Strategic Plan FY & Beyond. Championing a Prosperous, Diverse and Connected Regional Economy

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1 Strategic Plan FY & Beyond Championing a Prosperous, Diverse and Connected Regional Economy 1

2 A Message from Our Chairman & CEO In January 2011, in the depths of the Great Recession, over 200 people gathered at a conference at UNLV to talk about reforming our state and local economic development systems. Dubbed Nevada 2.0, the conference brought together leaders from the local, state, and regional governments as well as representatives from the business, nonprofit, and workforce development communities to talk about strategy, policy, and the way forward on economic development. Glenn Christenson, Chairman A lot of ideas came out of that conference, and a lot of action has been taken since then. In June 2011, the state legislature passed AB449, a bill to completely reform the state s economic development systems. Later that year, Brookings Mountain West published Unify, Regionalize, Diversify, a report that made suggestions to the state of Nevada for the implementation of that reform. In 2012, this organization partnered with dozens of community leaders to chart a new path forward for itself, and in late 2012, we brought on new leadership. In 2013, we rebranded our organization, published a region-wide economic development strategy, and doubled the size of our team. We came up with marketing strategies, fundraising strategies, and global outreach strategies, and today, we re coming out with an all new organizational strategy to lead this team into 2014 and beyond. Throughout all of this transition, this team has been unflappable. We have delivered on our promises of reform, and now, we will deliver for our community. Our team is working together to build an excellent organization that leads, facilitates, and stewards regional economic development. We re also working to elevate Southern Nevada s position as a connected, global business destination and to become an engine of community development. Tom Skancke, CEO We do all of this because building a better community starts with economic development. Through economic development we can create meaningful employment opportunities, a diverse economy, improved educational systems, a growing tax base and a community that is positioned to compete in the global economy. 2

3 LVGEA Strategic Planning Process The Las Vegas Global Economic Alliance (LVGEA) is a 501(c)6 membership organization dedicated to developing the economies of Las Vegas, Clark County, Henderson, North Las Vegas, Boulder City, Mesquite, and Nye County through regional and global cooperation, trade, and connectivity. Originating from the Nevada Development Authority, the LVGEA brand was established in The organization s heritage is forged from a rich history of economic development achievements dating back to Throughout its various iterations, the organization has embodied a mission that unified diversification and infrastructure planning with the overall goal of facilitating economic growth in Southern Nevada. LVGEA will expand upon these efforts by advancing community development projects, building global connections and enhancing efforts to attract, retain and expand businesses. This strategic plan is the product of an iterative process between the staff of the LVGEA, the LVGEA Strategic Planning Committee, and the LVGEA Executive Committee. The strategy was developed primarily to achieve the goals and objectives set out in the LVGEA s two guiding documents: the Southern Nevada Comprehensive Economic Development Strategy, and the LVGEA Marketing Strategy. This Strategic Plan will inform the funded priorities in the LVGEA budget. Collectively, our planning and budget documents are designed to guide LVGEA s efforts to strengthen and diversify Southern Nevada. 3

4 Table of Contents The Strategic Plan is guided by Strategic Imperatives Message from Chairman & CEO... pg. 2 Planning Background... pg. 3 Mission, Values & Strategic Imperatives... pg. 5 Strategic Imperatives: I. Achieve & Maintain Operational Excellence.. pg. 6-7 II. Lead, Facilitate & Steward Regional Economic Development.. pg III. Elevate Southern Nevada s Position as a Global Business Location.. pg IV. Become an Engine of Community Development.... pg Performance Metrics... pg. 16 Using the collaborative strength of our members, existing businesses, and community, we will attract and grow diverse industries that will use Las Vegas's 4

5 Vision To help our residents thrive in a global economy by fostering a more prosperous, diverse, and connected regional economy. Mission To grow the economy in Southern Nevada through connectivity, community development and aggressive business recruitment, retention and outreach. Values Focused and committed Forward-thinking and pace-setting Highly collaborative Results oriented Strategic Strategic Imperatives I. Achieve and maintain operational excellence II. Lead, facilitate, and steward economic development efforts in the region III. Elevate Southern Nevada s position as a global business destination IV. Become an engine of community development 5

