GPEC FY22 Contract Exhibits

Greater Phoenix
‘7 Economic Council

Action Plan

Fi ISC<¢ | Ye

“Through it all, our prospect
pipeline has rebounded from
the economic downturn and
is more robust than ever.”

- Chris Camacho
President & CEC
Greater F

A letter from Chris Camacho

President & CEO, Greater Phoenix Economic Council

Over the past year, our
organization, our community
and the world has been
through one of the greatest
ordeals it has ever faced with
the COVID-19 pandemic. Yet
GPEC rose to the challenge
and was named the top
economic development
organization in the U.S. by
the International Economic
Development Council. We
developed resources and
programs to support small
businesses as they navigated
new federal programs. We
supported our partners in

diversity and equity initiatives.
We focused on educating our
region on issues important to
the community through our
Regional Reports. Through it
all, our prospect pipeline has
rebounded from the economic
downturn and is more robust
than ever.

The organization is committed
to continuing that momentum
going forward in the final year
of our three-year Strategic
Plan. We will amplify our
brand regionally, nationally
and globally. We will build on

our data science capabilities
to create new and innovative
ways to attract businesses

and convey our message to
our stakeholders. And we will
develop strategies and policies
to build a resilient economy.

Through these efforts GPEC
impacts the community one
business, one job, one life at a
time because we are Greater
Phoenix, Greater Together.

Re

Strategic

Plan

GPEC's FY20-22 Strategic Plan
establishes a framework where GPEC

will drive the transformation of Greater
Phoenix into the place where all
businesses and residents can create
their own success through programs
that target equity, innovation and quality
jobs. This will be accomplished through
two overarching goals that drive the

organization forward:

Goal #1

Redefine regional economic
resilience and competitiveness
to meet 21st century
challenges and opportunities

Goal #2

Demonstrate what it
means to be a best-in-class
economic development
organization

Goals

FY22 is the final year of GPEC’s
current strategic plan. The tactics and
milestones outlined in the FY22 Action
Plan build on the activities of the
previous two fiscal years to propel the
organization towards the completion

of these goals.

Starts with

competitiveness

Building a
sustainable
economy

Maintains

i Grows with
stability

business

through market attraction

intelligence

GOAL #01

Tactics & Milestones

Elevate our organizational and
regional brand locally, nationally
and globally

Greater Phoenix is rapidly gaining recognition as a top tier market to do business, in part due

to the elevation of the region's brand. In FY21 GPEC was named the #1 economic development
organization in the U.S. In FY22 GPEC will build on this success to strengthen the region's position by
using data-driven messaging to effectively tell our story both locally and globally. The organization
will increase recognition of our brand by developing strategies for brand maintenance and

improving our website presence. And we will enhance communication with our stakeholders through

analytics and marketing automation tactics.

Tactics:

Communicate the Greater Phoenix value
proposition regionally, nationally and globally.

Continue to build on the recent refresh to
increase the perception of the GPEC brand.
Improve GPEC's website presence.

Enhance ongoing communication with GPEC
stakeholders through marketing automation to
cultivate leads.

Strategic Plan Objectives: —

Elevate the brand identity using new
forms of media to deepen our reach into
targeted markets

Milestones:

Develop processes and a cadence to identify
significant data releases that GPEC can use to
tell the regional story and strengthen

its position.

Construct strategies and methods to support
brand maintenance.

Build on the current website to ensure
greater accessibility and usability by GPEC’s
target audiences.

Increase the use of analytics into marketing
automation campaigns.

Create an enhanced and efficient
stakeholder engagement model

Attract and grow quality

businesses through established

programs and new models

As we come out of a year of economic uncertainty, Greater Phoenix is well

positioned to attract new projects to the region going forward. GPEC will generate

prospects and locates by focusing on a combination of core and emerging business

attraction strategies, conducting outreach to key brokers and multipliers while also

executing direct company targeting campaigns. The organization will also leverage

TSMC and Intel's recent investments in Greater Phoenix to aggressively target the

microelectronics industry.

