Tracking economic progress in Berkeley, Charleston and Dorchester counties
2011 Regional
Economic Scorecard
Produced for the community by: Charleston Regional Development Alliance Research and analysis by: University Center for Economic Development Clemson University Center for Business Research Charleston Metro Chamber of Commerce
view Online: www.crda.org/economicscorecard
INTRODUCTION The 2011 Regional Economic Scorecard is the second annual assessment of our threecounty region’s economic progress and is intended to guide discussions by local business, government, community and workforce leaders regarding strategies for building a globally competitive economy now and into the future. This year we examine the foundational elements for economic development (the competitive inputs), as well as the supporting environment for economic development, which includes our industrial composition; physical infrastructure; and social, cultural and institutional environment. Progress in each of these areas can ultimately lead to economic prosperity.
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While this Scorecard measures our economic indicators against data from comparative metros in the Southeast, the reality is the Charleston region must be globally competitive to succeed in an economy increasingly defined by innovation, knowledge and international competition. All regional organizations have a role to play in moving our economy forward. Education and workforce development, for example, are essential building blocks of a successful economy. The number one issue for businesses looking to expand or select a new location is an educated, highly-skilled workforce. Private sector involvement in the classroom and creating a pipeline of skilled talent are critical components for supercharging our economy and boosting our region from good to great.
INTRODUCTION
We encourage you to spend time with this Scorecard, get to know the strengths and challenges it identifies for our region, and share that information with your colleagues and contacts. If we all work together to align, strengthen and grow our region’s core competencies and assets, we will truly become a global destination for business and talent.
David T. Ginn President & CEO Charleston Regional Development Alliance
Brice Sweatt Executive Vice President & CFO The InterTech Group, Inc. Chairman, 2011 Regional Economic Scorecard Task Force
Building Regional Prosperity
This Regional Economic Scorecard, published annually, gauges our three-county region’s economic progress compared to six similar metro areas and two leading economies. Because of a time lag in data availability, this 2011 report highlights data captured during and just prior to the Great Recession. New featured content includes data and examples from the middle section of the Model for Economic Prosperity pyramid, showing how our region’s “Environment for Development” impacts our economy now and into the future.
What Defines Economic Prosperity?
A successful economic development effort leads to strong job growth, improved wages and incomes, and an overall increase in a region’s economic output. These outcomes are linked to four key competitive inputs, plus a strong environment for development, which are all considered in this report.
What is an Index?
This Scorecard examines numerous indicators of regional economic competitiveness. Each indicator is shown relative to the U.S. average. For example, a value of 110 means the metro is performing 10% above the national average.
Indicator U.S. Value
X 100 = INDEX VALUE
REPORT OVERVIEW
Model for Economic Prosperity Economic Development Outcome • Economic Output • Employment • Earnings & Income Environment for Development • Industrial Composition • Physical Infrastructure • Social, Cultural & Institutional Environment
New Content
Competitiveness Inputs • Human Capital • Innovative Activity • Entrepreneurial Environment • Quality of Place
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NOTE: The most recent values are compared to a 2005 baseline and do not imply year-to-year changes.
Our comparative locations
A task force of business and community leaders selected six similar metro areas and two leading metro areas for this benchmark project.
comparative
LEADING Courtesy/visitraleigh.com
Greenville, SC
Jacksonville, FL
port, business diversity, military presence and talent attraction
Knoxville, TN
federal research lab, entrepreneurial environment and higher education
Lexington, KY
entrepreneurial environment, R&D and strength in medical technology
Richmond, VA
growing base of R&D, higher education, logistics and biotech cluster
Savannah, GA
port, military, creative economy and tourism industry
Austin, TX
Raleigh, NC
thrives on a consistently ranks healthy balance of among the best technology, business places to live, and is services, education renowned for strong and government, job growth, R&D, and and is a magnet for higher education young talent
Report overview
manufacturing base, tech transfer and higher education
Economic PERFORMANCE Average Wage Growth 2000-2009 Measuring economic performance
Signs of our region’s economic well-being are all around us – people gaining or losing jobs, crowds or empty tables at area restaurants, a growing or declining need for community-based services. To provide us with actual measures of our region’s economic performance, and to compare our situation to other metro areas, we considered four indicators of economic activity.
The indicators:
Gross Regional Product Defined as the market value of all final goods and services produced within the region, or more simply as “economic output.” A rising GRP means more money is flowing through the local economy. From 2005 to 2009, Charleston’s GRP grew 3.6%, a rate significantly higher than all peer metros, who almost universally declined, but well below overall growth in Austin and Raleigh.
Economic Development Outcomes
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Regional Employment Measures the number of people actively employed in an area. Employment growth generally correlates to job growth. For this Scorecard, employment changes were measured over two time periods to better understand the impact of the Great Recession on business cycle expansion and contraction. Employment in Charleston grew rapidly at 13.2% during the 2003-2008 expansion, exceeding the U.S. average and five comparative metros. From December 2007 to March 2011, employment in the Charleston region declined by 4.6%. Earnings per Worker Divides all wage and salary earnings by the number of people actively employed. From 2005 to 2009, regional earnings per worker grew 13.4% to $44,076, a higher growth rate than the U.S. (10.8%) but still below the U.S. average of $50,695 and fifth among peer metros. While metro Charleston’s cost of living is very close to the U.S. average, a gap exists between what people earn and what it costs to live here. Per Capita Income (PCI) Measures overall wealth within a community on a per capita basis. PCI is determined by dividing the population’s total income from all sources by the number of people who reside in the community, including infants and children. As with earnings per worker, our PCI is growing rapidly at 14.6%, but it’s still below the national average, four of the six peer metros and the two leading metros.
$46,000 $44,000 2009: Charleston wages more than 85% of U.S. avg.
$42,000 $40,000
UNITED STATES
$38,000 $36,000 $34,000
2000: Charleston wages 78% of U.S. avg.
$32,000
2003: Charleston surpasses S.C. average
CHARLESTON MSA SOUTH CAROLINA
$30,000 $28,000 $26,000 2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
Source: Bureau of Labor Statistics
Cost of Living vs. Per Capita Income In 2009, incomes in the Charleston metro area were 11% below the national average while our cost of living was about 2% below.
Charleston 2009 Per Capita Income: $35,342
U.S. 2009 Cost of Living Index = 100
1.8%
United States 2009 Per Capita Income: $39,635 Source: Bureau of Economic Analysis
Employment Growth
Earnings Per Worker, 2009 U.S. Average: $50,695
- Pre-Recesson Employment Growth (2003-2008)
Richmond
$52,147
20%
Austin
$48,834
18%
Raleigh
$48,113
16%
Jacksonville $47,161 $45,243
Savannah
$44,200
12%
Charleston $44,076
10%
$42,828
Greenville
$42,201
19.4% 16.4%
13.2% 7.3%
8%
8.6% 7.2%
6% $40,000
$42,000
$44,000
$46,000
$48,000
$50,000
$52,000
Source: Bureau of Economic Analysis
Cost of Housing Index, 2009 The Cost of Living Index includes six components, one of which is the cost of housing compared to the U.S. average.
