THE NORTHEAST OHIO ECONOMIC INCLUSION FORUM SERIES

Phase I: Identifying Challenges

PERSPECTIVES FROM THE PUBLIC SECTOR

SPONSORED BY: US SENATOR SHERROD BROWN CITY OF CLEVELAND MAYOR FRANK JACKSON THE OHIO DEPARTMENT OF TRANSPORTATION

THE FIRST IN A SERIES OF FIVE INSTALLMENTS THAT DETAIL PARTICIPANT DISCUSSIONS AND CONCLUSIONS.

CLEVELAND STATE UNIVERSITY NANCE COLLEGE OF BUSINESS

MARCH 31ST, 2011

THE NORTHEAST OHIO ECONOMIC INCLUSION FORUM SERIES

TABLE OF CONTENTS
Forum Series Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Introduction: Event Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Executive Summary: Key Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Session Breakout: Challenges Challenge: Limited Access to Capital . . . . . . . . . . . . . . . . . . . . . . . 12 Challenge: Limited Access to Opportunities . . . . . . . . . . . . . . . . 13 Challenge: Limited Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Conclusion: A Call to Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

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THE TIME IS NOW.

We are seeing historic investments, yet there continues to be institutional barriers to access, stifling upward mobility for minority [and women] owned businesses all over our State. So, the question for us today as we build upon existing collaborative efforts, is this: What does an economic inclusion agenda look like for our region? ~ U.S. Senator Sherrod Brown Historically, the people that helped to build the city of Cleveland called it home. I want to return to that tradition and make sure those Cleveland residents, female and minority-owned businesses, and local companies benefit from this most recent significant investment in our infrastructure. ~ City of Cleveland Mayor Frank Jackson

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Collaborative action to move the needle on economic inclusion in 2012.

With billions of dollars in new infrastructure and business investment in Northeast Ohio, opportunities abound for sustained economic growth in our region. It has never been more important than now to ensure the success of small businesses that create local jobs and fuel our economy particularly minority, women and historically disadvantaged small businesses. The Northeast Ohio Economic Inclusion Forum Series brings the regions most influential leaders together to leverage our existing inclusion efforts while creating a new framework for success that ensures entrepreneurs receive fair access to current procurement opportunities. In essence, the Forum Series seeks to collectively leverage the great work of the Commission on Economic Inclusion, Jumpstart Inclusion Advisors, the Minority Business Center, Northern Ohio Minority Supplier Development Council, National Association of Women Business Owners, Northeast Ohio Hispanic Chamber of Commerce and several others.

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THE ULTIMATE OBJECTIVE?

At the conclusion of the forum series, participants will develop a regional plan for inclusion and collectively act upon that plan. Ultimately, the goal is to change in the economic landscape by substantially improving the survivorship and growth of diverse suppliers across Northeast Ohio. This challenge cannot be taken lightly. The Northeast Ohio Economic Inclusion Forum Series takes a strategic, sequential approach that builds on the deliverables from each previous event toward collective action. Each event also leverages insight from women and minority entrepreneurs. At the concluding forum, representatives from all stakeholder groups will kick-off a year-long effort to effectively move the needle.

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EVENT STRUCTURE

The forum series leverages the strengths of leaders in of each sector of our community. Public sector leaders will work to identify the challenges to effective economic inclusion. Nonprofit organizations, funders and mission-driven organizations will build on the work of the public sector by designing recommendations. Private sector executives will design metrics and create a tactical plan. Throughout the forum series, insight from minority and women entrepreneurs will inform the discussion. Finally, representatives from all sectors will come together to ensure accountability and evaluate progress as the region successfully moves the needle on economic inclusion in 2012.

PHASE ONE: Identify challenges.

PERSPECTIVES FROM THE PUBLIC SECTOR MARCH 31ST, 2011

NORTHEAST OHIO ECONOMIC INCLUSION FORUM PHASE ONE: IDENTIFYING CHALLENGES

PHASE TWO: Define solutions.

NORTHEAST OHIO ECONOMIC INCLUSION FORUM PHASE TWO: DEFINING SOLUTIONS PERSPECTIVES FROM THE NONPROFIT SECTOR SEPTEMBER 1ST, 2011 Approximately 150 executives from the nonprofit sector, including foundations, arts and research organizations, universities, as well as CDCs and traditional economic development organizations, discuss how current best practices can be applied and existing resources utilized to address challenges identified in the public sector forum.

Sixty-one elected and appointed officials from the public sector, including federal, state and local government offices, take the essential first step to improvement by identifying the barriers to economic inclusion across our region and our state.

