The Revitalization of the American Tobacco Campus

By: Eric Ferreri Issue: Rebuilding Our Infrastructure Section: Academia

A Successful, Collaborative City Development by Duke University and McKinney

Moments after Chairman and CEO Brad Brinegar told the staff of his advertising agency that it would be moving from Raleigh to Durham, six employees wary of Durham’s high-crime reputation asked him some version of, “Why are you giving me a death sentence?” He understood the concern. Durham didn’t have a stellar reputation, and huge swaths of downtown had fallen into disrepair.

But Brinegar saw promise on the horizon. In response to his staff’s concerns, he pointed to Duke University, the anchor tenant in a fledgling redevelopment project that Brinegar’s McKinney was joining. “Duke can’t afford it being unsafe for its own people,” he told his workers. “They have to make it safe, or they have a big problem.”

In that moment, Duke was providing emotional security for Brinegar and his desire to move his hugely successful company to Durham. In subsequent years, Duke would provide other sorts of security to McKinney and the other businesses that made the leap and set up shop in the American Tobacco Campus. As the huge university down the street, Duke provided the credit with which the American Tobacco project, the centerpiece of a series of downtown revitalization efforts, was able to blossom. Seven years after its opening, the sprawling complex is a resounding success, as are a series of other revitalization efforts in the area. But it didn’t come easy.

In the late 1990’s, downtown Durham was a shell of its former self. This small, southern city’s inner core once bustled with activity, fueled by the manufacture of Pall-Mall, Lucky Strike and Chesterfield cigarettes in a series of red brick warehouses clustered within a couple of square miles. The city literally smelled of the tobacco that wafted through downtown; but as the industry’s economic tides shifted, so too did the city’s fortunes. The tobacco industry, chiefly the American Tobacco Company and Liggett & Myers, stopped making cigarettes in Durham in 1987 and 2000, respectively. And following the industry’s demise, the huge, ornate brick warehouses dotting the downtown landscape sat dormant and fell into disrepair, a huge, very visible blot on the city.

The notion of redevelopment was kicked around from time to time, but little took hold until the early 2000’s, when broadcasting magnate Jim Goodmon, who owned several local media outlets, began rustling up tenants willing to gamble on downtown. While Duke had very few employees there, university officials, weary of the eyesore downtown had become, looked long and hard at investing in the space. But there were warning signs.

“Initially, nobody thought it could be done,” recalled Tallman Trask, Duke’s executive vice-president. “There was a lot of inertia. There were these large structures that had just sat empty.” Because Duke didn’t want to exist in a bubble, and a healthier downtown would make it easier for the university to recruit students and faculty, it first leased some space in West Village, a residential project championed by former Duke basketball players Christian Laettner and Brian Davis. Furthermore, some medical school facilities moved to Diamond View, a new office building Goodmon built overlooking the Durham Bulls ballpark.

But the big splash would be American Tobacco, the ragged collection of brick warehouses with the Lucky Strike water tower looming in the center. Goodmon was lining up potential tenants, including Duke. “We finally realized this was the one good shot to get something going at American Tobacco – the big, ugly eyesore,” Trask said. “Duke isn’t going anywhere, and the deterioration of downtown was not beneficial to us.”

Duke was an integral cog in the plan, promising stability and commitment on a huge scale. Unlike a for-profit company, Duke would never go out of business or relocate its headquarters. But Duke couldn’t do it alone either, nor did it want to. The university didn’t want to buy property downtown. Because Duke is a nonprofit, buying downtown property would remove it from the tax rolls, eliminating revenue needed to support the roads and other infrastructure in the area. And the university, while wanting to help downtown improve, wasn’t in the development business itself, nor did it want to simply build a new campus. “We don’t want downtown Durham to be downtown Duke,” said Scott Selig, Duke’s associate vice-president for capital assets. “That wouldn’t be interesting. We wanted an eclectic place with a broad economic base.”

So Duke didn’t agree to lease 100,000 square feet at American Tobacco until three for-profit companies agreed to lease, collectively at least that much space as well. Duke officials knew the project needed more than Duke; it needed large, healthy firms with large workforces. Meanwhile, those for-profit companies, like McKinney, took the leap in part because of Duke’s involvement. “Duke became that credit-worthy client that let us get so many other projects going,” said Bill Kalkhof, president of Downtown Durham, Inc., a nonprofit that promotes area revitalization. “Duke has easily been one of the most influential players downtown, and in terms of leasing office space, the most influential.”

McKinney was an early tenant along with Glaxo, the drug company, and Compuware, the software firm run by Peter Karmanos, who also owns the Carolina Hurricanes hockey team. Glaxo has since left, but McKinney and Compuware are still there along with about 60 other ventures. Another sign of the mutually-beneficial relationship—as McKinney was negotiating its lease at American Tobacco, Duke was close to signing its own lease on office space there. “Duke stood with us to make sure we were happy with our lease before they signed theirs,” Brinegar said. “A lot of what we got wouldn’t have happened without Duke standing behind us.”

In its downtown Raleigh location, the McKinney ad agency occupied 42,000 square feet of clunky, inconvenient real estate on five floors which accommodates 147 people. But the space in Durham, by comparison, was the same square footage but accommodated up to 217 people on 1.5 floors. The firm had one conference room in Raleigh; in Durham, it has 12, making it easier to create ad campaigns for heavy-hitting national companies like Nationwide Insurance and Sherwin Williams, and which gave the world the Travelocity gnome.

The addition of more creative space was just the right style so for our, “Left-brain and right-brain people to collaborate,” Brinegar said. “And we could configure it any way we wanted to.” What’s more, when Brinegar proposed his plan to move to American Tobacco, he was the sole employee living in Durham. Now, 100 McKinney employees and their families live in Durham, Brinegar said.

The American Tobacco redevelopment could have failed for many reasons. It required strong partnership with city and county governments, each of which ponied up one of the two downtown parking decks upon which local businesses and the steady stream of patrons to the four-year-old Durham Performing Arts Center are reliant. It required a flexible landlord. Selig, Duke’s real estate expert, credits Goodmon for working with individual tenants to make the best possible deals. And, the economy cooperated. Had the project come along in a rockier economic climate, like today, “It couldn’t have happened,” Selig said.

The buildings themselves played a crucial role. American Tobacco is a complex of more than a dozen century-old buildings, all used at first to manufacture and store cigarettes. Flush with money at the turn of last century, American Tobacco built them to last, with strong construction and distinctive detailing. They’re huge, wide and for the most part, rectangular—perfect spaces for a myriad of businesses. “These buildings worked 100 years ago, they work now and they’ll probably work 100 years from now because they’re big, open boxes,” Selig said.

While the largest and most visible downtown revitalization effort, American Tobacco is one of several success stories there. Duke claims space in West Village, an office, retail and housing project just off the downtown loop, as well as 50,000 square feet in Brightleaf Square, another funky retail/office complex nearby. Moreover, the university has 500 employees on six floors of the Durham Centre, where Duke runs the world’s largest academic clinical research organization. In all, Duke now has at least 1,800 employees from 15 or more campus units occupying more than 500,000 square feet of downtown space. Duke recently contracted to purchase its first downtown facility, the 114,000 square-foot Carmichael Building, where tobacco was once dried and stored.

At American Tobacco, there are nine Duke units among the 60 or so businesses occupying space in 14 gleaming buildings. Once decrepit and dreary, this complex now buzzes with activity, life and energy. A person can get a haircut, have a slice of pizza, throw back a brew at the sports bar, or learn to make a soufflé at the art and cooking institute.

Durham is both idyllic and urban, densely populated and serene. During the mid-day bustle, some employees and visitors stop to catch their breath and watch the lazy river built into the center of the complex as it meanders from one end to the other. Overhead, the stark, white water tower, still emblazoned “Lucky Strike,” keeps watch. Many of the visitors to Durham stop at Tyler’s Taproom for a beer or a burger. This restaurant, too, has Duke to thank for some of its success. “Duke made a commitment to the area,” said Rusty Privett, general manager of the restaurant, which opened its American Tobacco location in 2005. “With the amount of space it took up, it was a signal to other business that this will be lasting.”

The Human Side of Infrastructure

By: Karen de Bartolomé Issue: Rebuilding Our Infrastructure Section: Academia

Collaboration for the 21st Century

My first job after graduate school was as a planner for a big infrastructure development organization in New York City. In the midst of a worsening recession, I was asked to research and recommend ways that our organization might put its vast capabilities and capital resources to work on behalf of the regional economy. My team worked hard to create a visionary strategy that connected large scale infrastructure with the human needs that were evident on every street corner. An early test of our intellectual stamina occurred when we presented our work to a notoriously tough skeptic in the front office. She read our report and had only one question: “What the hell is human capital?”

Infrastructure is ordinarily assumed to mean hard infrastructure, but it can also be soft. Historic achievements such as the Hoover Dam or the transcontinental railroad are constructed of concrete and steel, but they only exist because they were first conceived in a human mind. The organization of human endeavor to make such achievements possible is infrastructure of a wholly different—but no less important—kind.

In the 19th and 20th centuries, when the United States was developing its core of hard infrastructure for communications and commerce, we built soft infrastructure too. We encouraged the development of innovative engineering schools; we rewarded creators of new materials and designs with patents and profits; and we engineered financing mechanisms like toll-roads and municipal bonds to pay for the public infrastructure we needed. We could do it all ourselves, and we did.

In the 21st century, however, we deal with global interdependence. Today’s challenge isn’t how to transport supplies across the Rocky Mountains or how to harness the mighty Colorado River to provide electricity for the growing population of California. Think of these challenges instead: the United States' current dependency on natural resources from unstable and illegitimate governments such as Libya, Tunisia, Egypt and countries involved in an Arab Spring; or the growing problems related to the need for new skills and ideas to solve health problems such as HIV/AIDS, Ebola, and bird flu. How can we protect ourselves from cyber-attacks aimed at disabling e-commerce and internet communications? (Think ILOVEYOU virus from the year 2000). There are many questions that must be considered about these future challenges. These include: • What does the world look like when illiteracy rates in certain spots reach 62 percent? (Think Somali pirates). • What is the potential for the bottom 90 percent of the world’s population to benefit from innovation when products are designed only for the pocketbooks of the top 10 percent? (Think digital divide). • What happens to stability in our own neighborhoods if we can’t learn to live with the growing number of immigrants from extremely “other” traditions? Solving problems like this cannot and will not be done within our borders alone. Building 21st century human infrastructure requires collaboration between countries and across cultures. None of the problems above can be solved by one person or one organization in one country. At the heart of building 21st century infrastructure is the international exchange of people and ideas.

How is this done? How do people from one culture contribute to or benefit from the knowledge and ideas of another?

Academic Exchanges

The movement of students around the world has exploded in the past couple of decades. International students in the United States (690,000; more than half in grad school) have grown 22 percent in five years. These students come in especially large numbers from Asia to study business and engineering and form a growing infrastructure of intellectual and commercial connections between the US and the rest of the world. There’s been growth in the numbers of American students going abroad for study as well (260,000; a doubling in the past decade). These experiences put students in unfamiliar situations and force them to see life from a different perspective at a very formative time in their lives. A 2009 study published by the American Psychological Association found a strong, positive linkage between living abroad and creative insight (visit http://www.sciencedaily.com/releases/2009/04/090423105848.htm). Students and scholars return home understanding that diverse knowledge and perspectives exist outside their own national and cultural boundaries, to the great benefit of their careers and their societies. With the growing cost of higher education, study abroad is outside the financial reach of many U.S. students. The Institute provides many opportunities for students to find needed aid (www.iie.org), and higher education institutional practices such as the University of Denver’s Cherrington Scholarship are also leading the way. But the U.S. lags far behind many other nations that send their students abroad.

