssf/2009/07/michigan_house_republicans_unv.html
This report provides a fact-based assessment of Michigan’s economic competitiveness relative to other states. Michigan’s performance is compared on key output (e.g., employment, GDP) and input (e.g., labor cost) metrics. A set of “traditional,” “new economy,” and “Top Ten” benchmark states were used to provide multiple reference points to evaluate Michigan’s performance.
While the intent of this report is not to make recommendations, general conclusions are outlined. These conclusions are used by Business Leaders for Michigan to help develop strategies for making Michigan a “Top Ten” state for jobs, personal income, and a healthy economy.
Business Leaders for Michigan is pleased to provide you with this year’s fact-based assessment of Michigan’s economic competitiveness relative to other states. We compare Michigan’s performance on key output (e.g., employment, personal income) and input (e.g., taxes, education) metrics annually to that of “traditional,” “new economy,” and “Top Ten” benchmark states. These metrics provide multiple reference points to evaluate Michigan’s performance.
The conclusions included in this report are used by Business Leaders for Michigan and policymakers alike to help develop strategies for making Michigan a “Top Ten” state for jobs, personal income, and a healthy economy.
If Michigan were performing like a “Top Ten” state today, there would be:
72,300 more Michigan people working
$9,200 more income per person
$12,300 more GDP per person
The Salt Lake Chamber's 2015 Public Policy Guide outlines the business community's policy priorities for the 2015 legislative session and calendar year.
Business Leaders for Michigan’s goal of helping Michigan become a Top Ten state will be impacted by the strength of our workforce. This paper summarizes research we conducted to identify economic trends that
will influence Michigan’s workforce needs, and suggests ways we can support state residents to meet those needs now and in the future. Three primary findings were drawn from the research:
A review of the Pure Michigan brand including merchandise, co-branding partnerships, advertising, and more. Presented at the Pure Michigan Governor's Conference on Tourism in 2012.
Module 05 Course Project - Preserving the RelationshipFrom the b.docxroushhsiu
Module 05 Course Project - Preserving the Relationship
From the beginning of this course, you've learned how an integrative bargaining approach to a negotiation is preferable when the parties want to preserve a relationship. In our project scenario, Michelle wants to continue working at the call center, and more importantly wants to maintain the good working relationship that she has cultivated with her boss, Nikki. Neither party wants the schedule dispute to derail that relationship. Nikki knows that Michelle has started bad mouthing her to the other employees because she thinks that Nikki's approach to scheduling people based on seniority was a lazy rather than fair. Michelle's emotions were running high when she did this, but unfortunately the remarks started to damage Nikki's reputation as being a good supervisor. As a result, the relationship between the supervisor and employee is now strained.
For this final part of the project you will address the following questions in your paper:
1. Analyze and discuss the critical role of reputation, trust, and fairness as it pertains to this situation.
2. After meeting and discussing the issue, the two women were able to work out a schedule for Michelle that would solve her daycare issues and would be fair to the other employees. Now that the issue has been resolved, based on your readings, synthesize a plan for how the two women can work towards rebuilding their relationship.
In your paper, follow standard mechanics in grammar, punctuation, and spelling.
Philippines (GDP)
Paxton Boyd II;
Macroeconomics;
AIU;
18March20;
Introduction
Currently am working with a food processing and selling company best in Dallas, Texas, USA.
The firm deals with perishable and non-perishable products.
The products include; milk, coffee, tea, meat, fish, fruits, cereals, cheese, rice, flour, and wheat products.
The firm was founded after seizing the opportunity that the world’s population is ever growing and food products are basic needs that humans cannot do without.
This is a clear indication that the market share is adequate enough to generate profits.
Therefore, in our expansion plans, we take the gross domestic product metric as a key determinant when in investing a particular nation.
This is because it will show us how the market incomes and standards of living are growing with time.
GDP
Gross domestic value shows the aggregate value of what a nation produces.
It indicates an economy’s size
It helps eradicate double accounting
It is given by;
Personal spending plus investments by businesses plus the expenditure by the government, plus exports minus imports.
The two types of GDP are real and nominal.
GDP growth rates change over time.
The aggregate value generated from the GDP considers all the country’s production regardless of whether they are produced by locals or foreigners.
The real GDP is gotten by removing inflation from the equation because the economy may seem to be prospering an ...
Module 05 Course Project - Preserving the RelationshipFrom the b.docxhelzerpatrina
Module 05 Course Project - Preserving the Relationship
From the beginning of this course, you've learned how an integrative bargaining approach to a negotiation is preferable when the parties want to preserve a relationship. In our project scenario, Michelle wants to continue working at the call center, and more importantly wants to maintain the good working relationship that she has cultivated with her boss, Nikki. Neither party wants the schedule dispute to derail that relationship. Nikki knows that Michelle has started bad mouthing her to the other employees because she thinks that Nikki's approach to scheduling people based on seniority was a lazy rather than fair. Michelle's emotions were running high when she did this, but unfortunately the remarks started to damage Nikki's reputation as being a good supervisor. As a result, the relationship between the supervisor and employee is now strained.
