2 0 1 4 michigan economic outlook...

2 0 1 4 MICHIGAN ECONOMICOUTLOOK SURVEY

www.OutlookSurvey.com/MI

SPO

NSO

RS SP

ON

SOR

S

Overall ResultsJanuary 2014

Michigan Businesses

http://www.outlooksurvey.com/MI

http://www.outlooksurvey.com/MI

January 2014

BAKERSTRATEGY GROUP


Overall Results | 2014 Michigan Economic Outlook SurveyMichigan Businesses

Over 1,100 survey responses (2,800 for all 6 states) were collected from members of 65 participating associations (245 for all 6 states). The key question was their satisfaction with their community as a place to grow a business.

Program Overview

A survey gauging Michigan’s economic outlookWhat

Who 1,109 members of 65 Participating Associations

Throughout the stateWhere

November 12, 2013 – December 6, 2013When

To help make Michigan a great place to grow a businessWhy

January 2014

BAKERSTRATEGY GROUP



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.

PROGRAM TEAM AND SUPPORTERS

Dr. Margaret J. BakerManaging Partner

Baker Strategy Group

Sheri PetrasCEO

CFI Group

Dan ArbourPartner

Apogee Insights Group

Carol HartCEO

MOVE Communications

Larry T. EilerCEO

Eiler Communications

Steve GrigorianCOO

Detroit Economic Club

Dr. Matthew BrownAsst. Professor of Organizational Behavior

Central Michigan University

PROGRAM TEAM PROGRAM SUPPORTERSProvided direction and guidance for moving the program forward Provided insight and support for the program

David A. BakerProgram Lead

Great Lakes Economic Outlook Survey

Dr. Anne L. BalazsDept. Head, Prof. of Marketing

Eastern Michigan University

Tiffany MerryfieldStudent


Chelsea LockwoodStudent


Dr. Micah MurphyAssist. Prof. of Marketing


Bob MagillPresident &CEO

Magill & Rumsey, P.C.

Michael RogersVice President of Communications

Small Business Association of Michigan

Don HartPresident

MOVE Communications

Jimmy HsiaoCEO

Logic Solutions

January 2014

BAKERSTRATEGY GROUP



Sixteen organizations were actively involved and committed to participating in this program.

PARTNER ASSOCIATIONS

Cobalt Community ResearchWilliam SaintAmourCEO/Executive Director

Detroit Economic ClubBeth ChappellPresident & CEO

Detroit Regional ChamberSandy BaruahPresident & CEO

Grand Rapids Area ChamberRick BakerCEO

Lake Superior Community PartnershipAmy ClicknerCEO

Michigan Association of RegionsDonald StypulaExecutive Director

Michigan Association of School AdministratorsLinda WacykDirector of Communications

Michigan Manufacturers AssociationCharles E. HaddenPresident & CEO

Michigan Works! AssociationLuann DunsfordCEO

Small Business Association of MichiganRob FowlerPresident & CEO

Southwest Michigan FirstRon KitchensCEO

Traverse City Area ChamberDoug LucianiPresident & CEO

West Michigan Policy ForumJared RodriguezPresident

Bay Area Chamber of Commerce Mike SewardPresident

Lansing Regional ChamberTim DamanPresident & CEO

Saginaw County ChamberBob Van DeventerPresident & CEO

January 2014

BAKERSTRATEGY GROUP



In addition to the Partnering Associations, fifty associations throughout the state participated in this program.