For example, China sends about 130,000 students to study in the U.S. each year; only about 13,000 or one-tenth as many US students go to China. Washington has offered a plan to change that: the 100,000 Strong Initiative targets 25,000 U.S. students to go to China each year for the next four years. To help make this possible, please visit www.diplomatsball.org to contribute to a fund that will help Colorado students participate. Professional Exchanges

Corporate expats, career military personnel and staff of non-governmental organizations can attest to the mind-expanding experiences they gain by working with colleagues overseas. The skills and networks they build can develop or strengthen economic and diplomatic ties among people that help nurture the development of human infrastructure.

Even short term professional exchanges can have substantial benefits. When a delegation of police officers and social workers from Copenhagen came to Denver a few years ago, they met with counterparts and exchanged practical tips for working with at-risk youth in changing neighborhoods. The exchange was so beneficial that it resulted in a return trip of two Colorado police officers to Denmark, where a different model of integration of social services and police work was taking place. Another recent example: a Buddhist monk who works with orphaned boys in rural Cambodia was invited by the U.S. Ambassador to Cambodia to participate in the International Visitor Leadership Program, a public diplomacy initiative of the State Department. One of the four cities he visited on his three-week visit was Denver, where IIE staff arranged several days of meetings along with a visit to Rocky Mountain National Park. So inspired was he with the U.S. park ranger who led his tour that he has returned to Colorado twice to continue to exchange knowledge about the large mountain park he has since started in Cambodia, as a way to expose “his boys” to natural environments and create employment opportunities.

Conclusion

While we are unlikely to outlive our need for highways, water systems and energy transmission, the infrastructure of the future is human and global. The challenge we now face is how to organize ourselves to build it. Academic and professional exchanges are two of the possible answers to this challenge.

Karen de Bartolome is the Executive Director of the Institute of International Education, Rocky Mountain Center. For more information about opportunities to build your own global human infrastructure, please visit www.rockymountainiie.org.

The University of Colorado Dental School

By: Maria E. Luna Issue: Rebuilding Our Infrastructure Section: Academia

The Expansion of Inter-Professional Education, Research and Service

ltimately the construction of a cutting the edge building project at the University of Colorado, Anschutz Medical Campus, one can find a deliberative and successful twist on what could have been a lost opportunity. On a campus that fosters collaboration between students, researchers and clinicians stands one of the campus’s newest expansion projects, the School of Dental Medicine. The building’s extension will provide an additional 20,000 square feet and 68 more dental operatories for both clinics to accommodate more patient care and increased educational opportunities for students. Dean of the School of Medicine Denise Kassebaum, D.D.S, M.S. and Associate Professor and Chair Daniel E. Wilson, D.D.S spoke with ICOSA on how, “Opportunities multiply as they are seized,” Sun Tzu.

ICOSA: The school was in the process of growing. Part of that was going to be accomplished by adding building space; however a game changing situation arose. How did the funding for the first building expansion plan fall through?

Dr. Kassebaum: The School of Dental Medicine was in a public/private partnership. We had a relationship and formalized partnership agreement with a particular entity. Due to some business circumstances, it became evident that it would be most appropriate to terminate the partnership without cause. We went forward from that point and haven’t looked back. We’ve had a lot of opportunities to move forward and reconsider some things.

ICOSA: What were your first thoughts, once the news broke, that there would be insufficient funding?

Dr. Kassebaum: When you think about a funding stream as a dedicated component of your revenue picture, then of course we thought, what do we do now? What steps would be appropriate now? We appreciated the partnership we had with this organization. We looked back and said what did we learn from it? What did we gain from it? We took stock. When you move forward, you look at your opportunities. You have to look at yourself and say we are one of the most selective dental schools in the country. We have one of the most enormous applicant pools with great training programs. How are we going to take those next steps? We did look at best practices for resident training programs which are the advanced dental education parts of our operation. We said how do they do things? So we modified some of the ways we were doing things. We generated more clinical revenues in those programs and gained efficiency. As we’ve moved forward, we looked at that as an opportunity to change the way we did things. Now we’ve accomplished a great deal since that time and feel very positive about it.

When you look at a dental school’s primary revenue stream, you have to think that there’s tuition from academic programs, there’s clinical earnings because we have advanced dental education programs as well as the doctor dental surgery program. We are providing care, gifts and other sources of revenue. Looking at those three components of revenue streams, we asked what could we do to enhance those and we looked at programmatic offerings. Can we change the programs a bit? Can we increase the amount of care we are providing? We did both of those. We looked at how we can increase offerings to students and also increase care we can provide to patients.

ICOSA: What next steps were taken?

Dr. Kassebaum: Decisions are made from being in a constant process of strategic planning and an analysis of data. All the decisions we make are based on evidence gained periodically. It was an opportunity to reflect on what had happened. We moved forward with the same level of commitment we had before. We’re going to get this done, and we’re going to do it fine. We combined the leadership strength of the dental school, plus the university was very supportive as well, and tried to work out a new business plan.

ICOSA: What new goals are /were reached by the completion of the alternative infrastructure, and if any, which ones were unfulfilled?

Dr. Kassebaum: I don’t think any goals were lost. I think when you look at how we decided we would increase revenues; it would instead allow us to increase things. We’re providing more care than ever before. We don’t look at goals lost; we look at goals and opportunities gained. So I think we moved forward with the intent to do more with less and to do better than we’ve ever done. And it’s worked.

ICOSA: What is the perception of the dental school?

Dr. Kassebaum: Internally I think everybody is excited…if they see the construction, it is exciting. Our facility and students are excited about the growth. It is change and it’s exciting. The dental community around us – the Aurora community, they see this too and it’s pretty amazing- the number of cranes, the number of things going on. They’re excited by the development in this area. We look at it as good for the Aurora community. We look at it as good for our students. It gives us a chance to offer more to the patients.

ICOSA: What are the positives and negatives of the development compared to the original plan?

Dr. Kassebaum: We accelerated the plan, and for me, I think of it as a win-win. I look at it as an opportunity to help the surrounding area. Think of the jobs that we create – just the number of people in our building in the wee hours of the morning because we try to get the construction done, a lot of it done, when we’re not here because it’s so noisy. We were actually benefiting from construction costs being lower in the amount of time the construction will take to complete and the decreased cost in actual personnel. We looked at this as seizing the opportunity. We can be a growth opportunity for the economic development around here. It will help us at the same time because it will be less outlay of funds to get the same amount of square yards.

Dr. Wilson: In reality we expanded the scope of the original process. Originally it was going to be a four floor addition, and we were able to do a renovation on the third as well, really with the same money we had budgeted. That was a great opportunity for us. The third floor was a terrace and was underutilized for a number of reasons, so we boxed in the terrace. Our building was staggered before, and it remains staggered; it just goes up one floor. So we have a significant 42 chairs, plus office expansion on the fourth floor plus we pick up 24 more chairs and some support space on the third. So it’s a significant chunk of real estate. Dr. Kassebaum: It really allowed us to think of new things that the fourth floor wouldn’t allow us to do with that expansion. Now we have different programmatic ideas for the third floor expansion. It was the fourth floor and the third floor that we didn’t think earlier that we could afford to do.

ICOSA: How did you develop the strategy?

Dr. Kassebaum: We thought there are models out there that we want to replicate. Or are we creating new things that people will eventually replicate? When you do best practices, I suspect it’s like in the construction industry, there are people who are doing things and you say that looks like a best practice- let’s adopt that. It’s the thing I referred to earlier; looking around you always want to be engaged in the community that you are a component of which is the American Dental U.S. System.

At the Anschutz Medical Campus you have all these innovative and creative programs. The excitement was about what we would do if we had more space! What kind of innovative and unusual thing would we like to put in that third floor area? Now we’re working with two different private donors. Dr. Wilson: The reality is we pick up an economy of scale by doing this. With more space we can invite more students which also allows us to bring more professors with more diverse skill sets and so forth. In a sense we had a choice to contract, try to cut our way out of a problem. We’re trying to expand our way into a problem. I’m much happier to be expanding because I can lecture to 30 students and I can lecture to 60 students; it’s the same scale.

ICOSA: Working with the associations, did you find they were helpful, or did you find roadblocks? Is information open as far as from school to school and their strategic plans?

Dr. Kassebaum: Absolutely! When we talk about best practices, we talk about efficiencies. The strategies you develop are really on your own. So with the best practices, I can think of more specific things – how does their clinic really achieve their specific goals? Strategically thinking, do we want this kind of operation on this particular floor with this number of students? Those are your own strategies. But looking at how other dental schools do things has been fun. They look at us often because if you look at this building, we are one of the newest dental schools. We host people to come in and see how we did our clinic. The beautiful light in the clinic is brighter than any other light in any other dental school that we have visited, and so we like the idea that people come to visit, and it gives us a chance to interact.

ICOSA: What services does the school offer?

Dr. Kassebaum: We have an advanced dental education where dentists become specialists. We have programs for orthodontics, periodontics and advanced general dentistry. And then you look at dental schools and a very large component of what they do is created educational opportunities for people to earn the doctorate of dental surgery degree. We have two very significant programs that end in the awarding of the D.B.S degree. Those are an essential component offered in the dental school.

ICOSA: And you offer services to the community?

Dr. Kassebaum: We offer a complete range from implants to orthodontics and all the general comprehensive dentistry, and in-between we do preventive things. We have a wide age range. Our oldest patient may be in their 90’s. Our collaboration with the Children’s Hospital allows us to make sure that if we have patients who come in with small children, then our dental students actually participate with a clinic over at the Children’s Hospital. We are dedicated to serving the entire span of the age ranges from infant to elderly.

Dr. Wilson: We have about 30 sites all over the state that are not owned by the university, but our students rotate out to public health facilities. It’s part of their education. It’s been kind of a unique part of this school for a long time. That would be one of the practices that other schools have copied a great deal. We were one of the firsts.

Dr. Kassebaum: We were one of the firsts to put them out at those sites, and it’s very fun because those sites have very few providers in their area, so the dental students are a significant component of getting more care to the patients in rural areas. It could just be a medically underserved area. Our dental students have been out for extended periods of their training historically, and we’re really proud of that. Other dental schools have tried to replicate getting students out across the state because that’s what all of us value now. Not only for the experiences they gain, but they get something different if you’re out in a rural area than they gain in our metropolitan area. It’s also treating more patients than the providers out there could do alone. It’s a win-win. We have about 65,000 patient visits that we perform annually in this building. And we have 25,000 more patients when you talk about those external sites. And then we have a big mobile dental clinic that’s very cute and huge. It’s like a big RV and has some children painted on the side. And we go out to underserved areas. The front porch of it jets out and you have this operatory. And the students travel with a facility member who supervises all the activities. They have been out there 4 or 5 weeks, and we extended it by one more week because Gunnison wanted more service, so we decided to let the van stay one more week.

ICOSA: Do you do dental research?

Dr. Kassebaum: There are wonderful research opportunities here. If you look at the campus, I think one of the exciting things about Anschutz is this inter-professionalism permeates in all that we do. That means dental researchers are in the same building as medical researchers and many other of the health professions, so our researchers have a focus in cancer biology, dental materials and innovative materials that we can use in the oral cavity and in other parts of the body. The other thing we do is a lot of salivary gland and facial development research that we do on zebra fish which are a model we can use to learn more about the processes of a human.

I think collaboration is the existing word on the campus. It’s a national model for collaboration because this building, for example, doesn’t have classrooms. We have shared classrooms buildings with advanced educational spaces where we’re expecting pharmacy, medicine, college of nursing - all campus schools to use the same spaces with us. There are academic communities where clusters of students can meet and get together and share ideas. And then we participate in educational programming where there are actually students in the same classes and doing the same activities. So it’s a very special way to train people to work in teams, later and it’s called inter-professional education. It’s oddly enough fairly new. Dental schools have been siloes and existed on their own. Medical schools are separate and PT, Nursing. There is this effort to have collaboration and to have interaction at student level, at facility level.