For this final part of the project you will address the following questions in your paper:
1. Analyze and discuss the critical role of reputation, trust, and fairness as it pertains to this situation.
2. After meeting and discussing the issue, the two women were able to work out a schedule for Michelle that would solve her daycare issues and would be fair to the other employees. Now that the issue has been resolved, based on your readings, synthesize a plan for how the two women can work towards rebuilding their relationship.
In your paper, follow standard mechanics in grammar, punctuation, and spelling.
Philippines (GDP)
Paxton Boyd II;
Macroeconomics;
AIU;
18March20;
Introduction
Currently am working with a food processing and selling company best in Dallas, Texas, USA.
The firm deals with perishable and non-perishable products.
The products include; milk, coffee, tea, meat, fish, fruits, cereals, cheese, rice, flour, and wheat products.
The firm was founded after seizing the opportunity that the world’s population is ever growing and food products are basic needs that humans cannot do without.
This is a clear indication that the market share is adequate enough to generate profits.
Therefore, in our expansion plans, we take the gross domestic product metric as a key determinant when in investing a particular nation.
This is because it will show us how the market incomes and standards of living are growing with time.
GDP
Gross domestic value shows the aggregate value of what a nation produces.
It indicates an economy’s size
It helps eradicate double accounting
It is given by;
Personal spending plus investments by businesses plus the expenditure by the government, plus exports minus imports.
The two types of GDP are real and nominal.
GDP growth rates change over time.
The aggregate value generated from the GDP considers all the country’s production regardless of whether they are produced by locals or foreigners.
The real GDP is gotten by removing inflation from the equation because the economy may seem to be prospering an.
Ben Wright, Atlas CEO & Guillermo Mazier, Atlas’ Director of Strategic Accounts, cover the latest theories, metrics and best practices to prove that economic development makes a difference for communities.
This report was unveiled at Business Leaders for Michigan's 2nd annual Leadership Summit on March 10, 2014, where nearly 500 attendees met to hear about Michigan's recent progress in six areas identified in BLM’s New Michigan strategy as having the greatest potential to grow good jobs quickly and a sustainable economy. The six areas are: engineering, logistics/supply chain, higher education, natural resources, mobility and life sciences.
Michigan’s top economic leaders today issued a series of findings that forecast the state’s readiness to fill high-paying, high-demand jobs with educated and skilled workers.
And, while data show the state is generally prepared to meet the demand for high-wage jobs over the next three years, the ability to meet demand over the long-term is less certain.
The Road to Renaissance initiative was the first comprehensive strategy developed to accelerate economic growth for the entire Detroit region.
The initiative was launched in 2006 by Business Leaders for Michigan (formerly Detroit Renaissance) and was based on extensive research and community input, including:
– Benchmarking 6 national & global regions
– Analyzing the region’s workforce & business strengths
– Reviewing 15 previous regional studies
– Obtaining input from 650 leaders/500 organizations
Final recommendations were released in 2007 with work continuing through 2011 and beyond. This is the final summary of our results.
Business Leaders for Michigan (BLM) hired Public Sector Consultants (PSC) to outline strategies that the State of Michigan can implement to help its regions and cities achieve their economic and urban development goals. The Brookings Institution Metropolitan Policy Program substantively
shaped and contributed to this project under the auspices of the Brookings-Rockefeller Project on
State and Metropolitan Innovation, which works to present fiscally responsible state policies and practical, metropolitan-led solutions that leaders can use to create the next American economy.
Working together on this effort, PSC and Brookings have focused on state-level interventions that
will support and empower metropolitan areas in their ongoing economic and urban revitalization efforts. This strategy recognizes that much of the heavy lifting regarding urban and metropolitan revitalization must be done at the local level, and that there is an abundance of work focused on
local urban revitalization efforts. This strategy is intended to build on those efforts, and make
recommendations regarding what the state (and other stakeholders) can do at both the state and metro-specific level to help urban metropolitan areas achieve their prosperity goals.
In 2009, Business Leaders for Michigan (BLM)
released the Michigan Turnaround Plan, a plan
on how to make Michigan a Top Ten state for
job, economic and personal income growth.
The Plan was updated in 2012 to identify the
six most distinctive assets Michigan had which
could be leveraged to accelerate growth.
These assets include the state’s engineering
prowess, geographic location, and world-class
higher education institutions, among others.
The 2013 New Michigan Report is the first in
an annual series in which Michigan’s progress
in leveraging its assets into economic growth
will be tracked. Michigan’s performance on
various metrics will be charted over time, and
compared to the results achieved in other
high-performing states.
Business Leaders for Michigan’s New Michigan strategy identified Michigan’s engineering talent as a key asset that could be leveraged to help grow the state’s economy into a Global Engineering Village. This plan was developed by a group of stakeholders to help achieve that result.
This report explores the specific contributions made by Michigan’s higher education sector and
discusses the strong and growing need for quality postsecondary options. It builds on recent
recommendations for performance-based funding and provides a multi-pronged approach for
accelerating the pace toward Top Ten educational attainment. This report also details how higher education can help create more jobs in Michigan.
The automotive industry is quickly becoming a mobility industry. This report was developed with a coalition of top industry experts, the Center for Automotive Research and McKinsey & Company. It outlines a strategy to position Michigan for long-term growth in the auto sector as it continues to transition to an increasingly advanced technology-based sector.
