St. Louis City and County Strategic Plan For Economic ...bloximages.newyork1.vip.townnews.com/stltoday.com/... · 314.615.7663 STLPartnership.com @STLPartnership St. Louis City and

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STLPartnership.com

@STLPartnership

St. Louis City and County Strategic Plan

For Economic Development

SLEDP 11263H

4/30/14

Exhibit A

SLEDP 11263H

Table of Contents

2

Executive Summary

Introduction

SLEDP Board of Directors

SLEDP Six Strategies

Communication and Engagement

Purpose

Identity

Core Principles

SLEDP Strategy Diagram

Outcomes

Key Tactics

Measures and Economic Development Data Points

Collaboration

Scorecards

SWOT Analysis

Appendix

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Executive Summary

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Recognizing the need for a more integrated St. Louis City and St. Louis County economic development platform, on August 1, 2013 St. Louis City Mayor Francis G. Slay and St. Louis County Executive Charlie A. Dooley officially established a collaboration between the economic development agencies of the city and county – The St. Louis Economic Development Partnership – marking a new era of collaboration within the St. Louis region by aligning regional efforts in business development, business finance, entrepreneurial support and international trade services.

Today, the Economic Development Partnership provides a broader range of services than most agencies of its kind, boosting innovation and entrepreneurship, attracting, retaining, and helping companies grow, increasing the region's international reach, and revitalizing municipalities, Unincorporated St. Louis County, and St. Louis City. The partnership has become a key facilitator of regional growth for businesses and communities throughout the St. Louis Metropolitan area.

In order to develop a Strategic Plan that builds upon the successful partnership between the City and County economic development organizations, the SLEDP met with over 200 stakeholders, during three separate Stakeholder Input Sessions. During these stakeholder sessions, we presented a case for continued regional collaboration around economic development, received input on the region’s assets, opportunities and threats, and gathered feedback on potential priorities for the City/County Economic Development Partnership.

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Executive Summary (Continued)

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This open dialogue with various public and public sector leaders and stakeholders helped the partnership develop a Strategic Plan that is reflective of the priorities of our region, aware of our opportunities and threats, and focused on realistic goals and objectives.

According to the 2011 St. Louis Regional Economic Adjustment Strategic Plan (AECOM Report) the St. Louis region was adding jobs at a rate of about 3,000 per month since 2010. While this rate of growth was faster than other Midwestern cities (e.g., Columbus, Indianapolis, and Cincinnati), regional leaders understood that sustaining growth was a priority that requires a truly regional response and a regionally focused marshalling of economic development resources in a more efficient, effective, and collaborative manner.

As the lead economic development partner for St. Louis City and County, the SLEDP will focus its efforts around three key areas:

Jobs- growing and retaining jobs and capital investment

People – aligning talent with business needs and accelerating the growth rate of the region’s foreign born

Place – advancing the redevelopment/readiness of strategic real estate assets

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The objective of this strategic plan is to provide direction to the organization and articulate a strategic vision for St. Louis City and County that will lead to greater opportunities for shared prosperity, job growth, and increased capital investment for the region.

This will be achieved through strengthening existing efforts in six strategic focus areas:

1. Growing and retaining jobs and capital investment

2. Supporting startups and the entrepreneurial community

3. Increasing foreign trade and investment

4. Advancing redevelopment of strategic real estate assets

5. Accelerating the growth rate of region’s foreign born population

6. Aligning the region’s talent with business needs

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6

Specific tactics and measures have been assigned to each strategic focus area. In addition, all of the strategic focus areas of the plan will be supported by communications and community engagement. The focus areas are described in detail throughout the plan. In addition ,in order to assess performance, the strategic plan will contain key metrics (e.g., jobs, income growth, new capital investment, etc) and be driven by our core principles:

• Collaboration – We will facilitate and engage regional and local economic development organizations and individuals to attract and grow quality jobs. We will encourage regional cooperation, and discourage intra-regional competition

• Inclusion – We will advance opportunities by linking the potential of minorities, youth, and foreign born residents with business needs. Economic Inclusion will be a consideration in each of our six strategic focus areas.