PARTICIPATING ASSOCIATIONS

Alpena Area ChamberJackie KrawczakExecutive Director

Ann Arbor/Ypsilanti Regional ChamberDiane KellerPresident & CEO

Auburn Hills ChamberDenise AskerExecutive Director

Barry County ChamberValerie ByrnesPresident

Blue Water Area Chamber Vickie LedsworthPresident & CEO

Boyne Area ChamberJim BaumannExecutive Director

Clarkston Area ChamberPenny ShanksExecutive Director

Cheboygan Area Chamber Matt FridayExecutive Director

Cornerstone ChamberPat MoodyExecutive Vice President

Dearborn ChamberJennifer GieringPresident

Dickinson Area Partnership Lynda ZanonExecutive Director

Ferndale Area Chamber Jennifer RoosenbergExecutive Director

Frankfort Elberta ChamberJoanne BartleyExecutive Director

Freeland ChamberRon WhitmanPresident

Gladwin County Chamber Tom TucholskiExecutive Director

Grandville Jenison ChamberSandy LeBlancExecutive Director

Grayling Regional ChamberTraci CookExecutive Director

Greater Albion ChamberAmy DeShonPresident

Greater Farmington Area ChamberMary L. EngelmanExecutive Director

Greater Brighton Area ChamberPamela McConeghyPresident & CEO

Greater Gratiot Development Don C. SchurrPresident

Harbor Country Chamber Viki GudasExecutive Director

Indian River ChamberDawn BodnarExecutive Director

Jackson County ChamberMindy Bradish-OrtaCEO

Lakewood Area ChamberEdith FarrellAVP, IT Officer

Ludington and Scottville Area ChamberKathy MacleanPresident & CEO

Macomb County ChamberGrace ShoreExecutive Director

Marine City ChamberJesse WhitePresident

Michigan West Coast ChamberJane ClarkExecutive Director

Mason Area ChamberDoug KleinExecutive Director

Midland Area ChamberSid AllenPresident & CEO

Muskegon Lakeshore Chamber Cindy LarsenPresident

Newaygo Area ChamberColleen LynemaExecutive Director

Northville ChamberTraci SincockAssociate Director

Petoskey ChamberCarlin SmithPresident

Pinckney Lakeland Hamburg Hell ChamberKathy MarianiChairman of the Board

Royal Oak ChamberShelly KempExecutive Director

Sault Area ChamberAllan CaseExecutive Director

Shiawassee Regional ChamberSue KadlekVice President

South Haven Area ChamberKathy WagamanExecutive Director

Southfield Area ChamberTanya Markos-VannoExecutive Director

Southern Wayne County Regional ChamberSandy MullPresident

Sterling Heights Regional ChamberWayne OehmkePresident & CEO

Troy ChamberMichele HodgesPresident

White Lake Area ChamberAmy VanloonExecutive Director

Ionia Area ChamberTina Conner-WellmanExecutive Director

Oxford area ChamberHolly BillsExecutive Director

Whitmore Lake ChamberTina Lupi-SmithChairman of the Board

Flint & Genesee Chamber Tim HermanCEO

SCORES

January 2014

BAKERSTRATEGY GROUP



The survey captured feedback on a multitude of measures in six broad categories: Outlook, Michigan Business, State of Michigan, Regions, Communities, and Organizational Culture

MEASURES

SATISFACTION BUSINESSES BELIEFS ABOUT MICHIGAN (AND COMPETING STATES) YOUR LOCAL COMMUNITY

Overall satisfaction with your community as a place to grow a business Support the health and vitality of the local community Is a great state for raising a family Places of worship

Satisfaction based on your expectations of your community as a place to grow a business Contribute generous financial support to area nonprofits Is open to people from out of state Emergency services (e.g. ambulance service, hospitals)

Satisfaction based on an ideal community as a place to grow a business Offer excellent compensation and benefits to employees Is on the right track Public safety (e.g. police, fire fighters)

Provide jobs that attract skilled, educated people to our community Is a great state for young professionals Hospitals

ORGANIZATION OUTLOOK Provide training and education to develop a skilled, educated workforce in our community Is a great place to start a business Colleges, universities, community colleges

Next 3 years Is a business-friendly state Parks and recreation

Next 12 months CHALLENGES FOR BUSINESSES Has effective business, nonprofit, and government leaders Water and sewage

Next 6 months Healthcare costs Has a strong, vibrant economy Police protection

Employee benefits costs Schools/education

RECOMMEND Regulatory costs IMPERATIVES Human services/social welfare

Recommend my local community as a great place for business Unemployment compensation Attract and retain top talent Cultural institutions (e.g. museums, community theaters)

Recommend my Region as a great place for business Personal property taxes Ensure our water is clean and Great Lakes protected Business space/leases

Recommend Michigan as a great place for business Real property taxes Revitalize our major cities Infrastructure –other (internet, cell phone coverage, electrical, etc.)

Business income taxes Improve education and higher education attainment Housing market

GROWTH PLANS Local and state taxes Fix our road, bridges and vital infrastructure Talent pool/labor pool

Our organization plans to remain in Michigan Energy costs Improve public safety in our core cities Infrastructure – vehicles (Roads, bridges, parking, etc.)

