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WORK PLAN FY 2018 - 2019 Leadership for a World-Class, Globally Competitive Economy

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WORK PLAN FY 2018 - 2019 Leadership for a World-Class, Globally Competitive Economy WORK PLAN FY 2018 - 2019 Leadership for a world-class, globally competitive economy Charleston Regional Development private partnership with the region’s Alliance (CRDA) has served as a most influential business leaders, catalyst for long-term, sustainable three county governments, largest economic prosperity in Berkeley, municipalities, and top academic Charleston, and Dorchester counties institutions working together toward since 1995. a shared vision for the future. With a strong economy and The steps we collectively take today tremendous momentum, our will impact our region for generations community benefits from this public- to come. CRDA Recognition 2017 2017 2017 2018 Excellence in Economic Gold Award Silver Award Mac Conway Excellence Development Award of Excellence of Excellence in Economic Development for “BEST PROJECT MULTI-YEAR ECONOMIC CRDA OF THE YEAR” DEVELOPMENT STRATEGY WEBSITE TOP REGIONAL EDO The Site International Economic International Economic Site Selection Selectors Guild Development Council Development Council Magazine 2 WHAT DOES CRDA do? Drive sustainable economic prosperity by building high- impact industry clusters Market the Charleston region as a globally competitive “We must continue to take location for business, proactive, aggressive steps to entrepreneurs, and talent control our own destiny for the three-county Charleston region. This is our responsibility. It is our commitment to lead, not to follow.” Facilitate the site selection process for companies Anita G. Zucker considering our market for Chairperson & CEO, The InterTech Group competitive expansion or location investments Convene regional leaders around key economic competitiveness issues Engage the region’s top business, academic and elected leaders in economic development – and keep economic development a top priority for each of them 3 CRDA STRATEGIES Since 1995, the Charleston Regional Development Alliance has led five distinct regional economic development strategies: 1995 Recruit jobs; - 2000 diversify the economy 2000 Recruit higher wage jobs; - 2005 add technology sector 2005 Grow wages through cluster-based - 2010 strategy; increase competitiveness Build economic prosperity; leverage 2010 assets to compete globally; align - 2015 economic/community/workforce development efforts Values-based strategy to 2015 strengthen global competitiveness; - 2020 increase prosperity; provide inclusive opportunities; build thriving industry clusters; boost talent attraction/retention 4 CRDA RESULTS BY THE NUMBERS 2010 – 2018 $392.6 61 7,880 MILLION Location/Expansion New New Projects Direct Jobs Payroll “The public-private partnership of the CRDA is one of the three key reasons we chose Charleston.” Kim Pearson General Counsel, Thorne Research From From From 2010 - 2016 2010 - 2017 2010 - 2017 total private-sector tax base grew GDP grew almost wages grew 18% 55% 50% TO TO TO $4.9 $12.5 $42 BILLION BILLION BILLION (8% in rest of SC) (40% SC and 37% US) (compared to 30% for US) Source: SC Department of Source: U.S. Bureau of Source: U.S. Bureau of Revenue Annual Reports Labor Statistics Economic Analysis 5 Every $1 INVESTED IN CRDA PRODUCED $19 in new REGIONAL payroll 2010-2018 How are Charleston area consumers spending $392.6 Million in new payroll? HOME MORTGAGE, $42.8 INSURANCE, TAXES PENSIONS & SOCIAL SECURITY $42.5 VEHICLE EXPENSES $32.4 GROCERIES $29.3 HOUSEHOLD EXPENSES $27.9 RENT $26.5 UTILITIES $26.1 VEHICLES $25.6 PERSONAL INSURANCE $25.5 RESTAURANTS $22.3 New higher-paying MISCELLANEOUS $21.8 jobs give residents more money to ENTERTAINMENT $20.7 invest back into the CHARITABLE DONATIONS $13.1 local economy. CLOTHING $11.6 MEDICAL $10.8 EDUCATION $9.5 OTHER TRANSPORTATION $3.9 $10 $20 $30 $40 $50 (MILLIONS) Source: Consumer Expenditure Survey, US Bureau of Labor Statistics 6 2017 MSA 2011-2016 MSA POPULATION JOB GROWTH CHARLESTON 1. NYC 3. AUSTIN REGIONAL 5. NASHVILLE ECONOMY 9. ATLANTA IS STRONG 13. CHARLOTTE 15. SEATTLE 16. CHARLESTON 17. SAN DIEGO 22. CHARLOTTE 23. ATLANTA 24. SEATTLE 31. AUSTIN 21% 31. SAN DIEGO 36. NASHVILLE 35. GREENVILLE Charleston Metro responsible for 61. GREENVILLE 21% OF ALL JOBS CREATED in South Carolina 74. CHARLESTON between 2013-2017 Sources: US Census and Bureau of Labor Statistics POPULATION GROWTH CHARLESTON MSA POPULATION SLOW & STEADY 800,000 700,000 600,000 500,000 400,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Source: BEA.gov 7 AEROSPACE strengthening ADVANCED AUTOMOTIVE High-Impact LOGISTICS INFORMATION Industry Clusters TECHNOLOGY Regional economies grow or decline LIFE based on their ability to specialize in high- SCIENCES value industries and