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The marketing recipe for growth: Creativity, data, and relationships

Does marketing really work? We each have our favorite ads or campaigns, but for all the magic a skillfully crafted initiative produces, does it help a company grow?

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That question helped kick off a multiyear partnership with the Cannes Lions Festival, leading to more questions and plenty of interesting findings. Now that the 65th Cannes has wrapped up, it’s a good time to take a look back and see what we’ve learned and how it all fits together.

Creativity’s business impact is real

Our research began in 2017 with a basic question about the business value of creativity . Every marketing organization wants more of this elusive and ineffable quality—and the buzz it creates—but little data exists on whether creativity really matters to business performance. To fill this void, we developed a proxy for creativity based on 16 years of data on Cannes Lion awards: the Award Creativity Score (ACS). Our results showed that companies with high ACS scores, i.e., a pattern of frequent and diverse Cannes Lion awards, also demonstrated above-average financial results. Some 76 percent of companies with top-quartile ACS scores had above-average organic revenue growth and 70 percent had above-average total return to shareholders. While there isn’t a straight-line path between climbing the podium at Cannes and out-innovating one’s competitors, there’s an undeniable link between highly creative marketing, the cultural and organizational practices that support it, and business performance.

Why is this? One explanation involves the erosion of brand loyalty. In almost 90 percent of categories, consumers are not loyal to their usual brands , and almost 60 percent will switch when considering a new purchase. Consumers, in other words, are increasingly making quick, impulsive buying decisions rather than sticking to past habits or tried-and-true brands. In this context, alluring campaigns can be a key to influencing consumers in the important moments of initial consideration.

The most-creative companies (based on ACS) do several things differently than their peers:

• They “hardwire” creativity and innovation into their culture and daily habits. This can include above-average spending on marketing (as a percentage of sales), giving employees a clear vision and accompanying narrative about what the company believes in, and regularly incorporating topics around creativity and innovation in C-suite and/or board meetings.
• They are customer fanatics, going beyond standard research methods such as surveys and focus groups and relying on multiple sources— advanced analytics, ethnographic research, behavioral analysis—to understand customers intimately.
• They have a need for speed. They know translating insights into quick action affords a clear competitive advantage. Some 11 percent of top-quartile companies say “risk taking is encouraged” internally, which might seem low, until you consider that none of their peers say this.
• They understand it’s adapt or die. Top-performing companies see a launch as just the beginning of a process of using customer feedback for continuous improvement. Nearly two-thirds of the people working at companies in the ACS top quartile agreed or strongly agreed that their organizations were able to learn from early market signals, as opposed to fewer than half at other firms.

Data doesn’t dampen the soul of creativity; it sets it on fire

“Data and creativity” have always formed an uneasy alliance in marketing. Even in the age of data analytics, some marketers continue to worry that too much emphasis on cold, hard data risks killing the art of innovation. This fear, though understandable, is unfounded. In our second study , in 2018, we showed that the best marketing organizations don’t just embrace data; they intertwine it with creativity in an equal and holistic partnership, using analytics to help direct creative output, for example, by identifying customer opportunities, delivering personalized communications, and testing outcomes. These “integrators,” as we call them, are more creative, not less. They are also more successful at driving growth, increasing their revenues at twice the average rate of their peers.

Instead of siloing analytics in a separate, adjacent process, integrators merge data and creativity through an agile marketing operating model. In this scenario, customer experience (CX) experts and content and creative leads, for instance, might work side-by-side with data scientists, jointly mining data for insights about customers’ brand perception and engagement. This unlikely pairing is a win-win: by immersing themselves in the data, designers find inspiration about how to connect more effectively with consumers, while analytics experts move beyond the numbers to understand the motivations of actual customers, often leading to new ideas and better solutions. Over a 12-month period, the integrators in our study were twice as successful as the companies we call “isolators” (those with similar data-driven marketing maturity but no integration) at increasing their speed to market for campaigns or marketing experiments. Integrators weave this data/creativity power combo into all functions across the marketing value chain, from brand strategy and consumer insights to customer experience, from product and pricing to content, creative development, media—even measurement.

To be successful, marketing can’t be an island

Most of the elements of successful marketing happen within the marketing department: advertising, brand building, segmentation, personalization, CRM, etc. But a CMO can’t deliver marketing-led growth to the company on her own. Without the support and resources of the CEO and the rest of the C-suite, even the most-elegant data-backed personalized marketing strategy can struggle to make it off the ground. To really unlock growth, companies have to think in terms of “marketing with a capital M,” going beyond traditional marketing to a model in which diverse areas of the organization—from sales and product innovation to finance, technology, and HR—participate in marketing’s success and see themselves as co-owners of its mission.

Our 2019 research found that a marketing organization’s ability to drive growth depends heavily on whether conditions are in place for the CMO to have collaborative relationships with other members of the C-suite. Not all CMOs are created equally. High growth companies are seven times more likely to have what’s called a Unifier CMO—someone who unites different functions of the business and fosters strong, productive partnerships with her C-suite peers—than the more secluded archetype, Loners.

