1. 1. GLOBAL CITIES INITIATIVE A JOINT PROJECT OF BROOKINGS AND JPMORGAN CHASE Committee for Sydney | July 9, 2015 BUILDING AND SUSTAINING GLOBALLY COMPETITIVE REGIONS MAREK GOOTMAN Brookings Institution @MarekGootman #GlobalCities Wednesday, July 15, 2015
2. 2. Catalyze a shift in economic development policy / practice to strengthen the global connections and competitiveness of metropolitan areas, resulting in more sustained growth and high-quality jobs. GLOBAL CITIES INITIATIVE AJoint Project of Brookings and JP Morgan Chase Research ExchangeInnovate Wednesday, July 15, 2015
3. 3. Metropolitan Policy Program at BROOKINGS -10,000,000 -5,000,000 0 5,000,000 2007 2009 2014 Job Growth Challenge Source: The Hamilton Project analysis of Congressional Budget Ofce and Current Employment Statistics data. Payroll Count Jobs Gap Growth-Based Jobs Gap Post-Recession U.S. Jobs Gap Since start of recession Wednesday, July 15, 2015
4. 4. Metropolitan Policy Program at BROOKINGS -10,000,000 -5,000,000 0 5,000,000 2007 2009 2014 Job Growth Challenge Source: The Hamilton Project analysis of Congressional Budget Ofce and Current Employment Statistics data. 5.6 million missing jobs Payroll Count Jobs Gap Growth-Based Jobs Gap Post-Recession U.S. Jobs Gap Since start of recession Wednesday, July 15, 2015
5. 5. Metropolitan Policy Program at BROOKINGS -5% 40% 1990 2000 2012 0% 10% 20% 30% 40% 0% 36% Wealth Creation Challenge Change in Output Per Capita and Median Household Income Since 1990 Output Per Capita Median Household Income Source: Current Population Statistics, BLS Consumer Price Index, Census Population Estimates, Moodys Analytics. Output per capita: +$14,589 Wednesday, July 15, 2015
6. 6. Metropolitan Policy Program at BROOKINGS -5% 40% 1990 2000 2012 0% 10% 20% 30% 40% 0% 36% 0% -4% Wealth Creation Challenge Change in Output Per Capita and Median Household Income Since 1990 Output Per Capita Median Household Income Source: Current Population Statistics, BLS Consumer Price Index, Census Population Estimates, Moodys Analytics. Output per capita: +$14,589 Median income: -$2,120 Wednesday, July 15, 2015
7. 7. Metropolitan Policy Program at BROOKINGS Inclusion Challenge Source: Current Population Statistics. Unemployment Rate by Age Recession through 2013 23% 16% 16 to 19 years old 2007 2012 6% 4% 0.4% 31.4% Top 1 Percent Bottom 99 Percent Income Growth During Recovery 2009-2012 Source: Saez and Piketty, The Evolution of Top Incomes in the United States, 2013. 13% 8% 20 to 24 years old 2007 2012 25 and Older 2007 2012 Wednesday, July 15, 2015
8. 8. Can Domestic Consumption Drive Sustainable Job Creation? Wednesday, July 15, 2015
9. 9. Are Traditional Economic Development Strategies Sufcient? Starbucks Stadia Stealing Businesses Wednesday, July 15, 2015
10. 10. Where Are Jobs Being Created? 50% 56.3% job creation from new business openings 1.9% job creation from attraction / relocation 41.8% job creation from rm expansions decline in plant expansions and relocations of 50+ jobs or $1M+ investment 2000 - 2012 Source: Conway Data, Inc; Jed Kolko, Business Relocation and Homegrown Jobs, 1992-2006, Public Policy Institute of California, 2010. Wednesday, July 15, 2015
11. 11. Growing the U.S. Economy Requires a Culture Shift in Economic Development -480,965 521,978 Expanded/ Contracted Move In/ Move Out -13,800-188,527 259,778 23,153 San Antonio Metro Job Growth/Loss 2003-2012 Opened/ Closed Source: Brookings analysis of NETS data from youreconomy.org Wednesday, July 15, 2015
12. 12. Growing the U.S. Economy Requires a Culture Shift in Economic Development Expanded/ Contracted Move In/ Move Out Net San Antonio Metro Job Growth/Loss 2003-2010 71,251 9,35341,013 Opened/ Closed Source: Brookings analysis of NETS data from youreconomy.org Wednesday, July 15, 2015
13. 13. Traded Sectors Drive High-Quality Economic Growth Traded Sector Job = Local Jobs Source: Ezell, Stephen and Robert Atkinson, 2012, Fifty Ways to Leave Your Competitiveness Woes Behind, ITIF. 5,600 jobs per $1 billion in exports Wednesday, July 15, 2015
14. 14. Software Computer Systems Design Telecommunications R&D Consulting Services Services Pharmaceuticals Advanced Machinery Medical EquipmentMotor Vehicles & Parts Computer & Electronic Devices Aerospace Manufacturing Traded Sectors / Advanced Industries Wednesday, July 15, 2015
