san antonio economic development foundation ......origination • 1975: saedf founded and funded by...
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San Antonio Economic Development Foundation
QUARTER 2
@SanAntonioEDF
QUARTERLY INVESTORS MEETING
June 12, 2019
The Garage at The Pearl
San Antonio Economic Development Foundation
QUARTER 2
CHAIRMAN’S UPDATE
@SanAntonioEDF June 12th, 2019
The Garage at The Pearl
NEW INVESTMENT
3
RAD WEAVER STEVE LEE MIKE LYND
2019 PRIORITIES
4
2019 OPERATIONAL HIGHLIGHTS - YTD
5
13 38 13
9
$34
2,429
100% TARGET INDUSTRY JOBS
BUSINESS DEVELOPMENT SNAPSHOT - YTD
6
100% of jobs = Target Industry
Jobs Won by Industry International/Domestic Projects Won
BRE / REC Projects Won BRE Assists
Information Technology 31%
Financial Services 24%
Bioscience/Healthcare 19%
Cybersecurity 10%
Headquarters 15%
International 12.5%
Domestic 87.5%
BRE 50% Recruitment 50%
Infrastructure 2
Incentives 8
Workforce 9
Facilities Expansion 13
Business Development/Connections
14
Q3 OUTLOOK
FAMILIARIZATION TOURS
MARKETING TRIPS
7
SKILLS ANALYSIS & REPORTS INVESTMENT GROWTH
REGIONAL PARTNERSHIP WORKFORCE ASSET SNAPSHOT
San Antonio Economic Development Foundation
QUARTER 2
STRATEGIC PLANNING PROCESS UPDATE
@SanAntonioEDF June 12th, 2019
The Garage at The Pearl
Origination • 1975: SAEDF founded and funded by private sector, 100% business recruitment
Transition • 2008: Mayor commissioned private sector review of economic development delivery system
• 2011: Public-private partnership formed between SAEDF, City and County
• 2015: Forefront SA Strategic Plan for economic development crafted
New SAEDF • 2016: SAEDF leadership transition and Forefront SA validation
• 2017: Forefront SA operationalized with refined target industry and workforce development focus
• 2018: FTA integration and increased focus on Global Development
• 2019: Deploy regional program and initiate recalibrated strategic planning process
EVOLUTION OF SAEDF
9
CONSISTENT SAEDF CHARTER
MISSION Lead the development and diversification of the San Antonio
regional economy through the location and expansion of
quality employers and job producing investments.
VISION Propel San Antonio’s economy to the forefront of
today’s top performing cities.
HISTORY Founded over 40 years ago, SAEDF is San Antonio’s lead
economic development entity charged with continued
development and diversification of the San Antonio
regional economy.
Visitor Experience
(Visit SA)
Livability &
Quality of Place
(Tech Bloc)
Business
Advocacy
(Chambers of
Commerce)
QUALITY
JOBS
10
FOREFRONT SA: Current Strategic Framework
Global
Development
Business Retention
& Expansion
Business Attraction
Entrepreneurial Development
WORKFORCE DEVELOPMENT
Bioscience Advanced
Manufacturing
Energy IT / Cyber
Security Headquarters Financial
Services Military
11
PERFORMANCE YTD
12
Indicator 2019 YTD 2019 Goals 2017 - 2019 (YTD) Target 2020 Goals (2017 - 2020)T1 New Jobs 2,389 5,230 12,349 20,000T1 New Target Industry Jobs % 100% 55% 53% 50%T1 New High Wage Jobs % 41% 50% 43% 55%T1 Local CAPEX $27M $400M $624M $1.5BT1 Foreign Direct Investment 0 $66.5M $61.5M $200MT1 Target Sector Employment Growth (NAICS) 3% 3% 3% 12%T1 BRE Assists 48 120 184 350T1 Number of Direct Export Supported Jobs* N/A 35,000 N/A 37,200T1 Job Fill Ratio 0.52 0.72 0.60 0.75T1 Educational Attainment* 33.0% 33.4% 33.3% 33.5%T1 Post-Secondary Completions (Target Sector-all)* N/A 5,000 7,437 29,000T1 Work-based Learning Opportunities 3,608 5,300 12,887 20,000T1 Brand Brand Awareness and Favorability** N/A Awareness 72%Favorability 61% Awareness 67%Favorability 56% Awareness 78%Favorability 66%T1 Budget Compliance (501c6 | 501c3) $1.07M | $227K $3.3M | $890K N/A N/AT1 Employee Engagement N/A 75% N/A 80%T1 Total Revenue Growth (501c6 | 501c3) $172.9K | $30K $500K | $133K $1.019M | $337.5K $2M | $500KT1 Private / Public Funding (501c6) 45/55 50/50 45/55 60/40 T1 Private / Public Funding (501c3) 76/23 50/50 76/24 60/40*Indicates previous year's data (back data) **Based on 2015 study Last Updated 05/28/2019
WorkforceAdmin Serv. Investor & Comm. RelationsBusiness DevelopmentTier
Indicator 2019 YTD 2019 Goals 2017 - 2019 (YTD)Target 2020 Goals
(2017 - 2020)
T1 New Jobs 2,389 5,230 12,349 20,000
T1 New Target Industry Jobs % 100% 55% 53% 50%
