Greater Lansing Next a PLAN for REGIONAL PROSPERITY

Greater Lansing Next A PLAN FOR REGIONAL PROSPERITY

November 2009 2 A Vision for Our Region 4 Regional Assets 6 The Work Before Us 9 Action Strategies 10 Expanding Business Development 12 Making Great Places to Live and Work 15 Strengthening Our Pillars of Prosperity 17 Planning and Working Regionally 18 What’s Next? A VISION FOR OUR REGION. A CHALLENGE TO ALL OF US. For the past year, hundreds of people in the Greater Lansing Region have been talking together – about what’s next. We live and work in the middle of Michigan, which is itself in the middle of cathartic change as we all move from the industrial models of the Old Economy to the global imperatives of the New Economy. Yet amid financial difficulty and doomsayers, there is great hope. Last month our region was ranked as the Number 2 region in the state for GDP growth. There’s good reason for this. In our midst, businesses are growing, entrepreneurs are launching start-ups, ideas are flowing from our colleges and universities, and people are beginning to envision what could be next. We love this region, this place we call home. We have been innovators and dreamers and fighters. We still are. And we all want the same future: business growth, strong and vibrant communities, more and better jobs, a healthy and diverse region. But the new economic realities will require a different way of thinking and a different level of cooperation. If a more prosperous future is our goal, here is one path to get us there. We call it Greater Lansing Next.

The Partners and Members of the Lansing Economic Area Partnership November 2009

1 FROM ALL OF US FOR ALL OF US A roadmap to prosperity for the Greater Lansing Region. The Greater Lansing Region is a part of Michigan’s future, the state must great place to live and a great place diversify its economy and build on to do business. We have the makings emerging New Economy opportunities. of prosperity all around us: diverse This is equally true for the Greater and vibrant neighborhoods, strong Lansing Region. businesses, emerging entrepreneurial sectors, a lively cultural scene, dynamic What will 2020 look colleges and universities, strong like? It’s up to us. institutions, and the rivers, trails, Every crisis presents opportunities for festivals, and attractions that simply those who are visionary enough to make this a great place to be. As a recognize them. Together, as a region, region, we possess the assets that will we must identify our opportunities allow us to create rising employment and actively seize them. Business and rising incomes over the next decade. organizations, local governments, The vision of Greater Lansing Next nonprofits, and nongovernmental focuses on developing a future economy organizations, working in partnership, in the region that is driven by creativity, have the potential to lead the science, technology, and an innovative transformation of the regional mindset. It embraces places within the economy to one that is globally region that are unique, attractive, and competitive and profitable. The diverse. It is also built on transportation benefits of this work will be broad – options, linked green infrastructure, and benefiting every city, every township, a wide range of housing. We have a solid every neighborhood, and every person foundation for our work. in the Greater Lansing Region. We also have challenges. Greater Lansing Next is a regional plan The international economic malaise, for strategic growth that lays out the national recession, and state depression priorities for action that are necessary provide the backdrop for this plan. to achieve improved quality of life. Michigan is the poster child for the The impetus for this report was provided challenges created by transitioning by the Greater Lansing business from the Old Economy, with its largely community, through the collective export-based manufacturing focus, voice of the Lansing Economic Area and the global, knowledge-based New Partnership (Leap), a coalition of the Economy. Businesses, government, and region’s public and private sector leaders individuals are all severely challenged as well as many other organizations and by these new economic realities. While partners. The core purpose of Leap is the manufacturing will remain an important unification of the region toward strategic