We really are a national model for this. The whole campus is an amazing demonstration of how professions can work together and research patient care and education. It was intentional in the design of the campus, and it’s carried out by the way the buildings facilitate that, so it’s really a special environment.

The expansion of the dental school sets the bar for other educational institutions. Its success is no coincidence. In building infrastructure, having funding was not the main reason to build. Too many times initiatives are put forth with enthusiasm and good intentions, but without concrete strategy and analysis of data, they go nowhere. Due diligence is key in any practice of collaboration and infrastructure.

It’s Time for Leaders to Lead and Voters to Press for Decisive Action

By: Kim DeCoste Issue: Rebuilding Our Infrastructure Section: Government

The Infrastructure Debate

Lately, conversation about debt ceilings and credit ratings in the United States have left politicians struggling to say anything good or positive about one another or about any real progress they are making on tough issues. There has been a fair amount of traditional media attention paid to large international public and mass transportation projects. Citizens are seeing renewed pressure for legislators and voters to consider such options in the United States. One might be surprised at the sharp divides that persist not only along obvious party lines, but there is also a fundamental difference of opinion about how Americans can orient ourselves on a path for success in this area and what the priorities should be.

In a large country where states must not only weigh in on infrastructure issues but also ultimately support them, objections are continually raised. There is one area where promising bipartisan conversation had been occurring and where, if politicians chose to so focus, we could see real progress to make people feel a bit better about U.S. political leaders and their ability to get things done. That centers on the idea of an infrastructure bank or guarantee fund that would help underwrite certain projects to expedite them, cut out the need for Washington involvement on the approval process, and arguably give the projects a more nimble orientation in general. More projects leads to improvement in local economies and jobs, proponents suggest. Of course, nothing is ever as simple as it appears to be.

High Speed Rail

Recent coverage on NBC Nightly News touted the launching of a new high speed train in China. The first report filed presented a “no-brainer” argument on why the U.S. should follow the Chinese model and push forward with a similar approach. They did note that challenges would face the U.S. that the Chinese do not have: 1) the need for bipartisan support; 2) full governmental transparency; 3) funding issues; 4) environmental regulations in the U.S. that would not be overlooked but which do not exist in China, among them.

The second report had a more U.S.-centric view of existing rail projects. There is the eastern corridor of the U.S. (Boston-New York-D.C.) line but it is a mixed model, relying in parts on regular rail tracks to convey the trains, thus slowing them. And there are the California and Nevada projects (Los Angeles-San Francisco-San Jose and Los Angeles-Las Vegas) in various stages of development. The report also showed Transportation Secretary Ray LaHood extolling the economic development value of these and other prospective high speed rail projects that, like the U.S. Highway project of the 1950’s-60’s, would connect the whole country in a more efficient manner. La Hood and others argue this is something we cannot afford NOT to do and that the economic impact would jumpstart the economy. Meantime, governors from Wisconsin, Florida and Ohio have stood up in loud opposition. What is the underlying issue and what is the truth?

That’s hard to say. Somewhat surprisingly, this discussion is not a new one. There is good documentation on this issue going back more than a decade. In 1992, The Boston Globe’s Steve Morrison published a succinct article that stated the following, “First, we live in a country with a lot of land per person, putting us 148th out of 208 countries in population density. Our 69 people per square mile is one-fifth of Western Europe's 380 and one-12th of Japan's 850. Of course, there are regions in this country with high population densities. Nonetheless, the National Research Council could find only one route—San Francisco to Los Angeles—on which a high-speed rail system could cover its cost, and then only if all existing air passengers switched from air to rail!”

The specific numbers have most certainly changed, but the point is well taken. The U.S. doesn’t have the concentration of people in the concentration of geography that most other countries have. Americans are well-known for their love affair with their individual vehicle use. Should car drivers change their orientation? Likely yes. Will they? Not likely until it becomes prohibitive from a cost standpoint.

There are special interest groups who advocate for one position or another. On issues from bike use for regular transportation, to oil independence for national security, plenty of Americans would do something other than drive their own cars, but this is a big country and for many, even if they could get from Denver to D.C. on a high speed train or San Francisco to St. Louis, once they got to their destination, they’d probably have to rent a car to get around. For a family of travelers, a road trip still makes more sense for many destination vacations.

Pragmatically, critics argue that the government subsidies that would be required to make the construction of a cross-country high speed rail network real are so substantial that any benefit (environmental or otherwise) would be offset and minimalized by the investment in tax dollars.

There are powerful administration resources pushing hard for high speed rail, as it is seen as a key to future growth and development. An elaborate 20+ year plan and the expansion can be found on www.ushsr.com, the U.S. High Speed Rail site. The data supporting the idea of high speed rail lines are outlined clearly there.

For people interested in a multi-series point/counter-point approach that presents both sides of this issue, there is a recent series of articles on a blog called infrastructurist.com (www.infrastructurist.com). This series provides a complex look at this issue and presents data which U.S. voters should become informed. But it is a fundamental question about which U.S. voters really ought to inform themselves. All Americans deal with the challenges and setbacks associated with the relatively outdated infrastructure system. Whether it’s bottlenecks at overused regional airport hubs, traffic jams from coast-to-coast in the metropolitan areas Monday through Friday or tie-ups on recreational traffic corridors (such as I-70 in the Rockies during ski season), Americans must find a way to address the country’s need to move people and freight expediently and safely.

The Infrastructure Bank

Funding these national economic, multi-state initiatives often is at the center of the discussion. Local (state) legislators cannot be involved in the decision other than voicing the opinions of their constituents. Until recently, Senator John Kerry (D-MA) and Senator Kay Bailey-Hutchinson (R-TX) put forth a proposal in March of this year that has not gotten as much attention as it probably should. As suggested earlier in this article and after watching a recent episode of Meet the Press (8/7/11), several people, including Sen. Kerry himself, argued in favor of such a proposal which would establish a relatively small ($10 billion) fund to underwrite certain projects. The Obama administration has come out in favor of the idea and offered to augment the fund. Economic development and job creation concerns fuel the White House’s enthusiasm.

The idea is that the initial $10 billion dollar investment fund could swell, through private investment, to as much as $640 billion over a 10-year period. Hutchinson says such a “private public partnership would help us to address water, transportation and energy infrastructure needs.” This plan would allow the Federal Government to fund up to 50 percent of a project. This “out of the box” approach touted by Kerry and Hutchinson is garnering broad support from key stakeholders such as Thomas Donohue, President of the U.S. Chamber of Commerce, as well as AFL-CIO President Richard Trumka.

Trumka and Donohue also advocate for “an appropriate increase in fuel taxes.” Here is where some may balk at supporting the ideas. The current tax on gas is at 18.4 percent and has not been altered since 1993. But now does not seem to be a good time to increase taxes for many people. Further detractions come from many Republicans, going back to Bobby Jindal’s point in 2009. Jindal and others suggest the money is better spent on bringing our highways up to speed for safe and effective travel that would benefit more people (as opposed to just the train riders).

The dividing line is thus fairly clearly drawn for the Democrats and Republicans. There are major companies that would also like to see such development occur and some people advocating to let private industry come to the table with ideas, funding mechanisms and proposals to integrate their goods and services into the plan. In many cases, however, these are not U.S. companies, and the fear is that all the good economic development will flow out of domestic wallets into the hands of European Union or Asian manufacturers. There are provisions in place in several rail projects for high speed trains whereby only America goods can be used, including U.S. produced steel, before any foreign resources can be used.

Whatever the path looks like moving forward, it seems there is an opportunity on both issues, the high speed rail discussion and the infrastructure fund, for leaders to lead and for voters to press for decisive action. As a large industrialized nation, this country must face various challenges and make decisions, even if these decisions are incremental at this point. All options must be considered as citizens press for facts and voice opinions to state and federal officials. Much will be lost if this process is not done correctly, and infinitely more will be accomplished if clear measured steps are taken with an eye toward scalable and replicable decisions that reflect the best options. Americans must apply clarity in these plans in order to find successful solutions to these growing problems.

Public-Private Partnerships

By: Judy Taylor Issue: Rebuilding Our Infrastructure Section: Government

Benefiting the Community as a Whole

There is little doubt that downtown Denver is a vibrant area with numerous, outstanding destination sites including the Denver Center for the Performing Arts Complex, the Colorado Convention Center and several newly constructed nearby hotels. And, situated along 14th Street in downtown Denver is another area bustling with activity.

The 14th Street project came about after a 2009 election vote and the formation of a general improvement district. This innovative public-private partnership includes commitments from the private property owners to contribute $4 million to the overall $14 million cost while the Denver Better Bond Program provides the remaining $10 million for the project.

One of the goals of the expansion is to encourage outdoor seating, ground floor shopping and dining. And, as a result of this initiative, sidewalks are being expanded and about 200 trees are being added as well as flower planters along the street. Improved pedestrian lighting, crosswalk bulb-outs, decorative street corner monuments and bike racks are all part of the renewal of the area as well. And while a dedicated bicycle lane will be added in the street, on-street parking will be retained.

New signage and the addition of corner monuments add to the visible changes. Twelve 20-foot-tall pillars will clearly assist pedestrians and drivers through the downtown area between Market Street and Court Place. At night, these signs, will light up along the 12-block stretch.

And, because of the innovations and improvements, 14th Street is becoming known as the Ambassador Street due to the diversity of visitor-oriented uses found along this corridor. “With the completion of this ambitious plan, 14th Street will serve as an excellent complement to the 16th Street Mall,” said Tami Door, president & CEO of the Downtown Denver Partnership. “Consistent with the vision of the 2007 Downtown Area Plan, 14th Street will truly be a magnet for pedestrians, which will benefit residents, business owners and the overall community.”

Former Deputy Mayor and Manager of Public Works, Bill Vidal, called the project and area a multi-modal corridor. “The project is unique in that in addition to the Better Denver Bond funds, we have property owners contributing to the improvements, and we are thrilled to see this public-private partnership moving forward.”

Meeting and consulting with property owners in the district was a four year process, assumed by the City of Denver, the Downtown Denver Business Improvement District and the Downtown Denver Partnership. A consultant team including Parsons Brinkerhoff, CRL & Associates and studioINSITE assisted with design and consensus building services.

“We are glad we could contribute to a greater ‘sense of place’ along 14th Street,” said Josh Fine of Focus Property Group. “As property owners in the area, we recognized the opportunity we had not only to improve the value of what we own, but the type of experience people have when they’re here.”

Altogether, $1.5 billion in public and private investments have been made along the corridor since 2002. Completion for the project is planned for fall 2011.

The Downtown Denver Partnership, Inc. is a nonprofit business organization that creatively plans, manages and develops Downtown Denver as the unique, diverse, vibrant and economically healthy urban core of the Rocky Mountain region. To see more of the 14th Street project plans, visit http://youtube/CVekBHpPOUM.

World Trade Center Utah

By: Adam Wooten Issue: Rebuilding Our Infrastructure Section: Government

Connecting International Business at the Crossroads of the West

The California State Legislature is the greatest economic developer Utah could ever hope for,” quips Lew Cramer, founding president and CEO of the World Trade Center Utah (WTC Utah). As California’s government increases taxes and regulations, companies in Silicon Valley and the rest of the Golden State are increasingly looking to move to the business-friendly Silicon Slopes of Utah.

Ask Cramer about what the WTC Utah does and he will list the many virtues of Utah’s business-friendly economic policies in regulation, taxes and education. The state has recently won many accolades in this area, including Best State for Business (Forbes, 2010), #1 for Best Business Climate (Business Facilities, 2011) and #2 Pro-Business State (Pollina Corporate, 2010).

Press him for more specifics about what his WTC Utah team does, and he will highlight successful corporations that excel in worldwide markets because of the advantages they gain operating from within Utah. For example, IM Flash Technologies, a joint venture between Intel and Micron Technology, chose to base its manufacturing in Lehi, Utah. In five years, the company’s flash memory market share has risen from zero to 15 percent, making its exports the majority of Utah’s nearly $2 billion in computer and electronics exports.

