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RELATIONSHIPSRELEVANCERESULTS
GNO, INC.
RELATIONSHIPSRELEVANCE
RESULTS
2012 – 2016 INVESTMENT CAMPAIGN
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Thank you for your interest in Greater New Orleans, Inc.
The progress of greater New Orleans over the past five years has been rapid and dramatic; the publisher of Forbes called it “one of the great turnarounds in American history.” And, indeed, there is a preponderance of evidence that the metro area has not only come back from Katrina, but has come back better than ever.
In economic development, we are at the highest point, in every economic ranking, in our history. And there’s a lot more to look forward to -- we live in the No. 1 state for economic growth potential [Business Facilities].
In recent years, greater New Orleans has rediscovered both its imagination and will - and the result has been truly remarkable progress.
But progress is not yet success. Our gains are fragile.
Over the next three years, post-Katina funding will wind down; the rest of the country will emerge from the Great Recession, and the energy of rebuilding could begin to attenuate. We have hit the inflection point. The question now is, will we stay aloft?
Part of the answer lies in critical mass: developing enough companies and a trained workforce so that our economy becomes self-sustaining.
Part of the answer lies in institutionalization - of policies, programs and organizations - to ensure that our progress will continue even as people change.
Finally, the answer lies in making permanent our newfound culture of excellence, whereby Louisiana no longer competes against Mississippi, but against the world - as we did successfully for GE Capital, beating locations from around the world.
The progress we’ve made so far was made possible only because of the generous intellectual and financial support of our investors. So as we look to the next three years and to the challenge of sustaining our progress, your support is absolutely vital.
With this in mind, we invite you to read and discuss with us the information in the following pages, and to please consider supporting GNO, Inc. and the region for 2014-2016. The bottom line is that GNO, Inc. has demonstrated the ability to be efficient and effective – and we will translate your dollars and ideas into real results.
Thank you,
Michael Hecht Greg Rusovich President & CEO Chairman
LETTER FROM THE PRESIDENT & CHAIRMAN
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RELATIONSHIPSRELEVANCERESULTS
Statistics, Testimonials, Awards, and Rankings
STARsGNO, Inc. has helped to drive and promote broad third-party recognition over the past two years, repositioning the Greater New Orleans region and Louisiana as outstanding places to live and work, now at the highest ranking in history in every poll:
★ GNO, Inc. was ranked as #2 Economic Development Organization in the U.S. (tied) [Business Facilities]
★ Louisiana was named the #2 State for Incentive Programs in the USA [Area Development]
★ Louisiana was named #1 state for Economic Growth Potential, Workforce Training, and Digital Media [Business Facilities]
★ Greater New Orleans was named the #3 City for IT Job Growth in the USA [Forbes]
★ New Orleans was ranked #1 on the list of “America’s Biggest Brain Magnets” for attracting people under 25 with college degrees [Forbes]
★ Greater New Orleans was named the #1 Growing Metro for Employment [Brookings Institution]
★ Louisiana was rated a Top Ten State in the USA for Overall Tax Competitiveness [Tax Foundation + KPMG]
★ Louisiana was voted Most Improved State in the U.S. by national CEOs [Chief Executive]
★ New Orleans MSA was named the #2 “Aspirational” City in USA [Daily Beast]
★ New Orleans was named “America’s Best City for School Reform” [Thomas B. Fordham Institute]
★ Greater New Orleans is the #2 Boomtown in America, due to population and GDP growth [Bloomberg Rankings]
★ New Orleans MSA was ranked Top 5 in the USA for “Logistics/Distribution/Shipping Hubs” (highest ranking ever) [Business Facilities]
★ Louisiana placed #2 in the USA in Post-recession Performance [Brookings Institution]
★ New Orleans Leads the USA by 56% in number of startups-per-capita [GNO Community Data Center]
★ New Orleans was named the #2 U.S. City for Working Mothers [Forbes]
★ New Orleans was voted America’s Favorite CIty [Travel + Leisure]
“One of the great turnarounds in American history.”— Forbes
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MODEL
The mission of GNO, Inc. is to create jobs and wealth in the Greater New Orleans community.