105 100
U.S. Average
102.9 92.3
85
2%
84.9
83.7
75
79.8
72.7
Greenville
Jacksonville
Knoxville
Savannah
Austin
Lexington
Raleigh
70 Charleston
Savannah Charleston Jacksonville Greenville Richmond Knoxville Lexington Raleigh
-2.5%
-2%
-6%
81.8
Source: ACCRA Cost of Living Index
-8%
5
1.2%
-4.6%
-4.7%
88.5
80
Richmond
5.0%
-4%
88.6
5.2%
-7.3%
Austin
U.S.
-2.3% -4.8%
-5.2%
-6.6% -8.2%
During the Recession, Charleston’s rate of employment decline was lower than that of the U.S. and five of the comparative metros.
Austin fared better than all major U.S. metros during the Great Recession. Source: Brookings Institution
Source: Bureau of Labor Statistics
Economic Development Outcomes
95
6.3%
4%
0
90
18.8%
14%
Lexington
Knoxville
- Recession/Recovery Employment Growth (Dec. 2007 - March 2011)
LEVERAGING ASSETS Building a Globally Competitive Economy for the Charleston Region ALIGNING TARGETS & COMPETENCIES
The Charleston region is committed to an industry cluster-based economic development strategy that is grounded in research, reflects best practices and leverages the region’s key assets.
Opportunity Next is designed to leverage limited resources by aligning our region’s community development, workforce development and economic development initiatives to foster the growth of four target industry clusters:
The Opportunity Next strategic plan aligns with the Model for Economic Prosperity pyramid, which serves as the framework for this Economic Scorecard.
DRIVING ECONOMIC GROWTH
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Introduced in April 2011, the new strategy is the culmination of a nine-month process, informed by more than 1400 individuals, elected officials and organizations. It assesses our region’s strengths and challenges, identifies global growth opportunities aligned with our assets and creates a multi-year plan for driving long-term economic growth throughout the region.
• Advanced Security & IT • Aerospace • Biomedical • Wind Energy It also calls for further enhancing five core competencies with synergies critical to economic growth: • Advanced Materials • Creative Design • Drivetrain & Power Systems • Logistics • Software
Leveraging assets
COMPETENCY TARGETS
advanced materials drivetrain & power systems software creative design logistics
wind energy
biomedical
aerospace
advanced security & it
Vertical industry targets
Advanced Security & IT • Defense electronics • Network communications • Cybersecurity • Military command posts • Data centers & cloud computing • Web applications
Moving Region Forward
While this Economic Scorecard measures our economic indicators against data from sister metros in the Southeast, the reality is the Charleston region must be globally competitive to succeed in an economy defined by innovation, knowledge and international competition. All regional organizations have a role to play in moving our economy forward. Find an element of the strategy you are passionate about and get involved in a big way.
www.Opportunity-Next.com
AEROSPACE • Boeing suppliers • Subassembly operations • Advanced materials manufacturers & fabricators
Biomedical • Medical equipment • Devices & diagnostics • Health IT & telemedicine • Bioengineering • Clinical trials & drug/vaccine research
wind energy • Component manufacturers • Metalworking & machining • Advanced materials manufacturers & fabricators
ENVIRONMENT FOR DEVELOPMENT Why Is The Environment for Development Important?
In today’s highly competitive environment, companies and talent choose forwardthinking communities reflecting their values. To be successful, communities need to embrace government policies that don’t unnecessarily burden local businesses; develop modern infrastructure to seamlessly connect people, places and ideas; and support initiatives creating lasting opportunities for all residents.
The 2010 Regional Economic Scorecard introduced the Model for Economic Prosperity pyramid as a framework for gauging our region’s economic progress over time. While last year’s report focused on the foundational elements for economic development (bottom section of the pyramid), this year we’re also looking at the supporting environment for economic development (middle section). Progress in each of these areas ultimately leads to economic development success (top section). The supporting environment for economic development includes a community’s industrial composition; physical infrastructure; and social, cultural and institutional environment.
INDUSTRIAL COMPOSITION Industrial composition can help determine if a community has the right environment for bringing new money into the local economy and generating long-term economic growth. A diverse industrial structure provides resilience in reacting to economic downturns, while a concentration of businesses in clusters growing nationally and/or internationally is an indication of future growth potential. Communities can influence their industrial mix by making strategic long-term investments in areas such as infrastructure and workforce development.
The Indicators Traded Sectors
Primary traded sectors in the Charleston region
• Military & Government • Accommodation & Food Service
Export Activity
Although the word “exports” evokes images of shipping containers, it actually encompasses all purchases of U.S. goods and services by residents of foreign countries, including payments for patents and trademarks, contracts with U.S. consultants, and spending by foreign tourists and students.
Looking deeper into the subsectors of the Charleston region’s industry sectors shows significant employment concentrations higher than the overall sectors. 2010 Location Quotient
– Subsector
– Overall Sector
7
4 3
2.76
2
Transportation Equipment Manufacturing
1 0
Manufacturing Sector While the overall Manufacturing Sector LQ is .90, the significant employment concentration is in the subsector, which includes Boeing.
2.91 1.66
Engineering Services
Data Processing & Hosting Information Sector
Professional & Technical Services Sector
While the overall Information Sector LQ is .90, the significant employment concentration is in the subsector, which includes Google.
3.14
Support Activities for Transportation
While the overall The Support Activities Professional & for Transportation Technical Services subsector includes Sector LQ is 1.12, the Port of Charleston. the significant The overall employment Transportation concentration is in & Warehousing the subsector, which sector’s LQ is not disclosed for includes SPAWAR Atlantic. proprietary reasons. Source: Bureau of Labor Statistics
Environment for development
Traded sectors are measured by location quotient (LQ), a ratio comparing the concentration of employment within a specified region, such as the Charleston MSA, to that of the U.S. An LQ greater than one indicates employment concentration. Concentrated industry sectors trade excess capacity thereby bringing “outside dollars” into the regional economy. Those outside dollars then multiply and are circulated locally.
A Closer Look into Traded Sectors
INDUSTRIAL COMPOSITION Export Activity Per Job, 2009 1st Lexington
$9,831
2nd Greenville
$8,835
3rd Austin
$7,971
4th Raleigh
$7,968
5th Savannah
$7,955
6th Richmond
$6,719
7th Charleston
$6,603
8th Knoxville
$6,492
Metro areas with the highest rates of innovation are also the most exportoriented. Strong manufacturing and patent-producing communities generate the highest exports.
