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Strategic Plan

2016-2017 Fiscal Year

2700 N. Central Ave. Suite 1250Phoenix, Arizona 85004

www.aaed.com

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Table of Contents

Introduction………………………………………….........................................1 President’s Message

MIssion and Vision Defined………………………………………....................2 Organizational History and Fundamental Pillars Mission and Vision defined The Planning Progress Annual Achievements

Identified Goals and Strategies: AAED in 2018……......................................6 Operational goals and measures of success Education Pillar goals and measures of success Advocacy Pillar goals and measures of success Collaboration Pillar goals and measures of success

Monitoring, Reviewing and Refining Plan….…............................................10 Process for monitoring success and revising plan

Acknowledgments……………………....................…………....................….11

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President’sMessage

Greetings AAED Board, Committee Chairs, Vice Chairs, members, prospective members and partners!

Founded in 1974, AAED started off as the Arizona Association for Industrial Development (AAID). Its early mission was focused on expanding the industrial and economic base of Arizona and predates the formation of the Arizona Department of Commerce (now the Arizona Commerce Authority) in 1985. As state and regional economic development groups began to form in the late ‘80’s/early ‘90’s, AAID became AAED, now serving as “Arizona’s unified voice advocating for responsible economic development through an effective program of professional education, advocacy, and collaboration.” Over the last several years, AAED has made great strides in support of its mission. Highlights have included an organization wide rebranding, investment in having a voice at the Legislature, the creation of a professional development program focused on AZ specific issues, and development of this formalized strategic plan in 2013. With all of this success, our work isn’t done. As we enter the fourth year of the AAED strategic plan, the focus continues to be on strengthening the Association by focusing on the three pillars of education, advocacy and collaboration.

The strategic plan lays out three main goals to complete the statement “In FY2019 AAED will be…”

• The leading provider of economic development education to its members, sister organizations, legislators and community at large.

• A leading voice in Arizona, advocating effectively to generate consensus that influences public policy in support of the advancement of sound economic growth.

• Advancing the economic development profession and the Arizona business community through internal and external partnerships with groups representing and supporting issues affecting economic development.

Activities undertaken by our committees and task forces over the next year will bring the Association closer to achieving these goals. I encourage you to read the update to the AAED Strategic Plan as well as the Committee Action Plans. AAED has accomplished much and there is more yet to be done. We welcome and value your input to this strategy and invite you to share your ideas and talents through committee and Board participation. Thank you to the staff, Board and Committee members, without you none of this would be possible. Warm Regards,

Jennifer Graves, CEcDAAED President 2016-17

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AAED’s monthly lunch programs, quarterly roundtables, symposiums and monthly mixers are all designed to encourage collaboration and the continued exchange of ideas and information. These events also allow for AAED members to engage with other economic development-focused professional groups within the state. As AAED moves beyond its 42nd year of existence we must continue to keep these fundamental building blocks at the forefront of our activity. It is through this continued focus that will allow AAED and its members to strengthen Arizona’s economy, expand new and existing industries and create jobs.

History and StructureServing as the leading statewide advocate for responsible economic development in Arizona since 1974, AAED’s foundation has been rooted in three fundamental pillars that continue to affect positive change and increase Arizona’s competitive position to attract investment and create jobs.

AAED Organizational Pillars

Continued learning is paramount to ensure all practitioner and private sector members are current on new tools and programs that will enhance Arizona’s competitiveness. Key educational components include workforce symposiums, the launch of the Arizona Economic Development Academy, the Fall Forum, the AAED Spring Conference, the Workforce Symposium and the Tribal Economic Development Symposium. In addition, AAED’s Professional Education Committee has established an organizational partnership with the International Economic Development Council (IEDC) to encourage economic development practitioner certification. These key programs have served over 1,600 practitioners and private sector partners within the past 12 months.