PHASE THREE: Design tactics.

PERSPECTIVES FROM THE PRIVATE SECTOR LATE FALL 2011

NORTHEAST OHIO ECONOMIC INCLUSION FORUM PHASE THREE: DESIGNING TACTICS

PHASE FOUR: Ensure accountability.

NORTHEAST OHIO ECONOMIC INCLUSION FORUM PHASE FOUR: ENSURING ACCOUNTABILITY PERSPECTIVES FROM ALL SECTORS WINTER 2012 Representatives from all sectors gather at the culminating event to individually and collectively embrace the results of their efforts a defined, measurable course of action to be employed by all sectors, providing benchmarks and guidelines for accountability in 2012.

Top executives from the regions business community assess all forum feedback to date, using previous forums as a guide to design an overarching economic inclusion strategy, a concrete and measurable tactical plan and associated success metrics.

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NORTHEAST OHIO ECONOMIC INCLUSION FORUM SERIES EVENT STRUCTURE [ CONTINUED ]

PHASE FIVE: Move the needle.

NORTHEAST OHIO ECONOMIC INCLUSION FORUM PHASE FIVE: MOVING THE NEEDLE COLLABORATIVE ENGAGEMENT FROM LEADERS ACROSS NORTHEAST OHIO WINTER THROUGHOUT FALL 2012 Although the forum series is a historic first step to designing a regional framework for economic inclusion in Northeast Ohio, the most important element of the initiative is collective action. After having framed the issue, uncovered the challenges, designed recommendations and a tactical plan, leaders from across the region will work toward defined success metrics to literally move the needle substantially driving growth among the regions diverse suppliers.

Throughout 2012, economic inclusion milestones will be documented and evaluated. Public, private and nonprofit sector organizations will work individually and collectively to enact the Northeast Ohio Regional Economic Inclusion Plan.
Most importantly, at the conclusion of this process, a substantial number of diverse suppliers across our region will have improved survivorship rates, achieved sustainable growth and profitability strategies, increased capacity, expanded social capital, and attained better access to financial capital.

DID YOU KNOW? According to the U.S. Census, minority and women entrepreneurs are the fastest growing segment of small business, collectively owning more than 50% of all small businesses.
Over 65% of the jobs in the U.S. were created by small businesses Small businesses created 31% of U.S. export value in 2007 Roughly 37% of all minority businesses are owned by women Women-owned businesses have sales receipts of over $1.7 trillion

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THE NORTHEAST OHIO ECONOMIC INCLUSION FORUM SERIES

PHASE I: IDENTIFYING CHALLENGES

Perspectives from the Public Sector

On March 31, 2011, leaders from across the state and beyond took the first step in creating a regional framework for inclusion in Northeast Ohio. The first consideration was that, although tens of millions of dollars have been invested in inclusion initiatives in recent years, leaders agree that very few diverse firms in the region have achieved revenues over $1 million, even fewer over $5 million. In fact, only a small percentage of these small firms can boast rigorous strategic plans for sustained growth and increased profitability, year-after-year. Why the discrepancy between investment and results? How do we leverage existing programs and organizations focused on inclusion and what are the strategic gaps that these organizations have not filled? Most importantly, where is the regional strategy for economic inclusion in Northeast Ohio? The Northeast Ohio Inclusion Forum Series Phase I: Identifying Challenges brought the regions top public sector leaders together to uncover the unique challenges faced by women and minority entrepreneurs and their companies. A brainchild of the Ohio Department of Transportation, this first of a four-part forum series was held at Cleveland State Universitys Nance College of Business.

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PERSPECTIVES FROM THE PUBLIC SECTOR:

EVENT OVERVIEW
Session Highlights

The historic event opened with remarks from Senator Brown, who welcomed participants by providing powerful comments around the need for collaboration across levels of government, organizations and industry sectors in order to effectively move the economic inclusion effort forward. Following the welcoming remarks, speakers noted the significant regional investment in business and infrastructure and the positive impact robust economic inclusion practices will have on economic development, education, and workforce development. Participants learned about strategic best practices in federal, state and local agencies and offices from a range of public sector luminaries. Participants were then divided into three breakout sessions that focused on identifying historic barriers to success for diverse entrepreneurs. Several themes emerged from the breakout sessions; Cuyahoga County Executive Ed FitzGerald synthesized the findings and shared participant insights.

