DRAFT STRATEGIC PLAN 2020 (As of 9/30/16)

BACKGROUND AND INTRODUCTION DRAFT STRATEGIC PLAN 2020 (As of 9/30/16) Founded in 1991 as the San Gabriel Valley Commerce and Cities Consortium, the organization is a 501 (c)(6) nonprofit corporation. (A 501 (c)(3) nonprofit foundation also exists to benefit the organization.) In 1998, the current dba San Gabriel Valley Economic Partnership was instituted. Over its 25-year history, the Partnership has emerged as a well-established, successful contributor to the economic well-being and quality of life of the San Gabriel Valley. In late 2015, the previous President and CEO of The Partnership retained the services of Dorger Consulting to evaluate the status of the Partnership as well as emerging challenges in an effort to enhance the organization s financial viability and accomplish its mission. Dorger Consulting conducted research that engaged Board Members and Partnership staff and produced a Present Position Report in June of 2016, which confirmed the challenges regarding financial sustainability of the organization and the need to address these challenges with stakeholders and the Board of Directors in a strategic planning effort. The Dorger Consulting report, coupled with the Los Angeles County Strategic Plan for Economic Development spearheaded by the LAEDC, served as the backdrop for subsequent strategic planning discussions in the development of this Strategic Plan. In June of 2016, the Board of Directors approved two organizational initiatives: 1) Creation of the San Gabriel Valley Economic PowerSite embedded in the Partnership s website; and 2) Formation of various Sector Councils to engage and empower the Partnership s member organizations and recruit new members. This strategic plan, the first of its kind for the Partnership, will be vital to the continued success of the organization. It addresses Where we are (the current state of the organization), Where we want to go, and How to get there. The strategic plan reveals the mission, values, vision, brand platform, and key goals of the organization as well as strategies and specific action items to accomplish the goals and realize the vision. MISSION Enriching the quality of life and economic vitality of the San Gabriel Valley. Our mission is carried out in five ways: Fostering the success of businesses Engaging in political advocacy Marketing the strengths of the Partnership and the San Gabriel Valley6 Facilitating workforce development Connecting cities, companies and organizations (Note: Underlined verbiage constitutes revised or new language.) Page 1

VISION 2020 In the year 2020, the Partnership will be a widely recognized, highly effective and fiscally sound regional economic development organization. Elements of this vision include: A dynamic organization that produces effective and measurable results for the region; An organization that connects the diverse interests of business, local government, education and non-profit stakeholders for the common good of the San Gabriel Valley; A financially solid and sustainable organization; and An influential, diverse, and engaged Board of Directors supported by a dedicated and competent staff. VALUES In fulfilling its mission, the Partnership aspires to embrace excellence, which includes: Member-focused delivery Responsiveness in meeting the evolving needs of our member organizations Inclusive and forward looking in our focus towards the common good of the San Gabriel Valley Professionalism in our conduct and practices at all times BRAND PLATFORM Healthy & Smart San Gabriel Valley! The San Gabriel Valley is an identifiable sub-region located on the eastern edge of Los Angeles County bordered by the San Gabriel Mountains (a National Monument) on the north, to rolling hills along the south, from Los Angeles to the west, and to the San Bernardino County line to the east. The Valley is comprised of 31 cities and several unincorporated communities, each with its own distinctive lifestyle and feel. Over 2 million residents call the San Gabriel Valley home. The San Gabriel Valley enjoys a population of residents and visitors that is among the most ethnically diverse on the planet. It is also home to many unique companies and organizations, representing the full spectrum of industry sectors, whose influence can be felt around the globe. Like the Boston metropolitan area on the East Coast, the San Gabriel Valley has a high concentration of outstanding education and health care institutions. In fact, data provided by EDD and LAEDC confirm that Educational and Health Services occupations constitute the largest employment industry sector one out of every five jobs in the San Gabriel Valley. Notable features are: Page 2

Educational institutions in the San Gabriel Valley include some of the nation s best K-12 schools, excellent community colleges, and world-renowned private and public universities; and The San Gabriel Valley is home to many of the world s finest hospitals and cutting-edge medical and biotechnical research facilities. Additionally, there is an emerging Professional, Scientific and Technical Services industry sector to support the Educational and Health Services industry cluster. In light of this impressive industry cluster data and momentum, we are and will continue to be the Healthy & Smart San Gabriel Valley! KEY ORGANIZATIONAL GOALS I.) Create a strong, financially sustainable organization II.) Market the strengths of the Partnership and the San Gabriel Valley III.) Provide strong political advocacy services to member organizations IV.) Facilitate collaborative business assistance efforts to strengthen businesses V.) Expand the role of the Partnership as a bridge between businesses and education STRATEGIES AND ACTION ITEMS Goal I: Create a strong, financially sustainable organization STRATEGY 1: Expand the Partnership s financial base by increasing membership and through better recruitment and better retention of member organizations A. Promote the value-added services to cities and other member organizations through the San Gabriel Valley Economic PowerSite, which features demographic, economic, and industry information as well as real estate opportunity sites in cities and possibly county unincorporated areas B. Create and strive to maintain business Sector Councils to more fully engage member organizations and provide value-added services. Phase-in the initiation of sector councils for industry clusters, including but not limited to: Healthcare Biotech & Life Sciences Aerospace & Manufacturing Tourism & Hospitality Page 3