Unifier CMOs spread marketing’s agenda in several ways. They purposely create symbiotic relationships by adopting the language and mind-set of other executives and by articulating marketing’s business case in a way that inspires confidence. Instead of staying narrowly in their lane and defining marketing as a communications function, they sit down with other executives to establish a shared vision and mutual accountability for broad challenges and initiatives. Unifier CMOs succeed at this either because they are exceptional change agents or because they’ve had organizational and cultural encouragement to practice cross-functional collaboration. Often it’s both.

In exchange, Unifiers get wide runways— often more expansive than they realize—for implementing new creative initiatives and achieving bold objectives. From CEOs, they get help and support for near-term efforts and long-term brand building; from CFOs, the confidence in marketing’s investment case; from CTOs, the resources and expertise to build world-class data and marketing platforms; and from CHROs, a partner in recruiting a new generation of whole-brained talent to fuel marketing’s success.

Among the more surprising takeaways from this study is the level of support CEOs already provide to marketing, even at companies with Loners and Friends (CMOs in between Loners and Unifers). Some 77 percent of CEOs say marketing is not just the brand or advertising arm of the business but a major driver of growth for the company (although, since nearly a quarter of CEOs believe marketing isn’t delivering on growth, there’s still room for improvement).

With this kind of enthusiasm, there’s arguably never been a better time to be a CMO or part of a marketing organization. Marketers now have to give themselves permission to aim high. “Anecdotally, we always knew CEOs were believers in marketing, but we never realized just how much support was being left on the table,” said Jason Heller, McKinsey partner and global lead for Digital Marketing Operations & Technology. “If CMOs are willing to take the growth mantle and run with it, unifying the C-suite while driving creativity and building world-class execution capabilities, the sky is really the limit.”

Julien Boudet is a partner in McKinsey’s Southern California office; Biljana Cvetanovski is a senior expert in the London office; Brian Gregg is a senior partner in the San Francisco office; Jason Heller is a partner in the New York office, and Jesko Perrey is a senior partner in the Düsseldorf office.

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Creativity back on top: why creative data will dominate this decade.

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Despite the ‘data boom’ that spread like wildfire during the last decade, the creative side of marketing has remained relatively untouched by the industry’s fascination with data-driven practices.

The Case for Creativity found that creatively-awarded campaigns are 27% more effective

This is, maybe, because with the intense focus on targeting, data has become all about maximising deliverability for the right audience.

And this myopic obsession with the right channel and the perfect targeting has led to complacency.

Complacency that has led to the ever decreasing click-through rates and sales. As a result, fear has gripped this industry. Fear that taking creative risks is going to lead to that all-important ROI slipping.

And ultimately, fear is the biggest killer of creativity.

But it doesn’t have to be like this. I’d that, for marketing teams and brands, creative data will lead the next decade’s creative revolution, allowing them to retain contracts better and get new business faster.

A decade of *misfocused* data

Recent studies have concluded that creativity is the most vital aspect of an ad . The Case for Creativity found that creatively-awarded campaigns are 27% more effective , while Ispos confirmed that “creative quality” determines 75% of ad impact .

Then why, in 2019, did 55% of marketers say their main focus was to use data for better targeting, rather than using data to improve creatives?

Let me clarify: Data-driven practices that augment targeting are incredibly important. After all, what’s the point of crafting an amazing creative that no one sees?

But they’ve been given far too much emphasis. And taken up too much of everyone’s time.

With the market becoming ever-more competitive and crowded, the most compelling creative is the only one that’s going to resonate with your audience.

And data is going to be the only way we can retain a competitive edge. Because all this time we've inadvertently been ignoring the fact that the creative content we produce is also data.

Data-driven creative direction

Of course, you’d be forgiven for thinking of data and creativity as polar opposites. Creativity is something we perceive as requiring a human touch, intuition and heart – hardly things we relate to the cold, hard numbers that tend to make up data.

But creative content contains data too. Creative data.

Each creative contains many, many data points: Imagery, layout, copy, colours – to name just a few elements. These can be identified with simple analysis of each creative.

When combined with brands’ engagement data, we can use these features to understand which elements correlate with performance for every audience and segment (a process called Content Atomisation ).

Of course, analysing the individual features in hundreds or even thousands of ads is a lot of work. So, to speed up this process, an AI platform like our tool Datasine Connect can augment the analysis of creatives in moments. Working collaboratively with an AI , teams can access the untapped resource of their creative data and garner actionable insights to superpower their creative direction.

Using creative data you can objectively know whether the creative you intend to use is going to have a negative impact on the conversion performance.

For example, at Datasine we worked with a leading telecommunications brand to gather the creative data of 3,500 of their ads and understand the correlation between creative elements and sales performance. Our AI created clusters of different content features such as ‘cable’ and used engagement data to see whether a ‘snaking’ or ‘straight’ cable was more effective (it was snaking, by the way).

Using our AI platform, we were able to accurately predict what creative elements would result in clicks – and which wouldn’t – and used it to help the client’s creative team select and combine the most high-performing creative elements.