to provide the right environment where firms want to cluster. Strong industry clusters drive innovation, spur new business formation, and create higher paying jobs for local residents. As the only regionally-focused economic development organization in our community, CRDA plays a pivotal role in building robust industry clusters through business attraction and facilitating an array of strategic “It’s time to shift and broaden the initiatives. Companies within a cluster require purpose and practice of economic foundational assets to thrive, including service development to generate continuous firms and suppliers, a skilled workforce, growth, prosperity and inclusion.” educational institutions, transportation Brookings Institution, 2016 infrastructure, capital, technology, and a Remaking Economic Development supportive business climate. ONE REGION A Global While our region reaps the benefits of Competitiveness new business investment, it is essential Strategy to address the challenges that come with fast-paced job creation and ensure these challenges do not derail future economic momentum. Being globally competitive CRDA has aligned our work with the requires the region to invest in itself, as One Region Global Competitiveness much as it promotes to the outside world. Strategy, which calls for a broader, more One Region provides the road map. inclusive and dynamic approach to economic development. OneRegionStrategy.com 8 What does our region’s future hold? Charleston regional population BY 1 MILLION 2029 (775,000 in 2017) By 2029 the region will need: 116,000 90,000 Charleston’s NEW NEW HOUSING UNITS Future: What’s Next? JOBS CREATED AT ALL PRICE POINTS (minimum) (7500 annually) Building and sustaining a world-class, globally competitive economy is a marathon, not a sprint. The ongoing journey requires bold vision, a regional perspective on issues, 140 and committed leadership to meet the TRANSPORTATION INFRASTRUCTURE PROJECTS challenges of the present, with an eye always = to the future rather than the rearview. We see opportunities to work together to make $2.6B our home a better place for all. COST Anticipated Federal funding for road Securing our economic future requires improvements over next 23 years will fostering continued economic diversification cover less than 15% by attracting new high-value (headquarters, Source: BCD Council of Governments, 2040 Draft Long Range Transportation Plan R&D, and technology) companies and suppliers to fully support our region’s existing clusters. In 2029, maintain at least: “Our community must invest in critical transportation infrastructure, create attainable 195 housing in proximity to job centers, remake PARKS/GREENSPACE how we commute, and nurture our environment, (160+ IN 2018) character, and culture – if we are to create and sustain a community where people and 13,000 ACRES businesses thrive for generations.” OPEN SPACE Jack Goettee Source: National Park and Recreation Association 2018 Report (median for large metros) President SC & GA, South State Bank 9 29% $1,043,670 PUBLIC SECTOR PROJECTED REVENUE $3,572,410 20% $713,500 Special Grants/ FY 2018-19 Program Revenue/ Annual Other Budget 51% $1,815,240 The One Region strategic plan guides the CRDA’s organizational Private Sector program of work including Global Business Development / Marketing, Regional Competitiveness, and Engaged Leadership. These charts provide a snapshot of projected revenues and planned expenses to support our activities to sustain Charleston’s economic momentum during the current fiscal year. FY 2018-19 RESOURCE ALLOCATIONS $2,500,000 $2,000,000 $1,750,000 $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 GLOBAL BIZ ENGAGED REGIONAL OPERATIONS DEVELOPMENT LEADERSHIP COMPETITIVENESS & MARKETING CRDA’s current fiscal year runs July 1, 2018 through June 30, 2019 10 Program Priorities: FY 2018-19 Strengthen the Enhance Competitive Region’s High-Impact Intelligence & Engagement Cluster Ecosystems • Continue building global • Use CRDA’s business intelligence capabilities awareness of region’s business to support high-impact cluster development, and lifestyle assets augment global marketing & business development programs, and enhance the direct sales process • Boost business development initiatives to reach more target • Lead multifaceted, regional economic development companies strategy • Cultivate direct leads through • Inform and engage local community on key continued outreach with investors, economic development issues local industry, cluster ecosystem • Measure progress and trends in advancing the networks, and site selectors regional economy • Expand engagement with venture capital, M&A, tech transfer, entrepreneurship support, and workforce development programs Attract • Continue implementing the Tech Talent Charleston Metro FDI Plan, including the Global Fluency • Build global
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