Michigan is a great state for our company/organization Unionization Better fund vital services (public safety, fire, transportation) Public transportation

Our organization expects to hire more people in 2013 Sales and use tax Protect and rebuild our parks and outdoor recreation infrastructure

Capital costs ORGANIZATION CULTURE

EXPANSION PLANS Lack of available skilled labor YOUR REGION I feel involved in making decisions that affect my work

Our organization is actively looking to expand in Michigan Lack of access to capital Has an unparalleled quality of life I clearly understand my organization's vision for the future

Our organization is actively looking to expand outside Michigan Has a forward-looking culture that embraces entrepreneurialism and innovation Leaders in my organization do what they say they will do

Our organization is actively looking to expand globally Is a business community that embraces diversity as a business imperative My workplace is focused on adapting to change

Has well-run, fiscally stable, cost-competitive locations that are welcoming to business My organization is an example of high performance

Collaborates well to minimize divisions and facilitate progress

Has a large pool of skilled, educated talent available for hire

Has an educational system that is second to none

Is unified in its pursuit of economic developmentI

Has an unquestionable identity as a vibrant technology hub

Has an efficient, seamless mass transportation system

January 2014

BAKERSTRATEGY GROUP



Change from 2013 to 2014 is <= -3Change from 2013 to 2014 is >= 3

Michigan Businesses

Michigan

Aggregate

Michigan Businesses

The Satisfaction Index is based on the American Customer Satisfaction Index (ACSI). We used the ACSI method to measure overall satisfaction with Michigan communities as places to grow a business.

SATISFACTION

Translating Survey Measures to Index Scores

Survey Measure Index Score

1 0

2 11

3 22

4 33

5 44

6 56

7 67

8 78

9 89

10 100

e.g. Not at all satisfied

e.g. Extremely satisfied

Note: Visit www.theacsi.org for more information about the index approach

Satisfaction Index

Changefrom 2013

Changefrom 2013

60

62

-4

-2

http://www.theacsi.org/

January 2014

BAKERSTRATEGY GROUP



The Satisfaction Index measures the overall satisfaction with Michigan as a place to grow a business. The overall Satisfaction for the business sector with Michigan communities is down slightly from 2013.

SATISFACTION

Rate your level of satisfaction for the following:

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

60

64

68

64

58

62

67

62

Satisfaction based on an ideal community as a place to grow a business

Satisfaction based on your expectations of your community as a place to growa business

Overall satisfaction with your community as a place to grow a business

SATISFACTION

2014 2013

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

We asked respondents to indicate the near-term outlook for their organization. The outlook for Michigan overall is up for all three time periods: next 3 years, next 12 months, and next 6 months.

ORGANIZATION OUTLOOK

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

Please rate your organization’s economic outlook for the following periods:

63

67

70

66

72

74

Next 6 months

Next 12 months

Next 3 years

2014 2013

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

OUTLOOK

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

SATISFACTION -2 -4 -2

Overall satisfaction with your community as a place to grow a business -1 -4 -1

Satisfaction based on your expectations of your community as a place to grow a business -2 -4 -2

Satisfaction based on an ideal community as a place to grow a business -2 -4 -2

OUTLOOK

Next 3 years 2 -1 4

Next 12 months 2 1 5

Next 6 months 2 1 3

Rate your level of

satisfaction for the

following:

Please rate your

organization’s economic

outlook for the following

periods:

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses

Sample Size 1109 474 518

SATISFACTION 60 58 4 62

Overall satisfaction with your community as a place to grow a business 65 62 5 67

Satisfaction based on your expectations of your community as a place to grow a business 60 58 4 62

Satisfaction based on an ideal community as a place to grow a business 56 54 4 58

OUTLOOK

Next 3 years 68 60 14 74

Next 12 months 66 60 12 72

Next 6 months 63 59 7 66

Rate your level of

satisfaction for the

following:

Please rate your

organization’s economic

outlook for the following

periods:

Change from 2013 to 2014

2014Score

2014 Score Differences:Michigan Businesses

minusNonprofit and Public

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

Respondents were asked to rate their likelihood to recommend the local community, their region, and Michigan as a state.