2 growth priorities. This regional plan is a How we got to Next. cornerstone in Leap’s effort to achieve its Leap worked with partners throughout primary mission. the region and with Michigan State Greater Lansing Next presents Seven University’s Land Policy Institute to Priority Strategies for Action necessary develop this plan. We reached out to for regional prosperity. These strategies diverse groups, in many ways, listening were synthesized from nearly 200 to our individual and collective hopes, alternative strategies presented in a series frustrations, and ideas. What we found of reports during the past year. Each is that there is broad community support strategy has multiple components, with for transforming our region into a short- and longer-term elements. These leading area for opportunity, talent, strategies are rooted in four foundational and jobs. This work resulted in a elements that, over time, are essential to specific set of goals and strategies that sustaining economic prosperity in our will involve hundreds of groups and region: individuals in our region, united for 1. Develop business opportunities a common purpose. 2. Focus on making great places to Our work began with research – live and work gathering and analyzing economic trends from across the nation. We 3. Enhance our core assets conducted a comprehensive asset 4. Strengthen our ability to plan assessment and analysis of our region, and work regionally comparing it to more than 50 other It will take considerable effort on regions. And we listened, interviewing the part of many organizations to dozens of area business, governmental, bring the Seven Priority Strategies and institutional leaders. We conducted to fruition. There is much more that an analysis of many economic clusters, also needs to be done. But these seven looking for existing strengths and strategies are where a brighter future opportunities. This work was then for our region begins. With broad reviewed in focus groups with area support, and with united effort, they business and economic experts. The are achievable. plan went through multiple drafts. At each step we sought input from the business community, government, regional organizations, and individuals. The final regional plan that was adopted by the Leap Board in October 2009 was truly a collaborative effort.

3 REGIONAL ASSETS

Building on strengths. Recognizing success. Why Regions Matter Of course, all of this work rests upon assets – the building blocks that we must recognize and begin with as we imagine If we look across the country at metropolitan areas that have what’s next. weathered the downturn, diversified their economy, attracted business, increased jobs, and become attractors for talent of And indeed, our region has many Quality Place Assets: all persuasions, one common element emerges – they have • Good geographic location and name recognition. We planned and worked together. include Michigan’s capital city. We are centrally located and Businesses do not seek out townships or cities to call home, accessible. but rather thriving regions to join. Entrepreneurs are not • Strong higher education, including Michigan State mindful of addresses, but rather vibrant areas from which to University, Lansing Community College, and Thomas M. launch ideas. Talent is not mindful of jurisdictions, but is Cooley School of Law. drawn to attractive and inviting places. However, political realities and divergent priorities that exist across our many • Strong infrastructure, including our natural infrastructure political jurisdictions often get in the way of both cooperative of rivers, parks, trails, and open space; our physical thinking and cooperative action. We believe that with a infrastructure of transportation and other public services; common vision, we can transform our region for the better. and our business development infrastructure of many organizations focused on building a stronger region. Successful metropolitan regions share several common threads. They: • Good quality of life with comparatively low cost of living, diverse communities and neighborhoods, and many cultural • Find opportunities for effective regional decision-making amenities (festivals, arts, theater, museums). • Embrace innovation and pay attention to place • High workforce skill and competitive wage structure. • Build talent on a regional scale • Broad employment base that includes state government, • Make sure that prosperity is shared many institutions of higher education, many insurance and financial services firms, a strong and growing IT sector, GM and related manufacturing, health care and hospitals,

emerging life sciences companies, and many strong

nonprofits and associations.

4 If regions commit to work together, organize for success, and focus sharply on the key issues that build stronger economies and communities, then jobs and prosperity will follow. The Greater Lansing Region is on the move – with the right ideas and the right plans in place to build a successful region. Pittsburgh’s amazing renewal as a globally competitive region was a result of building on the best practices in regional marketing, advocacy, and public policy. Building on existing assets, Pittsburgh became a center for advanced materials manufacturing, life sciences, information technology, and energy technology. In the past five years, more than 800 companies expanded their operations or came to the region, creating nearly 45,000 new jobs. The selection of Pittsburgh as the host region for the recent G-20 Summit, and the amazing positive exposure it gave the region, placed an exclamation point on the importance of organizing effectively. The good news is that Greater Lansing has the resources to develop and implement its own successful approach to continuous improvement and regional excellence. I am encouraged that Leap and other organizations are leading the way to jump-start your own region’s success in the global economy. Michael Langley

Michael Langley Michael Langley is the founder and President of Langley Group, an economic development consulting practice with offices in Pittsburgh and Santa Rosa Founder and CEO, The Langley Group Beach, Florida, focused on solutions for private and public sector leaders and Former CEO, Allegheny Conference organizations to achieve excellence in their regions through stronger on Community Development economies and communities. Michael’s award winning work as a practitioner includes his leadership as CEO of the Allegheny Conference on Community Development, often regarded as a national model for implementation of best practices for regional economic development, regional advocacy, and public policy research. He also was one of the founders of Florida’s Internet Coast technology initiative, and Langley Group was retained to lead implementation of education technologies for the Disney/SBA National Entrepreneurial Center 5 in Orlando.