Major corporations are beginning to understand that supplier diversity is inextricably linked to economic development and the consumer market.
~ Boston Consulting Group (2005)

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PERSPECTIVES FROM THE PUBLIC SECTOR: EVENT OVERVIEW [ CONTINUED ]

Collaborative Engagement
The forum was designed to engage key leaders from all levels of government, who control several billions of dollars in annual procurement across the State of Ohio.

Keynote Speakers
U.S. Senator Sherrod Brown City of Cleveland Mayor Frank G. Jackson Kevin Schmotzer spoke on behalf of Mayor Frank Jackson Deputy Director Myron Pakush, Ohio Department of Transportation District 12 Cuyahoga County Executive Ed FitzGerald

Session Facilitators & Speakers

Administrator Lauri Leffler of the Federal Highway Administration Allison Francis Barksdale of the U.S. Department of Transportation Ohio State Representative Nickie J. Antonio Cuyahoga Councilmember Dave Greenspan Cleveland City Councilman Jeff Johnson Lisa Dent of the City of Cleveland Office of Equal Opportunity

Public Sector Stakeholders Represented

U.S. Senator Rob Portman U.S. House of Representatives U.S. Department of Transportation U.S. Small Business Administration U.S. Federal Highway Administration Governor John Kasich Treasurer Josh Mandel Ohio State Senators Ohio State House of Representatives Ohio Department of Administrative Services Ohio Department of Transportation County Executives from across Northeast Ohio County Commissioners Cuyahoga Metropolitan Housing Authority Northeast Ohio Regional Sewer District Greater Cleveland Regional Transit Authority Mayors from across Northeast Ohio City Council members from across Northeast Ohio Several of Ohios Public Universities

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SUMMARY OF KEY FINDINGS

Public sector leaders were tasked with documenting challenges to effective economic inclusion in Northeast Ohio. Through the intensive breakout sessions, common themes emerged from several challenges identified. Specific issues ranged from institutional challenges, such as limited access to capital, bonding and financing, to more firm-specific concerns, such as limited capacity. From the numerous issues identified, the following themes emerged from the session. Historically disadvantaged firms are challenged by:
Limited Access to Capital
Many diverse business owners are first-generation entrepreneurs with short tenures in business. Participants noted that, for women and minorities with historically lower net worth and creditworthiness challenges, access to capital can be a tremendous burden. This, combined with increasingly tightened lending requirements, leaves minority and women-owned firms with far less access to bonding required to take advantage of contracting opportunities.

Limited Access to Opportunities

Often, historically disadvantaged firms do not bid for opportunities that they are qualified to fulfill simply because they are unaware the opportunity exists. In Northeast Ohio, organizations purchase billions in goods and services annually, yet many diverse firms have limited access to these procurement opportunities due to: a) powerful incumbent business relationships; b) lack of personal relationships with decision-makers; c) lack of required certification for special consideration.

Limited Capacity
Several diverse businesses lack the required capacity for sustained topline growth and effective bottom-line profitability. Internal challenges include limited resources to drive operational, technological, financial and human resource excellence. These challenges are often manifested in the perceived inability to consistently deliver excellence to the marketplace. External challenges include limited marketing and marketing research capability. Additionally, relationships with key decision-makers, often a pre-requisite for consistent sales growth, are in short supply for these entrepreneurs. Understanding these challenges is imperative to developing an effective inclusion plan to be adopted by the entire region.

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WHAT ARE THE CHALLENGES

TO SUCCESSFUL ECONOMIC INCLUSION IN NORTHEAST OHIO?

CHALLENGE: LIMITED ACCESS TO CAPITAL Access to adequate financing is a critical aspect of successful business ventures. Most forum participants identified financing, credit and bonding issues as a significant deficiency for diverse suppliers.
Financing for Growth
Participants overwhelmingly agreed that one of the barriers to a successful economic inclusion is access to adequate financing for growth. Diverse firms often have limited experience borrowing, poor capital resources and difficulty demonstrating creditworthiness, low income and home ownership. In fact, wealth and income disparities are increasing dramatically, making it difficult for historically disadvantaged firms to gain adequate financing to grow their firms or to improve survivor rates. Forum participants comments are supported by research. According to the 2010 Pew Research Center analysis of U.S. Census Bureau data, the typical African American household had just $5,677 in wealth (assets minus debts) in 2009; the typical Hispanic household had $6,325 in wealth; and the typical Caucasian household had $113,149. Moreover, about a third of African American (35%) and Hispanic (31%) households had zero or negative net worth in 2009, compared with 15% of Caucasian households. Participants also noted that the need for financing and credit is more prevalent for women and minorities because these firms tend to be smaller, have less significant sales pipelines and fewer financial resources. According to the U.S. Census Bureau Survey of Small Business Owners (2007), only 3.7% of women-owned businesses have sales over $500K, whereas 11% of male-owned firm are in this category. Even more strikingly, almost 70% of women-owned firms in the U.S. have sales of less than $25K per year.

