Community Celebration May 3, 2016
To plan as One requires a holistic, inclusive approach.
ONE REGION VISION
To act as a unified region to be a globally competitive place where people and businesses flourish.
ONE REGION VISION
On acting as a globally competitive place: We embrace values that characterize the most prosperous communi4es in the world. We are inten4onal in purpose so that the investments we make today will enhance our ability to thrive in the long-‐run.
ONE REGION VISION
On acting as a place where people and businesses flourish: We are though<ul in our investments so that businesses thrive while preserving the things that make our region special. We believe that there is an inextricable rela4onship between people and place, and businesses prosper the most in places with high standards of living. We are commi@ed to ensuring that no one is leA behind as our region grows and that educa4on and career opportuni4es are available for all residents.
Inclusive
Flourish
SHARED VERNACULAR Nourish
Engage Thrive Values
Thoughtful
Optimize
Intentional Attainable
Deliberate
Nurture
Balance
THE CREATION OF ONE REGION: PHASE 1 The Competitive Assessment examined 8 regional dynamics that contribute to global competitiveness. Affordability Economic Momentum Equality & Equity Global Fluency Infrastructure Innovation & Entrepreneurship Quality of Place Talent
MOMENTUM REGIONAL DYNAMICS
INFRASTRUCTURE
EQUALITY & EQUITY
QUALITY OF PLACE
INNOVATION
GLOBAL FLUENCY
Equity
TALENT
AFFORDABILITY
1 in 4 jobs created in South Carolina were created in the three-county Charleston Region 2009-2014
Unemployment levels have reached a 5-year low. 12
10
8
Charleston Region
6
4
2
0
4.5% UNEMPLOYMENT RATE 2010 2011
2012
2013
2014
2015
AFFORDABILITY Housing in the Charleston region is expensive for both homeowners and renters.
% OF HOMEOWNERS W/ MORTGAGE SPENDING MORE THAN 30% OF INCOME ON HOUSING, 2014 22.3%
RALEIGH GREENVILLE
24.4%
AUSTIN
26.9%
RICHMOND
27.2%
SALT LAKE CITY
27.6% 28.0%
NASHVILLE JACKSONVILLE
31.5%
SEATTLE
31.8%
CHARLESTON REGION
31.8%
SOURCE: AVALANCHE CONSULTING / US CENSUS BUREAU / NATIONAL ASSOCIATION OF REALTORS
In Search of Housing Population growth and job growth donâ&#x20AC;&#x2122;t occur in the same place.
RATIO OF POPULATION TO EMPLOYMENT, 2013
Summerville North Charleston Mt. Pleasant Charleston
KEY More People than Jobs
Jobs = People
More Jobs than People
SOURCE: AVALANCHE CONSULTING / US CENSUS BUREAU / BUREAU OF LABOR STATISTICS / CARTODB
11
INFRASTRUCTURE The region doesnâ&#x20AC;&#x2122;t have the roadways to support the population to job growth imbalance... MILES OF ROADWAYS* PER 1,000 RESIDENTS (URBANIZED AREAS*), 2013 8.0
RALEIGH
7.6
NASHVILLE
7.1
GREENVILLE JACKSONVILLE
6.2
RICHMOND
6.2 5.8
AUSTIN SEATTLE
4.3
SALT LAKE CITY
4.1
CHARLESTON REGION
4.1 SOURCE: AVALANCHE CONSULTING / FEDERAL HIGHWAY ADMINISTRATION Note: Includes Charleston, North Charleston, Mt. Pleasant, and Summerville.) .
INFRASTRUCTURE The region doesn’t have the roadways to support the population to job growth imbalance... and low highway funding won’t deliver a solution. MOTOR FUEL TAX REVENUES PER PRIVATELY REGISTERED AUTOMOBILE, 2013 245.0
NORTH CAROLINA
189.0
WASHINGTON
183.0
UTAH TEXAS
164.0
TENNESSEE
164.0
FLORIDA
157.0
SOUTH CAROLINA
134.0
VIRGINIA
132.0
SOURCE: AVALANCHE CONSULTING / US CENSUS BUREAU / FEDERAL HIGHWAY ADMINISTRATION
TALENT The Charleston region is well educated but depends heavily on imported talent.