While CEO of the Allegheny Conference, the Pittsburgh region grew dramatically as a center of excellence in advanced materials manufacturing, life sciences, information technology, and energy technology while being named “America’s most Livable City”. More than 800 companies announced expansions or new facilities in the region, creating nearly 45,000 new jobs, and southwestern Pennsylvania has become a more important player in the global economy, with more than 115 new operations, expansions or local acquisitions by foreign-owned businesses and significant increases in exports from the region. Under Mike’s leadership the region achieved more than $1.0 billion in business tax reforms; secured $250 million in water quality and sewer improvements that received $3 billion in federal funds (pre stimulus) across 10 counties; organized major air service customers to work in partnership with government to attract new airlines (Southwest, Jet Blue, and Delta international service); and led successful community effort to retain the U.S. Air Force Reserve 911th Airlift Wing, along with its 1,700 jobs and $60 million annual economic impact, and to create a prototype national Joint Readiness Center in the Pittsburgh region.

Prior to joining the Conference in 2003, Mike led Langley Group in Florida, serving as a consultant to Enterprise Florida and Workforce Florida. Prior to founding his own firm, he served as CEO of the Broward Alliance, another regional economic development group in Florida, where he successfully linked competitive organizations to form broader regional collaboration and outcomes. The majority of his corporate career was spent in the technology sector, working in leadership positions for a number of Westinghouse/CBS subsidiaries, including serving as president and CEO of Westinghouse Audio Intelligence Devices, Inc., a world leader in wireless surveillance technology.

A graduate of the Naval Academy, Mike also earned a master’s degree in information systems from the Naval Postgraduate School. He served as a Navy pilot with more than 5,000 hours of flight and crew time on surveillance and intelligence missions and as a technology analyst on the staff of the Chief of Naval Operations. Mike joined the Naval Reserves in 1985, serving as commanding officer for Naval Air Station Norfolk’s (Va.) Reserve Command, and retired as a Captain in 2000 aboard the USS Cole. He has also been awarded a doctorate in Humanities by American Intercontinental University for his work in community improvement.

Currently, Mike is an Adjunct Professor at the Graduate School of Public and International Affairs (GSPIA) at the University of Pittsburgh, focusing on “Regional Competitiveness in the Global Economy”.

Mike serves as Immediate Past Chairman of the Board of the Alliance for Regional Stewardship and as a director on the boards of a number of national and regional business, economic development, community, military, and cultural organizations, including the American Chamber of Commerce Executives (ACCE), the Senator John Heinz History Center, and Junior Achievement.

Mike is a native of Hot Springs, Arkansas. He and his wife, Julie Ann, have two adult children. His daughter, Lauren, is an artist. His son, Brent, is an information technology professional who, with his wife, Wendy, has two sons, Evan and Ryan. Our Vision of a Prosperous Region The vision of Greater Lansing Next is simple: a prosperous region as measured by low unemployment and high median family income. Given existing global and national trends and opportunities, our region must be globally engaged and competitive in the New Economy in order to achieve regional prosperity. That requires focusing major efforts on building a quality region that can attract talent and new business, support entrepreneurial activity, and forge strong partnerships to get us there. Our work exists in layers that build upon each other. Individuals, businesses, organizations, institutions, and local governments must play specific roles in this effort. Many existing programs and initiatives must be aligned to support this work. And on a regular basis, specific regional indicators will be used to gauge our progress. 1. OUALITY PLACE ASSETS The next Greater Lansing will be built on the real and significant Quality Place Assets we possess as a region. These are key components of a quality place that must be both maintained and improved in order to attract new people, new workers, and new businesses to the region. WORK

6 THE US BEFORE 2. REGIONAL IMPERATIVES Above these Quality Place Assets stand 12 supporting elements we call Regional Imperatives – elements that we must address in a positive manner to achieve regional success: • A positive mindset • Entrepreneurial and innovation initiatives We must embody a positive, We must identify, fund, and celebrate ideas. collaborative spirit. • Business services • Leadership Many organizations must work together We need strong voices to help set to help businesses succeed. clear priorities and stay on track. • Shared public service delivery • Commitment to regional prosperity There are many opportunities for efficiency. We are all in this together. • Governmental cooperation We must act that way. We must work together across boundaries. • A unified regional voice • Financial resources We must present a united face and This work requires support from all voice to the world. sectors, public and private. • Clear roles • Social networking There is much to do. We must work We must nourish the connections individually and together. and networks that bring us together. • Integration with MSU, LCC, Cooley We must work to further the benefits of these powerful assets in our community.