6 Strategic Imperative I Achieve and Maintain Operational Excellence Goals & Objectives (Listed in Priority Order) I 1) Attract, develop and retain an extraordinary team of people I 1.1) Maintain a culture of shared responsibility, wherein team members actively support one another I 1.2) Foster a fully inclusive organization, which celebrates diversity of all types and strives for individual along with shared accomplishment I 1.3) Ensure that sufficient staffing and support exists to achieve success I 1.4) Create a culture of continuous learning and improvement I 2) Ensure adequate funding to deliver results; responsibly steward funds I 2.1) Secure diverse funding streams and investment to support strategic imperatives I 2.2) Provide consistent, accurate and prudent revenue & expense tracking and forecasting I 3) Operate effectively and efficiently I 3.1) Align LVGEA operations with Strategic Plan and budget I 3.2) Improve individual, departmental, and organizational success annually to ensure continuing growth I 3.3) Empower every team member to focus on and achieve their responsibilities; maximize every team member s unique experience and talents I 4) Develop and expand enterprise capability I 4.1) Increase database, network and readership 6

7 Secure - Publish Develop Recruit All Every Strategic Imperative I Achieve and Maintain Operational Excellence 12-Month Milestones $2.5 M/year ($7.5 M to be received over 3 years) of committed investment through capital campaign to ensure our continuing operations and growth LVGEA organizational strategy FY budget and retain talent to fill new organization structure employees will be aware of and support their peer s roles and responsibilities. An internal survey and assessment will be used to measure success department will improve its annual operating results and meet or exceed budget requirements Key Performance Metrics KPM I A) Employee engagement survey (Driven by Goals: I 1) KPM I B) Amount of investment generated, by revenue stream (Driven by Goals: I 2) KPM I C) Number of major investors (Driven by Goals: I 2) KPM I D) Audited financial performance (Driven by Goals: I 2) KPM I E) Improvement in divisional operating results (Driven by Goals: I 3) KPM I F) Number of contacts in CRM database (KPM also measured within strategic imperative III) (Driven by Goals: I 4) 7

8 Strategic Imperative II Lead, Facilitate & Steward Regional Economic Development Goals & Objectives (Listed in Priority Order) II 1) Identify and attract next generation and emerging-market firms II 1.1) Concentrate attraction efforts on the following target industries: o Logistics, Manufacturing and Assembly o Healthcare and Life Sciences o Global Finance, Banking, and Business Services o Business and IT Ecosystems o Clean Technology o Aerospace, Defense and UAVs o Gaming, Tourism and Conventions II 1.2) Systematically grow the deal flow pipeline and capacity to generate new leads II 1.3) Leverage NV Angels, the innevation Center, and other entrepreneurial support programs to give Southern Nevada an advantage when recruiting targeted industries II 1.4) Explore the relationship between target sectors and the tourism economy in partnership with LVCVA o Conduct an asset and opportunity study on McCarran International Airport as it relates to our tourism economy o Work with the Las Vegas Convention and Visitors Authority to maximize the region s exposure at trade shows and conventions II 1.5) Explore strategies to increase exports o Conduct outreach to area exporters o Develop tool kit for import export assistance II 1.6) Generate business attraction prospects from cluster niches through a strategic marketing campaign o Build awareness among corporate site selectors o Build awareness among decision-makers within identified industry clusters o Establish an aggressive conference and convention strategy linked to target industries II 2) Retain and expand existing businesses in the Las Vegas region II 2.1) Establish a regional business retention & expansion program II 2.2) Develop an intervention strategy by working with area partners to deal with potential layoffs or plant closures 8

9 II 3) Engage community and business leaders in the economic development process II 3.1) Create contact plan for continuous outreach and lead identification with public and private sector leaders II 3.2) Provide a clear structure for Broker Advisory Group to provide assistance and help advance attraction, retention and expansion projects II 4) Coordinate and collaborate with regional and statewide partners II 4.1) Coordinate efforts with municipal economic development organizations, business support organizations and utilities critical to economic development II 4.2) Explore collaboration opportunities with leaders from western regional economies, to engage in regional issues and cooperate in the global economy II 4.3) Establish an effective system for managing relationships with regional and local partners II 4.4) Work with Governor s Office of Economic Development to add functionality to Executive Pulse database: o Business retention & expansion surveys and diagnostics o Investor relations management database and tracking o Marketing activity database and tracking II 5) Promote the development of other new employment centers in the region II 5.1) Organize GIS enabled building & sites database II 5.2) Utilize federal programs like the EPA Brownfields program to ensure the availability of land ready for development 9

