EXHIBITS COMBINED (A-F).PDF
Extracted text (via pymupdf)
34107 characters
Action Plan
G R E A T E R P H O E N I X E C O N O M I C C O U N C I L
F I S C A L Y E A R 2 0 2 7
602.256.7700 /// gpec.org
Letter from Christine Mackay
Christine Mackay
President & CEO
As we near the completion of my first
fiscal year as GPEC President & CEO
and direct my first action plan, I am
awestruck by the work of the team and
the support from our partners. This
year, Greater Phoenix has seen billions
of dollars of expansion, the debut of
mega-events like SEMICON West and
the Forbes 30 Under 30 Summit, and
the launch of a new brand initiative
redefining the perceptions of our
region. Greater Phoenix is on the
global map like never before.
I am proud to say that GPEC met or
exceeded its metric goals in FY26 and
built upon its FY26-FY28 vision,
notably enabling high-value
investment to build upon our
advanced technology ecosystem.
Attendance at global summits and
delegations, new foreign direct
investment, and the opening of new
trade offices locally has allowed
Greater Phoenix to continue its
momentum.
There is still work to be done. Greater
Phoenix is forecasted to avoid a
recession that threatens domestic
economies, but we must continue our
work to diversify industries and
coordinate with our education leaders
to ensure the talent pool remains
competitive for today and tomorrow’s
hiring needs.
Economic development continues to
grow more complex, and through
community support and educational
outreach, we can help advance
education and workforce initiatives,
water planning and messaging, and
use data to inform anti-growth
sentiments. By continuing to
prioritize infrastructure development,
investments by advanced technology
companies, and growing global
recognition of the region, Greater
Phoenix will continue to flourish. I’m
grateful for the support over the last
eight months and looking forward to
the work to come.
This year, Greater Phoenix has seen billions of dollars of expansion, the debut
of mega-events like SEMICON West and the Forbes 30 Under 30 Summit, and
the launch of a new brand initiative redefining the perceptions of our region.”
“
2
President & CEO
ACTION PLAN FY27
3
Driven by Mission.
Grounded in Partnership.
[OUR MISSION]
[OUR VALUES]
To attract and grow quality
businesses, and advocate for
Greater Phoenix’s competitiveness.
We exist to serve
and enhance our
community.
We are committed
to excellence in
execution.
Our ability to innovate,
collaborate and adapt
sets us apart.
ACTION PLAN FY27
4
ABOUT GPEC
22 cities and towns,
Maricopa & Pinal counties
Our Communities
Greater Phoenix
Represents
78.4% of the
State’s Economy
FY26-FY28 Vision
Be the leading market for high-value
investments and growth for local, national
and international businesses with an eye
to the industries of the future, enabling
smart growth and advancing prosperity
for the people of Greater Phoenix.
5
27
Strategic
Plan Goals
FY26-28
F I S C A L Y E A R
FY27 Action
Plan Strategies
& Tactics
28
Strategic
Plan Goals
FY26-28
F I S C A L Y E A R
FY28 Action
Plan Strategies
& Tactics
26
Strategic
Plan Goals
FY26-28
F I S C A L Y E A R
FY26 Action
Plan Strategies
& Tactics
FY26-28 Strategic Plan Goals
Build an internationally
recognizable regional brand as a
market uniquely positioned for
high-impact industries and
growth driven by innovation.
Advance the region through
future-focused investments and
infrastructure, robust support for
the startup ecosystem, and best-
in-class support for expanding
and relocating firms.
Ensure GPEC is nimble in
executing its mission as
markets, technologies and the
region continue to evolve.
Goal 1
Goal 2
Goal 3
6
ACTION PLAN FY27
ACTION PLAN FY27
7
Build an internationally recognizable regional brand as a market uniquely
positioned for high-impact industries and growth driven by innovation.
Strategy 1:
Reiterate and widely distribute a consistent
narrative that Greater Phoenix is the
destination for high-value, future-focused
industries and top talent.
Tactics:
Strategy 2:
Strategy 3:
Build on existing international interest to
define the market as a global hub for
innovation that is agile and ready to address
the needs of emerging opportunities.
Advocate for smart growth focused on
high-value, sustainable industries that will
drive long-term regional success.