15. 15. 81% share of global economic growth occurring outside the U.S., 2015-2020 The Bulk of Economic Growth Is Occurring Outside the U.S. Source: World Economic Outlook, International Monetary Fund, 2015. Wednesday, July 15, 2015
16. 16. Global Metro Population Global Urbanization 29% 1950 Wednesday, July 15, 2015
17. 17. Global Metro Population Global Urbanization 50% 2009 Wednesday, July 15, 2015
18. 18. Global Metro Population Source: UN Department of Economic-Social Affairs, World Urbanization Prospects, 2011 Global Urbanization 60% 2030 Wednesday, July 15, 2015
19. 19. Source: UN Department of Economic-Social Affairs, World Urbanization Prospects, 2011 Global Urbanization 467cities with over 1 million or more residents in 2010 Wednesday, July 15, 2015
20. 20. Global Middle Class - 2009 | Share of Global Totals 18%North America 36%Europe 28%Asia Pacic Wednesday, July 15, 2015
21. 21. Global Middle Class - 2030 | Share of Global Totals 7%North America 14%Europe 66%Asia Pacic Source: Kharas and Gertz, The New Global Middle Class, 2010 Wednesday, July 15, 2015
22. 22. $0 $22,500 $45,000 $67,500 $90,000 2000 2010 2020 2030 2040 2050 Global Middle Class Consumption Billions, 2000-2050 Source: Homi Kharas, The Emerging Middle Class in Developing Countries, OECD Development Center, 2010. Wednesday, July 15, 2015
23. 23. 2000 2010 2020 2030 2040 2050 US Mexico Canada EU Japan Other India China 15% 54% Global Middle Class Consumption Share by Region, 2000-2050 75% 2% Source: Homi Kharas, The Emerging Middle Class in Developing Countries, OECD Development Center, 2010. Wednesday, July 15, 2015
24. 24. Catalyze a shift in economic development policy / practice to strengthen the global connections and competitiveness of metropolitan areas, resulting in more sustained growth and high-quality jobs. GLOBAL CITIES INITIATIVE AJoint Project of Brookings and JP Morgan Chase Research ExchangeInnovate Wednesday, July 15, 2015
25. 25. Small and Medium Enterprises Workforce Regional Economic Development Agencies Chambers of Commerce Schools and Colleges InfrastructureLarge Corporations Regions Concentrate Unique Economic Assets and Networks Wednesday, July 15, 2015
26. 26. Venture Capital 94%92% PatentsLand Mass 12% 90% Advanced Industries Source: Brookings analysis of US Census Bureau, FAA, BLS, and BEA data Largest Metros Share of U.S. Market Assets Exports 65% GDP 75% Metro Areas Have the Assets that Drive Global Competitiveness 65% Population 75% Graduate Degrees 74% Bachelors Degrees Wednesday, July 15, 2015
27. 27. To Prosper, Metros Must Become More Globally Competitive and Globally Fluent T h e 1 0 T R A I T S o f G L O B A L LY F L U E N T M E T R O A R E A S Wednesday, July 15, 2015
28. 28. 1. Leadership with a Worldview 2. Legacy of Global Orientation 3. Specializations with a Global Reach 4. Adaptability to Global Dynamics 6. Opportunity and Appeal to the World 7. International Connectivity 9. Government as Global Enabler 10. Compelling Global Identity 8. Investment for Strategic Priorities Greater Global Fluency Drives Competitiveness Global Fluency The level of understanding, competence, practice and reach that a region exhibits in an increasingly interconnected world economy. aware uentoriented 5. Culture of Knowledge and Innovation Wednesday, July 15, 2015
29. 29. GCI Research Reinforces the Role and Performance of Metros in the Global Economy Metro North America Global Metro MonitorMetro Trade Asia-Pacic Metro Monitor, Global Metro Proles Wednesday, July 15, 2015
30. 30. GCI Research Gives Metros Their Starting Point in Knowledge and Innovation Hidden STEM Economy Patenting Prosperity Advanced Industries, Foreign Students in U.S. Higher Ed, Skills Gap H-1B: Search for Skills Wednesday, July 15, 2015
31. 31. GCI Research Gives Metros Their Starting Point in Global Trade and Connections Global Aviation FDI Monitor Export Monitor Metro Freight Flows Wednesday, July 15, 2015
32. 32. Metros Leverage Specializations With Global Reach Sustainability and Electronics Portland Health and Wellness Minneapolis- St. Paul Agriculture and Bioscience Des Moines Services and Canada Syracuse Wednesday, July 15, 2015
