Professional Documents
Culture Documents
Topline Results
January 2013
Copyright January 2013 Baker Strategy Group All rights reserved. Baker Strategy Group is solely responsible for all content and analysis in this report.
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January 2013 www.Michigan2013.com
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Page 1
PROGRAM OVERVIEW
2,988 survey responses were collected from members of 69 participating associations. The key question was their satisfaction with their community as a place to grow a business.
Who What
2,988 members of 69 Participating Associations Two surveys: Private Sector and Public Sector
November 12, 2012 December 7, 2012 351 cities, 78 counties, 14 regions Collaborating to make Michigan a great place to grow a business
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When
Where Why
January 2013
www.Michigan2013.com
Page 3
PROGRAM PARTNERS
There were several people who played a key role at different points in the process of launching the program, designing the survey, gathering the feedback, analyzing the data, and distributing the results.
CORE TEAM
Provided direction and guidance for moving the program forward
PROGRAM SUPPORTERS
Provided insight and support on behalf of specific constituent groups
Liz McKeller Megan Spanitz Econ. Dev. Specialist VP, Marketing &Membership Traverse City Area Detroit Regional Chamber Chamber of Commerce
Carol Hart Dan Denison CEO Chairman & Founding Partner MOVE Communications Denison Consulting
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Page 4
PARTNERING ASSOCIATIONS
Fourteen organizations were involved early on and committed to participating in this program for their respective constituents and related industries.
Linda Wacyk Director of Communications Michigan Association of School Administrators Charles E. Hadden President & CEO Michigan Manufacturers Association
Doug Luciani President & CEO Traverse City Area Chamber of Commerce Jared Rodriguez President West Michigan Policy Forum
Rick Baker CEO Grand Rapids Area Chamber of Commerce Amy Clickner CEO Lake Superior Community Partnership
Debra Peake Chief Employee Officer Municipal Employees Retirement System of Michigan
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January 2013 www.Michigan2013.com
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Page 5
PARTICIPATING ASSOCIATIONS
In addition to the Partnering Associations, fifty-five associations throughout the state participated in this program.
Jackie Krawczak Executive Director Alpena Area Chamber of Commerce Diane Keller President & CEO Ann Arbor/Ypsilanti Regional Chamber Denise Asker Executive Director Auburn Hills Chamber of Commerce Valerie Byrnes President Barry County Chamber of Commerce Mike Seward President Bay Area Chamber of Commerce Vickie Ledsworth President & CEO Blue Water Area Chamber of Commerce Jim Baumann Executive Director Boyne Area Chamber of Commerce Matt Friday Executive Director Cheboygan Area Chamber of Commerce Penny Shanks Executive Director Clarkston Area Chamber of Commerce Pat Moody Executive Vice President Cornerstone Chamber of Comm. in Benton Harbor-St. Joseph
Jennifer Giering President Dearborn Chamber of Commerce Lynda Zanon Executive Director Dickinson Area Partnership Jennifer Roosenberg Executive Director Ferndale Area Chamber of Commerce Mike Killbreath Chairman of the Board Flint Area Chamber of Commerce Joanne Bartley Executive Director Frankfort Elberta Chamber of Commerce Ron Whitman President Freeland Chamber of Commerce Tim Herman CEO Genesee Regional Chamber Tom Tucholski Executive Director Gladwin County Chamber of Commerce Sandy LeBlanc Executive Director Grandville Jenison Chamber of Commerce Traci Cook Executive Director Grayling Regional Chamber of Commerce
Amy DeShon President Greater Albion Chamber of Commerce Pamela McConeghy President & CEO Greater Brighton Area Chamber of Commerce Mary L. Engelman Executive Director Greater Farmington Area Chamber of Commerce Don C. Schurr President Greater Gratiot Development Viki Gudas Executive Director Harbor Country Chamber of Commerce Dawn Bodnar Executive Director Indian River Chamber of Commerce Tina Conner-Wellman Executive Director Ionia Area Chamber of Commerce Mindy Bradish-Orta CEO Jackson County Chamber of Commerce Blaine Lam Interim President Kalamazoo Regional Chamber of Commerce Edith Farrell AVP, IT Officer Lakewood Area Chamber of Commerce
