2005 – 2015 Strategic Plan
“The Houston region’s economic future is tied to its ability to attract companies to
locate, expand and maintain their operations here, and for Houston area companies
to sell their products and services abroad and / or to operate overseas.”
Strategic Plan Table of Contents
2005 – 2015 Strategic Plan
Overview
5
Mission 12
Mission Directives 17
Vision 1 21
Vision 2 31
Vision 3 41
Vision 4 49
Appendix 55
The 10-year strategic plan becomes the “North Star.” This 10-year strategic plan requires an infusion of effort, consolidation, collaboration and focus on industries that will make Houston a business magnet, thus serving as the “North Star” to guide business development. Continued and sustained development of these industries will bring new jobs, establish new areas of leadership and attract new talent. This, in turn, will drive sustained economic prosperity in the 10-county region. The plan serves the 10-county region. This plan embraces new ideas. It identifies the Partnership’s job as bringing economic prosperity to the 10-county region. Thus, when referenced, Houston is
interpreted as encompassing and being the 10-county region.
This strategic plan outlines the Partnership’s primary and overarching purpose in four visions, with two overarching and mutually supportive categories — business development and public policy — that will drive and sustain economic growth.
The New North Star for the Coming Decade
2005 – 2015
A True Synthesis of Roles
It has been 14 years since the Greater Houston Partnership developed a strategic plan. During that time period, the Partnership has
evolved as the organizational umbrella for what had been three distinct entities — Houston Chamber of Commerce, Houston Economic
Development Council and the Houston World Trade Association.
This 10-year Greater Houston Partnership strategic plan outlines a bold, but achievable vision that consolidates Partnership roles and
embraces one compelling theme —
Building Economic Prosperity in the Houston Region.
“The North Star has traditionally been used to guide navigation. The Star itself is not fixed…therefore, the North Star reflects whichever star is furthest to the north.” —Janice Karin
Overview
Business Development
Houston’s economic prosperity will be driven by net job creation
and new capital generated.
Business Development The Partnership will actively support and promote business development. We will develop and implement an aggressive marketing / business development plan to grow 600,000 net regional jobs and $60 billion in capital investment by the end of 2015, thereby establishing Houston as a global business magnet. We will achieve these goals in collaboration with regional business leaders, governmental entities and institutions. Houston’s existing economy will thrive. New businesses will come. This plan recognizes that Houston’s economy will expand based on developing unrivaled leadership in key business segments — aerospace, alternative energy, biotechnology, education, energy, entrepreneurial enterprises, health care, information technology, nanotechnology and petrochemical — that will enrich the businesses already here and attract new talent to develop the next phase of economic growth. Each segment is capable of solidifying and expanding Houston’s presence as a global business magnet. The Partnership will work closely with the business community to develop high-impact, high-yield projects that will contribute to job growth and capital investment in the targeted business segments. Houston will lead as a global region. Houston’s diversity will be embraced. As the world becomes an increasingly global marketplace, Houston will capitalize on its natural assets and the diversity of its skilled workforce to proactively expand its stature as a global business hub. The combined forces of multimodal transportation assets, the strengths of the region’s knowledge workers and the international leadership role that Houston already plays in the diplomatic and world trade arenas, will be shaped into an environment that puts Houston on the map much more visibly from a global perspective.Public Policy
Houston’s public policy will create an ideal environment in which
to do business and it will attract the talent of the future.
Public Infrastructure The Partnership will make certain that public policy enables and helps sustain a regional infrastructure that will support business development activities. It will develop, advocate, lobby and promote policies that support infrastructure development. This plan recognizes that Houston must be on the forefront of developing quality of place initiatives that attract top talent. As competition for talent becomes fiercer in the coming decade, Houston will be prepared to welcome young people, top knowledge workers, and other skilled laborers and internationally focused business leaders for whom quality of place is critically important.Overview,
continued
6Clear, ambitious goals will define priorities. This plan addresses the need for the Partnership to align itself organizationally along the lines of business development and public policy. By organizing this way, the Partnership will make certain all activities support clear goals and strategies designed to achieve stated objectives in both areas. This alignment also enables the Partnership to prioritize activities — saying “yes” to some initiatives and “no” to others — based upon supported Partnership visions and goals. The 10-year plan will attract new sources of investment. This plan will require significant new sources of funding and investment, and a major expansion of our Membership. Achievement of this plan will allow the Partnership to lead, accelerate business development, achieve policy focus and take full advantage of the next era of opportunities.
The Greater Houston Partnership will serve as the leader and
convener of ideas and initiatives that support the objectives outlined in this strategic plan.
Overview
7Jodie L. Jiles 2005 Chairman Greater Houston Partnership
The Power of the Region:
Ignite Ideas. Achieve New Levels.
As Greater Houston Partnership Chairman of the Board, I am confident that we will focus our efforts and make economic prosperity within the Houston region our collective objective. We are unique in that we, in the Houston region, have a history of “taking it to the next level,” whatever the challenge. When people in Houston see potential, we attract talent; we solve the unsolvable. Whether it’s building the Astrodome, the “Eighth Wonder of the World,” or creating innovation in the field of human heart transplants, Houston is the beacon that calls to and illuminates new possibilities. Our challenge now becomes one of asking “How will the Greater Houston Partnership build on its past and stretch toward dazzling possibilities for the future?” Our next era is around the corner. The Houston region is poised to shape it, to build on our community’s diversity, the resources of the Partnership’s Members and those of the larger business community. We are positioned to consolidate efforts and become the region of choice for global business, global talent and college graduates — the new generation of Houstonians, the best in the world. Houston’s core strength is its ability to embrace diversity, welcome people to contribute, think truly big thoughts and rise to challenges. Through this strategic plan, we will achieve dramatic results for the region. We will ignite the imagination of the talent to get us there. We will collaborate. We will convene, lead and galvanize the region’s strengths toward new levels of economic prosperity. This plan will inspire the region to focus, to invest and to participate in the next level. By the end of 2015, we will have brought new prosperity to the Houston region.“What will the Houston region achieve if we focus
our efforts and make economic prosperity our
collective objective?”