“Utah is the only state to double exports in the last five years, and we’ll double them again in the next five,” says Cramer.

After listening for only a few minutes, one can see Cramer is also showing–not just telling–exactly what the WTC Utah does. Some of the organization’s principal roles include increasing the world’s awareness of the Utah business community and connecting local businesses to private and public international and local resources for international business development. Cramer’s cheerleading for Utah industry recently helped the state win a widely coveted role with the World Bank. Elizabeth Goryunova, executive vice president and chief operating officer for WTC Utah and director of international relations for the Salt Lake Chamber of Commerce, is now also one of the nation’s six private sector liaison officers to the World Bank Group. This means the WTC Utah has insiders’ knowledge to connect local companies with procurement opportunities through the World Bank and other international financial institutions.

“The World Trade Center Utah is uniquely positioned to bring together many international organizations,” explains Cramer. “We are a catalyst for international trade, often introducing businesses to resources like the Gold Key Matching Service offered by the U.S. Commercial Service.” This service uses a vast network to introduce U.S. companies to potential business partners in other countries. During Utah’s recent trade mission to China, the WTC Utah helped facilitate many of those Gold Key introductions to local companies.

For the state’s same trade mission to China, Utah’s governor Gary Herbert wanted to bring some gifts. Cramer, who has formerly taught international marketing at Georgetown University and directed the U.S. Foreign and Commercial Service, is savvy about international etiquette and became personally involved. He facilitated a connection with Greg Miller, owner of the Utah Jazz and a member of WTC Utah’s board of directors, who generously contributed several autographed basketballs. As Cramer had anticipated, the gifts were a big hit thanks to the rapidly increasing popularity of basketball in China.

“We are a small organization in a small state,” he said after meeting with the entire organization in a small 15 square-foot conference room. “Therefore, we must make the most of our assets and communicate, collaborate, and cooperate. However, we are nimble, quicker to respond to opportunities. There is no bureaucracy here!”

This cooperative spirit means that others are sometimes credited for the help provided by Cramer and his staff. As long as it means Utah businesses and exports are growing, Cramer has no objections. “In fact, sometimes companies don’t want us to communicate their successes at all. One businessman, for example, will return thanking us for helping to guide him to excellent business opportunities in Japan. However, he will half-seriously joke, ‘Please tell everyone that business in Japan is terrible so that my competition does not join me.’”

Business is good for both sides in international trade, and after cheerfully telling about great opportunities overseas, Cramer will quickly return to enumerating the strengths of business in Utah.

“We’re always trying to encourage the government to adopt business-friendly policies in regulation, taxes and education. The state of Utah consistently does so, and that is why so many companies are enticed to move here from California and elsewhere,” says Cramer.

These policies also help foster business that originates and stays in Utah. “For 150 years, Utah’s primary exports-minerals-have come from the mines in our western hills. Now, a close second are the high tech exports that come from the minds in our eastern hills,” continues Cramer, referring to the respected schools like Brigham Young University and the University of Utah on the eastern sides of major Utah cities. “Now the University of Utah is launching more tech startups than any other U.S. academic institution, including MIT!”

Cramer notes that the state’s location “at the crossroads of the west” also makes it an enticing location for enterprise. In addition to the rail lines that gave Utah the crossroads name, the state also has an international airport that makes international travel and shipping quite convenient. The state also has thousands of miles of pipelines and is centrally located for trucking, with what the Utah Department of Transportation reports to be the highest percentage of highway truck traffic in the nation. This means Utah-based businesses can get their products to market faster and cheaper than many businesses located elsewhere.

Any venture considering a business opportunity in Utah should visit Cramer, Goryunova and the rest of the WTC Utah staff. It is not their passion that makes the opportunities sound great; it is actually Utah’s many spectacular business opportunities that generate so much enthusiasm.

Adam Wooten is director of language services for the Utah-based translation technology company Lingotek. He also writes a weekly column on international business, language and culture for Deseretnews.com. Contact Adam at [email protected] Twitter: @AdamWooten.

Kindness Is So Simple

By: Gayle Dendinger Issue: Rebuilding Our Infrastructure Section: Making Airwaves

Starting A Revolution in How People Treat People in Business

Who wouldn't love a 20-second KISS? That's the question that we're posing to people coast-to-coast here in America and around the world via the syndicated Experience Pros Radio Show. We're not talking about locking lips with that special someone, though. We're talking about the movement that we call, "Fan-Braggin'™" that is summed up by the acronym, KISS (Kindness Is So Simple™).

When the radio show moved from an Internet platform to mainstream terrestrial media, Angel Tuccy and I (owners of Experience Pros, LLC) made a conscious decision to present a 100 percent positive talk-radio experience for listeners in the Denver, Colorado market. Little did we know that our witty alliteration, "Fan-Braggin'™ Fridays" would quickly snowball into a national movement, something akin to the beginnings of the "Pay It Forward" concept.

Fan-Braggin'™ is simple. It only takes 20 seconds to either write 2 sentences on our Facebook page (www.Facebook.com/ExperiencePros), or call-in live during our radio show from 10-Noon MDT to share a story about whom you love in business and why.

It could be anyone with whom you have done business—and would do so again. We're looking for stories of what we call Extreme Customer Service, where the power of your simple kindness triggers a chain reaction of goodwill and in-kind response.

When you say something nice about someone else—THEY WIN because it's them you're talking about. And YOU WIN because it makes you feel good! And EVERYONE WINS because now we know where to go when we need a similar service!

Not only that, but kindness has a reciprocal nature. When you say something nice about others, they tend to say something nice about you. And if you do it on the Experience Pros Facebook page, you're sharing your kindness with thousands of others! And then WE say something nice about YOU! So it's LITERALLY a WIN³ x 2!! (That's 54 WINS by the way!) Where else can you find that kind of return on 20 seconds of ANYTHING?? KISS someone today, won't you?? And remember, Kindness Is So Simple!™

Go to www.facebook.com/ExperiencePros and invest 20 seconds today, tomorrow, or every day or call the show at 866-702-7691.!

Eric Reamer and Angel Tuccy are the hosts of the nationally syndicated Experience Pros Radio Show and bestselling authors of Lists That Saved My Business, as well as several other books.

Why Are Our Bridges Made In China

By: Kathleen Kennedy Townsend Issue: Rebuilding Our Infrastructure Section: Opinion In my first blog post for The Atlantic, I talked about the breakdown of our infrastructure based on my experience with the Washington, D.C. Metro: the broken escalators, the slow Orange line, the unscheduled stops in the middle of tunnels. Today I'd like to add my complaints about the MARC computer line, where delays are not uncommon, and Amtrak's Acela, which sustained a speed of 0 mph for two straight hours in New York’s Penn Station on one of my recent trips.

I choose the quiet car, because I don’t want to hear the curses that greet one delay after another. But then I think, is passivity really the American way? Aren’t we supposed to take action, do something, get the job done? Americans solve problems. What's going on when I read that China is launching a new line of fast trains and we aren’t even able to get our slow trains going?

So I took it personally when Congressman John Mica, a Florida Republican and head of the House Transportation and Infrastructure Committee-rather than embracing the idea of an infrastructure bank that had the backing of John Kerry (Democrat) and Kay Bailey Hutchinson (Republican), the Chamber of Commerce, and the AFL-CIO-proposed to decrease infrastructure funding even beyond what Paul Ryan had proposed. Mica wants a 40 percent cut to outdo the Tea Party's cut of 30 percent. The Republicans say they want to create jobs. But making it difficult to get to work is not the right path. And it's tough to get a job when you can't get to an interview on time. On the delayed Acela, one of my fellow passengers complained (despite being in the quiet car) that he was going to miss his meeting with a potential client. As we sat in the station, unmoving, he became increasingly agitated and depressed. "In this bad economy, I really can’t afford not to meet him," he said.

In contrast, a friend just back from Europe described fast, efficient trains that don’t break down, are reliable, and are a source of pride. Our trains were once that way, too. A sign in Union Station boasts that when it was built in 1907, it was the grandest train station of its time. We were the best. But now infrastructure is seen by too many Republicans as government spending and therefore bad, or as better left to the states. Where would that have left the railroads that crossed our country in the mid-19th century, or the interstate highway system launched by Dwight Eisenhower? Nowhere. America's infrastructure quality has fallen to 23rd place in the world, according to the World Economic Forum. The American Society of Civil Engineers estimates that it will take about $2 trillion over the next five years just to repair it. We spend 20 percent of what we used to spend on infrastructure 40 years ago, yet our population is much larger today.

Now some economists argue, "Well, that was because we were building it then. We don’t need it now." But we do. Roads and bridges have to be maintained, as do trains and city transit systems. Most critically, as in past centuries, America should be on the cutting edge of new types of transportation. A nation works when it can transport goods and people easily and efficiently. And highways are not built magically. People are employed to build them.

At a time when many of the unemployed are in fact builders, painters, electricians, ironworkers, sheet metal workers-an American infrastructure bank would be a boon if used wisely and well. Proposed many times over the years, and again this spring by Senators Kerry and Hutchinson, such a bank would provide loans and guarantees for infrastructure projects by leveraging hundreds of billions of dollars in private funds along with a relatively small initial federal investment. But don't tell that to those who see low taxes as the be-all and end-all and who are outsourcing jobs to China because they can be done cheaper there.

One of the most stunning articles I've read recently described the construction of the new east span of San Francisco Bay Bridge by China's biggest heavy machinery maker. According to the reporter visiting China, "The last four of more than two dozen giant steel modules-each with a roadbed segment about half the size of a football field-will be loaded onto a huge ship and transported 6,500 miles to Oakland. There, they will be assembled to fit into the eastern span of the new Bay Bridge." "They’ve produced a pretty impressive bridge for us,” said Tony Anziano, a program manager for the California Department of Transportation.

As a country, we have to decide what our values are. Do we really want to be a nation that funds our spending spree through the Chinese, who then make our goods and do our work while we go into debt and remain unemployed? Work is more important than saving tax dollars. Jobs are critical. Work, not an unemployment check, is what makes people feel they are worth something.

The Republican focus on wealth, not work, has reshaped our politics in a way that is unhealthy for our people and our country. In the current issue of The Washington Monthly, Paul Glastris gives many examples of cultures where the rich refused to pay their share of the taxes and their nation was soon destroyed: the Han Dynasty in China in the third century AD, Hungarian barons in the Middle Ages, the 16th century Spanish monarchy, the Ming dynasty in the 17th century. In their crusade to reduce the size of government, Grover Norquist and his taxpayers group are shrinking our notion of what it means to be an American. Rather than seeing ourselves as workers, builders, creators, and visionaries, we're reduced to the role of people who fill out IRS forms. Norquist’s crabbed conception hurts our nation and our future.

I hope the combined forces of politicians, the unions, and the Chamber of Commerce will eventually overcome the resistance to the infrastructure bank. We need to create jobs, and we need to rebuild our roads, railways, sewage systems, and water systems. Most of all, we need to revive our sense of energy and excitement-the deep fulfillment that comes of making things we can touch and feel, things that really improve our lives.

Infrastructure Must Be Flexible To Operate and Create Future Opportunities

By: Gayle Dendinger Issue: Rebuilding Our Infrastructure Section: Inspirations

Recently, when Governor John Hickenlooper was sworn into office, he signed Executive Order 3 – implementing a statewide economic development strategy for the state of Colorado. It was unveiled to the public on July 20th after six months of research from a variety of citizens (5,000 citizens in all 64 counties of Colorado) across the state, “We hope you will stay involved in our collective effort to develop economies across Colorado. Success breeds more success, and communities that embrace collaboration will reap the benefits,” says Hickenlooper. This blueprint highlights six key areas for the state of Colorado: build a business-friendly environment; recruit, grow and retain businesses; increase access to capital; create and market a stronger Colorado brand; educate and train the workforce of the future; and cultivate innovation and technology with a focus on the three E’s of good government: efficiency, effectiveness and elegance. This has solidified my belief in blueprints, plans, and infrastructure.

