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Doing Development Differently in Metro Detroit;
Detroit's history of population decline since the 1950s is well documented and generally understood—at least in terms of raw numbers. But, getting a handle on the city's economy and job base at any point in time is less clear. People left Detroit over the last 60 years. But so too did commercial activity. And jobs. Population loss is a more straightforward analysis: it only goes one direction. Economic activity is more dynamic: workers commute in multiple directions, often back and forth across city boundaries every day. As businesses large and small, manufacturing centers, and institutions shifted outside the city, more resources and more jobs were pulled out. Where does Detroit stand from a jobs perspective today?
The 2017 Detroit Reinvestment Index, funded by The Kresge Foundation, measures perceptions of American cities, particularly the city of Detroit, among both National Business Leaders (N=300) and Detroit Metro-Area Entrepreneurs (N=300). The research was conducted online from December 2 through December 12th, 2016; approximate length of the survey was 15 minutes.The objectives of the research are to:* Track National Business Leaders' perceptions of and attitudes towards Detroit as a place to conduct business;* Uncover strengths and weaknesses of the City of Detroit as perceived by Entrepreneurs who operate in the Detroit Metro-Area;* Evaluate how National Business Leaders and Detroit Entrepreneurs view Detroit's recovery; and* Understand the specific attributes on which Detroit needs to improve to better provide for businesses operating in the Detroit Metro-Area.
Launched in 2006, the Skillman Foundation's ten-year, $100 million Good Neighborhoods Initiative succeeded in boosting education and community capacity in six neighborhoods, a comprehensive evaluation by the foundation finds. Based on nine individual evaluations focused on the initiative's efforts to improve school quality, strengthen community and civic leadership, support youth development, and improve safety, the report, Kids Matter Here: An Analytic Review of the 10-Year Good Neighborhoods Initiative, looks at how the initiative evolved through various phases, including community planning (2006-09), readiness and capacity building (2008-11), and implementation (2011-16); what it accomplished; and the lessons it offers. According to the report, the place-based initiative helped create networks of community leaders with improved capacity to influence local conditions on behalf of children; awarded more than eight hundred small grants to community leaders; and helped forge a cross-sector coalition focused on revamping financial and structural elements of Detroit's educational system. Indeed, between 2007 and 2015 high school graduation rates in the six neighborhoods targeted by the initiative increased from 65 percent to 80 percent, a much larger jump than for the city as a whole. Lessons for philanthropy include the importance of combining deep community engagement with investment in broader policy and systems change; recognizing, reinforcing, and renewing cultural values and norms guiding the work; investing in data and outcome measurement; and focusing on creating greater accountability by stakeholders.
Mosaic Youth Theatre of Detroit;
In 2008, Mosaic released the findings of a three-year study conducted by the University of Michigan Department of Psychology, The Detroit Initiative and area-Detroit community based organizations. The study identifies and assesses the internationally acclaimed, professional performing arts training program's goals, practice methods, and expected outcome. Mosaic seeks to empower young people with the tools necessary to create positive changes in their lives and communities by helping them to develop patterns of cooperation, disciplined work habits and effective problem-solving skills through the creation of high-quality, professional-level performances of theatre and music. By highlighting the immense talent of young Detroiters, Mosaic helps to create positive peer role models and young people who can view a more positive future for themselves and for their community.
The City of Detroit's bankruptcy was driven by a severe decline in revenues (and, importantly, not an increase in obligations to fund pensions). Depopulation and long-term unemployment caused Detroit's property and income tax revenues to plummet. The state of Michigan exacerbated the problems by slashing revenue it shared with the city. The city's overall expenses have declined over the last five years, although its financial expenses have increased. In addition, Wall Street sold risky financial instruments to the city, which now threaten the resolution of this crisis. To return Detroit to long-term fiscal health, the city must increase revenue and extract itself from the financial transactions that threaten to drain its budget even further.
IFF Science Communication and Higher Education Research, University of Klagenfurt;
This study about access to quality early childhood care and education programs in Detroit identifies neighborhoods where the greatest numbers of young children need better access to providers of early childhood care and education. It also makes recommendations for improving access to quality early childhood care and education services.
In 2013, the Community Connections resident grants program in Detroit conducted a collaborative inquiry into the topic of smart collaboration among grassroots groups and others working for youth development and community improvement. The inquiry probed the experience and perspectives of 13 Community Connections grantee groups known for effective and strategic collaboration. Leaders of these groups were interviewed and engaged in reflective circle conversations, and project reports and other documents from these groups were reviewed. The inquiry team included four current or former members of the Community Connections Changemakers leadership panel plus three consultants. It was guided by Touchstone Center for Collaborative Inquiry, the program's learning and evaluation partner.1 Learnings from this inquiry are intended primarily for grassroots leaders who want to become more effective collaborators. They also may be useful to larger organizations that want to collaborate with grassroots organizations, and to funders, policy makers and intermediaries that want to promote improved collaboration with grassroots groups.
New Economy Initiative;
Since its launch in 2007, the New Economy Initiative (NEI) has invested $96.2 million in building an ecosystem that supports entrepreneurs of all kinds in southeast Michigan. To date, that investment has resulted in direct assistance to more than 4,400 companies, the launch of over 1,600 companies, the creation of 17,490 jobs, and the generation of nearly $3 billion in real economic output.More important, however, NEI's work has helped change the culture of southeast Michigan. Today, people of all kinds are embracing entrepreneurship as a means of creating opportunity and prosperity for the region.That's because people are finally getting the support they need. Before NEI, you could count the number of programs supporting entrepreneurs in southeast Michigan on two hands, and those in Detroit on just one. Today, there are more than 50 NEI-funded programs supporting entrepreneurs across the region.For more than a century, the automotive industry has been proof that metro Detroit has entrepreneurship and innovation in its DNA. NEI has leveraged Detroit's entrepreneurial legacy in an inclusive way, investing in organizations that support all of those brave enough to start and grow businesses, from grass roots to high growth. And that investment is paying off in a big way.The result has been nothing less than the creation of a national model for inclusive regional economic development through the unprecedented leadership and collaboration ofnational and local foundations. We can only speculate where Detroit and southeast Michigan would be without this concerted effort to provide resources to entrepreneurs. The results of NEI's investments are clear and give us hope for the future.NEI is thrilled to be able to share its outcomes so far, showing through data and stories how it has created economic and cultural impact in southeast Michigan.
