HomeMy WebLinkAbout05-Economic DevelopmentEconomic
Development
The Economic Development Division was created after the City Council appointed a task force to develop
recommendations for an organizational form for the community’s economic development. The task force
recommended the creation of this division, therefore this division structure was approved by the Council, and
initiated in 2000/01.
The structure includes a Council appointed Economic Development Commission, charged with the responsibility
of developing goals, policies, and strategies for economic development for the City of Georgetown. Working under
the direction of this Commission and the City Manager, the Director of Economic Development is responsible for
implementation of the policies, strategies, and oversight of operations. Responsibilities include business assistance
(such as workforce training and development and retention issues), industrial recruitment and retention, and
oversight of the Convention and Visitors Bureau.
Convention & Visitor's Bureau
Page 50
Economic Development
Administration
Page 48
01/02 03/04
00/01 01/02 PROJECTED ESTIMATED
ACTUAL BUDGET ACTUAL BASE
Administration 130,456 343,942 270,169 350,302 (29.7%)354,925
Convention & Visitor's Bureau 209,221 482,451 404,642 363,025 (-10.3%)337,627
Main Street Facade SRF 1,471 2,000 6,907 (245.4%)1,200
Division Total 339,677 827,864 676,811 720,234 (6.4%)693,752
* Percent change of 02/03 Adopted from 01/02 Projected Actual
00/01 01/02 01/02 03/04
PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL PROJECTED
Adminstration 0 2 2 2
Convention & Visitor's Bureau 2/.5 1/.5 1/.5 2
Main Street 1 0 0 0
Total (FT/PT) 3/.5 3/.5 3/.5 4
2
2
4
Economic Development and Tourism
02/03
ADOPTED
02/03
ADOPTED
(% Change*)
0
Personnel
35%
Operations
65%
363,025
350,302
6,907
0 100,000 200,000 300,000 400,000
Main Street Façade
Fund
Admin
CVB
48
Economic Development
Administration
DEPARTMENT DESCRIPTION
The Economic Development Division coordinates and leads the community’s economic development efforts. The
Administration oversees the Business Recruitment and Retention Contractor (BRR), Convention and Visitors
Bureau (CVB) and Main Street Programs (MS) for the purposes of improving the social, employment, and physical
conditions of the City by increasing the City of Georgetown’s economic base. In addition, the Division undertakes
projects which will foster partnership among private and public entities, and implements economic development
goals, policies, and strategies established by the Economic Development Commission (EDC) and City Council.
Operations of the division also include oversight for business assistance such as workforce training, affordable
housing issues, development and retention issues, and industrial recruitment and retention program.
MAJOR DEPARTMENT GOALS
h Develop economic development programs that highlight and promote the elements commonly held as the
most important contributors to quality of life of our community.
h Work with business community on housing and workforce issues.
h Increase cooperation with private sector developers, state and regional economic development organizations,
and economic development allies to expand and diversify the City’s tax base.
h Encourage dialogue and promote positive relationships with local industries for business retention within the
community.
h Create and provide site specific information and geographic Information to prospective and existing industries
in order to create new jobs and expand the tax base.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Developed a Request for Proposal from which a contractor was selected and hired for Business Recruitment
and Retention (BRR) services.
h Established City website for economic development, including indicators to provide additional information for
prospective businesses. Updated website for the Convention and Visitors Bureau to make it user-friendly.
h Worked with EDC, CVB and Main Street Advisory Boards, to establish a communications system to keep
board members and others apprised of the Divisions activities.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Work with BRR contractor to fine-tune the Georgetown Overall Strategic Economic Development Plan to
include benchmarking techniques for the targeted industries.
h Establish an incentive policy to include benchmarking and return on investment criteria.
h Assist developers with any difficulties that may occur in the development process, including implementation of
the new Unified Development Code, thus ensuring compliance with all City ordinances.
h Assist Main Street with development of Downtown Master Plan.
ADMINISTRATION
00/01
ACTUAL
01/02
BUDGET
01/02
ACTUAL
02/03
ADOPTED
03/04
PROJECTED
Division Director 0 1 1 1 1
Administrative Assistant 0 1 1 1 1
Total 0 2 2 2 2
49
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. # of inquires N/A 10 15 34 35
2. # of prospects N/A 2 6 15 15
3. # of newsletters/seminars produced N/A 1 3 3 4
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. # of jobs created N/A 50 80 50 75
2. # of business retention assistance N/A 1 5 5 5
3. # of articles in local, regional, and state
newspapers and magazines N/A 3 10 10 10
4. Economic Development site visits N/A 3 7 9 10
DEPARTMENTAL BUDGET: JOINT SERVICES FUND
MAJOR BUDGET CHANGES/ISSUES:
In 2001/02, funding for industrial recruitment contract was included to assist with economic development efforts.
