cities and businesses growing economic strengths · corporate recruitment, economic research, site...
TRANSCRIPT
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Cities and Businesses Growing Economic Strengths
Breakout Session C:Speakers: Theresa Foxley, Clint Betts, Tom Christopulos
Moderator: Stuart Clason
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Wasatch Choice 2050
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Who AreWe?
› Private, non-profit organization founded in 1987 with a mission to act as a catalyst for quality job growth and increased capital investment in the state
› Statewide economic development organization (EDO) specializing in corporate recruitment, economic research, site selector marketing, and community development
› Supported by the private sector, state (GOED) government, and local governments
› Partner to the Governor’s Office of Economic Development (GOED) for corporate recruitment
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What Do We Do?
Lead Generation and Business Development
Economic Research and Reporting
Site Selector Marketing
› Corporate Recruitment Project Management
›››› Public Development
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UTAH ECONOMIC SNAPSHOT
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State of Utah’s Economy
2.7% (National = 1.5%)
3.1% (4.1%)
Population 5-Year Growth Rate: 11.8% (5.3%)
Labor Force Participation Rate: 70.0% (65.9%)
Net Migration Rate (2016-2017): 7.3% (3.4%)
Change in Real GDP: 3.34% (2.3%)
GINI Coefficient: 0.419 (1st)
› Job Growth Rate:
› Unemployment Rate:
›››››› Economic Diversity (Hachman Index): 96.3 (2nd)
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EDCUtah Current Project Pipeline
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New Projects – FY 17-18
77
Projects
100,879
Jobs
376 M
Square Footage
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Site Selector Decision Drivers
This data comes from an EDCUtah survey of nearly 200 site selectors completed December, 2017.
WORKFORCE = #1
Labor factors make up three of the top five most important considerations in a corporate relocation project.
Graph explanation: Site Selectors were asked to rankthese factors on a scale of 1 to 5, where “1” was “notimportant, and “5” was “extremely important. 3.03
3.30
3.29
3.23
3.51
3.67
3.78
3.70
3.70
3.87
3.87
3.82
3.96
4.06
4.02
4.14
4.25
4.56Labor quality
Availability of experienced labor
Business friendly government
Labor costs
State and local tax environment
Transportation access (road, rail, air)
Utility infrastructure
State and local tax incentive programs
Proximity to major markets
Utility costs
Availability of entry level labor
Real estate / land availability
Higher education assets
Real estate costs
Cost of living
Quality of life
Construction costs
Total population
Relocation Decision Drivers
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What Makes for a Great Workforce?
Labor mobility
Housing options
Arts and culture amenities
› Educational assets
›››› Employers of choice
› What do these have in common?
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THANK YOU
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Clint Betts
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How should cites change their approach to growing and attracting business?
•Understanding the relationship between • Product development• Planning the City to produce revenue and for the
future needs • Wealth development
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There are only so many strategies. The focus on product development
1. Marketing and Business Attraction Site Selection
2. Community development, Infrastructure3. Workforce development4. Business finance 5. Real estate development
/Redevelopment/Downtown Development6. Industrial rehabilitation 7. International trade 8. Tourism development 9. Nurturing the Startup Ecosystem,
Entrepreneurship/Cashing in on Creative Capital/Incubators, Research Parks, Technology Transfer, Maker spaces, colocation facilites
10. Regional Collaboration Regional Asset Development and Capital Reduction Strategies
11. Commercial Demand Market Analysis12. Finance and Data Analysis—highest and best use of assets13. Manufacturing Liaison/Workforce Development
14. Planning/ Community Development/Housing Development
15. International Business Development and Trade16. Airports17. Business Parks18. Office Parks19. Economic and Policy Analysis (lobbying)20. Transportation
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What is Ogden and Boyer different to make it successful.
• The right product
• Priced right
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19
BUSINESS DEPOT OGDEN
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• What are the core issues that we all have interest in?
6. The Strategy Landscape & Core Issues.
• Is there a practical method that can get us to work together.
3. A “Pragmatic” Model for Strategic Planning.
• What are the facts behind the core issues?
4. Common Fact Base Development & Analysis.
• How will we structure working together?
2. Business Model Assessment
• Can we have a collective vision?
5. Vision & Mission Alignment
• Do our values align?
1. Values, Culture, & Organization.
• Imperatives needed for our competitive success
7. Imperatives, Strategies, & Strategic Goals.
• The most impactful strategies first
8. Strategic Initiatives Portfolio Formation & Management Strategic Initiative Execution.
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The Primary Objectives-20071. Creation of a reliable economic base to sustain the downtowns viability over time2. Creation of a wealth building community3. Creation of a system that represents simplified governance4. Develop governance that is not afraid to take the consequences of leading and taking risk5. Develop a community with integrated and comprehensive people moving6. Control of External Planning Environment—ED Development First then a General Plan7. Creation of a community that matches its environment with focus on the aesthetic8. Focus on the aesthetic with a companion healthy environment9. A self promoting environment10. Develop a Leadership Legacy that establishes consistent and sustained economic and community
development.11. Design long term strategic plan for economic competitiveness12. Value those that help create the economy stability and consistency
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Panel Time!!!Cities and Businesses Growing
Economic StrengthsBreakout Session C:
Speakers: Theresa Foxley, Clint Betts, Tom ChristopulosModerator: Stuart Clason