Bruce LaBoon Chairman Strategic Planning Task Force
A New Process for Achieving Consensus
A New Vision for Collaboration in the Future
This document started with the question, “What is the best path for building economic prosperity in the Houston region over coming decades?” The process began with a blank slate, nothing set in stone. The Greater Houston Partnership Board of Directors formed a Strategic Planning Task Force that synthesized visions from the community, ideas from other communities and information about the Houston region from a global perspective. I want to thank the committee members whose work is reflected in this plan. I also acknowledge the stakeholders and Partnership staff who gave shape to our thoughts and challenged the committee to raise the bar on what we might achieve. The process was open and dynamic. Members of the Partnership and stakeholders representing virtually every aspect of the Houston region were asked to provide input, including organizations such as the Port of Houston, METRO, Texas Medical Center and chambers of commerce — just to name a few. Our team interviewed representatives of leading industries, government entities and educational institutions. We also looked outward, to other cities and regions within the United States, whose energy and drive distinguish them and position them for the future. The Greater Houston Partnership’s strategic plan isn’t about the Partnership; it’s about a greater Houston today and an even greater Houston tomorrow. This document invites everyone who reads it to become part of the team to achieve our visions. I would be remiss if I did not express two more things. First, I have been honored and privileged to participate in this process as committee chairman. Second, this planning process would not have succeeded without the outstanding advice, support and guidance of Andrea Kates and Steven Walker of SUMA Partners. Jeff Moseley President and CEO Greater Houston PartnershipA Common Direction for the Coming Decade
It has been 14 years since the Greater Houston Partnership crafted a formal strategic vision. During these same 14 years, some fields such as traditional manufacturing have been totally redefined. Some business forces such as global commerce have shifted significantly. Many opportunities such as nanotechnology have emerged as new possibilities for exploration. We have attracted a diverse community of talent, and that is one of our core strengths. And, we have created an environment that is fertile for entrepreneurs. This strategic plan is predicated on a new definition of Houston’s place in the sun. Namely, that what is good for Houston as a region is closely linked to new competitive realities on the global playing field. The plan will help drive the region toward some common directions that will lead the charge for vitality in the business community. The visions in this strategic plan reflect a spirit of building on current strengths, but reach with a clear sense of purpose toward priorities that will seize the opportunities that lie in the future. This plan demands that we use new tools — tools that give Houston the inside track in a global race for excellence, tools that cost money. This plan lays the framework for using those tools and challenges us to raise the necessary funds. At the end of the coming decade, we will all be able to look back to the ideas reflected in this strategic plan that captured our imaginations and see a new face of Houston — young people and new industries eager to move here, renewed vitality in our core industries, a leading position in the global arena. Let us embrace a common direction together. 9“The timing is perfect for a call to action. The Houston region knows that when we
marshal our resources and focus our assets, we have incredible collective power. The
diversity of our community, the talent we bring to the table now and the new people
that we attract will drive our success over the next 10 years and beyond.”
Mission
—
The Greater Houston Partnership is the primary advocate of Houston’s business
community and is dedicated to building regional economic prosperity.
Business Development
Via Marketing
(Role: Economic Development, World Trade)
Economic
Prosperity
Public Policy
Via Advocacy
(Role: Community and Workforce Development)
Build Economic Prosperity in the Houston Region
Mission Focus —
Economic Prosperity in the Houston Region 2005 – 2015
Vision 1 — Business Magnet
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business
magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on
core strengths and resources.
Vision 2 — Gateway to Global Markets
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as the leading
gateway to global markets.
Vision 3 — Infrastructure that Sets Houston Apart
The Greater Houston Partnership will be the proactive visionary to build and maintain an infrastructure and
business environment that set Houston apart, nationally and globally, as the most attractive place for business.
Vision 4 — Public Policy that Places Houston in the Top Four U.S. Regions for Business
The Greater Houston Partnership will be the aggressive driver of local, regional, state and federal public policy
that makes Houston one of the top four regions in the United States for business.
1
2
3
4
13“Houston needs local leadership to set vision and future direction. Strategic planning
must focus on a series of goals that lead to the accomplishment of this vision. Before
starting a journey we have to know where we are going.”
Business Development
Via Marketing
(Role: Economic Development, World Trade)
Economic
Prosperity
Public Policy
Via Advocacy
(Role: Community and Workforce Development)
16
Mission
—
The Greater Houston Partnership is the primary advocate of Houston’s business
community and is dedicated to building regional economic prosperity.
Mission Directive 1
Vision 1 — Business Magnet
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business
magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on
core strengths and resources.
1
Goals 1 Establish the Greater Houston Partnership as the regional leader and facilitator of business interests 2 Create nationally recognized centers of excellence, innovative projects and targeting initiatives in aerospace, alternative energy, biotechnology, education, energy, entrepreneurial enterprises, health care, information technology, nanotechnology and petrochemical 3 Develop and implement an aggressive marketing and business development plan to grow 600,000 net regional jobs and $60 billion in capital investment by the end of 2015Create new jobs, attract new businesses and build increased revenues for Member companies and
future business interests
Vision 2 — Gateway to Global Markets
The Greater Houston Partnership will lead and faciliate initiatives that establish the Houston region as the leading
gateway to global markets.
2
Goals 1 Establish Houston as one of the top four international trade regions in the United States 2 Increase foreign trade in the region to $225 billion over the next 10 years 3 Develop and implement a plan to substantially increase direct foreign investment in the region by the end of 2015 17Business Development
Via Marketing
(Role: Economic Development, World Trade)
Economic
Prosperity
Public Policy
Via Advocacy
(Role: Community and Workforce Development)
18
Mission
—
The Greater Houston Partnership is the primary advocate of Houston’s business
community and is dedicated to building regional economic prosperity.
Mission Directive 2
Vision 3 — Infrastructure that Sets Houston Apart
The Greater Houston Partnership will be the proactive visionary to build and maintain an infrastructure and
business environment that set Houston apart, nationally and globally, as the most attractive place for business.
3
Goals 1 Aggressively engage Houston’s business and education leaders in local, regional and federal initiatives related to infrastructure 2 Develop and facilitate the implementation of an infrastructure plan that: a. promotes and funds special projects that build quality of place b. fosters Houston as a region of choice for employers and employeesAdvocacy on behalf of membership and future business interests
Vision 4 — Public Policy that Places Houston in the Top Four U.S. Regions for Business
The Greater Houston Partnership will be the aggressive driver of local, regional, state and federal public policy
that makes Houston one of the top four regions in the United States for business.
