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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