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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 6
602.256.7700 /// gpec.org
ACTION PLAN FY26
Letter from Chris Camacho
Chris Camacho
President & CEO
Over the past two decades, Greater
Phoenix has experienced
extraordinary growth, transforming
from a region dependent on growth
and consumption to a market primed
for the world stage. Yet with this
success comes a new set of challenges
that are the natural consequence of
rapid advancement, and we must now
meet them head on.
Greater Phoenix stands at an inflection
point as we look ahead to Fiscal Year
2026. I am filled with immense pride
for the momentum the region has built
and speed at which the economic
landscape has shifted, we must
continue to evolve, adapt, and lead.
The FY26 Action Plan aligns with
the strategies outlined in the
FY26-FY28 Strategic Plan adopted
earlier this year, which lays out a
future-focused strategy that builds
on our strengths while expanding
our global reach. In FY26, we are
investing in a refreshed narrative
that reflects who we are: a dynamic
and innovative hub for advanced
industries and global commerce.
As global supply chains realign
and companies seek stability,
speed to market and talent,
Greater Phoenix is positioned as
the premier choice. Through
increased international
engagement, local leadership,
and brand recognition, we will
amplify our presence on the
world stage and continue to drive
investment into the region.
But none of this is possible
without collaboration. Our
strength lies in the partnerships
we’ve built across the public and
private sectors — with regional
leaders, community champions,
and forward-thinking businesses.
Together, we will not only shape
the next chapter of Greater
Phoenix’s economic story, but
define a model for regional
prosperity that others will follow.
Thank you for your continued
partnership. I look forward to all
we will achieve together in FY26
and beyond.
Together, we will not only shape the next chapter of
Greater Phoenix’s economic story, but define a
model for regional prosperity that others will follow.”
“
2
President & CEO
To attract and grow quality businesses,
and advocate for Greater Phoenix’s
competitiveness.
Our Mission
22 cities and towns, Maricopa and
Pinal counties
3
Our Values
Our Communities
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 FY26
8
S T R A T E G I C P L A N
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.
FY26-FY28 Vision
4
26
Strategic
Plan Goals
FY26-28
F I S C A L Y E A R
FY26 Action
Plan Strategies
& Tactics
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
ACTION PLAN FY26
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
5
Build an internationally recognizable regional brand as a market uniquely positioned for
high-impact industries and growth driven by innovation.
Goal 1:
Strategy 1:
ACTION PLAN FY26
6
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:
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.
Tactics:
Execute a national and international earned and paid
media plan to showcase Greater Phoenix.
Distribute a unique brand platform that can be utilized by
numerous stakeholders to further brand recognition for
the region.
Use increased international funding to conduct more
international engagements tied to global industry conferences
and events.
Leverage advanced industries with footprints in the region to
connect with national and international HQs and their
investment strategy.
Utilize marquee international events to showcase the region.
ACTION PLAN FY26
Strategy 3:
7
Advocate for smart growth focused on high-value,
sustainable industries that will drive long-term
regional success.
Tactics:
Identify the key opportunity industries related and
adjacent to the semiconductor supercycle to position
Greater Phoenix as a premier place for investment.
Communicate key narratives to the public, policymakers,
partners and stakeholders to further understanding of
the importance of economic development in the
community and region.
Utilize the Washington, D.C. Executive Mission trip to
communicate regional priorities to federal leadership.
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:
8
Identify and advocate for the policy
and infrastructure needed to be the
leading market for the industries of
the future.
Tactics:
Strategy 2:
Expand and share expertise to
support companies investing in the
region throughout the increasingly
complex project processes.
Tactics:
Be a vocal advocate for smart policy
related to water, air quality, grid
integrity, education and workforce
development, and future city planning.
Photo Credit: Arizona State University
Master project management from lead
generation to hiring.
Engage regional public and private
partners, highlighting competitiveness
levers required to attract industry.
