GPEC Agreement and Supporting Documents

City of Chandler — Regular Meeting (2021-07-15)

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Action Plan
Fiscal Year 2022
Greater Phoenix Economic Council

Greater Phoenix Economic Council
1
To attract and grow
quality businesses,
and advocate for
Greater Phoenix’s
competitiveness.
Our Mission:

A letter from Chris Camacho
- Chris Camacho
President & CEO, Greater Phoenix Economic Council
President & CEO
Greater Phoenix Economic Council
Action Plan FY22
2
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.
“Through it all, our prospect
pipeline has rebounded from
the economic downturn and
is more robust than ever.”

A SNAPSHOT OF FY21
Photos Courtesy: @earlybirdphx, @equalityarizona, Mayo Clinic Arizona, @phxskyharbor
Greater Phoenix Economic Council
3

Action Plan FY22
4
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
Strategic
Plan 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.

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.
•
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.
•
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.
Strategic Plan Objectives:
Elevate the brand identity using new
forms of media to deepen our reach into
targeted markets
Create an enhanced and efficient
stakeholder engagement model
Tactics:
Milestones:
Tactics & Milestones
GOAL #01
Greater Phoenix Economic Council
5

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.
•
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.
•
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.
Strategic Plan Objectives:
Expand tools and processes to create new
top-line metrics that increase outcome-
driven collaboration and coordination
Utilize market and industry
intelligence to drive economic
diversification and resilience
Tactics:
Milestones:
GOAL #02
Action Plan FY22
6

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.
•
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.
•
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.
Strategic Plan Objectives:
Promote initiatives that
reinforce the region as a
place to test, launch and
advance innovation
Utilize market and industry
intelligence to drive
economic diversification
and resilience
Deepen internal
expertise and upgrade
research and analytic
capacity
Tactics:
Milestones:
GOAL #03
Greater Phoenix Economic Council
7

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.
•
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.
•
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.
Strategic Plan Objectives:
Increase and diversify GPEC’s financial
resources in alignment with regional priorities
Create an enhanced and efficient
stakeholder engagement model
Tactics:
Milestones:
GOAL #04
Action Plan FY22
8

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.
•
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.
•
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.
Strategic Plan Objectives:
Promote initiatives that reinforce the region
as a place to test, launch and advance
innovation
Change the paradigm among community
and civic leadership to one that prioritizes
education, job access and intentional
long-term investment into drivers of
competitiveness
Develop regional resilience programs
Tactics:
Milestones:
GOAL #05
Greater Phoenix Economic Council
9

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.
•
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.
•
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.
Strategic Plan Objectives:
Earn regional and national
recognition as a leader in
effective regional governance
Cultivate a world-class talent
organization that exemplifies
The GPEC Way
Tactics:
Milestones:
GOAL #06
Action Plan FY22
10

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
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
Greater Phoenix Economic Council
11

Budget Overview
Income
Approved
FY22
Approved
FY21
YOY
Var. $
YOY
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%
New Pledges
$350,000
$175,000
$175,000
100%
In-Kind Contributions
$140,500
$126,750
$13,750
11%
Special Events & Programs
$181,400
$181,400
$0
-
Sponsorship Income
$51,293
$0
$51,293
-
Grant Income
$225,062
$769,783
($544,721)
(71%)
Other Income
$1,000
$1,320
($320)
(24%)
Total Income
$6,890,118
$6,671,116
$219,002
3%
Expenses
Approved
FY22
Approved
FY21
YOY
Var. $
YOY
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
($155)
0%
Strategy & Regional Initiatives
$410,330
$323,620
$86,710
27%
Operations
$467,279
$427,773
$39,506
9%
Personnel
$4,212,671
$3,657,356
$555,315
15%
Facilities
$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 Income/(Loss)
($475,361)
($333,329)
($142,033)
43%
Action Plan FY22
12

• Acronis SCS
• Alliance Bank of Arizona
• American Airlines
• Arizona Coyotes
• Arizona Diamondbacks
• Arizona Republic / LOCALiQ
• Bank of America
• Banner Health
• BBVA
• Benchmark Electronics, Inc.
• Brookfield Residential
• CBRE
• Chicanos Por La Causa
• Clayco
• Cousins Properties
• 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
• Honeywell
• HonorHealth
• Insight Enterprises
• Intel Corporation
• JE Dunn Construction
• Johnson Carlier
• Kitchell
• Knight-Swift Transportation
• Mayo Clinic
• M Culinary
• MidFirst Bank
• Mortenson
• MUFG
• Oaktree Capital
Management
• 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
• Versum Materials,
Merck KGaA Company
• Weitz Company
Directors Council
Chairman’s Council
Corporate Council
Executive Council
GPEC Investors
As of May 2021
Greater Phoenix Economic Council
13