GNO, INC.
Vision Key Drivers Strategy Plan & Resources
Greater New Orleans is a thriving region.
Economy
Quality of life Other Organizations
• K-12 Education• Crime• Good Government• Etc.
• Business Attraction• Business Growth• Business Retention
• 21 staff *• $4.2 M budget *• Key partners
* 2013 figures
• Policy• Workforce• Brand Management• Capital
• Job Creation• Wealth Creation
GNO Inc. Work PlanProduct Development
Business Development
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RELATIONSHIPSRELEVANCERESULTS
* 2013 figures
GNO, Inc. is the regional economic development hub, serving to coordinate, consolidate, and catalyze economic development activity.
Jefferson
Orleans
Plaquemines
St. Bernard
St. Charles
St. James
St. John the Baptist
St. Tammany
Tangipahoa
Washington
Investors
Parish Governments
Legislators
Business Councils
Business Chambers
Business Associations
Colleges / Universities
Nonprofits
bus. dev.
policy
workforce
research
bus. dev.
policy
workforce
research
initial direction of communication
bu
s. d
ev.
po
licy
wo
rkfo
rce
rese
arc
h
Parish EDOs
Stakeholders
LA State
Government
Louisiana Economic
Development
Federal Government
PublicMediaSite
Selectors
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FOCUSINDUSTRIESFoundational Sectors
GNO, INC.
International Trade
Port, shipping, transportation, and logistics
• Leveraging nation’s most integrated infrastructure
• Developing post- Panamax strategy, including incentives
• Supporting legislation for a long-term dredging fix
• Increasing flights and other connections to the Americas
• Executing trade missions to Brazil and Columbia
Advanced Manufacturing
Manufacturing aircraft, naval vessels, and space vehicles
• Building on the region’s history of expertise
• Ensuring Michoud Assembly Facility’s revitalization
• Retaining jobs at Avondale Shipyard
• Expanding opportunities through supply chain development
• Attracting foreign direct investment
Energy
Exploration and production, refining and petrochemicals
• Defending and building America’s Energy Coast
• Pursuing full return to activity in Gulf of Mexico
• Ensuring lowered royalties for deep gas exploration in Louisiana
• Support existing E&P companies, especially with workforce solutions
• Maximizing the value of the Tuscaloosa Marine Shale
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RELATIONSHIPSRELEVANCERESULTS
Diversifying Sectors
Digital Media
Software and digital media development
• Creating a global hub for digital media
• Promoting best-in-class software credit (35% rebate)
• Recruiting foundational companies like Gameloft and GE Capital
• Travelling to key markets like California to market GNO region
• Growing local workforce with regional education partners
BioSciences
Commercialization of medical research
• Recognizing unparalleled opportunity of nascent BioDistrict
• Supporting economic strategy for UMC
• Collaborating with universities via dedicated staff
• Developing strategic incentive and marketing packages
• Driving new company formation via Startup Fund
Making GNO the “Dutch of North America”
• Promoting companies that profitably solve environmental issues
• Exploring opportunities in Energy, Waste, and Water
• Driving collaboration with universities
• Branding region via media and events
• Transforming challenges into jobs and wealth
Emerging Environmental
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GNO, INC.BUSINESS DEVELOPMENT
1 Material assistance includes: identifying an original lead, or assisting with at least one of the following areas: (1) business incentives, (2) site search & location, (3) market research, (4) key business introductions, (5) personnel recruitment, (6) public services or regulatory requirements, (7) PR, or (8) any other assistance that materially and positively impacts a business’ ability and decision to locate, expand, or grow in Greater New Orleans.
During the past three years, GNO, Inc. has materially assisted 1 with growing over 3,500 jobs — worth nearly $180M in new tax revenues — for the Greater New Orleans region.
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RELATIONSHIPSRELEVANCERESULTS
Wear Plate & Block
Our Innovation. Your Advantage.
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INITIATIVES
GNO, INC.GNO, INC. INITIATIVES
Greater New Orleans, Inc. leads a range of other initiatives focused on creating jobs and wealth in Greater New Orleans.
