Bay Area Strategic Plan

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Bay Area Houston Economic Partnership 2002-2006 Strategic Plan
The Foundation for the Region’s Future

Adopted: November 2001

Table of Contents
Overview ...................................................................................................................................................... 1 Mission ......................................................................................................................................................... 2 Strategic Priorities ...................................................................................................................................... 2 Overview ...................................................................................................................................................... 1 Mission ......................................................................................................................................................... 3 Strategic Priorities ...................................................................................................................................... 3 Strategic Plan 2002-2006 ............................................................................................................................ 6 Strategic Goal 1.0........................................................................................................................................ 6 Strategic Goal 2.0........................................................................................................................................ 8 Strategic Goal 3.0...................................................................................................................................... 10 Strategic Goal 4.0...................................................................................................................................... 13 Strategic Goal 5.0............................................................................................Error! Bookmark not defined. 2002 Annual Plan ...................................................................................................................................... 12 Planning Model.......................................................................................................................................... 21

Bay Area Houston Economic Partnership 2002-2006 Strategic Plan and 2002 Annual Plan
Overview
The Bay Area Houston Economic Partnership is dedicated to the responsible economic development of its service area. To accomplish its economic development mission, Bay Area Houston Economic Partnership believes that it is critical to have a strategic direction and specific annual plans, to generate budgets and measurements to support its plans, as well to create and respond to opportunities as they arise. Bay Area Houston Economic Partnership understands that its success is determined by its ability to be proactive and reactive at the right times and in the right ways. Bay Area Houston Economic Partnership’s service region is changing, and it will continue to change in many ways and in many directions. Some of the changes, such as demographics and state regulations, are evolutionary. Other changes, such as those to NASA or those resulting to the impact of September 11, are potentially sweeping. Regardless of the type of change, businesses will be affected and Bay Area Houston Economic Partnership’s leadership will be tested. Bay Area Houston Economic Partnership views economic development as a long-term investment in the region, its people and its many facets. Bay Area Houston Economic Partnership strives to find the optimal balance among business development, quality-of-life, regional needs, and sustainable growth. In this context, planning is critical, but even more important is member involvement, communication, a shared vision for the region. Bay Area Houston Economic Partnership is structured to assure leadership, advocacy, and a broad, longer-term perspective for the good of the region. The Bay Area Houston Economic Partnership Strategic Plan represents the views of over three hundred people who participated in its development. The annual plan resulted from the ideas and aspirations of Bay Area Houston Economic Partnership’s many stakeholders. The glue that holds

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everything together is the dedication and commitment of the region’s leadership to create and maintain a model community, where people love to live and work, raise children and prosper.

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Mission

Bay Area Houston Economic Partnership provides the leadership necessary to stimulate economic development and employment in the area.
Bay Area Houston Economic Partnership will achieve its mission by: • Promoting regional economic growth through expanding and retaining existing businesses, through creating and recruiting new, targeted businesses and by fostering its members’ growth and enhancing the region’s quality of life; Serving as a liaison among public and private organizations in the interest of regional economic development; and Recommending and advocating policies and actions to appropriate agencies in support of the region and Bay Area Houston Economic Partnership’s economic development goals.

Achieving the Mission





Strategic Priorities

The economic development priorities are business expansion, retention, recruitment, and creation.
The strategic priorities emphasize the relative importance of various aspects of the mission.

Turning Priorities into Direction

Reflecting an assessment of regional needs over the next five years, Bay Area Houston Economic Partnership’s resources will be allocated as follows: • 45% of Bay Area Houston Economic Partnership’s resources will be directed to the expansion (20%) and retention (25%) of existing business and industry. 40% of Bay Area Houston Economic Partnership’s resources will be directed toward recruitment of new business and industry 15% of Bay Area Houston Economic Partnership’s resources will be directed to the creation of new businesses.





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Making the Direction a Reality

Compared to traditional economic development organizations, Bay Area Houston Economic Partnership’s role is distinct. While a traditional economic development organization (EDO) may serve a specific city, county, state, or region, Bay Area Houston Economic Partnership serves its members through cross-jurisdictional partnerships. Bay Area Houston Economic Partnership members and partners are municipalities, educational institutions, other EDOs, counties, and boards as well as businesses and government agencies. Hence, Bay Area Houston Economic Partnership’s economic development activities are a part of a complementary set of regional capabilities that may change according to any given opportunity or project. In this collaborative context, Bay Area Houston Economic Partnership has determined to address its priorities and to meet its goals by implementing a set of strategic practices that guide its operations. Bay Area Houston Economic Partnership has adopted three strategic practices, listed by order of importance: • Leadership As the primary economic development agency across its service region, Bay Area Houston Economic Partnership will promote its mission through active leadership. Bay Area Houston Economic Partnership’s leadership is demonstrated through its ability to assist the region in defining and successfully addressing its challenges and opportunities. Advocacy Bay Area Houston Economic Partnership will provide active support, whether regionally, statewide or nationally, for programs, policies, and legislation that benefit region’s economic development. Bay Area Houston Economic Partnership’s advocacy will include coordination, articulation, communication, and collaboration in support of the issues that can improve the region. Facilitation and partnerships Bay Area Houston Economic Partnership will serve as the regional hub for coordination and





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discussion of economic development issues. Bay Area Houston Economic Partnership will actively pursue partnerships that lead to economic growth and vitality for the region.

