Why it matters: Together, we can create a strong future

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Jay Byers

It is hard to believe that it has been more than 18 years since I joined the Greater Des Moines Partnership team. As I make the transition from the president and CEO of the Partnership to the president of Simpson College, I have spent a lot of time reflecting on the exciting transformation of our region during that time. 

Over the past decade-plus, Greater Des Moines (DSM) has been the fastest-growing major metro in the Midwest in percentage of population, gross domestic product and job growth and has racked up a long list of national rankings and extensive national media coverage. Throughout my tenure at the Partnership, I have often been asked about the reasons behind DSM’s record of achievement. My response has been and continues to be DSM’s “secret sauce” of regionalism, public-private partnerships, visioning and leadership.

Regionalism. As a region, it is critically important that we continue to work closely together as we regularly compete against communities much larger than ours on the national and global stage. The Partnership has focused on driving economic growth with one voice, one mission and as one region, and there are many other examples of regional organizations, initiatives and projects that transcend city and county lines. This spirit of collaboration helps community leaders effectively leverage resources, efficiencies and shared services to maximize outcomes for both individual communities and the region as a whole. Moving forward, we must identify even more opportunities to partner and work together as the footprint of our region continues to grow and the world becomes even more competitive. 

Public-private partnerships. Public officials and business leaders in the DSM region have a rich history of working closely together to make big projects happen that could not otherwise get done. A commitment to civility and nonpartisanship has been an important part of these collective efforts. In today’s increasingly hyperpartisan world, it is more important than ever for DSM’s public, private and nonprofit leaders to continue to work across party lines, focus on what is best for the DSM region, and advance placemaking projects and other community initiatives. 

Visioning. For many years, leaders in DSM have come together periodically to create a bold regional vision plan and an effective implementation strategy. The Capital Crossroads 1.0 and 2.0 regional vision plans have been game-changers. Later this year, the Capital Crossroads 3.0 Steering Committee will roll out the next big vision plan to take our region to new heights.

Leadership. Strong leadership drives everything. DSM has been blessed with effective private, public and nonprofit leaders who step up with their time, talent and resources to take on high-impact projects and initiatives. As we look to the future, we need to continue to cultivate and empower the next generation of leaders to build on our past successes and move our region forward. In doing so, we must be inclusive and bring more and new voices to the table.

As I move on to my new position, I want to personally recognize and thank all of the public, private and nonprofit leaders who have embraced, modeled and championed regionalism, public-private partnerships, visioning and leadership. Our ongoing collective efforts make DSM a best-in-class region that continually fights above its weight class. Moving forward, I plan to stay actively engaged in economic and community development initiatives and look forward to continuing to work with you in my new role. 

My favorite quote is from Peter Drucker, who said, “The best way to predict the future is to create it.” Together, we can create a strong future for DSM USA.

Onward!