Author: Ryan Donahue

We argue that inclusive regional growth depends less on flashy programs and more on the often-hidden civic infrastructure that connects, coordinates, and sustains cross-sector action. Drawing from eight diverse regions in Brookings Metro’s Regional Inclusive Growth Network, we identify five key civic capabilities—such as strategic convening, trust building, and adaptive governance—that regionally based business leadership organizations must cultivate.

We show how weak or fragmented institutional capacity undermines inclusion efforts, and we provide a practical framework for regions to assess and strengthen these capabilities. Ultimately, we hope the report draws recognition (and investment) to this invisible infrastructure so more regions can embed inclusive growth more deeply.

We argue that despite widespread agreement that “quality jobs” matter, most regions lack a concrete, measurable definition—especially around wages. Without that clarity, efforts in workforce development, education, and economic incentives often proceed blind, missing whether they truly shift workers into better roles.

We propose that leaders anchor a definition of job quality in wage thresholds, and then use that as a basis to identify which occupations and industries genuinely offer opportunity. Having such a definition allows more precise targeting of training, economic development incentives, and intervention strategies—and allows for accountability in evaluating whether those strategies are working.

We examine how many developers default to market logic—even when they recognize the business case for equitable development—unless stronger external incentives and accountability exist. Through case studies of catalytic developments, we identify obstacles and enabling tactics like community benefits agreements, aligned public-private partnerships, and more intentional oversight by public entities to ensure commitments translate to impact.

We then propose a framework for policymakers, civic leaders, and intermediaries to institutionalize inclusion. We urge them to demand more rigorous accountability, fund capacity building, and align incentives (grant terms, subsidies, procurement rules) so that developers are not just encouraged, but positioned and compelled to deliver equitable outcomes.

We observe that conventional regional dashboards often fail to move beyond descriptive statistics, limiting their value as strategic instruments. We propose that modern dashboards should rest on a shared theory of what drives inclusive growth, incorporate data with meaningful context, and include decision rules or principles that help users act when gaps emerge.

Drawing on our collaboration with the McKnight Foundation and other regional partners, we illustrate how dashboards can become a coordination mechanism—enabling diverse organizations to align on priorities, respond fluidly, and track progress over time. We emphasize that metrics alone are not enough; the design and governance of dashboards must foster dialogue, adaptability, and shared accountability.