Tim Daman President & CEO Lansing Regional Chamber of Commerce Kathy Maclean President & CEO Ludington and Scottville Area Chamber of Commerce Grace Shore Executive Director Macomb County Chamber of Commerce Jesse White President Marine City Chamber of Commerce Doug Klein Executive Director Mason Area Chamber of Commerce Jane Clark Executive Director Michigan West Coast Chamber of Commerce Sid Allen President & CEO Midland Area Chamber of Commerce Cindy Larsen President Muskegon Lakeshore Chamber of Commerce Colleen Lynema Executive Director Newaygo Area Chamber of Commerce Traci Sincock Associate Director Northville Chamber of Commerce
Holly Bills Executive Director Oxford area Chamber of Commerce Carlin Smith President Petoskey Chamber of Commerce Kathy Mariani Chairman of the Board Pinckney Lakeland Hamburg Hell Chamber Shelly Kemp Executive Director Royal Oak Chamber of Commerce Bob Van Deventer President & CEO Saginaw County Chamber of Commerce Allan Case Executive Director Sault Area Chamber of Commerce Sue Kadlek Vice President Shiawassee Regional Chamber of Commerce Kathy Wagaman Executive Director South Haven Area Chamber of Commerce Sandy Mull President Southern Wayne County Regional Chamber Tanya Markos-Vanno Executive Director Southfield Area Chamber of Commerce
Joseph T. Gardner, III President St. Charles Michigan Chamber of Commerce Wayne Oehmke President & CEO Sterling Heights Regional Chamber of Commerce Michele Hodges President Troy Chamber of Commerce Amy Vanloon Executive Director White Lake Area Chamber of Commerce Tina Lupi-Smith Chairman of the Board Whitmore Lake Chamber of Commerce
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January 2013 www.Michigan2013.com
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Page 6
SATISFACTION
The Satisfaction Index, based on the American Customer Satisfaction Index (ACSI), is the primary measure for this study. We used the ACSI method to measure overall satisfaction with Michigan as a place to grow a business. Translating Survey Measures to Index Scores Survey Measure e.g. Not at all satisfied Index Score Satisfaction Index
Michigan Overall
1
2 3 4 5 6 7 8 9
0
11 22 33 44 56 67 78 89
62
Lansing Regional Chamber of Commerce
10
100
www.Michigan2013.com
63
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Note: visit www.theasci.org for more information about the index approach January 2013
Page 7
SATISFACTION BY SECTOR
Respondents were categorized into three sectors: business (publicly and privately held), nonprofit, and public (local & state government, schools, regional planning and development agencies, etc.) Responses by Sector Satisfaction by Sector
Nonprofit 15%
Business Sector:
Public 25%
64 63 61
Nonprofit Sector:
Business 60%
Public Sector:
Difference is >=3
Difference is <=3
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www.Michigan2013.com
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January 2013
Page 8
GENERAL AGREEMENT
The business, nonprofit, and public sectors showed agreement in a number of areas measured.
Michigan is not yet a great place to grow a business. Michigan may be on its way forward, but we still have a way to go to be a great place to start a business, to be business-friendly, and to have a strong, vibrant economy. The vast majority of businesses and nonprofits plan to remain in Michigan. Businesses can do a better job in providing training and education for a skilled workforce. Healthcare costs and employee benefits costs are the top two challenges that businesses face. Lack of available skilled labor is not the primary challenge that the business sector faces in Michigan as a whole. Healthcare costs and other taxes and costs are greater challenges to businesses in Michigan. Michigan must attract and retain top talent to the state. Michigan must ensure water is clean and the Great Lakes protected. Michigan regions do not have efficient, seamless mass transportation systems. Michigan regions do not have an unquestionable identity as a vibrant technology hub. BAKER Michigan has great places of worship.
January 2013 www.Michigan2013.com
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Page 9
AREAS OF DIFFERENCE
There were also key differences between the business, nonprofit, and public sectors.