Surety Bonding
Because at least $2 billion of Northeast Ohios current infrastructure projects involve construction, participants cited the lack of bonding capacity as a major concern for many firms. In order to bid projects, most firms are required to obtain performance bonds, which provide a guarantee that a contractor will fully perform and offer protections against breach. Participants noted that these firms have difficulty obtaining bonding because they lack experience, tenure, credit or collateral. The direct correlation between wealth and income, and an owners ability to acquire adequate financing and/or the required bonding to participate in projects is undeniable, and so is the impact on corporate survivorship. Across industry sectors, firms that start with higher amounts of capital tend to have higher levels of assets, revenues and employment throughout the life of the business.

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Challenge: Access to Procurement Opportunities Fair and equal access to contracting opportunities for all qualified vendors strengthens the vitality of the regions economy. Forum participants agreed that sufficient access to business networks, the existence of strong incumbent relationships, lack of transparency and duplicative certification requirements can prohibit diverse vendors from having equal access to opportunities.

Corporate Relationships and Incumbency

Forum participants stated that too often, historically disadvantaged firms do not have access to opportunities simply because they lack relationships with key decision-makers. One brutally honest participant stated, The bottom line, is that people buy from people they know and like, and unfortunately most of the people we know will tend to look like us. Forum participants noted that inclusion strategies should be measured as diligently as other important strategic objectives (i.e. cost containment, revenue goals, etc.). Participants agreed that supplier inclusion strategies, which promote proactively building relationships with minority and women entrepreneurs, must be driven from the top of the organization and measured as part of the performance review process, holding all employees accountable for meeting or exceeding inclusion goals. While a deficiency in the number and quality of business relationships between majority and historically disadvantaged firms is a significant challenge, the strength of incumbent relationships poses an additional level of hardship for effective supplier diversity. Incumbent firms, which are generally majority-owned, tend to have more resources, higher levels of capacity and longstanding institutional knowledge of the culture, processes and desired outcomes of potential clients. Several forum participants noted that successful mentor-protg programs that build mutually beneficial personal and professional relationships can offset the power of incumbency. Participants agreed that purchasers are often unwilling to risk failure of a project by providing an opportunity to a smaller, lesserknown entity. Additionally, the opportunities can be more difficult to find for firms outside of that organizations inner circle. To bid for opportunities in the public sector, interested firms have to invest several hours just to read through the myriad of RFPs. In the private and nonprofit sectors, incumbent firms are made aware of opportunities; however, new entrants are often not in the communication loop.

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CHALLENGE: ACCESS TO PROCUERMENT OPPORTUNITIES [ CONTINUED ]

Third Party Certification

The certification of diverse businesses was established to verify ownership, qualification and expertise, and active involvement of management. Many organizations accept third party certifications from federal, state or local government agencies, as well as certifying organizations such as the National Minority Supplier Development Council (NMSDC). Although certification was generally perceived as positive for verification purposes by some participants, the complexities and time-consumption of becoming certified and duplication of certification efforts through several public and nonprofit entities was deemed a hindrance for many small firms. For example, many historically disadvantaged enterprises must complete several duplicative and burdensome certification documents (i.e. Federal 8a, State DBE, County and City certifications, etc.) in order to gain special consideration for opportunities set aside for diverse suppliers. This process can dissuade otherwise qualified firms from participating in procurement processes. Forum participants identified the need for a coordinated certification process that shares common certification requisites and reciprocity.

Transparency
Participants also discussed the need for improved communication. Some specifically referenced the need for open dialogue among public sector partners across all levels of government. Some lamented backdoor deals that continue to destroy trust. Increased transparency was the most commonly suggested solution to this issue. Participants also suggested that consistent communication regarding current and future projects and inclusion goals and outcomes could improve the propensity for success of diversity initiatives. Unfortunately, participants noted, some otherwise ineligible firms slip through the cracks and take advantage of projects set aside for historically disadvantaged groups. These are (sometimes certified) majority-owned firms masquerading as firms owned by minorities or women, called front companies. Finally, participants discerned that building genuine business networks requires more than participation in diversity outreach or matchmaking events. Some lamented there is little follow-through after these events and purchases are rarely made in these settings. Building sustainable, effective business networks requires consistent effort. It also requires minority and women entrepreneurs to be equally proactive in effectively communicating their unique value to the marketplace so that they may build strong relationships with decision-makers and potential clients.