EDUCATION

AAED is one of the leading advocates for legislative policy that contributes to a business friendly operating environment. AAED and its members have been the champions of success for economic development. Our track record over the past five years has included the support /passage of:

• 2011–HB2001 (Creating the Arizona Commerce Authority/$25M Deal Closing Fund)

• 2012–HB2815 ($630M Refundable Tax Credit Program/Amend the Quality Jobs Tax Credit)

• 2013– Data Center Incentives (included in Governor’s Budget)

• 2014–HB2272 (Reauthorizing angel investment and pro-business tax credits)

• 2015– Supported Crowd Funding and International Operations Center Utility Tax Relief

• 2016- Supported Restoration of JTED Funding, Reauthorization of ACA and Data Center Incentives

ADVOCACY COLLABORATION

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Mission and Vision Refined

The mission of AAED is to serve as Arizona’s unified voice advocating for responsible economic development through an effective program of professional education, public policy, and collaboration.

AAED will be recognized as the leading provider of economic development education and policy advocacy in the state of Arizona, aligned with the diverse needs and makeup of its ever-expanding membership base.

MISSION OF AAED

VISION OF AAED IN 2018

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Great strides have been made in support AAED’s mission and pillars through the Strategic Planning Process. The AAED leadership team met over a day and half retreat with the first day facilitation led by Jim Hayden and Board Developer and the half day concluding with the adoption of the 2017 committee action plans and budget for the coming year. The central focus of the Board Developer facilitation was a session on DISC, a behavior assessment tool which centers on four different behavioral traits: Dominance, Influence, Steadiness, and Compliance. Each attendee took the DISC assessment prior to the retreat and then participated in a series of exercises at the retreat to better understand each other and work effectively together. The AAED leadership is made up of a mix of traits, but the primary traits are evenly spread with the “influence” trait just slightly more represented: D = 18 percent, I = 32 percent, S = 20 percent, C = 14 percent.

Additionally Coffee Stain Analysis and TOUCH Principles philosophies were shared. The coffee stain analysis challenged the team to analyze and reflect on AAED’s defects, or coffee stains, as a key factor in moving the organization forward and achieving our mission. The TOUCH Principles, rooted in building, growing, and managing genuine business relationships challenged each of us to build more meaningful relations with colleagues and partners associated with AAED and our work lives.

Day two of the retreat focused on the committee action plans and the 2017 budget. The committees have great things in store for AAED this coming year and members are encouraged to check out the action plans on the AAED website (under “about AAED”). Each of the committees are focused on supporting one or more of AAED’s pillars, and members are encourage to learn more about how they can be involved and receive the full benefit of membership in AAED.

2016-17 Task ForcesTo strengthen the organization, the Board of Directors approved the creation of three task forces that will focus on creating a scholarship program, engaging young professionals and students, and revenue enhancement and committee alignment.

a. Scholarship Program – This task force is charged with the delivery of possible annual funding strategies for a scholarship fund, creation of a scholarship application and evacuation process.

b. Engagement of Young Professionals/Students – This task force is focused on identifying creative ways to engage with current young professionals in the economic development field

c. Revenue Enhancement & Committee Alignment – This task force will conduct a comprehensive evaluation of all association dues, fees and sponsorships and will evaluate the mission and action plans for each AAED Committee to note duplication and find opportunities for alignment.

The Planning Progress - 2016

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Annual Achievements FY 2015 - 2016

AAED upgraded its office space with state of the art furnishings when it moved to 2700 N. Central in March of 2016. This move allowed AAED to further integrate its new brand changes from the previous year into the new work space. AAED also finished up the third year of this strategic plan reinforcing the Associations’ focus on the founding pillars of professional education, advocacy and collaboration. Highlights include:

*Partnership with Colorado and New Mexico to bring 4 International Economic Development Council (IEDC) courses and an CEcD exam to the southwest. Continuing the Economic Development Academy of Arizona with 4 classes this past year thus raising the ranks of the AZED Pro designation to 15.

*Advocacy efforts and accomplishments included: Creation and distribution of AAED’s legislative agenda to state elected officials; directing the Association’s lobbying efforts at the capitol; holding a Legislative Luncheon with 107 House & Senate members and staff in attendance.

*Continued collaboration with the IEDC, Council of Development Finance Agencies, Arizona Technology Council, Arizona Chamber of Commerce & Industry, League of Arizona Cities and Towns, International Council of Shopping Centers, Arizona Rural Development Council, Expect More Arizona and Arizona Town Hall for educational programming and advocacy.