The Real Super Bowl Winner
Why New Orleans has come back better after Katrina.
The Super Bowl makes its tenth
stop in New Orleans on Sunday,
but only the first since Hurricane
Katrina in 2005. For once the Big
Easy has earned this excuse to
party, coming back to life better
than ever.
New Orleans has patented no mag-
ic sauce. Katrina created the open-
ing for different policies to turn
around what was one of the worst-
run and most politically calcified
places in America. Other troubled
cities and Washington, take note.
When the levees broke and flood
waters sent half the town fleeing,
the Crescent City was a study in
urban dysfunction. Obvious to
everyone was the incompetence
and rot at City Hall, in the police
department, on the levee board and
in the schools. There were doubts
about the wisdom, much less the
cost, of rebuilding.
Entergy, the city’s lone Fortune
500 firm, considered moving its
headquarters to Little Rock. Many
Katrina evacuees stayed away, and
the city’s population—somewhere
above the 360,740 counted as of
2011—isn’t back to its pre-storm
level of 455,000.
Yet Katrina offered the people who
wanted to save New Orleans some-
thing rare—a do-over. Consensus
over the necessary fixes quickly
gelled in a city long polarized by
race and class.
The schools, a national embarrass-
ment, were closed for six months
and restarted from scratch. The
system was turned over to charter
operators, who got the leeway to
hire new teachers and have been
held accountable by strong schools
commissioners. Before the storm,
three in five students attended a
failing school; now fewer than a
fifth do.
This education experiment gave
people the confidence to push an
overhaul of policing, city procure-
ment and other public services.
The business community, which
had holed up in the city’s higher-
ground residential areas or across
Lake Pontchartrain, re-engaged in
civic life.
Political change has followed.
Mayor Ray Nagin—who blamed
the feds for the city’s catastrophic
response to Katrina—was replaced
three years ago by another Demo-
crat, Mitch Landrieu. Mr. Nagin
was indicted last month on 21 cor-
ruption counts. Mr. Landrieu en-
joys approval ratings in the seven-
ties. The budget was balanced. He
upgraded the airport and opened a
new street car line along Loyola Av-
enue in time for the Super Bowl.
Relatively low state and local taxes
and cost of living are helping to
make New Orleans a magnet for
business start-ups and young col-
lege graduates—what Seattle or
Austin were in other recent de-
cades. Energy and hospitality are
doing well. The jobless rate of 4.7%
is lower even than in that other
American boomtown, Washington,
D.C., but for reasons other than a
growing government.
Such progress is not guaranteed
and problems remain. School test
scores and graduation rates are
improving but still aren’t great.
New Orleans remains the nation’s
murder capital, with three times
Chicago’s homicide rate, and the
police have to earn public trust.
The relative racial comity of the
city’s politics is recent and perhaps
not enduring.
Yet—whether during Super Bowl
week, Mardi Gras or any other
party time—the city’s energy and
optimism are unmistakable. Amer-
icans are in a self-doubting mood
these days, and not without cause.
But the revival of New Orleans
shows what self-government can
accomplish when enough citizens
choose to break up the corrupt
status quo.
February 1, 2013
Media & PR
NextGen Council
GPI+
Business Retentionand Expansion
Workforce Development
New OrleansStartup Fund
GNOi
DestinationGNO
Greater New OrleansUrban Water Plan
Southeast Super-RegionCommittee
WorkNOLA
CSFI
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RELATIONSHIPSRELEVANCERESULTS
As GNO, Inc. looks to the future, our strategy is driving toward success in a number of areas that will enhance the business environment in Southeast Louisiana. The Board of Directos has determined six “big issues” upon which GNO, Inc. will focus over the coming years. These are gating issues, critical to successful translating our recent progress into long-term success. These issues include:
FUTURE PLANS
Flood ProtectionEnsuring that Southeast Louisiana remains viable forfuture generations of businesses and families.
Leadership DevelopmentMaintain momentum and continuity by developing the next generation of civic leaders.