4
Goals 1 Lead the state in driving business-focused public policy that fosters economic development 2 Establish the Greater Houston Partnership as the regional facilitator to address issues, and the driver and supporter of policies that grow business and increase foreign trade 3 Aggressively advocate, lobby and promote policies and legislation that position the region’s business community as a national and global leader 4 Initiate and enhance collaboration with other organizations and key stakeholders to promote and develop public policy 19Vision 1 — Business Magnet
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region
as a business magnet. The Partnership will support and promote visible initiatives
that differentiate Houston and capitalize on core strengths and resources.
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on core strengths and resources.
Vision 1
Vision 1 — Houston as a Business Magnet
Goals 1Establish the Greater Houston Partnership as the regional leader and facilitator of business interests
2Create nationally recognized centers of excellence, innovative projects and targeted initiatives in aerospace, alternative
energy, biotechnology, education, energy, entrepreneurial enterprises, health care, information technology, nanotechnology
and petrochemical
3Develop and implement an aggressive marketing and business development plan to produce 600,000 net regional jobs and $60
billion in capital investment by the end of 2015
• Evaluate trends Examine the region’s current leading industries and create specific strategies to achieve our goal for net job growth. Create a formal system for incorporating new industries into the strategy • Create programs that demonstrate the value of the Greater Houston Partnership to Members and prospects Increase revenues and opportunities for companies (Members and prospects) in the region • Build on core competencies that attract new businesses to the region Identify and support specific initiatives in industries that are primed for growth as determined by market demand, economic opportunities, breakthrough research and critical mass of talent • Develop consistent messaging and proactive communications initiatives Promote specific initiatives by highlighting opportunities and advancements within each industry segment to companies and organizations, nationally and globally ObjectivesThe Strategic Planning Task Force achieved consensus on the following objectives:
23The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on core strengths and resources.
Vision 1
The Five Key Elements to Becoming a Business Magnet
Element 1
Build on core industry concentrations
Element 2Attract and retain a strong talent pool
Element 3Stay ahead of growth trends
Element 4Proactively seek out business
development opportunities
Element 5Communicate Houston’s unique positioning
Centers of excellence, innovative projects
and targeted initiatives:
The Partnership will lead and facilitate
projects in core industries that will attract
new jobs and capital investment to the
region. Research of national, state and
regional industry clusters will drive
selection criteria.
“We should establish our reputation as the best place in America to grow business, including
small and minority enterprises. We need a strategic plan that will direct us forward then enlist
the support of those willing and capable of doing their part to turn the plan into reality.”
25 1B ZS PMM+PCTJO 5IPVTBOET (SFBUFS)PVTUPO1BSUOFSTIJQ(PBM $PNQPTJUF&NQMPZNFOU 'PSFDBTU 6)$FOUFSGPS 3FHJPOBM'PSFDBTUJOH 1FSSZNBO(SPVQBOE8PPET 1PPMF&DPOPNJDT
Houston Regional Employment
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on core strengths and resources. Vision 1
Element 1 — Build on Core Industry Concentrations
Houston is home to a diverse and dynamic industrial base that will propel the region to the forefront in the 21st
century. We will identify key industries where Houston may lay claim to a unique set of business assets that drive
focused efforts to build centers of excellence, create innovative projects and develop targeted initiatives that
will build revenues and attract talent.
A Aerospace — Since Johnson Space Center (JSC) opened more than 40 years ago, the aerospace industry has maintained a commanding presence in the Houston region. One of NASA’s largest R&D facilities, JSC manages the design, development and assembly of the International Space Station. It also is home to the space shuttle program operations and management; it serves as NASA’s lead center for life sciences research and applications; it controls human spaceflights; and it is integral to implementing the “Vision for Space Exploration.” Key enabling technologies in areas such as materials, life sciences, propulsion, electronics and energy storage are developed at JSC through industry collaboration and are readily transferred to a host of industries throughout the region and around the world.B Alternative Energy — Within the Houston region, extensive research andWithin the Houston region, extensive research and development is under way on developing energy sources that are not based on the burning of fossil fuels or the splitting of atoms (e.g., solar, geothermal, wind, tides, hydroelectric and hydrogen fuel cells). Renewed interest in this field comes from the long-range effects of greenhouse gas emissions, produced through the burning of fossil fuels and from energy waste byproducts. The Partnership is working with area organizations to develop and demonstrate advanced hydrogen and fuel cell technologies to reduce our nation’s dependence on oil, improve our air quality and maintain our economic competitiveness.
C Biotechnology — The Houston region is a research powerhouse, withThe Houston region is a research powerhouse, with leadership in five life science areas: bio-defense and infectious disease, cardiovascular medicine, genetics/genomics, nanotechnology and oncology. BioHouston, an offspring of the Greater Houston Partnership, serves as a catalyst, bringing together people in the commercial, service, governmental, academic and entrepreneurial/venture capital sectors to promote collaboration and creation of new companies. The region’s goal is to create an environment that will stimulate technology transfer and research commercialization, thereby generating economic wealth and making Houston a global competitor in life science commercialization.
D Education — The Census Bureau’s 2004 American Community Survey The Census Bureau’s 2004 American Community Survey showed that 29.0 percent of adults in our region have a bachelor’s degree or higher, versus 27.0 percent nationwide. Houston’s ability to retain and attract a well-educated and skilled workforce is directly linked to the intellectual and innovative talent working in the region. From Nobel laureate instructors at Rice University to cutting-edge researchers at elite institutions such as NASA’s Johnson Space Center, Texas Medical Center, The James A. Baker III Institute for Public Policy, etc. Houston has a competitive edge for the coming decade.
The industry sectors identified by the Strategic Planning Task Force and community stakeholders include aerospace, alternative energy,
biotechnology, education, energy, entrepreneurial enterprises, health care, information technology, nanotechnology and petrochemical.
The following is a summary of strengths that Houston brings to each of these 10 sectors:
26The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on core strengths and resources.