W.E. Upjohn Institute for Employment Research;
The New Economy Initiative (NEI) is a collaboration of multiple foundations with the purpose of driving economic growth in Southeast Michigan through entrepreneurship and small business development. Responding to the dire economic conditions in the Detroit area, 10 foundations in Michigan stepped forward in 2007 and pledged $100 million to help turn around the loss of jobs and the loss of entrepreneurial spirit in the area. The resources committed by the philanthropic community are unprecedented for such a focused economic development effort, but so are the challenges.From 2000 to 2010, when employment fell to its lowest, the Detroit metro area lost nearly a quarter of the jobs it had at the beginning of the decade, and the loss of jobs in the city of Detroit was even worse. Since 2010, the employment picture has looked a little brighter, although much more needs to be done, in the words of NEI, "to return Detroit to its position as a global economic leader."As of November 1st , NEI has supported, through its own grant-making and partnerships with other resources, more than 1,600 companies in the greater Detroit area, giving out 215 grants totaling more than $93 million.1 The impact of this investment is far-reaching for the region. NEI contracted with the Upjohn Institute for Employment Research to estimate the impact of its investment on the greater Detroit regional economy. The purpose of this analysis is to estimate the number of jobs created—both directly by the organizations supported by NEI and indirectly by the impact those jobs have in creating additional jobs across the region.
The New Economy Initiative (NEI) was created in 2007 as a project of the Community Foundation for Southeast Michigan, with the mission to "accelerate Southeast Michigan to a position of leadership in the new global economy." Twelve national and local foundations have committed $133 million towards this effort. Through 2015, NEI has awarded 259 grants worth $96.2 million to more than a dozen grantee organizations that are primarily focused on fostering entrepreneurship and early stage business in Southeast Michigan. These grantees provide a variety of services to local businesses and the entrepreneurial community, including access to capital, idea competitions, entrepreneurial networking, training programs and identification of best practices, and investments in neighborhoods and buildings that facilitate entrepreneurship.Overall, Southeast Michigan companies that benefited from NEI support generated $2.9 billion in inflation-adjusted (or "real") output, $1.9 billion in Detroit-area real gross domestic product (GDP), $1.1 billion in real wages and salaries, and $1.1 billion in disposable personal income over the period 2008 to 2015. Assuming these companies grow at average rates over the next five years, the economic impact between 2015 and 2020 would be another $1.5 billion in output, $1.0 billion in real GDP, $0.7 billion in wages and salaries, and $0.7 billion in disposable personal income.
Michigan Veterans Affairs Agency;
The Michigan Veterans Community Action Teams (MIVCAT) project is a collaborative community model created by the Altarum to enhance the delivery of services from public, private, and nonprofit organizations to Veterans and their family members. The MIVCAT project was introduced in Michigan by the Michigan Veterans Affairs Agency (MVAA) in August 2013, with pilots in two of Michigan's ten Prosperity Regions – Detroit Metro Region 10, comprising Macomb, Oakland, and Wayne counties; and West Michigan Region 4, consisting of Allegan, Barry, Ionia, Kent, Lake, Mason, Mecosta, Montcalm, Muskegon, Newaygo, Oceana, Osceola, and Ottawa counties.To discern the needs of Veterans and the services available to them, Altarum gathered information through several channels. Altarum conducted a community assessment that included interviews with key regional leaders, focus groups with Veterans, a survey of Veterans, and a survey of service providers. The focus groups with Veterans in Detroit Metro, reported here, collected information on: how Veterans find out about resources, services, and benefits; the best ways to reach Veterans; Veterans' experiences with seeking services; sources of support for Veterans; and recommendations for improving the Veteran service system.Altarum conducted six focus groups as part of a community assessment for the MIVCAT project in the Detroit Metro Prosperity Region. There were two focus groups of primarily Operation Enduring Freedom (OEF)/Operation Iraqi Freedom (OIF) Veterans, two groups of primarily Vietnam-era Veterans, and two groups of women Veterans from multiple eras. Planning and recruiting for the focus groups was led by Altarum staff with support from regional coalition leaders. Four of the focus groups were held in Taylor, one in downtown Detroit, and one in Redford. Forty-two Veterans participated in the focus groups and all of these Veterans completed a survey that included questions about their background and characteristics.Following are the key findings from the focus groups. Note that italicized text are direct quotes taken from transcripts of the focus groups. The words in brackets help clarify the meaning of the quotation by substituting a person's position or organization for their name or adding information that was discerned from other parts of the interview or the tone used by the focus group participant.
Community Building Institute;
Excellent Schools Detroit represents a broad and diverse cross section of Detroit's education, government, civic and community, parent, organized labor, and philanthropic leaders who are committed to ensuring that all Detroit children receive the great education they deserve. This citywide education plan reflects months of discussions and deliberations by coalition members, as well as a series of six community meetings in November and December, youth focus groups, small group discussions with multiple stakeholders, and other outreach efforts. We appreciate the thoughtful recommendations from the many Detroiters who are as passionate as we are about the need to prepare all students for college, careers, and life in the 21st century.