10 - 12-Month Milestones Provide direct attraction or expansion assistance to 42 businesses Provide indirect attraction or expansion assistance through partner organizations to 12 businesses Create and implement regional Business Retention & Expansion program - Revise performance measurement and tracking system to reflect LVGEA s new scope of work Strategic Imperative II Lead, Facilitate & Steward Regional Economic Development - Reorganize Broker Advisory Group Key Performance Metrics KPM II - A) Number of leads from target industries (Driven by Goals: II 1) KPM II - B) Number of businesses provided direct assistance (Driven by Goals: II 1, II 2, II 4, II - 5) KPM II - C) Number of businesses provided indirect assistance (Driven by Goals: II 1, II 2, II 4, II - 5) KPM II - D) Number of jobs attracted, retained or expanded (Driven by Goals: II 1, II 2, II 4, II - 5) KPM II - E) Retention/expansion visitation (Electronic + in-person) (Driven by Goals: II 1, II 2, II 4, II - 5) KPM II - F) Number of requests for information received and processed (Driven by Goals: II 1, II 2, II 4) KPM II - G) Number of site visits (Driven by Goals: II 1, II 2, II 4) KPM II H) Capital investment (Driven by Goals: II 1, II 2, II 3, II 4) KPM II I) Economic impact (Driven by Goals: II 1, II 2, II 3, II 4) 10

11 Strategic Imperative III Elevate Southern Nevada s Position as a Global Business Location Goals & Objectives (Listed in Priority Order) III 1) Raise the profile of Southern Nevada as a global business location III 1.1) Identify and rank countries for business recruitment purposes based on a strong presence in the target industries, and incorporate these countries into target industry business attraction activities III 1.2) Build on the existing international connections and foreign-owned companies within Southern Nevada s business base III 1.3) Strategically attend international industry events and trade shows III 2) Implement a branding strategy that will promote Las Vegas as a great location for business III 2.1) Identify brand messaging and value propositions III 2.2) Position Las Vegas as a great vacation destination, a fantastic convention city AND a great place to do business and live III 3) Integrate an integrated multi-channel marketing campaign III 3.1) Create high quality sales and marketing materials (general brochure, industry overviews, promotional videos, Southern Nevada overview) III 3.2) Create industry leading website to serve as the backbone for marketing efforts III 3.3) Enhance LVGEA s social media presence III 3.4) Design and launch marketing campaign for business retention & community development III 3.5) Design and launch marketing campaign for lead generation and positioning with external audience III 3.6) Generate business attraction prospects from cluster niches III 3.7) Conduct an internal marketing campaign targeting Southern Nevada s business leadership and residents to raise awareness of economic development efforts and opportunities III 3.8) Create and implement public relations plan III 4) Advance a legislative agenda to promote a truly positive business climate III 4.1) Establish a cooperative advocacy campaign to modify state and federal policies and to pursue funding to increase economic prosperity in Southern Nevada III 5) Improve contact relationship management (CRM) III 5.1) Connect databases for economic development, investor relations and marketing III 5.2) Build contact databases for business leaders of target industries 11

12 - Launch High Implementation Implementation Strategic Imperative III Elevate Southern Nevada s position as a global business location 12-Month Milestones new LVGEA website potential countries targeted of marketing campaign of branding campaign Key Performance Metrics KPM III A) Social Media Engagement Index (Driven by Goals: III 2, III 3) KPM III B) Value of traditional advertisements (paid + in-kind) (Driven by Goals: III 3) KPM III C) Outreach Events (led + partnered) (Driven by Goals: III 3) KPM III D) Press hits in the Southern Nevada region (Driven by Goals: III 1, III 2, III 3, III 4) KPM III E) Press hits outside of Southern Nevada (Driven by Goals: III 1, III 2, III 3, III 4) KPM III F) Contact in CRM database (Driven by Goals: III 1, III 3, III - 5) 12