Tactics:

* Conduct outreach to key brokers
and site selectors.

* Nurture contacts cultivated in the
California omnichannel campaign
launched in FY21 to directly generate
prospects and leads.

* Implement the region's Foreign Direct
Investment (FDI) Plan.

+ — Engage with local venture capital and
investment firms to demonstrate the
value of GPEC services.

* Develop touch points with prospects
and leads in the microelectronics and
applications ecosystems.

Strategic Plan Objectives: ——

Milestones:

Develop and maintain relationships with
referral sources through in person and
virtual engagement.

Increase leads and prospects
from California.

Execute the priority strategies in the
FDI Plan.

Build relationships with the investment
community to increase connectivity to
capital in the market.

Increase jobs and prospects
within the microelectronics and
applications ecosystem.

Utilize market and industry

| M Expand tools and processes to create new
| top-line metrics that increase outcome-
driven collaboration and coordination

intelligence to drive economic
diversification and resilience

#03

el

(e)
G)

Drive the region forward through

enhanced research and data
analytics capabilities

Quality data is the basis for informed business decisions. Over the past two fiscal years, GPEC has

architected a data science strategy to enhance the organization's analytic capabilities. In FY22,

the organization will continue to build on these efforts by honing our tools and data visualizations
to increase regional knowledge with our stakeholders and prospects. The organization will also
evaluate the region's targeted industries to position the region for future growth and highlight our

value proposition.

Tactics:

« Demonstrate Greater Phoenix's value .
proposition in targeted industries.

* Analyze Greater Phoenix's current target
industries and examine trends in emerging
sectors to position the region for future growth. .

* Optimize the organization's tools, databases
and resources.

* Expand data visualization infrastructure to
provide better industry knowledge to our leads
and prospects. .

Strategic Plan Objectives: ——~

Milestones:

Evaluate existing use cases to ensure the
right industries are being targeted and create
dynamic use cases to better demonstrate
Greater Phoenix's value proposition.

Conduct a study to identify targeted industries
to align with the development of the
organization's next strategic plan.

Create market intelligence and insight reports
highlighting current and future industry trends.

Develop new tools that highlight the region's
value, including business intelligence tools that
engage GPEC’s network.

Increase access to GPEC’s central data
repository for investors and communities to
increase regional knowledge.

Promote initiatives that M% Utilize market and industry Deepen internal
reinforce the region as a intelligence to drive expertise and upgrade
place to test, launch and economic diversification research and analytic
advance innovation and resilience capacity

Promote stakeholder
engagement through

meaningful content

GPEC cannot be successful without our investors and member communities whose unparalleled

commitment to the region supports the organization. To increase stakeholder engagement and

foster meaningful connections, we will continue with our dynamic Ambassador programming and

cultivate strong relationships with our certified Ambassadors. The organization will raise the profile of

the region through dynamic Regional Reports. Finally, GPEC will increase connections between our

investors and locates by highlighting the region's assets to new companies in the market.

Tactics:

* Increase stakeholder engagement and
foster meaningful connections.

* Raise the profile of the region and
organization by developing nationally
leading content.

* Cultivate strong relationships with
certified Ambassadors.

¢ Better connect GPEC investors with
locates and prospects.

* Continue to build on the organization’s
sound financial position.

Strategic Plan Objectives: —-—

Milestones:

Create education forward
Ambassador programming.
Curate Regional Reports on dynamic topics

related to current events.

Develop pathways for engagement with
certified Ambassadors by building on the
cohort model.

Develop collateral highlighting the region's
educational, utility and other industry assets.

Explore new resources for organizational
funding and retain current funding.