Goal 2:
ACTION PLAN FY26
ACTION PLAN FY26
Strategy 3:
9
Streamline the regional economic development system
to provide comprehensive support.
Strategy 4:
Increase regional investments into the innovation
ecosystem that enable both legacy companies and
startups to thrive.
Tactics:
Tactics:
Focus on foundational activities that impact investment
decisions regionally.
Articulate a set of priorities for the region and align peer
organizations to execute against these.
Work with universities and colleges to align with industry
partners on workforce readiness programs.
Streamline attention to results-driven activities supporting the
regional entrepreneurial ecosystem.
Advocate for startup programming that enables local
company growth.
Engage local and national venture capital firms, private equity
funds, and family offices to drive investment in local companies.
Goal 3:
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:
Activate GPEC’s network including its
Board of Directors, strategic councils
and Ambassador network to advocate
for the organization’s priorities.
Work with stakeholders to identify key
market players and facilitate
connections that advance GPEC’s
mission and secure sustainable funding.
Enhance long-term positioning by
differentiating GPEC’s unique
value proposition for stakeholders
in the community.
Tactics:
Double down on the activities that
uniquely define GPEC, such as high-
quality research, business development
expertise and brand platform
communication.
Strategy 2:
Ensure strategic talent and resource
alignment to deliver excellence in
the execution of key priority pillars.
Tactics:
Allocate financial and operational
resources where they will drive the most
results for counties, communities and
private industry supporters.
Adjust resources dynamically to respond
to changing priorities.
Strategy 3:
ACTION PLAN FY26
10
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
$75,921
$84,357
$92,793
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 FY26, GPEC is focused on cultivating impactful projects in key
sectors — such as high-tech, office and bioscience — that tend to
have smaller phase one job counts but higher wages. Additionally,
the market is seeing headwinds on factors impacting larger
projects, including power demand, air quality and a shifting
economic environment.
Prospect activity is expected to remain constant, with an
intentional focus on international activities to drive prospects.
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
FY2026
Approved
FY2025
YOY
Var. $
YOY
Var. %
City/County Contract Revenue
$3,210,154
$3,027,872
$182,282
6%
Pledge Revenue
$3,898,350
$4,307,850
$(409,500)
(10%)
New Pledges
$250,000
$425,000
$(175,000)
(41%)
In-Kind Contributions
$140,000
$140,500
$(500)
(0%)
Special Events & Programs
$165,000
$130,000
$35,000
27%
Sponsorship Income
$363,500
$280,000
$83,500
30%
Grant Income
$83,000
$279,122
$(196,122)
0%
Other Income
$15,000
$14,560
$440
3%
TOTAL REVENUE
$8,125,004
$8,604,904
$(479,900)
(6%)
Expenses
Proposed
FY2026
Approved
FY2025
YOY
Var. $
YOY
Var. %
Business Development
$864,527
$831,973
$32,554
4%
Marketing & Communications
$463,443
$586,822
$(123,379)
(21%)
Research & Analytics
$284,242
$331,034
$(46,852)
(14%)
Engagement
$152,568
$168,197
$(15,629)
(9%)
Regional Initiatives
$128,413
$279,185
$(150,773)
(54%)
Operations
$411,982
$473,417
$(61,435)
(13%)
Personnel
$5,551,200
$5,265,199
$286,001
5%
Facilities
$522,600
$522,357
$243
0%
Special Events & Programs
$283,000
$439,122
$(156,122)
(36%)
TOTAL EXPENSES
$8,661,975
$8,897,306
$(235,331)
(3%)
NET INCOME/(LOSS)
$(536,971)
$(292,402)
$(244,569)
84%
ACTION PLAN FY26
11
ACTION PLAN FY26
Builder Level
AECOM Hunt
American Airlines
Arizona Diamondbacks
Bank of America
Banner Health
BMO Harris Bank
BOK Financial
Brookfield Residential
CBRE
Chicanos Por La Causa
Clayco
Cousins Properties, Inc.