Food Manufacturing Goods Movement & Transportation Education & Workforce Development C. Create a Cities Economic Development Council, comprised of representatives from cities and private sector member organizations engaged in the commercial real estate arena. D. Strengthen the partnership with the San Gabriel Valley Council of Governments (SGVCOG) through the development of a Memorandum of Understanding (MOU) which defines the roles and responsibilities of each, and sharing of resources. E. Revise and distribute the New Member s Guide F. Create and implement a New Member Orientation Program, that provides for visits by the CEO and staff members to establish contacts and relationships G. Procure and implement computer improved database software for better customer relationship management (CRM) capabilities including integrated member contact listings (i.e., CEO, COO, HR Manager, etc.) and data other needed tracking for communications H. Collect data on members who hve left the Partnership and keep the Board informed on membership information STRATEGY 2: Expand the Partnership s financial base by diversifying revenue sources A. Utilize our 501c3 foundation to attract corporate gifts and grants B. Create a finance task force to examine other revenue sources, including fees for service or products C. Look for organizations to underwrite the development of a San Gabriel Valley economic development plan (Refer to Strategy 4C) D. Examine the potential of contracting with grant writing firms to apply for grants E. Revitalize the website and other online platforms as a means to generate revenue through sponsorships F. Explore ways to make the San Gabriel Valley the home of veterans returning from active military service Page 4

Strategy 3: Develop a series of impact metrics key performance indicators on goals, strategies and actions items. A. Inquire of member organizations to determine which metric measurements should be incorporated into mechanisms to gauge and report success B. Each director or manager in the Partnership organizational structure will research and recommend impact metrics and performance indicators that show impact to the extent possible, not just activities. C. Form an Impact Metrics Task Force with Board Member representation to review recommendations for development of metrics for each operational service delivery division in the Partnership organization and provide instructive feedback. Strategy 4: More fully engage the Board of Directors in guiding the Partnership s efforts and actions towards fulfillment of the Partnership s mission and vision A. Each Sector Council should be chaired and co-chaired by Board members. B. Create a five-person Finance Committee that includes the Treasurer and at least one other Board Member, the President/CEO and support staff as needed to meet quarterly to review financials C. Form a task force comprised of Board members and staff to develop an Economic Development Plan for the San Gabriel Valley D. Better inform the Board of Directors the Partnership s achievements Strategy 5: Enhance working conditions for Partnership full-time staff members A. Obtain the financial resources and initiate actions to provide full-time staff members with a retirement investment program with matching employer-paid contributions B. Conduct biennial surveys of the compensation programs in similar membership-based organizations with the objective of ensuring that full-time Partnership staff members are provided with competitive salaries C. Explore the potential of consolidating the Partnership s divided office space in the San Gabriel Valley Corporate Campus into a single contiguous office space D. Complete revisions to the Partnership s Employee Handbook Page 5

Goal II: Better Market the strengths of the Partnership and the San Gabriel Valley STRATEGY 6: Market and communicate the achievements of the Partnership and its member organizations, as well as the features and advantages of San Gabriel Valley A. Create a new, active branding program, including development of a tag line and logo revolving around the Partnership s brand platform B. Develop a content marketing plan that includes member spotlights, short videos, articles C. Redesign the Partnership website D. Explore modifications to the agreement with LA News Groups relative to potential for publishing a monthly column, coverage of Partnership events, sponsorship ads, production of content for small community newspapers, etc. E. Establish a reputation as the key source of San Gabriel Valley demographic and commercial real estate data through the SGV Economic PowerSite, participation with realtor/broker associations, the Economic Outlook Breakfast, etc. F. Produce short pieces on our website and social media sites about interesting San Gabriel Valley demographic, economic, and industry information G. Distribute the weekly newsletter to a wider audience, both members and nonmembers to draw attention to Partnership efforts, programs and activities H. Publicize and feature the accomplishments and contributions of member organizations in enhancing the quality of life in the San Gabriel Valley Strategy 7: Increase the Partnership s outreach and connections to the Latino and Asian business communities A. Establish contacts and form relationships with global business organizations such as consulates and business associations in and from China, Taiwan, and Mexico B. Establish contacts and form relationships with Chinese and Spanish language media outlets and provide content and information resources. Page 6