Building a Prosperous Region

7 3. PILLARS OF PROSPERITY Growing from this work will be characteristics we call our region’s Pillars of Prosperity – the characteristics that we must embody to be successful. The stronger these pillars are, the greater our regional prosperity. This result of our work extends to every area, every business, and every person in the Greater Lansing Region. This is what we must be and do to successfully engage the new, global economy: • We will excel in entrepreneurship and innovation. • We will place a high value on education and knowledge. • We will be collaborative, flexible, action oriented. • We will be technologically savvy. • We will be focused on wellness. • We will be green, environmentally clean, and energy efficient. • We will be culturally rich and diverse. • We will be welcoming to new people and new ideas. 4. ASSIST, ACCELERATE, ATTRACT Finally, on top of the pillars are a set of targeted business services designed to Assist existing businesses, Accelerate the growth of emergent businesses, and Attract new businesses. This is the work of those organizations focused specifically on business.

8 ACTION STRATEGIES FOR GREATER LANSING NEXT

With an understanding of our assets, our priorities, and our goals, we have created seven action strategies. Each of these is detailed in the upcoming sections of this report. Moving forward, each strategy will be developed into formal initiatives in concert with partner organizations. This work will be led by expert partners in each area, involving individuals, businesses, and organizations throughout our region.

1. Expand Business Assistance, 4. Enhance Cultural Acceleration, and Attraction Efforts and Creative Assets 2. Expand Talent Attraction 5. Improve First Impressions and Retention Efforts 6. Expand Entrepreneurship 3. Support Placemaking and Innovation Services Improvements 7. Strengthen and Expand Our Regional Mission

9 10 EXPANDING BUSINESS DEVELOPMENT place a special focus on building new jobsintheseclusters. place aspecialfocusonbuildingnew of ourregion. The region’s will businessdevelopment partners additional future growth andcanhelpdiversify theeconomicbase region. Eachofthesefourclustershasthepotentialforsubstantial otherbusinessclusterinthe these clustersaswell asnearlyevery and Biomedical). Information Technology cutsacross allof (Insurance andFinancial Health Services; Care; andLifeSciences Three ofthetenclustersare more mature thantheothers on regional strengths andtheirrelevance totheNew Economy. size andstrength,of varying tenofwhichwere analyzed based The Greater Lansing Region ishometomanybusinessclusters through itsbusinessdevelopment partners. Lansing Next istoenhanceandexpandalloftheseservices businessesandjobstotheregion.new ApriorityofGreater jobs; grow jobs by new acceleratingbusinessgrowth; andattract isessentialtoassistexistingbusinessesandmaintain effort A robust, focused,anddependableregional businessdevelopment STRATEGY I Business Assistance Expand Business Leap, the Lansing Regional Chamber of Commerce, Capital Area Michigan Works!, and other economic development entities throughout the region will Assistance, work to strengthen business assistance services by coordinating and expanding Acceleration, and existing efforts and reducing unnecessary overlap. Attraction Efforts Business Acceleration Focus efforts on business incubation that assists start-ups, together with helping companies with 10–99 employees grow into firms with significantly more employees. Business Attraction Target four key clusters to expand jobs in existing businesses and bring new businesses to the region. 1. Insurance and Financial Services Accelerate growth of the insurance and financial sectors. 2. Health Care Expand specialty and subspecialty physician services to strengthen our region’s health care quotient. 3. Life Sciences and Biomedical Expand research and development, linking more closely to MSU and area hospitals. 4. Information Technology Support the region’s growing IT cluster companies and expand computer science programs at MSU and LCC.

STRATEGY 2 Talent Attraction Expand Talent We must place a priority on attracting talented workers to the region to accelerate Attraction and growth of jobs in general, and targeted clusters in particular. We must also connect college students with companies and job opportunities Retention Efforts to keep homegrown talent within the region after graduation. This work will involve higher education institutions, as well as Prima Civitas, Leap, Capital Area Michigan Works!, Lansing Regional Chamber of Commerce, Greater Lansing Convention & Visitors Bureau, area businesses, and emerging social networking organizations for 24- to 35-year-olds in the region. Internships, mentoring, and related initiatives will be developed to: • Attract hard-to-find high-tech, computer science and similar well-educated employees. Partner with critical local organizations focused on talent growth and coordinate with area business councils, especially in the four clusters, to assist with determination of needs and development of strategies. • Attract well-educated immigrants who want to invest in the region through the New Americans Initiative involving Leap and many area partners.