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.
Global Credit Union
Goodmans
Grand Canyon University
Helios
Honeywell
HonorHealth
Idealab Arizona
Intel Corporation
JE Dunn Construction
Kitchell
M Culinary
Mayo Clinic
Advocate Level
MidFirst Bank
Mortenson
MSC Mediterranean
Shipping Company (USA)
Inc.
Olsson
onsemi
Perkins Coie LLP
Phoenix Suns and Phoenix
Mercury
Pivotal Group
Quarles & Brady
Snell & Wilmer LLP
STORE Capital
Taft
U.S. Bank
Valley Metro
Valley of the Sun United
Way
Vitalant
Weitz Company
Western Alliance Bank
Air2o
Alston Construction
Archicon L.C. Architecture
Arizona Community
Foundation
Axios
Baker Development
Bell Bank
Blue Cross Blue Shield of
Arizona
Bridge Relocation
Concierge
Bristol Myers Squibb
BRPH
Brycon Construction
Burns & McDonnell
CapRock Partners
CG Schmidt
Colliers International
Commonwealth Land Title
National Commercial
Services
Cresa
Crescent Crown
Distributing
Cushman & Wakefield
Davis Architecture
De Rito Partners
Deloitte
Deutsch Architecture Group
DFDG Architecture
Dircks Moving & Logistics
DLR Group
DP Electric
DPR Construction
El Dorado Holdings
EmployBridge
Enterprise Bank & Trust
EPCOR
Everest Holdings
FCL Builders
FirstBank
Gammage & Burnham
GCON
Gensler
Global Roofing Group
Gray Construction
Graycor Construction
Green Maple Law Group
Haydon Building Corp
HDR
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
Multistudio
NAI Horizon
Okland Construction
OneAZ Credit Union
Opus Development
Company
Page
Partners Personnel
Pathward
Phoenix Children's Hospital
Phoenix Raceway
Professional Piping Systems
Pureflow Inc.
Reliance Management
Renaissance Construction
Reseco Advisors, LLC
Resolution Copper
Rexco
Rider Levett Bucknall
RSM
Ryan Companies US Inc.
Silicon Valley Bank
Skanska
SmithGroup
Supporter Level
Social Television Network
(STN)
Southwest Gas Corporation
Spencer Fane LLP
SRS Real Estate Partners
Stevens-Leinweber
Construction
Sunbelt Holdings
Sundt Construction
Suntec Concrete
Taiwan Semiconductor
Manufacturing Company
Terracon
The AES Corporation
The PENTA Building Group
The Plaza Companies
Trammell Crow Company
University of Arizona
USAA
Verizon Wireless
ViaWest Group
Wespac Construction, Inc
WestPac Wealth Partners
Wexford Science +
Technology
Willmeng Construction
Wist Office Products
Air Products and Chemicals,
Inc.
Arizona Israel Technology
Alliance
Atmosphere Commercial
Interiors
Avison Young
Avnet Inc.
Bechtel
BNSF Railway
Carvana
Catalyst Construction
City of Hope
Comcast Business
Conceptually Social
CoStar Group
Cypress Office Properties
EMD Electronics
Globe Corporation
Halff
Hines
Industrial Storage
KTAR
Macerich
Marsh McLennan Agency
Merit Partners
Meta
Midwestern University
MSS Business
Transformation Advisory
National Bank of Arizona
Nationwide Realty Investor
Northrop Grumman
Orion
Prologis
RED Development
Sendero Consulting
Storage Soluitons Inc. (SSI)
Sunstate Equipment
Company
The Austin Company
Trinity Capital Investments
Umpqua Bank
Union Pacific Railroad
VanTrust Real Estate LLC
Champion Level
Accelerator Level
Investors
Visionary Level
As of April 28, 2025
12
13
Amplify
Our Story
Greater Phoenix's trajectory is
strengthened by your expertise.
Collaborate on shaping and telling
the story of the region's next
economic era.