T1 New High Wage Jobs % 41% 50% 43% 55%
T1 Local CAPEX $27M $400M $624M $1.5B
T1 Foreign Direct Investment 0 $66.5M $61.5M $200M
T1Target Sector Employment Growth
(NAICS)3% 3% 3% 12%
T1 BRE Assists 48 120 184 350
T1Number of Direct Export Supported
Jobs*N/A 35,000 N/A 37,200
T1 Job Fill Ratio 0.48 0.72 0.59 0.75
T1 Educational Attainment* 33.0% 33.4% 33.3% 33.5%
T1Post-Secondary Completions
(Target Sector-all)*N/A 5,000 7,437 29,000
T1 Work-based Learning Opportunities 3,608 5,300 12,887 20,000
T1
Bra
nd
Brand Awareness and Favorability** N/AAwareness 72%
Favorability 61%
Awareness 67%
Favorability 56%
Awareness 78%
Favorability 66%
T1Budget Compliance
(501c6 | 501c3)$1.07M | $227K $3.3M | $890K N/A N/A
T1 Employee Engagement N/A 75% N/A 80%
T1Total Revenue Growth
(501c6 | 501c3)$172.9K | $30K $500K | $133K $1.019M | $337.5K $2M | $500K
T1 Private / Public Funding (501c6) 45/55 50/50 45/55 60/40
T1 Private / Public Funding (501c3) 76/23 50/50 76/24 60/40
*Indicates previous year's data (back data)
**Based on 2015 study
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STRATEGIC PLANNING PROCESS
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Expected Outcome: Three - five year regional economic development
strategy and an implementation plan set to launch in 2020.
Experience: • 165+ clients in 34 states and abroad
• Holistic approach to economic and workforce development
• Recently served Austin and Nashville
Phased Approach: • Dedicated top resources
• Two-way dialogue in learning phase
• Implementation plan we can act on
14 © MARKET STREET SERVICES
Regional Economic Development Strategy San Antonio, Texas
QUARTERLY BRIEFING
JUNE 12, 2019
15 © MARKET STREET SERVICES
Current Realities in Economic Development
16 © MARKET STREET SERVICES
Area Development Survey of Corporate Executives Most Important Site Selection Factors (top 10 out of 28 factors evaluated)
2006 2018
Change in
Ranking
(2006 - 2018)
1. Labor costs 1. Availability of skilled labor 6
2. Highway accessibility 2. Labor costs 1
3. Corporate tax rate 3. Highway accessibility 1
4. State and local incentives 4. Corporate tax rate 1
5. Tax exemptions 5. Tax exemptions --
6. Occupancy or construction costs 6. Quality of life N/A
7. Availability of skilled labor 7. State and local incentives 3
8. Energy availabilty and costs 8. Energy availability and costs --
9. Cost of land 9. Available buildings N/A
10. Low union profile 10. Occupancy or construction costs 4
17 © MARKET STREET SERVICES
Workforce Sustainability Current Realities
Demographic Constraints:
• The retirement of Baby Boomers accelerates
• We have barely enough young people to replace impending retirees
• As a nation, we are reliant on high levels of international immigration
Meanwhile:
• Unemployment is at its lowest point in half a century
• Occupations and their skill requirements are changing rapidly
• Robotics and AI are changing occupations and their skill requirements rapidly
The Result:
• Workforce shortages
• Skills gaps
• Competition for talent is the competition for jobs
18 © MARKET STREET SERVICES
Residential Location Preferences by Generation, United States (2015)
Source: Urban Land Institute (ULI)
Baby Boomers
(ages 50-68)
Millennials
(ages 18-36)
Desired Residential Location (% who would like to live in a certain community type)
Rural areas and/or small towns 51% 32%
Suburbs 24% 29%
Cities 22% 37%
Priorities When Choosing a Place to Live (% top or high priority)
Convenient public transit 29% 39%
Walkability 50% 54%
Space between neighbors 57% 50%
Preferences for Specific Community Attributes (% agree)
Prefer to live in a place where they do not need to use a car often 49% 63%
Prefer to live in a diverse comm. w/ a mix of cultures and backgrounds 61% 76%
19 © MARKET STREET SERVICES
Where Talent Chooses to Live City vs. Suburb Population Growth (2010-2017)
20 © MARKET STREET SERVICES
1.7%
3.2%
2.0% 2.2%
1.9%
2.4%
3.0%
2.1% 2.2% 2.1%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
Houston-TheWoodlands-Sugar Land,
TX
Austin-Round Rock, TX Dallas-Fort Worth-Arlington, TX
Raleigh, NC San Antonio-NewBraunfels, TX
Primary City Growth Suburb Growth
Where Talent Chooses to Live City vs. Suburb Population Growth (2017-2018)
21 © MARKET STREET SERVICES
Place: What Makes a Community “Sticky”?