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Challenge: Limited Capacity While the burden for providing equal access to capital and business opportunities lies with the public, private and nonprofit institutions, this burden should be shared with the diverse suppliers they seek to assist. Improving survival rates, driving sustainable business growth, adding value to the marketplace and to employees, and building capacity is also the responsibility of each business enterprise, regardless of the race or gender of the owner.

Market-based Capacity
Fewer than 3% of minority-owned businesses and fewer than 2% of women-owned businesses in the U.S. achieve annual revenue of more than $1 million. However, these million dollar firms make up over 60% of the total revenues for each designation. Growing diverse businesses serve as a powerful engine for the new economy. They revitalize urban areas, increase the tax base and create jobs. However, participants recognized that for these firms to truly drive economic returns for our communities, they have to survive and grow. Strong business networks, social capital, market intelligence and marketing expertise and access to strategic alliances are all powerful tools to grow small enterprises. Participants stated that, though their organizations can help with some of these tools, historically disadvantaged firms also need to be transparent about their shortcomings in order to overcome them. For example, some participants lamented the quantity and quality of strategic alliances and joint ventures including or among diverse firms. These partnerships are generally formed to allow small enterprises to enhance their capacity to enter new markets or undertake larger projects; however, lack of trust within the minority business community often derails these alliances before they can start, while lack of resources for adequate due diligence can derail the alliances soon after they start.

Isolated successes are not enough. To change the trajectory of economic inclusion in our region, we need a cross-sector, collaborative approach to economic inclusion.

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CHALLENGE: LIMITED CAPACITY [ CONTINUED ]

Operational Capacity
Although many small business owners possess tremendous experience and acumen in their professional area of expertise, many lack expertise in administration, operations, information technology, human resource management and finance. Management strength in these areas can make the difference between survival and lack thereof, and between annual revenues of $100,000 and $100,000,000. Forum participants noted throughout the forum that although they may possess a terrific new innovation, an incredible creative talent or a tremendous product, many women and minority entrepreneurs businesses were less than stellar in terms of their ability to deliver a quality product or service, on time and within budget. Even though majority-owned firms may experience very similar limitations of capacity, the perception that diverse firms deliver less than the highest quality on time and within budget is a challenge throughout the community of historically disadvantaged firms.

Opportunity: Leverage Existing Resources

Northeast Ohio has a number of organizations in the public, private and nonprofit sectors that provide access to capital, assist with matchmaking and business networking, and provide capacity-building tools, such as executives-in-residence and management support to qualified women- and minority-owned firms; however, a very small percentage of firms take advantage of these programs. Even fewer have utilized these resources to grow to scale. The Northeast Ohio Economic Inclusion Forum Series seeks to leverage these existing programs and fill the gaps using the best and brightest executives and officials from every sector to change that trajectory.

Past and current efforts while successful in making broad gains will prove inadequate in resolving the remaining disparity and in achieving future progress. Efforts must be consolidatedhone in on the most promising and powerful opportunity: Building [Diverse] Businesses of Size
~ Boston Consulting Group (2005)

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NEXT STEPS: A CALL TO ACTION

In just under three hours, public sector decision-makers made a significant step forward to advance the regional economic inclusion agenda. While many gaps exist in our current economic inclusion framework, these challenges are not insurmountable. By building a collaborative regional framework, our region can become a national model of success for economic inclusion. The next forum in the series, The Northeast Ohio Economic Inclusion Forum Phase II: Defining Solutions will be held on September 1st, 2011. The highlyanticipated event is supported by the Cleveland Foundation, Commission on Economic Inclusion and the Fund for Our Economic Future, in addition to Senator Sherrod Brown and sponsored by the Ohio Department of Transportation. While the first historic economic inclusion forum uncovered and documented challenges to successful implementation of an economic inclusion agenda in our region, the upcoming event will design recommended strategies to address those challenges. The afternoon will kick off with the panel discussion moderated by Senator Brown, informed by insights from small business owners, and featuring some of the most celebrated best practices in inclusion in the region. Participants will then break into working sessions; each breakout will rigorously design strategic recommendations specific to its assigned challenge. Activities will close with a comprehensive presentation of recommendations designed in each breakout session.