Creative data: The ultimate untapped resource

In the 2020s, we’ll see creative data dominate the industry, with agencies and brands alike using it realise their audiences’ visual and copy preferences. And with AI on hand to augment creative choices, we’ll witness a wave of highly-engaging, highly-innovative creatives, sending ripples through an industry in much need of disruption.

More to the point, this next decade will see data and creativity building an intimate, symbiotic relationship which will elevate advertising and marketing. If the last decade was about using data to reach people, this next decade will be about using it to move people.

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Creative Australia's report into the music festival sector shows how many of the country's big events are struggling

More than one-third of Australian music festivals are losing money as they face skyrocketing operational costs and dwindling younger audiences, according to a new report from Creative Australia.

Billed as the first widespread report of its kind, Soundcheck: Insights into Australia's music festival sector  delves into the cultural, social and economic impacts of Australian music festivals, and paints a clear picture of the landscape as it stood in the 2022-23 financial year.

Spanning the 535 music festivals held nationwide in that time — that's almost 1.5 festivals per day — the 116-page report reflects the scope, scale and diversity of the Australian music festival landscape.

Given the highly publicised recent struggles festivals have faced, it's timely research that looks to help Australian audiences and funding bodies understand the challenges these events face.

How much money do music festivals make?

Just 56 per cent of music festivals reported a profit in the 2022-23 financial year, with more than one third of festivals reporting a deficit and eight per cent breaking even.

The median average cost to stage a music festival is $3.3 million, and those events that do make a profit pull in a median average of $731,569 per event.

When looking at the mean average of the same data, though, that figure skyrockets to $2.6 million — confirming that some festivals are in a much better financial position and stand to gain far more than some of their contemporaries.

For instance, the highest profit for a festival surveyed for this data was $47.4 million, while the smallest profit was just $20,000.

What are the biggest challenges festivals face?

Rising operational costs had the most severe impact on almost half of festival organisers (47 per cent) — overheads like artist fees, production, suppliers, freight, transportation and insurance.

Other major barriers included a lack of funding and grants, as well as extreme weather events. Almost one third of festivals said skyrocketing insurance costs were a major challenge.

Australian live music venues' public liability insurance policies increased 10-fold in the past financial year, climbing from $20,000 per year to as much as $120,000.

One festival organiser noted that necessary event cancellation insurance costs had "pretty much doubled" since the COVID-19 pandemic.

"The excess used to be like a standard commercial policy, which is like $4,000 or $5,000. Our excess for this year is $250,000."

Another organiser said navigating insurance paperwork had become an "absolute minefield" after making the tough call to cancel their festival.

"We had to wait until the morning of the show to make the final determination to cancel, otherwise there's the possibility that the insurance company could have said we could have worked out other alternatives.

"You're left with this real balancing act of, do you let your patrons know … who may have been booking accommodation, may have been getting drivers, getting babysitters, outlaying some money to attend the festival?"

The rising costs of securing police and security was another sore point. More than a quarter of festivals noted the challenges of navigating police and security requirements, and the difficulties of dealing with different government and council regulations across different states and jurisdictions.

"There's not enough consistency," said one logistics/operations worker from New South Wales.

"Whether you do an event in the metro area, or you do an event in Newcastle, or you do an event down the South Coast, or whatever the case may be, all these authorities have different expectations in regards to what they want from security and from the event. That makes it hard because some of the implications are more costs for the event promoter."

By contrast, most festivals found health, medical and liquor licensing requirements were the least challenging regulatory challenge, with around seven per cent reporting these elements had an impact.

Ongoing festival cancellations have created a vicious cycle where the more events pull the plug or lose headliners last-minute, the more hesitation it creates in the wider market — from both the industry and from punters holding off on purchasing tickets.

Who's buying festival tickets?

While music festival revenue comes from various avenues — from corporate sponsorship to hospitality services to merchandise and more — it's ticket sales that determine the ultimate feasibility of a music festival.

There is some good news on that front, with average ticket sales in 2022-23 higher than pre-COVID levels.

The average festival sold 8,116 tickets in 2018-19, which ballooned to 9,506 for 2022-23, indicating that the industry is slowly recovering from the decimating impacts of the COVID-19 pandemic.

The research suggests that young people are no longer the main consumer of music festivals, nor are they attending as much as they have in the past.

The 18-24-year-old group is no longer the biggest ticket-buying demographic, with people in their mid-to-late twenties overtaking them. The younger crowd slumped from 41 per cent of all ticket buyers in 2018/19 to 27 per cent in 2022/23. 

Genre specific events faring better

The report arrives amid a feast or famine crisis for the Australian music festival scene.

There's been a growing list of festival cancellations, from major events like Splendour In The Grass , Groovin The Moo and Mona Foma , to newer players like This That, Summerground ,  Vintage Vibes , Tent Pole , Valleyways, Costal Jam and more.

