Chris Camacho, President & CEO AAED BEDC January 24, 2018

Transcription

1 Chris Camacho, President & CEO AAED BEDC January 24, 2018

2 GREATER PHOENIX ECONOMIC COUNCIL ABOUT GPEC Our mission is to attract and grow quality businesses and advocate for Greater Phoenix's competitiveness. As a public-private partnership, we are supported by Maricopa County, 22 cities and towns, and more than 150 private-sector investors ,000+ $14.3B+ SINCE GPEC has assisted more GPEC has brought GPEC has helped bring 1989 than 730 businesses as they relocate and expand more than 130,000 jobs to the region. more than $14.3 billion in capital investment. to the region.

3 GREATER PHOENIX ECONOMIC COUNCIL GPEC SERVICES IN-DEPTH MARKET DATA & ANALYSIS Analysis of current wage rates, labor force, skill levels based on occupation and industry, etc. OPERATIONAL COST ANALYSIS Comparisons across major markets with analysis of transportation, real estate, tax incentives, labor costs, etc. CONNECTIVITY TO KEY RESOURCES Introductions to colleges, universities, workforce assets, state and local regulatory authorities, job training programs, startup resources, business leaders, etc. SITE-SELECTION ASSISTANCE Listing of value-based assets, unique buildings and shovel-ready sites INTERNATIONAL ASSISTANCE Translators and help with EB-5 immigration (in partnership with the state), etc. ECONOMIC IMPACT ANALYSIS Evaluation of your project s economic impact and community benefit.

4 MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS

5 MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS TYPES OF ECONOMIC DEVELOPMENT ORGANIZATIONS PUBLIC PRIVATE PUBLIC-PRIVATE Local governments Regional planning organizations State EDOs Non-profit EDOs Chambers of Commerce Community Development Corporations Community Development Financial Institutions Policy planning organizations Implementation organizations

6 IDENTIFY & DEVELOP CASE FOR REGIONALISM MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS Fundamentals of Economic Development Job creation occurs independent of political subdivisions Marketplace evaluates regions, not cities Regional indicators include presence of capital markets, established supply chains, access to talent and vibrant quality of life

7 IDENTIFY & DEVELOP CASE FOR REGIONALISM MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS Why Regionalism is Key Public benefits from job creation are shared across the ecosystem In absence of regional cooperation, communities polarize & engage in negative behavior Regional economics are more efficient and provide better returns for the public

8 MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS BUILDING A CONTEMPORARY EDO Criteria for a Modernized Business Model and Organization Focus on market sustainability Be flexible and move as dynamically as the marketplace Include broadbased deliverables Benchmark and measure against competitor markets Be talent-based, focused on developing leaders within the community Place emphasis on improving the region s market position

9 MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS POSITION ORGANIZATION & BOARD AS THOUGHT LEADERS Organizational Profile Ability to gather/interpret data to motivate and mobilize; improving public policy is critical Conduct ongoing market communication on groundbreaking events relative to the economy Proactively seek earned media; serve as spokespersons for national press covering state and region, preserving market position and message Lead discussion on region and state s competitiveness agenda Board of Directors should have the highest standing within the community Executive team must comprise of region and state s most accomplished professionals

10 MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS BE A SERVICE ORGANIZATION Set a course for the organization that will help the Governor and State Legislature achieve their goals Build strategies with Chambers of Commerce to align business community and economy Be a reliable resource for Mayors and City Managers when it comes to building community plans and models REDEFINE THE OPPORTUNITY Be the economic authority, serving as region s turn to organization during times of duress or crisis Promote universities, community colleges; support leadership and confirm their value to the economy Develop an organization that mentors young leaders for future key positions in the region

11 MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS BE A TRENDSETTER GLOBALLY Lead by Example 1 Set standards of excellence in the delivery of services to communities 2 Build and develop strategies in international markets 3 Establish unique collaborations with institutions in the state that change behaviors 4 Set versus manage expectations that stretch the organization 5 Identify and shoulder critical community issues embrace challenges, do not avoid them

12 CREATE & EXECUTE A 3-YEAR STRATEGIC PLAN MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS Focus on an inclusive collaborative planning process with all key stakeholders and investors Build a professional recommendation for constituency to consider Maintain professional position as leader, also allowing for input into shaping of the plan by partners Understand the importance of delivering immediate results without compromising long-term viability Set measurable goals to help investors understand and calculate returns Create a vision for community to stretch leadership and excite the masses Execute and win celebrate success!

13 ESTABLISH AN ENVIRONMENT OF INNOVATION MANAGING ECONOMIC DEVELOPMENT ORGANIZATIONS Mayors have public responsibilities, while CEOs answer to Wall Street let s have some fun! The regional economic development organization should be an off-balancesheet risk vehicle for private industry and public bodies Cultivate new ideas and try new things, learn from your mistakes but keep innovating Stay cutting-edge early adopters drive the economy

14 BUILDING THE TEAM TO EXECUTE THE STRATEGY

15 BUILDING THE TEAM TO EXECUTE THE STRATEGY CHARACTERISTICS OF A WORLD CLASS TEAM Socially conscious Change agent Civically minded Teamcentered Intellectually curious Tenacity Global thinker Executor Lifelong learner

16 BUILDING THE TEAM TO EXECUTE THE STRATEGY WHAT EMPLOYEES WANT FROM AN EDO Leadership An environment of innovation Community impact Integrity & respect Strategic visioning Start-up culture Set vs. manage Committed team

17 BUILDING THE TEAM TO EXECUTE THE STRATEGY THE ROLE OF THE CEO Strategic vision setting Public/private coordination Fundraising Action Plan execution External leadership Board engagement

18 BUILDING YOUR ECONOMIC DEVELOPMENT ORGANIZATION SUMMARY EDO success Investing in Build a team Manage the is about people, talent is GPEC s of community organization like leadership and number one loyalists a start-up, not a market differentiator non-profit or a positioning government entity

19 THANK YOU gpec.org Address 2 N. Central Ave., Suite 2500 Phoenix, AZ Contact Info info@gpec.org Telephone (602) Greater Phoenix Economic Council