RECOMMEND

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

How likely are you to do the following in 2013:

47

68

72

72

53

71

73

72

NPS - Michigan

Recommend Michigan as a great place for business

Recommend my Region as a great place for business

Recommend my local community as a great place for business

2014 2013

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

Most businesses have every intention to stay in Michigan, and they increasingly believe that Michigan is a great state for their organization. Overall hiring expectations for 2014 are low, although slightly better than for 2013.

GROWTH PLANS

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

Please rate your level of agreement with the following statements:

56

68

90

60

71

90

Our organization expects to hire more people in 2013

Michigan is a great state for our company/organization

Our organization plans to remain in Michigan

2014 2013

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

Expansion plans in general still seem to be on hold, with few organizations actively looking to expand globally.

EXPANSION PLANS

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

Please rate your level of agreement with the following statements:

24

38

58

26

42

61

Our organization is actively looking to expand globally

Our organization is actively looking to expand outside Michigan

Our organization is actively looking to expand in Michigan

2014 2013

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

OUTLOOK

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

```

RECOMMEND

Recommend my local community as a great place for business 1 0 0

Recommend my Region as a great place for business 3 1 1

Recommend Michigan as a great place for business 5 2 3

NPS - Michigan 8 5 6

GROWTH PLANS

Our organization plans to remain in Michigan 0 0 0

Michigan is a great state for our company/organization 0 -6 3

Our organization expects to hire more people in 2013 -7 -14 4

EXPANSION PLANS

Our organization is actively looking to expand in Michigan 1 0 3

Our organization is actively looking to expand outside Michigan -1 2 4

Our organization is actively looking to expand globally 0 5 2

Please rate your level of

agreement with the

following statements:


agreement with the


How likely are you to do

the following in 2013:

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses


RECOMMEND

Recommend my local community as a great place for business 73 75 -3 72

Recommend my Region as a great place for business 75 76 -3 73

Recommend Michigan as a great place for business 74 76 -5 71

NPS - Michigan 58 61 -8 53

GROWTH PLANS

Our organization plans to remain in Michigan 91 95 -5 90

Michigan is a great state for our company/organization 70 70 1 71

Our organization expects to hire more people in 2013 47 33 27 60

EXPANSION PLANS

Our organization is actively looking to expand in Michigan 58 54 7 61

Our organization is actively looking to expand outside Michigan 34 20 22 42

Our organization is actively looking to expand globally 22 15 11 26


agreement with the



agreement with the


How likely are you to do

the following in 2013:

January 2014

BAKERSTRATEGY GROUP



Michigan 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.

BUSINESSES

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

The businesses in my local community. . .

65

67

68

78

79

63

64

65

74

75

Provide training and education to develop a skilled, educated workforce inour community

Provide jobs that attract skilled, educated people to our community

Offer excellent compensation and benefits to employees

Contribute generous financial support to area nonprofits

Support the health and vitality of the local community

2014 2013

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

MICHIGAN BUSINESS

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

YOUR LOCAL COMMUNITY BUSINESSES

Support the health and vitality of the local community -3 -1 -4

Contribute generous financial support to area nonprofits -3 -1 -4

Offer excellent compensation and benefits to employees -3 -3 -3

Provide jobs that attract skilled, educated people to our community -4 -5 -3

Provide training and education to develop a skilled, educated workforce in our community -4 -3 -2

The businesses in my local

community. . .

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses


YOUR LOCAL COMMUNITY BUSINESSES

Support the health and vitality of the local community 74 73 2 75

Contribute generous financial support to area nonprofits 72 71 3 74

Offer excellent compensation and benefits to employees 61 58 7 65

Provide jobs that attract skilled, educated people to our community 60 56 8 64

Provide training and education to develop a skilled, educated workforce in our community 59 57 6 63

The businesses in my local

community. . .

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