13 Strategic Imperative IV Become an Engine of Community Development Goals & Objectives (Listed in Priority Order) IV 1) Advocate for a Prepared and Educated Workforce IV 1.1) Work with business and educational leaders to better align educational system (Pre-K, K-12, higher education and workforce development) with economic development efforts and to grow the skilled workforce needed to drive our regional economy IV 2) Enhance Quality of Life IV 2.1) Invest time and resources in community-based initiatives IV 2.2) Advocate for place-making initiatives which capitalize on community assets, amenities, local inspiration, and potential in order to create public spaces that promote people s health, happiness, and well being IV 3) Establish LVGEA as highly-credible, knowledge-based and collaborative IV 3.1) Publish and present thought-leading research that supports the LVGEA's Mission IV 3.2) Embed team members in appropriate efforts and organizations throughout the region IV 4) Work with regional partners to leverage capital planning to uplift neighborhoods IV 4.1) Advocate for the implementation of smart urban planning and land use to create vibrant neighborhoods and greater areas of commerce IV 4.2) Support investments that foster the region s economic and social vitality IV 5) Expand beyond initial CEDS mandates to maximize LVGEA s contribution to the region IV 5.1) Increase the region s connectivity with other key marketplaces IV 5.2) Secure a stable funding base and range of finance products to support and accelerate business growth IV 6) Evaluate, prioritize, and coordinate interagency infrastructure improvements to support economic development IV 6.1) Work closely with the Regional Transportation Commission and other community organizations to support the 13

14 growth and optimization of surface transportation infrastructure as it relates to our emerging logistics sector IV 6.2) Recognizing that the health care sector is a form of community infrastructure, foster a cooperative climate between health care providers in an effort to create a healthy and vibrant medical services sector IV 6.3) Support policies that will build up our clean technology infrastructure in Southern Nevada IV 6.4) Continue to strengthen ties among jurisdictions within the region to increase cooperation on critical community infrastructure improvements IV 6.5) Integrate these recommendations into the LVGEA Legislative Strategy IV 7) Explore the relationship between target sectors and the tourism economy IV 7.1) Conduct an asset and opportunity study on McCarran International Airport as it relates to our tourist economy 14

15 - Develop Define Raise Define Strategic Imperative IV Become an Engine of Community Development 12-Month Milestones a government advocacy strategy based on community development the mission and scope of Grow LV, the LVGEA s Community Development Arm seed funds for Grow LV & create a regional strategic framework to address long term economic & cultural sustainability Key Performance Metrics KPM IV A) Research and/or community policy reports generated (Driven by Goals: IV 1, IV 2, IV 3) KPM IV B) Investment in Grow-LV (Driven by Goals: IV 1, IV 2, IV 3) 15

16 Strategy Metric Threshold Target Stretch I - Achieve and Maintain Operational Excellence II - Lead, Facilitate & Steward Regional Economic Development III - Elevate Southern Nevada's Position as a Global Business Location IV - Become an Engine of Community Dev't Key Performance Metrics FY Total Capital Campaign Funds Committed (Over 3 Years) $3 M $7.5 M $9 M Employee Engagement Survey (1-7 Scale) Revenue (Cash + In-kind) $3 M $5.4 M $6 M Meetings/Events Meeting/Event Attendance (Cumulative) Annual Audited Financial Statements NA Clean Audit NA Number of Major Investors ($25 K+) Total Businesses Attracted or Expanded Total Businesses Attracted > Businesses Attracted (Direct) > Businesses Attracted (Indirect) Total Jobs Attracted (Primary + Secondary) > Jobs Attracted (Direct) (Primary& Secondary) > Jobs Attracted (Indirect) (Primary + Secondary) Businesses Expanded > Jobs Expanded Retention / Expansion Outreach (Survey + In-Person) Client Inquiries Capital Investment $150 M $200 M $250 M 1-year Fiscal Impact $12 M $15 M $17 M 1-year Economic Impact (Direct + Indirect) $200 M $250 M $300 M Social Media Engagement Index Value of Traditional Advertisements (paid + in-kind) $25 K $100 K $175 K Outreach Events (led + supported) Press Hits in Southern Nevada Press Hits outside Southern Nevada Contacts in CRM database Research and/or Community Policy Reports Generated Investment in Grow - LV $0 K $50 K $ 75 K

17 Las Vegas Global Economic Alliance 6795 Edmond St. Ste. 260 Las Vegas, NV (702)

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