Amid those reports, however, genre-focused events — such as Good Things, Knotfest, Listen Out, CMC Rocks — are still proving popular, and summer staples — like Laneway Festival, Beyond The Valley and Field Day — are adapting to current challenges with great success.

The vast majority of Australian festivals predominantly feature homegrown line-ups, with four out of five acts being Australian. The most popular genre offering was electronic music, accounting for almost a quarter of Australian festivals. Other popular genres included rock (21 per cent) country (19 per cent) and indie (17 per cent).

Georgie McClean of Creative Australia says she hopes this research will serve as both a tool for those in the industry, as well as a way to exhibit the contributions music festivals make to Australia's creative sector.

"We hope this report will help us to better understand the role and contribution of festivals within the broader creative industries as they face multiple challenges.

"To inform the future work of Music Australia, we will be undertaking further research into how Australians discover, engage with and consume music, in order to better understand the broader ecosystem that underpins live music including festivals."

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9 Facts About Catholics in the US, According to Pew Research

Data shows that Catholicism is growing fastest in the South and West, even as it declines in the Midwest and the historically Catholic Northeast.

The Pew Research Center released a new fact sheet Friday that contains nine demographic and statistical facts about the Catholic population in the United States, based on the center’s numerous surveys. 

Here are Pew’s  nine facts about Catholics in the United States.

Twenty percent of American adults identify as Catholics — a stable number for the past 10 years. 

Out of 262 million adults in the U.S., about 52 million would say they’re Catholic, Pew reports. In 2007, 24% of U.S. adults said they were Catholic. 

A third of all U.S. Catholics are Hispanic. 

The Catholic population is 57% white, 33% Hispanic, 4% Asian, and 2% Black, while 3% are of another race, Pew reported.

Catholics tend to be older than Americans overall, but Hispanic Catholics trend younger. 

While more than half of U.S. Catholic adults overall are aged 50 or older, Hispanic Catholics break that mold. Fewer than half of Hispanic Catholics (43%) are 50 and older, and just 14% of Hispanic Catholics are ages 65 and older, versus 38% of white Catholics.

Roughly 3 in 10 U.S. Catholics (29%) live in the South, while 26% live in the Northeast, 24% in the West and 21% in the Midwest.

Data cited by Pew, and other data  previously covered by CNA,  show that Catholicism is growing fastest in the South and West, even as it declines in the Midwest and the historically Catholic Northeast. 

The racial and ethnic profile of the Catholic population varies considerably by region, Pew notes. For example, in the Midwest, 80% of Catholics are white and 17% are Hispanic. In the Northeast, 72% of Catholics are white and 19% are Hispanic.

In the South, 49% are white and 40% are Hispanic. And in the West, there are more Hispanic Catholics than white Catholics (55% vs. 30%), Pew says. 

About a third of U.S. Catholics (32%) have a bachelor’s degree.

Another 28% have some college experience but not a bachelor’s degree, and 40% have a high school education or less — a distribution similar to that of the general adult population.

Just 3 in 10 U.S. Catholics (28%) say they attend Mass weekly or more often.

Pew compared this figure with the share of Protestants who attend weekly services, which they say is 40%. 

Larger shares of Catholics say they pray daily (52%) and say religion is very important in their life (46%), Pew says. Overall, 20% of U.S. Catholics say they attend Mass weekly  and  pray daily  and  consider religion very important in their life.

By contrast, 10% of self-identified Catholics say they attend Mass a few times a year or less often, pray seldom or never, and consider religion “not too” or “not at all” important in their life.

About half of Catholic registered voters (52%) identify with or lean toward the Republican Party, while 44% affiliate with the Democratic Party.

Other data has shown  that the “Catholic electorate” is fairly evenly divided between the Republican and Democratic parties, while also suggesting that a substantial number of Catholics don’t identify with a party at all. 

About 6 in 10 U.S. Catholics say abortion should be legal, in contrast to the Church’s teaching. 

This includes 39% who say it should be legal in most cases and 22% who say it should be legal in all cases, Pew says. 

A key factor, Pew says, is that Catholics’ opinions about abortion tend to align more with their political leanings than with the teachings of their Church. Among Catholic Democrats, 78% say abortion should be legal in most or all cases. Among Catholic Republicans, 43% say this.

Three-quarters of Catholics in the U.S. view Pope Francis favorably, though that figure has dipped by 8% since 2021. 

Francis’ approval rating among U.S. Catholics reached 90% in Pew’s 2015 survey. By September 2018 — at a time when the entire Church was reeling from fresh scandals related to sexual abuse — the pope’s approval rating stood at just 72%, the lowest of his papacy. It had ticked back up to 83% three years later, before its latest dip to 75% in February of this year.

Pope Francis’ late predecessor Benedict XVI initially had a low approval rating of 67% among U.S. Catholics upon taking office in 2005. By 2008, however, his approval rating had reached 83%, and he closed out his papacy at 74%, in 2013.

Neither Benedict nor Francis has yet achieved the lofty heights set by the saintly Pope John Paul II, who in 1990 and 1996 garnered approval from 93% of U.S. Catholics, according to Pew’s data.