The nonprofit sector is more likely to recommend Michigan, their region, and their community as a great place for business. The nonprofit sector has the strongest outlook for the next three years, while the public sector has the weakest outlook over that same period. The nonprofit and public sectors do not fully appreciate the tax challenges imposed on Michigan businesses. The business sector says businesses support the local community, but the nonprofit and public sectors do not necessarily agree. The business and nonprofit sectors are more enthusiastic than the public sector about Michigan as a great place for raising a family. The business sector does not agree with the nonprofit and public sectors that Michigan must better fund vital services (public safety, fire, transportation).
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January 2013 www.Michigan2013.com
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Page 10
OPPORTUNITIES
A renewed Michigan requires collaboration from all three sectors to make Michigan a great place to grow a business.
BUSINESS
If we are to see a renewed Michigan, businesses need to take a leadership role by strengthening training and education in the workplace, designing jobs that attract skilled labor, and contributing and supporting efforts to build up the local community.
NONPROFIT
Nonprofits are essential for making Michigan a great place to grow a business. Churches, charitable organizations, and human services organizations help heal our communities and fill in where many municipalities are strapped. As more contribution and support is being asked of businesses, nonprofits must also demonstrate effective and wellrun organizations that fulfill their missions in the communities.
PUBLIC
Reductions in costs to business, such as the elimination of the MBT and personal property taxes, are welcome boosts to Michigan business. The biggest challenge that businesses face now is healthcare costs. The public sector should focus on efforts to work with the private sector to find ways to alleviate this burden for Michigans businesses and nonprofits.
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January 2013 www.Michigan2013.com
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Page 11
MEASURES
We collected feedback on 84 scaled measures. The scale was a 1-10 scale, with the anchors of Strongly Disagree and Strongly Agree for most of the measures.
SATISFACTION Overall satisfaction with your community as a place to grow a business Satisfaction based on your expectations of your community as a place to grow a business Satisfaction based on an ideal community as a place to grow a business ORGANIZATION OUTLOOK Next 6 months Next 12 months Next 3 years RECOMMEND Recommend my local community as a great place for business Recommend my Region as a great place for business Recommend Michigan as a great place for business GROWTH PLANS Our organization plans to remain in Michigan Michigan is a great state for our company/organization Our organization expects to hire more people in 2013 EXPANSION PLANS Our organization is actively looking to expand in Michigan Our organization is actively looking to expand outside Michigan Our organization is actively looking to expand globally BELIEFS ABOUT MICHIGAN (AND BELIEFS ABOUT COMPETING STATES) is a great state for raising a family is open to people from out of state is on the right track is a great state for young professionals has effective business, nonprofit, and government leaders great place to start a business is a business-friendly state has a strong, vibrant economy IMPERATIVES attract and retain top talent ensure our water is clean and Great Lakes protected improve education and higher education attainment. fix our road, bridges and vital infrastructure. revitalize our major cities like Detroit improve public safety in our core cities better fund vital services (public safety, fire, transportation) protect and rebuild our parks and outdoor recreation infrastructure ORGANIZATION CULTURE I feel involved in making decisions that affect my work I clearly understand my organization's vision for the future Leaders in my organization do what they say they will do My workplace is focused on adapting to change My organization is an example of high performance CHALLENGES FOR BUSINESSES Healthcare costs Employee benefits costs Personal property taxes Unemployment compensation Real property taxes Regulatory costs Business income taxes Local and state taxes Energy costs Unionization Gross receipts taxes Sales and use tax Lack of access to capital Capital costs Lack of available skilled labor YOUR LOCAL COMMUNITY Places of worship Emergency services (e.g. ambulance service, hospitals) Public safety (e.g. police, fire fighters) Hospitals Colleges, universities, community colleges Parks and recreation Police protection Water and sewage Schools/education Human services/social welfare Cultural institutions (e.g. museums, community theaters) Business space/leases Infrastructure other (internet, cell phone coverage, electrical, etc.) Housing market Talent pool/labor pool Infrastructure vehicles (Roads, bridges, parking, etc.) Labor union representation Public transportation BUSINESSES support the health and vitality of the local community contribute generous financial support to area nonprofits offer excellent compensation and benefits to employees provide jobs that attract skilled, educated people to our community provide training and education to develop a skilled, educated workforce in our community YOUR REGION has an unparalleled quality of life has a forward-looking culture that embraces entrepreneurialism and innovation has an educational system that is second to none has well-run, fiscally stable, cost-competitive locations that are welcoming to business is a business community that embraces diversity as a business imperative has a large pool of skilled, educated talent available for hire collaborates well to minimize divisions and facilitate progress is unified in its pursuit of economic development has an unquestionable identity as a vibrant technology hub has an efficient, seamless mass transportation system
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January 2013
www.Michigan2013.com
Page 13
SATISFACTION
The Satisfaction Index measures the overall satisfaction with Michigan as a place to grow a business. The overall Satisfaction for Michigan is tepid with signs of reasons to be optimistic in 2013.