G)
fe)
>
a
He
(ep)
nm

Y Create an enhanced and efficient
stakeholder engagement model

| Increase and diversify GPEC’s financial
resources in alignment with regional priorities

GOAL #05

Build a resilient economy through
comprehensive planning that focuses
on inclusion, diversity and equity

Building an equitable economy has never been more important. In FY22, the organization will

focus on tracking indicators critical to equity and inclusion to ensure Greater Phoenix grows in a

sustainable manner. GPEC will also take a deeper look at its competitor markets to understand

emerging trends and support policy that ensures the region stays competitive. Finally, the

organization will conduct its biennial mission to Washington, D.C. to educate the federal delegation

on issues relevant to the region.

Tactics:

Intentionally evaluate Greater Phoenix
competitive position relative to other states
through detailed research.

Advocate for the region’s competitiveness.

Focus on issues of equity, inclusion and
resiliency to ensure Greater Phoenix grows in a
sustainable manner.

Modernize the innovation ecosystem at GPEC
and in Greater Phoenix.

Support the economic development
strategies of local communities to build a
more resilient region.

Educate the federal delegation on issues
important to Greater Phoenix.

Strategic Plan Objectives:

Promote initiatives that reinforce the region
as a place to test, launch and advance
innovation

(Y Develop regional resilience programs

Milestones:

Synthesize the results of competitor market
analyses to inform staff on emerging trends.

Develop and support policy modernization
programs that will ensure the region
stays competitive.

Educate on the issues of environmental
sustainability related to industries of the future.
Track indicators critical to equity and inclusion;
convene and partner with local leadership to
promote equity and inclusion.

Partner with organizations to advance
healthcare innovation and the creation of new
innovation centers.

Engage with GPEC communities regularly
through the Community Partnership Program,
market tours, and meetings with the Economic
Development Directors Team to provide
research and business development support.

Conduct the biennial Washington, D.C. mission.

Change the paradigm among community
and civic leadership to one that prioritizes
education, job access and intentional
long-term investment into drivers of
competitiveness

Be a leader in economic development
through relentless commitment to
organizational culture and The GPEC Way

GPEC has been recognized for its leadership in the economic development profession, including
being named the top organization in the U.S. by the International Economic Development Council.

In order to maintain that position, the organization will recruit and retain staff that are well respected

in the industry and increase knowledge between departments. Externally, GPEC will lead the

profession by serving in national leadership roles that advance economic development.

Tactics:

* — Increase knowledge management
between departments.

* Support professional development
opportunities for staff with a focus on
leadership.

* Seek and maintain national leadership
roles to support the advancement of
modern economic policies.

* Assess best practices for the
organization.

* Mitigate organizational risk through
improved data management.

Strategic Plan Objectives: —-—

Y Earn regional and national
i recognition as a leader in
|
effective regional governance

Milestones:

Enhance and refine playbooks for each
department.

Recruit and retain staff with an
established presence in Greater Phoenix
and nationally.

Continue to be involved in nationally
leading organizations.

Maintain its position as one of the
nation’s top EDOs.

Continue to support technology
improvements to enable staff to operate
at the highest levels.

Y Cultivate a world-class talent

organization that exemplifies
The GPEC Way

10

90# 1VO9

FY22 Metrics

GPEC calculated the metrics for FY22 based on historical performance

and recent trends in office and industrial prospect activity. Prospect
metrics have returned to pre-pandemic levels.

FY22 Metrics

Contract Target Stretch
Payroll (in Millions) $384.37 $427.08 $469.78
Jobs 7,176 7,973 8,770
- High Wage Jobs 4,232 4,702 5,172
Average High Wage Salary $61,226 $68,029 $74,832
Qualified Prospects 239 266 293
- Qualified International Prospects 38 42 46
GPEC Assists 10 12 14