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FEIG ELECTRONIC: Moscow-City Skyscrapers Streamline Parking Access and Control with Secure RFID

Feig electronic partners with isbc group to deploy ucode dna rfid security and parking access control solution in moscow business district.

Weilburg, Germany  — December 3,  2019  —  FEIG ELECTRONIC , a leading global supplier of radio frequency identification (RFID) readers and antennas with fifty years of industry experience, announces deployment of the UCODE DNA RFID security and parking contactless identification solution in the Moscow International Business Center, known as Moscow-City, one of the world’s largest business district projects.

The management of Moscow-City not only selected long-range, passive UHF RFID to implement in its controlled parking areas, it also chose to implement UCODE DNA , the highest form of secure RAIN RFID technology, developed by NXP Semiconductors.

Panoramic view of Moscow city and Moskva River at sunset. New modern futuristic skyscrapers of Moscow-City – International Business Center, toned

“Underscoring NXP’s innovation and leadership in developing advanced RAIN RFID technologies, our UCODE DNA was chosen to be incorporated with the FEIG and ISBC implementation of the contactless identification system in the prestigious Moscow-City,” said Mahdi Mekic, marketing director for RAIN RFID with NXP Semiconductors. “This exciting project represents yet another successful deployment of NXP’s contactless portfolio, and showcases our continued ability to meet the high-security requirements of highly demanding applications without compromising user convenience.”

“UCODE DNA is considered the only identification technology to match the physical protection of a barrier with the cybersecurity necessary to truly protect entrances from unauthorized access,” said Manuel Haertlé, senior product manager for FEIG Electronic. “As a respected contactless payment technology company, FEIG applies security know-how from its payment terminals, which are fully certified according to the latest high-class security standards, into our RFID systems. FEIG vehicle access control RFID readers incorporate advanced secure key storage elements, supporting various methods for secure key injection.”

FEIG’s partner ISBC Group provided the knowledge and support for this successful implementation using  FEIG’s long-range UHF RFID . The resulting system enables authorized vehicle entry into areas reserved for private residential use or corporate tenants, while also allowing availability of temporary, fee-based visitor parking. Thanks to the cryptographic authentication of UCODE DNA, both the tag and reader must go through an authentication procedure before the reader will validate the data from the tag, which is transmitted wirelessly. This level of authentication is typically used in the most secure data communication networks.

“The system’s two-step authentication means that only authorized equipment can handle the secure protocol and the data exchange with the UCODE DNA based tag. Without the required cryptographic secrets, other readers would query the tag in vain, because the tag’s response cannot be interpreted or understood,” said Andrey Krasovskiy, director of the RFID department at ISBC Group. “On top of this, each data exchange in the authentication process is unique, so even if a malicious actor were to intercept the communication, the transmission is only good for a single exchange and the tag’s unique identity is protected from cloning.”

Established in 1992 and still growing, Moscow-City is the revitalization and transformation of an industrial riverfront into a new, modern, vibrant and upscale business and residential district. A mix of residential, hotel, office, retail and entertainment facilities, it is located about four kilometers west of Red Square along the Moscow River. Twelve of the twenty-three planned facilities have already been completed, with seven currently under construction. Six skyscrapers in Moscow-City reach a height of at least 300 meters, including Europe’s tallest building, Federation Tower, which rises more than 100 stories.

Partnering with ISBC and deploying FEIG Electronic RFID solutions, the Moscow International Business Center is delivering security and access control to its city center today, as it grows into the city of tomorrow.

About FEIG ELECTRONIC

FEIG ELECTRONIC GmbH, a leading global supplier of RFID readers and antennas is one of the few suppliers worldwide offering RFID readers and antennas for all standard operating frequencies: LF (125 kHz), HF (13.56 MHz), UHF (860-960 MHz). A trusted pioneer in RFID with more than 50 years of industry experience, FEIG ELECTRONIC delivers unrivaled data collection, authentication, and identification solutions, as well as secure contactless payment systems. Readers from FEIG ELECTRONIC, which are available for plug-in, desktop, and handheld applications, support next-generation contactless credit cards, debit cards, smart cards, NFC and access control credentials to enable fast, accurate, reliable and secure transactions. For more information, visit:  www.feig.de/en

Founded in Moscow in 2002, ISBC Group provides knowledge and support to integrators for their successful implementation of RFID and smart card-based solutions. The company specializes in the distribution of smart card equipment, contact and contactless card manufacturing, smart card and RFID personalization services, and information security.  Its Research and Design Center is focused specifically on RFID, primarily HF and UHF solutions with NXP tags, and software development for the smart card industry. For more information visit:  https://isbc-cards.com/

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Reimagining Design with Nature: ecological urbanism in Moscow

• Reflective Essay
• Published: 10 September 2019
• Volume 1 , pages 233–247, ( 2019 )