9th Jacksonville $4,970 $0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
Source: Brookings Institution
Blackbaud is an example of one local company globally exporting its business & professional services. It is the leading global provider of software and services designed specifically for nonprofits, enabling them to improve operational efficiency, build strong relationships, and raise more money to support their missions. Approximately 24,000 organizations in 83 countries use one or more Blackbaud products and services. Headquartered in Charleston, Blackbaud has operations in Australia, Canada, Hong Kong, the Netherlands, and the United Kingdom. www.blackbaud.com
8 Significant Structural Changes in Our Economy
Environment for development
(% of Local Employment)
Construction
- 2005
- 2009
Charleston’s regional economy Accommodation & Food Service experienced significant employment growth in health care & social services, Finance & Insurance finance & insurance, and information Health Care & technologies from 2005-2009. Employment Social Services in manufacturing, construction and retail declined, reflecting national trends. Information Manufacturing Retail Trade 0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
11%
12%
Source: U.S. Dept. of Commerce
The Business Perspective
INDUSTRIAL COMPOSITION
Workforce Pipeline A sustainable economic development effort requires a long-term view of the local workforce. As business grows and older workers retire, companies need a steady supply of jobready workers. Investments in lifelong learning – from preK-12 education through existing worker training – are vital to sustained economic vitality and to Charleston becoming a global destination for business and talent.
“Establishing a long-term pipeline of highly skilled workers is critical for Boeing to meet our production needs and meet our customer commitments. We have a dedicated, knowledgeable and well-trained South Carolina workforce, and we’re looking forward to continuing our partnership with the Lowcountry for many years to come.”
Educators need business partners to help students better understand the practical realities of the workplace. Businesses also benefit from this direct connection to their future workforce. Business partners can provide: • Job shadowing experiences • Internships • Apprenticeships • Industry tours www.personalpathways.sc.gov/trident
Job-Specific Skills Training Trident Technical College’s Dorchester County QuickJobs Training Center offers academic and continuing education courses in the classroom, providing short-term training to rural workers who need jobspecific skills for quick employment. More than 30 online courses with on-site computers are also available. www.tridenttech.edu/stgeorge.htm
Preparing a 21st Century Workforce The national shortage of science and technology workers is certainly reflected in the Charleston region, where demand greatly exceeds local supply. In 2010, The Citadel launched its STEM* Center of Excellence to equip and prepare the next generation of scientists, technologists, engineers, mathematicians and STEM educators to help local businesses compete in the global marketplace. *STEM = Science, Technology, Engineering and Mathematics
www.citadel.edu/stemcenter
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Environment for development
Jack Jones Vice President and General Manager, Boeing South Carolina
Personal Pathways to Success is a statewide initiative designed to empower K-12 students and adult job seekers by making education relevant to their individual aspirations and abilities. The program combines coursework and career planning, and teaches skills essential to gainful employment and satisfying careers.
I-26 Critical Improvements
ENVIRONMENT FOR DEVELOPMENT
“Traffic conditions on I-26 threaten the vitality of the region. Find funding to improve this critical corridor.”
PHYSICAL INFRASTRUCTURE
Source: Opportunity Next, Strategic Priorities
For this report, physical infrastructure is defined as the structural framework for moving people, goods and information from one point to another. Companies today require strong and reliable transportation and information networks. Infrastructure investments are also important to young professionals, who often choose to locate in communities offering an array of transportation choices.
Congestion Solutions • Maximize existing service • Add capacity in critical corridors • Change usage patterns
The Indicators
Source: Texas Transportation Institute’s 2010 Urban Mobility Report
Multimodal Transportation
Rating the region’s infrastructure
How individuals get to work – driving alone, carpooling, using public transportation, biking or walking – measures access to mass transit and other means of dealing with traffic congestion. Not surprisingly, all comparative metro areas had similar rates of driving alone, roughly 80-85% compared to the U.S. average of 76%. Of the leading economies, Austin had the lowest rate of solo driving at 75%.
10
Average
Highway access
Access to a reliable, state-of-the-art broadband network is essential for business and is increasingly a quality of life issue, supporting services ranging from telemedicine to the virtual classroom. While no unbiased data yet exist for measuring broadband access across metro areas, Federal sources provide metro-level comparisons of data uploading speeds for medium and large businesses. At 15.7 megabits per second, Charleston ranked number one for this indicator.
Environment for development
U.S. Average: 25.1 Minutes Source: U.S. Census Bureau, American Community Survey
Air service
2.42
Road capacity
2.36 2.06
Public transit
2.05 0
21 Minutes
1.00
2.00
3.00
4.00
5.00
Source: Opportunity Next Community Survey, 1,068 total responses
The Business Perspective “The capacity of our region’s transportation arteries is critical to Bosch’s ability to service our customers. As a significant ‘just-in-time’ manufacturer in South Carolina, Bosch fully supports environmentally and fiscally sustainable improvements of area transportation infrastructure to keep pace with increased traffic volumes.” Larry Lautenschlager Senior Vice President, Manufacturing, Robert Bosch LLC
2nd Knoxville 1st Lexington
Respondents rated performance from 1 to 5.
2.83
Pedestrian/bike routes
Broadband Access
The average price for domestic air travel provides a measure of a region’s connectivity to other markets. Ticket prices also have a direct impact on local household and business expenses. Among the peer metros, Charleston had the highest airfare costs overall with an average price of $450.55 in 2010.
2.86
Commute time
Source: Texas Transportation Institute’s 2010 Urban Mobility Report
Domestic Air Travel
3.13
Telecommunications
“In 2009, congestion caused urban Americans to travel 4.8 billion hours more and to purchase an extra 3.9 billion gallons of fuel for a congestion cost of $115 billion.”
Mean Travel Time to Work
• Provide greater number of choices • Diversify the development patterns
3rd Greenville
22 Minutes
4th Savannah
23 Minutes
5th (tie) Charleston
6th (tie) Richmond
5th (tie) Raleigh
6th (tie) Austin
24 Minutes
25 Minutes
7th Jacksonville
Our Region, Our Plan
Is a regional growth plan led by the BCD Council of Governments for our three-county region. When completed in 2011, it will provide a “greenprint” for sustainable growth and development, lay the foundation to manage proposed large-scale and fast-paced growth, and develop a uniform platform integrating all planning initiatives in the region. www.ourregionourplan.org
Charleston Moves
Promotes non-motorized and public transportation for a healthy community and a healthy lifestyle. Provides updates on local bike events, legislation and advocacy. www.charlestonmoves.org
CARTA
Provides local, express and neighborhood bus service within the urban and suburban areas of the three-county region to more than 4 million passengers. Charleston’s public transportation system ranked 55th in the nation and is South Carolina’s most efficient public transportation to work.