Tactics:
Tactics:
Provide clear narratives for stakeholders
regarding key issues impacting the region
including water, air quality, power, artificial
intelligence, and the value of economic
development - countering misinformation
about the market
Create a stronger brand position for future
industries such as eVTOL, Quantum,
Biosciences, and National Security
Innovation
Utilize the “A New Way to City” initiative to
generate a recognizable regional brand
that reaches beyond traditional economic
development messaging
Monitor federal and international
developments to adjust attraction strategies
Build a coalition to support attraction of
industry conferences that highlight the
region
Explore new international market
opportunities aligned with critical industry
focus sectors
Leverage signature events like WM Phoenix
Open and Forbes 30u30 to amplify regional
messaging
Identify and pursue the supply chain of
critical sectors such as battery manufacturing
and advanced air mobility
Continue to actively engage federal
leadership to drive outcomes from FY26
DC Trip
Articulate to local elected officials the
importance of economic development for
future regional success
Convene to share best practices and
innovative solutions to infrastructure needs
Goal 1:
8
ACTION PLAN FY27
Advance the region through future-focused investments and infrastructure, robust support for
the startup ecosystem and best-in-class support for expanding and relocating firms.
Strategy 1:
Identify and advocate for
the policy and infrastructure
needed to be the leading
market for the industries
of the future.
Tactics:
Strategy 2:
Strategy 3:
Strategy 4:
Expand and share expertise
to support companies
investing in the region
throughout the increasingly
complex project processes.
Streamline the regional
economic development
system to provide
comprehensive support.
Increase regional investments
into the innovation
ecosystem that enable both
legacy companies and
startups to thrive.
Tactics:
Tactics:
Tactics:
Create a clear case for the
infrastructure to support the
needs of cutting-edge
companies and long-term
regional health
Connect and align GPEC
activities with federal
priorities for investment
Provide concierge services to
assist project development
through community processes
Plug in to regional and state-
wide initiatives to address
common project issues
Capture the benefit of growth
of both newly located and
existing companies through
GPEC’s assistance
Partner with universities and
community colleges to map
regional talent, R&D assets,
and high-demand workforce
pipelines
Identify gaps in the
ecosystem to understand
where GPEC and/or peers
can provide value without
being duplicative
Engage VC, Family Offices, PE
firms to attract investment in
local companies
Elevate stories of successful
local entrepreneurs and
narratives on startup success as
part of “A New Way to City”
Provide tailored assistance to
scale-ready startups to
connect investors
Goal 2:
9
ACTION PLAN FY27
Ensure GPEC is nimble in executing its mission as markets,
technologies and the region continue to evolve.
Strategy 1:
Leverage GPEC’s network expertise to
cultivate high-value touchpoints and
relationships that further the reach and
influence of the organization.
Tactics:
Strategy 2:
Strategy 3:
Enhance long-term positioning by
differentiating GPEC’s unique
value proposition for stakeholders
in the community.
Ensure strategic talent and resource
alignment to deliver excellence in the
execution of key priority pillars.
Tactics:
Tactics:
Identify unique assets in GPEC’s investor
network that can be leveraged to
execute against the mission
Utilize the network to identify new
investor opportunities
Highlight the expertise unique to GPEC
Engage external partners to validate
internal priorities, move the needle on
regional priorities
Maintain a strong financial position
Ensure cross-team prioritization is
clear to drive top-line outcomes
Double down on the unique support
GPEC can provide communities in
execution of priorities
Goal 3:
Contract
Target
Stretch
Payroll (in Millions)
$354.65
$394.06
$433.47
Jobs (Phase 1)
5,670
6,300
6,930
High-Wage Jobs
3,151
3,502
3,852
Average High-Wage Salary
$79,022
$87,802
$96,582
Qualified Prospects
233
258
283
Qualified International Prospects
48
53
58
GPEC Assists
10
12
14
Community ROI1
18:1
20:1
22:1
Stakeholder Satisfaction with Business Attraction2
7.0
7.3
7.6
Stakeholder Satisfaction with Competitive Position2
7.0
7.3
7.6
In FY27, GPEC is maintaining metrics consistent with the previous
fiscal year. Prospect activity is expected to remain steady. The
region continues to see projects that have high capital investment
and wages, but smaller phase one job counts than historical
averages. While there continues to be uncertainty in national
markets that may create longer decision timeframes for projects,
Greater Phoenix is poised to weather economic headwinds better
than most regions.