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The twenty-first century is the era when populations of cities will exceed rural communities for the first time in human history. The population growth of cities in many countries, including those in transition from planned to market economies, is putting considerable strain on ecological and natural resources. This paper examines four central issues: (a) the challenges and opportunities presented through working in jurisdictions where there are no official or established methods in place to guide regional, ecological and landscape planning and design; (b) the experience of the author’s practice—Gillespies LLP—in addressing these challenges using techniques and methods inspired by McHarg in Design with Nature in the Russian Federation in the first decade of the twenty-first century; (c) the augmentation of methods derived from Design with Nature in reference to innovations in technology since its publication and the contribution that the art of landscape painters can make to landscape analysis and interpretation; and (d) the application of this experience to the international competition and colloquium for the expansion of Moscow. The text concludes with a comment on how the application of this learning and methodological development to landscape and ecological planning and design was judged to be a central tenant of the winning design. Finally, a concluding section reflects on lessons learned and conclusions drawn.

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The landscape team from Gillespies Glasgow Studio (Steve Nelson, Graeme Pert, Joanne Walker, Rory Wilson and Chris Swan) led by the author and all our collaborators in the Capital Cities Planning Group.

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Evans, B.M. Reimagining Design with Nature: ecological urbanism in Moscow. Socio Ecol Pract Res 1 , 233–247 (2019). https://doi.org/10.1007/s42532-019-00031-5

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New Poll in Battleground States Reveals Ukraine Fatigue; Border Security a Top Priority

Apr 15, 2024 4 min read

WASHINGTON —Today, The Heritage Foundation released new polling data that reveals a vast majority of moderate Americans in key swing states oppose proposals that send more funding to Ukraine, especially before America’s own borders are secure. The polling was conducted on behalf of The Heritage Foundation by nonpartisan, public opinion pollster RMG Research, INC. and fielded between April 2 and 4, 2024, to voters in Arizona, Georgia, Michigan, Wisconsin, Pennsylvania, and Nevada. The United States has already sent $113 billion of American taxpayer money to Ukraine, despite opposition across the political spectrum.  

Dr. Kevin Roberts, president of The Heritage Foundation stated:    

“Everyday Americans are fed up with rubberstamping the Swamp’s endless Ukraine funding. Heritage’s latest polling reveals that not only are moderate voters in battleground states more interested in securing our own borders, they believe we have already spent enough helping Ukraine—and rightfully so.      “The United States has already sent more than $113 billion in aid to Ukraine with no debate, no clear strategy, no spending offsets, and no real accountability. Alarmingly, two separate Pentagon audits reveal that large tranches of this funding are mostly unaccounted for. That’s unacceptable.      “Not a single U.S. taxpayer dollar should be going to Ukraine until our own borders are secure, Biden proposes a coherent strategy for ending the conflict, and full accountability for past and future funding secured.      “The American people know they deserve better and expect policies—and leaders—that put their country first. Congress would be wise to listen to them.” 

Below are some main takeaways from the six battleground states:    

Three-quarters of all moderate Americans in swing states would oppose a proposal that sent more funding to Ukraine and did not include funding to secure the southern border.    

A majority of moderates (56%) think the $113 billion the U.S. has already spent helping Ukraine is too much.    

A similar proportion (54%) think the U.S. should spend more to secure the southern border than help Ukraine.   

Moderate Americans are currently following news on the southern border more closely than the war in Ukraine (22% vs. 10% very closely).   

Only a very small percentage (10%) of moderates think we should spend more on Ukraine than border security. 

Scott Rasmussen, president of RMG Research, INC. added:  

“American voters are reluctant to provide additional aid to Ukraine. Our latest polling indicates that Americans in key swing states believe that securing our own southern border should be a higher priority than funding Ukraine.     “Virtually all respondents believe that the United States has already given enough aid to Ukraine. Only about 12% of voters believe that the United States has not done enough." 

Methodology 

This Counterpolling™ survey of 1,000 Swing Voters in Battleground States was conducted online for the Heritage Foundation by RMG Research, Inc. on April 2-4, 2024.  

The Battleground States surveyed were Arizona, Georgia, Michigan, Wisconsin, Pennsylvania, and Nevada. Swing Voters were defined as Likely Voters who are either undecided on the presidential election, undecided on the Generic Congressional Ballot, or expressed a different partisan preference on the Presidential and Congressional races.  

Fifty-four percent (54%) of these Swing Voters are politically independent, 25% are Republicans, and 20% are Democrats. 

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• Securing Canada’s AI advantage

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Artificial intelligence (AI) has incredible potential to transform the economy, improve the way we work, and enhance our way of life. The global race to scale up and adopt AI is on, and Canada is at the forefront of this technology. To make sure we can seize every opportunity in the economy of the future, and set every generation up for success, we need to scale up our innovation ambitions. And do it in a way that brings everyone along. For Millennials and Gen Z, who feel their hard work isn’t paying off like it did for previous generations, we must invest in good-paying opportunities that help them get ahead. That’s why we’re focused on creating more good jobs, including in innovation and technology, which are among the highest paying of all industries.