Infrastructure is the basic physical and organizational structures needed for the operation of a society or enterprise, or the services and facilities necessary for an economy to function. The term typically refers to the technical structures that support a society, such as roads, water supply, sewers, power grids, telecommunications, and so forth (see sidebar for more examples). An effective infrastructure in the business world must permit the organization to operate today, and provide flexibility for the future, create potential opportunities, and manage the risks of the business.

I view a spider’s web as a new model to achieve sustainable growth, to create a functional model for entrepreneurship/business, to create synergies, and to develop systems thinking. I have never been fond of spiders myself, but by learning more about them and what they contribute to the ecosystem, I have learned to accept spiders as a part of the natural world that people must learn to live with. Most spiders are harmless to man. Spiders are actually beneficial insects because they cut down on the population of insects that spread disease and are pests for humans. There are over 30,000 identified species of spiders, and only 60 of these species are considered dangerous to humans. Spiders teach us to maintain balance, and everything you do now is weaving what you will encounter in the future.

The odds of a spider successfully catching its prey depend greatly on the size, strength, and design of the web. Common sense tells us that sturdy, tightly woven webs catch more prey than weak webs with large gaps. A spider’s survival is contingent upon its first act, the building of its web. That first project paves the way for the rest of the spider’s existence.

Not only does this design work well for the spider, but provides a great model for us two-legged creatures as well. The simplicity of structure and intricate detail of the spider’s web is something every organization should aspire to achieve. A sturdy, well-designed base allows both leaders and workers to find a quiet vantage point. A spider must have a sturdy, tight web; the web’s design, size, and strength increase its chances of survival. The intricate connections between strands are what support and strengthen the web. The infrastructure of a plan, road, telecommunications, water supply, etc. serves the same purpose as a spider’s web by helping the collaborative effort to acquire essential resources. If you get an opportunity to review the Colorado Blueprint, you will notice that much thought and effort was put into the plan, and many collaborative state government organizations participated (www.colorado.gov). I applaud the efforts of the group who worked on this to create such a strong “web.” Not only is the state of Colorado making strides in infrastructure, but the stories that you will read in this issue are also making advances.

Blueprints are necessary to build our dreams into real accomplishments. They are what will give us direction and greater purpose. Being committed to visionary goals is the “blueprint” of the future. The Colorado Blueprint is a shining example of connecting in such a way that everyone within the system is properly supported.

Michael Porter says it best in Clusters of Innovation, “A strong physical and information infrastructure is a baseline requirement to establish and sustain a prosperous regional economy: Good quality roads, highways, airports, railroads, water, and power support the efficient movement of people, goods, and services as well as the quality of life of citizens.”

95% of the population lives outside the United States.

The lists below can help companies begin the process. THE CONTACTS:

Paul Bergman―Director of the U. S. Export Assistance Center in Denver

Email: [email protected]

Phone: 303-844-2643

Brett Gerson―attorney-advisor with the Department of Commerce, Office of General

Counsel, and Office of the Chief Counsel for International Commerce (OCCIC) where he serves as legal counsel to the Department’s International Trade Administration.

Email: [email protected]

Phone: 202-482-5595

Glen Roberts―Director of the Bakersfield & Fresno U.S. Export Assistance Centers

[email protected]

Phone: 559-348-9859

THE RESOURCES:

The STEP Initiative increases

small businesses exporting and the value of exports for those small businesses that are currently exporting. This program builds on the President’s National Export Initiative which works to double U.S. exports. For more information, visit: www.export.gov

The Department of Energy and National Renewable Energy Laboratory have open discussions with U.S. Exports Centers for matching companies in the solar, wind, bio and water industries.  Creating partnerships are validated through embassies and consulates.

U.S. Export Centers across the nation host events to enlighten the exporting process.  One such event is the 2011 U.S.-China Legal Exchange.  CLE credits available.

10/17

San Francisco, CA October 17, 2011 Location: TBD Website and Registration: https://secure.acceptiva.com/?cst=4817bd

10/19

Denver, CO October 19, 2011 Location: Denver University, Sturm College of Law Website and Registration: https://emenuapps.ita.doc.gov/ePublic/newWebinarRegistration.jsp?SmartCode=2Q0Z

10/21

Atlanta, GA October 21, 2011 Location: Metro Atlanta Chamber of Commerce Website and Registration: http://metroatlantachamber.com/content/Event.aspx?Code=54a6a540-2e75-413c-9165-5e84319a212f

Related articles

• Oct. 5-7: Export seminar helps businesses build markets (wsunews.wsu.edu)
• New funding available for Maine exporters could be a boost to economies for local communities and the state (thevalleyvoice.org)
• Utah's economy driven by exports ()

Meet Marcia McGilley

Issue: Innovation, Growth, Job Creation Section: Advisory Board

Director, South Metro Denver Small Business Development Center

Contact Marcia McGilley:

Director, South Metro Denver Small Business Development Center 6840 S. University Boulevard Centennial, CO 80122 p: 303.795.0142 [email protected] www.SmallBusinessDenver.com

Marcia McGilley is currently the Director of the South Metro Denver Small Business Development Center (SBDC) hosted by the South Metro Denver Chamber of Commerce in Centennial, Colorado. The Center, which services over 1,500 individuals each year in pursuit of launching or growing their own businesses, has recently achieved national recognition as one of the top ten SBDC’s in the country by the U.S. Small Business Administration. On May 3, 2011, Greg Lopez, Colorado District Director for the U.S. SBA – Region VII, presented Marcia and her Center the 2010 Small Business Development Center of the Year Service Award for Excellence and Innovation.

Hailing from Kansas City, Missouri, she grew up in a rich entrepreneurial setting. In fact, twelve of her immediate relatives are entrepreneurs including her father, mother, two sisters, two grandfathers, grandmother, aunts, uncles, cousins, and brothers-in-law. The family seemed to see business opportunities in life’s every moment, from her mother’s wedding consulting to her father’s funeral business.

Shortly after graduating from the University of Kansas with a double major in Political Science and Speech & Drama, Marcia’s first step was to learn as much from corporate America as she could while creating an entrepreneurial nest egg. During that time, she held various sales and marketing positions with Hyatt Hotels, The Lee Apparel Company, and Showtime Networks.

After 10 years of incubating her own skills, and with $5,000 in hand, Marcia visited the local SBDC to start her first business in 1989. Based on her initial training, she quickly worked up a business model, bought her first computer, joined the local Chamber of Commerce, and began a marketing consulting firm focused on providing companies with full-service marketing assistance. The result of her first foray in the family footsteps was impressive indeed, as she succeeded in assisting over 1,000 new companies launch in the next 10 years.

She went on to launch five other companies of her own including a motivational speaking company, a murder mystery theatre troupe, and most recently, Limelight Presentations, LLC, a presentation skills training and consulting firm.

While money is often important, it is not Marcia’s central driving force. She believes that the true score card in her personal life is the number of people she has helped. Throughout her career, Marcia has donated her time as a consultant to four different SBDC’s across the country and believes in their mission of being the number one resource for small businesses, while assisting them in starting, growing and prospering — making their entrepreneurial dreams come true. Moreover, Marcia has held leadership positions supporting those people with cancer at The Cancer FitSpa and QuaLife Wellness Center, all the while running her own business as a national motivational speaker.

She grew up attending summer camp and going on winter ski vacations in Colorado, remarking on her 13th birthday that someday she would live in Colorado, own her own business and a mountain home. In 1993, she embarked on just this path, moving to Colorado, owning a successful business, and by 1996, owning a home in Silverthorne. This solidified her dream. Since joining the South Metro Denver SBDC in 2008, Marcia has added such prestigious programs as the Colorado Leading Edge business planning program, a unique pilot project for SBDC’s and the Cleantech Open, and grew the capital formation for the Center’s clients from $1M to $7.5M in two years. She built strategic alliances with public, private and governmental entities such as the South Metro Denver Chamber, the Cleantech Open and the WIRED organization, to deliver best-of-practice training and individualized business consulting, planning and market research for the five state regional teams.

Marcia is both a professional speaker and actress. She has been a member of the National Speakers Association for over 10 years and is represented by Big Fish Talent for film and commercial work. She is an entrepreneur’s entrepreneur and she is likely to continue launching others’ ideas, and her own, for a long time to come.

Meet Dawn Gifford Engle

Issue: Innovation, Growth, Job Creation Section: Advisory Board

Contact Dawn Gifford Engle:

PeaceJam Foundation 11200 Ralston Road Arvada, CO 80004 p: 303.455.2099 [email protected] www.peacejam.org

Dawn Gifford Engle has a background in public service. She worked for the U.S. Congress in Washington, D.C. for 12 years, first as a research assistant to U.S. Senator Robert Griffin, and then as Legislative Assistant to Congressman Jack Kemp and as Legislative Director to U.S. Senator Robert Kasten. In 1986, she was promoted to be Senator Kasten’s Chief of Staff, becoming the youngest woman ever to serve in that position. She also served as an assistant director of the Republican Platform Committee. In 1994, she founded Colorado Friends of Tibet, a statewide nonprofit organization.

In 1994, Dawn Gifford Engle and Ivan Suvanjieff began working together to create the PeaceJam program, which was launched in March of 1996. Suvanjieff and Engle became husband and wife in March of 2000, with Archbishop Desmond Tutu presiding over the ceremony. Currently, Suvanjieff serves as PeaceJam’s president, and Engle as the foundation’s executive director. Over the past 15 years, almost 650,000 young people across the globe have participated in the PeaceJam program, creating more than one million projects to improve their communities and the world. In September of 2008, The Dalai Lama, Jody Williams, Shirin Ebadi and 7 other Nobel Peace Laureates joined together to launch PeaceJam’s ‘Global Call to Action’ campaign, calling for one billion acts of service and peace by the year 2018.

Dawn Gifford Engle has received dozens of awards and has been nominated six times for the Nobel Peace Prize. She was the co-director of the award-winning documentary film, PEACEJAM, produced four hours of programming for BBC World, and co-authored the book, Simple Acts of Peace, which was published by Penguin Press in 2008. New projects include 2012: The True Mayan Prophecy — her first solo film directing effort which was released this year. To learn more go to http://www.peacejam.org!

Innovation and Growth Are Imperative To Creating Jobs!

By: Jan Mazotti Issue: Innovation, Growth, Job Creation Section: Letter From The Editor

We are in one of the worst recessions in American history. More than one in 10 Americans is without a job, and the federal budget is driving our country’s debt to unparalleled levels. Because of this, and because of an uncertain legislative atmosphere, many businesses —small and large — are postponing capital investments in their businesses and are holding off on hiring additional workers.

This issue of ICOSA is focused on collaborations that are innovative and/or growth-based and that have the potential to create jobs. Our cover story on competitive taxation is a compelling argument to restructure corporate tax codes to make the system more competitive globally, thus increasing the pace of economic growth here in the U.S. to support conditions for robust job creation and investment in the private sector.

The article on foreign direct investment in the U.S. offers a counter to a historic argument among liberals and conservatives. The article details how foreign direct investment is a key source of capital, job creation, and innovation, while sustaining U.S. exports.

PepsiCo’s Indra Nooyi is another fascinating story of innovation and growth. The company, as most people know, does not just operate in the United States, but rather it has a massive international reach with presence in more than 200 countries. In its own way, it is a “citizen” of many cultures and lands, therefore it must be a “force of good in society,” said Nooyi when discussing innovation with the Business Roundtable. Nooyi asserts, “Industry creates jobs, keeps the wheels of the economy turning. Government should celebrate us, not regulate us.”

