organizations
3 orgs in this cluster's subtree
Every organization with primary activities in Transportation Coordination Forums or any of its descendants. Click a column header to sort. Filter by name or state above the table.
showing 3 of 3
| # | Organization | State | Revenue | Activities ↓ |
|---|---|---|---|---|
| 1 | GREATER PHOENIX ECONOMIC COUNCIL Greater Phoenix Economic Council (GPEC) is an economic development organization focused on attracting and growing businesses in the Greater Phoenix area. It co… | AZ | $9.0M | 6 |
| 2 | PINAL PARTNERSHIP INC PINAL PARTNERSHIP INC is a regional collaboration organization focused on advancing Pinal County, Arizona through coordinated planning and stakeholder engageme… | AZ | $266K | 6 |
| 3 | DOWNTOWN PHOENIX PARTNERSHIP INC Downtown Phoenix Inc. (DPI) is a community-building organization focused on enhancing the urban environment of Downtown Phoenix. It delivers municipal services… | AZ | $4.1M | 4 |
theories of action
strategies used in this cluster
Theories of action extracted from orgs in this subtree. Click any to see the full set of orgs running the same approach.
- Networked Ecosystem Development 2 orgsBy cultivating interconnected networks among businesses, educators, government, and community leaders, the Chamber drives economic growth and community resilience, because sustained collaboration across sectors creates synergistic opportunities, amplifies collective influence, and aligns resources with regional needs. This strategy centers on building a cohesive, multi-stakeholder ecosystem where relationships are intentionally fostered to generate shared economic and social value. Unlike isolated programs such as mentorship or advocacy alone, this approach integrates networking, advocacy, workforce alignment, and leadership development into a unified theory of change—treating the local economy as an interdependent system. What distinguishes it is the belief that transformation emerges not from individual interventions but from the cumulative effect of strengthened connections and coordinated action across the community.GREATER PHOENIX ECONOMIC COUNCILPINAL PARTNERSHIP INC
- Apprenticeship-Based Workforce Development 1 orgBy combining structured on-the-job training with formal education and financial support, we produce skilled, industry-aligned workers who remain in the trade, because integrated learning and economic stability foster mastery, retention, and career commitment. This strategy centers on developing a high-quality workforce through formalized apprenticeships that blend hands-on experience with classroom instruction, often including wages, benefits, and progressive advancement. What distinguishes it from general training programs is its emphasis on earn-while-you-learn models, long-term skill progression, and deep alignment with industry standards—ensuring both worker readiness and employer trust. Unlike standalone education or certification efforts, this approach treats workforce development as a sustained, systemic pipeline co-owned by industry stakeholders.GREATER PHOENIX ECONOMIC COUNCIL
- Civic Education for Empowerment 1 orgBy providing accessible civic education and information, organizations foster informed and engaged citizens, because understanding democratic processes and constitutional principles enables individuals to participate effectively in governance and defend their rights. This strategy emphasizes equipping individuals with knowledge—through legislative tracking, constitutional literacy, public broadcasting, or digital tools—so they can meaningfully engage in civic life beyond voting. Unlike advocacy strategies centered on litigation or media campaigns, this approach invests in foundational public understanding as a precursor to sustained democratic participation and local action. It assumes that an informed citizenry is more resilient, less polarized, and better able to drive change from the ground up.PINAL PARTNERSHIP INC
- Peer-Led Capacity Building 1 orgBy facilitating peer-to-peer knowledge exchange and professional learning, organizations build collective expertise and resilience, because shared experience among practitioners increases trust, relevance, and practical applicability of solutions. This strategy centers on leveraging the lived experience and expertise of professionals within the same field to drive learning, innovation, and systemic improvement. Unlike top-down training or external consulting models, it relies on horizontal collaboration—through mentorship, peer review, storytelling, or resource sharing—to strengthen both individual members and the industry as a whole. What distinguishes it is its emphasis on mutual contribution, credibility through shared context, and sustainable knowledge transfer rooted in real-world practice.PINAL PARTNERSHIP INC