Source: Brookings Institution
“Nationally, less than one percent of Americans ride their bikes to work. However, metros where more people bike to work are more affluent and diverse, and have higher average wages, higher levels of education or human capital, and more knowledge-based economies.” Source: American Community Survey; Richard Florida, The Atlantic
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Broadband Access medium mbps * speed for medium-large businesses, 2011
15.7
14.9 12.5
11.2
10.8
9.4
7.4
5.7
Commuter Connection “A 7% increase in broadband adoption would create 2.4 million jobs across the U.S., and would save $662 million in health care costs and $6.4 billion in vehicle mileage costs.” Source: Connected Nation
Environment for development
*megabits per second Source: National Broadband Map
Trident Rideshare, a service of the BCD Council of Governments, connects commuting partners via a secure website. It also offers the GreenRide program for companies to evaluate employees’ commute options and assess what travel reduction programs will work best. www.tridentrideshare.com
5.3
Charleston Austin Lexington Raleigh Richmond Jacksonville Knoxville Greenville Savannah
PHYSICAL INFRASTRUCTURE Average Cost Per Flight, 2010 $460 $440 $420
$339.7al1
$400
Since Southwest initiated service in March 2011, ticket prices have fallen and passenger volume is up more than 30% at CHS.
Nation e Averag
$380 $360 $340 $320 $300
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Charleston’s DeepWater Port With the Panama Canal’s completed expansion in 2014, larger ships with their economies of scale are the major trend in international shipping. More than 80% of the world’s onorder ship capacity is post-Panamax vessels, which require deep water ports.
Environment for development
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Charleston International Airport’s (CHS) planned 2012 terminal expansion will: • Double the size of Concourse A • Significantly expand Concourse B • Add a third carousel in baggage claim • Add more seating, shops, restaurants and restrooms
The Port of Charleston is currently and efficiently handling post-Panamax vessels up to 8,000 TEUs*, and has a major competitive advantage with the deepest water in the Southeast and a harbor deepening project underway. Deep water is essential to handling the region’s export commodities, which tend to be heavier.
17%
n Charlesto increase in volume in container 2010
*TEU = twenty-foot equivalent unit, the standard measure of one shipping container. Sources: U.S. Department of Transportation, Maritime Administration, Braemar Seascope's Containership Fleet Statistics
Major Investments
To support expected demand, the Ports Authority plans nearly $1.3 billion in capital investments during the next 10 years:
• A new terminal operating system • Improvements to existing facilities • A new container terminal on the former Navy Base (at build-out, will increase container capacity by 50%) • New cruise terminal at Union Pier • More than $12 million in statewide environmental and community projects (aligned with its Pledge for Growth program) Source: S.C. State Ports Authority
ENVIRONMENT FOR DEVELOPMENT social, cultural & institutional Environment Leading companies embrace their responsibility to the communities in which they operate. This also holds true for educated, young professionals, who often choose where they want to live before deciding where they will work. As such, a community’s social, cultural and institutional environment is an important ingredient to its overall business climate.
The Indicators
The youngest voters are traditionally the least likely to vote and the Charleston region echoes that trend with 18-21 year olds comprising only 5.3% of total voters in the 2008 general election. However, participation does grow in areas with youth-focused voter recruitment efforts. Source: S.C. Election Commission
Voter Participation
Defined as the percentage of the voting age population participating in a general election. It provides a measure of civic engagement – a key element of social capital. Our region’s 56.4% participation rate in the 2008 general election placed us fifth among all comparative metros. Participation rates in Jacksonville, Richmond and Raleigh all topped 67%.
Poverty Rate
Provides an indicator of social well-being and standard of living in a community. Living in poverty can limit an individual’s ability to remain healthy and to develop the skills necessary to contribute talents, ideas and even labor to the economy. Poverty also strains a community’s economic resources. The Charleston region’s poverty rate of 14% ties with Savannah for fifth among comparative cities.
Health Insurance Coverage
NEXT CITIES™ Rankings 2009-2010
Ranking Indicators: • Vitality • Cost of Living • After Hours • Earning • Learning • Around Town • Social Capital
Mighty Micros: Next Cities™ with population of 100,000-200,000. Charleston ranked #2.
Richmond, VA has a strong voter registration program, which includes pre-registering 16-and 17-yearolds. Once they turn 18, they are automatically entered into the system.
The Charleston Area League of Women Voters (LWV)
Promotes citizen participation by providing non-partisan, objective information on governmental issues and elections. In Berkeley County, a 2010 LWV initiative registered more than 400 students in seven high schools. Students signed up during lunch periods and were eligible to vote in November (as long as they turned 18 on or before Nov. 2). www.lwvcharleston.org
Sources: League of Women Voters, Berkeley Independent
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Mind Those Millenials
Young professionals dubbed “Millenials,” born 1980 through 1998, generally share a commitment to civic mindedness. They volunteer. They vote. Just over 50% of metro Charleston’s population is 34 or younger. Sources: Century Foundation, U.S. Census
Programs Cultivating our Next Generation Leaders: • Charleston Young Professionals and Leadership Charleston Charleston Metro Chamber of Commerce • Emerging Leaders Network and Leadership Berkeley Berkeley County Chamber of Commerce • Young Professionals Council and Leadership Dorchester Greater Summerville/Dorchester County Chamber of Commerce • Young Professionals Network – Trident Urban League
Environment for development
Lack of health insurance coverage has been associated with delayed access to health care, increased risk of chronic disease and mortality, absenteeism and unemployment. Overall, the Charleston region ranked next to last in the percentage of residents with some form of health insurance coverage. We also have the third highest uninsured population at 17%.
Next Generation Consulting, a national market research firm specializing in young professionals, researched the top areas with the assets and amenities that attract and keep a young, educated workforce.
Youth Vote Needed
social, cultural & institutional Environment The Business Perspective
A World of Extremes
Modeled after the highly successful Harlem Children’s Zone project, the Charleston Promise Neighborhood aims to break the cycle of poverty in a significant swath of Charleston’s urban core. The 20-year goal: 100% high school graduation rate with all students enrolled in college. The Need • 17,000+ residents with 4,300 children under age 18 • Poverty rate above 40%; 90% of children qualify for free lunch • Unemployment rate double the national average • Over 40% rely on Medicaid, twice the overall rate in Charleston County
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“Volunteerism and community support are integral parts of Alcoa’s values. It’s incredibly important to give back the community in which we work and live. We have a vested interest in making it a better place – economically, environmentally and socially.” Mike Rousseau Plant Manager, Alcoa Mt. Holly
The Partners • Governmental Partners: Charleston County, Charleston County School District, North Charleston and Charleston • Educational Institution Partners: College of Charleston, MUSC, and The Citadel • Nonprofit Partners: Metanoia, WINGS for Kids, Trident United Way, and Coastal Community Foundation • Business Partner: Blackbaud, Inc. The Vision The Neighborhood will be socially and economically indistinguishable from the rest of Charleston County within a generation. In fall 2011, CPN will offer pediatric health clinics and performance bonuses for teachers in four neighborhood schools to boost student performance. www.charlestonpromise.org
CPN stretches 5.6 miles, enc ompassing Charleston's East Side, Nec k area and parts of North Charleston.