State Fiscal ReformEvolve a tax and exemption system that best supports the long-term economic development of the region and state.
Workforce DevelopmentEnsure adequate quantity, quality and diversity of workforce to meet increased industry demands.
Airport (Int’l Flights)Ensure region has connectivity to be a top location for international business and other economic development opportunities.
The New Orleans BrandContinue to close the perception gap between current views and the “new” New Orleans.
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GNO, INC. HISTORY
GNO, INC.
2010
1900
2000
1902GNO, Inc. “founded” as Progressive
Union of New Orleans1911Becomes the Regional Chamber of Commerce
2004Regional Chamber ends;
MetroVision becomes GNO, Inc.
2009• Southeast Super-Region Committee formed
• I.P. Building founded
• BILD Coalition for higher education reform
formed
2011• Gameloft announces expansion into region
• Bradken announces gloabal expansion into GNO
• NASA announces Heavy-Lift Rocket for Michoud
2008• Michael Hecht joins
• Current GNO, Inc. model developed
• 3-prong energy and international trade strategy
developed
• First post-Katrina workforce supply/demand
analysis conducted
2010• New Orleans Startup Fund founded
• GNO, Inc NextGen Council formed
• Folgers and Globalstar announce consolidations
into GNO region
• Nucor announces multi-billion dollar steel mill
2012• GE Capital announces IT Center of Excellence
• Smoothie Kind announces global expansion from
GNO region
• Destination GNO created, WorkNOLA.com
re-launched
1991MetroVision formed as partner of Regional Chamber
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RELATIONSHIPSRELEVANCERESULTS
Public Policy
SUPPORT OF LEGISLATIONRESTORE Act: GNO, Inc. led organization of over 100 business organizations across the Gulf Coast to support the RESTORE Act, which was signed into law and dedicates 80% of BP Clean Water Act fines back to the Gulf Coast for restoration.
MediFund: Spearheaded by GNO, Inc., this initiative provided support for legisliative effort to establish the MediFund for statewide advancement of biosciences and medical centers of excellence. Based on the concept of “MegaFund” used by LED for highest-potential projects, the MediFund will distribute grants of $500k, followed by competitive awards $5-15M. Public and private not-for-profit entities are eligible, with collaboration encouraged.
Digital Media Tax Credit: GNO, Inc. led effort to improve the Digital Media Tax Credit Program by expanding the program to all types of technology applications and allowing the 35% benefit to be issued as a simple rebate.
Louisiana International Trade Initiative: GNO, Inc. organized discussions with partners to create a new statewide trade authority that will create a master plan and oversee implementation of a state strategy to enhance Louisiana’s position in the global marketplace by increasing imports and exports, value-added manufacturing, and foreign direct investment.
GNO, Inc. has led the way in major legislative reforms, helping to create one of the best business climates in the nation (currently ranked #7, the highest ever). With a successful passage rate of 75% – 85%, highlights of GNO, Inc.’s Public Policy efforts include:
INCENTIVES
¨ Angel Investor Tax Credit
¨ Corporate Tax Apportionment Headquarters Relocation
¨ Digital Media Tax Credit Renewal
¨ Headquarters Relocation
¨ Hornets Quality Jobs Incentive Extension
¨ Payroll Incentive for Competitive Projects
¨ Port Investor Tax Credit
¨ Property Tax Exemption for Non-Manufacturing
¨ Quality Jobs Incentives Renewal
¨ Research and Development Tax Credit Renewal
¨ Tech Commercialization Credit Extension
HIGHER EDUCATION
¨ LCTCS: Facilities with a Purpose
¨ GRAD Act
¨ GRAD Act 2.0
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GNO, INC.LEADERSHIP
Executive Committee
Board of Directors