• Adolfson & 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
• 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
• JLL
• Keyser
• Layton Construction
• Lee & Associates
• Lincoln 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
• Social Television
Network (STN)
• Southwest Airlines
• Southwest Gas Corporation
• Spencer Fane LLP
• Sunbelt Holdings
• StrataTech Education Group
• Terracon
• The Plaza Companies
• Trammell Crow Company
• Transwestern Commercial
Services
• Tratt Properties
• Tuft & Needle
• University of Arizona
• USAA
• Veregy
• ViaWest Group
• Wespac Construction
• Wexford Science +
Technology
• Willmeng Construction
• Wist Office Products
• Acronis
• Air Products and Chemicals
• Arizona Community
Foundation
• Arizona Strategies
• Atmosphere Commercial
Interiors
• AvenueWest Arizona
Corporate Housing
• Avnet Inc.
• BNSF Railway
• BOK Financial
• 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
• Industrial Storage
• KTAR
• Lyft
• Mangat Group, Inc.
• Macerich
• Merit Partners
• Midwestern University
• MSS Technologies
• National Bank of Arizona
• Newmark Knight Frank
• Northrop Grumman
• Prologis
• RED Development
• Ryan Companies US Inc.
• Saint Holdings
• Stinson LLP
• Sunstate Equipment
Company
• TerraCap Management
• Van Trust Real Estate LLC
• Western Governors
University
Leadership Council
Ambassador
Action Plan FY22
14

· Maricopa County
· Apache Junction
· Avondale
· Buckeye
· Casa Grande
· Chandler
· El Mirage
· Fountain Hills
· Gila Bend
· Gilbert
· Glendale
· Goodyear
· Maricopa
· Mesa
· Peoria
· Phoenix
· Queen Creek
· Scottsdale
· Surprise
· Tempe
· Tolleson
· Wickenburg
· Youngtown
Member
Communities:
2 N. Central Ave. Suite 2500, Phoenix, AZ 85004 /// 602.256.7700 /// gpec.org
Tucson
Sky Harbor
International
Airport
Tempe
Mesa
Gilbert
Chandler
Apache
Junction
17
17
40
8
60
60
202
202
101
51
101
101
303
30
Planned Extension
202
347
Casa
Grande
Maricopa
Fountain
Hills
Scottsdale
Phoenix
Tolleson
Glendale
Youngtown
Surprise
El Mirage
Peoria
Buckeye
Avondale
Goodyear
San Diego
Los
Angeles
Las Vegas
Albuquerque
85
0
Distance in Miles
5
10
s
Wickenburg
Gila Bend
30mi. NW
of Surprise
30mi. SW
of Buckeye
60
85
8
Queen
Creek
Phoenix-Mesa
Gateway
Airport

Page 1 of 1

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 Jobs1
4,232
4. Average High-Wage Salary
$61,226
5. GPEC Assists2
10
6. Number of Qualified Prospects
239
7. Number of Qualified International Prospects
38

Footnotes:

1.
High 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.”

Page 1 of 3

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; tourism/hospitality; standard
manufacturing; agriculture/agri-biotechnology; food, fiber and natural products; aerospace/aviation; and
heavy industrial

Page 2 of 3

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; I.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);

Page 3 of 3

advanced materials/plastics; software 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.

Page 1 of 1

EXHIBIT D
FY 2022
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; Emerging
Technologies; Healthcare and Biomedical; Manufacturing & Logistics; Mission Critical Operations; and Software)

PAYROLL GENERATED (MILLIONS)
NUMBER OF JOBS
NUMBER OF HIGH-WAGE JOBS
AVERAGE HIGH WAGE SALARY
QUALIFIED PROSPECTS
QUALIFIED INTERNATIONAL PROSPECTS
GPEC ASSISTS

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.

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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.

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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.

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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. Agree that the consideration of a future community to GPEC’s membership will be brought before

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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.

11. 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.

12. 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.

13. When conducting market intelligence initiative objective, GPEC staff will coordinate with EDDT to
ensure coordination and communication.

14. 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.

15. 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.

16. 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.