St. Louis City and County Strategic Plan For Economic Development

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314.615.7663 STLPartnership.com

@STLPartnership

St. Louis City and County

Strategic Plan

For

Economic Development

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Executive Summary

Recognizing the need for a more integrated St. Louis City and St. Louis County economic

development platform, on August 1, 2013 St. Louis City Mayor Francis G. Slay and St. Louis County Executive Charlie A. Dooley officially established a collaboration between the economic

development agencies of the city and county – The St. Louis Economic Development Partnership – marking a new era of collaboration within the St. Louis region by aligning regional efforts in

business development, business finance, entrepreneurial support and international trade services.

Today, the Economic Development Partnership provides a broader range of services than most agencies of its kind, boosting innovation and entrepreneurship, attracting, retaining, and helping companies grow, increasing the region's international reach, and revitalizing municipalities,

Unincorporated St. Louis County, and St. Louis City. The partnership has become a key facilitator of regional growth for businesses and communities throughout the St. Louis Metropolitan area. In order to develop a Strategic Plan that builds upon the successful partnership between the City and County economic development organizations, the SLEDP met with over 200 stakeholders, during three separate Stakeholder Input Sessions. During these stakeholder sessions, we

presented a case for continued regional collaboration around economic development, received input on the region’s assets, opportunities and threats, and gathered feedback on potential priorities for the City/County Economic Development Partnership.

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Executive Summary (Continued)

4 This open dialogue with various public and public sector leaders and stakeholders helped the

partnership develop a Strategic Plan that is reflective of the priorities of our region, aware of our opportunities and threats, and focused on realistic goals and objectives.

According to the 2011 St. Louis Regional Economic Adjustment Strategic Plan (AECOM Report) the St. Louis region was adding jobs at a rate of about 3,000 per month since 2010. While this rate of growth was faster than other Midwestern cities (e.g., Columbus, Indianapolis, and Cincinnati), regional leaders understood that sustaining growth was a priority that requires a truly regional response and a regionally focused marshalling of economic development resources in a more efficient, effective, and collaborative manner.

As the lead economic development partner for St. Louis City and County, the SLEDP will focus its efforts around three key areas:

Jobs- growing and retaining jobs and capital investment

People – aligning talent with business needs and accelerating the growth rate of the region’s

foreign born

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Executive Summary (Continued)

The objective of this strategic plan is to provide direction to the organization and articulate a strategic vision for St. Louis City and County that will lead to greater opportunities for shared prosperity, job growth, and increased capital investment for the region.

This will be achieved through strengthening existing efforts in six strategic focus areas:

1. Growing and retaining jobs and capital investment

2. Supporting startups and the entrepreneurial community 3. Increasing foreign trade and investment

4. Advancing redevelopment of strategic real estate assets

5. Accelerating the growth rate of region’s foreign born population 6. Aligning the region’s talent with business needs

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Executive Summary (Continued)

6 Specific tactics and measures have been assigned to each strategic focus area. In addition, all of the

strategic focus areas of the plan will be supported by communications and community

engagement. The focus areas are described in detail throughout the plan. In addition ,in order to assess performance, the strategic plan will contain key metrics (e.g., jobs, income growth, new capital investment, etc) and be driven by our core principles:

• Collaboration – We will facilitate and engage regional and local economic development organizations and individuals to attract and grow quality jobs. We will encourage regional cooperation, and discourage intra-regional competition

• Inclusion – We will advance opportunities by linking the potential of minorities, youth, and foreign born residents with business needs. Economic Inclusion will be a consideration in each of our six strategic focus areas.

• Performance – We will achieve strategic plan goals, while maintaining accountability, collaboration and inclusion

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Introduction

To fulfill the vision of our leaders, City of St. Louis Mayor Francis Slay and St. Louis County Executive Charlie Dooley, the St. Louis Economic Development Partnership, or SLEDP, has embarked on an ambitious plan that will transform the future in a manner that will help realize the promise of our great City and County.

Purpose

The plan, called the St. Louis City and County Strategic Plan for Economic Development, starts and ends with the purpose of the organization, i.e., the highest reason for being, which is: Working to

Provide Greater Opportunities for Shared Prosperity and Job Growth Across the Economic Development Spectrum from Entrepreneurs to Large Employers.