It was produced with support from Business Leaders for Michigan and the Michigan Economic Development Corporation. This report was developed with a coalition of top industry experts, the Center for Automotive Research and McKinsey & Company. It outlines a strategy to position Michigan for long-term growth in the auto sector as it continues to transition to an increasingly advanced technology-based sector. It was produced with support from Business Leaders for Michigan and the Michigan Economic Development Corporation.
To further Business Leaders for Michigan's strategy for building a New Michigan, it recently released The Michigan Natural Resources Business Plan: Leveraging Our Assets to Make Michigan a Top Ten State, which details recommendations for how Michigan could better leverage its strengths in natural resources, from tourism to agriculture and beyond.
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the what'sapp contact of my personal pi merchant to trade with.
+12349014282
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the what's app number of my personal pi vendor to trade with.
+12349014282
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the what'sapp information for my personal pi vendor.
+12349014282
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
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financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
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2. Compete
Invest
GRoW
From 2000 to 2010, when the U.S. lost
2 million jobs, roughly half of those
jobs were from Michigan. Today, the
state is back on track with more than
Michigan companies
pay on
average
more in
“total business costs”
250,000
new jobs created
Michigan has
2,875 units of local
government which
is the 12th most in
the nation
3. Michigan is a strong innovator
with a ranking of 10th in the nation
for university R&D spending.
Only 21%of Michigan’s high school
graduates are college or career ready
38%of all major roads in Michigan
are rated poor or mediocre quality
Michigan’s metros account for 87%
of the state’s exports
5. Michigan is turning around.
Michiganders want progress, and we have all worked hard to create new jobs and
compete in a world that’s very different than it was just a few years ago. As a result,
our economy is growing faster than it has in over a decade.
At Business Leaders for Michigan (BLM), we are committed to helping accelerate our
state’s transformation. This updated edition of the Michigan Turnaround Plan (MTP),
originally introduced in 2009, continues to have a goal of making Michigan a Top Ten
state for jobs, personal income and a healthy economy. But it’s been modified to
reflect the gains we’ve made as a state, as well as new challenges on the horizon.
Thanks to state policy makers, business and community groups, and citizens and
stakeholders who have rallied around the Michigan Turnaround Plan, the state has
advanced in meaningful ways. Michigan’s growth now outpaces that of many other
states, but we can’t declare victory yet. We are still making up for ground we lost
during the Great Recession, and our competitors in other states and regions of the
world aren’t standing still.
We need to keep up our momentum and work from a shared playbook that helps us
move forward together to grow a stronger Michigan. We believe the Michigan
Turnaround Plan provides the ideas and strategies we need to help build what’s next
for the Great Lakes State.
Now, more than ever, it’s time for teamwork and resolve.
Michigan’s future is waiting. Are you in?
Sincerely,
Jeff M. Fettig Doug Rothwell
Chair, BLM Board of Directors President & CEO
Chairman & CEO Business Leaders for Michigan
Whirlpool Corporation
A LetteR fRom the ChAIRmAn And the pResIdent
1
6. 2014 Michigan Turnaround Plan2
“We’re serious about creating more good jobs, higher
income, and a healthy economy. We’ve got a pro-business
climate, a great location and a talented workforce.”
Sounds great, right? Unfortunately, the above statement is made by
virtually every state in our nation, not just Michigan. Everyone is
competing to create, attract or retain more good jobs.The only way to
win is to be faster, better, and more productive than the competition.
Here in Michigan, we’ve made progress during the last several years
rebuilding our position in the worldwide jobs race.
A GLAnCe At
mIChIGAn’s
eConomy
7. 3
ouR pAst
Prosperous State - Per capita personal income was 14% above the national average in the 1950s.
ReCent deCAdes
Relative Decline - Michigan’s economic troubles began in the 1960s and accelerated rapidly in the
decades that followed as global competition increased. As a result, Michigan became poorer,
smaller and less competitive relative to other states.
neW GAIns
Reversing Course - Michigan is currently experiencing one of the nation’s strongest recoveries.
About one-third of the Michigan Turnaround Plan (MTP) has been implemented with good results. State
government finances are more stable.The tax system is fairer. Long-term debt has been reduced.
Unnecessary regulations have been eliminated. In short, our business climate is more competitive.
todAy
Turnaround Underway - Michigan continues to recover faster than most states, but has more
ground to make up. Our employment, GDP, and personal income have grown faster than most peers
since 2009, but employment GDP and income levels are still below where they were before the
Great Recession.
futuRe
Michigan Turnaround Plan - A holistic plan building on Michigan’s strengths to make Michigan a
Top Ten state for jobs, personal income and a healthy economy. The MTP offers strategies to help
us compete, invest and grow.
8. 2014 Michigan Turnaround Plan4
A half-century ago, the U.S. led the
world in creating good jobs and a
healthy economy, and Michigan
was a leader among the states.
Michigan enjoyed a reputation as the world’s automotive
center, the Arsenal of Democracy and the birthplace of
assembly line manufacturing technologies. In 1953
Michigan was in the Top Ten for per capita personal
income, with per capita GDP levels that would grow to
the nation’s 5th highest over the next decade.