• Performance – We will achieve strategic plan goals, while maintaining accountability, collaboration and inclusion

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Introduction

To fulfill the vision of our leaders, City of St. Louis Mayor Francis Slay and St. Louis County Executive Charlie Dooley, the St. Louis Economic Development Partnership, or SLEDP, has embarked on an ambitious plan that will transform the future in a manner that will help realize the promise of our great City and County.

Purpose

The plan, called the St. Louis City and County Strategic Plan for Economic Development, starts and ends with the purpose of the organization, i.e., the highest reason for being, which is: Working to Provide Greater Opportunities for Shared Prosperity and Job Growth Across the Economic Development Spectrum from Entrepreneurs to Large Employers.

Every employee at the SLEDP sees their role as working to fulfil the above Purpose. In doing so, the organization has taken on the identity of “The Lead Economic Development Partner for St. Louis City and County.”

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Introduction

Core Principles

The foundation of both the SLEDP and the St. Louis City and County Strategic Plan for Economic Development are the Core Principles of Collaboration, Inclusion and Performance.

While St. Louis has not approved a megamerger of governments in its history, we have excelled at merging key functions and services, e.g., Zoo Museum District, Metropolitan Sewer District, Metro, Great Rivers Greenway, and most recently, the St. Louis Economic Development Partnership. The exceptional benefits and results of these collaborative efforts are a great lesson on the power of collaboration.

It is essential that the SLEDP lead by example with collaboration to help bring together all parties in a manner that causes the whole to greatly exceed the sum of the parts, effectively positioning the St. Louis region for growth and success.

The SLEDP is deeply committed to a fairness imperative, including equal opportunity and economic empowerment. We must, as a region, become more inclusive and welcoming of diversity of all kinds. Without significant progress on inclusion, we have little chance of attracting and retaining the talent needed to grow and prosper.

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SLEDP 11263H

Introduction

This Strategic Plan is a living document, providing strategic guidance , but with flexibility that allows the organization the ability to respond to emerging issues, while also remaining focused on strategic economic development priorities for the City and County.

Performance is what matters, and the SLEDP will remain accountable its stakeholders, including the Mayor of the City of St. Louis, the Saint Louis County Executive, our Board of Directors, our customers, clients and partners, and the businesses and employers of our region.

The SLEDP chose Collaboration, Inclusion and Performance as its Core Principles not only because of the above, but they hold these deeply as personal values.

In order to get off to the best possible start in fulfilling its purpose of “Leading and Advocating for Job Growth and Shared Prosperity,” the SLEDP connected with many of its stakeholders and key stakeholder groups, including young professionals, African American Business and Community Leaders, Civic/Business/Political Leaders and the public at large to better identify and clarify what is most important when it comes to economic development in St. Louis County and City.

This input, along with the extensive research completed over the past two to three years including the AECOM Report (St. Louis Regional Economic Adjustment Strategic Plan), have helped to significantly inform this Strategic Plan.

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SLEDP Board of Directors

Valerie Bell, Attorney at Law Board Chair St. Louis Public Schools Foundation Mary Campbell, Assistant Vice Chancellor for Real Estate Washington University in St. Louis Gregory Christoffel, Attorney at Law Community Volunteer Sreenivasa "Sreenu" Dandamudi, Presiding and Managing Commissioner Missouri Administrative Hearing Commission James Edgerton, Vice President, Wealth Management Advisor The Private Client Reserve at U.S. Bank Michael W. Jones, Senior Policy Advisor St. Louis County Government Dee Joyner, Director of Community Relations/Organizational Development Commerce Bank

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Patricia O'Herin, Senior Vice President - Group Manager PNC Financial Services Group Kathleen Osborn, Executive Director Regional Business Council Jeff Rainford, Chief of Staff City of St. Louis Karlos Ramirez, Executive Director Hispanic Chamber of Commerce Joe Reagan, President and CEO St. Louis Regional Chamber Doug Woodruff, President & CEO The Partnership for Downtown St. Louis Sheila Sweeney, President S.M. Sweeney & Company Otis Williams, Executive Director St. Louis Development Corporation

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SLEDP Six Strategies

With the vision and guidance of St. Louis County Executive Dooley and City of St. Louis Mayor Slay, the input of Stakeholders, access to economic development experts/studies and the leadership of the SLEDP Board, the following six strategies have emerged as drivers to achieve both the priorities cited by Stakeholders and the overall purpose of the St. Louis Economic Development Partnership.