Rate your level of satisfaction for the following:
OUTLOOK
SATISFACTION
63
68
COMMUNITIES
61
CULTURE
Satisfaction based on an ideal community as a place to grow a business
57
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ORGANIZATION OUTLOOK
We asked respondents to indicate the near-term outlook for their organization. The outlook for Michigan overall was relatively low for the next six months, but clearly more optimistic when looking out three years.
Please rate your organizations economic outlook for the following periods:
72
68
COMMUNITIES
CULTURE
Next 6 months
66
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RECOMMEND
Respondents were asked to rate their likelihood to recommend the local community, their region, and Michigan as a state. In general, the willingness to recommend is moderate with room for stronger support for Michigan.
How likely are you to do the following in 2013:
71
71
COMMUNITIES
CULTURE
70
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GROWTH PLANS
Most organizations have every intention to stay in Michigan, although they do not necessarily believe Michigan is a great state for their organization. Overall hiring expectations are low going into 2013.
Please rate your level of agreement with the following statements:
89
71
COMMUNITIES
CULTURE
58
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EXPANSION PLANS
Expansion plans in general seem to be on hold, with very few organizations actively looking to expand globally.
Please rate your level of agreement with the following statements:
59
42
COMMUNITIES
CULTURE
22
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OUTLOOK
Satisfaction levels across the business, nonprofit, and public sectors are fairly consistent. Overall outlook, however, is much lower for the public sector than for the business sector.
OUTLOOK
Sample Size Lansing Regional Chamber of Commerce 160 63 68 61 57 Business Sector Nonprofit Sector Public Sector
1557 64 68 63 59
395 63 67 63 58
659 61 65 60 58
SATISFACTION Rate your level of satisfaction for the following: Overall satisfaction with your community as a place to grow a business Satisfaction based on your expectations of your community as a place to grow a business Satisfaction based on an ideal community as a place to grow a business
OUTLOOK Please rate your organizations economic outlook for the following periods: Next 3 years Next 12 months Next 6 months 72 68 66 70 67 63 70 67 64 55 54 55
COMMUNITIES
CULTURE
Difference is >=3
Difference is <=3
BAKER
www.Michigan2013.com
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January 2013
Page 19
OUTLOOK
Nonprofits are more likely to recommend their communities, regions, and Michigan overall than are businesses and public entities.
OUTLOOK
Sample Size Lansing Regional Chamber of Commerce 160 Business Sector Nonprofit Sector Public Sector
1557
395
659
RECOMMEND How likely are you to do the following in 2013: Recommend my local community as a great place for business Recommend my Region as a great place for business Recommend Michigan as a great place for business NPS - Michigan 71 71 70 4 72 72 68 -6 77 77 75 17 73 74 72 9
GROWTH PLANS Please rate your level of agreement with the following statements: Our organization plans to remain in Michigan Michigan is a great state for our company/organization Our organization expects to hire more people in 2013 89 71 58 90 68 56 95 76 47 na na na
COMMUNITIES
EXPANSION PLANS Please rate your level of agreement with the following statements: Our organization is actively looking to expand in Michigan Our organization is actively looking to expand outside Michigan Our organization is actively looking to expand globally 59 42 22 58 38 24 54 19 11 na na na
CULTURE
Difference is >=3
Difference is <=3
BAKER
www.Michigan2013.com
STRATEGY GROUP
January 2013
Page 20
BUSINESSES
There is an overall sense that businesses do fairly well in supporting the local community and contributing to area nonprofits. If businesses are going to lead, however, they will need to boost training and education.