But in the decades that followed, both the U.S. and
Michigan had begun to experience the full impact of
global competition.
Times Have
Changed
9. 5
1950s
US World
Top 10
US
1990s
US World
2008
US
MI
World
US
Flash forward to 2009.
The American economy was in the midst of the Great
Recession, and Michigan was suffering more than any
other state. A poor tax and regulatory environment,
regional and political divisions, and mixed priorities
contributed to Michigan becoming less and less
competitive relative to its peers across the U.S.
• Michigan lost roughly half of the 2 million jobs lost in
the nation from 2000 through 2010.
• Personal income in Michigan fell by nearly 14%
during the same decade.
• Between 2000 and 2010, Michigan was the only
state to lose population.
Michigan had to get competitive again, and fast.
In 2009, Business Leaders for Michigan (BLM) released
the Michigan Turnaround Plan (MTP). The MTP is a
comprehensive, fact-based plan that lays out a series of
achievable, measurable goals that everyone in the state
can get behind to help turn the state around. The state’s
progress on the MTP is benchmarked annually by BLM
and updated as necessary to ensure Michigan stays on
track.
Five years later – and thanks to the shared efforts of
state, local, community and business leaders in every
corner of the state – one-third of the MTP has been
implemented. State finances are managed better.
Long-term debt has been reduced. Regional divisions are
fading and cooperation is rising. The result is more than
250,000 Michigan jobs have been created. Income and
GDP levels are on the rise. The conditions are right to
foster growth – but now we need to go further.
The 2014 MTP is designed to lay out what’s next for
Michigan. It identifies areas where we can compete,
invest and grow in order to make our state stronger for
generations to come.
Avg.
Top 10
Avg.
Top 10
Avg.
MI
MI
US
10. 2014 Michigan Turnaround Plan6
Michigan’s
Competitive
Position
Michigan continues to recover faster than most
states, but we have more ground to make up.
Our employment, GDP and personal income have
grown faster than most peers since 2009, but per
capita GDP, income levels and employment are still
below where they were before the Great Recession.
Here’s a look at our competitive position, and what
we can do to make Michigan stronger.
todAy’s
mIChIGAn
11. 7
GRoWth oCCuRs
WheRe theRe Is hIGh
vALue, fAIR Cost
Economic growth occurs in places that offer the
most benefit relative to costs. The Michigan
Turnaround Plan is based on this understanding,
and our state is making real progress toward
becoming a high value place to create jobs.
mIChIGAn’s CompetItIve
posItIon todAy
Our state’s positives are getting more attention now
that we’ve fixed some competitive weaknesses;
however, we still have a long way to go to becoming a
Top Ten state.
A stAte on the RIse
One-third of the way through implementation of the
Michigan Turnaround Plan, we see real progress.
The chart at right shows where we were during the
worst of the Great Recession, where we are in 2012,
and our goal of becoming a Top Ten state. We’re
rising in the rankings, but still have more to do.
COST
• Total Costs
• Taxes
• Labor
• Incentives
• Energy
• Government
• Business Climate
VALUE
• Talent
• Quality of Life
• Innovation &
Entrepreneurial
Environment
• Geographic
Location
POSITIVES
• Talent Production
• Technical Talent
Base
• Innovation
Environment
• Geographic
Location
+
NEGATIVES
• Regulatory
Climate
• Education
Attainment
• Infrastructure
• Urban Vitality
–
2008
Population
GDP
Income
Jobs
2012 2020
50 44 10
38 36 10
40 38 10
8 9 10
Source: Bureau of Labor Statistics, The Conference Board Total Economy Database, Bureau of Economic Analysis,
and the United States Census Bureau
12. 2014 Michigan Turnaround Plan8
RAnks hIGh In InnovAtIon
but LoW In entRepReneuRIsm
Michigan is a Top Ten state for R&D and patent activity,
and has a growing supply of venture capital.
Our university R&D is among the Top Ten in the nation,
and Michigan ranks 13th in the number of patents
awarded. Our state’s entrepreneurs are supported by
a 60% increase in venture capital investment, which is
now 19th highest in the nation.
peRCeptIons ARe
ImpRovInG
National business leader perceptions of Michigan’s
business climate are improving.
Site Selection magazine has named Michigan the 8th most
competitive state for achieving success in job creation and
economic development, up from 16th in 2011.
busIness tAxes ARe
ImpRovInG
Michigan’s corporate tax climate has improved to 9th
best in the nation from 2nd worst and our overall tax
environment has risen to 14th best in the nation.
While our tax system has seem dramatic improvements,
nationally we still rank poorly for the cost of doing
business and business incentives in Michigan may
be less competitive compared to other states.
Corporate Tax Climate
2011 2014
Michigan
in # of
patents
awarded
13th
most
competitive
state for job
creation
8th
!
13. 9
InfRAstRuCtuRe
needs WoRk
Michigan’s aging Infrastructure impedes our global
competitiveness.
All forms of our physical infrastructure, including
roads and bridges, need investment to ensure
Michigan’s people and products can access global
markets.
Less eduCAted WoRkfoRCe
Michigan’s talent production is good, but college
attainment is low.