Sources: U.S. Census Bureau, S.C. Department of Education
Environment for development
Poverty Rate Charleston Region, 2009 Alcoa’s Community Involvement
Employees annually donate 7,000 hours by volunteering as mentors, firefighters & coaches. Employee-led group volunteer projects with Charleston Green Fair, Roscoe Reading Program, FIRST Robotics, Rural Mission, Earth Force, Trident United Way, Meals on Wheels, Susan G. Komen and more. Since 2007, the Alcoa Foundation has granted more than $850,000 to area nonprofits.
Charleston’s poverty rates for all demographics trend with the U.S.
Overall
14%
Children
20%
Economic Impact of Childhood Poverty • Lower productivity and economic output • Costs of crime • Higher health expenditures
African American 25.6% Caucasian
8.8% 0%
2%
4%
6%
8%
Source: U.S. Census Bureau, American Community Survey
10%
12%
14%
16%
18%
20%
22%
24%
26%
Source: Center for American Progress
social, cultural & institutional Environment The Cost of the Uninsured
With Health Care Insurance Coverage, 2009
More than 10 working-age South Carolinians die each week from a lack of health insurance. In 2007, South Carolina’s hospitals provided $1.3 billion in services for which they were not paid. Those losses were passed on to businesses and individuals with insurance in the form of higher medical costs and premiums.
No Health Care Insurance Coverage, 2009
89%
20%
88%
19%
87%
18%
86%
17%
85%
16%
U.S.
84%
U.S.
15% S.C.
83%
Source: AccessHealthSC
S.C.
14%
82%
13%
81%
12%
80%
11%
79%
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15
Source: U.S. Census Bureau, American Community Survey
Role of Nonprofits
Employment in nonprofits is one reliable indicator of a community’s level of social engagement. Of the comparison metros, Charleston has the lowest percentage of total employment in nonprofit organizations.
Percent Employment in Nonprofit Organizations, 2009 10% 9%
Nonprofit Revenue by Sector Charleston Region, 2009 Where a community invests its nonprofit dollars can show which issues are most important to area residents. Cultural
2.72%
Miscellaneous
8%
16.80%
7%
Human Services
12.09%
Public-Society Benefit
6%
2.02%
4%
Education/ Research
23.45%
Health Care
3%
42.20%
Conservation
0.72%
2% 1% 0%
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Source: U.S. Census Bureau, American Community Survey
Revenue received from donors, foundations, grants and other forms of gifts; other types of income not included. Compiled by Coastal Community Foundation Sources: Giving USA, GuideStar
Environment for development
Tricounty
5%
2005 – 2009
105
Key Reasons for Increase: • Steady growth in knowledge workers • Higher education levels attained
Why is this important?
102 103 greenvil le
The Indicators
IN AUST RALEIGH
College Graduates Percentage of adult population (25+) with a bachelor’s degree or higher. = Decrease in index value
75
•
On average, over a lifetime, individuals with bachelor’s degrees earn $1.2 million more than individuals who completed high school
United States Average
•
Higher educational attainment has the potential to decrease significantly S.C.’s unemployment rate, to reduce the share of the population in prison and to relate positively to per-capita income and better access to affordable healthcare
Source: S.C. Higher Education Study Committee Report
5.4% 7.0% 9.2% 10.3% 14.9%
$1,610 $1,272
Master’s degree
$1,038
Bachelor’s degree
$767
Associate degree Some college (no degree)
$712 $626
High School diploma Less than a high school diploma
Estimated % growth over next 5 years
$1,550
Doctoral degree
2.4% Professional degree 4.0%
Fastest Growing Occupations Charleston Region
U.S. Median weekly earnings in 2010
U.S. Unemployment rate in 2010 1.9%
125
100
= No change in index value
The most recent values are compared to a 2005 baseline and do not imply year-to-year changes.
EDUCATION PAYS
n gto n i Lex
$444
Average: 8.2%
Median: $782 Source: Bureau of Labor Statistics
Architect Support/Drafting 136%
Website Developer 124%
Network Administrator (IT) 122%
General Mechanic 110%
Production Engineer 99%
Mechanical Engineer 88%
Information Technology Support 86%
Quality Control Technician 82%
Computer Programmer 78%
Process/Production Operator 75%
Registered Nurse 68%
Operations Manager/Supervisor 67%
Commercial Driver 67%
Customer Service Representative 61%
Engineering Technician 61% 140
120
100
80
60
40
competitiveness inputS
16
= Employment Rate Percentage of an area’s workforce that is actively employed.
121
= Increase in index value
High School Graduates Percentage of adult population (25+) with a high school diploma.
112
119
Knowledge Workers Percentage of population (ages 25-64) employed in occupations requiring specialized knowledge and creativity, such as management, finance, IT, science & engineering, healthcare, design, the arts, etc.
107
115
SavannaH & JACK SONVILLE
Workforce preparedness is critical to the region’s long-term economic health. Educated residents with specialized skills and knowledge fuel the performance of existing firms and serve to attract new employers. The better educated our workforce, the more quickly our economy can take advantage of new opportunities and recover from negative shocks, such as the recent economic recession.