1 ROI is calculated as a ratio of direct revenue from GPEC locates divided by funding from GPEC member communities.
2 Average result from respondents of EDDT and Board of Directors end-of-year surveys.
Metrics and
Budget Overview
Revenues
Proposed
FY2027
Approved
FY2026
YOY
Var. $
YOY
Var. %
City/County Contract Revenue
$3,252,034
$3,210,154
$41,880
1%
Pledge Revenue
$3,633,000
$3,898,350
$(265,350)
(7%)
New Pledges
$300,000
$250,000
$50,000
20%
In-Kind Contributions
$140,000
$140,000
-
0%
Special Events & Programs
-
$165,000
$(165,000)
(100%)
Sponsorship Income
$463,500
$363,500
$100,000
28%
Grant Income
$144,000
$83,000
$61,000
73%
Other Income
$270,000
$15,000
$255,000
1,700%
TOTAL REVENUE
$8,202,534
$8,125,004
$77,530
(1%)
Expenses
Proposed
FY2027
Approved
FY2026
YOY
Var. $
YOY
Var. %
Business Development
$962,081
$864,527
$97,554
11%
Marketing & Communications
$1,024,743
$463,443
$561,300
121%
Research & Analytics
$288,354
$284,242
$4,112
1%
Engagement
$148,866
$152,568
$(3,702)
(2%)
Regional Initiatives
$200,624
$128,413
$72,211
56%
Operations
$392,992
$411,983
$(18,991)
(5%)
Personnel
$5,513,292
$5,551,200
($271)
0%
Facilities
$346,423
$522,599
$(176,177)
(34%)
Special Events & Programs
$104,000
$283,000
$(179,000)
(63%)
TOTAL EXPENSES
$8,981,375
$8,661,975
$319,400
(4%)
NET INCOME/(LOSS)
$(778,840)
$(536,971)
$(241,869)
45%
ACTION PLAN FY27
10
ACTION PLAN FY27
Builder Level
AECOM Hunt
American Airlines
Arizona Diamondbacks
Bank of America
Banner Health
BOK Financial
Bridge Relocation
Concierge
Brookfield Residential
CBRE
Chicanos Por La Causa
Creighton University
Desert Financial Credit
Union
Dignity Health
Dorsey & Whitney
DSV
Empire Southwest
Equity Land Group
Holdings/Arizona Land
Consulting
Ernst & Young
Freeport-McMoRan Inc.
Goodmans Interior
Structures
Grand Canyon University
Helios
Honeywell
HonorHealth
Idealab Arizona
Insight North America
Intel Corporation
Kitchell
LifeKind Health
M Culinary
Mayo Clinic
Meade Engineering
MidFirst Bank
Mortenson
Advocate Level
Perkins Coie LLP
Phoenix Suns and
Phoenix Mercury
Pivotal Group
Quarles & Brady
Snell & Wilmer LLP
STORE Capital
Taft
U.S. Bank
Valley Metro
Vitalant
Weitz Company
Western Alliance Bank
Willmeng Construction
Affiliated Engineers
Air2o
Alston Construction
Amkor Technology
Archicon L.C.
Architecture
Arizona Community
Foundation
Axios
Baker Development
Bell Bank
Blue Cross Blue Shield
of Arizona
BMO
Bremik Construction
Bristol Myers Squibb
BRPH
Brycon Construction
CapRock Partners
CG Schmidt
Clayco
Colliers International
Commonwealth Land
Title National
Commercial Services
Cousins Properties, Inc.
Cresa
Cushman & Wakefield
Davis Architecture
Deloitte
Deutsch Architecture
Group
DFDG Architecture
DLR Group
DP Electric
DPR Construction
El Dorado Holdings
Elontec
EmployBridge
Enterprise Bank & Trust
EPCOR
FCL Builders
FirstBank
Gammage & Burnham
GCON
Gensler
Global Roofing Group
Gray Construction
Graycor Construction
Haydon Companies
HDR
Holland & Hart LLP
Holualoa Companies
Howard Hughes
Corporation
Immedia
JLL
Keyser
Land Advisors
Organization
Langan Engineering
and Environmental
Services
Lee & Associates
Lincoln Property
Company
Mack Real Estate Group
Mastek
Meritage Homes
MMR Constructors, Inc.
National Bank of
Arizona
Ninyo & Moore, A
Socotec Company
Okland Construction
Olsson
OneAZ Credit Union
Opus Development
Company
Partners Personnel
Pathward
PCL Construction Inc
Phoenix Children’s
Hospital
Professional Piping
Systems
R.O.I. Properties
Rehrig Pacific Company
Renaissance
Construction
Resolution Copper
Mining
Rexco, LLC
Rider Levett Bucknall
RK Logistics
RSM
Ryan Companies U.S.