33. 33. Metros Leverage Specializations With Global Reach Sustainability and Electronics Portland Wednesday, July 15, 2015
34. 34. Exports Goods Manufactured products or parts produced in a metro and shipped to a foreign country. Payments made by foreign companies to distribute lms and other media, software licenses, use industrial processes, or franchising fees Services Work done by a metro- based worker on a foreign project, or services purchased in the U.S. by foreign persons (education, tourism, health) Royalties Exporters purchase inputs and services from rms in the supply chain Secondary Wednesday, July 15, 2015
35. 35. Source: U.S. International Trade Commission, 2010, Small and Medium-Sized Enterprises: Characteristics and Performance Going Global Pays Off for U.S. Manufacturers and Services Firms Non- Exporters -7% Exporters 37% SME Manufacturing Firms Revenue Growth (2005-2009) higher sales than non-exporters 100% higher employment than non-exporters 70% Business Services Exporters Source: J Bradford Jensen, Global Trade in Services: Fear, Facts, and Offshoring, Peterson Institute for International Economics, 2011. 20% higher wages than non-exporters Wednesday, July 15, 2015
36. 36. Source: U.S. Census Bureau, A Prole of U.S. Exporting and Importing Companies, 2010-2011, 2013. U.S. Firms Fail to Meet Export Potential 5% of U.S. employer rms export 2012 302,000 Both Years 199,000 2011 293,000 Many Firms are Not Recurring Exporters 58%of U.S. exporters sell to only one market 60% middle-market U.S. rms do not export at all 10% revenue of U.S. middle-market exporters is international source 4% middle-market U.S. rms currently expanding overseas 3%non-exporting middle-market U.S. rms that regularly review international options Wednesday, July 15, 2015
37. 37. Pilot Export Metros Wednesday, July 15, 2015
38. 38. Companies fear exporting. Companies lack awareness of global opportunities and services. Companies are confused by the fragmented export assistance delivery system. Export promotion efforts are reactive and not linked to core economic development strategies, so generate an inadequate pipeline of export-ready companies. Regional leaders and institutions lack the incentives and resources to reorient economic strategies to global trade. Firms Face Market and Institutional Barriers to Exporting Wednesday, July 15, 2015
39. 39. 3 Metros Have a Critical Role to Play in Exports Increase the number of export-ready rms through direct relationships Coordinate federal, state, and local programs Catalyze cultural shift by mainstreaming exports and trade Metro State Federal Organize and facilitate trade missions Support and coordinate metro-level efforts Prioritize exports in state economic strategy Open new markets through free trade agreements Finance exports through Ex-Im and SBA Provide on-the-ground expertise in U.S. and foreign markets Produce export data to inform state and regional effort Wednesday, July 15, 2015
40. 40. GCI Provides a Process and Tools to Create and Implement an Export Plan Guides and Framing Papers Exchange Website Research and Interactives Market Assessment Export Plan Implementation Plan Policy Memo Wednesday, July 15, 2015
41. 41. 10 Steps to Delivering a Successful Metro Export Plan 1. Go Metro to Go Global 8. Identify and Promote Policy Priorities3. Produce a Data-Driven Market Scan 2. Organize for Success 4. Capture Local Market Insight 5. Champion Exports Now 6. Develop a Customized Export Plan 7. Prepare for Implementation 9. Track and Publicize Progress 10. Mainstream Exports Into Economic Development Wednesday, July 15, 2015
42. 42. 10 Steps to Delivering a Successful Metro Export Plan 1. Go Metro to Go Global Go Metro to Go Global 8. Identify and Promote Policy Priorities 3. Produce a Data-Driven Market Scan Market Assessment Developing the Export Plan Track and Publicize Progress 2. Organize for Success 4. Capture Local Market Insight 5. Champion Exports Now 6. Develop a Customized Export Plan 7. Prepare for Implementation 9. Track and Publicize Progress 10. Mainstream Exports Into Economic Development Wednesday, July 15, 2015
43. 43. Organize for Success City State Federal Business/Civic Alliance Industry Universities Ports Airports Wednesday, July 15, 2015