While Michigan confers a large number of degrees and
awards more “critical skills” degrees than most of our
peers, the percentage of Michigan’s population with
an associate’s degree or above is lower than Top Ten
states. What’s more, degreed individuals aren’t moving
to Michigan, leaving us with an overall talent deficit.
GeoGRAphIC LoCAtIon
Our state’s unique geographic advantages can be
leveraged to increase exports and attract foreign
direct investment.
Michigan is one of the largest U.S. air hubs to Asia,
a center link of the NAFTA highway and the closest
entry to the Midwest from the Halifax port. The state
can capitalize on the growth of just-in-time delivery
and congestion of other midwest ports.
STRENGTHS
#1 InternationalLand Crossing
14th
Air
Passenger
Volume
18th
Air Cargo
Tonnage
WEAKNESSES
42nd
Water Port
Tonnage
26th
Broadband
Penetration
45th
Interstate
Condition
of the 50
states for educated
workforce
30th
14. 2014 Michigan Turnaround Plan10
Today, our state is more competitive.
In a fast-paced global economy, it’s not enough
just to compete. Michigan needs to win.
Our work needs to be about both controlling
costs and adding more, positive benefits.
Michigan must become a more responsive place
with better talent and stronger assets. We must
be a more connected and welcoming place than
our competitors. We must leverage assets we
already have to drive growth and be recognized
as a center of innovation.
the WInnInG
stRAteGy
15. 11
COMPETE
• Create an economic environment that is better than competitor states
• Strengthen Michigan’s fiscal stability and reduce future financial uncertainty
• Create a regulatory environment that’s more responsive than competitor states
• Provide stronger economic development services than competitor states
• Provide better local government services than competitor states
• Support federal policy changes that enhance Michigan’s competitiveness
INVEST
• Connect Michigan to the world through strong infrastructure
• Ensure every Michigan child is ready to learn and advance
• Increase the number of workers with education and training beyond high school
• Achieve Top Ten community college and university affordability by increasing
performance-based funding
• Improve the connection between education and careers
GROW
• Grow a New Michigan economy by leveraging assets with the greatest potential
to meet future global economic needs
• Grow Detroit into a thriving central city by attracting new investment, improving
city services and repopulating neighborhoods
• Make Michigan an aspirational destination by being a welcoming place to all
• Reclaim Michigan’s reputation as a center for innovation by advancing a
holistic strategy
16. 2014 Michigan Turnaround Plan12
Compete
Goal
Michigan is more attractive than competitor
states as a place for job providers to start or
grow a business
Why it’s important
Because there are a virtually unlimited number
of places where business can locate in a global
economy, Michigan has to at least be average
or better on most business climate factors
compared to competitor locations
Indicator of success
Top Ten state as a place to do business
17. 13
Create an economic environment that is better than competitor states
• Annually benchmark Michigan’s economic competitiveness to Top Ten states
• Continue to modernize Michigan’s tax system to reward production and
reflect changes in the composition of the economy
° Phase out the personal property tax without negatively impacting communities
• Maintain competitive energy costs
Strengthen Michigan’s fiscal stability and reduce future financial uncertainty
• Adopt a 10 year state strategic plan
• Require annual performance-based budgeting
• Reduce corrections costs to the Great Lakes average
• Continue paying down state unfunded liabilities
• Grow the Budget Stabilization Fund to 5% of annual operating revenues
• Adopt fiscal notes for all legislation
Create a regulatory environment that’s more responsive than
competitor states
• Issue permits in Top Ten timeframes
• Change the regulatory culture to be customer-centric
Provide stronger economic development services than competitor states
• Deliver Top Ten economic development customer service
• Offer competitive economic development incentives
• Act cohesively to attract and grow more good jobs
Provide better local government services than competitor states
• Benchmark and encourage local governments to adopt fiscal best practices
• Benchmark local government competitiveness on key site location factors
• Strengthen local governments and school districts and encourage service sharing:
° Align state and federal program boundaries with regional economies
° Preserve the Emergency Financial Management Act
° Limit local debt service to 10% of local operating expenses
° Preclude local governments from offering defined benefit retirement
plans and retiree health care benefits to new hires
° Provide regions the ability to identify and fund regional assets
Support federal policy changes that enhance Michigan’s competitiveness
• Engage leaders on tax reform, workforce policies, immigration reform, etc.
fastest
GDP
growth
4th
more3%
most units
of government
12th
in 2011 & 2012
To reach Top 10 by 2020,
income must increase
in “total business costs”
MI companies
pay on
average
per
person
$18,000
25 workforce development regions,
17 adult education,
14 planning and
19 arts regions,
none align with each other
18. Invest
Goal
Michigan has more talent and is better
connected to the world than competitor states
Why it’s important
To fill the jobs of today and tomorrow, Michigan
needs to fill its pipeline with an educated and
skilled workforce.A globally connected
infrastructure is needed to move our people and
products around the world to better serve global
customers
Indicator of success
Top Ten state for talent and global connectivity
(air access, international trade, etc.)