Inc.
Skanska
SmithGroup
Southwest Gas
Corporation
Spencer Fane LLP
SRS Real Estate Partners
Supporter Level
Stevens-Leinweber
Construction
Sunbelt Holdings
Sundt Construction
Suntec Concrete
Taiwan
Semiconductor
Manufacturing
Company (TSMC)
Terracon
The AES Corporation
The PENTA Building
Group
The Plaza Companies
Trammell Crow
Company
Transwestern
Commercial Services
University of Arizona
Valley of the Sun
United Way
ViaWest Group
Wespac
Construction, Inc
WestPac Wealth
Partners
Wexford Science +
Technology
Wist Office Products
Actalent
Air Products and
Chemicals, Inc.
AppleOne
Atmosphere
Commercial Interiors
Avnet Inc.
Bechtel
BNSF Railway
Carvana
City of Hope
Columbia Bank
Comcast Business
Concumer Cellular
CoStar Group
Crescent Crown
Distributing
Cypress Office
Properties
De Rito Partners
Development
Globe Corporation
Halff
Hines
Industrial Storage
Kraus-Anderson
Construction Company
Macerich
Merit Partners
Meta
Nationwide Realty
Investors
Orion Group Holdings,
Inc.
Overland Group Inc.
Prologis
RED Development
Social Television
Network (STN)
Sunstate Equipment
Company
Tekletics
The Austin Company
Trinity Capital
Investments
Union Pacific Railroad
VanTrust Real Estate LLC
Champion Level
Accelerator Level
Investors
Visionary Level
As of May 19, 2026
11
Thank You
602.256.7700 /// gpec.org
Page 1 of 1
EXHIBIT B
GPEC PERFORMANCE MEASURES
FY 2027
Specific performance targets as established by the GPEC Executive Committee and
Board of Directors:
1. Payroll Generated
$354.65M
2. Total Number of Jobs Created
5,670
3. Total Number of High-Wage Jobs1
3,151
4. Average High-Wage Salary
$79,022
5. GPEC Assists2
10
6. Number of Qualified Prospects
233
7. Number of Qualified International Prospects
48
8. Community Return on Investment3
18:1
9. Stakeholder Satisfaction with Business Attraction4
7.0
10. Stakeholder Satisfaction with Competitive Position5
7.0
Footnotes:
1.
High Wage Jobs: High wage jobs are those that are over 130% of the Phoenix MSA Median Wage (currently $64,792)
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”
3.
ROI is calculated as a ratio of direct revenue from GPEC locates to all member communities divided by funding from GPEC
member communities
4.
Average result from respondents of EDDT and Board of Directors end-of-year surveys
5.
Average result from respondents of EDDT and Board of Directors end-of-year surveys
Page 1 of 3
EXHIBIT C
TARGETED INDUSTRIES
FY2027
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 2026, GPEC
will continue its emphasis on the following: Advanced Business Services; Aerospace & Defense; Battery
& Energy Storage; Emerging Technologies; Healthcare and Biomedical; Manufacturing & Logistics;
Mission Critical Operations; Semiconductor Ecosystem; and Software.
Member communities will target the following:
Apache Junction
Advanced Manufacturing, Standard Manufacturing, R&D, Corporate/Regional Headquarters, Healthcare,
Mining (Supply Chain & Servicing), Aerospace, and Hospitality/Entertainment
Avondale
Healthcare; hospitality/tourism; manufacturing & logistics, technology; retail & entertainment; and
technology
Buckeye
Advanced Manufacturing, Energy, Distribution & Logistics, Mission Critical, Retail, Entertainment &
Hospitality, Healthcare, Aviation, Entrepreneurship, and Higher Education.
Casa Grande
Advanced manufacturing; automotive technology; transportation/logistics; healthcare/medical services;
aviation/aerospace; and hospitality/entertainment
Chandler
Advanced business services; corporate/regional headquarters; healthcare; 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
Assembly (small scale), biosciences, financial services, healthcare, hospitality, retail and start ups
Gila Bend
Clean technology (manufacturing/central station generation/R&D);
warehousing/transportation/distribution; military supply chain; tourism/hospitality; standard
manufacturing; agriculture/agri-biotechnology; food, fiber and natural products; aerospace/aviation; and
heavy industrial
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
Page 2 of 3
Glendale
Advanced business services; aerospace, aviation and defense; healthcare and bioscience; manufacturing;
technology and innovation
Goodyear
Retail, Entertainment & Hospitality, Life Sciences, Small Business, Advanced Manufacturing, Advanced
Business Services, and Technology.