14

Budget Overview

Income Approved Approved YOY YOY
FY22 FY21 Var. $ Var. %
City/County Contract Revenue $2,793,743 $2,753,988 $39,755 1%
Pledge Revenue $3,147,120 . $2,662,875 ; $484,245 18% 7
New Pledges $350,000 $175,000 $1 75,000 100%
In-Kind Contributions $140,500 $126,750 $13,750. 7 7
Special Events & Programs $181,400 $181,400 $0 ; 7
Sponsorship income - $51,293 $0 551,293
“Grant Income ; , $225,062 5769,783 ($544,721) vie)
Other Income 7 : $1,000 $1,320 : ($320) a (24%) 7
Total Income $6,890,118 $6,671,116 $219,002 3%
Expenses “B22 “at Vor's Var %
Business Development $458,522 $502,217 ($43,695) 9%
Marketing & Communications $480,510 $625,157 ($144,647) 23% _
Research & Analytics $243,324 $234,646 $8,678 4% ;
Engagement : $157,868 $158,023 ts 55) : 0% -
Strategy & Regional Initiatives $410,330 $323,620 $86,710 27%
Operations $467,279 6427773 $39,506 om ;
“orsonnel $4,212,671 $3,657,356 $555,315 ; 15%
Facsitie $530,133 $681,090 / ($150,957) -22% —
Special Events & Programs $404,842 $394,563 $10.279 3% -
Total Expenses $7,365,479 $7,004,445 $361,035 5%
. Net incoma/{loss) ($475,361) (533,329) ($142,033) 43%

12

GPEC Investors

As of May 2021

Chairman’s Council

cP aps

Corporate Council

CHASE &)

CARLISLE

Qa NV, ath”

ate

Executive Council

' Arizona State
University

KUDELSKI GROUP

Directors Council

+ Acronis SCS

+ Alliance Bank of Arizona

» American Airlines

+ Arizona Coyotes

« Arizona Diamondbacks

* Arizona Republic / LOCALIO

* Bank of America

* Banner Health

+ BBVA

* Benchmark Electronics, Inc.

+ Brookfield Residential

+ CBRE

* Chicanos Por La Causa
Clayco

* Cousins Properties

13:

ei BANK #iWEST
5] BNP PARIBAS

* Creighton University

* Desert Financial
Credit Union

+ Dignity Health

+ DMB Associates

* Empire Southwest
* Ernst & Young

* Goodmans Interior
Structures

* Goodwill of Central Arizona
* Grand Canyon University
* Haydon Building Corp

* Helios Education
Foundation

+ Hensel Phelps

Ox.