11 MAKING GREAT PLACES TO LIVE AND WORK

Placemaking is all about creating unique opportunities with an easy way to travel LCC, Cooley, the business sector, and vibrant places to enhance our between them, such as a timely bus and the major nongovernmental quality of life and to attract talent and route, bike trails, or pedestrian walkways. organizations (NGOs) in our region. businesses. Collectively, a metropolitan Improvements include nonmotorized Everyone must work together in a area comprises dozens of unique places. connection of green spaces, improving coordinated, cooperative, and flexible However, if a region wants to strategically local food options within a region, manner. Stakeholder groups must invest improve its economic conditions, it mixed-use development around key strategically in solidifying and improving should start by targeting a smaller set of nodes, and widening the range of food, the infrastructure that supports the places in the region that could benefit entertainment, and cultural opportunities region’s unique places. The experience from improvement aimed at making throughout the region. They also include of regions across the country is clear: them more attractive for employees, ensuring that the infrastructure is in Creative and talented workers can live tourists, business owners, and young place for rapid social networking and free anywhere they want. If the region they knowledge workers. The resulting exchange of ideas and communication. are living in is not a quality place, they improvements to place will be attractive can and often will move elsewhere. To be to citizens of all ages. Improving the quality of key activity competitive in the global New Economy, nodes in the region and implementing These kinds of improvements include a region must have many vibrant, placemaking and related strategies interesting, and diverse places in which connecting key nodes of cultural, will require a large coordinated effort entertainment, and networking to live, work, and play. by state and local government, MSU,

12 STRATEGY 3 There are many improvements Lansing, and other connections also to local places that will make the would be catalytic. This work involves Support region more competitive in the a regional view of transportation – Placemaking global New Economy. Each of these across jurisdictional boundaries and improvements will require the efforts across all transportation modes. Improvements of the local units of government working in concert with Michigan Green Infrastructure Connections Department of Transportation, local The Tri-County Regional Planning road authorities, and the local business Commission, the Michigan Trails community. Leap and the Lansing and Greenways Alliance, and the Regional Chamber of Commerce can Mid-Michigan Environmental help increase public visibility on the Action Council have completed importance of these projects. green inventories of the region and are working on a regional trails plan. Transit Connections This will be a key placemaking activity A primary improvement would be that can build on the substantial trails to better connect the downtown network that is already in place in of East Lansing and Lansing, as Lansing, East Lansing, Williamston, well as other vibrant areas. These Mason, Grand Ledge, and many enhancements would help expand adjoining communities. business activity along the corridor as well as increasing residential density at key transit nodes. Eventually, a rapid transit link connecting our community would be an ideal placemaking improvement. Spurs from the airport to downtown Lansing, from Lansing to East

13 STRATEGY 4 This strategy promotes a renewed focus for the Greater Lansing Region’s business organizations, as well as for the Enhance Cultural Arts Council of Greater Lansing and affiliated organizations. and Creative Assets Research has shown the critical importance of cultural and creative assets in building quality places and attracting talented knowledge workers. The recently prepared Cultural Economic Development Plan for Greater Lansing’s Urban Center includes recommendations consistent with the Greater Lansing Next plan and should be supported. • Improve coordination of services for creative/cultural entrepreneurs. • Connect existing initiatives with each other and with the creative/cultural sector. • Build cultural and creative sector leadership capacity. • Build and connect clusters of cultural attractions and creative activity. • Broaden support for cultural economic development from traditional business and nonprofit organizations. Cultural and creative economic development are fundamentally the same, and both are essential to prosperity in the New Economy. The creative economy is defined as industries that have their origin in individual creativity, skill, and talent, and have a potential for wealth and job creation through the generation of ideas, products and/or services.