Maricopa (City)
Advanced industrial manufacturing: semiconductors, automotive, EV manufacturing, high tech, and
supply chain; research and development; 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; research & development; automotive
technology and aerospace/aviation/defense; advanced business services; cybersecurity; information
technology; healthcare/life sciences; mission critical operations; tourism; regional and corporate centers;
and climate tech
Peoria
Advanced business and financial services; semiconductor and advanced manufacturing; bioscience and
healthcare; technology and innovation; and research and development
Pinal County
Advanced Manufacturing; Aerospace, Aviation and Defense; Electric Vehicle Technology &
Manufacturing; Healthcare; Bio/Life Sciences; Transportation, Distribution & Logistics; Natural and
Renewable Resources (Mining, Agriculture, Solar); and Tourism/Hospitality
Phoenix
Biosciences and healthcare; advanced manufacturing; aerospace and defense including advanced air
mobility; electric and autonomous vehicles; advanced business services; emerging technologies, FDI and
trade; circular economy; and entrepreneurship and innovation
Queen Creek
Advanced manufacturing and electrification supply chain; Energy, grid, and infrastructure services;
logistics and industrial services; Digital, IT and business operations services; and agricultural and
destination economy
Scottsdale
IT services and software; financial and insurance services and technology; healthcare services and
innovation; logistics Management; tourism; and corporate headquarters
Surprise
Advanced Manufacturing; Corporate, Regional & Operational Headquarters; Business & Professional
Services; Healthcare, Medical Services & Life Science Support; Innovation, Entrepreneurship &
Emerging Technology; Destination Retail, Dining & Experiential Development; Tourism, Sports &
Hospitality; and International Business & Investment (FDI).
Tempe
Advanced Business Services, Advanced Manufacturing, Aerospace and Defense, BioScience and
Page 3 of 3
BioTechnology, Semiconductor and Supply Chain, Tourism and Hospitality
Tolleson
E-Commerce/fulfillment centers; resort/tourist-oriented development; expanded retail opportunities; small
manufacturers with some related retail and offices
Wickenburg
Resort/tourist-oriented development; healthcare with an emphasis on behavioral health; transportation &
distribution; expanded retail opportunities; senior industries, equestrian and rodeo industries
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.
Page 1 of 1
EXHIBIT D
FY 2027
REPORTING MECHANISM FOR CONTRACT FULFILLMENT
Monthly Activity Report - Month, Year
BUSINESS ATTRACTION PERFORMANCE METRICS:
GPEC Progress Toward Goals
Annual Contract Actual Goal % of
Targeted Opportunities Goal YTD YTD Goal YTD
KEY BUSINESS ATTRACTION ACTIVITIES AND OTHER GPEC ACTIVITIES
GPEC continues to target high-wage industries (Advanced Business Services; Aerospace & Defense; Battery &
Energy Storage; Emerging Technologies; Healthcare and Biomedical; Manufacturing & Logistics; Mission Critical
Operations; Semiconductor Ecosystem; and Software)
PAYROLL GENERATED (MILLIONS)
NUMBER OF JOBS
NUMBER OF HIGH-WAGE JOBS
AVERAGE HIGH WAGE SALARY
QUALIFIED PROSPECTS
QUALIFIED INTERNATIONAL PROSPECTS
GPEC ASSISTS
COMMUNITY RETURN ON INVESTMENT
STAKEHOLDER SATISFACTION WITH
BUSINESS ATTRACTION
STAKEHOLDER SATISFACTION WITH
COMPETITIVE POSITION
Page 1 of 3
EXHIBIT E
INSURANCE REQUIREMENTS
The City’s insurance requirements are minimum requirements for this Agreement and in no
way limit the indemnity covenants contained in this Agreement. The City in no way warrants
that the minimum limits required of GPEC are sufficient to protect GPEC from liabilities that
might arise out of this Agreement for GPEC, its agents, representatives, employees or
Contractors and GPEC is free to purchase such additional insurance as may be determined
necessary.
A.