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Supported by Communication and Engagement

Strategies

Market a unified brand for the St. Louis Region

Work in close cooperation with the St. Louis Regional Chamber and the St. Louis Convention and Visitors Commission.

Consistently engage regional leaders and other key stakeholder groups regarding economic development to drive job growth and shared prosperity across the St. Louis Region.

Engage with strategic stakeholder groups (e.g., Young professionals, African American Leaders, Municipal Leaders, etc.)

Develop and implement strategies to improve the image of the City/County/Region:

Joint Reporting of City/County Crime Data

Redefinition of the region’s central business corridor (Downtown Riverfront to Clayton)

Promoting examples and benefits of regional cooperation and collaboration

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Purpose

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Purpose = Our Highest Reason for Being

Purpose

Working to Provide Greater Opportunities for Shared Prosperity and Job Growth Across the Economic Development Spectrum from Entrepreneurs to Large Employers.

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Identity

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Identity

The Lead Economic Development Partner for St. Louis City and County.

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Core Principles

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Collaboration Inclusion Performance Engage and facilitate organizations and individuals to attract and grow quality jobs.

Accelerate opportunities by linking the potential of minorities, youth and foreign born with business needs.

Achieve strategic plan goals with accountability, collaboration, and inclusion.

Core Principles

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SLEDP Strategy Diagram

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Grow/Retain Jobs and

Capital Investment

1 2

3 Increase

Foreign Trade and

Investment

Communications Engagement

Align Talent with

Business Needs

Advance Redevelopment of

Strategic Real Estate Assets

Accelerate the Growth of the

Region’s Foreign Born Population

4 5

6

Support Startups and the

Entrepreneurial Community

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Major Outcomes

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OUTCOMES

1. Be the best at business retention and expansion

2. Be a top ten region for entrepreneurs

3. Be the leading internationally focused business organization in the region

4. Position real estate assets to attract local, regional and national investment

5. Be the fastest growing major metropolitan region for foreign born by 2020

6. Better align talent with emerging business leads

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Working Strategic Plan – Key Tactics

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Capital Investment

Increase Foreign Trade

and Investment

Align Talent with

Business Needs





1 2

3

4 5

6

Tactics Aggressively pursue all material business

retention and expansion (“BRE”) opportunities. Document SLEDP’s BRE Best practices and

select the appropriate suite of local metrics for tracking against local/national trends.

Develop appropriate measures and data for tracking minority, women and immigrant inclusion

Identify and pursue new industry growth sectors − Facilitate the development of Regional

Advanced Manufacturing Initiative Expand business retention and expansion call

/outreach program with additional emphasis on fastest growing businesses and conduits to deals − Special emphasis on MBE/WBE − Former Incubator Clients − BRE Committee

Be a Lead Partner in all city/county business attraction efforts

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Capital Investment

1 2

3 6

Tactics Collaboratively lead Accelerate St. Louis

implementation − Build awareness and usage of Accelerate St.

Louis.org − Support progress on the $100M Initiative − Identify and adopt appropriate measures and

metrics for assessing regional ecosystem achievement

− Partner with service providers to encourage minority economic inclusion

Actively support and expand the entrepreneurial community

Support regional startup initiatives Develop appropriate measures and data for

tracking minority, women and immigrant inclusion Develop sources and deploy additional capital to start

ups and small businesses Expand the impact of VentureWorks

− Deliver high value programs at VentureWorks (internal and external) to support the incubator system and entrepreneurial community

Expand pathways for foreign born entrepreneurs


and Investment

Align Talent with

Business Needs

4 5





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Capital Investment

1 2 Tactics Lead St. Louis regional export initiatives

in collaboration with local, state, and federal partners − Foreign Market Research − One-on-one business counsel − Trade training and education − Facilitate trade related federal

/state/local funding opportunities Increase usage of St Louis’ Foreign Trade

Zone Increase Foreign Direct Investment (FDI)

− Implement region’s EB 5 program − Be a lead partner in FDI attraction

efforts Increase St. Louis’ international profile

and connectivity. Develop appropriate measures and data

for tracking minority, women and immigrant inclusion

Build capacity to properly receive and connect St. Louis’ global business partners for trade, investment and foreign relations development.