AI is already unlocking massive growth in industries across the economy. Many Canadians are already feeling the benefits of using AI to work smarter and faster. The rapid advance of generative AI today will unlock immense economic potential for Canada, significantly improving productivity and reducing the time workers have to spend on repetitive tasks. Researchers and companies in Canada are also using AI to create incredible new innovations and job opportunities across all facets of the Canadian economy, from drug discovery to energy efficiency to housing innovation. In the past year, job growth in AI increased by nearly one third in Canada – among the highest growth of any sector. And most AI jobs pay well above the average income.

Canada has a world-leading AI ecosystem – from development, to commercialization, to safety. We have an advantage that can make sure Canadian values and Canadian ideas help shape this globally in-demand technology. Canada was the first country in the world to introduce a national AI strategy and has invested over $2 billion since 2017 to support AI and digital research and innovation. Since then, countries around the world have begun investing significant funding and efforts into AI to advance their economies, particularly in computing infrastructure. In order to maintain Canada’s competitive edge, and secure good paying jobs and job security for generations of young Canadians, we must raise the bar.

The Prime Minister, Justin Trudeau, today announced a $2.4 billion package of measures from the upcoming Budget 2024 to secure Canada’s AI advantage. These investments will accelerate job growth in Canada’s AI sector and beyond, boost productivity by helping researchers and businesses develop and adopt AI, and ensure this is done responsibly.

These measures include:

• Investing $2 billion to build and provide access to computing capabilities and technological infrastructure for Canada’s world-leading AI researchers, start-ups, and scale-ups. As part of this investment, we will soon be consulting with AI stakeholders to inform the launch of a new AI Compute Access Fund to provide near-term support to researchers and industry. We will also develop a new Canadian AI Sovereign Compute Strategy to catalyze the development of Canadian-owned and located AI infrastructure. Ensuring access to cutting-edge computing infrastructure will attract more global AI investment to Canada, develop and recruit the best talent, and help Canadian businesses compete and succeed on the world stage.
• Boosting AI start-ups to bring new technologies to market, and accelerating AI adoption in critical sectors , such as agriculture, clean technology, health care, and manufacturing, with $200 million in support through Canada’s Regional Development Agencies.
• Investing $100 million in the NRC IRAP AI Assist Program to help small and medium-sized businesses scale up and increase productivity by building and deploying new AI solutions. This will help companies incorporate AI into their businesses and take on research, product development, testing, and validation work for new AI-based solutions.
• Supporting workers who may be impacted by AI, such as creative industries, with $50 million for the Sectoral Workforce Solutions Program, which will provide new skills training for workers in potentially disrupted sectors and communities.
• Creating a new Canadian AI Safety Institute, with $50 million to further the safe development and deployment of AI. The Institute, which will leverage input from stakeholders and work in coordination with international partners, will help Canada better understand and protect against the risks of advanced or nefarious AI systems, including to specific communities.
• Strengthening enforcement of the Artificial Intelligence and Data Act, with $5.1 million for the Office of the AI and Data Commissioner. The proposed Act aims to guide AI innovation in a positive direction to help ensure Canadians are protected from potential risks by ensuring the responsible adoption of AI by Canadian businesses.

Today’s announcement is about investing in innovation and economic growth to secure Canada’s world-leading AI advantage today and for generations to come. This will create good-paying opportunities for every generation, boost innovation across the economy, raise productivity, and accelerate economic growth – and it’s just one of the things that we are going to be doing in Budget 2024. Alongside these measures, we’re building more homes faster, ensuring every kid has the food they need, investing in health care, making life more affordable, and creating good jobs to make sure every generation can get ahead.

“AI has the potential to transform the economy. And our potential lies in capitalizing on the undeniable Canadian advantage. These investments in Budget 2024 will help harness the full potential of AI so Canadians, and especially young Canadians, can get good-paying jobs while raising our productivity, and growing our economy. This announcement is a major investment in our future, in the future of workers, in making sure that every industry, and every generation, has the tools to succeed and prosper in the economy of tomorrow.” The Rt. Hon. Justin Trudeau, Prime Minister of Canada

“Today, we are making a significant investment to boost our economic growth. This will keep Canada a global leader in AI and ensure we are at the very cutting-edge of new technologies. And most importantly, this will mean more high-paying careers for Canadians who are leading the charge in AI.” The Hon. Chrystia Freeland, Deputy Prime Minister and Minister of Finance

