FY23-25 Strategic Plan

FISCAL YEAR 2023-2025

Greater Phoenix Economic Council

Strategic Plan

gpec.org /// 602.256.7700

STRATEGIC PLAN

Letter from Chris Camacho President and CEO, Greater Phoenix Economic Council As we began this three-year strategic planning process, we reflected on the leaders of past and present, who over the last several decades have used intentional planning and collaboration to execute on a vision to make Greater Phoenix a premier destination for business and people.

This intentionality has spurred a culture of innovation and alignment that has positioned the market to compete on the international stage. A destination of choice, Greater Phoenix is one of the top metropolitan areas for inmigration every year.

Over our FY20-FY22 strategic plan, GPEC has invested in elevating our global market position and developed our organization as best-in-class internationally. The modernized approach has led to the development of unique tools and skillsets within GPEC enabling targeted outreach to companies through automated systems, indepth analysis of emerging trends, and unique

marketing campaigns that amplify the region’s brand. In each year during the past three fiscal years, we have broken organizational records on top line metrics such as locates and new jobs added to the market. In FY21, International Economic Development Council recognized GPEC as the top economic development organization (EDO) nationally and in FY22 the organization received recognition as the top EDO globally.

In 2021 we saw announcements from large, international high-tech manufacturers such as Taiwan Semiconductor Manufacturing Company (TSMC) and Intel that make this region internationally competitive for a semiconductor manufacturing specialization. Rapid acceleration across industries such as healthcare, artificial intelligence, corporate services, and aerospace as well as unprecedented funding available for small businesses and entrepreneurs sets the

stage to harness our momentum, build upon our strong foundations and create an economy fortified for future opportunity.

“ Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better.”

– Nassim Taleb

GPEC is committed to working with business and civic leaders to drive a 2030 vision for the region. Now is the time for us to rise and seize the opportunities presented by this unique moment and continue transforming Greater Phoenix’s economy to benefit all and focus our sights on being the most innovative market in the world that is strengthened by challenge. We are Greater Phoenix and we are Greater Together. #GreaterPHXtogether

Las Vegass

Flagstaff

Wickenburg

40 Albuquerque

17

60 30mi. NW of Surprise

60

Peoria 101

Surprise

303

Greater Phoenix

22 cities, towns & Maricopa County

17

101

Youngtown

Los Angeles

Scottsdale

Glendale

51

Tolleson Buckeye

202

Phoenix

Avondale

Sky Harbor International Airport

Planned Extension

30

202

24

Phoenix-Mesa Gateway Airport

202

Queen Creek

Chandler

85

8

Distance in Miles

Maricopa 30mi. SW of Buckeye

San Diego

60 Gilbert

347

Gila Bend

Apache Junction

Mesa

Tempe

Goodyear

85

Fountain Hills

101

El Mirage

0

5

10

Casa Grande 8

Tucson

STRATEGIC PLAN

Economic Pillars For decades the Greater Phoenix region has benefited from the thoughtful planning of key regional leaders to address the needs of the present and future. Created in 1989, GPEC’s purpose is to serve as a convener to address the key issues our region needs to be competitive and grow the economy. Working with our regional partners, key wins have driven continued growth and diversification in the region.

Our market is poised to capitalize on our momentum—now is the time to be bold and ambitious about building the innovation centered economy of the future.

This economy must harness the power of our assets, relying on four key pillars: resilient infrastructure, future-looking education and job training pathways, smart and agile land use policies, and generating a pro-business and capitalfriendly environment that spurs novel ideas and new innovations. Each of these pillars of an economy, when accessible for all members of a community, will enable our region to fortify itself as a top-tier market globally.

Pillars of an Innovation Economy

Resilient infrastructure

Future-looking education and job training pathways

Implementation of smart and inclusive growth strategies driven by a shared regional vision and reinforcement of innovation economy pillars.