CHAR LESTON
kno xvil le Ric hm ond
HUMAN CAPITAL INDEX
Source: Opportunity Next Regional Workforce Survey
The Business Perspective
Knowledge Workers Index, 2009 U.S. Average - 100
1st 135.1
2nd 132.4
3rd 131.7
4th 124.7
5th 121.2
6th 114.9
7th 109.0
8th 106.6
9th 105.0
Lexington
Richmond
Austin
Raleigh
Knoxville
Greenville
Jacksonville
Savannah
Charleston
Percentage of population (ages 25-64) employed in occupations requiring specialized knowledge and creativity, such as management, finance, IT, science & engineering, healthcare, design, the arts etc. Source: Bureau of Labor Statistics
High School Graduates Index, 2009 U.S. Average - 100
A handful of local technology startups are on the cusp of major growth, and many identify a common challenge: finding talented workers to keep up the pace of their expansion. “PeopleMatter is creating a Silicon Valley culture in Charleston, in the types of benefits offered and in the workplace atmosphere, because we’re competing with that region for talent. Charleston is really developing a vibrant third economy, around the tech community. We are competitively hiring talent from our own backyard and across the country.” – Nate DaPore, President & CEO, PeopleMatter
1st 104.8
2nd 103.5
3rd 103.4
4th 102.5
5th 102.1
6th (tie) 101.5
6th (tie) 101.5
8th 100.1
9th 98.0
Raleigh
Savannah
Jacksonville
Knoxville
Charleston
Lexington
Austin
Richmond
Greenville
Percentage of workforce with a high school diploma or greater (population 25 years or older) Source: U.S. Census Bureau
College Graduates Index, 2009 U.S. Average - 100
1st 152.0
2nd 138.7
3rd 123.7
4th 112.9
5th 111.5
6th 104.7
7th 100.0
8th 97.8
9th 95.0
Raleigh
Austin
Lexington
Richmond
Charleston
Knoxville
Greenville
Jacksonville
Savannah
Percentage of workforce with a bachelor’s degree or greater (population 25 years or older) Source: U.S. Census Bureau
U.S. Average - 100
1st 102.6
2nd 102.0
3rd 101.2
4th 101.0
5th 100.7
6th 100.6
7th 99.6
8th 99.2
9th 98.9
Austin
Richmond
Savannah
Lexington
Knoxville
Raleigh
Charleston
Jacksonville
Greenville
Percentage of workforce actively employed (population 25 years or older) Source: Bureau of Labor Statistics
This regional nonprofit brings together employers and educators to align public education with the region’s current and future workforce needs. http://edfound.net
17
Programs include: • Career Academies • Workplace InStitute for Educators (WISE) Business and community volunteers teach K-12 students about workforce readiness, entrepreneurship and financial literacy in both classroom and afterschool settings. http://coastalsouthcarolina.ja.org/ The College’s School of Business has been selected to deliver a global logistics and transportation professional development program for Greenville-based tire manufacturer, Michelin North America. http://sb.cofc.edu/
competitiveness inputS
Employment Rate Index, 2009
Partnering Business & Education
INNOVATIVE ACTIVITY INDEX
2005 – 2009
18
The most recent values are compared to a 2005 baseline and do not imply year-to-year changes.
n gto n i x le
JACK SONVILLE
h Raleig
savann ah
Note: All comparative metros declined during this time period.
100
off the charts: Austin 270
United States Average
Teaming Up for Innovation: Force Protection & MUSC Connecting Research with Business Formation
competitiveness inputS
0
knoxv ille
48 = Decrease in index value
21
Science-Related Graduate Students Number of graduate students in science, engineering and health sciences, presented per 100,000 population, provides a measure of academic R&D.
Four of the five startups headquartered in the 18-month-old SCRA MUSC Innovation Center are commercializing technologies conceived at MUSC.
The Business Perspective “Before the SCRA MUSC Innovation Center, there wasn’t really anywhere where a small biotech startup could move without having to spend hundreds of thousands of dollars to build a facility. SCRA allowed us to move in, purchase equipment and almost immediately start producing product.” – Ryan Fiorini, Co-Founder & Chief Operating Officer, Immunologix
Real-World Challenge: Force Protection’s Mine-Resistant, Ambush-Protected (MRAP) vehicles provide proven blast protection for our troops, but shockwaves from roadside blasts can still cause debilitating traumatic brain injuries (TBIs). Innovative Approach: Force Protection and the Medical University of South Carolina (MUSC) have partnered to develop new technologies for preventing and treating TBI. The research conducted at The Force Protection Center for Brain Research at MUSC will benefit the U.S. military as well as others who may suffer brain trauma. www.ThinkTBI.com
183
= Increase in index value
Employment in Technical Professions Percentage of employment in computer, science and engineering professions provides a measure of industry R&D.
119
168
Patents* Number of patents issued in an area, presented per 10,000 workers. *Note: Multiple sources contend patents are an increasingly inaccurate measure of innovation. We will work to identify alternatives for the 2012 Scorecard.
35 CHA
The Indicators
102 Greenville
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The ability to generate new ideas, products and processes is an important measure of regional competitive advantage. An environment of innovation encourages the launch of new businesses, provides growth opportunities for existing businesses, and attracts leading-edge businesses from outside the area. The result: new, higher wage jobs for area residents.
Key Reasons for Decrease: • Numbers of patents lag • Decline in numbers of science-related graduate students
RLE STON
Why is this important?
200
Patents Index, 2008 U.S. Average - 100
1st 464.4
2nd 175.4
3rd 139.6
4th 68.7
5th 67.6
6th 38.4
7th 24.4
8th 22.8
9th 16.5
Austin
Raleigh
Lexington
Greenville
Knoxville
Richmond
Jacksonville
Charleston
Savannah
Patents per 10,000 workers Source: Cluster Mapping Project, Institute for Strategy and Competitiveness, Harvard Business School
Employment in Technical Positions Index, 2009 U.S. Average - 100
1st 173.2
2nd 148.5
3rd 106.9
4th 100.7
5th 90.6
6th 84.8
7th 81.9
8th 77.6
9th 47.3
Austin
Raleigh
Richmond
Lexington
Greenville
Charleston
Jacksonville
Knoxville
Savannah
Percent of employment in computer, science, and engineering occupations Source: Bureau of Labor Statistics
19
Science-Related Graduate Students Index, 2008
Inspiring Future Engineers
U.S. Average - 100
1st 263.8
2nd 226.4
3rd 212.4
4th 173.7
5th 145.7
6th 90.4
7th 36.5
8th 0.0
9th 0.0
Lexington
Raleigh
Knoxville
Austin
Greenville
Richmond
Charleston
Jacksonville
Savannah
Graduate students in health science, science, and engineering per 10,000 residents Source: NSF-NIH Survey of Graduate Students & Post-Doctorates in S&E
“We can’t graduate them fast enough, and we can’t hire them fast enough. The next 10 years should be about basically building a robust level of talent.” Ernest Andrade, director of the Charleston Digital Corridor, a public-private partnership that supports the growth of knowledge-based companies. Source: Charleston Regional Business Journal, May 2011
63
Membe Charlerstcompanies in o CorridnoDigital r
Team 342 is our region’s oldest recognized FIRST* competitive team. Founded 10 years ago, Team 342 now has 40 members from across the region. Thanks to its efforts to foster interest in math, science & engineering, SPAWAR recently funded five new area teams, became a Team 342 sponsor and dispatched nearly 30 mentors to area teams. Employees from Bosch, BAE Systems and other local businesses also serve as mentors. www.firstroboticsteam342.org *FIRST = For Inspiration and Recognition of Science and Technology Sources: Charleston Regional Business Journal, Team 342
competitiveness inputS
Technical Talent Needed
The FIRST Robotics and FIRST Tech Challenge put the FUN in science and math. They attract kids of all ages to work together in team robotics competitions, building robots and honing their math, science and problem-solving skills along the way. www.usfirst.org
ENTREPRENEURIAL ENVIRONMENT INDEX
2005 – 2009
9LE7STON
Why is this important?