Haroum Cowans is another entrepreneurial collaborator who is reviving iconic neighborhoods in his city, which he believes further serves as a catalyst for larger redevelopment. At the same time, Cowans supports entrepreneurial education for inner-city youth who are looking at their future in a dismal economy. He serves as an interesting case study for how “guerilla entrepreneurship” can change the way communities deal with poverty, low graduation rates, violence, and economic viability.

These are just a few of the interesting stories in this issue — stories of what is working locally, regionally, and nationally. They are stories of how creative, collaborative doers are working hard to sustain innovation and growth to create jobs wherever they are.

The United States is at a critical juncture, and the big question is what are we going to do about it? We need aligned, growth-oriented policies implemented by collaborative businesses and leaders that encourage investment and innovation for growth, and that spur on job creation. It might be the only way to restore the economy in this country. Think about it.

All the best,

- Jan Mazotti

Taking Risks Is Sometimes the Answer

By: Gayle Dendinger Issue: Innovation, Growth, Job Creation Section: Letter From The Publisher









ICOSA is thriving! And when I say thriving, I mean it.

I should apologize for my enthusiasm, but I won’t, because since its inception, ICOSA has made some truly noteworthy advances. And while I am excited about the direction of ICOSA’s future, it is only through each past experience that the magazine has grown to be what it is now.

Looking back, I am exceptionally proud of the connections that we have made over the years — whether it is our writers, our connectors or our collaborators — we have all taught each other something about collaboration. The magazine has become a tool to share the stories of people and groups across academia, business, community and government who truly affect change.

In 2005, during a staff meeting, I shared materials that I had researched on the fundamental principles of collaboration. As an enthusiast of symbolism, I was struck by information on the Native Americans portrayal of animals and how each one is representative of patterns in nature. Grasshoppers, for example, represent messengers of good news that benefit the entire community, while the bear represents protection, strength and the progeny of the tribe.

As I continued my research of this lore, I found that certain creatures exude characteristics that are essential for their collaborative models to endure. It was through this exploration that my staff and I decided to write a book about these characteristics and their relation to collaborative efforts.

It was shortly after our decision to write the book that I met the business school dean from Colorado Christian University. I spoke with him in depth about the book and he offered us the opportunity to teach a leadership course entitled, The Building and Deployment of Connection and Collaboration. As a result of the experience with these students, we were able to finish our book.

Nearly three years later in 2008, the economy was in an atrocious state. In an effort to keep our core business, an international logistics company, afloat we decided to purchase a $99 magazine template and publishing software — it was from there that ICOSA was born. With the addition of our art director, we managed to produce a 64 page magazine similar to what readers see today in just six weeks.

In just over two years, ICOSA has grown from an idea and is transitioning into a full media company. We are now working with various universities to offer an expanded course on connection and collaboration with the expectation of updating our book with new principles and practices that we have learned from our collaborative partners and their amazing stories.

The magazine continues to be a source of best practice case studies, while our new radio show, Connect and Collaborate with ICOSA on the Experience Pros Radio Show on 560 AM (in the Rocky Mountain region) highlights various contributors and topics.

We are proud of our work, and not just our staff, but contributors too. We know that without their support we wouldn’t be where we are today. I am honored to have worked with former Mayor turned Colorado Governor John Hickenlooper on his collaborative project, The Biennial of the Americas 2010, which brought leaders from across the Western Hemisphere together to discuss the pertinent issues affecting our world today. The Biennial emanated the mission of ICOSA and is an example of what can happen when people come together to discuss common issues. The Biennial opened our eyes to the vast possibilities of new ideas, new stories, and new heights.

We have witnessed the amazing power people have when they connect and collaborate. I continue to ask for your help in sharing not only your stories but the stories of others through our magazine and now through our radio show. Together we can create success.

- Gayle Dendinger

Innovation and Job Creation

By: Daisy Rocha Issue: Innovation, Growth, Job Creation Section: Opinion

A Youth Perspective

Six years ago, when I was 12, I walked into YouthBiz for the first time. I was stunned to see people, not much older than myself, running a program that advances the social and economic empowerment of youth through a focus on entrepreneurship, education, and community leadership. On that first day, I knew I would be a leader in this organization. With all of the new responsibilities and expectations of a first job, over time, I began to understand how important the entrepreneurial, academic, and leadership skills were to my future. YouthBiz uses a peer-to-peer leadership model. Youth who have excelled in the foundational programs are hired to facilitate classes, participate in program evaluations, and engage in curriculum development. When I started the program, I realized the youth leaders were not much different from me. In fact, they were just kids from school, or neighbors, or friends. But seeing them lead at YouthBiz, I saw a different side of them. They had an intention and goal, not only to teach, but to help others help themselves.

Early on, I had the ambition to become a youth leader and was willing to do whatever it took to earn that position. By the age of 15, I proved my dedication and was hired on as a youth leader. During my tenure, I had to overcome many challenges, but this only made my experience richer because I was able to share my story, my struggles, and my triumphs with other youth. I was proud to set an example of accomplishment for my fellow peers and trainees, and I would soon realize how unbelievable it was to be a part of a program run by young adults.

YouthBiz is not only an after-school program, but a first job experience for youths in a predominately low-income neighborhood with few options for employment. Many young people apply to the program because they see the financial incentive as a way to earn money and help their often financially struggling parents. Last year, the organization conducted an extensive survey asking young people what they valued most about their experience at YouthBiz. It was a surprise to find that the financial incentive was the primary reason most kids applied. However, by the time students completed the program, skills and knowledge gained became the primary reason for participation.

In some neighborhoods, the odds are often against the kids finding success and opportunities. There is a perception that there is no alternative to the neighborhood norms of poverty, lack of opportunities for education, and gang affiliation. I have worked with so many students who tell me, “I’m stuck here. I don’t know what to do to make a future for myself.” YouthBiz targets northeast Denver neighborhoods where the high school graduation rate is below 50 percent, one-third of children live in poverty, and there are higher rates of violence compared to any surrounding neighborhood.

We must change the path. We need more programs and businesses that are willing to hire youths in leadership positions, giving them the opportunity to develop and apply their knowledge and strengths in a real-world setting.

I have taught hundreds of students at my time with YouthBiz, but Omar really stands out. One day he stood up to do his public speaking presentation. I asked him, “Are you sure you don’t want to use your notecards? They will help you talk about your main points.” He simply replied, “I don’t need notecards to remind me of what I have to say.” As he shared the challenges facing him, his failures and victories, I saw a change in him. His story held the class in awe — they were speechless as this fourteen-year-old talked about how drugs and gang affiliation encircled his world, but how he was resolved to choose a different path for himself.

At that moment, I realized how lucky I was to be part of an organization creating space for young people to be honest and hopeful, while inspiring others to envision and work towards their future. Knowing and working with the participants closely, I see the need for and value of job creation for our communities. So many young people, like Omar, feel they do not have options to build a future for themselves. I believe job creation means empowerment to pursue and innovate ideas, allows people to provide for themselves, their families, and the community around them. And I know, this economic empowerment can lead to social empowerment.

I am stronger today because of my affiliation with YouthBiz. My experiences have taught me the importance of inspiring and supporting young adults to overcome obstacles, and it has broadened my views, especially working with such diversity. In the fall of 2011, I will attend the Metropolitan State College of Denver where I plan to major in Journalism and minor in Communications so that I can capture and report such true-life stories like Omar’s. Because of my experience at YouthBiz, I have been enabled to pursue my goals, become a role model in my neighborhood, and work towards the empowerment of the young adults in a community.

Imagine a network of young people, empowered with character, vision, and leadership in every community. Powerful, isn’t it?

Job creation translates to a more secure community that can invest in schools and young people’s futures, and can bring positive change to society’s perception of a neighborhood. I see YouthBiz and similar youth development programs as an opportunity for students to open new doors to their future and for their community. Rarely are we given the opportunity to make a significant difference in the life of another person. YouthBiz gave me the drive to push myself to do what seemed impossible. My experience has prepared me to get out there, set big goals for myself, and pursue a life filled with passion and dedication. Before my early YouthBiz days, I would have been afraid to step out as a leader, but now I seek opportunities for leadership and to advance my career.

We need programs to support our youth. Throughout history, young people have driven innovation and change. We cannot ignore the intelligence, drive, and valuable resources that they bring to the table. To not invest in these communities, we are missing a huge opportunity to empower young people who can approach the enormous social and economic challenges facing our neighborhoods with ingenuity, an awareness of the fabric of the community, and a dedication to creating positive change because it is their home.

Daisy Rocha is a YouthBiz Youth Marketing & Fundraising Intern and a high school senior.

Connect + Collaborate with ICOSA

By: Eric Reamer Issue: Innovation, Growth, Job Creation Section: Making airWaves

When Angel Tuccy and I were first approached in 2009 by executives of AM 560 KLZ in Denver, the possibility of their grassroots radio “revolution” gaining momentum found a crack in the soil of the business community, and a seed was planted. Up until that time, the Experience Pros Radio Show had been a once-a-week, one-hour internet radio show with an average listenership of 200 people per week. The opportunity to bring their unique message to tens of thousands of listeners inspired them to think big, and take the leap of faith that brought their show to the Colorado airwaves for 30 minutes every weekday for the first 15 months, and is now live for two hours (10:00 a.m. – noon MST) Monday through Friday. The whole point of our radio show is to feature the very best in business from the customer's point of view. By giving the listeners a voice that trumps paid endorsements and advertisements, we open the door to a more genuine collaboration between business owners and their customers.

This is why Tuccy and I call the show a “revolution.” And, it appears to be taking root, as more and more business owners are finding a common source of connection with each other, their customers and their communities. The Experience Pros' use of current technology, including web 2.0, social media, and terrestrial radio, has provided a much broader opportunity for the audience to participate in the conversations being presented. Listeners may call-in, e-mail, tweet, text or write their comments and questions on the Experience Pros' Facebook page (www.Facebook.com/ExperiencePros). And because the show is live, we respond in real-time to the stream of incoming commentary.

Partnering With ICOSA

In March 2011, the message of ICOSA hit the airwaves as the Connect + Collaborate with ICOSA show joined the Experience Pros Radio Show. "We are very pleased with our partnership with Experience Pros", says ICOSA founder and publisher, Gayle Dendinger. "They have provided us with a vehicle for our message that we did not have previously and provided a solution that we didn't need to recreate."

Connect + Collaborate with ICOSA started as a once-a-week segment of the Experience Pros Radio Show, airing Thursdays from 11:20 a.m. to noon (MST). Hosted by ICOSA's editor, Jan Mazotti, the show's guests have included six-time Nobel Peace Prize nominee and award-winning filmmaker, Dawn Engle as well as the Executive Director of the World Trade Center Denver, Karen Gerwitz.

“We are thrilled to report the huge impact and positive feedback that we are receiving from our listeners,” says Tuccy. “ICOSA brings a fabulous lineup of guests and truly fresh information to our programming that our listeners are raving about!” And the show's ratings, already strong in a competitive business talk market, support the value that ICOSA brings to the table. There is a demonstrative spike in listenership that has grown every Thursday since the addition of the program. The news that people were indeed listening and responding to the content prompted discussions about expanding ICOSA's footprint within the Experience Pros Radio Show. “We are very happy to announce that beginning the first week of July 2011, Connect + Collaborate with ICOSA will expand to a daily presence, airing from 11:20 - noon (MST) Monday through Friday,” says Mazotti.

We couldn't be more pleased with our growing relationship with ICOSA. Here is a company (ICOSA) that doesn't just talk about collaboration — it actually lives it in every aspect of its corporate and community-minded culture. ICOSA’s vision and objectives are a perfect complement to our own, and what we have created is a perfect example of a business connection that offers a result that is greater than the sum of the individual parts.

The show's listeners are the ultimate beneficiaries of this partnership, and the readers of ICOSA are invited and encouraged to tune in to experience it for themselves. Residents of Colorado and the five-state region reached by KLZ may tune in at 11:20 AM (MST) on AM 560 on the radio dial. The show is also streamed live on www.icosamag.com or www.560TheSource.com. Archives are available on iTunes or www.ExperiencePros.com.