Greg Rusovich, Chairman Transoceanic Trading and Development
Patricia LeBlanc, Vice Chairman LeBlanc Butler
Steve Hemperley, Secretary and Secretary and Treasurer Capital One Bank
Dale Benoit, Immediate Past Chairman Print All
Tommy Faucheux Dow Chemical
Melissa Gibbs Gibbs Construction
Tara Carter Hernandez JCH Development
Bill Hoffman Woodward Design+Build
Leslie Jacobs* Strategic Comp
John Little International Matex Tank Terminals
Marty Mayer* Stirling Properties
Gary Silbert Entergy
Ronnie Slone The Slone Group
Mark Spansel Adams and Reese
Brent Wood Chevron Corporation
Bill Aaron Aaron, PLC
Laura Ambrose Dow Chemical
Danica Ansardi Ansardi Financial
Michele Avery LaPorte
Pat Bernard Superior Energy
Susan Bonnett Northshore Community Foundation
Robert Bruno Bruno & Bruno
Torri Buckles St. John the Baptist Parish
Henry Coaxum Coaxum Enterprises
Scott Cowen† Tulane University
John Crain† Southeastern Louisiana University
Howard Daigle Daigle Fisse & Kessenich
David Darragh Reily Foods Company
Mike DeBoer GE Capital
Maura Donahue DonahueFavret
Joel Dupre Southern Recycling
David Fennelly Associated Terminals
Peter Fos† University of New Orleans
Norman Francis† Xavier University
Lee Giorgio Select Properties
David Hague Gameloft
Bill Hines* Jones Walker
Karl Hoefer IBERIA
John Hollowell Shell
Scott Howard Regions Bank
Jim Hudson* IBERIA
Jay Lapeyre Laitram
Rita Benson LeBlanc New Orleans Saints
Mark Leto IPSC - Inner Parish Security Corp.
Bob Lynch HCA MidAmerica Division
Ti Martin Commander’s Palace
Carlo Mulvenna Pan-American Life
Warren Murrell Peoples Health
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RELATIONSHIPSRELEVANCERESULTS
Suzanne Mestayer * ThirtyNorth Investments
Roger Ogden Ogden Development and Investments
Bill Oliver* Retired
George Pivach Venice Port Complex
Cindy Poskey† South Central LA Technical College
Patrick Quinlan* Ochsner Health System
Stephen Reuther St. Bernard Chamber of Commerce
Natalie Robottom St. John the Baptist Parish
Albert Ruesga Greater New Orleans Foundation
Ashton Ryan First NBC Bank
Stan Salathe Salathe Oil Company
Bobbie Savoie Geocent
Ryan Seal Washington EDF
Jay Seale Seale & Ross
Henry Shane* Favrot & Shane Companies
Monty Sullivan† Delgado Community College
Lizette Terral JPMorgan Chase Bank
Doug Thornton Louisiana Superdome & N.O. Arena
Victor Ukpolo† Southern University
Don Vinci Entergy Louisiana
Jacqueline Denise Vines Cox Louisiana
Dan Wagner Blue Cross and Blue Shield of LA
Thomas Warner† Nunez Community College
William Wainwright† Northshore Technical Community College
Kevin Wildes† Loyola University
Joe Ben Welch† River Parishes Community College
Matt Wisdom Turbosquid
*Chairman Emeritus **Advisor †University Ex-Officio
Michael Hecht President and CEO
Robin A. Barnes Executive Vice President and COO
Dino Paternostro Senior Vice President, Policy
Matt Rookard Senior Vice President, Business Development
Rachel Shields Chief of Staff
Jeff Teague Senior Vice President of Finance and Administration
Van Barbeau Jr. Research Associate
Caitlin Berni Director, External Affairs
Sayde Finkel Research Manager
Grady Fitzpatrick VP, Business Development
Tommy Fonseca VP, Investor Relations
Haley Hebert Communications Assistant
James L. Moffett, III Business Retention, Expansion, and Business Development
Ginger Powers Lead Development
Alex Skaggs Water Management Fellow
Jana Sikdar Educational Liason
Lacy Strohschein Business Development Associate
Brandon J. Williams Sr. Program Associate
Matt Wolfe Senior Associate, Communications & Marketing
Dawn Greatrex Executive Assistant
Nicole Palmer Human Resources & Office Manager
Carolyn Shields Receptionist
Denise Washington Executive Assistant
Staff
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INVESTMENT
* Committees include:
- Airport - Development - Emerging Environmental Task Force
- Finance - GNODF - MediFund