POST-SECONDARY DEGREE COMPLETIONS PER 1,000 RESIDENTS, 2014
NET MIGRATION OF COLLEGE EDUCATED INDIVIDUALS PER 10,000 RESIDENTS, 2014 AUSTIN
25.7
SALT LAKE CITY
66.9
GREENVILLE
15.9
CHARLESTON REGION
AUSTIN
15.9
RALEIGH
14.8
SEATTLE
13.7
NASHVILLE
JACKSONVILLE
13.7
SEATTLE
RALEIGH
13.5
RICHMOND
13.0 12.4
34.4 26.2 24.4
SALT LAKE CITY 15.1
-3.1 -4.2
SOURCE: AVALANCHE CONSULTING / NAITONAL CENTER FOR EDUCATION STATISTICS
57.6
JACKSONVILLE
NASHVILLE
CHARLESTON REGION
65.6
RICHMOND GREENVILLE SOURCE: AVALANCHE CONSULTING / US CENSUS BUREAU
EQUITY The region is becoming less equitable at a faster rate than other metros.
CHANGE IN WAGES FOR THE TOP HALF AND BOTTOM HALF OF WAGE EARNERS, 2009 - 2014 TOP HALF
BOTTOM HALF
SALT LAKE CITY
CHARLESTON REGION 14.1%
14.5%
NASHVILLE 11.8%
JACKSONVILLE 10.8%
RALEIGH 10.1%
RICHMOND
AUSTIN
SEATTLE
8.6%
7.2%
GREENVILLE 4.5%
6.4%
7.1%
6.4%
2.9%
2.5% 1.0%
8.4%
2.7%
2.8%
0.8% SOURCE: AVALANCHE CONSULTING / BUREAU OF LABOR STATISTICS
Friendly to Foreigners? Foreigners are a small and slow-growing share of the regionâ&#x20AC;&#x2122;s population.
% OF POPULATION FOREIGN-BORN, 2014
17.2%
SEATTLE
14.9%
AUSTIN
12.1%
SALT LAKE CITY RALEIGH
11.7%
JACKSONVILLE
8.7% 7.9%
NASHVILLE RICHMOND GREENVILLE
CHANGE IN % FOREIGN-BORN, 2009 - 2014 RICHMOND NASHVILLE
5.3%
22.4%
SEATTLE
17.7%
JACKSONVILLE
16.8%
AUSTIN
15.8%
RALEIGH SALT LAKE CITY
7.7%
27.5%
CHARLESTON REGION
CHARLESTON REGION 4.7% SOURCE: AVALANCHE CONSULTING / US CENSUS BUREAU
15.3% 10.0% 6.3%
-5.2% SOURCE: AVALANCHE CONSULTING / US CENSUS BUREAU
ECONOMIC MOMENTUM Yet Charlestonâ&#x20AC;&#x2122;s economic future is increasingly intertwined with the rest of the world. CHANGE IN EXPORTS AS % OF GRP, 2009 - 2014 CHARLESTON REGION
225.3%
NASHVILLE
66.7%
SEATTLE
33.8%
JACKSONVILLE
31.1%
RALEIGH AUSTIN
18.5% 11.5%
-12.6%
SALT LAKE CITY
-30.1%
RICHMOND
THE CREATION OF ONE REGION: PHASE 2 An evaluation of regional dynamics and external trends identified High Impact Clusters that will propel our region’s momentum... … and the ecosystems that support them
REGIONAL
High Impact Clusters Supplier Firms Foundational Assets Enabling Organizations
NATIONAL
GLOBAL
ONE REGION HIGH IMPACT CLUSTERS The high impact clusters are highly inter-related, with shared foundational assets, enabling organizations, and AEROSPACEniche sectors:
ADVANCED LOGISTICS
AUTOMOTIVE INFORMATION TECHNOLOGY LIFE SCIENCES
Informatics / Analytics
Advanced Materials Aerospace Component
Aerospace IT Third Party Logistics Medical Devices & Diagnostics
Health IT
Automotive IT Digital Security
THE CREATION OF ONE REGION The Global Competitiveness Strategy provides a values-based roadmap that leverages regional dynamics and improves our ecosystems to ultimately contribute to regional prosperity.