Vision 1
E Energy — The Houston region is the U.S. energy headquarters and workThe Houston region is the U.S. energy headquarters and work center for virtually every segment of the petroleum industry. Forty-seven percent of Houston’s economic base employment is energy related. The more than 3,600 energy-related establishments located within the region include nearly 600 exploration and production firms, more than 170 pipeline transportation establishments and hundreds of manufacturers and wholesalers of energy-sector products. The region’s strengths range from the capability to build and manufacture structures and equipment needed to develop and produce energy to the knowledge management and intellectual capital required to support and supply the world’s future energy needs. Houston has the largest concentration of human capital and infrastructure for energy research, development and production in the nation.
F Entrepreneurial Enterprises — Evidenced by more than �5,000 smallEvidenced by more than �5,000 small businesses and fueled by a “can do” attitude of its business owners and inhabitants, entrepreneurs thrive in the region. A dynamic economy, well-developed information technology sector, talented workforce, business-friendly environment, low costs of living, ease of doing business and an outstanding quality of life create an environment supportive of new start-ups. Entrepreneurs will help to build the regional economy.
G Health Care — There are a wealth of medical facilities in the Houston region,There are a wealth of medical facilities in the Houston region, and many are located in the Texas Medical Center — the largest collection of health care facilities and academic medical institutions in the world. The medical center serves more than 5 million patients each year. Its three universities have research budgets totaling more than $600 million per year, including nationally recognized clinical research programs. And, there has been a recent expansion of high-technology research in areas such as the human genome project, biomedical imaging, nanotechnology, proton therapy, adult stem cell transplantation and transgenic murine models of human disease.
H Information Technology — The Houston metropolitan area’s strongThe Houston metropolitan area’s strong information technology industry supports innovation, business development and an entrepreneurial culture, and it is sustained by numerous communications, data processing and software publishing services, and computer and electronics manufacturing firms. The region is home to more than 300 software development companies, more than 350 establishments providing telecommunications services and more than 100 providing on-line data services. Additionally, Houston’s ability to keep pace with the technical breakthroughs in the information technology sector makes it one of the prime hubs for advancement and development.
I Nanotechnology — Houston is the birthplace of nanotechnology, the world’sHouston is the birthplace of nanotechnology, the world’s leading center for the study of Buckyballs and Buckytubes, and the destination of two of the three Nobel prizes awarded thus far in this rapidly emerging field. Houston’s prestigious Rice University houses The Center for Nanoscale Science and Technology as well as The Center for Biological and Environmental Nanotechnology. And, five major research institutions of the Texas Medical Center have formed the Alliance for NanoHealth, the first collaborative research endeavor bridging the gaps between medicine, biology, materials sciences, public policy and nanotechnology.
J Petrochemical — The Texas Gulf Coast has a crude operable capacity of 3.�53The Texas Gulf Coast has a crude operable capacity of 3.�53 million barrels of refined petroleum products per calendar day. This is �6.2 percent of the Texas total and 22.� percent of the U.S. total. The Houston MSA has more than 3�0 chemical manufacturing establishments, with aggregate employment exceeding 34,200. The Houston-Gulf Coast region has nearly 40 percent of the nation’s base petrochemicals manufacturing capacity and dominates U.S. production of three major resins — polyethylene (3�.7 percent U.S. capacity); polypropylene (4�.4 percent U.S. capacity); and polyvinyl chloride (35.9 percent U.S. capacity).
“We see Houston as a vibrant, visionary, community, technologically advanced, with the infrastructure to
design, create and develop integrated products and services that build life-enhancing experiences for citizens
across the region and around the world.”
— Greater Houston Partnership Technology Infrastructure Task Force
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on core strengths and resources. Vision 1
Element 2 — Attract and Retain a Strong Talent Pool
It takes people to make industry work. Talented people are at the root of economic success and resulting
competitive advantages that the Houston region enjoys. Knowledge workers are our future.
The Texas Workforce Commission forecasts that employment (including self-employed) in the Gulf Coast Workforce Development Area will grow by 4�1,900, or 1�.7 percent, between 2002 and 2012. Of this growth, 37.7 percent will be in management, business, finance, professional and scientific occupations — occupations for which a bachelor’s degree or more advanced education is prerequisite. In 2004, only 29.0 percent of the region’s adult population held at least a bachelor’s degree, according to the Census Bureau. The need to increase the number of people with college degrees — through migration, increased access to higher education or both — is manifest. 28 2002 Management/Business/ Finance 25�,000 — 10.0% Professional/Scientific 4�9,050 — 19.0% Business & Personal Services 46�,400 — 1�.2% Sales 274,450 — 10.7% Office/Administrative Support 11,650 — 16.2% Farming/Fishing/Forestry 11,650 — 0.5% Construction/Installation 302,600 — 11.7% Production/Transportation/Materials Moving 355,150 — 13.�% 2,575,750 — 100.0% 2012 Management/Business/ Finance 30�,�50 — 10.6% Professional/Scientific 619,700 — 27.1% Business & Personal Services 604,750 — 2�.3% Sales 316,400 — �.7% Office/Administrative Support 456,250 — �.3% Farming/Fishing/Forestry 12,500 — 0.2% Construction/Installation 353,350 — 10.5% Production/Transportation/Materials Moving 3�5,�50 — 6.4% 3,057,650 — 100.0% CHANGE 2002 – 2012 Management/Business/ Finance 50,�50 — 19.7% Professional/Scientific 130,650 — 26.7% Business & Personal Services 136,350 — 29.1% Sales 41,950 — 15.3% Office/Administrative Support 39,�00 — 9.6% Farming/Fishing/Forestry �50 — 7.3% Construction/Installation 50,750 — 16.�% Production/Transportation/Materials Moving 30,700 — �.6% TOTAL 4�1,900 — 1�.7%Employment Growth by Occupation 2002-2012
Gulf Coast Workforce Development Area* *Defined as Austin, Brazoria, Chambers, Colorado, Fort Bend, Galveston, Harris, Liberty, Matagorda, Montgomery, Walker, Waller and Wharton counties. Source: Texas Workforce Commission, 2004The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on core strengths and resources. Vision 1 The key to becoming a business magnet is to ensure the Houston region’s current strong economic capabilities are closely linked to future trends. The Partnership must implement a process for monitoring changes in economic, regulatory and competitive drivers based on independent, objective metrics. Economic and industry trends will drive the direction taken by Houston’s centers of excellence, innovative initiatives and exceptional enterprises. This project was launched by the State of Texas to identify its economic development opportunities. The report outlined specific strategies for maximizing growth in a variety of industry clusters, by region. The following findings are directly relevant to Houston’s future. Houston’s unique strengths, as outlined in the State’s report, include the following: • Advanced technologies across multiple markets — aerospace, energy, information technology, medical and nanotechnology • Logistics hub — airports, broadband, highways, information technology and ports • Center for distribution and supply chain fulfillment Source: Engines of the Texas Economy, 2005
The following emergning business industries
represent potential applications that track with
projected growth trends:
The Texas Industry Cluster Initiative
Cybersecurity Homeland security Logistics / supply chain solutions Nanotechnology New processes in refining and chemicals Personalized health information RFID smart cards Supercomputing Wireless applications Source: Engines of the Texas Economy, 2005 29
Element 3 — Stay Ahead of Growth Trends
Future industry trends are not the same as the current snapshot. Houston’s future depends upon capitalizing on
growing markets and transforming our current resources into high-yield initiatives by 2015.