Rediscovering a Great American City

By: Emily Haggstrom Issue: Innovation, Growth, Job Creation Section: Government

Salt Lake City’s Economic Prosperity

It’s a city perfectly situated for a balanced life of work and play. Nobody knows this better than residents of the greater Salt Lake metropolitan communities, nestled between the Great Salt Lake and the steep Wasatch and Oquirrh mountain ranges, lending to dramatic sunsets and staggering colorful vistas fit for an artist’s pallet.

For the most part, Salt Lake has been attributed to The Church of Jesus Christ of Latter-day Saints (LDS), weekend ski trips, and films at its annual Sundance Film Festival. But what businesses are slowly figuring out and what outsiders will soon embrace about this quiet city, is that Salt Lake is a prominent source of business and employment with a renowned and undeniably reliable workforce. Whether this is attributed to a trifling nightlife, a rich outdoor lifestyle or simply the desire for rich family culture, residents and transplants of Salt Lake’s metropolitan communities are proud to live in this ever-growing and vibrant state.

It is during one of the nation’s worst economic slumps that Salt Lake and the state of Utah have had what some may consider an economic deliverance. The city and its surrounding metropolitan areas are thriving with new manufacturing facilities, sprawling new business campuses, and data centers popping up in every part of the city, while other parts of the country are experiencing development stagnation.

Growth persists in key industries as Salt Lake continues to lead the charge nationally in a quest for sustainable economic recovery, courting some of the biggest names in business by offering huge economic incentives in the form of tax breaks. Global companies like Oracle, eBay, Adobe, Goldman Sachs, and Proctor & Gamble are either expanding or locating to the Salt Lake valley and working with all that Utah has to offer. “Success breeds success, and we want companies that fit together and offer opportunities to each other,” said Jeffrey Edwards, president and CEO of the Economic Development Corporation of Utah (EDCUtah), a public-private partnership that assists businesses in relocating or expanding into the state.

However, most of the state’s success can be attributed to the government of Utah — it shines as a bright light among states in the West with a balanced and stable budget that offers consistency in the face of an on-going fiscal crises. In what could be considered a truly conservative move, the Republican-forward state cut a third of the government functions, saving money and allowing contracted private sector entities to fill many former government roles. The Governor’s Office of Economic Development, an executive branch agency of the state, believed there was no reason to do what the private sector could do better, so the state gave EDCUtah the ability to offer performance-based incentives and site selections to ensure a fair-minded approach for all parties involved.

“We manage the state taxpayers’ money, and are very proud of the fact that we manage it with a high degree of private sector professionalism. And even though it is tax dollars, we expect a return on our investment. One of the key factors of what we do is post performance,” said Michael Sullivan, director of communications at Utah Governor’s Office of Economic Development.

By strategically courting companies that fit the model of each individual community’s economic climate and workforce, EDCUtah and the Office of Economic Development use a targeted approach to insure businesses and communities succeed despite individual business volatility. This helps support incentive programs whereby companies receive a percentage of their tax credits based on population and job growth.

“Economic Development in Utah is a team sport. Governor Gary Herbert has set his vision for the State, ‘That we will lead the nation as the best performing economy and be recognized as a premier global business destination.’ This goal relies on unprecedented partnerships forged between the business community and government at all levels,” said Spencer P. Eccles, executive director of the Utah Governor’s Office of Economic Development. “We utilize a mix of natural incentives found in our unparalleled quality of life, we maintain a business-friendly environment through low taxes and sensible regulations, and we offer competitive post-performance tax credit incentives to bring the best companies, globally, into the Utah business community.”

With the recent addition of international consumer products giant, Proctor & Gamble, who expanded its manufacturing arm into Utah, the state is poised for continued growth and development. “Our experience in Utah — opening P&G’s first new plant in the U.S. in more than 40 years — has been outstanding,” said Joe Tomon, plant manager of the P&G facility, based in Box Elder County, Utah. “We chose this site for many reasons, including the availability of appropriate land and space, its location relative to the areas we most needed to ship to customers and consumers in the west and northwestern portions of the U.S., availability of adequate natural resources, the skilled work force, and a strong partnership with state and local leaders. Overall it has been a wonderful experience, and we deeply appreciate the warm reception we have received from folks in the community and across the state.”

Although Utah is known primarily for manufacturing, producing everything from paper to aircraft, it is courting other key industries to diversify its economic climate. “There really is some of everything, which is a real strength for us, so that as one particular industry has a downturn we don’t feel the effects of that like other cities have felt,” said Edwards.

Lehi, Utah — labeled the new Silicon Valley — is being targeted for its ever expanding technology sector. And while most tech companies that start in Utah often leave after experiencing substantial growth, Omniture, a Web analytics company recently acquired by creative software company Adobe, has decided that it will remain in Salt Lake, allowing the local talent to stay while Adobe continues to grow its presence across the country. “Adobe’s previously announced expansion plans in Utah are a natural extension of the growth and success of our Omniture Business Unit operations. And, Utah has proven to be a great place for Adobe to do business. We’ve found the region to offer vibrant communities, a skilled talent base, and a business-friendly environment,” said a representative from Adobe Systems Incorporated.

Playing its role, Utah University, one of the original locations linked by a packet satellite to the ARPANet, aides in maintaining Utah’s technology industry’s long standing historical relationship with Silicon Valley. As technology is developed, having local organizations like Adobe, that are catalysts for business and understand the need for new and innovative ideas, these universities become more important than ever. Now companies like Microsoft, Twitter, eBay, Oracle, NSA Federal Data Center, and a major Fortune 100 company are set to announce their presence in the valley and will become beneficiaries of the local schools.

And to stay competitive with other schools like Massachusetts Institute of Technology (MIT), Utah universities have been integral in creating over 40 new businesses through on-going research and development. “Universities are economic engines. If you treat them correctly and give them the resources that they need, they really are drivers of the economy,” said Edwards.

Capitalizing on the strength of their resident talent and seeing the progress made by the local universities, which have been catapulted to the top of national statistics, a special program called Utah Science Technology and Research Organization (USTAR) was created to attract national and international thought leaders to Utah, and was awarded $250 million in funding by the state legislature. By bringing in these elite research teams, Utah is poised to set new standards in research and innovation, improving the economic environment for graduates, residents, and transplants to the city and across the state.

With the addition of these new companies and the steadfast entrepreneurial spirit of Utah’s existing businesses, the state is also leading the nation in trade, doubling its exports on the heels of President Obama’s State of the Union address where he emphasized that, “To help businesses sell more products abroad, we set a goal of doubling our exports by 2014 — because the more we export, the more jobs we create here at home.” And this is just what Utah is doing. With the collective support from the Governor’s Office of Economic Development coupled with the Economic Development Corporation of Utah (EDCUtah), Utah is on track to retain stable and sustainable businesses across the state. “Exports are a wonderful barometer of economic health,” said Jeffrey Edwards, president and CEO of EDCUtah.

Over the last five years, Salt Lake has seen 3.5 percent annualized growth, with almost 70 percent of the new jobs in the Salt Lake City metro area. Like other urban cities, sections of Salt Lake’s downtown include run-down industrial areas that are more of an eye-sore than an economic driver. However, the city devised a plan to transform areas of disrepair into attractive areas. One such example is the City Creek project, described as a “sustainably designed, walkable urban community of residences, offices, and retail stores rising over the next two years on approximately 20 acres across three blocks in the heart of downtown Salt Lake City.” Primary funding from the private sector helps to drive the project and avoids bureaucracies that exist within any city. With the completion of the City Creek project in 2012 the three square block development will serve as an example of community capitalism at its finest.

It is clear that Utah and the City of Salt Lake are brimming with capitalism and pride. Despite the many misconceptions about this state, luring businesses in is not one of them. Over 250 possible new business ventures sit in the pipeline ready to break ground and move in. With low taxes, access to multi-faceted skilled workers, and a zest for businesses that produce return on investment comparable to other large states, why wouldn’t companies want to be in Utah?

Foreign Direct Investment and the U.S. Economy

By: Tazeem Pasha Issue: Innovation, Growth, Job Creation Section: Government

Invest in America

Foreign direct investment (FDI) is a key source of capital, job creation, innovation, and U.S. exports. Firms invest in the United States to balance business growth and sustainability with global economic pressures to raise productivity and lower operating costs. Their investments contribute to the overall economic strength and competitiveness of the United States.

Businesses worldwide recognize the longstanding, unequivocal U.S. policy of openness to foreign direct investment (FDI). They invest in the United States to access the world’s largest, most innovative single-country economy with an annual GDP (gross domestic product) of approximately $14 trillion and a population of about 310 million, representing 42 percent of the global consumer goods market. The United States is the world’s largest recipient of FDI, and these investments are a sign of U.S. economic strength. Companies invest in the United States because our economy is stable, our workforce is reliable, and our climate of innovation and access to global markets can help achieve unparalleled success.

Even through the global economic volatility in recent years, FDI in the United States has remained steady. Preliminary data from the U.S. Bureau of Economic Analysis (BEA) shows that approximately $190 billion in FDI flowed into the United States in 2010, almost a 30 percent increase from 2009. Overall, the $2.3 trillion stock of FDI in the United States is nearly 16 percent of our total GDP. In numerous confidence indices, the U.S. is consistently ranked among the top. A.T. Kearney ranks the U.S. as second in FDI confidence, and the World Economic Forum has ranked the U.S. fourth in global manufacturing competitiveness. Meanwhile, the World Bank names the United States fifth in its “ease of doing business” index. Given the sheer size and industrial diversity of the U.S. economy, it is impressive to secure uniformly high rankings in business benchmarks.

In addition to new capital, foreign direct investment contributes to the U.S. economy through employment of U.S. workers. In 2009, sSubsidiaries of foreign-owned firms directly employ over 5.2 million U.S. workers, paying almost $408 billion in annual salaries and wages in 2009. Multinational firms value the quality of U.S. education and training. Their U.S. operations are often in specialized functions, leading to job creation in highly skilled sectors. They want the best workers in the world and are willing to pay a premium for U.S. talent. Recent statistics show that nearly 40 percent of U.S. jobs created through FDI are in manufacturing. On average, U.S. employees of foreign-owned firms earn 25 percent higher wages than the U.S. private sector average wage.

Another significant impact of FDI on the U.S. economy is the continued growth of its assets in research and development (R&D) and innovation. Already a world leader in R&D, the U.S. is further enhanced by FDI occurring in this sector. In 2008, over $40 billion was spent on R&D by U.S. subsidiaries of foreign firms. Recently, the National Science Foundation (NSF) collected business data gathered by the NSF, the U.S. Census Bureau, and the U.S. Bureau of Economic Analysis to find that U.S. affiliates of foreign firms have a growing share of R&D investments in the United States. Firms recognize the hospitable climate the U.S. provides for product research and development, intellectual property rights protection, and commercialization.

Not only does the United States excel in R&D, but we also safeguard new inventions and innovations through a robust intellectual property protection rights (IPR) system. Last year, 34 percent of all R&D in the world took place in the United States with almost half of the developed world’s researchers working here. This research yields to impressive results, including the research of 45 percent of all Nobel Prize winners in the fields of chemistry, medicine and physics being completed in the United States. Further contributing to our competitiveness, the U.S. has a clear global advantage in the ability of firms to commercialize their technologies while relying on IPR protection. As the Global Manufacturing Index published by Deloitte and the U.S. Council on Competitiveness notes, “Strong intellectual (property) protection not only encourages innovation, it provides a level of confidence in an economy needed to attract FDI and spur technology transfer.” Multinational companies have choices, and they choose to invest in the United States for its supportive environment for their research, development, and commercialization.