44. 44. FederalStateMetro Steering Committee and Core Team Ofce of the Governor State international trade ofce State economic development agency State chamber of commerce U.S. Commercial Service U.S. Small Business Administration Small Business Development Center (SBDC) Export-Import Bank U.S. Department of Agriculture Mayors Chambers of commerce Regional economic development partnership University/business school Air and water ports World trade center Manufacturing extension program Freight forwarders Exporting companies Wednesday, July 15, 2015
45. 45. Champion Exports Now: Culture Change Private Sector Business Local Elected Ofcials Economic Development AgenciesMedia Nonprots and foundations Wednesday, July 15, 2015
46. 46. Communications Maintain momentum Keep committee engaged and informed Win over stakeholders Media engagement and understanding Wednesday, July 15, 2015
47. 47. Market Assessment Doing business in foreign countries requires a great deal of intelligence. In order to create an effective business plan and development strategy, you have to understand the country, and that takes a lot of time. Data Local market intelligence Reports Wednesday, July 15, 2015
48. 48. Market Assessment: Market Scan Understand your starting point and potential Identify largest export industries Identify growing and emerging export industries Identify high potential foreign target markets Wednesday, July 15, 2015
49. 49. Market Assessment: Capture Local Market Intelligence Company surveys One-on-one company interviews One-on-one export services provider interviews Optional: Focus Groups Wednesday, July 15, 2015
50. 50. Develop a Customized Export Plan Rationale for Exports Why does your metro need a plan? Goal and Objectives What do you want to achieve and what will you change to get there? Market Assessment Findings What are the main things you learned from your assessment? Strategies and Tactics What activities will you do to bring about the change you want? Ex. Our metros job growth has fallen recently; diversication of industries Ex. Improve and streamline the export assistance ecosystem Ex. Raise global engagement of are and small rms Double number of rms exporting Ex. Companies think the export assistance ecosystem is fragmented Wednesday, July 15, 2015
51. 51. Performance Measurement and Metrics Matter Track Implementation Progress Publicize and Show Success Help Gain Buy-In and Resources Maintains Accountability Prove that the Concept / Approach Works 1. 2. 3. 4. 5. Wednesday, July 15, 2015
52. 52. Performance Measurement Challenges Focus on having the right plan, not just the desired soundbite Prove Impact ED Groups Inuence but dont Control Outcomes Data Limitations Difcult to Know what Happens after Interaction Wednesday, July 15, 2015
53. 53. Types of Export Metrics Output Indicators Quantitative Outcomes Qualitative Outcomes Impact Indicators Total Partners Engaged / Number of New Events, Initiatives Created Number of New Firms Entering the Export Pipeline / Number of Companies participating in Trade Missions Integration of Exporting Into Larger Economic Development Initiatives Total Metro Exports / Metro Export Intensity Wednesday, July 15, 2015
54. 54. Types of Export Metrics Quantitative Outcomes Qualitative Outcomes Number of New Firms Entering the Export Service System Total Demand for Export Services Amount Loaned to Firms by Ex-Im Use of Regional Export Assets (ports, etc) Participants in Trade Missions New Sales Contracts Cluster Specic Export Growth New Export Leads Entering USEAC Wednesday, July 15, 2015
55. 55. Types of Export Metrics Quantitative Outcomes Qualitative Outcomes Number of New Firms Entering the Export Service System Total Demand for Export Services Amount Loaned to Firms by Ex-Im Use of Regional Export Assets (ports, etc) Participants in Trade Missions New Sales Contracts Cluster Specic Export Growth New Export Leads Entering USEAC Integration of Global Perspective into Economic Development Decisions Use of Export Strategies and Initiatives in Broad Economic Development Plans Increased Media Coverage for Exports Participation of Business Champions Adoption of Recommended Export Policies Export Success Anecdotes Wednesday, July 15, 2015
56. 56. Export Plan Co-Chairs Portland City of Portland Mayors Ofce Wednesday, July 15, 2015