3 6 Increase

Foreign Trade and

Investment

Align Talent with

Business Needs

4 5





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Capital Investment

1 2

Tactics Advance redevelopment of large scale

underutilized and/or blighted properties Develop Commercial Redevelopment Plan for

North County Implement a branding and marketing plan for

North County Utilize Port Reinvestment Fund to accelerate

redevelopment in strategic communities Coordinate with Business Development to

develop a comprehensive database of industrial/manufacturing properties for redevelopment


Coordinate with SLDC to develop a comprehensive city and county real estate development plan with a focus on inclusion and shared benefit for all communities

Advance community development initiatives that support MBE/WBE participation, minority entrepreneurship, economic development, stabilization and job growth in strategic communities

3 6 Increase

Foreign Trade and

Investment

Align Talent with

Business Needs

4 5




Strategic Real Estate Assets*

*The SLEDP only has responsibility for real estate assets within unincorporated areas of St. Louis County

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Capital Investment

1 2 Tactics Implement St. Louis Mosaic Project

− Welcoming Programs − Professional Development Programs − Fundraising Programs − Facilitate removal of barriers

Assist the International Institute in the expansion of its programs

Support comprehensive immigration legislation

Complete attraction gap analysis Develop appropriate measures and data for

tracking minority, women and immigrant inclusion

Identify entrepreneurial pathway to better support foreign born

Market the region nationally and internationally as a place for foreign born to start and grow businesses.

3 6 Increase

Foreign Trade and

Investment

Align Talent with

Business Needs

4 5





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Capital Investment

1 2

Tactics Facilitate the identification of current and future talent

needs − Build capacity to align business labor needs to

training/educational providers − By specific sectors

Foster collaboration of regional talent development organizations and assets including SLATE, City/County Workforce Investment Boards, community colleges, universities, k-12 education, etc. with St. Louis City/County businesses to meet the current and future talent needs


Support initiatives to retain/attract talent to the region − Launch Code − Mosaic − Regional Chamber’s Education Attainment Initiatives − Regional Business Council’s Mentor Network and

Young Professionals Network Support of the MET Center and its future expansion plans Explore the opportunity for a merger of City and County

Workforce Investment Boards, staffs and functions with closer coordination/alignment to SLEDP

3 6 Increase

Foreign Trade and

Investment

Align Talent with

Business Needs

4 5





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Measures

Number of actively advancing projects in the business development pipeline (monthly reporting)

# jobs announced # of attraction projects successfully closed/#

BRE projects successfully closed/ # MWBE projects successfully closed = # successfully closed projects

Achieve Investing In Manufacturing Communities Partnership (IMCP) designation and/ or obtain grants related to manufacturing

Data Points

Unemployment rate/Labor Force Participation Jobs added/lost monthly, net growth/loss

yearly, tracked by geography $’s in public incentives vs. public benefit

derived economic impact Vacancy and square foot absorption rates in

real estate by asset class and submarket Net Absorption Real Estate/% local inventory New Development Activity (in MSF)




Capital Investment


and Investment

Align Talent with

Business Needs

1 2

3

4 5

6





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Measures

Implement assigned sections of Accelerate St. Louis − Sustain or increase attendance at Accelerate St. Louis

quarterly meetings − Fully allocate entrepreneur in residence funding through

Helix Fund Small business loans provided Small business loans to MWBE firms New loan programs to clients Achieve STLVentureWorks goals

− Overall occupancy − Client engagement in milestone management program

Effectively deploy $500K Helix Fund allocation by end of 2014 Increase Start-Up Challenge applications Establish measures & track economic impact of Start-Up Challenge

winners (e.g., employment, funding) Complete Accelerate St. Louis marketing strategy and establish

metrics/milestones for increased website usage through strategy Data Points

Number of STLVW client companies STLVW client company revenues Number of STLVW client employees Number of STLVW start-up community partnerships Website usage Economic impact of Start Up Challenge & increase in applicants Startup activity tracked by locale Funding levels for Missouri Tech Corp Investment capital under management Ecosystem perception indexes Diversity and inclusion data