Healthcare costs remains—by far—the top challenge businesses face as we head into 2014.

CHALLENGES FOR BUSINESSES

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

Businesses in Michigan face significant challenges related to . . .

61

60

60

62

64

64

67

68

69

70

70

68

73

80

55

57

59

59

59

61

64

64

65

66

67

67

70

78

Lack of access to capital

Lack of available skilled labor

Capital costs

Sales and use tax

Unionization

Energy costs

Local and state taxes

Business income taxes

Real property taxes

Personal property taxes

Unemployment compensation

Regulatory costs

Employee benefits costs

Healthcare costs

2014 2013

Note: The higher the score, the greater the challenge to Michigan business.

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

MICHIGAN BUSINESS

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE


Healthcare costs -2 -3 -2

Employee benefits costs -4 -3 -3

Regulatory costs -3 -2 -1

Unemployment compensation -5 -5 -3

Personal property taxes -6 -5 -4

Real property taxes -5 -4 -4

Business income taxes -4 -4 -4

Local and state taxes -4 -2 -3

Energy costs -4 -5 -3

Unionization -6 -7 -5

Sales and use tax -4 -4 -3

Capital costs -3 -3 -1

Lack of available skilled labor -2 -2 -3

Lack of access to capital -6 -5 -6

Businesses in Michigan

face significant challenges

related to . . .

Note: The higher the score, the greater the challenge to Michigan business.

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses



Healthcare costs 76 74 4 78

Employee benefits costs 68 68 2 70

Regulatory costs 63 60 7 67

Unemployment compensation 62 57 10 67

Personal property taxes 60 54 12 66

Real property taxes 60 54 11 65

Business income taxes 59 52 12 64

Local and state taxes 59 54 10 64

Energy costs 59 56 5 61

Unionization 56 53 6 59

Sales and use tax 55 50 9 59

Capital costs 58 57 2 59

Lack of available skilled labor 56 55 2 57

Lack of access to capital 58 61 -6 55

Businesses in Michigan

face significant challenges

related to . . .

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

Michigan is a great state for raising a family, and we are fairly open to people from out of state. However, there is a clearsense that we do not yet have a vibrant economy.

BELIEFS ABOUT MICHIGAN

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

Michigan . . .

49

60

57

59

61

66

72

81

50

58

60

61

61

66

70

79

Has a strong, vibrant economy

Has effective business, nonprofit, and government leaders

Is a business-friendly state

Is a great place to start a business

Is a great state for young professionals

Is on the right track

Is open to people from out of state

Is a great state for raising a family

2014 2013

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

Respondents were asked to rate a state other than Michigan. These “competing states” have stronger economies in the respondents’ eyes.

BELIEFS ABOUT COMPETING STATES

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

[OTHER STATE] . . .

75

70

73

74

78

73

80

77

77

70

73

75

80

73

80

78

Has a strong, vibrant economy

Has effective business, nonprofit, and government leaders

Is a business-friendly state

Is a great place to start a business

Is a great state for young professionals

Is on the right track

Is open to people from out of state

Is a great state for raising a family

2014 2013

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

STATE OF MICHIGAN

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE


Is a great state for raising a family -2 -2 -2

Is open to people from out of state -2 -1 -2

Is on the right track -2 -3 0

Is a great state for young professionals 0 -3 0

Is a great place to start a business 1 -3 2

Is a business-friendly state 3 -2 3

Has effective business, nonprofit, and government leaders -3 -5 -2

Has a strong, vibrant economy 0 -3 1


Is a great state for raising a family 0 -1 1

Is open to people from out of state 0 -1 0

Is on the right track 1 1 0

Is a great state for young professionals 1 -1 2

Is a great place to start a business 1 0 1

Is a business-friendly state 0 0 0

Has effective business, nonprofit, and government leaders 0 -1 0

Has a strong, vibrant economy 1 1 2

Michigan . . .

[OTHER STATE] . . .

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses



Is a great state for raising a family 78 77 2 79

Is open to people from out of state 70 71 -1 70

Is on the right track 63 60 6 66

Is a great state for young professionals 61 59 2 61

Is a great place to start a business 61 61 0 61

Is a business-friendly state 62 62 -2 60

Has effective business, nonprofit, and government leaders 57 57 1 58

Has a strong, vibrant economy 48 46 4 50


Is a great state for raising a family 77 77 1 78

Is open to people from out of state 80 80 0 80

Is on the right track 73 73 0 73

Is a great state for young professionals 79 78 2 80

Is a great place to start a business 75 74 1 75