iS ,
aie

Insurance C

Snell & Wilmer

Honeywel
HonorHealth

Insight Enterprises

Intel Corporation

JE Dunn Construction
Johnson Carlier

Kitchell

Knight-Swift Transportation
Mayo Clinic

M Culinary

MidFirst Bank

Mortenson

MARICOPA

COMMUNITY COLLEGES

& University of Phoenix

+ On Q Financial

* Perkins Coie LLP

* Phoenix Suns

+ Pivotal Group

* PNC Financial Services
Group

+ Quarles & Brady

+ Rise48 Equity

+ Sherman & Howard

* Squire Patton Boggs

* Valley Metro

) Materials,
ck KGaA Company

ove

+ Weitz Company

Leadership Council

» Adalfson & Peterson
Construction

+ Aerotek
* Aetna
+ Archicon L.C. Architecture

+ Arizona Israel Technology
Alliance

+ Baker Development
* Bell Bank

* Blue Cross Blue Shield of
Arizona

+ Bridge Relocation
Concierge

* Bryan Cave Leighton Paisner
LLP

+ BRYCON Construction

* Burns & McDonnell

+ CapRock Partners

* Celgene Corporation

+ Colliers International

+ Commonwealth

* Cresa

* Crescent Crown Distributing

* Crown Realty &
Development

Ambassador
* Acronis
+ Air Products and Chemicals

* Arizona Community
Foundation

* Arizona Strategres

* Atmosphere Commercial
Interiors

+ AvenueWest Arizona
Corporate Housing

+ Avnetine.
+ BNSF Railway
+ BOK Financial

Cushman & Wakefield
Davis Architecture
Deloitte

Deutsch Architecture Group
Dircks Moving & Logistics
DPR Construction

El Dorado Holdings
EmployBridge

Equality Health

Everest Holdings
Expedient

FirstBank

Flinn Foundation
Freeport McMoRan Inc.
Graycor Construction

hardison/downey
construction

Hensley

Hines

Holualoa Companies
Immedia

IntraEdge

Irgens

Caliber Companies

Cancer Treatment
Centers of America

Carvana

CoStar Group

Cypress Office Properties
DSV Inventory Solutions
Duffy Group, Inc

Equity Land Group
Gammage & Burnham
Globe Corporation

Horrocks Engineers

JUL

Keyser

Layton Construction

Lee & Associates

Lincoin Property Company
Meritage Homes

MST Solutions

Nationwide Realty Investors
Northern Trust

Okland Construction
OneAZ Credit Union

Opus Development
Company

Page

Phoenix Children’s Hospital
Preferred Lending Partners
Reliance Management
Renaissance Companies
Rexco

Savills-Studley

Silicon Valley Bank

Skanska USA Building

SmithGroup

Industrial Storage
KTAR

Ly*

Mangat Group, Inc
Macerich

Merit Partners

Mic

astern University
MSS Technoiogies
National Bank of Arizona
Newmark Knight Frans

Northrop Grumman

Social Television
Network (STN)

Southwest A:rlines
Southwest Gas Corporation
Spencer Fane LLP

Sunbelt Ho!dings
StrataTech Education Group
Terracon

The Plaza Companies
Trammell Crow Company

Transwestern Commercial
Services

Tratt Properties

Tuft & Needie
University of Arizona
USAA

Veregy

ViaWest Group
Wespac Construction

Wexford Science +
Technology

Wiilmeng Construction
Wist Office Products

Pro‘ogis

RED Development
Ryan Companies US Inc.
Saint Holdings

Stinson LLP

Sunstate Equipment
Company

TerraCap Management
Van Trust Rea: Estate LLC

Western Governors
Jniversity

- Maricopa County - Gila Bend - Queen Creek

» Apache Junction - Gilbert - Scottsdale

» Avondale » Glendale - Surprise
Buckeye » Goodyear Tempe
Casa Grande - Maricopa Tolleson
Chandler - Mesa - Wickenburg
El Mirage » Peoria » Youngtown
Fountain Hills + Phoenix

Greater Phoenix
Economic Council

2 .N. Central Ave. Suite 2500, Phoenix, AZ 85004 602.256.7700 gpec.org

EXHIBIT B
GPEC PERFORMANCE MEASURES
FY 2022

Specific performance targets as established by the GPEC Executive Committee and
Board of Directors:

1. Payroll Generated $384.37M

2. Total Number of Jobs Created 7,176

3. Total Number of High-Wage Jobs! 4,232

4. Average High-Wage Salary $61,226

5. GPEC Assists? 10

6. Number of Qualified Prospects 239

7. Number of Qualified International Prospects 38
Footnotes:

1, Eligh Wage Jobs: High wage jobs are those that are over 130% of the Phoenix MSA Median Wage (currently $51,246).
2, GPEC Assists: Companies that located in the region, for which GPEC provided assistance, that do not qualify as a locate

due to project size for example: and would otherwise be listed as “non-reported locates.”

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EXHIBIT C
TARGETED INDUSTRIES
FY2022

GPEC and our member communities have identified targeted industries on a local and regional level,
incorporating these industries into a regional economic development plan. For fiscal year 2022, GPEC
will continue its emphasis on the following: Advanced Business Services; Aerospace & Defense;
Emerging Technologies; Healthcare and Biomedical; Manufacturing & Logistics; Mission Critical
Operations; and Software

Member communities will target the following:

Apache Junction

Business services; standard and advanced manufacturing; regional and corporate centers; medical
institutions and/or associated satellite operations; mining support facilities; resort/tourist-oriented
development; expanded retail opportunities; and high-density residential

Avondale
Financial business services; manufacturing; amateur sports; tourism and hospitality; healthcare/medical
services; emerging technology and innovation; and corporate regional headquarters