Every employee at the SLEDP sees their role as working to fulfil the above Purpose. In doing so, the organization has taken on the identity of “The Lead Economic Development Partner for St. Louis

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Introduction

Core Principles

The foundation of both the SLEDP and the St. Louis City and County Strategic Plan for Economic Development are the Core Principles of Collaboration, Inclusion and Performance.

While St. Louis has not approved a megamerger of governments in its history, we have excelled at merging key functions and services, e.g., Zoo Museum District, Metropolitan Sewer District, Metro, Great Rivers Greenway, and most recently, the St. Louis Economic Development

Partnership. The exceptional benefits and results of these collaborative efforts are a great lesson on the power of collaboration.

It is essential that the SLEDP lead by example with collaboration to help bring together all parties in a manner that causes the whole to greatly exceed the sum of the parts, effectively positioning the St. Louis region for growth and success.

The SLEDP is deeply committed to a fairness imperative, including equal opportunity and economic empowerment. We must, as a region, become more inclusive and welcoming of diversity of all kinds. Without significant progress on inclusion, we have little chance of attracting and retaining the talent needed to grow and prosper.

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Introduction

This Strategic Plan is a living document, providing strategic guidance , but with flexibility that allows the organization the ability to respond to emerging issues, while also remaining focused on strategic economic development priorities for the City and County.

Performance is what matters, and the SLEDP will remain accountable its stakeholders, including the

Mayor of the City of St. Louis, the Saint Louis County Executive, our Board of Directors, our customers, clients and partners, and the businesses and employers of our region.

The SLEDP chose Collaboration, Inclusion and Performance as its Core Principles not only because of the above, but they hold these deeply as personal values.

In order to get off to the best possible start in fulfilling its purpose of “Leading and Advocating for

Job Growth and Shared Prosperity,” the SLEDP connected with many of its stakeholders and key

stakeholder groups, including young professionals, African American Business and Community Leaders, Civic/Business/Political Leaders and the public at large to better identify and clarify what is most important when it comes to economic development in St. Louis County and City.

This input, along with the extensive research completed over the past two to three years including the AECOM Report (St. Louis Regional Economic Adjustment Strategic Plan), have helped to

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SLEDP Board of Directors

Valerie Bell, Attorney at Law

Board Chair St. Louis Public Schools Foundation

Mary Campbell, Assistant Vice Chancellor for Real Estate

Washington University in St. Louis

Gregory Christoffel, Attorney at Law

Community Volunteer

Sreenivasa "Sreenu" Dandamudi, Presiding and Managing

Commissioner Missouri Administrative Hearing Commission

James Edgerton, Vice President, Wealth Management Advisor

The Private Client Reserve at U.S. Bank

Michael W. Jones, Senior Policy Advisor

St. Louis County Government

Dee Joyner, Director of Community Relations/Organizational

Development Commerce Bank

10 Patricia O'Herin, Senior Vice President - Group Manager

PNC Financial Services Group

Kathleen Osborn, Executive Director

Regional Business Council

Jeff Rainford, Chief of Staff

City of St. Louis

Karlos Ramirez, Executive Director

Hispanic Chamber of Commerce

Joe Reagan, President and CEO

St. Louis Regional Chamber

Doug Woodruff, President & CEO

The Partnership for Downtown St. Louis

Sheila Sweeney, President

S.M. Sweeney & Company

Otis Williams, Executive Director

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SLEDP Six Strategies

With the vision and guidance of St. Louis County Executive Dooley and City of St. Louis Mayor Slay, the input of Stakeholders, access to economic development experts/studies and the leadership of the SLEDP Board, the following six strategies have emerged as drivers to achieve both the priorities cited by

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Supported by Communication and Engagement

Strategies

 _{Market a unified brand for the St. Louis Region}

̶ Work in close cooperation with the St. Louis Regional Chamber and the St. Louis Convention and Visitors Commission.

 _{Consistently engage regional leaders and other key stakeholder groups regarding economic} development to drive job growth and shared prosperity across the St. Louis Region.

̶ Engage with strategic stakeholder groups (e.g., Young professionals, African American Leaders, Municipal Leaders, etc.)