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as a business magnet. The Partnership will support and promote visible initiatives that differentiate Houston and capitalize on core strengths and resources. Vision 1 A Create awareness and encourage relevant organizations and companies to begin using Houston as a focal point for their activities in those segments B Encourage commitment of financial and human resources by key business decision-makers to the Houston region C Enable Members and prospects to build economic prosperity (jobs and revenues) via strong, focused messaging D Position Houston (as compared with other regions) as the market leader in our targeted industries E Strongly communicate the quality of place issues that support the workforce of the future to business decision-makers and potential employees
Real Per Capita Personal Income
The goal is to grow real per capita income by 2.7 percent per year, exceeding the compound annual growth rate of 1.94 percent recorded from 1969 to 2003. 1969 1974 1979 19�4 19�9 1994 1999 2004 2009 2014 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Co ns ta nt 2 00 4 D ol la rs p er Y ea r — BEA Estimate — Projected +2.7% CAGR 30Element 4 — Proactively Seek Out Business Development Opportunities
The Greater Houston Partnership will initiate an aggressive business development effort to ensure that the
Houston region develops a powerful global presence. A comprehensive marketing campaign will be developed
and implemented to communicate the virtues of doing business in the Houston region. This effort will focus
on communicating the business advantages emanating from the growth opportunities envisioned within the
centers of excellence.
Element 5 — Communicate Houston’s Unique Positioning
The Greater Houston Partnership will create and implement a focused communications and marketing
campaign, directed to business decision-makers, both nationally and globally.
Vision 2 — Gateway to Global Markets
The Greater Houston Partnership will lead and facilitate initiatives that establish
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as the leading gateway to global markets.
Vision 2
Vision 2 — Gateway to Global Markets
Goals
1
Establish Houston as one of the top four international trade regions in the United States
2
Increase regional foreign trade to $225 billion over the next 10 years
3
Develop and implement a plan to substantially increase direct foreign investment in the region by the end of 2015
Objectives
The Strategic Planning Task Force achieved consensus on the following objectives:
• Measure Houston against global competitors Incorporate attributes that define a “global region” into our benchmarking • Galvanize strengths through collaboration – Facilitate coordination of assets to portray Houston as an international hub for commerce (regional ports and airports, I-69 Corridor, infrastructure, talent, international residents, industry leadership, etc.) – Collaborate with the Houston Airport System to become one of the top 10 largest international passenger gateways in the United States – Increase the Port of Houston’s containerized shipping ranking to one of the top four in the United States – Increase Houston’s Consular Corps ranking to number one in the country – Pursue highly visible international commerce initiatives • Implement a business development and marketing campaign – Develop and implement an aggressive international business development and marketing campaign targeted at specific international points of origin that are identified as significant international trade and investment sources aligned with our centers of excellence – Create awareness about the capabilities of the regional ports and airports, the I-69 Corridor, the regional railroad infrastructure and other regional entry points – Inform global decision-makers about the region’s advantages as a destination area capable of global distribution“We will establish ourselves as the international trade portal, with strong links to Central and South
America, India, China and Mexico. We will capitalize on our strengths and continue to diversify our
business base.”
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as the leading gateway to global markets. Vision 2
Globalization is an economic phenomenon, and its impact has revolutionized businesses in the Houston region. Houston’s role as a
business magnet offers tremendous opportunities to strengthen and expand regional commerce in the global marketplace.
The recommendation is to select key industries where Houston may lay claim to a unique set of business assets and competitive advantages. Then we will drive focused efforts to centers of excellence, create innovative projects and develop targeted initiatives that will fuel international commerce and revenues and attract talent. One look at the statistics on foreign trade leads to the conclusion that this is one of the chief drivers of the region’s economy. A 2001 Partnership study estimated that 3� percent of the jobs in the metropolitan area are supported directly or indirectly by international business. Houston’s existing international infrastructure, including the Port, the potential of a freight/rail district, the I-69 Corridor, the Houston Airport System and the Internet, is the foundation for future prosperity. This foundation enables the Houston region to develop into one of the world’s pre-eminent international commerce centers.The Partnership will collaborate with business leaders, government entities and organizations to increase global commerce.