14 STRENGTHENING OUR PILLARS OF PROSPERITY

The prosperity vision of Greater focuses on developing a future economy there and will be magnets for new Lansing Next is bold, compelling, and in the region that is driven by creativity, residents, businesses, and visitors. rich with opportunities. It requires science, and technology. It requires an The Pillars of Prosperity will support coordinated and integrated action entrepreneurial and innovative mindset. this vision, but they also serve as goals that taps the strengths of all the major It is focused on building places within to be achieved. At this point in the institutions in the region: business, the region that are unique, attractive, history of our region, some of the higher education, nonprofits, and and diverse; well-connected with a pillars deserve more immediate and state government. It allows focusing variety of transportation options; full continuing attention than others. The efforts on one or many targets at of linked green infrastructure; and following two priority strategies, backed the same time, while contributing that offer a wide range of housing, by successful initiatives, will provide to strengthening the fundamental shopping, cultural, and entertainment significant benefits to support our other infrastructure that successful businesses opportunities. These places will provide action strategies. depend upon. The prosperity vision a high quality of life to those who live

15 STRATEGY 5 Renew and intensify effort to improve first impressions at both the Improve First personal and visual/physical level to anyone entering the metropolitan area. Impressions Be Welcoming to Everyone focus first on freeways and major streets The manner in which residents and in Lansing, especially when coming from workers greet and treat visitors to the the airport into downtown Lansing or region creates a lasting impression. It into downtown Lansing or East Lansing. is important that this impression be Secondary entryways will be targeted positive and long lasting. It should after there is significant progress on these exude confidence in a prosperous future. key corridors. Students, new residents, new businesses, Improve the Appearance and immigrants should be the focus, of Major Development Nodes but everyone should feel welcome to our region. The Greater Lansing Convention & Major business and activity centers Visitors Bureau will lead this initiative, but throughout our region can also benefit all businesses and institutions need to be from aesthetic improvements. Landscaping active participants. We need to rededicate and façade improvements will be top ourselves to our famous and sincere priorities. Local governments in the region Midwest friendliness as the first impression will take the lead and work with area left on everyone. businesses to improve the first impressions created in these major development nodes. Improve the Appearance of Entryways The major transportation entryways to Lansing and East Lansing are less than aesthetically pleasing. As the capital city of Michigan, we need to look good in order to convey pride in the region and our state. This initiative will be led by each of the jurisdictions in the metropolitan area in cooperation with the Michigan Department of Transportation. It will

STRATEGY 6 This effort will expand the scope, coverage, Expand incubator opportunities Expand and impact of existing entrepreneurship and such as the new Technology Innovation innovation initiatives in the region and create Center in East Lansing into other Entrepreneurship new ones. The City of East Lansing will communities in the region. and Innovation assume a lead role in partnership with Leap, Services Prima Civitas, the Lansing Regional Chamber of Commerce, and other local economic development entities. Cultivate a Culture and Spirit of Creative Entrepreneurism throughout the region that breeds, attracts, and cultivates entrepreneurs by promoting attitudes that are supportive of entrepreneurship and mentoring entrepreneurs. Initiate and expand entrepreneurship training and opportunities throughout our regional education system, from local school districts to colleges and universities. Create and support programs that focus on innovation – creating a culture that celebrates learning and ideas.

16 PLANNING AND WORKING REGIONALLY Solid institutions that plan, collaborate, recession, they also have the potential and act together are critical to regional to grow and achieve their respective prosperity. Unless the business community, missions. Similarly, their individual government, schools, and NGOs are success will best be achieved with strong and linked in effective ways, the cooperative, collaborative, and vision of a more prosperous future will coordinated action involving support not become a reality. The regional business from other institutional stakeholders. community, no matter how well organized This will require that we change how and endowed with resources, does not have public entities work together, and how the ability to unilaterally achieve the vision they work in concert with business and of a prosperous future for the region, nor other institutions. can government or NGOs. Fortunately, most of the individual organizations in our region are solid. While many have challenges due to the current economic

STRATEGY 7 Our ability to think regionally, plan regionally, and act regionally Strengthen is fundamental to the long-term success of Greater Lansing Next. and Expand Our Work with existing and Clearly define the roles of each potential business, government, partner so that each is effective in Regional Mission and NGO partners to be sure they playing its role. For its part, Leap will: understand the importance of key attitudes and actions: • Work with all partners so their contributions in the creation of • Approach economic development regional prosperity have maximum with a regional (as opposed to impact. local) mindset. • Create a summary chart that is • Speak with one voice. widely distributed detailing • Understand and value the assignments and priorities to benefits of collaborative, flexible, assist with implementation. and action-oriented approaches. • Establish an annual awards program to recognize individuals, organizations, units of government, and businesses that demonstrate a commitment to regionalism and implementation of the vision of Greater Lansing Next.