Buckeye

Advanced business services; renewable energy; high tech (data center and services); environmental
technology/sustainability; standard and advanced manufacturing; medical and educational institutions:
logistics/transportation/distribution; small business/incubator; aerospace/aviation; and ag-tech

Casa Grande
Advanced manufacturing: automotive technology; transportation/logistics; healthcare/medical services:
aviation/aerospace; and hospitality/entertainment

Chandler
Advanced business services; corporate/regional headquarters; advanced manufacturing; software
development; aerospace/aviation; automotive technology; and applied research

El Mirage
Business Services: standard and advanced manufacturing; transportation; warehousing/distribution: heavy
industrial: food. fiber, and natural products: and aerospace aviation

Fountain Hills

Advanced business services (professional, technical, and scientific services including finance and
insurance); healthcare, medical, bio-life sciences and wellness: medical and educational institutions: arts.
entertainment and recreation: and retail

Gila Bend

Clean technology (manufacturing/central station generation/R&D):
warehousing/transportation/distribution; military supply chain; tourisn/hospitality: standard
manufacturing: agriculture/agri-biotechnology; food, fiber and natural products: aerospace/aviation: and
heavy industrial

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Gilbert

Aerospace/aviation and defense: advanced business and professional services: finance and insurance:
healthcare and education services: information communication technology: manufacturing: clean and
renewable technology: and related corporate/regional headquarters

Glendale
Advanced business services; aerospace, aviation and defense: healthcare and bioscience: manufacturing:
technology and innovation

Goodyear

Advanced business services: advanced manufacturing and logistics; aerospace. aviation and defense:
corporate and regional headquarters: entrepreneurial/start-ups: technology; healthcare and biomedical
(treatment, medical diagnostics, research & development): and higher education

Maricopa (City)
Professional and business services; healthcare services: small business and entrepreneurship: higher
education and education technology; agribusiness/agrisciences; and visitor/hospitality commerce

Mesa

Standard and advanced manufacturing including medical device; automotive technology and
aerospace/aviation/defense; advanced business services: cybersecurity; information technology:
healthcare/life sciences; mission critical operations: tourism; regional and corporate centers; and research
& development

Peoria

Advanced business services; high technology (data centers, R&D); life sciences and healthcare
technologies; advanced medical services; advanced and standard manufacturing: clean technologies
research and manufacturing: entertainment and tourism

Phoenix

BioSciences/healthcare: advanced business services: advanced manufacturing: data centers: sustainable
enterprises; emerging industries; higher education: trade and FDI; Circular economy: Food System
Entrepreneurship and Innovation

Queen Creek
Agritainment/Destination Tourism: Healthcare: [.T./Software: Business Services; and Advanced

Manufacturing

Scottsdale
Bio-life sciences; advanced business services; technology and innovation (including ICT and
entrepreneurship/emerging enterprises): higher education: hospitality/visitor trade and commerce

Surprise

Advanced business services: advanced manufacturing and rail-served industry: corporate/regional
headquarters innovation/entrepreneurship/emerging technology; medical, healthcare and life science
technologies, services: specialty services for global companies/FDI: tourism and hospitality

Tempe

Advanced business services (financial services): high tech/software (R&D, data center and services);
high-tech/next generation electronics: aerospace R&D/aviation: bioscience (research. drug development.
treatment, medical diagnostics); corporate/regional headquarters: sustainability (environmental):

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advanced materials/plastics: sofiware as a service: clean tech, renewable energy and manufacturing

Tolleson
E-Commerce/fulfillment centers: resort/tourist-oriented development: expanded retail opportunities: small
manufacturers with some related retail and offices

Wickenburg

Standard manufacturing: transportation & distribution: rail services; mining support facilities: healthcare
and medical (emphasis on behavioral healthcare); senior industries: tourism and filmmaking (location
shooting); resort/tourist-oriented development: equestrian entertainment; and expanded retail operations

Youngtown

Youngtown is in the throes of developing a commerce park. The park will target second-stage small
manufacturers with some related retail and offices.

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