Additional successses:• Creation of the Fall Forum (September 2015) – focused

on economic development technical skills and program benchmarking; 137 attendees, 4 Golden Prospector Awards and 8 Awards of Merit presented

• Arizona Basic Economic Development Course (January 2016) set record attendance with 67

• Planned and conducted a Central/Eastern Arizona Roundtable (April 2016) in Payson, AZ with 80 attendees

• Hosted a Tribal Economic Symposium (June 2016) in partnership with the American Indian Chamber of Commerce of Arizona with 117 attending

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AAED in 2018/2019

The deliverables identified in the AAED Board Strategic Planning Retreat focused on defining what success would look like for AAED over a five-year period, and suggested methods of measurement. The top goals identified through a consensus-based process are listed below, and categorized accordingly.

Operational Strength: AAED will maximize member participation through a focus on excellence in service, resulting in an active and informed membership which understands the value and return on investment of their engagement with AAED.

Examples of measurement of success: 5 Size of total membership, number of new members annually, and retention rate 5 Diversity of membership on multiple levels 5 Percent of members actively participating in committee service 5 Annual member survey results

EDUCATION

ADVOCACY

COLLABORATION

GOAL: AAED is the leading provider of economic development education to its members, sister organizations, legislators and community at large.

Measurable actions for Education: pg 7

GOAL: AAED will be a leading voice in Arizona, advocating effectively to generate consensus that influences public policy in support of the advancement of sound economic growth.

Measurable actions for Advocacy: pg 8

GOAL: AAED will advance the economic development profession and the Arizona business community through internal and external partnerships with groups representing and supporting issues affecting economic development.

Measurable actions for Collaboration: pg 9

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Measurable actions defined by AAED leadership to achieve Education goals

1. Economic Development Academy of Arizona a) Enhance curriculum for practitioners/service providersb) Graduate more Arizona Professional Economic Developer (AZED Pro) c) Measurement: Number of attendees / Graduates

2. Conferences

a) Continue to encourage outside speakersb) Economic Development 101 or 201 classesc) Academy offering (at least one) d) Measurement: Number of attendees at conference/breakout session

3. Community Recognition (Benchmarking Success)a) Economic Development Distinguished by Excellence Awardsb) Golden Prospector Awardsc) Measurement: Awards given out twice a year/encourage nominations

4. Education Outreach to Non-AAED Membersa) Promote our economic development training to non-members/elected officialsb) Offer economic development trainers to other associations/conferences

5. Annual Workforce Symposium (Discuss Pertinent Issues)

6. Annual Tribal Symposium (Discuss Pertinent Issues)

EDUCATION

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Measurable actions defined by AAED leadership to achieve Advocacy goals

ADVOCACY

How are we educating AAED members?

1. Legislative Updates (during session)a) Weekly e-blasts to members

b) Monthly update at top of Governmental Affairs committee meetings

c) Measurement: survey % of members that are aware of the issues

2. Support Legislative 101 class a) Partner with Professional Education Committee

b) Academy class, every other year

c) Measurement: % of members taking Academy course

3. Policy Impact Dinner (scheduled for January 17, 2017)

How are we educating legislators/policymakers?

1. One on One Meetings2. Policy Impact Dinner3. AAED Public Advocate Interaction (Dorn Policy Group)4. Member’s Intergovernmental Staff

a) Encourage e-blast sharing

b) Special invite to Legislative Luncheon

5. Measurement: a) % of legislators tracked – through legislative scorecard

b) How many issues AAED took a position on

c) % of legislators engaged by AAED who were made aware of our

positions

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Measurable actions defined by leadership at the Board Retreat to achieve Collaboration goals

INTERNAL

1. Quarterly Chairs meetings

2. Use committee pages on AAED websitea) Updatesb) Minutes

EXTERNAL1. Perform personal outreach to all luncheon guests (sharing membership info)

2. Collaborate with external economic development organizationsa) Eventsb) Education c) Advocacy

3. Update Committee value statement for participants

COLLABORATION

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While significant work has taken place to bring the AAED Board to the development and adoption of the elements included in this Strategic Plan, it’s true value comes with measuring associated achievements and adjusting along the way as needed.

Special focus should be given to evaluation of special initiatives designed to advance the particular long term goals of the Board developed through group discussion and consensus as well as review of input received in the annual Member Survey.