Quick Facts

• The Government of Canada’s Budget 2024 will be tabled in the House of Commons by the Deputy Prime Minister and Minister of Finance on Tuesday, April 16, 2024.
• In 2017, Canada was the first country to establish a national AI strategy. The Pan-Canadian Artificial Intelligence Strategy is helping Canada maintain its position as a world leader in AI, businesses be more competitive, and Canadians benefit from growth in the digital economy. Phase 2 of the strategy was announced in 2022 with funding of more than $443 million.
• The federal research granting agencies – the Canadian Institutes of Health Research (CIHR), the Natural Sciences and Engineering Research Council (NSERC), and the Social Sciences and Humanities Research Council (SSHRC) – together have awarded $936.8 million in funding for AI-related research since 2017-18.
• Since 2017, the National Research Council of Canada Industrial Research Assistance Program (NRC IRAP) provided $705.8 million in contributions to AI-related firms. This funding supported 1,111 firms and 3,837 projects in the AI and Big Data Technology space.
• In addition, the NRC Digital Technologies Research Centre has invested over $27 million both directly to firms and on collaborative AI projects related to natural language processing, Indigenous languages, and high-performance computing for AI.
• In 2023, Canada announced renewed funding for the Global Innovation Clusters , including Scale AI , bringing total funding for the company to up to $284 million. Scale AI is dedicated to promoting collaboration in AI and supply chain management research and innovation by strengthening linkages between researchers in industry, academia, and research institutes in Canada and abroad, and providing financial support for AI and supply chain management projects.
• Canada has also made significant investments in fast-scaling AI-related companies through the Strategic Innovation Fund , including Sanctuary AI and semiconductor firm Ranovus .
• Canada was recently ranked number 1 among 80 countries, tied with South Korea and Japan, in the Center for AI and Digital Policy’s 2024 global report on Artificial Intelligence and Democratic Values .
• The Artificial Intelligence and Data Act (AIDA) was introduced in Parliament as part of Bill C-27 in June 2022. It is designed to promote the responsible design, development, and use of AI systems in Canada’s private sector, with a focus on systems with the greatest impact on health, safety, and human rights. Since the introduction of the bill, the government has engaged extensively with stakeholders on the novel challenges posed by generative AI. Canada is one of the first countries in the world to propose a law to regulate AI. Learn more .
• The Voluntary Code of Conduct on the Responsible Development and Management of Advanced Generative AI Systems – announced in September 2023 and signed by major tech firms including Cohere, Ada, Coveo, BlackBerry, TELUS, OpenText, and IBM – enables companies to demonstrate that they are developing and using generative AI systems responsibly and strengthen Canadians’ confidence in the technology.
• The Public Awareness Working Group on AI was launched in 2020 under Canada’s Advisory Council on Artificial Intelligence with a mandate to examine avenues to boost public awareness and foster trust in AI. Its objective is to help Canadians have a more grounded conversation around AI, and help citizens better understand the technology, its potential uses, and its associated risks. The Working Group published a report on its public engagement activities in February 2023. A further public report is upcoming specifically on the Working Group’s engagement with First Nations, Inuit, and Métis communities to better understand their needs, interests, and priorities for AI development and use.
• Since the 1990s, Canada has been a leader in AI and deep learning, made possible by the research and innovations of the “Godfathers of AI”, Canadians Yoshua Bengio and Geoffrey Hinton. In the decades since, Canada has built up a robust and growing AI industry across Canada, anchored by our three national AI institutes in Montréal, Toronto, and Edmonton.
• In 2022-23, there were over 140,000 actively engaged AI professionals in Canada, an increase of 29 per cent compared to the previous year.
• Canada has 10 per cent of the world’s top-tier AI researchers, the second most in the world.
• Canada ranks first globally for year-over-year growth of women in AI (67 per cent growth in 2022-23 alone), first in the G7 for year-over-year growth of AI talent, and since 2019, has ranked first in the G7 for the number of AI-related papers published per capita.
• The number of AI patents filed by Canadian investors increased by 57 per cent in 2022-23 compared to the previous year – nearly three times the G7 average of just 23 per cent over the same period.
• In 2022, the Canadian AI sector attracted over $8.6 billion in venture capital, accounting for nearly 30 per cent of all venture capital activity in Canada.
• Canada ranks third in the G7 in total funding per capita raised for AI companies, with more than 670 Canadian AI start-ups and 30 Canadian generative AI companies receiving at least one investment deal valued at more than $1 million USD since 2019.
• Restore generational fairness for renters, particularly Millennials and Gen Z, by taking new action to protect renters’ rights and unlock pathways for them to become homeowners. Learn more .
• Save more young families money and help more moms return to their careers by building more affordable child care spaces and training more early childhood educators across Canada. Learn more .
• Create a National School Food Program to provide meals to about 400,000 kids every year and help ensure every child has the best start in life, no matter their circumstances. Learn more .
• Launch a new $6 billion Canada Housing Infrastructure Fund to accelerate the construction or upgrade of essential infrastructure across the country and get more homes built for Canadians. Learn more .
• Top-up the Apartment Construction Loan Program with $15 billion, make new reforms so it is easier to access, and launch Canada Builds to call on all provinces and territories to join a Team Canada effort to build more homes, faster. Learn more .
• Support renters by launching a new $1.5 billion Canada Rental Protection Fund to preserve more rental homes and make sure they stay affordable. Learn more .
• Change the way we build homes in Canada by announcing over $600 million to make it easier and cheaper to build more homes, faster, including through a new Homebuilding Technology and Innovation Fund and a new Housing Design Catalogue. Learn more .

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• Responsible use of artificial intelligence (AI)
• Sectoral Workforce Solutions Program