2014 Michigan Turnaround Plan14
19. Connect Michigan to the world through strong infrastructure
• Adopt solutions that support a strong transportation system
• Develop critical rail connections
• Strengthen Michigan’s logistics infrastructure
• Fully develop VantagePort (formerly Detroit Region Aerotropolis)
Ensure every Michigan child is ready to learn and advance
• Increase public awareness of the value of education
• Expand high quality pre-school education
• Maintain competitive academic standards including the Common
Core State Standards and Michigan Merit Curriculum
• Reward schools, teachers and leaders performing at a high level
• Require high school graduation to be based on meeting college or
career readiness benchmarks
Increase the number of workers with education and training
beyond high school
• Increase out-of-state college enrollment to the national average
without reducing in-state access
• Attract educated workers and skilled immigrants to Michigan
• Expand just-in-time, customized worker training programs
• Develop a long-term strategy to ensure Michigan has a Top Ten
community college and university marketplace
Achieve Top Ten community college and university affordability by
increasing performance-based funding
Improve the connection between education and careers
• Increase opportunities for high school and college students to
participate in school-to-work transition experiences
• Require community colleges and universities to track graduate placement
results
15
worst
urban roads
45th
career &
college ready
21%
highest
average debt
per college
graduate
8th
bad bridges
1,354
currently in Michigan
$660,000,000
In 2013, the VantagePort region
benefitted from $660 million worth
of new property investment and the
creation of 974 new jobs.
20. GRoW
Goal
Michigan is known as a hub of innovation
and as a thriving, welcoming state
Why it’s important
Michigan must cultivate its strongest assets to
ensure lasting prosperity. From our core cities to
our abundant human, technological, and natural
resources, we can make the most of what we do
best to grow a brighter future for our state
Indicator of success
Top Ten state for jobs, personal income, GDP
and population
2014 Michigan Turnaround Plan16
21. the
rate2X
Top
10
10%
New Michigan opportunity
jobs are growing
of business owners in
Michigan are immigrants
over
of the state as a whole
$31 Billion
per year with
Top 10 performance in
New Michigan opportunities
in R&Dfor
R&D Expenditures
at Universities
Michigan can grow
total economic output
17
Grow a New Michigan economy by leveraging assets with the
greatest potential to meet future global economic needs (see p. 18-19)
• Engineering talent into a Global Engineering Village
• Geographic location into a Gateway to the Midwest
• Automotive industry into a Global Center for Mobility
• Natural resources into a Natural Resources Economy
• Health and medical expertise into a Life Sciences Hub
• Higher education system into a Higher Education Marketplace
Grow Detroit into a thriving central city by attracting new investment,
improving city services and repopulating neighborhoods
• Champion the delivery of the basics: safety, services, ethics, fiscal integrity
• Encourage greater alignment on community priorities
• Facilitate job creation
Make Michigan an aspirational destination by being a welcoming
place to all
• Attract skilled immigrants and facilitate their relocation transitions
• Expand cultural exchange programs
• Prohibit discrimination based on sexual orientation for employment
just like we do for race, color, religion, sex, national origin or disability
Reclaim Michigan’s reputation as a center for innovation by
advancing a holistic strategy
• Become a Top Ten state for the availability of venture capital
• Provide Top Ten entrepreneurship and innovation services
• Remove legal and regulatory barriers to entrepreneurship and innovation
• Promote the automotive and manufacturing industries as engines
of innovation
• Showcase Michigan’s innovation at entry portals to the state –
define visitor and resident perceptions by featuring innovative
Michigan products and services
• Become a convening center for entrepreneurship and innovation
conferences, competitions and research
GRoW
22. 2014 Michigan Turnaround Plan18
ENGINEERING
TALENT
Global
Engineering
Village
Brand the
engineering
sector
•
Grow engineering
education
capacity
•
Grow
engineering
firms
Potentialwaystoleveragetheassets:Opportunities:Assets:
GEOGRAPHIC
LOCATION
Gateway
to the
Midwest
Consolidate
logistics base into
Michigan
•
Scale & aggressively
market the
VantagePort
•
Invest in strategic
trade-related
infrastructure
(e.g., roads, bridge,
tunnel, rail)
HIGHER EDUCATION
SYSTEM
Higher
Education
Marketplace
Strengthen quality,
affordability,
productivity &
economic impact
•
Grow university
enrollment
•
Grow industry &
university
funded R&D
•
Grow commerciali-
zation of R&D
NATURAL
RESOURCES
Natural
Resources
Economy
Grow agricultural
processing and
exports
•
Grow leisure
tourism
•
Lead in alternative
energy
technologies
AUTOMOTIVE
INDUSTRY
Global
Center of
Mobility
Lead in
sustainable
mobility and
multi-modal
systems
•
Lead in vehicle/
infrastructure
technology to
improve road safety
•
Market & grow
the auto industry
HEALTH & MEDICAL
EXPERTISE
Life
Sciences
Hub
Create a
Hub for
bio-pharmaceutical
R&D
•
Become the Center
for research,
testing &
medical labs
•
Grow medical
tourism
A 10-year plan to leverage distinctive Michigan assets to grow a New Michigan economy
Strong base of entrepreneurism, innovation and manufacturing
newmichigan
n
1
Compete
2
Invest
3
Grow
23. 19
The Michigan Turnaround Plan features an aggressive strategy for growing a New Michigan economy.