17 Working together. NEXT?

Measuring success.

By working cooperatively together to business organizations. Others will require achieve a common vision of prosperity, principal leadership by local governments and by every person and group working and NGOs. Still others will require close collaboratively to implement the strategies cooperation among many different types in this plan, we can create an improved of groups and governmental entities. quality of life that will benefit existing However, every reader of this plan and their residents and attract the knowledge workers group can play a role in helping make this necessary to build a globally competitive plan a reality. All you have to do is pick a 21st-century region. Together we can strategy that you see as a good fit for you achieve the vision of Greater Lansing Next. and your group to work on. Then work closely with others who also have stepped What You Can Do forward to work on this strategy. Leap can Regional prosperity is not guaranteed. tell you who they are. Together, hundreds Greater Lansing Next sets forth a vision of groups and thousands of individuals of regional prosperity and strategies to working together can make our vision for a achieve it. Some of the strategies will more prosperous region a reality. require efforts largely by businesses and

18 WHAT’S Measuring Success The Role of the Lansing Once each strategy is converted into Economic Area Partnership individual initiatives and a wide array Leap was created by a consortium of of groups have assumed ownership for business, government, and NGO leaders implementation, it will be important to to unify the region towards creation and create and track progress by means of a achievement of regional cooperation and series of regular reports to the region. Our prosperity. Leap will play a lead role in progress will be measured using a variety of promoting Greater Lansing Next, building business and demographic indicators on job support, and helping to ensure that formation, reduced unemployment, higher everyone who wants to help implement the median family income, and other measures. plan has a meaningful role. Additionally, These annual reports will let us know Leap plays a major part, together with where improvement is occurring and where other organizations, in regional business additional efforts are needed. development and marketing. Leap looks forward to hearing from you and One Goal, One Voice your group as to how you and they can help As regional and local plans are prepared us be stronger together as we implement this in order to qualify the region or local plan. Visit GreaterLansingNext.com and governments for federal or state funding, become a part of what’s next for our region. or to apply for foundation grants, the strategies of Greater Lansing Next should be incorporated into the plans. Doing so will maximize the chances of success and further our region’s effort to speak with one voice.

19 RESOURCES

Reports prepared leading up to Greater Lansing Next, and parallel studies that contributed to the understanding of economic growth and development in our region: • Regional Asset Assessment Report of the Lansing Metropolitan Region, May 2009 • Regional Cluster Analysis Report of the Lansing Metropolitan Region, August 2009 • Shared Vision, Gap & Barriers Analysis, and Alternative Economic Development Strategies for the Lansing Metropolitan Region, August 2009 • Cultural Economic Development Plan for Greater Lansing’s Urban Center, Creative Community Builders, October 2009, www.lansingarts.org • Greening Mid-Michigan Project, Tri-County Regional Planning Commission and other regional partners. Two products include a green infrastructure inventory and regional green infrastructure vision, www.greenmidmichigan.org • Community Economic Development Strategy for the Region, under development by the Tri-County Regional Planning Commission, www.tri-co.org • Greening Mid-Michigan Public Engagement Project, Michigan Trails and Greenways Alliance, www.michigantrails.org • Greater Lansing Asset Based Economic Development, Mid-Michigan Environmental Action Council, www.midmeac.org

20 THANKS Hats off to the many people and organizations, both listed below and behind the scenes, that lent their talent, expertise, voices, and vision to the development of this plan. As our region moves forward to What’s Next, we hope to add hundreds more – citizens and businesses, governments and organizations – who believe our region can prosper, through cooperation and hard work, toward a common goal of jobs, talent attraction, and economic opportunity.