 _{Develop and implement strategies to improve the image of the City/County/Region:} ̶ Joint Reporting of City/County Crime Data

̶ Redefinition of the region’s central business corridor (Downtown Riverfront to Clayton) ̶ Promoting examples and benefits of regional cooperation and collaboration

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Purpose

Purpose = Our Highest Reason for Being

Purpose

Working to Provide Greater Opportunities for

Shared Prosperity and Job Growth Across the

Economic Development Spectrum from

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Identity

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Identity

The Lead Economic Development Partner for St.

Louis City and County.

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Core Principles

Collaboration

Inclusion

Performance

Engage and facilitate organizations and

individuals to attract and grow quality jobs.

Accelerate opportunities by linking the potential of minorities, youth and foreign born with business needs.

Achieve strategic plan goals with accountability,

collaboration, and inclusion.

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SLEDP Strategy Diagram

16 Grow/Retain Jobs and Capital Investment

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Increase Foreign Trade and Investment Communications Engagement Align Talent with Business Needs Advance Redevelopment of Strategic Real Estate Assets Accelerate the Growth of the Region’s Foreign Born Population

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Support Startups and the Entrepreneurial Community

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Major Outcomes

OUTCOMES

1. Be the best at business retention and expansion

2. Be a top ten region for entrepreneurs

3. Be the leading internationally focused business organization in the region

4. Position real estate assets to attract local, regional and national investment

5. Be the fastest growing major metropolitan region for foreign born by 2020

6. Better align talent with emerging business leads

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Working Strategic Plan – Key Tactics

18 Support Startups and the Entrepreneurial Community Grow/Retain Jobs and Capital Investment Increase Foreign Trade and Investment Align Talent with Business Needs Advance Redevelopment of Strategic Real Estate Assets Accelerate the Growth of the Region’s Foreign Born Population

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Tactics

 Aggressively pursue all material business retention and expansion (“BRE”) opportunities.  Document SLEDP’s BRE Best practices and

select the appropriate suite of local metrics for tracking against local/national trends.

 Develop appropriate measures and data for tracking minority, women and immigrant inclusion  Identify and pursue new industry growth sectors

− Facilitate the development of Regional Advanced Manufacturing Initiative

 Expand business retention and expansion call /outreach program with additional emphasis on fastest growing businesses and conduits to deals

− Special emphasis on MBE/WBE − Former Incubator Clients

− BRE Committee

 Be a Lead Partner in all city/county business attraction efforts

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Working Strategic Plan – Key Tactics

Support Startups and the Entrepreneurial Community Grow/Retain Jobs and Capital Investment

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Tactics

 Collaboratively lead Accelerate St. Louis implementation

− Build awareness and usage of Accelerate St. Louis.org

− Support progress on the $100M Initiative − Identify and adopt appropriate measures and

metrics for assessing regional ecosystem achievement

− Partner with service providers to encourage minority economic inclusion

 Actively support and expand the entrepreneurial community

 Support regional startup initiatives

 Develop appropriate measures and data for tracking minority, women and immigrant inclusion  Develop sources and deploy additional capital to start

ups and small businesses

 Expand the impact of VentureWorks

− Deliver high value programs at VentureWorks (internal and external) to support the incubator system and entrepreneurial community

 Expand pathways for foreign born entrepreneurs

Increase Foreign Trade and Investment Align Talent with Business Needs

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Accelerate the Growth of the Region’s Foreign Born Population Advance Redevelopment of Strategic Real Estate Assets

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Working Strategic Plan – Key Tactics

20 Support Startups and the Entrepreneurial Community Grow/Retain Jobs and Capital Investment

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Tactics

 _{Lead St. Louis regional export initiatives} in collaboration with local, state, and federal partners

− Foreign Market Research − One-on-one business counsel − Trade training and education − Facilitate trade related federal

/state/local funding opportunities  _{Increase usage of St Louis’ Foreign Trade}

Zone

 Increase Foreign Direct Investment (FDI) − Implement region’s EB 5 program − Be a lead partner in FDI attraction

efforts

 _{Increase St. Louis’ international profile} and connectivity.