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Strategic Plan 2002-2006 Strategic Goal 1.0
Retain and expand industries, businesses, and jobs throughout the service region. 1.1 Retain and expand jobs at NASA/Johnson Space Center and in the aerospace industry. Retain and expand industries, businesses, and jobs in targeted industries in the Bay Area Houston Economic Partnership service region.

1.2

Rationale

Bay Area Houston Economic Partnership seeks to assist businesses to expand their current operations, adding more jobs and wealth to the area. Bay Area Houston Economic Partnership also strives to retain jobs in the area, providing the support or the means available to keep jobs from being transferred or eliminated. While retention and expansion are important for every business in the region, the region has three primary industry clusters that dominate the overall economic scene and provide the best opportunities for expansion and retention of business. The clusters are: aerospace, petrochemical, and day-trip tourism. Each of the clusters includes between 100-300 businesses and each cluster employs over 15,000 people in the region. Aerospace The region’s heart and identity are inextricably bound to the NASA-Johnson Space Center (JSC). Plus, with over 15,000 jobs and billions of dollars in expenditures, NASA has a profound impact on the regional economy. JSC is dependent on the federal government for support, thus any shifts in budget or priorities affect the region directly. Petrochemical The Bayport industrial area is the nation’s largest concentration of manufacturing of its kind. The

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complex nature of the industry, the global economy, the number of foreign-owned plants, and the volatility of petrochemical markets are just a few of the factors that influence the industry. In addition, state and federal regulations influence the industry more than most. Tourism This cluster includes all of sites that relate to tourism, recreation, shopping, and activities and that attract people to the area, whether from other parts of the region, from across the nation, or from other parts of the world. While much of the tourism is currently oneday, part of the long-term development is to expand to destination tourism. Bay Area Houston Economic Partnership seeks to expand on the existing base is industries through a variety of means. Historically, Bay Area Houston Economic Partnership has actively advocated for support for NASA- Johnson Space Center. While this activity remains an important part of the expansion and retention programs, other activities, in support of other areas of the economy are necessarily going to become more established. Among the suggestions for expansion and retention are jobs in information technology, testing, training, healthcare, retail and tourism, telecommunications, and other high technology business that expands from the region’s aerospace base.

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Strategic Goal 2.0

Recruit new industries, businesses and jobs to the area. 2.1 Develop an image and a brand to represent the region and to be used to market the region. Develop new jobs in target industries. Provide the business research services to benchmark the region against competitors for jobs and industries. Develop and maintain strong relationships with business brokers and site consultants.

2.2 2.3

2.4

Rationale

Regional economies are continually shifting. In response to the shifts in the region, Bay Area Houston Economic Partnership will focus attention on attracting new business to the region. The overall strategy to recruit new business will include an array of interrelated parts: a. To identify and market the regional image consistently and positively; b. To take advantage of the region’s existing strengths to attract new business; c. To identify and actively recruit new companies to the region, using a variety of incentives and sound business opportunities; d. To provide relevant information service and research services for members and prospective new businesses; e. To develop a national and international networks that assist in identifying, recruiting, and supporting new business. Over the course of the strategic plan, recruiting new business will become an increasingly important part of Bay Area Houston Economic Partnership’s activities. Importantly, the region has to develop an image and brand that can take advantage of the City of Houston

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and the State of Texas, while also capitalizing on the strengths of the local economy and quality of life. Identifying and popularizing this image and brand will be a major undertaking in the near term. Further, it is vital to have comprehensive recruitment capabilities. The first stage is to coordinate the business recruitment operations within Bay Area Houston Economic Partnership, including but not limited to staffing the business recruitment office, examining and updating materials and messages, identifying and coordinating marketing materials, developing business intelligence services and identifying trusted data bases. Over the course of the strategic plan, business recruitment will become an increasingly important part of the core economic development activities. Among the potential industries identified for recruitment are the following: • Information Technology • Mission Critical Systems • IT Services • Health Care • Biotechnology • Retirement/Aging Services • Tourism (Destination) • Training Systems • Manufacturing (e.g. Plastics, Components, Telecomm.) Bay Area Houston Economic Partnership members and allies identified these areas for possible success given the existing base of business, the potential for a customer base, regional demographics, workforce access, and potential for incentives. These areas also would likely retain the high quality of life in the region. Development of new business opportunities would also have to have many coordinated parts. Bay Area Houston Economic Partnership represents a wide spectrum of interests and organizations. Successful business recruitment will require aggressive Bay Area Houston Economic Partnership support and will require collaboration across the jurisdictions Bay Area Houston Economic Partnership represents.