- NextGen Council - Nominating - Public Policy
• Support in area of specialty
• Committees *
• On-going feedback on issues and opportunities
• Fund staff
• Ensure organizational stability
• Provide flexibility to respond to opportunities
Types ofInvestment
Financial
Intellectual
Greater New Orleans, Inc. seeks two kinds of critical investment:
Type of Investment Benefits
Source of Funds
Corporate
Government
Foundation
75%
81%
2012 2016
22%
14%3%
5%
Uses of Funds
Mill
ion
s
Mill
ion
s
4.504.50
4.004.00
3.503.50
3.003.00
2.502.50
2.002.00
1.501.50
1.001.00
0.500.50
Overhead
Rapid Response Fund
Marketing
Staff69%55%
2012 2016
12%
16%19%
18%
11%
- Southeast Super-Region Committee
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RELATIONSHIPSRELEVANCERESULTS
Overhead
Rapid Response Fund
Marketing
Staff
GNO, INC.REASONS TO INVEST
❑ “Grow the Pie”
❑ Get Early Information
❑ Improve Your Bottom-Line
❑ Enhance Business Conditions
❑ “Have a Seat at the Table”
❑ Obtain Access to Key Leaders
❑ Receive Assistance
❑ Benefit from Referrals
❑ Engage Your Employees
❑ Make a Difference in Greater New Orleans
Ultimately the question is:
“If I had my last dollar, whywould I invest it in GNO, Inc.?”
If you can check off two or more of the below reasons, GNO, Inc. could be a great partner for your organization:
$Efficient
GNO, Inc. is coordinating nexus for the region – and beyond. Through GNO, inc. you will
touch thousands.
EffectiveFrom historic project wins, to transformational
policy, GNO, Inc. has a proven record of impactful results - we deliver ROI.
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TESTIMONIALS
“GNO, Inc. is easy to work with because they understand each company’s challenges and work tirelessly to resolve them. They helped us address all the potential issues we faced from recruitment to incentives packages and helped us build a solid business case for launching a new venture here in the Silicon Bayou.”
–Dave Hague, Gameloft
“Louisiana rose to the top of our list because of the advantages it offers in terms of talent, infrastructure, location, and environment.”
“The New Orleans region is remarkably fertile ground for companies. Investing in GNO, Inc. is investing in the health of our entire business ecosystem.”
“St. John the Baptist Parish continues to invest in GNO, Inc. because of its commitment to promoting economic development throughout the 10-parish region of Southeast Louisiana. GNO, Inc. and its members are changing the business climate in the metropolitan area and I am proud to be part of that regional effort.”
- Brackett Denniston,GE Senior Vice President and General Counsel
- Tommy Faucheux, Dow Chemical
- Matt Wisdom, Turbosquid
- Natalie Robottom,St. John the Baptist Parish President
“GNO, Inc. inspires growth in south Louisiana. They are growing business, talent and ideas. Dow is proud to be an investor of GNO, Inc., because it allows us to collaborate with some of the best companies and thought leaders on the Gulf Coast to build a stronger, more vibrant community.”
GNO, INC.
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RELATIONSHIPSRELEVANCERESULTS
–Dave Hague, Gameloft
HOW TO INVEST
Determine your desired level of financial and intellectual support.
Fill out the enclosed pledge form with your business information and commitment level.
Return completed form via emailto Tommy Fonseca at [email protected], fax to (504) 527-6943, or mail to:
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For additional information or questions, visit gnoinc.org/support-gno-inc or contact Tommy Fonseca at (504) 527-6943 or [email protected].
365 Canal Street, Ste. 2300 New Orleans, LA 70130
GNO, INC.
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THANK YOU
GNO, INC. REGION
TANGIPAHOA
JEFFERSON
ST. CHARLES
ST. JAMES
ST. JOHN THE BAPTIST
WASHINGTON
ST. TAMMANY
ST. BERNARD
PLAQUEMINES
ORLEANS