Capital Investment

1 2


and Investment

Align Talent with

Business Needs

3

4 5

6





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Measures Host inbound and outbound delegations Complete trade counseling and/or research projects

with businesses (MO Enterprise NIST grant , Export MO, WTC clients)

Impact new regional exports Conduct trade training including Chancellors Certificate

in International Trade with UMSL Attract business participants to WTC Seminars Add regional companies to Foreign Trade Zone Launch one EB-5 project, achievement of targeted

investment level Measure $ foreign investment Measure # jobs created

Data Points

Metropolitan and State Exports data Listing/Tracking of Foreign Investment Dollars Lambert St. Louis International Air connectivity (Secure

one International carrier agreement in 2014) National EB-5 investment statistics Economic Inclusion Data Globalization and World Cities Research Network

(GaWC) rankings




Capital Investment

1 2


and Investment

Align Talent with

Business Needs

3

4 5

6





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Measures Advancement of targeted real estate projects (Chrysler

site, Jamestown Mall, North Park, Central Corridor, Airport Properties, Site A, Family Court, Lower 26 acres, etc.)

Completion of Industrial/Manufacturing Data Base for Redevelopment by 10/1/14

Continue and finalize land assembly in Wellston and show results from marketing

Present Commercial Redevelopment Plan for North County by 1/1/15

Develop and implement a North County Branding and Marketing Plan with milestones

Assemble and prepare strategic sites to market as “redevelopment ready”

Leverage funding for community development projects in strategic communities;

Project completion within budget and on schedule Completion of comprehensive city/county real estate

plan by 12/31 Data Points Increased investment in target communities Minority, women and immigrant participation data Total projects completed Investment dollars tracked/leveraged by geography Total projects ‘touched’ or ‘advanced’ Fundraising and total resources ‘delivered’




Capital Investment

1 2


and Investment

Align Talent with

Business Needs

3

4 5

6





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Measures Launch online Mosaic communities Number of Ambassadors actively engaged Number of Community Supporters actively

engaged Number of Professional Connectors assisting

targeted number of skilled immigrants in 2014 Positive articles and/or minutes of media on

Mosaic

Data Points

Fastest growing area for immigrants by 2020 through American Community Survey (ACS)

Number of high-tech start-ups Crime stats/crime perception data International access to region (flights, students,

visitors Increased job matching/filling due to immigrant

participation Immigration reform (national)




Capital Investment

1 2


and Investment

Align Talent with

Business Needs

3

4 5

6





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Measures Establish regular communications and a

coordinated planning regimen with the City and County Workforce Investment Boards

Invite talent development organizations and business leaders for a roundtable discussion on future talent needs

Number of connections made between talent assets and business community

Issuance of a current and future Talent Demand Survey (every other year)

Data Points

Number of graduates (job ready) generated for IT and Nursing in St. Louis City/County

Number of graduates who attained jobs as a result of alignment of talent with business needs

Employer/Industry association satisfaction surveys

Comparative competitive region labor analysis




Capital Investment

1 2


and Investment

Align Talent with

Business Needs

3

4 5

6





SLEDP 11263H

Collaboration

These are examples of organizations we will work with in order to accomplish our purpose and implement our strategies.

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Capital Investment




and Investment





Align Talent with

Business Needs

• Civic Progress • St. Louis Minority

Business Council • Missouri

Partnership, SLDC/ Munis

• Private Sector • Urban League of

Metropolitan St. Louis

• Regional Business Council

• Regional Chamber • Small Business

Administration • Universities • 100 Black Men/100

Black Women

• BioStL / BioGenerator

• Gateway VMS • Cortex • ITEN • STL Mosaic Project • Regional Chamber • REI Members • T-Rex • MTC • Nidus Partners • Danforth/BRDG

Park • Black MBAs • Women

Entrepreneurs of St. Louis (WEST)

• SCORE

• Foreign Partners, Delegations, Governments

• Lambert Int. Airport • MO Enterprise/NIST

MO Partnership • MO Dept. of Econ.