It identifies opportunities based on Michigan’s unique assets with the highest potential to create
thousands of good paying jobs over the next ten years. The framework for a New Michigan economy
highlights six areas. If leveraged properly, each offers great promise for success. Together, they have
the potential to make our state into a vital economic powerhouse.
Global Engineering Village
Global demand is increasing for high-tech manufacturing industries such as aerospace, medical devices, and
precision instruments.These and other industries rely heavily on quality engineers, who are in abundance in
Michigan. Encouraging the automotive industry to adopt cutting-edge technology, fostering innovation in
advanced manufacturing industries, and embracing start-ups can help Michigan capitalize on this opportunity.
Gateway to the Midwest
The movement of goods and people is crucial to economic growth and success. Michigan’s geographic
location enables it to be accessible by road, rail, sea, or air. Michigan can build on this advantage by
advancing as an integrated, multi-modal hub for trade. Specifically, Michigan has the capacity to
encourage the development of aviation-dependent businesses and international border crossings.
Higher Education Marketplace
Economic growth is being driven by gains in productivity, and gains in productivity are driven by talent and
talent-generated innovation.As a primary source of both talent and innovation, our higher education system
represents a major opportunity to grow Michigan’s economy. In addition, higher education institutions are
drivers of economic growth as they bring students, employers, and additional spending to local economies.
Natural Resources Economy
Today, the demand for natural resources is more pressing than ever. The development of technologies
that maximize the production of scarce resources in a sustainable way is crucial for succeeding in
natural resources markets. Michigan also has competitive advantages in agricultural innovation, and can
leverage its natural beauty to increase its tourism industry.
Global Center for Mobility
Michigan has been a center for automotive innovation for as long as cars have existed. The state has a
unique opportunity to continue to expand with the automotive industry, by transforming the existing
automotive cluster to a hub of a diverse set of industries that meet the demands of global mobility.
Michigan can increase its focus on multi-modal sustainable transportation.
Life Sciences Hub
The demand for a higher quality of life persists among developing and developed nations alike. The
search for life sciences solutions is causing health care expenditure growth to outpace GDP growth in
the developed world. Michigan produces a large number of bio-science degrees. This combined with its
high-end medical research facilities, and expertise in bio-pharmaceutical products and medical devices
gives Michigan unique advantages to advance as a Life Sciences Hub.
newmichigan
newmichigan
newmichigan
24. 2014 Michigan Turnaround Plan20
Since the Michigan Turnaround Plan
was released in 2009, significant
actions have been taken or are
underway that align with the plan.
The following shows the progress made
to date— approximately one-third of the
original plan has been addressed.
WhAt’s been
ACCompLIshed
25. 21
Responsibly Manage Finances
• Improved revenue and expenditure forecasts
• Multi-year financial and budget plans
• Citizen friendly balance sheet
• Reduced state debt by one-third
• State agencies required to implement spending plans with a strategic mission, vision and goals
• Improved state bond rating
Effectively & Efficiently Provide Public Services
• Aligned public employee health care premiums with the private sector
• Removed statutory barriers and provided incentives to encourage local service sharing
• Passed public school employee retirement reforms estimated to reduce unfunded pension and
health care liability by $16 billion
• Passed emergency manager law to help locals “fix the basics”
Create a Competitive Business Climate
• Improved Michigan’s corporate tax climate by replacing the MBT with a flat corporate income tax
• Improved Michigan’s regulatory climate by: rescinding over 1,000 obsolete and redundant rules;
and requiring a cost benefit analysis for all proposed rules
• Passed legislation to allow for the gradual phase-out of the Personal Property Tax
• Expanded technical worker training
• Grew venture capital to #19 nationally
• Reformed Unemployment Insurance system
Strategically Invest for Future Growth
• Increased funding for higher education based on performance
• Increased access to early childhood education for underserved students
• Increased funding for transportation
• Reached agreement to build new international bridge
Accelerate the Growth of Cities & Metros
• Adopted Michigan urban strategy
• Increased investments in cities
• Adopted regional economic development model
Leverage Assets to Grow the New Michigan
• Identified Michigan’s six most promising existing assets to accelerate growth
• Developed and implementing strategies for 4 of the 6 assets: Higher Education Marketplace,
Gateway to the Midwest, Global Engineering Village and Global Center of Mobility
progress to date
26. JEFF M. FETTIG
CHAIR OF THE BOARD
Whirlpool Corporation
TERENCE E. ADDERLEY
Kelly Services, Inc.
KEITH ALLMAN
Masco Corporation
G. MARK ALYEA
Alro Steel Corporation
GERARD M. ANDERSON
DTE Energy Company
DAVID W. BARFIELD
The Bartech Group, Inc.
MARY T. BARRA
General Motors Company
ALBERT M. BERRIZ
McKinley, Inc.
MARK J. BISSELL
BISSELL Inc.
STEPHEN K. CARLISLE
General Motors Company
JOHN C. CARTER
Chase
MARY SUE COLEMAN
University of Michigan
TIMOTHY P. COLLINS
Comcast Cable
ROBERT S. CUBBIN
Meadowbrook Insurance Group, Inc.