AN INCLUSIVE PLANNING PROCESS Stakeholder Participation 8 Member Executive Committee 74 Member Advisory Group 520 Stakeholder Survey Responses 263 Interview, Focus Group, Meeting Participants Technical Advisory Committee Workshops County Tours and County Stakeholder Roundtables Diversity and Inclusion Roundtables Young Professionals Roundtables Education Roundtables CRDA Board Workshop Charleston Metro Chamber Board Workshop Economic Leadership Committee Workshops
VALUED-BASED STRATEGY Shared regional values are One Regionâ&#x20AC;&#x2122;s foundation. A values-based strategy: Is a more inclusive framework. Emphasizes our commitment to regionalism. Is lasting, transcending economic cycles and politics. Is adaptable, allowing space for activities to respond to market forces while values and goals remain the same.
ONE REGIONâ&#x20AC;&#x2122;S FOUNDATION Four regional values form the foundation of the One Region Strategy.
Our region values a strong, resilient economy.
Our region values a strong, resilient economy. GOALS 1. Strengthen the region’s entrepreneurial infrastructure. 2. Nourish the health of the region’s existing businesses. 3. Target investments that will fuel the dynamism of the region’s high impact cluster ecosystems.
Our region values a strong, resilient economy.
MOMENTUM REGIONAL DYNAMICS
INFRASTRUCTURE
GLOBAL FLUENCY
QUALITY OF PLACE
EQUALITY & EQUITY
INNOVATION
Equity
TALENT
AFFORDABILITY
Our region values attainable opportunities for all residents to live, learn and earn.
Our region values attainable opportunities for all residents to live, learn and earn. GOALS 1. Ensure all residents have access to high quality learning opportunities from PK12 through higher education. 2. Align education and career pathways in support of the regionâ&#x20AC;&#x2122;s high impact clusters. 3. Adopt smart policies and practices that ensure having a home is attainable for all.
Our region values attainable opportunities for all residents to live, learn and earn.
MOMENTUM REGIONAL DYNAMICS
INFRASTRUCTURE
GLOBAL FLUENCY
QUALITY OF PLACE
EQUALITY & EQUITY
INNOVATION
Equity
TALENT
AFFORDABILITY
Our region values balancing growth with nurturing our unique character.
Our region values balancing growth with nurturing our unique character. GOALS 1. Ensure that creative and cultural organizations can continue to prosper in the region. 2. Adopt a cohesive regional approach to planning for the natural environment. 3. Focus employment centers in proximity to population centers.
Our region values balancing growth with preserving our unique character.
MOMENTUM REGIONAL DYNAMICS
INFRASTRUCTURE
GLOBAL FLUENCY
QUALITY OF PLACE
EQUALITY & EQUITY
INNOVATION
Equity
TALENT
AFFORDABILITY
Our region values being a connected community.
Our region values being a connected community. GOALS 1. Invest in infrastructure that connects the region in a balanced, efficient manner. 2. Amplify our communications with each other and the rest of the world. 3. Improve our region’s understanding of and adaptability to global dynamics.
Our region values being a connected community.
MOMENTUM REGIONAL DYNAMICS
INFRASTRUCTURE
GLOBAL FLUENCY
QUALITY OF PLACE
EQUALITY & EQUITY
INNOVATION
Equity
TALENT
AFFORDABILITY
IGNITING ONE REGION One Shared Leadership Voice One Region Task Force One Region Public and Economic Policy Institute Generation One Region One Region Coordinator
WHAT IS
YOUR
ONE?
Community Celebration May 3, 2016