CHARnoxville
A supportive environment for entrepreneurs is key for new business creation and growth. Just as a favorable environment encourages new companies to put down roots, an unfavorable climate can cause successful startups to seek more hospitable communities.
&K
The indicators
competitiveness inputS
= Decrease in index value
The most recent values are compared to a 2005 baseline and do not imply year-to-year changes.
75
82
Business Services Share of regional employment in the professional and technical services industries (NAICS 54). Entrepreneurs and small businesses are more successful in areas with well developed support systems.
83
Raleig h
87
important seedbed for future entrepreneurs.
ric hm ond gre env Sava ille nnah
in Aust
100
Charleston Digital Corridor’s Flagship The City of Charleston recently opened its second incubator for startup technology businesses, Flagship 2. With short-term leases and low rates, businesses start here, eventually grow into larger spaces, and ultimately add more jobs to the community.
Flagship Success Story:
• 25% growth in first 5 months of 2011 • Expects to grow from 45 employees to 100 by end of 2011, and then to double again in 2012 • Announced $7.2 million in new funding in May 2011, adding to $7 million previously raised
125
United States Average
INCUBATing startups THE
20
= Increase in index value
Proprietors’ Income Share Percentage of an area’s income generated by self-employed business owners. A strong small business sector provides an
93 92
117
Business Churning The total number of establishment births and deaths as a percentage
of all area firms. The “churn” of innovative and efficient companies continuously replacing struggling establishments provides a measure of entrepreneurial activity.
104
e vill son ON jack T LEXING
Concentration of Small to Mid-Size Businesses Number of area businesses per 1,000 employees. A growing number of small to mid-size businesses over time correlates to a strong environment for new business creation.
Key Reasons for Increase: • Strong small business growth • Strong employment growth in professional and technical services
Growing New Farmers Incubator Project Initiative fueled by Lowcountry Local First; apprentices are matched with mentor farmers to learn the art and skill of farming. The Result: new farmers and food system leaders in the Lowcountry. Since the program’s inception in spring 2010, 40 full and part-time apprentices have completed the program. www.lowcountrylocalfirst.org
Spark Charleston A low-cost collaborative working space for entrepreneurs in any industry sector looking to find inspiration and knowledge from others. www.sparkchs.com
The Center for Women Develops and inspires women entrepreneurs with counseling, educational programs, mentoring matches, networking opportunities and microloans. Each year, the C4W helps over 500 women entrepreneurs build businesses. www.c4women.org
Concentration of Small to Mid-Size Businesses Index, 2008 U.S. Average - 100
1st 110.4
2nd 105.8
3rd 104.1
4th 100.6
5th 97.3
6th 96.1
7th 89.6
8th 88.6
9th 86.5
Charleston
Raleigh
Jacksonville
Savannah
Austin
Richmond
Greenville
Lexington
Knoxville
Establishments per 1,000 Employees Source: U.S. Census Bureau
Forbes recognized SC Launch, an SCRA collaboration, as one of the 2010 Top Five Entrepreneurial Support Programs in the U.S. SC Launch offers qualifying companies commercialization support, guidance and seed funding. SC Launch has assisted, helped form and/or land more than 178 companies since 2006.
Business Churning Index, 2007 U.S. Average - 100
1st 122.7
2nd 117.6
3rd 111.2
4th 106.7
5th 105.3
6th 96.3
7th 95.9
8th 91.9
9th 90.2
Jacksonville
Austin
Raleigh
Savannah
Charleston
Greenville
Richmond
Knoxville
Lexington
Business births + deaths divided by number of establishments Source: U.S. Census Bureau
21
Proprietors’ Income Share Index, 2009 U.S. Average - 100
1st 108.1
2nd 104.9
3rd 88.8
4th 76.5
5th 68.9
6th 66.0
7th 63.4
Austin
Knoxville
Lexington
Charleston
Richmond
Greenville
Raleigh
8th 59.8
9th 57.7
Jacksonville Savannah
Proprietors’ Income as a share of total Income
A 447% growth rate over 3 years earned local digital media company, Levelwing a spot on Inc. Magazine’s 2010 Inc. 500/5000 List, the magazine’s 29th annual list of fastestgrowing private companies in America.
Source: Bureau of Economic Analysis
U.S. Average - 100
1st 108.1
2nd 104.9
3rd 88.8
4th 76.5
5th 68.9
6th 66.0
7th 63.4
8th 59.8
9th 57.7
Austin
Raleigh
Knoxville
Lexington
Charleston
Richmond
Jacksonville
Greenville
Savannah
Percent of employment in professional, scientific, and technical services industries (NAICS 54) Source: U.S. Census Bureau
Joining the ranks of renowned business celebs such as founders of Facebook, Mint.com and Living Social, Adam Witty of Charleston-based Advantage Media Group was named on Inc. Magazine’s 2011 list of America’s Coolest Young Entrepreneurs.
competitiveness inputS
Business Services Index, 2008
2005 – 2009
Key Reasons for Increase: • Reductions in still relatively high violent crime rate • Growth within the creative industries, arts and healthcare occupations
Why is this important?
The indicators
Air Quality Percentage of days with air quality measured as “good” or “moderate” by the EPA.
22
Crime Rate Violent crimes per 100,000 population.
100,000 population provides a measure of access to healthcare professionals.
Travel Congestion Percentage of daily travel in congested conditions.
Culture and Recreation Employment in the arts, entertainment and recreation (NAICS 71) provides a measure of an area’s cultural and recreational opportunities.
Healthcare Access Number of healthcare practitioner and technical occupations per
= Increase in index value
105
109 110
d mon Rich
75
100
United States Average
= Decrease in index value
The most recent values are compared to a 2005 baseline and do not imply year-to-year changes.