1. Social offerings
• Entertainment venues and places to meet
2. Aesthetics
• Physical beauty and green spaces
3. Openness
• Open networks and accessible quality of life options for all
Source: John S. and James L. Knight Foundation’s Soul of the Community Project
22 © MARKET STREET SERVICES
“In your opinion, what is the community’s greatest weakness or challenge to overcome as a place to
live, work, visit, and do business?”
Austin, Texas
23 © MARKET STREET SERVICES
“In your opinion, what is the community’s greatest weakness or challenge to overcome as a place to
live, work, visit, and do business?”
Macon, Georgia
24 © MARKET STREET SERVICES
“In your opinion, what is the community’s greatest weakness or challenge to overcome as a place to
live, work, visit, and do business?”
Cheyenne, Wyoming
25 © MARKET STREET SERVICES
The Response: Intentional Planning and Implementation
Austin: – Mobility agenda: advocacy, Opportunity Studio, “Austin Moves” Mobility Challenge
– Affordability agenda: CodeNEXT, Affordability Progress Reports, Employer-Assisted Housing
– Recommitting to existing business retention and new workforce programming (DTW30)
Macon: – New Business Education Partnership
– Leader in Me throughout all elementary schools
Cheyenne: – Downtown revitalization: LCCC Expansion, West Edge Plan, C2E2
– Activating the Cheyenne Greenway
26 © MARKET STREET SERVICES
Market Street Services Our Approach, Our Experience, and Our People
27 © MARKET STREET SERVICES
Market Street Services
– Founded in 1997 to support communities interested in holistic community, economic, and
workforce development.
– Located in Atlanta, Georgia, Market Street maintains a staff of professionals that excel in
quantitative analysis, facilitation, and helping communities create actionable strategies for
positive change.
– Our commitment is to a definition of economic development and community improvement that,
at its core, is about personal wealth creation for all citizens and building better
communities.
28 © MARKET STREET SERVICES
Key Principles
– Rather than prescribing quick fixes, our goal is systemic change.
– Rather than producing boilerplate studies where only the client’s name changes, our goal is producing deliverables specific to each client’s situation.
– Our reports are in plain English.
– We tell the truth.
– Rather than faceless consultants that make two presentations and disappear, our goal is developing a relationship as partners.
29 © MARKET STREET SERVICES
Market Street Services: Our Clients
30 © MARKET STREET SERVICES
Project Overview Regional Economic Development Strategy
31 © MARKET STREET SERVICES
Project Overview
PHASES 4 & 5: STRATEGIC PLANNING & IMPLEMENTATION GUIDANCE
Regional Economic Development Strategy Implementation Plan
PHASES 2 & 3: RESEARCH & EVALUATION
Regional Assessment & Competitive Scorecards
Target Sector Assessment
PHASE 1: REGIONAL ENGAGEMENT & STAKEHOLDER INPUT
Stakeholder Interviews Focus Groups Regional Survey
32 © MARKET STREET SERVICES
Project Timeline
June – July Project Kickoff & Stakeholder Input
August Regional Assessment & Competitive Scorecards
September Target Sector Assessment
October Regional Economic Development Strategy (draft)
November Regional Economic Development Strategy (revised)
December Implementation Plan (draft)
January Implementation Plan (revised)
33 © MARKET STREET SERVICES
Share Your Input! Help Us Promote the Survey!
www.surveymonkey.com/r/SanAntonioRegion
• 5-15 minutes to complete depending on respondent
• Share with friends, family, colleagues via email and social media
34 © MARKET STREET SERVICES
Questions?
35 © MARKET STREET SERVICES
The Way Forward
“The key is not the age of the institution but its creativity and its persistence. A single
game changer, no matter how transformative or creative, does not an economy
reshape. Sustaining the gain means engaging in a continuous process of inquiry and
investigation, reinvention and renewal, in which one gain leads to another, and then
another, and then another. Successful metros, in other words, never stop. They do
not rest on their laurels, they build on their successes.”
Bruce Katz and Jennifer Bradley
The Metropolitan Revolution
36 © MARKET STREET SERVICES
Confront the Brutal Facts
“‘If it ain’t broke, don’t fix it’ is the slogan of the complacent, the arrogant, or the scared.
It’s an excuse for inaction, a call to non-arms. It’s a mindset that assumes (or hopes)
that today’s realities will continue tomorrow in a tidy, linear, and predictable fashion.
Pure fantasy.”
Colin Powell, Former Secretary of State
excerpt from Leadership
37 © MARKET STREET SERVICES
J. Mac Holladay Founder and CEO
Market Street Services
mholladay@marketstreetservices.com
404.880.7244
SAN ANTONIO’S EXPERTISE IS IN
COLLABORATION AND WE NEED PARTNERS FROM ACROSS
THE PUBLIC AND PRIVATE SECTORS
TO DR IVE PROGRESS .
WE ARE A REAL CITY, READY FOR SUCCESS! 38
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