Minimum Scope and Limits of Insurance. GPEC shall provide coverage at least as
broad as the categories set forth below with limits of liability in amounts acceptable to
the City.
1.
Commercial General Liability - Occurrence Form
(Form CG 0001, ed. 10/13 or any replacements thereof)
General Aggregate/ per Project
Products-Completed Operations Aggregate
Personal & Advertising Injury
Each Occurrence
Fire Damage (Any one fire)
Directors and Officers
Medical Expense (Any one person)
Optional
2.
Automobile Liability - Any Auto or Owned, Hired and Non-Owned Vehicles
(Form CA 0001, ed. 10/13 or any replacement thereof) Combined Single Limit
Per Accident for Bodily Injury and Property Damage
3.
Workers' Compensation and Employers' Liability
Workers' Compensation
Statutory
Employers' Liability
B. Self-insured Retentions. Any self-insured retentions must be declared to and approved
by the City. If not approved, the City may request that the insurer reduce or eliminate such
self-insured retentions with respect to City, its officers, officials, agents, employees and
volunteers.
Page 2 of 3
C. Other Insurance Requirements. The policies are to contain, or be endorsed to contain, the
following provisions:
1.
Commercial General Liability
a.
The City, its officers, officials, agents, employees and volunteers are to be
named as additional insureds with respect to liability arising out of: activities
performed by or on behalf of GPEC, including the City's general supervision of
GPEC; products and completed operations of GPEC; and automobiles owned,
leased, hired or borrowed by GPEC.
b.
GPEC's insurance shall include broad form contractual liability coverage.
c.
The City, its officers, officials, agents, employees and volunteers shall be
additional insureds to the full limits of liability purchased by GPEC, even if those
limits of liability are in excess of those required by this Agreement.
d.
GPEC's insurance coverage shall be primary insurance with respect to City,
its officers, officials, agents, employees and volunteers. Any insurance or self-
insurance maintained by City, its officers, officials, employees or volunteers shall
be in excess of GPEC's insurance and shall not contribute to it.
e.
GPEC's insurance shall apply separately to each insured against whom
claim is made or suit is brought, except with respect to the limits of the insurer's
liability.
f.
Coverage provided by GPEC shall not be limited to the liability assumed
under the indemnification provisions of this Agreement.
g.
The policies shall contain a waiver of subrogation against City, its officers,
officials, agents, employees and volunteers for losses arising from work performed
by GPEC for the City.
2.
Workers' Compensation and Employers' Liability Coverage. The insurer shall
agree to waive all rights of subrogation against City, its officers, officials, agents,
employees and volunteers for any and all losses arising from work performed by
the Contractor for the City.
D.
Notice of Cancellation. Each insurance policy required by the insurance provisions of
this Agreement shall provide the required coverage and shall not be suspended, voided,
canceled by either party, reduced in coverage or in limits except after thirty (30) calendar
days’ prior written notice has been sent to City at the address provided herein for the giving
of notice. Such notice shall be by certified mail, return receipt requested.
Page 3 of 3
E.
Acceptability of Insurers. Insurance is to be placed with insurers duly licensed or
approved unlicensed companies in the State of Arizona and with a "Best's" rating of not
less than A-:VII. City in no way warrants that the above required minimum insurer rating
is sufficient to protect GPEC from potential insurer insolvency.
F.
Verification of Coverage. GPEC shall furnish City with Certificates of Insurance
(ACORD form or equivalent approved by City) and with original endorsements effecting
coverage as required by this Agreement. The certificates and endorsements for each
insurance policy are to be signed by a person authorized by that insurer to bind coverage
on its behalf. Any policy endorsements that restrict or limit coverage shall be clearly noted
on the Certificate of Insurance.
All certificates and endorsements are to be received and approved by City before work
commences. Each insurance policy required by this Agreement must be in effect at or prior
to commencement of work under this Agreement and remain in effect for the duration of
the project.
All certificates of insurance required by this Agreement shall be sent directly to City at the
address and in the manner provided in this Agreement for the giving of notice. City's
Agreement/Agreement number, GPEC's name and description of the Agreement shall be
provided on the Certificates of Insurance. City reserves the right to require complete
certified copies of all insurance policies required by this Agreement, at any time.
G.
Approval. During the term of this Agreement, no modification may be made to any of
GPEC's insurance policies which will reduce the nature, scope or limits of coverage which
were in effect and approved by the City prior to execution of this Agreement.