Is a business-friendly state 73 73 0 73

Has effective business, nonprofit, and government leaders 70 70 0 70

Has a strong, vibrant economy 76 75 2 77

Michigan . . .

[OTHER STATE] . . .

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

Respondents were asked to rate the importance of eight imperatives. Attracting and retaining top talent is the clear leading imperative for Michigan, with many of the others up somewhat from 2013.

IMPERATIVES

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

In order to create conditions that support business and job growth, Michigan must:

65

66

73

76

79

74

82

89

66

70

77

79

79

80

85

89

Protect and rebuild our parks and outdoor recreation infrastructure

Better fund vital services (public safety, fire, transportation)

Improve public safety in our core cities

Fix our road, bridges and vital infrastructure

Improve education and higher education attainment

Revitalize our major cities

Ensure our water is clean and Great Lakes protected

Attract and retain top talent

2014 2013

OUTLOOK

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

STATE OF MICHIGAN

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

IMPERATIVES

Attract and retain top talent 0 0 0

Ensure our water is clean and Great Lakes protected 3 1 3

Revitalize our major cities 6 6 6

Improve education and higher education attainment 1 1 0

Fix our road, bridges and vital infrastructure 2 1 3

Improve public safety in our core cities 3 2 4

Better fund vital services (public safety, fire, transportation) 4 1 4

Protect and rebuild our parks and outdoor recreation infrastructure 2 1 1

In order to create

conditions that support

business and job growth,

Michigan must:

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses


IMPERATIVES

Attract and retain top talent 89 89 0 89

Ensure our water is clean and Great Lakes protected 86 86 -1 85

Revitalize our major cities 80 80 0 80

Improve education and higher education attainment 81 83 -4 79

Fix our road, bridges and vital infrastructure 80 81 -2 79

Improve public safety in our core cities 77 77 0 77

Better fund vital services (public safety, fire, transportation) 73 75 -5 70

Protect and rebuild our parks and outdoor recreation infrastructure 69 71 -5 66

In order to create

conditions that support

business and job growth,

Michigan must:

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

We asked respondents to indicate their level of agreement with ten measures related to their region. All measures are down 3 to 5 points from 2013, suggesting collaborative work at the regional level could be an area of opportunity.

YOUR REGION

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

Note: Based on Michigan Prosperity Regions (http://www.michigan.gov/documents/dmb/Prosperity_Map1_430346_7.pdf)

Our Region . . .

38

50

54

57

54

55

58

59

62

73

33

46

51

51

51

52

54

55

58

68

Has an efficient, seamless mass transportation system

Has an unquestionable identity as a vibrant technology hub

Is unified in its pursuit of economic developmentI

Has an educational system that is second to none

Has a large pool of skilled, educated talent available for hire

Collaborates well to minimize divisions and facilitate progress

Has well-run, fiscally stable, cost-competitive locations that are welcoming tobusiness

Is a business community that embraces diversity as a business imperative

Has a forward-looking culture that embraces entrepreneurialism andinnovation

Has an unparalleled quality of life

2014 2013

http://www.michigan.gov/documents/dmb/Prosperity_Map1_430346_7.pdf

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

REGIONS

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

YOUR REGION

Has an unparalleled quality of life -3 -3 -5

Has a forward-looking culture that embraces entrepreneurialism and innovation -4 -6 -4

Is a business community that embraces diversity as a business imperative -4 -5 -4

Has well-run, fiscally stable, cost-competitive locations that are welcoming to business -2 -4 -4

Collaborates well to minimize divisions and facilitate progress -2 -2 -3

Has a large pool of skilled, educated talent available for hire -5 -7 -3

Has an educational system that is second to none -5 -5 -6

Is unified in its pursuit of economic developmentI -3 -4 -3

Has an unquestionable identity as a vibrant technology hub -4 -5 -4

Has an efficient, seamless mass transportation system -6 -8 -5

Our Region . . .

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses


YOUR REGION

Has an unparalleled quality of life 68 67 1 68

Has a forward-looking culture that embraces entrepreneurialism and innovation 57 55 3 58

Is a business community that embraces diversity as a business imperative 52 49 6 55

Has well-run, fiscally stable, cost-competitive locations that are welcoming to business 55 54 0 54

Collaborates well to minimize divisions and facilitate progress 52 52 0 52