Smart and agile land use policies

Pro-business, capital-friendly environment

STRATEGIC PLAN

Introduction from Jeff Guldner GPEC Board of Directors Chairperson, President and CEO of APS As we transition from the current strategic plan moment that this team rested on its laurels. to the next three-year vision, we also transition We know that the only constant is change, to a new Board of Directors Chairperson with and as part of the strategic planning process, David Rousseau, president the GPEC team worked with of Salt River Project, taking stakeholders, partners and peer “

T

he impact of a global the helm. Over the last organizations to understand key two years, it has been drivers of change for Greater pandemic caused the my distinct pleasure to team to rethink strategies, Phoenix as well as anticipated lead the GPEC board. challenges and opportunities in and social unrest led The team overcame coming years. With the help of incredible challenges the GPEC Next strategic planning to realizations that as it courageously faced council, we have synthesized key catapulted conversation uncharted territories. considerations to achieve new and action around The impact of a global levels of success. pandemic caused the diversity, equity, inclusion team to rethink strategies, This strategic plan lays out three and belonging.” and social unrest led to key goals for the coming years that realizations that catapulted will position Greater Phoenix as conversation and action around diversity, equity, the lead market driving innovation in a dynamic, inclusion and belonging. There was never a anti-fragile and equitable economy.

“ I am thankful for Jeff’s leadership and excited to guide the execution of this strategic plan. GPEC is poised to continue driving best-inclass outcomes for Greater Phoenix, and this plan outlines an ambitious vision for our region that builds on the momentum of the past to create a future anchored in innovation and shared prosperity.”

David Rousseau President Salt River Project

Our Mission

Our Values The GPEC Way

To attract and

We are an inclusive, diverse family

grow quality

We are change agents

businesses, and

We lead from the front We promote intellectual curiosity

advocate for

We remain on the edge

Greater Phoenix’s

We are tenacious

competitiveness.

We are agile and adapt to change We are committed to selfless service

Be the leading market driving innovation in a dynamic, anti-fragile and equitable economy that enables all residents to benefit and prosper.

STRATEGIC PLAN

Goal 1:

Lead an ambitious shared vision for the region’s economic future GPEC will lead a

Strategies:

collaborative effort to

• Convene the community to articulate a vision for the region’s future and inspire action around key economic imperatives

generate a vision that supports an innovationdriven, equitable and inclusive economy.

• Drive conversations around policy priorities that enhance the pillars of an innovation economy such as infrastructure, education and workforce development, smart and agile land use, and a capital-friendly environment • Be a leading voice regionally and nationally on economic development priorities and strategies

“ I want Greater Phoenix to be the place where the next billion-dollar companies are born.”

Rebecca Clyde

Co-founder and President Botco.ai Photo credit azbigmedia.com

STRATEGIC PLAN

Goal 2:

Enhance the foundation of the future economy with a focus on emerging and innovation-driven industry sectors GPEC will intensify foundational strategies such as business attraction and regional branding while enhancing the economic ecosystem enabling local growth in innovation-based sectors.

Strategies: • Fortify business attraction efforts to remain best-in-class and execute on sector-focused strategies • Enhance the perception of the Greater Phoenix market as a premier location for people and businesses to live, grow and work • Lead on data analytics and cuttingedge research capabilities to provide intelligence to clients and stakeholders • Intensify support for regional entrepreneurship with a focus on equity, capital strategies and innovation in collaboration with regional partners

“ Innovation comes from different backgrounds and diverse ways of thinking.”

Nikhil Dave

Student Regent Arizona Board of Regents

STRATEGIC PLAN

Goal 3:

Expand organizational capacity to serve the Greater Phoenix economic ecosystem and meet the needs of the market GPEC will advance what it means to be a best-in-class economic development organization by enhancing our internal capabilities, aligning resources and leveraging our network to support the regional economic ecosystem.

“ A region doesn’t function without the opportunity for everyone in that region to participate in the economy.”

Kimber Lanning

Chief Executive Officer Local First Arizona

Strategies: • Grow capacity through increased investment and diversified funding to provide resources that enable execution against strategic economic initiatives • Coordinate with key stakeholder groups to enable an agile response to the needs of Greater Phoenix • Invest in and fortify internal capabilities through recruitment and professional development to maintain a best-in-class economic development team anchored in innovation • Evaluate best practices and bylaws to ensure the GPEC’s Board of Directors remains high-caliber and activated to support the organizational mission

Economic Ecosystem The levers of a regional economy that work collaboratively to enable businesses and individuals to start, grow and prosper in a region.

Greater Phoenix Greater Together