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Strategic Goal 3.0

Sustain Bay Area Houston Economic Partnership’s role in economic development leadership and advocacy for the region. 3.1 Provide the business research services to benchmark the region against competitors for jobs and industries. Maintain strong relations with Congress and establish stronger relationships with other federal agencies. Establish stronger relationships with the State of Texas Legislature and agencies. Participate in a leadership role in regional infrastructure issues related to economic development. Participate in a leadership role in workforce development to sustain a highly educated labor pool.

3.2

3.3

3.4

3.5

Rationale

Bay Area Houston Economic Partnership’s service region covers two counties, a score of cities, and innumerable other organizations – from not-for-profits to education to economic development to transportation. The list includes members and nonmembers alike, as Bay Area Houston Economic Partnership’s scope and mission encompass the entire region, not just the membership. Thus, Bay Area Houston Economic Partnership combines seven features which distinguish it from many other economic development organizations: a. No set geographic boundaries; b. An expectation for economic development for a regional economy, not a specific economy; c. An expectation that, given its mission and membership, Bay Area Houston Economic Partnership will provide access to elected and

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appointed officials; d. An expectation that, given its advocacy role, Bay Area Houston Economic Partnership will articulate regional needs and positions; e. An expectation that Bay Area Houston Economic Partnership will support and collaborate with local and municipal economic development organizations and with larger taxsupported organizations; f. An expectation that, given its broad membership base, Bay Area Houston Economic Partnership will be non-partisan and objective; and g. An expectation that, given its mission and membership, Bay Area Houston Economic Partnership will provide access to elected and appointed officials. Given Bay Area Houston Economic Partnership’s unique position in regional economic development, the Foundation has to maintain its leadership strength by understanding and articulating issues for the entire region, maintaining excellent relationships with elected and appointed officials who in turn perceive Bay Area Houston Economic Partnership as a regional asset, and by anticipating the needs of the region and membership in a manner that leads to problems being solved and issues being addressed openly and civilly. Bay Area Houston Economic Partnership has developed a reputation for excellence through clear communication and through regional leadership. Continuing the leadership role in all areas of economic development is vital, especially as the local economy shifts. In addition to its traditional economic development roles, Bay Area Houston Economic Partnership is expected to be a champion for regional issues. Over the course of the strategic plan, the issues and the challenges will evolve, but the regional expectation that Bay Area Houston Economic Partnership will be an advocate will likely increase. At all levels of government, discussions of economic development are continuous. The competition for jobs and new businesses is intense. Bay Area Houston

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Economic Partnership’s strategic role as the trusted advocate assumes ever more importance in such a dynamic economic environment. In the future, this role will include more demands on the Bay Area Houston Economic Partnership’s time and resources, leading to difficult decisions about which issues to address directly and which to serve as facilitator.

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Strategic Goal 4.0

Maintain and enhance partnerships with Bay Area Houston Economic Partnership’s allies. 4.1 4.2 Seek partnerships that enhance regional economic development. Seek additional revenue sources.

Rationale

Assessing Bay Area Houston Economic Partnership’s strengths leads to the conclusion that its success relates directly to its partnerships and affiliations with a wide range of allies. Bay Area Houston Economic Partnership’s partnerships are global in scope and perspective. Partnerships come in many types from international economic compacts linking Bay Area Houston Economic Partnership to sister organizations in other countries to personal relationships that link members. The strategic purpose of the partnerships is to provide a base upon which to build economic development opportunities for the region. These opportunities might include expanding business for area companies, spinning off new ventures, expanding importing or exporting, or the many other opportunities available. In an increasingly competitive global market, Bay Area Houston Economic Partnership can make the most of limited resources through targeted opportunities and leveraged partnerships. There are inherent contradictions in Bay Area Houston Economic Partnership’s competitive position. Bay Area Houston Economic Partnership also has to be able to distinguish itself and the region from the rest of the region, while positioning itself as an integral part of the region. Bay Area Houston Economic Partnership benefits from the aerospace programs, while seeking to retain aerospace jobs and expand beyond aerospace into new industry clusters. Bay Area Houston Economic Partnership also seeks to create jobs and business within the greater context of the regional quality of life, the distinctive and complementary qualities of the municipalities, and the ever-changing political and social context.

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Strategic Goal 5.0

Align CLAEDF with its strategic goals. 5.1 5.2 Develop organizational succession plans. Enhance committee structure.

Rationale

Bay Area Houston Economic Partnership’s importance in the regional economy means that it must be assured of continuing operational effectiveness and organizational stability. Part of the strategic action that this plan presents, therefore, is a set of mechanisms for maintaining efficiency and effectiveness, and high quality. Among the actions are: 1. 2. Aligning goals with action, budgets and accountability; Assuring that executive committee members and board of directors are trained and involved; Planning for succession in key Bay Area Houston Economic Partnership positions; Aligning committees to goals; Holding committees accountable; Coordinating committees and the board of directors.

3. 4. 5. 6.

While the specific actions are tactical in isolation, taken as a whole they provide a strategic continuity for an organization that deals in a dynamic environment. Bay Area Houston Economic Partnership’s leadership can have increasing responsibility to define the future of the regional economy, but it must first provide the stability necessary to sustain the trust, respect, and understanding of the many constituencies it serves.

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