Value of Foreign Trade
Increase foreign trade passing through Houston over the next 10 years 250 $ Bi lli on s Source: World Institute of Strategic Economic Research 1992 $39.2 billion 200 150 100 50 0 ‘93 ‘95 ‘97 ‘99 ‘01 ‘03 ‘05 ‘07 ‘09 ‘11 ‘13 ‘15 2004 $104.6 billion 2015 $225 billionPort of Houston Foreign Tonnage
Increase foreign tonnage by 20 percent by the end of 2015 250 To ns (0 00. 00 0) 200 150 100 50 0 1990 1994 199� 2002 2006 2010 2014 — Actual — Trend — Goal 34The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as the leading gateway to global markets. Vision 2 1 Overview — In 2004, Texas ranked first among the states in value of merchandise exports. Houston exports to the Americas represented 3� percent of its total exports. Between 1991 and 2004, the total dollar value of Houston-Galveston customs exports and imports almost tripled. In 2004, the Houston-Galveston customs district ranked as the sixth-largest exporter by dollar value in the nation, with nearly $40 billion in exports. There are more than 3,000 Houston area firms, foreign government offices and nonprofit organizations involved in international business. Nearly 470 Houston firms with subsidiaries in 129 countries, and more than 600 firms in Houston report having foreign ownership. Of the world’s 100 largest non-U.S.-based corporations, at least 51 have operations in Houston. 2 International governmental representation — More than �0 nations have consular offices in the region, ranking the Houston Consular Corps among the nations largest. At least 42 foreign governments maintain trade and commercial offices here. Between 1992 and 2004, the number of consulates in Houston increased by almost 50 percent. Houston represents the third-largest consular corps in the United States, behind New York and Los Angeles. 3 International population — More than 1 million Houstonians (more than one in five) are foreign-born. The steady rise in immigration supports Houston’s position as an international center. The region’s number of foreign-born almost doubled between 1990 and 2003. Major employers of the Houston area are international in scope. Employees of these companies are transferred internationally, bringing back with them knowledge and experience of competing abroad. 4 Support for Internationalism — The World Energy Cities Partnership (WECP), an organization comprised of 14 international member-cities, has named the Partnership as its Permanent Secretariat. WECP’s forum encourages city administrations to exchange expertise and experience in the petroleum industry and in economic and infrastructure development strategies, with the emphasis on economic and business development. The following is a summary of strengths that Houston brings to international commerce:
The World Energy Cities Partnership (WECP)
encourages cities with energy-based economies to: • provide a worldwide network of industry support services and resources; • facilitate trade missions for local businesses to travel to member cities and capitalize on business development opportunities • provide information, liaisons and support to prospective firms interested in investment and business opportunities, in order to facilitate access to each other’s markets; and • share experiences and contacts and provide support for each other in tackling common industry issues. Greater Houston Partnership affiliate
Globalization and World Cities Ranking
1. London 2. Paris 3. New York 4. Tokyo 5. Chicago 6. Frankfurt 7. Hong Kong �. Los Angeles 9. Milan 10. Singapore Houston must be on this list by 2015. Source: Globalization and World Cities Roster, 1999 35
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as the leading gateway to global markets.
Vision 2
International Multimodal Transportation Hub
From its founding, Houston has been known as “the place where the railroads meet the sea.” From these beginnings, Houston has grown
and developed a world-class, multimodal transportation system serving inter-regional and international traffic. As the economic engine of
the state, Houston has developed into a major international transportation hub.
Surface Transportation The Greater Houston region has one of the most extensive and dynamic roadway and transit networks in the country. The region continues to plan for significant system growth to meet the demands of a growing population and business community. Roadway traffic is projected to grow from 125 million vehicle miles traveled per day in 2002 to 21� million vehicle miles traveled per day by 2025. To meet this challenge, $65 billion in roadway and transit improvements are planned. This investment is forecasted to result in a 60 percent reduction in future congestion, even though the region will be adding approximately 3 million additional residents. The region also is investing in maximizing the efficiency of the surface transportation system by improving traveler safety, moving vehicles that block travel lanes and synchronizing traffic signals for more efficient traffic progression. Sea Ports The Port of Houston is the sixth-largest port in the world and the second largest in the United States. It ranks first nationally in foreign tonnage. Exponential growth is forecast. The Port’s Barbours Cut terminal handles more than 90 percent of Texas’ waterborne container shipping market, with �0 percent of those containers accessing the Port via the region’s roadways. Significant investment in the Port’s new Bayport Container Terminal will triple the Port’s container capacity. The Port of Galveston is home to a growing cruise line business. It owns and operates for-hire public wharves, transit sheds, open and covered storage facilities, warehouses and freight-handling facilities. The Port of Texas City is the largest private petrochemical port in the United States and ranks as the eighth-largest port in the country. Both ports are located in Galveston County. Port Freeport, located in Brazoria County, is the 12th-largest port in the United States in terms of tonnage. It has a 400-foot-wide, 45-foot-deep channel and more than 7,500 acres available for development, including 1,400 environmentally mitigated acres. Regional Airports There are 12 Texas Airport System Plan (TASP) airports located within the region. This includes three airports that serve commercial traffic and nine general and private aviation facilities. Additionally, there are many other private airfields or airparks located throughout the region that serve private companies and individuals. The Houston Airport System, comprising George Bush Intercontinental Airport (IAH), William P. Hobby Airport and Ellington Field, is a major factor in the regional and state economies. The System is responsible for more than $� billion in economic activity annually, and it generates more than 90,000 jobs for the region. IAH, the System’s primary air cargo facility, can handle 30 million tons of cargo a month, and recently opened a new $125 million air cargo facility containing 550,000 square feet of storage space for processing and distribution. Freight Rail Houston is a critical link for freight movement due to the rapid growth of the Port of Houston and increased trade resulting from NAFTA. Regional stakeholders are working together to develop a comprehensive plan of short- and long-range improvements, including the ultimate development of a high-speed, high-capacity loop that could bypass congested areas. 36The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as the leading gateway to global markets. Vision 2 NORTH HOUSTON Port of Houston Bush Intercontinental Airport Ellington Airport Hobby Airport Houston Ship Channel Multiple Rail Yards Controlled Access Highway System Barbours Cut Container Terminal Bayport Container Terminal Humble Baytown Alvin Rosenberg Katy Tomball Dayton Missouri City Pasadena Port of Galveston Liberty Prairie View West Houston Lakeside Airport Houston Southwest Airport Hooks Airport Pearland Airport Scholes Airport Houston Gulf Airport La Porte Municipal Airport Houston Hull Airport Baytown Airport Friendswood Sugar Land Lake Houston Galveston Bay To Port of Freeport Intracoastal Waterway Port of Texas City Gulf of Mexico Trinity Bay Anahuac Spring The Woodlands Wharton Richmond League City Texas City Galveston Port Bolivar Mont Belvieu Pipeline Hub Katy Natural Gas Pipeline Hub
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as the leading gateway to global markets. Vision 2 Interstate 69 (I-69) Currently undergoing environmental review, I-69 is the combination of two federally designated high-priority corridors that traverse the region. When completed, I-69 will serve as the most direct trade route linking the industrial centers of Mexico, the United States and Canada. It is a key component to the continued growth and development of all Texas ports. The Texas Department of Transportation’s Trans-Texas Corridor project is leveraging off current studies for its TTC-69 plan that will incorporate existing and new highways, railways and utility rights-of-way in a network across Texas. Pipelines Pipelines are instrumental in transporting product into, out of and within the region. Fifteen of the nation’s 20 largest petroleum products and crude oil pipeline operators have corporate or divisional headquarters or ownership interests in Houston. These 15 control more than 64,000 miles, or 45.� percent, of the nation’s 139,901 miles of liquid pipelines. Fourteen of the nation’s 20 largest natural gas transmission companies have corporate or divisional headquarters in the region, accounting for 57.5 percent of the nation’s 195,03� miles of gas pipelines.