Accident Fund Insurance Company of America . Soji Adelaja, Ph.D. . AKT Peerless Environmental Services . Steve Alexander . Jerry Ambrose . Andrews, Hooper & Pavlik P.L.C. . Auto-Owners Insurance . James Barnes . Frank Bayless . Jon Beard . Mayor Virg Bernero . BoarsHead Theater . Travis Brininstool . J.P. Buckingham . Rhonda Buckley . C2AE . Justin Caine . Capital Area District Library . Capital Area Michigan Works! . Capital Area Transportation Authority . Capital Bancorp . Capital Region Airport Authority . Capital Region Community Foundation . Pat Carolan . Doug Carr . Charter Township of Lansing . Lauren Ciesa . Ciesa Design . City of East Lansing . City of Eaton Rapids . City of Lansing . City of Portland . City of St. Johns . Chuck Clark . Clark Construction . Jeannie Cleary . Clinton County Economic Alliance . Clinton Task Force on Employment . Jon Coleman . Consumers Energy . George Contompasis . Andy Cowal . Lisa Crumley . Paula Cunningham . John Czarnecki . John Daher . Tim Daman . Dart Development Group . Jack Davis . Christopher Day . Kellie Dean . Dean Transportation . Vincent Delgado . Delhi Charter Township . Delta Charter Township . Bill Demmer . Demmer Corporation . Kurt Dewhurst . DeWitt Charter Township . Tom Dickinson . Ashley Diener . Tom Donaldson . Sandy Draggoo . DTN Management . Emergent BioSolutions . Eyde Company . Barb Fails . Denyse Ferguson . Gordon Ferguson . FinCor Holdings, Inc. . Kenneth Fletcher . Dennis Fliehman . Tiffany Ford . Jean Frankel . Rick Galardi . Bo Garcia . General Motors Corporation . Pat Gillespie . Sarina Gleason . Cameron Gnass . Good Fruit Video . Stuart Goodrich . Glenn Granger . Granger Construction . Greater Lansing Convention & Visitors Bureau . Elizabeth Haar . Dan Hagfors . Bill Hamilton . Christina Hammond . Eric Hass . Adam Havey . Steve Hayward . Mickey Hirten . Lee Hladki . Chris Hnatiw . Sam Hogg . David Hollister . Chris Holman . Mark Hooper . Andy Hopping . HSS Material Solutions . Ivy Hughes . Shirley Hyde . Ingham County . Jackson National Life Insurance Co. . Pam Jodway . Jason Kildea . Dr. Brent Knight . Brett Kopf . Emma Koppelman . Nancy Krupriaz . Elizabeth Kudwa . Dennis LaForest . Land Policy Institute . Michael Langley . Lansing Board of Water & Light . Lansing Community College . Lansing Regional Chamber of Commerce . Lansing State Journal . J. Peter Lark . Erik Larson . Don LeDuc . William LeFevere . Loomis, Ewert, Parsley, Davis & Gotting, P.C. . Mayor Victor Loomis, Jr. . Kent Love . Patty Mallett . Susan McGillicuddy . Pat McPharlin . Meridian Charter Township . Michigan Millers Mutual Insurance . Michigan State University . Dru Mitchell . MSU Federal Credit Union . Dr. Matthew Myers . National City Bank . Rory Neuner . Mark Nixon . Mike Nowlin . NuUnion Credit Union . Dennis Pace . Pace & Partners Inc. . Tremaine Phillips . Heather Pope . Missy Porterfield . Brian Priester . Prima Civitas Foundation . Andrea Ragan . Rich Rasmussen . Dan Redford . JosephReid Reid Foundation . Steve Roznowski . Bob Selig . Tracey Shepard . Dr. Lou Anna K. Simon . John Dale Smith . Sparrow Health System . Spartan Motors, Inc. . Ted Staton . Kelly Steffen . Doug Stites . Dennis Swan . Symbiosis International . John Sztykiel . Ray Tadgerson . Rod Taylor . TechSmith Corporation . Terry Terry . Randy Thayer . The Christman Company . Chris Thelen . Janice Thelen . Thomas M. Cooley Law School . Richard Trent . Tri-County Regional Planning Commission . Carole Tuckey . Kate Tykocki . G. Umakanth . Mike Van Egeren . David Van Haaren . Jason Vanderstelt . Lynn VanDeventer . Chris VanWyck . Village of Bellevue . Dawn Wallace . Watertown Charter Township . Richard Watkins . Steve Webster . Wharton Center . WILS-AM . WJIM-AM . WLNZ-FM . WQHH-FM . Bill Woodbury . Mark Wyckoff . Rob Yelvington . Jessica Yorko . Marsha Zimmerman

Photos courtesy of Lansing State Journal: Pages 1, 4, 5, 9, 14, 17 GreaterLansingNext.com November 2009