 Develop appropriate measures and data for tracking minority, women and

immigrant inclusion

 _{Build capacity to properly receive and} connect St. Louis’ global business partners for trade, investment and foreign relations development.

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Working Strategic Plan – Key Tactics

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Tactics

 _{Advance redevelopment of large scale} underutilized and/or blighted properties  _{Develop Commercial Redevelopment Plan for}

North County

 _{Implement a branding and marketing plan for} North County

 Utilize Port Reinvestment Fund to accelerate redevelopment in strategic communities  _{Coordinate with Business Development to}

develop a comprehensive database of industrial/manufacturing properties for redevelopment

 Develop appropriate measures and data for tracking minority, women and immigrant inclusion

 _{Coordinate with SLDC to develop a}

comprehensive city and county real estate development plan with a focus on inclusion and shared benefit for all communities

 Advance community development initiatives that support MBE/WBE participation, minority entrepreneurship, economic development,

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Accelerate the Growth of the Region’s Foreign Born Population Advance Redevelopment of Strategic Real Estate Assets*

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Working Strategic Plan – Key Tactics

22 Support Startups and the Entrepreneurial Community Grow/Retain Jobs and Capital Investment

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Tactics

 _{Implement St. Louis Mosaic Project} − Welcoming Programs

− Professional Development Programs − Fundraising Programs

− Facilitate removal of barriers  Assist the International Institute in the

expansion of its programs

 _{Support comprehensive immigration} legislation

 _{Complete attraction gap analysis}

 Develop appropriate measures and data for tracking minority, women and immigrant inclusion

 _{Identify entrepreneurial pathway to better} support foreign born

 _{Market the region nationally and}

internationally as a place for foreign born to start and grow businesses.

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Working Strategic Plan – Key Tactics

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Tactics

 Facilitate the identification of current and future talent needs

− Build capacity to align business labor needs to training/educational providers

− By specific sectors

 Foster collaboration of regional talent development organizations and assets including SLATE, City/County Workforce Investment Boards, community colleges,

universities, k-12 education, etc. with St. Louis City/County businesses to meet the current and future talent needs  Develop appropriate measures and data for tracking

minority, women and immigrant inclusion

 Support initiatives to retain/attract talent to the region − Launch Code

− Mosaic

− Regional Chamber’s Education Attainment Initiatives − Regional Business Council’s Mentor Network and

Young Professionals Network

 Support of the MET Center and its future expansion plans  Explore the opportunity for a merger of City and County

Workforce Investment Boards, staffs and functions with closer coordination/alignment to SLEDP

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Measures and Economic Development Data Points

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Measures

 _{Number of actively advancing projects in the} business development pipeline (monthly reporting)

 # jobs announced

 # of attraction projects successfully closed/# BRE projects successfully closed/ # MWBE projects successfully closed = # successfully closed projects

 Achieve Investing In Manufacturing

Communities Partnership (IMCP) designation and/ or obtain grants related to

manufacturing

Data Points

 _{Unemployment rate/Labor Force Participation}  _{Jobs added/lost monthly, net growth/loss}

yearly, tracked by geography

 $’s in public incentives vs. public benefit derived economic impact

 _{Vacancy and square foot absorption rates in} real estate by asset class and submarket  Net Absorption Real Estate/% local inventory  New Development Activity (in MSF)

Support Startups and the Entrepreneurial Community Grow/Retain Jobs and Capital Investment Increase Foreign Trade and Investment Align Talent with Business Needs

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Measures and Economic Development Data Points

Measures

 Implement assigned sections of Accelerate St. Louis

− Sustain or increase attendance at Accelerate St. Louis

quarterly meetings

− Fully allocate entrepreneur in residence funding through

Helix Fund

 Small business loans provided

 Small business loans to MWBE firms

 New loan programs to clients

 Achieve STLVentureWorks goals

− Overall occupancy

− Client engagement in milestone management program

 Effectively deploy $500K Helix Fund allocation by end of 2014

 Increase Start-Up Challenge applications

 Establish measures & track economic impact of Start-Up Challenge

winners (e.g., employment, funding)