The Alliance for I-69 Texas
was created in 1994 by the Greater Houston Partnership to promote the development of I-69 in Texas. Membership includes government and business interests in 34 counties from east to southeast Texas. Designated by Congress as a high-priority corridor, I-69, when completed, will be the most direct interstate linking the industrial centers of Mexico, the United States and Canada. • Federal statute identifies the general location of I-69 in Texas as U.S. 59 from Texarkana to Laredo and two legs into the lower Rio Grande Valley along U.S. 77 from Victoria to Brownsville and U.S. 2�1 from George West to Progreso. • I-69 Texas has been selected as one of only seven transportation construction projects in the United States that will receive accelerated environmental review under an Environmental Streamlining Executive Order announced in 2002. • Environment and location studies are under way along the approximately 950 miles of I-69 in Texas. These studies are projected to be complete by 2010, with construction targeted to begin on some segments as early as 2006. • The Texas Department of Transportation’s Trans-Texas Corridor project is leveraging off the Corridor 1� and 20 studies for its TTC-69 plan that will incorporate existing and new highways, railways and utility rights-of-way in a network across Texas. Greater Houston Partnership affiliate
[Regarding regional / statewide transportation
projects] “We have put together a string of amazing
systems that are vitally important and that generate
better business for all of us.”
— County Judge Robert Eckels, Harris County
The Greater Houston Partnership will lead and facilitate initiatives that establish the Houston region as the leading gateway to global markets. Vision 2
Houston
20 37 10 35 45 49 55 10 20 40 70 35 30 16 75 95 25 10 8 5 15 80 5 84 15 90 94 80 70 64 40 80 35 40 40 Port of Veracruz Port of Altamira Port of New York -New Jersey Reynosa Port of New Orleans Port of Miami Port of Lazaro Cardenas Port of Manzanillo Oklahoma City Dallas San Antonio Memphis Indianapolis Windsor Laredo Atlanta Kansas City Mexico City Montreal Toronto Winnipeg Quebec Chicago Pittsburg MinneapolisDetroit ClevelandPort of
Port of Charleston
Monterrey
Port of Houston Port of Texas City Port of Galveston Port of Freeport Cancun Cozumel Port of Havana Port of Jacksonville Ports of Los Angeles/ Long Beach Port of Oakland Port of Seattle Juarez El Paso Phoenix Denver Port Huron Austin
69
Pipeline
Corridors
Houston
Vision 3 — Infrastructure
The Greater Houston Partnership will be the proactive visionary to build and maintain an infrastructure and
business environment that set Houston apart, nationally and globally, as the most attractive place for business.
The Greater Houston Partnership must be the proactive visionary to build and maintain an infrastructure and business environment that set Houston apart, nationally and globally, as the most attractive place to do business .
Vision 3
Vision 3 — Houston’s Infrastructure
Supports Business
Goals
1
Aggressively engage Houston’s business and education leaders in local, regional and federal initiatives related to infrastructure
2
Develop and facilitate the implementation of an infrastructure plan that:
a. promotes and funds special projects that build quality of place
b. fosters Houston as a region of choice for employers
ObjectivesThe Strategic Planning Task Force achieved consensus on the following objectives:
• Identify critical components that drive success with regard to quality of place Serve as a leader or steward to ensure that Houston offers basic building blocks that are conducive to business — affordable housing, air quality, education, green space, health care, transportation and regional mobility • Set priorities based on research – Benchmark against other regions and cities to prioritize infrastructure-related topics that contribute to economic prosperity (jobs, revenues, talent, etc.) – Pinpoint initiatives that have the potential to create new jobs, draw new industries and increase revenues for companies in the region – Align infrastructure initiatives with growth prospects for Houston’s centers of excellence • Lead initiatives that keep policy aligned with regional economic prosperity – Leaders must exemplify a visionary spirit in addressing quality of place – Develop excellence initiatives that differentiate overall quality of life 42The Greater Houston Partnership must be the proactive visionary to build and maintain an infrastructure and business environment that set Houston apart, nationally and globally, as the most attractive place to do business . Vision 3 Quality of Place — The key to supporting a region identified as a business magnet is an infrastructure agenda designed to make certain it compares favorably with competitor cities. Infrastructure initiatives must address issues, including aesthetics, affordable housing, air quality, cost of living, education, entertainment and recreation, health care, information technology infrastructure, mobility, power, transportation and water quality. Regional prosperity will require a concerted effort from every sector to attract and retain knowledge workers and create a true quality of life for Houstonians.
The Quality of Life Coalition,
a group of representatives led by the Greater Houston Partnership from Houston’s civic, business and environmental communities, mobilizes public and private sectors to fund and improve Houston’s aesthetics, flood control and recreational amenities. This focus on quality-of-life factors is essential to Houston’s ability to attract businesses and skilled workers. Recommendations include planting trees, landscaping freeways, adding parks, improving waterway water quality and establishing a canoe trail system, among others. Greater Houston Partnership affiliate 43
The Greater Houston Partnership must be the proactive visionary to build and maintain an infrastructure and business environment that set Houston apart, nationally and globally, as the most attractive place to do business . Vision 3 Air Quality — The Partnership has led the effort to improve the region’s air quality through formation of organizations such as the Business Coalition for Clean Air, the Texas Environmental Research Consortium and the Texas Clean Air Working Group. These organizations work to develop a consensus on air quality goals and strategies, improve air quality science and implement effective reduction programs without jeopardizing jobs or economic progress. Business sectors and individual companies pursue new technologies and programs that make them, and the region, leaders in innovative approaches to cleaning the air. After successfully addressing the one-hour ozone standard, the Texas Commission on Environmental Quality now plans to achieve the new eight-hour ozone standard set for the region. They will accomplish this by working alongside the Partnership and other stakeholders with a vested interest in public health, quality of life and economic vitality. By working together, businesses, elected officials, the public sector, trade associations, environmental groups and citizens will have tremendous impact on air quality, ensuring the region a competitive advantage to attract and retain businesses.