FDI’s impact on the U.S. economy transcends its borders. In addition to introduction of new capital, creation of new jobs and strengthening U.S. competitiveness in R&D, U.S. affiliates of foreign-owned firms account for almost 19 percent of total U.S. exports. In recent years, the steady rise in the proportion of U.S. exports originating from these firms is evidence that multinational companies establish themselves not only to service the U.S. market but to utilize our business climate as an export platform, as well. After all, the United States nearly doubles its market access through strategic trade agreements representing 610 million consumers worldwide. Growing this trend is integral to the success of the President’s National Export Initiative to double U.S. exports over a five-year period.

Foreign firms with U.S. operations contribute to the U.S. economy in numerous ways, ranging from job creation on our shores, to contributing to our global trade balance. These firms recognize the unique opportunity presented by an integrated U.S. platform of economic stability, open-market principles, a well-educated workforce, a focus on innovation, and access to global markets. For these and many more reasons, firms from around the world target the United States for business investment and further strengthen the overall global competitiveness of the United States.

Invest in America is the lead United States government effort to promote and support foreign direct investment (FDI) into the U.S. It is a part of the U.S. Department of Commerce. To learn more, visit investamerica.gov. Tazeem Pasha is an International Investment Specialist at Invest in America.

The Peak Solution

By: Derek D'Andre & Rhonda Paxson Issue: Innovation, Growth, Job Creation Section: Government

Promoting Customer Service, Reducing Workloads, and Providing Cost Effective Management

The Colorado Benefits Management System (CBMS) is the eligibility determination system for the State of Colorado. CBMS incorporates eligibility determination for Medicaid, food assistance, cash assistance, and the children’s Basic Health Plan, including case management functions such as work programs. Currently, anyone who wishes to apply for any of the public assistance programs must apply in person, during normal business hours, at one of the 64 county offices or approximately 155 Medical Assistance (MA) sites throughout the state that help administer the programs. Most individuals show up at one of the application intake sites without the proper paperwork and often do not know the programs for which they may be eligible. The citizens of Colorado need better access and more options for determining their potential eligibility.

The Colorado Program Eligibility and Application Kit (PEAK) was designed for this purpose. PEAK is a Web-based portal designed to provide clients and community partners with a modern and easily accessible tool to apply for public assistance benefits. It currently allows new clients to determine program eligibility and allows existing patrons to check on their benefits. New functionality was released in May 2011, which allowed citizens to apply for benefits and change their public assistance data through PEAK. The CBMS staff worked in collaboration with several states to implement the PEAK system in a very short timeframe. While the base system came from Wisconsin, certain enhancements and project documentation were leveraged from New York, Georgia, and New Mexico, as well. By working in collaboration and leveraging valuable assets from other states, CBMS has been able to deliver a cost efficient, quicker to market (compared with custom development) solution to meet the needs of Coloradoans.

The requirements and design phases of any software developing project can be time and labor intensive. CBMS was able to accelerate delivery of the system and reduce cost because requirements and design documents already existed and only required minimal changes to make them Colorado specific. Colorado PEAK is architectured as a true three tier/layer (logical and physical) object-oriented implementation. The presentation layer was developed using Java Server Pages (JSP) and HTML and is delivered to the client through the Internet. The business object layer contains the business logic for the application. It was developed using JEE technology and implemented using an IBM WebSphere application server. The data access layer was developed using the Oracle 10g relational database management system.

PEAK is already benefiting many stakeholders, but has had the most impact on the individuals who seek benefits, state staff supporting CBMS, and the county and MA site users who traditionally help those individuals apply for the various public assistance programs. PEAK is available 24/7 and has given individuals additional ways to access information about the programs. The program was implemented as a result of a growing numbers of low income residents who have access to computers and the Internet — whether at home, at work, at the public library, or at other community-based locations. The PEAK solution is available in English and Spanish, is written at a level accessible to most individuals, and provides basic instructions for people who have not used a computer previously. Assessments are anonymous, and the application is self-guiding. Therefore, individuals do not need knowledge of the various programs. All of these factors help increase participation in the programs by identifying individuals who would not normally have been aware of the assistance available to them.

Once subsequent phases are completely rolled out, the workload on county and MA site users will be significantly reduced. Individuals will be able to apply for benefits online and change their personal information, virtually eliminating much of the data entry and upfront application intake process. Finally, PEAK utilizes on-screen edits and validations to help improve the accuracy of the data entered. This will benefit all parties by eliminating data entry errors that may result in an inaccurate determination of eligibility and benefits or may prolong the overall determination process.

The PEAK initiative has succeeded on many fronts. First was leveraging the benefits obtained through collaboration. The CBMS team is comprised of multiple Health and Human Services (HHS) agency representatives who worked together to identify a technology solution to a very important customer/user business need. Second, the PEAK initiative leveraged existing leading practices from other state governmental agencies and then synergized the technical solution. Third, PEAK’s design focused on the customer’s needs and usability by being user-friendly and intuitive. Finally, PEAK’s development methodology was efficient and cost-effective when compared to standard software development life cycle projects. The full benefits related to customer service delivery and reduced caseworker activities are yet to be realized pending release of future functionality. However, this functionality is currently being piloted in several counties.

During the first four months of 2011, there was a monthly average of 3,873 self-assessments, 12,720 clients checking benefits, and 70 new applications. This resulted in a significant workload reduction on county staff who would normally assist citizens and clients with these tasks. Although no formal data has been collected, it appears that online applications can be processed by county workers in half the time it takes to process the application of a walk-in citizen. The PEAK solution can most accurately be described as a best practice that can be leveraged across government organizations that offer a similar set of services to a customer base with a similar set of needs. It is highly transferable because it is a solution that “sits on top” of the core system and can be integrated without significant changes to the core system. In addition, it can be easily tailored to the specific needs of other organizations. The PEAK solution promotes customer self-service, reduces caseworker workloads, and promotes cost effective case management.

The PEAK Initiative was also recently nominated for the 2011 Information Week Innovation Award.

To learn more about the PEAK program visit http://www.colorado.gov/PEAK/ or contact Rhonda Paxson CBMS Deputy Director, Colorado Office of Information Technology (OIT) Colorado Benefits Management System via mail 639 E. 18th Ave. Ste. 200 Denver, CO 80202, email [email protected], or by phone at 303-764-7586.

Innovation, Intention, and Implementation in Developing Countries

By: Maria E. Luna Issue: Innovation, Growth, Job Creation Section: Government

The World Bank

While most banks have retracted lending amounts, the World Bank has increased theirs, by committing themselves to, stabilizing, preserving, and enhancing foundations to build long-term economic growth. With the underlying mission of developing the world and the experience of the past five years, the Bank has stated that, “about 85 percent of the world’s economies have made it easier for local entrepreneurs to operate, through 1,511 improvements to business regulation.” And, each completed project brings developing countries closer to prosperity. The Bank supports economic conditions, project by project, which provide tools to develop and implement sound debt management strategies. In fact, their mission is to, “eradicate poverty with passion and professionalism bringing lasting results and providing people with resources, knowledge to help themselves and the environment through public and private partnerships," World Bank.

Collaborative partnerships were formed to help accomplish the Millennium Development Goals and to supplement innovative entrepreneurs as a solution to the lack of funding and development in their respective countries. The eight Millennium Development Goals which are due for completion by 2015 include: eradication of extreme poverty and hunger, achievement of universal primary education, promotion of gender equality and empowerment of women, reduction in child mortality, improvement in maternal health, combatting HIV/AIDS, malaria, and other diseases, ensuring environmental sustainability, and building of a global partnership for development.

Drawing from the innovations in the software industry, the Bank began to look at application (apps) development tools as an effective way to increase global collaboration and productivity, as well as reduce costs. As such, these apps are becoming an economical measurement and tracking tool in the development of impoverished countries. In April 2011, StatPlanet was awarded first place in a World Bank-sponsored competition for its development of a time-lapse application that registers 3000+ “usable, measurable” indicators — dimensions of economic, social, and human development — of success toward the Millennium Goals.

According to World Bank Group President Robert B. Zoellick, “One of the reasons we threw open the doors to our data was that we recognized we don’t have a monopoly on innovation. These apps clearly demonstrate how the software development community can harness technology to analyze and tackle some of the world's long-standing problems. It’s fantastic to see the creative approaches each of the finalists took, and it’s also great to see that the submissions came from six continents.” In fact, the World Bank reviewed 107 entries from 36 countries, on six continents during the competition. Prizes totaling $55,000 were awarded to several winners selected by Kannan Pashupathy of Google, Ory Okolloh co-founder of Ushahidi, and Craig Newmark of Craigslist.

The Development Timelines, created by Patrick_and_Stuart, was also a winner. Their cutting-edge app tracks the context of global development data in relation to historical events and changes in public policy. The app also accounts for the understanding of war, education reforms, economic booms and busts, and elements that foster or hinder the progress of the Millennium Development Goals.

Yourtopia - Development beyond GDP, by European-based gxu, was also a winner. Their application summarizes human development data against specific criteria. Its functionality, as described by gxu allows users to, “choose how important different dimensions of development are to you. The application then calculates how countries do overall, according to your priorities. Your personal measure of social progress makes tracking developments easy by combining large data sets into a single index. With your anonymised quiz data, you participate in constructing the world's first multiple-dimension index of human development that overcomes the problem of arbitrary indicator-weighting and proxy choices through open public voting.”

Joined by 12 others honorees, the winning software applications provide definition to the Bank’s already extraordinary databases. By reviewing the data processed by the “winning apps,” global innovators can develop solutions that are both profitable to society and those financially invested.

Partnership opportunities can be established at infoDev (www.infoDev.org) by interested individuals or companies wishing to participate in innovation programs with the World Bank. Effective implementation of Bank grants, through partnerships with infoDev and other agencies, develop the proper relationship between governments, businesses, and public/private-sector organizations. The infoDev Secretariat is housed in the Global Information Communication Technology Department (GICT) of the World Bank Group and is one of the organization’s key donors and founders. Agencies are able to access infoDev as a non-biased assembly for dialogue and announcements. They also serve as a coordinator of joint action among bilateral and multilateral donors to support global sharing of information on ICT for development (ICT4D), and the reduction of duplication efforts and investments. infoDev offers toolkits and handbooks, develops workshops, training seminars, and briefs to support policymakers, donors, and those charged with turning knowledge into action.

The infoDev organization is motivated by innovation, connection and transformation, which encompasses both entrepreneurship and growth by helping, “developing countries and their international partners maximize the contribution and impact of the private sector through direct support for ICT-enabled innovation, new businesses and partnership models and toolkits, and networking among entrepreneurs, private sector investors and the donor community," World Bank. The iDISC network consists of more than 300 incubators around the world, giving unique insights into the challenges facing ICT innovators and entrepreneurs and enabling access for all. infoDev explains that their services are integral in, “help(ing) developing countries and their international partners make smart choices and develop effective partnerships for enabling access to information infrastructure, applications and services in ways that are sustainable and maximize private investment and leverage public resources where necessary. This includes sponsoring research, toolkits and capacity building on regulation issues, expanding access to broadband, and promoting municipal networks.” Finally, the transformation element focuses on mainstreaming ICT as tools of development and poverty reduction. infoDev describes its transformation efforts as, “A rigorous program of field-based experimentation, research, and analysis. infoDev helps developing countries and their international partners make smart choices about when and how to deploy ICT as tools for development goals in health, education, livelihoods, public sector reform and other areas.”

Your innovation, your contribution to society, and something you are passionate about can come to fruition through partnerships with the World Bank and infoDev. To find more information about government grants visit www.infodev.org. And to find out more about the World Bank visit www.worldbank.org.

Maria Luna is a staff writer and copy editor at ICOSA. She has a B.A. in Communication and a B.F.A. in Multimedia from the University of Colorado at Denver. She is currently seeking her M.A. at the University of Denver in Liberal Studies, Arts and Culture. She is a committee member of the AIGA Colorado Sustainability team.