Page 1 of 2
Regional Cooperation Protocol Policy
Greater Phoenix Economic Council and Economic Development Directors Team
The foundation of this policy is built on trust and the spirit of regional cooperation among the entities involved.
GPEC and the Economic Development Directors of its member communities agree and acknowledge that it is
important that they work together as partners on projects involving the communities which GPEC represents,
regardless of the source of the lead, as follows:
1. Demonstrate a commitment to the positive promotion of the Greater Phoenix, specifically, GPEC
member communities, as a globally competitive region.
2. Maintain the highest standards of economic development prospect handling, including confidentiality,
without jeopardizing a prospect’s trust to secure the probability of a regional locate. Partners agree to
respect the prospect’s request for confidentiality but also agree to notify each other as to the existence of
a project with a confidentiality requirement when able and shall make a good-faith effort to involve the
appropriate state, regional or local partners at the earliest possible time.
3. Unless otherwise restricted, agree to coordinate through GPEC for any prospect considering a project in
Maricopa County or in any of the communities that GPEC represents, understanding that GPEC is in a
unique position to represent and speak on regional economic development issues and on characteristics
of the region’s economy. Likewise, GPEC acknowledges that communities are in the best position to
speak about local incentives and efforts surrounding the local economy.
4. For projects that originate with a GPEC member community, GPEC will be available for confidential
research access, topical expertise or as a service provider, to add value to the community in securing the
project. Additionally, GPEC will not e-track the project unless the community lead makes such a
request to do so.
5. Provide accurate and timely information in response to specific requests by all prospects. When a client
has narrowed sites to specific GPEC member communities, GPEC will make a good faith effort to
inform those affected EDDT members first. EDDT members agree to provide information solely on
their own community when the information requested is site-specific (i.e., cost of land, taxes,
development fees, utility availability and cost, zoning process timing, permit timing and local
incentives). When site-specific information related to other GPEC communities is requested, EDDT
members agree to (i) direct GPEC prospects back to GPEC or (ii) direct non-GPEC generated prospects
to contact the affected communities directly, and as a courtesy, contact the affected communities.
6. Agree that regardless of the lead source, public locate announcements shall be coordinated among the
company, GPEC member community, and GPEC to reflect inclusiveness and cooperation of all partners
(subject to any confidentiality requirements).
7. GPEC and EDDTs will advocate for a robust operating budget for the state economic development
agency, and champion sound statewide economic development programs and policies.
8. Discourage the proactive offering of local, municipal financial incentives for existing jobs to companies
with current operations in another GPEC community.
9. Inform GPEC member community when a company visits or physical site visit within that community
will occur. Economic Development Directors will be the primary point of contact for the company when
community information is needed.
10. In the event that a project working with GPEC or any member community is discovered to have an
Page 2 of 2
existing presence within the region, the member community will notify the economic development
director of the project’s current home community, notwithstanding prohibition due to a non-disclosure
agreement.
11. Agree that the consideration of a future community to GPEC’s membership will be brought before
EDDT for discussion in advance of any board consideration. EDDT will make a recommendation on the
addition of a new community to GPEC’s President and CEO.
12. Formalize a process to convene GPEC and Economic Development Directors of GPEC member
communities biannually, and cooperate in the exchange of information and ideas reflecting practices,
procedures and policies relating to prospect handling and regional economic development.
13. Work collectively to maintain a high level of trust and integrity by and between GPEC and the
Economic Development Directors of GPEC member communities, utilizing differing views as an
opportunity to learn.
14. When conducting market intelligence initiative objective, GPEC staff will coordinate with EDDT to
ensure coordination and communication.
15. When a Prospect Information Form (PIF) is issued by the state economic development agency GPEC
will coordinate the region’s response. All PIF submissions will be directed to GPEC’s attention and
GPEC will assemble the response and return to the state economic development agency.
16. It is understood GPEC will or may host annual executour(s) and/or other marketing familiarization
tour(s) to promote the regional communities. GPEC will make every attempt to provide as much
interaction time between the executour guests and EDDTs. It is understood EDDTS will inform GPEC
of any upcoming executour(s) and/or other marketing familiarization tours scheduled by their office.
17. Partners agree to enter into a mediation process if there is evidence that this Protocol has not been
observed in a material respect or a professional conflict arises that cannot be settled. This mediation
process will be convened by the EDDT Chair, who may, at his/her discretion, consult or involve
GPEC’s President and CEO in addition to others with topical expertise central to the conflict.