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The Path to Success There is much to do to implement the strategy. This must be a long-term public-private regional commitment across Santa Rosa and Escambia counties. Essential Foundations: Chamber/Vision 2015 Organizational Leadership Critical, essential internal economic development leadership by the Chamber President/ CEO to drive strategic plan implementation. Partial reprioritization of Chamber/Vision 2015 resources from business attraction to product development and economic gardening. A Chamber/Vision 2015 Task Force to assess and recommend RESTORE Act economic development projects. Organization of local employers and broad Chamber membership to support the targeted employment initiative. Reconstitution of the Chamber Grants committee to leverage outside funding to implement the strategy. Essential Foundations: Maintaining/Enhancing the Public/Private Partnership Broad public and private recognition of where the Chamber should lead. Maintain the current 65% private sector funding for Vision 2015 (and Vision 2020). Continue to operate as a public/private organization to be able to maintain the confidentiality of local companies and location prospects. Effective teamwork in setting RESTORE Act economic development priorities. A mandate for growing cooperation between the Chamber/Vision 2015 and the Santa Rosa Economic Development Office. Stronger than ever business/education partnership. FIGURE 2: CRITICAL ECONOMIC DEVELOPMENT SUCCESS FACTORS By doggedly implementing this strategy, Greater Pensacola is poised to take a major leap forward. Failure to implement would diminish the quality of life for all. Basic Sector Longterm Regional Public/ Private Greater Pensacola Area | Economic Development Strategy 2/21/13 Executive Summary Page VIII
Acknowledgements Many voices shaped this strategy. Vision 2015, the development effort jointly funded and supported by leading area businesses, the 1,200 members of the Greater Pensacola Chamber, local educational institutions, the City of Pensacola, Escambia County, and Santa Rosa County sponsored this strategy. The process involved a 60-person two-county steering committee, the Vision 2015 Cabinet, the Greater Pensacola Chamber Executive Committee, interviews/focus groups with more than 85 key stakeholders, and open meetings attended by more than 250 local citizens. The Consulting Team Ticknor & Associates Economic Development Consultants Ticknor & Associates is a leading independent consulting practice having served more than 200 clients across North America. Tom Ticknor is a former state development executive, Principal and member of the Executive Committee at Fantus Consulting (now part of Deloitte) when it was the world’s largest business location and economic development practice. His client list includes Georgia Power, the states of North and South Carolina, and local economic development organizations in places as diverse as Indianapolis, Phoenix, Madison, and metropolitan Dallas. He also co-directs economic development education courses at Northwestern University’s Kellogg School of Management. Chabin Concepts is an economic development consulting firm with more than 23 years of experience in business and community strategic development. Using proven methods, Chabin helps communities and economic development professionals create strategic advantages to competitively compete in today’s global marketplace. Chabin has conducted more than 350 community assignments ranging from economic development strategies, target industry-marketing campaigns, Enterprise Zone applications, grant applications, feasibility analysis, and implementation/staff for economic development programs. Other Components of the Strategy The strategy builds upon a separate competitive analysis comparing greater Pensacola with its major Southeastern rivals prepared with the assistance of the Austin Company, a leading international site location firm. Chabin Concepts has also prepared a regional economic development marketing strategy and implementation plan to guide staff in moving forward. For the full strategic plan, go to www.PensacolaChamber.com/Strategic-Plan. Greater Pensacola Area | Economic Development Strategy 2/21/13 Executive Summary Page IX
Page 1: Capturing Opportunity: The Greater
Page 5 and 6: Executive Summary A Call to Action:
Page 7 and 8: Raising the Vision Now is not the t
Page 9 and 10: Other Key Initiatives: Making the S
Page 11: III. Targeted Strategic Marketing T
Page 17 and 18: I. Potential Game Changers A. First
Page 19 and 20: B. Targeted Employment Education En
Page 21: II. Critical Improvements in the Pu
Page 24 and 25: There is no shortage of economic de
Page 26 and 27: c. Inventory military and civilian
Page 28 and 29: Challenges: Despite the importance
Page 30 and 31: systems. This includes: municipal a
Page 32 and 33: Local Economic Development Marketin
Page 34 and 35: c. Leverage the planning and market
Page 36 and 37: the near-term financial question is
Page 38 and 39: 3. Clear Leadership with Clear Prio
Page 40 and 41: Lead Priority 1 Initiative Director
Page 42 and 43: Phasing It is also clear that it is
Page 44 and 45: IMPLEMENTATION TIMELINE 2013 2014 I
Page 46 and 47: VI. Detailed Implementation Guides
Page 48 and 49: #II-A. Build Competitive Advantage
Page 50 and 51: #II-C. Targeted Strategic Marketing
Page 53 and 54: V. Job Creation and Other Outcome M
Page 55 and 56: Metrics: Build Competitive Advantag
Page 57: Metrics: Targeted Marketing Initiat
Page 60 and 61: The following criteria will guide t
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Chamber Executive Committee: The Ch
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Bureau Mary Leslie Greater Pensacol
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Tom Ticknor, Principal tticknor@aol
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