Awarding of BRR Contract was delayed until mid-year FY ’02 due to establishment of polices and procedures.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
41,653 132,797 132,797 Personnel 137,073 137,468
88,803 211,145 137,372 Operations 213,229 217,457
130,456 343,942 270,169 350,302 354,925
50
Economic Development
Convention & Visitor’s Bureau
DEPARTMENT DESCRIPTION
The Georgetown Convention and Visitor’s Bureau (CVB) attracts visitors
and conventions to the Georgetown area to experience and enjoy our
history, culture, and attractions and to further strengthen our city’s image
as a Texas destination. The CVB also promotes economic stability and
the region’s quality of life. The Department manages advertising,
promotion, and solicitation efforts to market the City of Georgetown as a
place for meetings, conventions, group tours, tourists, and day-trip
shoppers. The Department provides a positive economic impact on the
community by bringing visitor dollars into the City which increases the
total revenue of local businesses and improves the overall economic
climate of Georgetown.
MAJOR DEPARTMENT GOALS
h Promote the area's cultural, recreational, historical, and educational attributes to a wide audience.
h Assist visitors and potential visitors to the area by offering comprehensive visitor information and promotional
services.
h Encourage and participate in the further development of attractions throughout Williamson County.
h Work with local business to streamline the use of meeting, dining, and event facilities for organized groups
and conventions.
h Work with local groups and organizations to plan and hold special events that will bring tourists to
Georgetown.
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2001/2002
h Implemented a print, television, and radio advertising campaign to reach regional, state, and national potential
tourists.
h Updated City Brochures and remodeled the visitors’ center to better serve tourists.
h Completed upgrade to the CVB web site, making it a more attractive, informative, and user friendly site.
h Implemented coop-advertising program resulting in Downtown Georgetown Association, the Heritage Society,
and other non-profit group’s event advertising expansion.
h Established a visitors’ center volunteer information and training program that resulted in the recruitment of
additional volunteers to work in the center and at special events.
MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2002/2003
h Expand the Cooperative Advertising Program to include more athletic events (golf, softball, soccer, etc.).
h In cooperation with the Main Street Program, expand historical walking tours and architectural tours to include
more natural attributes.
h Organize and schedule one cultural festival per quarter for tourism promotions.
h Participate in more regional tourism marketing efforts by more effectively utilizing our tourism allies, i.e.
Central Texas Bluebonnet Council, Texas Travel Association, etc.
h Develop a one-stop promotional publication to increase tourism.
CONVENTION & VISITOR’S BUREAU
00/01
ACTUAL
01/02
BUDGET
01/02
ACTUAL
02/03
ADOPTED
03/04
PROJECTED
Main Street Manager 1 0 0 0 0
Tourism Director
Staff Assistant
Total (FT/PT)
1
.5
2/.5
1
.5
1/.5
1
.5
1/.5
1
1
2
1
1
2
# OF VISITOR’S CENTER ASSISTS
18.9
21.2
15.0
20.0
0
5
10
15
20
25
(i
n
t
h
o
u
s
a
n
d
s
)
99/00 00/01 01/02 02/03*
51
WORKLOAD MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. # of special/promotional events
organized or assisted N/A* 4 7 15 10
2. # of visitors assisted at Visitor’s
Center 18,854 21,190 22,000 15,000 20,000
3. # of advertisement designed and
placed N/A* 75 150 345 150
4. # of visitors with organized groups
and conventions solicited and
assisted N/A* N/A* 6,500 7,000 7,000
PERFORMANCE MEASURES
ACTUAL
FY 99/00
ACTUAL
FY 00/01
BUDGETED
FY 01/02
PROJECTED
FY 01/02
PROPOSED
FY 02/03
1. Special event attendance
2. # inquiries resulting from
advertisements
N/A*
N/A*
104,198
N/A*
105,000
N/A*
105,000
3,850
105,000
3,000
3. # of volunteer labor hours
4. # of information requests from
website
N/A*
N/A*
3,808
246
3,875
292
4,404
360
4,400
400
* New measure
DEPARTMENTAL BUDGET: TOURISM FUND
MAJOR BUDGET CHANGES/ISSUES:
The economic downturn in 2001 and 2002, coupled with the September 11, 2001 impact on travel and tourism, has
drastically affected this department for FY 2002.
01/02 03/04
00/01 01/02 PROJECTED 02/03 ESTIMATED
ACTUAL BUDGET ACTUAL ADOPTED BASE
86,795 92,800 90,339 Personnel 116,730 117,103
122,426 389,651 314,303 Operations 246,295 220,524
209,221 482,451 404,642 363,025 337,627
52
Tourism Fund
01/02 02/03 03/04
00/01 01/02 Projected Adopted Projected
Actual Budget Actual Budget Budget
BEGINNING FUND BALANCE 109,221 247,537 245,522 141,233 112,787
REVENUES:
Operating 337,761 350,000 260,000 290,000 325,000
Interest & other 68,252 5,700 40,353 44,579 44,579
Transfers In 67,950
Total Revenues 473,963 355,700 300,353 334,579 369,579
EXPENDITURES:
Economic Development Admin 128,441 19,565
Convention & Visitors Bureau 209,221 462,886 404,642 363,025 337,627
Total Expenditures 337,662 482,451 404,642 363,025 337,627
ENDING FUND BALANCE 245,522 120,786 141,233 112,787 144,739
RESERVATIONS:
Contingency 57,000 60,000 60,000 60,000 60,000
AVAILABLE FUND BALANCE 188,522 60,786 81,233 52,787 84,739