C. Make contacts and form relationships with ethnic business associations such as the Hispanic Chamber of Commerce of Los Angeles, Chinese Chamber of Commerce of Los Angeles, the Hispanic MBA Association, etc. D. Produce video content for ethnic media companies and local outlets; and work with media organizations to produce videos via in-kind memberships E. Explore the creation Asian and Latino advisory councils. F. Explore utilization of social marketing platforms in languages other than English (e.g., We Chat and 58.com) to disseminate information regarding Partnership events, services and programs Goal III: Provide strong political advocacy services to member organizations STRATEGY 8: Maintain the effectiveness, and expand the influence, of the Partnership s political advocacy efforts in the public policy arena. A. Update the Political Advocacy pages on the Partnership s website to more effectively communicate activities such as the Legislator Breakfast series, Legislative Networking Reception (LNR) including providing access to the Public Policy Director to make regular updates and changes B. Create a page on the Partnership s website for the Legislative Action Committee (LAC) that describes its activities and effectiveness, including a current list of bills that the LAC has taken a position along with a links to advocacy letters C. Create a SGV caucus D. Explore the potential to create a SGV Political Advocacy blog to drive traffic to the site and enable post contributions by staff and member organizations E. Explore the potential to create podcasts on political topics F. Consider expanding the Partnership s political events beyond the Legislative Networking Reception and the Breakfast series. These could include small roundtables, paid luncheons, candidate forums and evening speaking events featuring prominent politicians. G. Strive to develop pro-growth legislation to be carried by a local SGV legislator that will improve the state s business climate and the regulations agencies and businesses operate under. H. Explore the feasibility of adding part-time or full-time policy staff. (Many other key business groups in Southern California, i.e., LA Chamber, VICA, BizFed, have 2 to 4 public policy staff members.) Page 7

Goal IV: Expand the impact of the Business Assistance program through strategic alliances Strategy 9: Collaborate with member cities, businesses, and governmental agencies, educational institutions and other partners in Business Assistance efforts to retain, expand, and attract businesses to the San Gabriel Valley. A. Schedule, organize and conduct regular Business Walks to business establishments conjunction with member cities, chambers of commerce and other partner agencies such as Southern California Edison, Gas Company, Small Business Development Centers (SBDC), LA County Department of Community and Senior Services (CSS) and Department of Consumer and Business Affairs (CBA), Go-Biz, state legislators offices, etc. B. During Business Walks and other interactions with businesses, identify problems and concerns with doing business in the respective jurisdiction and the San Gabriel Valley; then follow-up on the stated problems/concerns in an effort to resolve them. In addition, disseminate information and literature on best practices and incentive programs and services such as SCE s Direct Install program, LA County s Community Business Enterprise program, state income tax credits, sales tax exemptions for manufacturing, WorkSource Centers, etc. C. Increase participation in industry conventions, trade summits and meetings (e.g., real estate association meetings and conferences), industry conferences and conventions, trade summits, etc. to promote opportunities in member cities and the San Gabriel Valley. D. Enhance the number of attendance of member cities at annual ICSC RECon events. E. Assist local governmental organizations (e.g., water districts, member cities, county departments, SBDCs, etc.) in their outreach efforts to minority populations regarding services and programs. F. Provide business assistance outreach efforts to minority businesses in their languages in an effort to increase awareness of best practices and information on available programs and services. G. Participate in the coordination of job fairs and business resource expos in partnership with other organizations. H. Create a questionnaire to interview business owners to collect data. Goal V: Expand the role of the Partnership as a bridge between businesses and education STRATEGY 10: Establish collaborative working relationships with community colleges, K-12 school districts, universities by serving as an intermediary between education and businesses to facilitate Career Technical Education (CTE) opportunities for students Page 8

A. Utilizing the Education & Workforce Development Sector Council, work with community colleges, school districts, businesses and other organizations to facilitate education pathways and technical training pipelines into well-paying, technology-intensive jobs. B. Enter into service agreements with community colleges in the San Gabriel Valley, similar to an existing agreement with Pasadena Area Community College District, to provide education pathways Career Technical Education (CTE) services by functioning as an intermediary between schools and businesses. C. Participate with Workforce Development Boards to ensure alignment between business sectors and higher education and school districts to target the needs of key industries and education curricula. D. Expand and track metrics for workplace learning into K-12 school districts, community colleges, and universities curricula by facilitating experiential career activities such as business field trips, speakers on campuses and speaker s luncheons, job shadowing, externships and internships. E. Create an interactive education pathways map on the Partnership website depicting institutions and their respective disciplines serving the San Gabriel Valley, i.e., universities, community colleges, adult schools, school districts, CTEC at Fairplex, etc Page 9