The businesses in my local community. . .
OUTLOOK
support the health and vitality of the local community
74
MICHIGAN BUSINESS
contribute generous financial support to area nonprofits
71
66
COMMUNITIES
67
CULTURE
provide training and education to develop a skilled, educated workforce in our community
67
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Healthcare costs Employee benefits costs Personal property taxes Unemployment compensation Real property taxes Regulatory costs Business income taxes Local and state taxes Energy costs Unionization
76 67
67
66 64 66 63 63 61
67
59 60 66 60 56
COMMUNITIES
CULTURE
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January 2013
www.Michigan2013.com
Page 22
MICHIGAN BUSINESS
The business sector generally has a higher opinion of business contribution to the community and local nonprofits than do nonprofit and public sectors.
OUTLOOK
Sample Size Lansing Regional Chamber of Commerce 160 Business Sector Nonprofit Sector Public Sector
1557
395
659
YOUR LOCAL COMMUNITY BUSINESSES The businesses in my local community. . . support the health and vitality of the local community contribute generous financial support to area nonprofits offer excellent compensation and benefits to employees provide jobs that attract skilled, educated people to our community provide training and education to develop a skilled, educated workforce in our community 74 71 66 67 67 79 78 68 67 65 74 72 61 63 62 74 72 61 60 59
COMMUNITIES
CULTURE
Difference is >=3
Difference is <=3
BAKER
www.Michigan2013.com
STRATEGY GROUP
January 2013
Page 23
MICHIGAN BUSINESS
The nonprofit and public sectors do not appreciate the weighty challenges that businesses face related to taxes, regulation, and other costs associated with operating a business in Michigan.
OUTLOOK
Sample Size Lansing Regional Chamber of Commerce 160 Business Sector Nonprofit Sector Public Sector
1557
395
659
CHALLENGES FOR BUSINESSES Businesses in Michigan face significant challenges related to . . . Healthcare costs Employee benefits costs Personal property taxes Unemployment compensation Real property taxes Regulatory costs Business income taxes Local and state taxes Energy costs 76 67 67 66 64 66 63 63 61 67 59 60 66 60 56 80 73 70 70 69 68 68 66 64 64 64 62 61 60 60 76 72 64 63 62 64 59 59 62 59 59 57 65 61 58 77 71 56 61 56 61 54 54 60 60 54 51 66 60 56
COMMUNITIES
CULTURE
Difference is >=3
Difference is <=3
BAKER
www.Michigan2013.com
STRATEGY GROUP
January 2013
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80
72
68 63 58 61 58 50
COMMUNITIES
CULTURE
is a business-friendly state
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78
77
73 79 70 75 74 75
COMMUNITIES
CULTURE
is a business-friendly state
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IMPERATIVES
Using questions from the Michigan Economic Center, respondents were asked to rate the importance of eight imperatives. Attracting and retaining top talent is the clear leading imperative for Michigan.
In order to create conditions that support business and job growth, Michigan must:
89
81
80 79 76 74 68 66
COMMUNITIES
CULTURE
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STATE OF MICHIGAN
The public sector is less likely to view Michigan as being on the right track, while the nonprofit sector is most encouraged by Michigans direction.
OUTLOOK
Sample Size Lansing Regional Chamber of Commerce 160 Business Sector Nonprofit Sector Public Sector
1557
395
659
BELIEFS ABOUT MICHIGAN Michigan . . . is a great state for raising a family is open to people from out of state is on the right track is a great state for young professionals has effective business, nonprofit, and government leaders great place to start a business is a business-friendly state has a strong, vibrant economy 80 72 68 63 58 61 58 50 81 72 66 61 60 59 57 49 83 75 68 64 67 66 65 52 77 71 60 60 58 63 63 47
COMMUNITIES
[OTHER STATE] . . .