Climate Index, 2010
City of North Charleston’s “Reduce Violence and Gain Trust Program”
U.S. Average - 100
1st 121.5
2nd 105.6
3rd 105.0
4th 101.7
5th (tie) 98.4
5th (tie) 98.4
6th 91.8
7th 89.1
8th 88.5
Charleston
Savannah
Jacksonville
Austin
Greenville
Raleigh
Richmond
Knoxville
Lexington
Percentage of days with high temperatures between 50 and 80 degrees Source: Data collected from local airport weather stations. Data available through Weather Underground
U.S. Average - 100
1st (tie) 100.2
1st (tie) 100.2
1st (tie) 100.2
1st (tie) 100.2
1st (tie) 100.2
1st (tie) 100.2
2nd 99.9
3rd 99.6
4th 99.4
Charleston
Raleigh
Greenville
Lexington
Richmond
Savannah
Jacksonville
Austin
Knoxville
Percentage of days with good or moderate air quality Source: Environmental Protection Agency
2006 to 2009: • 61% decrease in Homicides • 30% decrease in Robberies • 34% decrease in Aggravated Assaults • 41% decrease in Firearm Aggravated Assaults • 33% decrease in Violent Crime Index Problem: Officers were assigned to a different area each day, reducing accountability, knowledge and relationship building.
Air Quality Index, 2009
Report overview
6 97 94 9
118
Climate Percentage of days with high temperatures between 50° and 80° F.
102
CHARLESTON ille e & knoxv Greenvill AUSTIN SONVILLE JACK
In an increasingly competitive global economy, attracting and retaining a talented workforce has become a critical economic development issue. With a strong demand for specialized knowledge and skills, highly educated workers have more flexibility in where they choose to live and work. As such, an area’s lifestyle attributes are more and more important to its long-term economic success.
lexin gton sav Ral annah eig h
QUALITY OF PLACE INDEX
Solution: Officers are now assigned to one geographic location throughout the year, which increases awareness of criminals and builds relationships with local residents and business owners. Source: North Charleston Police Department
125
Violent crime is composed of four offenses: murder and non-negligent manslaughter, forcible rape, robbery and aggrevated assault.
Crime Rate Index, 2009 U.S. Average - 100
What Congestion Costs Charleston Region 2009
1st 154.3
2nd 146.5
3rd 120.6
4th 100.2
5th 97.5
6th 86.9
7th 69.7
8th 61.7
9th N/A
Raleigh
Richmond
Austin
Savannah
Lexington
Knoxville
Charleston
Jacksonville
Greenville
Violent crime rate per 100,000 population. Source: Federal Bureau of Investigation
27YearlyHours Delay per Commuter
24 Gallons Excess Fuel
$646
Cost per Commuter
per Commuter
Travel Congestion Index, 2009
Source: Texas Transportation Institute
U.S. Average - 100
1st 151.9
2nd 149.6
3rd 112.6
4th 98.3
5th 96.9
6th 93.2
7th 92.1
8th 91.1
9th 87.2
Richmond
Savannah
Greenville
Knoxville
Raleigh
Charleston
Austin
Jacksonville
Lexington
Percent of daily travel in congested conditions Source: Texas Transportation Institute
Creative Economy The creative industry accounts for 6.7% of the Charleston region’s total workforce, is one of the top employers and has an annual economic impact of more than $1.4 billion in gross sales with a 7% higher hourly wage than the regional average. Creative Industries
Healthcare Access Index, 2009
27,315
U.S. Average - 100
1st 155.4
2nd 142.5
3rd 122.1
4th 119.7
5th 103.6
6th 102.8
7th 101.1
8th 88.3
9th 76.3
Lexington
Knoxville
Charleston
Richmond
Savannah
Jacksonville
Greenville
Raleigh
Austin
JOBS (2008)
23
$1.4 Billion IN ReVeNuE (2009)
Healthcare practitioners and technical occupations (29-0000) per 100,000 population Source: Bureau of Labor Statistics
Source: Regional Technology Strategies, May 2010
U.S. Average - 100
1st 123.9
2nd 107.0
3rd 101.9
4th 101.8
5th 99.3
6th 93.8
7th 87.9
8th 72.3
9th 65.5
Raleigh
Charleston
Jacksonville
Lexington
Richmond
Savannah
Austin
Greenville
Knoxville
Employment in arts, entertainment and recreation industries as percent of population (NAICS 71) Source: U.S. Census Bureau
competitiveness inputS
Culture and Recreation Index, 2008
Parliament Charleston Launched in 2008, Parliament represents hundreds of individuals committed to helping the Charleston region realize its full potential as a creative community. Pecha Kucha Night is a mix of show-and-tell and open-mic that has become a forum for ideas on design, architecture and other forms of creativity. www.charlestonparliament.com/pecha-kucha
2011 Scorecard Task Force
Research & Analysis
Chairman
University Center for Economic Development, Clemson University
Brice Sweatt, The InterTech Group
Members Deb Campeau............ Trident Health Systems/The Education Foundation Board Michele Canon.......... Berkeley Charleston Dorchester Council of Governments Dr. Mike Drews......... Clemson University Restoration Institute Sally Ehrenfried........ Blackbaud/The Education Foundation Board Shandon Fowler........ Benefitfocus/ThinkTEC Advisory Board Greg Isley................... Elliott Davis Stuart Knight............. MUSC Foundation for Research Development Kellee McGahey........ First Federal Madelyn Robinson.... Town of Summerville Matt Sloan................. Daniel Island Company/Lowcountry Housing Trust Board Derek Willis.............. South Carolina Research Authority/SC Launch! Erica Wright.............. The Citadel/Charleston Young Professionals Board
Produced for the community by the Charleston Regional Development Alliance
The Charleston Regional Development Alliance (CRDA) is a nonprofit economic development partnership representing Berkeley, Charleston and Dorchester counties. Supported and led by the region’s most influential business leaders, three county governments, largest municipalities and top academic institutions, the CRDA serves as a catalyst for long-term, sustainable economic growth in our three-county region by driving a global marketing effort to attract and retain the world’s best companies, entrepreneurs and professional talent. The CRDA invests in competitive research & analysis, serves as a regional resource and convener, and collaborates closely with other entities to ensure a globally competitive, sustainable regional economy.
To learn more about the CRDA, visit: www.charlestoneconomicdevelopment.com
Dr. David W. Hughes Professor and Program Leader Department of Applied Economics and Statistics Clemson Institute for Economic and Community Development Dr. David L. Barkley Emeritus Professor Department of Applied Economics and Statistics Clemson University Devin Swindall Research Associate Clemson Institute for Economic and Community Development Center for Business Research, Charleston Metro Chamber of Commerce The Center for Business Research, a department of the Charleston Metro Chamber of Commerce, serves as the center for the compilation, interpretation and distribution of business and economic data for the three-county Charleston-North Charleston-Summerville metropolitan statistical area (MSA).
Designed & Published by
SC Biz News, publisher of the Charleston Regional Business Journal
View online at: www.crda.org/economicscorecard We encourage you to spend time with this Scorecard, get to know the strengths and challenges identified for our region, and share with your colleagues and contacts. If you would like a Scorecard Task Force member to address your organization, please email alliance@crda.org.