Cost of Living — From its outset nearly four decades ago, the ACCRA
Cost-of-Living Index has consistently shown that Houston enjoys living costs well below the nationwide average. This enables the region a competitive advantage over other major metropolitan areas of more than 2 million. In the 2005 survey: • Houston’s overall after-taxes living costs were 12 percent below the nationwide average for nearly 300 areas. • Of the 20 metropolitan areas with populations of more than 2 million that participated in the survey, Houston’s housing costs were 44 percent below the average for the large metro areas, and its overall costs were 23 percent below the average. • Houston’s grocery prices, 21 percent below the major-metro average, were also the lowest; its utility costs were 10 percent below the average; its transportation costs were 9 percent below; its health care costs were 7 percent below; and its costs for miscellaneous goods and services were 11 percent below the average. 44
The Greater Houston Partnership must be the proactive visionary to build and maintain an infrastructure and business environment that set Houston apart, nationally and globally, as the most attractive place to do business . Vision 3 Education and Workforce — Maintaining a competitive edge in a knowledge-based economy means offering a wide range of opportunities for formal education and workforce training. Houston is a major center of higher learning. In fall 2004, the Houston region had 313,664 students enrolled in more than 60 degree-granting colleges, universities, institutes and technical schools. These include Rice University, one of America’s elite teaching and research universities, the University of Houston, the region’s largest public research and teaching university, and numerous other private colleges, universities and institutions. Houston Higher Education Statistics Colleges, Universities and Institutions 60+ Fall 2004 Enrollment 313,664 Degrees Awarded – 2003 Academic Year 25,000+ Vocational, Technical, Business Schools 100+
Sources: Houston Facts, 2005, Texas Higher Education Coordinating Board
Houston has the education infrastructure to develop knowledge workers
The Center for Houston’s Future
has identified four areas that must be addressed in order to advance Houston’s global competitiveness. They include: • innovation support with venture capital development; • human capital and workforce development; • regional economic development strategies; and • leveraging global connections into global corporate services in the areas of finance, accounting, law and media/advertising. Greater Houston Partnership affiliate
“The Houston region’s economic well-being increasingly depends upon its ability to nurture, attract and retain
skilled and creative knowledge workers and high-tech companies.”
— Houston Area Survey (2005), Stephen L. Klineberg
The Greater Houston Partnership must be the proactive visionary to build and maintain an infrastructure and business environment that set Houston apart, nationally and globally, as the most attractive place to do business . Vision 3 Health Care — Houston is one of the fastest growing regions of the country. More than 4 million people live here. The region boasts the world’s largest medical center. The Partnership’s Public Health Care Task Force represents public officials, public and private health service providers, medical school administrators, and business and community leaders. Recently, the task force examined the public health delivery system in Houston and Harris County. They identified the contrast between the region’s abundance of physicians and wide variety of treatment available, juxtaposed with rapidly rising health care and insurance costs, and made recommendations to alleviate the current health care conditions. Included in the recommendations was the development of additional health care centers designated with Federally Qualified Health Center (FQHC) status. This designation allows significantly expanded access to health care for underserved residents. Increased numbers of FQHCs also will help produce more jobs and economic growth. The Partnership will continue to convene leadership representing health-related issues that support the mission of building economic prosperity and improving overall quality of place.
“Health care excellence in Houston is driven by the outstanding clinical and research activities in the world’s
largest medical center. The community is energized to expand technology transfer and commercialization
and create new companies whose products will improve health and create economic wealth.”
Texas Medical Center Overview Area �00+ acres Permanent Buildings 100+ Total Employment 65,300 Capital Investment (cumulative) $�.2 billion+ as of December 2004 Patient Visits Per Year 5.2 million Foreign Patients Per Year 10,456 in 2004 Licensed Beds 6,344 plus 373 bassinets Student Enrollment 22,000 Combined Operating Budgets (all institutions) $5.4 billion (2001) Total Research Grants (200-2004) $3.5+ billion
Sources: Texas Medical Center 2005 Facts and Figures and Houston Facts 2005
Regional Health Care Assets* Physicians 10,497 Hospitals 99 Hospital beds 1�,600 *Greater Houston 10-county region Source: Houston Facts 2005 46
The Greater Houston Partnership must be the proactive visionary to build and maintain an infrastructure and business environment that set Houston apart, nationally and globally, as the most attractive place to do business . Vision 3 Information Technology Infrastructure — Information technology includes broadband, telecommunications, information systems, networks, wireless Internet and critical components essential to developing and maintaining an infrastructure that gives Houston the competitive advantage. Sustaining a strong information technology architecture allows industry, government and business organizations to create, store, exchange and utilize information in its various forms, from e-mail to multimedia presentations, and communicate with key business and community interests on a daily basis. Information technology recommendations include: • Increasing community and institution-wide access to wireless Internet portals and products; • Revising procedures to automate and streamline production activities; • Enhanced and alternative communications such as teleconferencing and electronic file exchange; • Using computer hardware and software to automate and augment clerical, administrative and management tasks in organizations; • Satellite technologies for remote business management and access to information; • Collocation and data management systems to provide security and redundancy of information. Mobility — Over the next decade, the Partnership must aggresively expand the process to improve mobility throughout the region. Houston must continue to make a concerted effort to explore all alternatives to establish a coordinated system of mass transit improvement at the lowest possible cost. The key initiatives include, but are not limited to, light rail expansion; innovative toll road strategies; a major increase in bus service, including 1,000 new bus routes; an aggressive expansion of the I-10 freeway; development of the I-69 Corridor; and implementation of a “smart streets” initiative. Houston will continue to make a concerted effort to explore all alternatives to establish a coordinated system of mass transit improvement at the lowest possible cost.
“The Partnership needs to be instrumental in dealing with air quality. It is a critical component of being a
region of choice.”
The Gulf Coast Regional Mobility Partners
(Houston-Galveston region) and The Houston-Galveston Area Council seek to increase transportation funding and promote regional issues, projects and priorities at the state and federal levels. Recommendations focus on tollways, managed and high occupancy lanes, freeway expansion, pass-through tolling, and improvement of freight movement and at-grade crossing safety in order to improve mobility and reduce congestion. Greater Houston Partnership affiliate 47