 Complete Accelerate St. Louis marketing strategy and establish

metrics/milestones for increased website usage through strategy

Data Points

 Number of STLVW client companies

 STLVW client company revenues

 Number of STLVW client employees

 Number of STLVW start-up community partnerships

 Website usage

 Economic impact of Start Up Challenge & increase in applicants

 Startup activity tracked by locale

 Funding levels for Missouri Tech Corp

 Investment capital under management

 Ecosystem perception indexes

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Measures and Economic Development Data Points

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Measures

 Host inbound and outbound delegations

 Complete trade counseling and/or research projects with businesses (MO Enterprise NIST grant , Export MO, WTC clients)

 Impact new regional exports

 Conduct trade training including Chancellors Certificate in International Trade with UMSL

 Attract business participants to WTC Seminars  Add regional companies to Foreign Trade Zone  Launch one EB-5 project, achievement of targeted

investment level

 Measure $ foreign investment  Measure # jobs created

Data Points

 Metropolitan and State Exports data

 Listing/Tracking of Foreign Investment Dollars

 Lambert St. Louis International Air connectivity (Secure one International carrier agreement in 2014)

 National EB-5 investment statistics  Economic Inclusion Data

 Globalization and World Cities Research Network (GaWC) rankings Support Startups and the Entrepreneurial Community Grow/Retain Jobs and Capital Investment

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Measures and Economic Development Data Points

Measures

 Advancement of targeted real estate projects (Chrysler site, Jamestown Mall, North Park, Central Corridor, Airport Properties, Site A, Family Court, Lower 26 acres, etc.)

 Completion of Industrial/Manufacturing Data Base for Redevelopment by 10/1/14

 Continue and finalize land assembly in Wellston and show results from marketing

 Present Commercial Redevelopment Plan for North County by 1/1/15

 Develop and implement a North County Branding and Marketing Plan with milestones

 Assemble and prepare strategic sites to market as “redevelopment ready”

 Leverage funding for community development projects in strategic communities;

 Project completion within budget and on schedule  Completion of comprehensive city/county real estate

plan by 12/31

Data Points

 Increased investment in target communities

 Minority, women and immigrant participation data  Total projects completed

 Investment dollars tracked/leveraged by geography

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Measures and Economic Development Data Points

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Measures

 _{Launch online Mosaic communities}

 _{Number of Ambassadors actively engaged}  Number of Community Supporters actively

engaged

 _{Number of Professional Connectors assisting} targeted number of skilled immigrants in 2014  _{Positive articles and/or minutes of media on}

Mosaic

Data Points

 _{Fastest growing area for immigrants by 2020} through American Community Survey (ACS)  _{Number of high-tech start-ups}

 Crime stats/crime perception data

 International access to region (flights, students, visitors

 _{Increased job matching/filling due to immigrant} participation

 Immigration reform (national)

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Measures and Economic Development Data Points

Measures

 _{Establish regular communications and a}

coordinated planning regimen with the City and County Workforce Investment Boards

 _{Invite talent development organizations and} business leaders for a roundtable discussion on future talent needs

 Number of connections made between talent assets and business community

 _{Issuance of a current and future Talent Demand} Survey (every other year)

Data Points

 _{Number of graduates (job ready) generated for} IT and Nursing in St. Louis City/County

 Number of graduates who attained jobs as a result of alignment of talent with business needs

 _{Employer/Industry association satisfaction} surveys Support Startups and the Entrepreneurial Community Grow/Retain Jobs and Capital Investment

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Collaboration

These are examples of organizations we will work with in order to accomplish our

purpose and implement our strategies.

30 Grow/Retain Jobs and Capital Investment Support Startups and the Entrepreneurial Community Increase Foreign Trade and Investment Advance Redevelopment of Strategic Real Estate Assets Accelerate the Growth of the Region’s Foreign Born Population Align Talent with Business Needs • Civic Progress • St. Louis Minority Business Council • Missouri Partnership, SLDC/ Munis • Private Sector • Urban League of Metropolitan St. Louis • Regional Business Council • Regional Chamber • Small Business Administration • Universities • 100 Black Men/100 Black Women • BioStL / BioGenerator • Gateway VMS • Cortex • ITEN • STL Mosaic Project • Regional Chamber • REI Members • T-Rex • MTC • Nidus Partners • Danforth/BRDG Park • Black MBAs • Women Entrepreneurs of St. Louis (WEST) • SCORE • Foreign Partners, Delegations, Governments