Has a large pool of skilled, educated talent available for hire 51 51 0 51

Has an educational system that is second to none 53 55 -4 51

Is unified in its pursuit of economic developmentI 50 48 3 51

Has an unquestionable identity as a vibrant technology hub 44 42 4 46

Has an efficient, seamless mass transportation system 30 26 7 33

Our Region . . .

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

Respondents say that their communities have healthy places of worship, a score that could be related to the high view of Michigan as a great place for families. Public transportation stands out as a deficit in Michigan communities.

YOUR LOCAL COMMUNITY

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

My local community has (an) excellent . . .

50

59

60

66

68

68

68

69

71

76

77

77

77

77

78

79

84

55

63

61

64

68

71

71

71

73

77

76

80

80

81

79

81

85

Public transportation

Infrastructure – vehicles (Roads, bridges, parking, etc.)

Talent pool/labor pool

Housing market

Infrastructure –other (internet, cell phone coverage, electrical, etc.)

Business space/leases

Cultural institutions (e.g. museums, community theaters)

Human services/social welfare

Schools/education

Police protection

Water and sewage

Parks and recreation

Colleges, universities, community colleges

Hospitals

Public safety (e.g. police, fire fighters)

Emergency services (e.g. ambulance service, hospitals)

Places of worship

2014 2013

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

COMMUNITIES

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

YOUR LOCAL COMMUNITY SERVICES

Places of worship -3 -4 -1

Emergency services (e.g. ambulance service, hospitals) -3 -4 -2

Public safety (e.g. police, fire fighters) -3 -4 -1

Hospitals -5 -8 -4

Colleges, universities, community colleges -4 -5 -3

Parks and recreation -3 -4 -3

Water and sewage -3 -5 1

Police protection -3 -4 -1

Schools/education -3 -4 -2

Human services/social welfare -4 -6 -2

Cultural institutions (e.g. museums, community theaters) -4 -6 -3

Business space/leases -4 -6 -3

Infrastructure –other (internet, cell phone coverage, electrical, etc.) -2 -4 0

Housing market -1 -3 2

Talent pool/labor pool -3 -8 -1

Infrastructure – vehicles (Roads, bridges, parking, etc.) -5 -6 -4

Public transportation -5 -5 -5

My local community has

(an) excellent . . .

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses


YOUR LOCAL COMMUNITY SERVICES

Places of worship 82 81 3 84

Emergency services (e.g. ambulance service, hospitals) 78 77 2 79

Public safety (e.g. police, fire fighters) 77 76 2 78

Hospitals 74 71 6 77

Colleges, universities, community colleges 75 74 3 77

Parks and recreation 76 74 3 77

Water and sewage 73 70 7 77

Police protection 75 74 2 76

Schools/education 71 72 -1 71

Human services/social welfare 67 66 3 69

Cultural institutions (e.g. museums, community theaters) 65 62 6 68

Business space/leases 66 63 5 68

Infrastructure –other (internet, cell phone coverage, electrical, etc.) 64 60 8 68

Housing market 63 61 5 66

Talent pool/labor pool 60 59 1 60

Infrastructure – vehicles (Roads, bridges, parking, etc.) 57 56 3 59

Public transportation 47 44 6 50

My local community has

(an) excellent . . .

January 2014

BAKERSTRATEGY GROUP



Michigan Businesses

The culture of organizations throughout Michigan is strong, with scores up slightly across the board from 2013.

ORGANIZATION CULTURE

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE

Statements about your workplace:

80

81

83

85

85

81

83

84

86

87

My organization is an example of high performance

My workplace is focused on adapting to change

Leaders in my organization do what they say they will do

I clearly understand my organization's vision for the future

I feel involved in making decisions that affect my work

2014 2013

January 2014

BAKERSTRATEGY GROUP




Michigan Businesses

CULTURE

OUTLOOK

MICHIGAN BUSINESS

STATE OF MICHIGAN

REGIONS

COMMUNITIES

CULTURE


I feel involved in making decisions that affect my work 2 1 2

I clearly understand my organization's vision for the future 1 0 1

Leaders in my organization do what they say they will do -1 -2 1

My workplace is focused on adapting to change 0 0 2

My organization is an example of high performance 0 -2 1

Statements about your

workplace:

Michigan

Aggregate

Nonprofit and

Public Δ Michigan

Businesses



I feel involved in making decisions that affect my work 85 82 5 87

I clearly understand my organization's vision for the future 85 84 2 86

Leaders in my organization do what they say they will do 81 78 6 84

My workplace is focused on adapting to change 80 77 6 83

My organization is an example of high performance 79 76 5 81

Statements about your

workplace:

Baker Strategy Group | Ann Arbor MI | +1 734 786-3342 | www.bakerstrategy.com | [email protected]

2 0 1 4 michigan economic outlook...

Documents