57. 57. Computers & Electronics Research: 67 percent of regions total exports Strategy: maintain advantage, boost secondary exports, ll supply chain gaps Progress: Intel role as co-chair, Westside Freight Analysis We Build Green Cities Research: Portland has an international reputation for sustainability Strategy: Brand and market Portlands global edge in key clusters Progress: Highly successful trade mission to Japan with four green rms Target Under-Exporters Research: Company surveys reveal lack of proactive export strategies Strategy: Provide case management to 10-15 mid-sized under-exporters Progress: Launched pilot program to help 6 rms access new markets Portland Develop a Customized Export Plan Wednesday, July 15, 2015
58. 58. Categories of Action from Regional Export Strategies Integration in Core Economic Development Business Retention Dedicated Lead Generator Activity Coordination New Market Exploration Industry Sector Targeting Services Emphasis Metro-to-Metro Trade Partnerships Organizational Change Customer-Driven versus Service Providers Performance Metric Alignment Mentoring Technical Expertise Trade Missions / Supply Chains University Support Student / Faculty Business Engagement Gateway Market Presence Culture Change Grant Competitions CEO Partners Global Identity Wednesday, July 15, 2015
59. 59. FDI matters for national and regional economic development because of some outsized economic contributions Sources: BEA, NSF, ITA, and Peterson Institute for International Economics Knowledge Technology Networks One in ve U.S. manufacturing jobs 19 percent of corporate R&D expenditures 20 percent of all U.S. goods exports Four times as many workers in advanced industries 22 percent higher average wages 12 percent of U.S. productivity growth Wednesday, July 15, 2015
60. 60. Growth in Jobs Under Foreign Ownership Average year, 1991-2011 45% M&A 34% Expansion 21% Greeneld FDI Capital Inows 1992-2008 87% M&A13% Greeneld Source: Brookings, Bureau of Economic Analysis Mergers and Acquisitions Are the Dominant Form of FDI Wednesday, July 15, 2015
61. 61. Greeneld Large, export-intensive manufacturing Small to mid-size locations of large retail rms Mid-sized manufacturing and services Source: Brookings, FDI in U.S. Metro Areas 1.3% of foreign-owned establishments have more than 500 employees 75% of metro areas have less than 10 such establishments. Average size of greeneld establishment at time of entry: San Diego: 27 employees Minneapolis: 35 employees Expansions of existing foreign-owned rms created twice as many jobs as new greeneld from 2001-2011. Wednesday, July 15, 2015
62. 62. Important source of new capital, transfers skills and technology to U.S. rms, and opens global distribution channels. Primary learning for metros: hard to get in front of deals, but BRE is critical. Acquired in 2007; no job loss and made a global research hub Maintains manufacturing and R&D facilities in MD MedImmune Montgomery County, MD Life Sciences San Diego, CA Firms gain foothold in U.S. market and innovation via M&A Takeda Pharmaceuticals: grew from 85 to 250 employees, (150 PhDs) Jim Beam Louisville, KY Doubled size of Makers Mark KY distillery Gained global distribution channels through Japanese parent Mergers & Acquisitions Wednesday, July 15, 2015
63. 63. US GCI Exchange - Learning and Action Network Atlanta Baltimore Charleston Chicago Columbus Des Moines Fresno Greenville- Spartanburg Houston Indianapolis Jacksonville Kansas City Los Angeles Louisville- Lexington Milwaukee Minneapolis- St. Paul Philadelphia Phoenix Portland Sacramento Salt Lake San Antonio San Diego Seattle St. Louis Syracuse Tampa Bay Wichita Wednesday, July 15, 2015
64. 64. Develop an Integrated Trade Plan Integrate Other Global Strategies Monitor Progress and Success Connect Metros to Global Best Practices Support Implementation Through Peer Interaction Facilitate International Relationships + T h e 1 0 T R A I T S o f G L O B A L LY F L U E N T M E T R O A R E A S GCI Learning and Action Network Wednesday, July 15, 2015
65. 65. Exports Are Part of a Comprehensive Economic Development Strategy GLOBAL ENGAGEMENT Innovative Traded Products & Services Skills to Support Global Sectors Exports & FDI Freight & Infrastructure Immigrant Talent/ Cultural Fluency Wednesday, July 15, 2015