BELIEFS ABOUT COMPETING STATES is a great state for raising a family is open to people from out of state 78 77 73 79 70 75 74 75 77 80 73 78 70 74 73 75 79 81 72 80 72 74 73 75 78 80 72 78 70 74 72 73
CULTURE
is headed in the right direction is a great state for young professionals has effective business, nonprofit, and government leaders great place to start a business is a business-friendly state
Difference is >=3
Difference is <=3
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STRATEGY GROUP
January 2013
www.Michigan2013.com
Page 28
STATE OF MICHIGAN
All three sectors believe that we should improve education, with the strongest support coming from nonprofits.
OUTLOOK
Sample Size
Business Sector
Nonprofit Sector
Public Sector
1557
395
659
IMPERATIVES In order to create conditions that support business and job growth, Michigan must: attract and retain top talent ensure our water is clean and Great Lakes protected improve education and higher education attainment. fix our road, bridges and vital infrastructure. revitalize our major cities like Detroit improve public safety in our core cities better fund vital services (public safety, fire, transportation) protect and rebuild our parks and outdoor recreation infrastructure 89 81 80 79 76 74 68 66 89 82 79 76 74 73 66 65 91 85 84 80 77 77 75 71 89 84 81 80 72 74 74 70
COMMUNITIES
CULTURE
Difference is >=3
Difference is <=3
BAKER
www.Michigan2013.com
STRATEGY GROUP
January 2013
Page 29
YOUR REGION
We were able to group respondent feedback by the region in which they work.
13
REGION NO. REGION FULL REGION NAME
1 2 3 4 5 6 7 8
SEMCOG R2PC SCMPC SWMPC GLSPDC TCRPC EMCOG WMRPC NEMCOG NWMCOG EUPRPDC CUPPAD WUPPDR WMSRDC
12
11
Southwest Michigan Planning Commission GLS Region V Planning & Development Commission Tri-County Regional Planning Commission
9 10
COMMUNITIES
9 10 11
14 8 6 4
www.Michigan2013.com
7 5 1 2
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Northwest Michigan Council of Governments Eastern Upper Peninsula Regional Planning & Development Commission Central Upper Peninsula Planning & Development Regional Commission Western Upper Peninsula Planning & Development Regional Commission West Michigan Shoreline Regional Development Commission
CULTURE
12 13 14
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YOUR REGION
We asked respondents to indicate their level of agreement with ten measures related to their region. The overall sense from the respondents is that Michigan offers a good quality of life. All other measures, however, are low.
Our Region . . .
has an unparalleled quality of life has a forward-looking culture that embraces entrepreneurialism and innovation has an educational system that is second to none has well-run, fiscally stable, cost-competitive locations that are welcoming to business is a business community that embraces diversity as a business imperative has a large pool of skilled, educated talent available for hire collaborates well to minimize divisions and facilitate progress is unified in its pursuit of economic development
65 59 55
54
59 58 51
COMMUNITIES
50
49 40
CULTURE
has an unquestionable identity as a vibrant technology hub has an efficient, seamless mass transportation system
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REGIONS
The low scores are fairly consistent across the business, nonprofit, and public sectors. The clear standout here is the low scores by all three sectors pointing to the lack of an efficient mass transportation system.