• Lambert Int. Airport

• MO Enterprise/NIST MO Partnership • MO Dept. of Econ. Dev. • Regional Chamber • St. Louis Sister Cities • Universities • US Dept. Commerce • Airport Authority • Saint Louis Development Corporation (SLDC) • County Planning/ Highways/Public Works Departments • Major St. Louis / Regional Developers • Major Utilities

• East West Gateway

• Engineers Club • International Institute • Ethnic Chambers • Leadership Council Southwestern Illinois • Regional Business Council • Regional Chamber • 5 Universities

• City and County

Workforce Development

• Industry Sector

Partnerships

• Local and Regional

Educational Organization including: Higher Education

Community College and Trade Schools and their Advisory Councils

• RBC Young

Professionals Network

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SWOT –

St. Louis Economic Development Partnership

Strengths

Weaknesses

• City/County one stop (for comprehensive services) • Passion, knowledge &

experience of staff • Leadership team/strong

staff/tenure

• Integrity and respect for others

• Facilitation skills

• Alignment of Mayor and County Executive

• Supportive relationships at all levels (e.g. civic, political, IEDC, business, etc.)

• Nationally and internationally certified

• Entrepreneurial mindset • Provide innovative solutions • Strong and diverse boards • WTC – a formidable partner

as the leader in the region • Proven track record of

success in the community • Institutionalized partnership • Clean slate

• Community awareness • Succession planning • Mission creep (number and

scope)

• Quantity and depth of staff • Lack of a shared vision (with

stakeholders and partners) • Celebrating and

communicating success externally

• Financial incentives

• Synergy with adjacent organizations

• More reactive than proactive?

• Availability of discretionary funds

• Dependence on public funding

• Lack of geographic and business inclusion

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SWOT –

St. Louis Economic Development Partnership

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Opportunities

Threats

• Capitalize on opportunity for collaboration (City, County, Chamber and All Economic Development Partners) • Building upon strength of the

clusters

• Attracting and supporting Immigrants

• Influence as the “orchestra leader”

• More effectively align with work force initiatives • Establish more and

permanent resources (talent and funding) to wrap around key economic development initiatives (e.g. increased global connections and trade)

• Consider a more visible role in advocacy to effect public policy

• Identifying, encouraging and enabling entrepreneurs • Opportunity to reinvest in

City and County low income areas

• Leverage our expertise with incentives (and deal making) • How do we sustain and

transcend this organization regardless of who is in office – i.e. financial independence model

• Influence the consolidation of services across

municipalities (e.g. permitting)?

• Building upon the Boeing experience

• Align more closely with job attraction efforts (at the Missouri Partnership and Regional Chamber)

• Lack of funding and long term viability

• Any perception of a lack of unity and/or fairness at SLEDP

• Lack of shared vision among St. Louis civic leadership • Change in political

leadership

• Increasing competition from growingly more

sophisticated and

aggressive EDOs in other areas nationally and internationally

• Overwhelming scope (not having focus)

• Playing too soft in attracting businesses and jobs to our region

• Inability to demonstrate measurable results

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APPENDIX

• AECOM Report and Recommendations

• Macro National and International Economic Development Trends (by Gene DePrez)

• Stakeholder Planning Forum Summary Materials (Vector Communications)

• St. Louis City and County SWOT Analysis

• SLEDP SWOT Analysis

• Strategies and Tactics in Response to Stakeholder Feedback

• Scorecards for Strategies and Tactics

• Reference Material

− AECOM St. Louis Regional Economic Adjustment Strategic Plan (Executive Summary) − St. Louis Regional Chamber Economic Development Strategy 2011 – 2015

− Community Economic Development Strategy for the City of St. Louis – Amended 2004 − City of St. Louis Sustainability Plan

− St. Louis Strategies and Priorities for Regional Business Diversification and Growth − SLDC Strategy Framework 2014

− St. Louis County Strategic Plan 2013 (Opportunities Section) − SLCEC 2012 Strategic Plan

− Immigration Report

− St. Louis Immigration Initiative Report

St. Louis City and County Strategic Plan For Economic Development