Look for the results from these discussions to be detailed in the next white paper, The Northeast Ohio Economic Inclusion Forum Phase II: Defining Solutions.

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SUPPORTERS

Senator Sherrod Brown

City of Cleveland Mayor Frank Jackson Civic Commons Cleveland Foundation Cleveland State University Nance College of Business Commission for Economic Inclusion Cuyahoga County Executive Ed FitzGerald Fund for our Economic Future Idea Center WVIZ/PBS and 90.3 WCPN ideastream
Last Updated August 2011. Additions Ongoing.

FORUM SERIES SPONSOR

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APPENDIX A:

Disadvantage Business Enterprise (DBE) The Ohio Department of Transportation identifies a Disadvantaged Business Enterprise (DBE) as a for-profit small business concern that is: At least 51% owned by one or more individuals who are both socially and economically disadvantaged; and Whose management and daily business operations are controlled by one or more of the socially and economically disadvantaged individuals who own it Furthermore, a firm is not considered small business concern if it has annual gross receipts in excess of $20.4 million for general construction or in excess of $4.5 million for engineering, architectural and surveying firms averaged over the previous three fiscal years. An economically disadvantaged individual is one whose personal net worth does not exceed $750,000. Personal net worth excludes the individuals ownership interest in the applicant DBE firm, and the individuals equity in his or her primary place of residence (Ohio.gov).

Minority Owned Business (MBE) According to the Ohio Department of Administrative ServicesEqual Opportunity Division, a Minority-Owned Business Enterprise (MBE) is designed to assist minority businesses in obtaining State government contracts through a set-aside procurement program for goods and services. In order to be certified as a MBE, the business owner(s) must be member(s) of one or more of the following groups: Blacks, American Indians, Hispanics and Asians. Furthermore, a MBE in Ohio: Must be a for-profit entity Must have been in business at least one year prior to applying for certification Must be at least 51% owned and ultimately controlled by one or more of the person(s) belonging to the target groups one year prior to applying for certification Must be owned by an Ohio resident Must be owned by a U.S. citizen Women Owned Business (WBE) A women-owned small business is SB which is at least 51 percent owned by one or more women or, in the case of publicly owned business, at least 51 percent of the stock owned by one or more women; and whose management and daily operations are controlled by one or more women.

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APPENDIX B:
WORKS CITED

Boston Consulting Group (2005) THE NEW AGENDA FOR MINORITY BUSINESS DEVELOPMENT

Min, H. (2009). The best-practice supplier diversity program at Caterpillar. Supply Chain Management: An International Journal. 14(3), 167-170.

Cleveland, C. o. (n.d.). City of Cleveland Ohio. Retrieved May 14, 2011, from Mayors Office of Equal Opportunity: http://www.city.cleveland.oh.us/CityofCleveland/Home/ Government/CityAgencies/OfficeofEqualOpportunity

Ohio.gov. (n.d.). Frequently Asked Question. Retrieved May 14, 2011, from Ohio.gov-Department of Transporation: http://www.dot.state.oh.us/Divisions/EqualOpportunity/Pages/ DBE.aspx

Commission on Economic Inclusion, a program of the Greater Cleveland Partnership. Available at http://www.gcpartnership.com/Media-Center/~/ media/Files/Inclusion/Access%20to%20capital_web.ashx

Talton, Rachel (2010) Collaborative Engagement: The Critical Link in the Supply Chain MBE Magazine May/June 2010 Issue

Institute for Entrepreneurial Thinking, Ltd., (2005) Greater Cleveland Supplier Diversity Initiative Final Report. Available at http://srhgrafx.com/pc/suppliers.pdf

Transporation, O. D. (2009, March). Mentor/Protege Program. Columbus, OH.

Kim, W. Chan and Mauborgne, Renee, Blue Ocean Strategy: From Theory to Practice (2005). California Management Review, Vol. 47, Issue 3, p. 105-121 2005. Available at SSRN: http://ssrn.com/abstract=1506787

U. S. Department of Commerce (2010) Women-Owned Businesses in the 21st Century Available at: http://www.commerce. gov/blog/2010/10/04/commerce-department-releases-reportwomen-owned-businesses-21st-century

MBDA (2000), The Emerging Minority Marketplace,US Department of Commerce, MBDA, Washington, DC, September Available at: www.mbda.gov/documents/purchasing_power.pdf

Utilizing Supplier Diversity to Achieve Business Goals 90th Annual International Supply Management Conference, May 2005 (Richards and Ballenger)

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