WALTER P. CZARNECKI
Penske Corporation
KURT L. DARROW
La-Z-Boy Incorporated
DAVID C. DAUCH
American Axle & Manufacturing
RICHARD L. DeVORE
PNC Financial Services Group
DOUGLAS L. DeVOS
Amway
ALESSANDRO DiNELLO
Flagstar Bank
J. PATRICK DOYLE
Domino’s Pizza
JAMES E. DUNLAP
Huntington
MATTHEW B. ELLIOTT
Bank of America
WILLIAM CLAY FORD, JR.
Ford Motor Company
DANIEL GILBERT
Quicken Loans Inc.
ALFRED R. GLANCY III
Unico Investment Group LLC
DAN GORDON
Gordon Food Service, Inc.
JAMES P. HACKETT
Steelcase Inc.
RONALD E. HALL
Bridgewater Interiors, LLC
RICHARD G. HAWORTH
Haworth, Inc.
CHRISTOPHER ILITCH
Ilitch Holdings, Inc.
MICHAEL J. JANDERNOA
Perrigo Company
MILES E. JONES
Dawn Food Products, Inc.
HANS-WERNER KAAS
McKinsey & Company
ALAN JAY KAUFMAN
Kaufman Financial Group
JOHN C. KENNEDY
Autocam
STEPHEN M. KIRCHER
Boyne Resorts
WILLIAM L. KOZYRA
TI Automotive Ltd.
BLAKE W. KRUEGER
Wolverine World Wide, Inc.
BRIAN K. LARCHE
Engineered Machined Products, Inc.
TIMOTHY D. LEULIETTE
Visteon Corporation
ANDREW N. LIVERIS
Dow Chemical Company
KEVIN A. LOBO
Stryker Corporation
DANIEL J. LOEPP
Blue Cross Blue Shield of Michigan
EVAN D. LYALL
Roush Enterprises, Inc.
BEN C. MAIBACH III
Barton Malow Company
DENNIS MANNION
Palace Sports & Entertainment
and Detroit Pistons
RICHARD A. MANOOGIAN
Masco Corporation
FLORINE MARK
The WW Group, Inc.
DAVID E. MEADOR
DTE Energy
HANK MEIJER
Meijer, Inc.
MICHAEL MILLER
Google, Inc.
FREDERICK K. MINTURN
MSX International
PAUL J. MUELLER
The Hanover Insurance Group
MARK A. MURRAY
Meijer, Inc.
JAMES B. NICHOLSON
PVS Chemicals, Inc.
WILLIAM U. PARFET
MPI Research
CYNTHIA J. PASKY
Strategic Staffing Solutions
ROGER S. PENSKE
Penske Corporation
WILLIAM F. PICKARD
GlobalAutomotiveAlliance
SANDRA E. PIERCE
FirstMerit Michigan
GERRY PODESTA
BASF
CHARLES H. PODOWSKI
The Auto Club Group
JOHN RAKOLTA, JR.
Walbridge
MICHAEL T. RITCHIE
Comerica Bank
DOUG ROTHWELL
Business Leaders for Michigan
ANDRA M. RUSH
Dakkota Integrated Systems, LLC
JOHN G. RUSSELL
CMS Energy Corporation/
Consumers Energy Co.
RICHARD F. RUSSELL
Amerisure Companies
ALAN F. SCHULTZ
Valassis
J. DONALD SHEETS
Dow Corning
BRAD SIMMONS
Ford Motor Company
LOU ANNA K. SIMON
Michigan State University
SAM SIMON
Atlas Oil Company
MATTHEW J. SIMONCINI
Lear Corporation
BRIG SORBER
Two Men And A Truck/International, Inc.
ROBERT S. TAUBMAN
Taubman, Inc.
GARY TORGOW
Talmer Bancorp
SAMUEL VALENTI III
TriMas Corporation
STEPHEN A. VAN ANDEL
Amway
MICHELLE L. VAN DYKE
Fifth Third Bank
JAMES R. VERRIER
BorgWarner Inc.
BRIAN C. WALKER
Herman Miller, Inc.
THOMAS J. WEBB
CMS Energy Corporation
WILLIAM H. WEIDEMAN
The Dow Chemical Company
M. ROY WILSON
Wayne State University
ROGER J. WOOD
Dana Holding Corporation
WILLIAM C. YOUNG
Plastipak Holdings, Inc.
Charter One
Delta Air Lines, Inc.
*This list represents the board members
at the time of printing. For a current list,
visit businessleadersformichigan.com.
Business Leaders for Michigan - 2014 Board of Directors
2014 Michigan Turnaround Plan22
27. Michigan is our home. Business Leaders for Michigan
members work, live and raise their families here.
We are the companies that you and your neighbors
have worked for, shopped at or been served by for years.
We are committed to Michigan and show that commitment
every day by reinvesting in our state. We are convinced that
our state has a bright future ahead. We invite you to join us
in driving strategies that accelerate Michigan’s turnaround.
Research for the 2014 Michigan Turnaround was conducted by Business Leaders for Michigan and Anderson Economic Group,
a research and consulting firm with expertise in economics, public policy, finance, and industry analysis.
The data presented in this report come from several sources, most of which are publicly available.
For a detailed list of the sources, please see Appendix A at: www.businessleadersformichigan.com/MTPappendix