Dev. • Regional Chamber • St. Louis Sister

Cities • Universities • US Dept. Commerce

• Airport Authority • Saint Louis

Development Corporation (SLDC)

• County Planning/ Highways/Public Works Departments

• Major St. Louis / Regional Developers

• Major Utilities

• East West Gateway • Engineers Club • International

Institute • Ethnic Chambers • Leadership Council

Southwestern Illinois • Regional Business

Council • Regional Chamber • 5 Universities

• City and County Workforce Development

• Industry Sector Partnerships

• Local and Regional Educational Organization including: Higher Education Community College and Trade Schools and their Advisory Councils

• RBC Young Professionals Network

• Focus St. Louis

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SWOT – St. Louis Economic Development Partnership

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Strengths Weaknesses • City/County one stop (for

comprehensive services) • Passion, knowledge &

experience of staff • Leadership team/strong

staff/tenure • Integrity and respect for

others • Facilitation skills • Alignment of Mayor and

County Executive • Supportive relationships at

all levels (e.g. civic, political, IEDC, business, etc.)

• Nationally and internationally certified

• Entrepreneurial mindset • Provide innovative solutions • Strong and diverse boards • WTC – a formidable partner

as the leader in the region • Proven track record of

success in the community • Institutionalized partnership • Clean slate

• Community awareness • Succession planning • Mission creep (number and

scope) • Quantity and depth of staff • Lack of a shared vision (with

stakeholders and partners) • Celebrating and

communicating success externally

• Financial incentives

• Synergy with adjacent organizations

• More reactive than proactive?

• Availability of discretionary funds

• Dependence on public funding

• Lack of geographic and business inclusion

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SWOT – St. Louis Economic Development Partnership

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Opportunities Threats • Capitalize on opportunity for

collaboration (City, County, Chamber and All Economic Development Partners)

• Building upon strength of the clusters

• Attracting and supporting Immigrants

• Influence as the “orchestra leader”

• More effectively align with work force initiatives

• Establish more and permanent resources (talent and funding) to wrap around key economic development initiatives (e.g. increased global connections and trade)

• Consider a more visible role in advocacy to effect public policy

• Identifying, encouraging and enabling entrepreneurs

• Opportunity to reinvest in City and County low income areas

• Leverage our expertise with incentives (and deal making)

• How do we sustain and transcend this organization regardless of who is in office – i.e. financial independence model

• Influence the consolidation of services across municipalities (e.g. permitting)?

• Building upon the Boeing experience

• Align more closely with job attraction efforts (at the Missouri Partnership and Regional Chamber)

• Lack of funding and long term viability

• Any perception of a lack of unity and/or fairness at SLEDP

• Lack of shared vision among St. Louis civic leadership

• Change in political leadership

• Increasing competition from growingly more sophisticated and aggressive EDOs in other areas nationally and internationally

• Overwhelming scope (not having focus)

• Playing too soft in attracting businesses and jobs to our region

• Inability to demonstrate measurable results

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APPENDIX

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• AECOM Report and Recommendations • Macro National and International Economic Development Trends (by Gene DePrez) • Stakeholder Planning Forum Summary Materials (Vector Communications) • St. Louis City and County SWOT Analysis • SLEDP SWOT Analysis • Strategies and Tactics in Response to Stakeholder Feedback • Scorecards for Strategies and Tactics • Reference Material

− AECOM St. Louis Regional Economic Adjustment Strategic Plan (Executive Summary) − St. Louis Regional Chamber Economic Development Strategy 2011 – 2015 − Community Economic Development Strategy for the City of St. Louis – Amended 2004 − City of St. Louis Sustainability Plan − St. Louis Strategies and Priorities for Regional Business Diversification and Growth − SLDC Strategy Framework 2014 − St. Louis County Strategic Plan 2013 (Opportunities Section) − SLCEC 2012 Strategic Plan − Immigration Report − St. Louis Immigration Initiative Report − St. Louis Regional Entrepreneurship Initiative Report

Documents

St. Louis City and County Strategic Plan For Economic ...bloximages.newyork1.vip.townnews.com/stltoday.com/... · 314.615.7663 STLPartnership.com @STLPartnership St. Louis City and