66. 66. Develop an Integrated Export/FDI Plan Integrate Other Global Strategies Monitor Progress and Success Connect Metros to Global Best Practices Support Implementation Through Peer Interaction Facilitate International Relationships GCI Learning and Action Network Wednesday, July 15, 2015
67. 67. Develop an Integrated Export/FDI Plan Integrate Other Global Strategies Monitor Progress and Success Connect Metros to Global Best Practices Support Implementation Through Peer Interaction Facilitate International Relationships GCI Learning and Action Network Wednesday, July 15, 2015
68. 68. Develop an Integrated Export/FDI Plan Integrate Other Global Strategies Monitor Progress and Success Connect Metros to Global Best Practices Support Implementation Through Peer Interaction Facilitate International Relationships GCI Learning and Action Network Wednesday, July 15, 2015
69. 69. Metropolitan Policy Program at BROOKINGS 7 Habits of Highly Effective Regional Leaders Wednesday, July 15, 2015
70. 70. Value TradeRegion People Networks Outcomes Metropolitan Policy Program at BROOKINGS AssetsRegion Habit 1: Embrace Regional Markets and Local Assets 3rdlargest metropolitan economy in the United States Chicago: 3 states 6 satellite cities 14 counties 554 municipalities Metropolitan Policy Program at BROOKINGS Wednesday, July 15, 2015
71. 71. ValueTradeRegion People Networks Outcomes Metropolitan Policy Program at BROOKINGS Systems Habit 2: Increase Trade Michael Spence, The Evolving Structure of the American Economy, CFR, 2011 Metropolitan Policy Program at BROOKINGS Traded-Sector Job = Local-Serving Jobs Trade Wednesday, July 15, 2015
72. 72. ValueTradeRegion People Networks Outcomes Metropolitan Policy Program at BROOKINGS Systems Habit 3: Create Value Metropolitan Policy Program at BROOKINGS Value TalentTrade Innovation Governance Infrastructure 15,536 23,158 Source: Brookings and research partners analysis of NETS data on inter-metropolitan rm relocations in a large name-withheld midwest metropolitan area. Impact of Relocating Firms* 2004 2009 $146,488 $127,654 IN OUT IN OUT Move-related Jobs Sales Per Job Wednesday, July 15, 2015
73. 73. ValueTradeRegion People Networks Outcomes Metropolitan Policy Program at BROOKINGS Systems Habit 4: Invest In People Metropolitan Policy Program at BROOKINGS Leaders with longer perspectives understand that companies cannot thrive for long while their workers and their communities struggle. -Michael Porter Unless you have the right skilled people, you are just wasting your money on technology and equipment. -GE Executive People Wednesday, July 15, 2015
74. 74. ValueTradeRegion People Networks Outcomes Metropolitan Policy Program at BROOKINGS Systems Habit 5: Focus on Systems, Not Silos Metropolitan Policy Program at BROOKINGS Systems Governance Infrastructure Human Capital Innovation Traded Sectors Prosperity Wednesday, July 15, 2015
75. 75. ValueTradeRegion People Networks Outcomes Metropolitan Policy Program at BROOKINGS Systems Habit 6: Build Networks Government Economy Networks Wednesday, July 15, 2015
76. 76. ValueTradeRegion People Networks Outcomes Metropolitan Policy Program at BROOKINGS Systems Habit 7: Track Long-Term Outcomes Outcomes Track What Matters Objective: Put the regional economy on a path toward sustained improvement in quality growth and broad-based prosperity. Performance Metrics: Economic Growth Jobs, Output, Startups Wealth and Income Productivity, Household Income, Share of Output from Trade Equity and Inclusion Income and Labor Force Participation by Age, Race/Ethnicity vs. Traditional Metrics Source: withheld. High performance economic development is the dedicated pursuit of any objective, no matter what the current objective may be, coupled with measured progress along the way. Performance Metrics: website unique visits conversations with companies that are relocating or expanding jobs announcements investment announcements jobs created per week Wednesday, July 15, 2015
77. 77. @MarekGootman Marek Gootman 202-797-6294 mgootman@brookings.edu BROOKINGS Director, Strategic Partnerships and Global Initiatives brookings.edu/about/projects/global-cities GLOBAL CITIES INITIATIVE AJoint Project of Brookings and JP Morgan Chase Wednesday, July 15, 2015