OUTLOOK
Sample Size Lansing Regional Chamber of Commerce 160 Business Sector Nonprofit Sector Public Sector
1557
395
659
YOUR REGION Our Region . . . has an unparalleled quality of life has a forward-looking culture that embraces entrepreneurialism and innovation has an educational system that is second to none has well-run, fiscally stable, cost-competitive locations that are welcoming to business is a business community that embraces diversity as a business imperative has a large pool of skilled, educated talent available for hire collaborates well to minimize divisions and facilitate progress is unified in its pursuit of economic development has an unquestionable identity as a vibrant technology hub 65 59 55 54 59 58 51 50 49 40 72 62 57 58 59 54 55 54 50 38 70 62 56 57 54 58 55 53 47 36 70 60 63 59 54 58 54 52 47 33
COMMUNITIES
CULTURE
Difference is >=3
Difference is <=3
BAKER
www.Michigan2013.com
STRATEGY GROUP
January 2013
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Places of worship Emergency services (e.g. ambulance service, hospitals) Public safety (e.g. police, fire fighters) Hospitals Colleges, universities, community colleges Parks and recreation
Police protection
85 79 78 79 84 76 76 75 70 70 72 73 70 66 63 60 68 58
Water and sewage Schools/education Human services/social welfare Cultural institutions (e.g. museums, community theaters) Business space/leases
COMMUNITIES
Infrastructure other (internet, cell phone coverage, electrical, etc.) Housing market
Talent pool/labor pool
CULTURE
Infrastructure vehicles (Roads, bridges, parking, etc.) Labor union representation Public transportation
Lansing Regional Chamber of Commerce
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STRATEGY GROUP
January 2013
www.Michigan2013.com
Page 33
COMMUNITIES
Nonprofits are generally more positive about their local communities. Public entities tend to be generally positive as well, the exceptions being colleges and universities and cultural institutions.
OUTLOOK
Sample Size Lansing Regional Chamber of Commerce 160 Business Sector Nonprofit Sector Public Sector
1557
395
659
YOUR LOCAL COMMUNITY SERVICES My local community has (an) excellent . . . Places of worship Emergency services (e.g. ambulance service, hospitals) Public safety (e.g. police, fire fighters) Hospitals Colleges, universities, community colleges Parks and recreation Police protection Water and sewage Schools/education 85 79 78 79 84 76 76 75 70 70 72 73 70 66 63 60 68 58 85 81 79 81 80 80 77 76 73 71 71 71 68 64 61 63 59 55 86 81 79 82 84 79 77 76 72 76 75 71 65 65 67 60 64 53 83 81 81 77 75 77 79 75 78 69 63 67 64 64 66 63 67 47
COMMUNITIES
Human services/social welfare Cultural institutions (e.g. museums, community theaters) Business space/leases
CULTURE
Infrastructure other (internet, cell phone coverage, electrical, etc.) Housing market Talent pool/labor pool Infrastructure vehicles (Roads, bridges, parking, etc.) Labor union representation
Difference is >=3
Difference is <=3
Public transportation
BAKER
STRATEGY GROUP
January 2013
www.Michigan2013.com
Page 34
ORGANIZATION CULTURE
The culture of organizations throughout Michigan is strong.
Statements about your workplace:
OUTLOOK
I feel involved in making decisions that affect my work
83
MICHIGAN BUSINESS
I clearly understand my organization's vision for the future
86
83
COMMUNITIES
81
CULTURE
My organization is an example of high performance
82
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CULTURE
All three sectors score high on these organizational culture measures, though the public sector is slightly lower for adapting to change.
OUTLOOK
Sample Size Lansing Regional Chamber of Commerce 160 Business Sector Nonprofit Sector Public Sector
1557
395
659
ORGANIZATION CULTURE Statements about your workplace: I feel involved in making decisions that affect my work I clearly understand my organization's vision for the future Leaders in my organization do what they say they will do My workplace is focused on adapting to change My organization is an example of high performance 83 86 83 81 82 85 84 83 81 80 83 86 81 80 80 80 83 79 76 77
COMMUNITIES
CULTURE
Difference is >=3
Difference is <=3
BAKER
www.Michigan2013.com
STRATEGY GROUP
January 2013
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A renewed Michigan will require a cultural renewal at all levels: state, region, community, and
individual organization. Business, nonprofit, and public sectors can collaborate even as we may disagree about the best paths forward. Each organization should develop a culture that involves employees in key decisions, communicates a clear vision for the future, and adapts to the changing economic landscape. Together we can make Michigan a great place to grow a business.
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