Monitoring ProcessTo adequately monitor the progress of the plan, monthly reporting of measurable successes must be provided. A standardized form is to be used to simplify the process, yet provide ample opportunity to detail success, and identify issues and/or roadblocks encountered. The reports are envisioned to be the responsibility of each committee’s Board Liasion.

Plan Review and Update On an annual basis, as part of the AAED Board Retreat, a review of the information included in this plan should be undertaken and updates and modifications made to ensure that goals are being met and to also ensure that they remain relevant to the organization’s success and the desires of the Board.

Annual Action PlansTo ensure the plan goals are advanced in a meaningful manner each fiscal year, and that the activities of the organization are developed in accordance with the long term vision of the Board of Directors, Action Plans are to be developed for each AAED Committee as well as by staff, which will be reviewed and adopted by the Board annually as an exhibit to the annual Strategic Plan document.

Monitoring, Reviewing & Refining the Plan

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Acknowledgements2016 / 2017 Officers:President: Jennifer Graves, CEcD

Gilbert, AZPresident Elect: Curt Woody, AZED Pro

Town of MaranaVice President: Richard Wilkie, CEcD

City of Casa GrandeSecretary / Treasurer: Nicole Snyder

Devenney GroupPast President: Julie Engel, CEcD

Greater Yuma Economic Development Corp.

2016 / 2017 Board of Directors:Metro Area: Mitchel Allen

Greater Phoenix Economic CouncilLori CollinsCity of PhoenixDeirdre GilmoreTankGirl MarketingKristen HowardKJWW EngineeringRob MillarCity of ScottsdaleKelly PattonAPSAngela TalbotJE DunnMarcelino FloresTBDVictor Gonzalez Town of Sahuarita

Non-Metro Area: Skip BeckerLa Paz Economic DevelopmentBennett BratleyMohave CountyWendy BridgesCity of Prescott

Mignonne HollisArizona Regional Economic DevelopmentTom PittsJermone ChamberJohn StigmonECoNA

Advisory: Caryn Sanchez, AZED ProSRPJanice KleinwortArizona State UniversityArt McDonaldTucson Electric PowerJim RoundsRounds Consulting Group, IncRichmond VincentGoodwill of Central AZ

Staff:Executive Director: Joyce C. Grossman, AZED ProDirector of Marketing:

Bridgette BlairCorporate Investment Director: Dee Dee BarkAdministrative Assistant:Accountant:

TBDLori Mann, CPA

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AcknowledgementsCommittee Chairs and Vice ChairsAwards Banquet: Jamie Schindeldecker, Chair, Speedie & Associates Inc.

Jana Brickey, Vice Chair, Dick & Fritsche Design Group

Awards: Karla Moran, Chair, SRP

Jennifer Lindley, Vice Chair, Town of Queen Creek

Events: Michelle Schwartz, Chair, RSP Architects

Amanda Elliott, Vice Chair, Gilbert, AZ

Government Affairs: Rebecca Timmer, Chair, Dibble Engineering

Keyvan Ghahreman, Vice Chair, Holder Construction

Jaye O’Donnell, Vice Chair, City of Mesa

Membership: Brian Welan, Chair, Interior Solutions

Renee Farnell, Vice Chair, Goodmans Interior Structures

Northern AZ Membership: Casey Rooney, Chair, City of Cottonwood

Bobby Davis, Vice Chair, Town of Payson

PR/ Communications: Sara Wheatcroft, Chair, Logan Simpson

Christian Green, Vice Chair, City of Scottsdale

Professional Education: Aric Bopp, CEcD, Chair, City of Mesa

Ean Johnson, CEcD, Vice Chair, BNSF Railway

Rural: Tom Pitts, Chair, Jermone Chamber of Commerce

Alan Baker, Chair, Willcox Chamber of Commerce and Argriculture

Southern AZ Membership: Rosemary Bright, Chair, Lloyd Construction

Ellen Kirton, Vice Chair, Pima Community College, SBDC

Spring Conference: Dawn Rogers, Co - Chair, Coreslab Structures Inc.

Hilary Hirsch, Co - Chair, Gilbert, AZ

Fall Forum: Tim Kanavel, Chair, Pinal County

Gail Jackson, Vice Chair, City of Flagstaff

Tribal: Marcelino Florces, Chair, TBD

David Mowry, Vice Chair, Chuska Consulting